Professional Documents
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5
Marketing for Hospitality and Tourism, Fifth Edition © 2010 Pearson Higher Education, Inc.
By Philip Kotler, John Bowen and James Makens Pearson Prentice Hall - Upper Saddle River, NJ 07458
OBJECTIVES
After reading this chapter, you should be able to:
II
— SUN-TZU
55
Marketing for Hospitality and Tourism, Fifth Edition © 2010 Pearson Higher Education, Inc.
By Philip Kotler, John Bowen and James Makens Pearson Prentice Hall - Upper Saddle River, NJ 07458
OBJECTIVES
After reading this chapter, you should be able to:
• Explain the importance of information in gaining II
insights about the marketplace and customers.
• Explain the marketing information system concept.
• Outline the marketing research process, including defining
problem & research objectives, developing the research plan,
implementing the research plan, and interpreting and reporting
the findings.
• Explain how companies analyze and use marketing information.
5
Marketing for Hospitality and Tourism, Fifth Edition © 2010 Pearson Higher Education, Inc.
By Philip Kotler, John Bowen and James Makens Pearson Prentice Hall - Upper Saddle River, NJ 07458
Marketing Information's Systems and Research
Marketing Information and Customer Insights
• To create value for customers & build meaningful II
relationships with them, marketers must gain fresh,
deep insights into what customers need and want.
– such insights come from the good marketing information
• While these insights are important for building value
and relationships, they can be very difficult to obtain.
– customer needs & motives are often anything but obvious
• Marketers must effectively manage marketing
information from a wide range of sources.
– with information technologies, companies can
now generate information in great quantities
5
Marketing for Hospitality and Tourism, Fifth Edition
By Philip Kotler, John Bowen and James Makens tab © 2010 Pearson Higher Education, Inc.
Pearson Prentice Hall - Upper Saddle River, NJ 07458
Marketing Information's Systems and Research
Marketing Information and Customer Insights
• Most marketing managers are overloaded with data II
and often overwhelmed by it, yet complain they lack
enough information of the right kind.
• They don’t need more information—they need better
information — and to make better use of information
they already have.
– a company’s marketing research & information system
must do more than just generate lots of data
• The real value of marketing research and marketing
information lies in how it is used—in the customer
insights that it provides. 5
Marketing for Hospitality and Tourism, Fifth Edition
By Philip Kotler, John Bowen and James Makens tab © 2010 Pearson Higher Education, Inc.
Pearson Prentice Hall - Upper Saddle River, NJ 07458
Marketing Information's Systems and Research
Marketing Information and Customer Insights
• Many companies are now restructuring & renaming II
their marketing research and information functions.
• Customer insight groups collect customer & market
information and use the marketing information to
develop important customer insights from which the
company can create more value for its customers.
– one customer insights group states its mission simply as
“getting better at understanding our consumers and
meeting their needs.”
5
Marketing for Hospitality and Tourism, Fifth Edition
By Philip Kotler, John Bowen and James Makens tab © 2010 Pearson Higher Education, Inc.
Pearson Prentice Hall - Upper Saddle River, NJ 07458
Marketing Information's Systems and Research
The Marketing Information System
• A marketing information system (MIS) consists of II
people, equipment, and procedures to gather, sort,
analyze, evaluate, and distribute needed, timely, and
accurate information to marketing decision makers.
– it interacts with managers to assess their information needs
– it develops needed information from internal company
records, marketing intelligence activities, and the
marketing research process
– analysts process information to make it more useful
– the MIS distributes information to managers in the right
form, at the right time to help in marketing planning,
implementation, and control 5
Marketing for Hospitality and Tourism, Fifth Edition
By Philip Kotler, John Bowen and James Makens tab © 2010 Pearson Higher Education, Inc.
Pearson Prentice Hall - Upper Saddle River, NJ 07458
Marketing Information's Systems and Research
The Marketing Information System
II
5
Marketing for Hospitality and Tourism, Fifth Edition
By Philip Kotler, John Bowen and James Makens tab © 2010 Pearson Higher Education, Inc.
Pearson Prentice Hall - Upper Saddle River, NJ 07458
The Marketing Information System
Obtaining Data
• The costs of obtaining, processing, storing, and II
delivering information can add up quickly.
