WHEN IS BUSINESS RESEARCH NEEDED?

A manager faced with two or more possible courses of action

faces
the initial decision of whether or not research should be
conducted. The
determination of the need for research centers on (1) time
constraints, (2)
the availability of data, (3) the nature of the decision that
must be made,
and (4) the value of the business research information in
relation to its
costs.
Time constraints
Systematically conducting research takes time. In many
instances
management concludes that because a decision must be
made
immediately, there will be no time for research. As a
consequence,
decisions are sometimes made without adequate information
or thorough
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understanding of the situation. Although not ideal,
sometimes the
urgency of a situation precludes the use of research.
Availability of data
Frequently managers already possess enough information to
make
a sound decision without business research. When there is an
absence of
adequate information, however, research must be
considered. Managers
must ask themselves, “Will the research provide the
information needed
to answer the basic questions about this decision?” If the
data cannot be
made available, research cannot be conducted. For example,
prior to
1980 the people’s republic of China had never conducted a
population
census. Organizations engaged in international business
often find that
data about business activity or population characteristics,
found in
abundance when investigating the United States, are
nonexistent or
sparse when the geographic area of interest is an
underdeveloped
country. Further, if a potential source of data exists,
managers will want
to know how much it costs to obtain those data.
Nature of the decision
The value of business research will depend on the nature of
the
managerial decision to be made. A routine tactical decision
that does not
require a substantial investment may not seem to warrant a
substantial
expenditure for business research. For example, a computer
software
company must update its operator’s instruction manual
when minor
product modifications are made. The cost of determining the
proper
wording for the updated manual is likely to be too high for
such a minor
decision. The nature of such a decision is not totally
independent from
the next issue to be considered: the benefits versus the costs
of the
research. However, in general the more strategically or
tactically
important the decision, the more likely that research will be
conducted.
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Benefits versus costs
Some of the managerial benefits of business research have
already
been discussed. Of course, conducting research activities to
obtain these
benefits requires an expenditure; thus there are both costs
and benefits
in conducting business research. In any decision-making
situation,
managers must identify alternative courses of action, then
weigh the
value of each alternative against its cost. It is useful to think
of business
research as an investment alternative. When deciding
whether to make a
decision without research or to postpone the decision in
order to conduct
research, managers should ask: (1) Will the payoff or rate of
return be
worth the investment? (2) Will the information gained by
business
research improve the quality of the decision to an extent
sufficient to
warrant the expenditure? And (3) Is the proposed research
expenditure
the best use of the available funds?
For example, TV Cable Week was not test-marketed before
its
launch. While the magazine had articles and stories about
television
personalities and events, its main feature was a channel-by-
channel
program listing showing the exact programs that a particular
subscriber
could receive. To produce a “custom” magazine for each
individual cable
television system in the country required developing a costly
computer
system. Because development required a substantial
expenditure, one
that could not be scaled down for research, the conducting of
research
was judged to be an improper investment. The value of the
research
information was not positive, because the cost of the
information
exceeded its benefits. Unfortunately, pricing and distribution
problems
became so compelling after the magazine was launched that
it was a
business failure. Nevertheless, the publication’s managers,
without the
luxury of hindsight, made a reasonable decision not to
conduct research.
They analyzed the cost of the information (i.e. the cost of
business
research) relative to the potential benefits.