1 / 20

Integrating the inner and the outer world in market research

Integrating the inner and the outer world in market research. 5 th POT, Amsterdam, September 21 15.50 – 16.40 by Jürg Thölke and Wim Jurg. Enriching market research. By systematic problem identification (Ackoff 1978, Yadav & Karonkanda 1985, Chapman 1989, Butler 1995, Gibson 1998)

phyllis-filia
Download Presentation

Integrating the inner and the outer world in market research

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Integrating the inner and the outer world in market research 5th POT, Amsterdam, September 21 15.50 – 16.40 by Jürg Thölke and Wim Jurg

  2. Enriching market research ... • By systematic problem identification (Ackoff 1978, Yadav & Karonkanda 1985, Chapman 1989, Butler 1995, Gibson 1998) • Of soft, ill-structured problems (Checkland & Scholes 1992/2005, Hackley 1999, Zikmund 2003, Zaltman 2003) • On effects of solution decisions (Yadav & Karonkanda 1985, Davis & Moe 1997, Durgee et al. 1999, Desai 2002) • Using the mind of the manager (Mintzberg et al. 1998, Zaltman 2003, Blichfeldt 2005, Nijssen & Agustin 2005)

  3. Merleau Ponty’s perspective • Managers are embodied subjects (Phenomenology of Perception 1945/1962) • Markets mirror in managers (The visible and the invisible 1964/1968)

  4. Soft Systems Methodology

  5. Systems constellation technique An embodied way to identify marketing problems • Origin: psychodrama (Moreno, 1946, 1959, 1962) • Four roles: problem owner, systems analyst (facilitator), stand-ins, and audience (Franke 1995, 2003; Höppner, 2001; Wesseler et al., 2003; Gminder, 2005, 2006) • Four main phases: interview, projection, modification, and vision phase (Franke 1995, 2003; Höppner, 2001; Wesseler et al., 2003; Gminder, 2005, 2006)

  6. Interview: expressed market problem, solution decison, and core constructs

  7. 1st Part projection phase: embodied construct projection

  8. First part projection phase: positioning resulting in systems projection

  9. Intermediate part projection phase: interim embodied questioning

  10. Final partprojection phase: further embodied questioning

  11. Modifcation and vision phase • Modification phase: entering decision into constellation • Vision phase: finding the conditions for optimizing the constellation energy

  12. Aim systems constellation research project • How useful (valid, reliable, and accurate) • do marketing experts (users and observers) • judge the application of systems constellations • to identify market problems?

  13. Research project methodology • Design-based (action) research: practice versus knowledge stream • Multiple case study design: 32 market problems • Four settings: marketing expert (7), problem-owners (9), marketing-lay (8), another facilitator (8) • Core: three open marketing expert conferences; in 2002 (3), 2003 (2), 2004 (2): 25-35 experts • Questionnaires: directly after the constellation, by e-mail the day after, and spontaneously during project

  14. Explorative POT 2006 article aim • Can marketing experts (2 users and 34 observers) • make sense of constellated market problems • on the 2004 marketing expert conference?

  15. Practice stream: Training company directors’ systems projectiondrawing 1 Legend stand-ins for constructs: B: Brand name D: Director (problem owner) H: High board

  16. Practice stream: Training company director’s systems projection drawing 2 Legend stand-ins for constructs: B: Brand name D: Director (problem owner) H: High board M1: Market group 1 (BU trainers) M2: Market group 2 (BU project workers) M3: Market group 3 (BU advisors)

  17. Practice stream: magazine editor’ssystems projection drawing Legend stand-ins for constructs: C: Current readers D: Directors E: Editorial office (problem owner) M: 40 year-old existing Magazine R: Reformed magazine S: Science-oriented articles P: Popular articles

  18. Knowledge stream • Systems Constellations made sense of market problems to users and marketing expert audience • Both 2004 users applied spontaneously, one for the second time, and 22 of the 34 observers too • No differences between problem contents and between settings (except for brand-lay setting) • SCs seem a practical application of Merleau-Ponty’s phenomenology within SSM • SCs integrate the inner and outer world of marketers

  19. Limitations • Systems analyst’s ignorance of the market and marketing • Theortical sampling: marketing experts ‘believed’ in subconscious knowledge processing.

  20. Implication: further research seems useful • Technique improvement involving Merleau-Ponty phenomenologists and Soft Systems Methodologists • Application with facilitator having marketing knowledge • More conclusive, experimental design: versus other problem identification techniques as brainstorming • Application to brand teams and consumers.

More Related