Rrl of Marketing Information System

REVIEW OF RELATED books A merchandise knowledge establishment (MIS) is a set of procedures and methods designed to generate, analyze, disseminate, and store anticipated marketing finding information on a regular, continuous basis. An information system can be use operationally, dish outrially, and strategically for several(prenominal) aspects of marketing. A marketing information system can be used operationally, managerially, and strategically for several aspects of marketing.The first definition of marketing information systems was presented by Cox and Good (1967) who referred to them as a group of procedures and methods for the planned analysis and the presentation of information to be used in marketing decision making. Later, this definition was extended by several authors such as Brien and Stafford (1968), watch over (1991), Talvinen (1995), Burns and Bush (1995), and Kotler (1991, 2003), among others.Thus, Proctor (1991) defined the MKIS as a system that examines and co llects data from the environment that uses data for the trading operations and transactions deep down the company, and that filters, organizes, and selects data to present them for personal credit line purposes. correspond to Kotler (2003) and Bums and Bush (1995) defined the MKIS as a consistent system of people, equipment, and procedures to gather, classify, analyze, evaluate, and distribute the necessary, timely, and precise information needed for decision making.For Talvinen (1995), the marketing information systems are a rudimentary part of the company information systems portfolio that aids the direction of the managerial process, especially the marketing process. Jobber (2007) defines it as a system in which marketing data is formally ga in that respectd, stored, analyzed and distributed to managers in accordance with their informational ineluctably on a regular basis. Kotler, et al. (2006) define it more broadly as people, equipment, and procedures to gather, sort, an alyze, evaluate, and distribute needed, timely, and accurate information to marketing decision makers. A formal MkIS can be of great benefit to any scheme whether profit making or nonprofit making, no matter what its size or the level of managerial finesse. It is true today that in galore(postnominal) organization an MkIS is integrated as part of a computerized system. To manage a commerce well is to manage its future and this means that management of information, in the form of a companywide Management Information System (MUS) of which the MkIS is an integral part, is an indispensable resource to be carefully managed just ilk any other resource that the organization whitethorn corroborate e. . human resources, productive resources, transport resources and financial resources. Marketing information systems (MKIS) must play a different role from the roles they traditionally performed that is, they need roles that may guide and support the decisions made at the corporate, trave lal, and operational levels. Previous look on the application of the MKIS shows that they have been applied mainly to the routine function of marketing rather than the strategic function (Xianzhong, 1999).Frequently, organizations have use these information systems to support the competitive analysis that they themselves conduct and to find out the market conditions, however, they have not developed research that may support the reflection of strategies, or such development has been nonexistent (Main & Marone, 2002). gibe Zabriskie and Huellmantel (1994) have pointed out that providing competitive information to formulate strategies is the responsibility of the marketing director, with the support of the marketing research department.However, conceptual and empirical research on marketing information systems has given little attention to the character reference of information that those in charge of making decisions may consider useful for the performance of their marketing tas ks (Ashill & Jobber, 2002). According to Proctor (1991), there is a lot of information, but not of the correct type, and much error that is, such information is more focused on the operational rather than on the strategic function.Nevertheless, it is necessary to pass into account that the utilization of the MKIS is crucial for the success of an organization and should be an integral part of the strategic provision process (Amaravadi, 1995) since the marketing data base is a vital element for the strategic planning of many companies and often presents challenges in terms of management, marketing and sales (Stone & Shaw, 1987). In the latter half of the 20th century, several authors such as Cox and Good (1967), Kotler (1991, 2003), Proctor (1991), and Talvinen (1995), among others, have presented models for marketing information systems.Bums and Bush (1995) presented a classification of the marketing information systems similar to that of Kotlers (2003) through a model in which the re is an inter relateness between the environment and the MKIS and among these and the managing directors. Talvinen (1995) sort out the models presented in two groups determined by the managerial position and the operational-tactical function of those who make the decisions.In the first group, the basic classifying models of all the authors are presented, and the users are likely to be the senior executives, argument strategy units, directors, marketing analysts, and experts. In the second group, the model of Moriarty and Swartz (1989) is found, and its users are likely to be the mid-level executives and sales operations personnel. According to Ansoff, Declerck, and Hayes (1990), the strategic level of a company is in continuous contact with the organisational environment for Mintzberg and Quinn (1993), strategy is defined in terms of the four ps plan, pattern, position, and perspective.Finally, according to Thompson, Strickland, and Gamble (2005), the strategy consists of busines s competitive movements and approaches that the directing managers employ in order to attract and please clients, compete successfully, make the business grow, conduct operations, and r distributively set goals. At the turn of the 21st century, researchers paid increased interest in the marketing information systems that are askd by those in charge of making decisions (Amaravadi, 1995 Ashill & Jobber, 2002 Talvinen, 1995).However, little has been canvas regarding the marketing information systems and the formulation of strategies at different levels. Research studies have centered upon general aspects of the formulation process and strategy implementation (Ashill, Frederikson, & Davies, 2003 McCarthy & Leavy, 2000 Varadarajan & Jayachandran, 1999 White, Conant, & Echambadi, 2003) rather than on specific aspects such as the information systems that the organizations require in order to formulate strategies (Proctor, 1991).However, it is necessary to consider that organizations oper ate at three levels (corporate, business unit, and functional or operational) and reflect, at the same time, three strategy levels (corporate, business unit, and functional or operational). The MKIS range from the strategic to the operational level and require a different type of information on marketing at each level.This distinction of levels has prompted some authors to study the MKIS and strategy levels (Hair, Bush, & Ortinau, 2003 Talvinen, 1995), as well as the MKIS required at each strategy level (Talvinen, 1995), but the type of marketing information required at each strategy level and for each MKIS has not been studied. Like the application of the marketing activities, the application of the MKIS has also operose on the area of productivity and sales administration more than on the strategic area (Hewson & Hewson, 1994 Wilson & McDonald, 1994).Even though some businesses have used these systems at the strategic level, their use still concentrates on the marketing function s related to the client, such as, for example, direct sales (Xianzhong, 1999). In the face of the existing gap in the literature, and, above all, because there is no classification of the MKIS by strategy level, the information that the managing directors require at each level was classified for each MKIS taking into account the definitions that these systems present (Burns & Bush, 1995 Kotler, 2003 Talvinen, 1995).