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Marketing Information System

Marketing Information System

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Published by Tage Nobin

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Published by: Tage Nobin on Dec 01, 2011
Copyright:Attribution Non-commercial

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06/18/2014

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MarketingInformation System
 
Introduction
Over the past three decades, subtle changes in the theory and practice of marketing have been fundamentally reshaping companies. These changes havealso been evident in marketing and management related information systems.The information processing requirements of companies are expanding as theircompetitive environments become more dynamic and volatile. To handle theincreasing external and internal information flow and to improve its quality,companies will need to take advantage of the opportunities offered by moderninformation technology (IT) and information systems (IS). Managing marketinginformation by means of IT has become one of the most vital elements of effective marketing. By collecting and sharing marketing information and byusing it to promote corporate and brand image, IS offer new ways of improvinginternal efficiencies of the firm. Information systems allow dynamic marketingcommunication between personnel in corporate planning, accounting,advertising and sales promotion, product management, channels of distributionand direct sales.
 
The changing role of marketing in companies
The management approach to the study of marketing can be traced to suchconcepts as the marketing concept, marketing mix, product life cycle andmarket segmentation. This management approach can be characterized as trying
to solve the problem of “how to develop an optimal
marketing mix consisting of Product, Place, Price and Promotion solutions for the competing preferences of a chosen target segment of consumers, households or
organisational buyers”.
The concept of the marketing mix focuses on the need for marketing managersto view the marketing task as the process of mixing or integrating severaldifferent functions simultaneously. This management approach evolved in the1950s and 1960s, when marketing management became a widely acceptedbusiness function, growing out of the more traditional sales managementapproach. Marketing is responsible for more than sales
 – 
it is the managementfunction responsible for making sure that every aspect of the business is focusedon delivering superior value to customers in the competitive\marketplace. In the1990s the marketing management function and the more traditional,bureaucratic, hierarchical organizations will be complemented by new, moreflexible, organizational forms such as strategic partnerships and networks. Thismeans that the marketer will need to manage three sets of relationships
 – 
withcustomers, with suppliers and with resellers. The business is increasingly likelyto be a network of strategic partnerships and the business scope will beessentially defined by its customers. In network organizations, especially, themarketing task will include responsibility for being expert on customerrelationships and keeping the rest of the network informed about them. Themarketing personnel will need skills and knowledge in relationship managementand these skills will become valuable business assets.

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