• The company must estimate the value of having an
item of information against the costs of obtaining it.
– value depends on how it will be used, and this judgment
is highly subjective
• Sometimes additional information contributes little
to improving a manager’s decision
– the cost may exceed the benefit
5
Marketing for Hospitality and Tourism, Fifth Edition
By Philip Kotler, John Bowen and James Makens tab © 2010 Pearson Higher Education, Inc.
Pearson Prentice Hall - Upper Saddle River, NJ 07458
The Marketing Information System
Developing Information
• The answers to the questions in Table 5–1 will help II
managers assess their marketing information needs.
5
Marketing for Hospitality and Tourism, Fifth Edition
By Philip Kotler, John Bowen and James Makens tab © 2010 Pearson Higher Education, Inc.
Pearson Prentice Hall - Upper Saddle River, NJ 07458
Marketing Intelligence
Internal & External Sources
• Marketing intelligence includes everyday data about II
developments that helps managers prepare and adjust
marketing plans and short-run tactics.
• It can be gathered by executives, front-desk staff,
service staff, purchasing agents, and sales force.
• Hotel owners and managers are essential parts of
a marketing intelligence system.
– managers should debrief contact personnel regularly
• A hospitality company must encourage suppliers,
convention and tourist bureaus, and travel agencies
to pass along important intelligence. 5
Marketing for Hospitality and Tourism, Fifth Edition
By Philip Kotler, John Bowen and James Makens tab © 2010 Pearson Higher Education, Inc.
Pearson Prentice Hall - Upper Saddle River, NJ 07458
Marketing Intelligence
External Sources
• The three types of external marketing information & II
their sources are shown in Table 5–3 on page 163.
– macromarket information; competitive information; new
innovation and trends
• It is worthwhile to encourage gathering of this data
by treating vendors, salespeople, and potential
employees in a friendly and receptive manner.
• Members of management should be encouraged to
join community and professional organizations.
– where they are likely to obtain essential marketing
information
5
Marketing for Hospitality and Tourism, Fifth Edition
By Philip Kotler, John Bowen and James Makens tab © 2010 Pearson Higher Education, Inc.
Pearson Prentice Hall - Upper Saddle River, NJ 07458
Marketing Intelligence
Sources of Competitive Information
• Competitive intelligence is available from trade II
magazine articles, competitors’ reports, speeches, press
releases, brochures, and advertisements.
– managers should also visit competitors’ premises regularly
• Using the Internet, marketers can search competitor
names, events, or trends & see what turns up.
• Companies can subscribe online databases and
information search services.
– Dialog, DataStar, LEXIS-NEXIS, Dow Jones News Retrieval,
UMI ProQuest, and Dun & Bradstreet’s Online Access
5
Marketing for Hospitality and Tourism, Fifth Edition
By Philip Kotler, John Bowen and James Makens tab © 2010 Pearson Higher Education, Inc.
Pearson Prentice Hall - Upper Saddle River, NJ 07458
Marketing Intelligence
Sources of Competitive Information
• Hospitality managers can subscribe to newsletters II
such as National Restaurant Association Smart Brief
and hotelmarketing.com
• Associations sometimes collect data from member
companies, compile it, and make it available to
members for a reasonable fee.
– this data can be misleading because member companies
may provide incorrect data or refuse to contribute statistics
if they have a dominant market share
5
Marketing for Hospitality and Tourism, Fifth Edition
By Philip Kotler, John Bowen and James Makens tab © 2010 Pearson Higher Education, Inc.
Pearson Prentice Hall - Upper Saddle River, NJ 07458
II
5
Marketing for Hospitality and Tourism, Fifth Edition
By Philip Kotler, John Bowen and James Makens tab © 2010 Pearson Higher Education, Inc.
Pearson Prentice Hall - Upper Saddle River, NJ 07458
Marketing Research
Marriott
• Frank Camacho, former vice president of corporate II
marketing services for Marriott, listed Marriott’s
research priorities as follows:
– market segmentation and sizing
– concept development and product testing
– price-sensitivity assessment
– advertising and promotions assessment
– market tracking
– customer satisfaction
5
Marketing for Hospitality and Tourism, Fifth Edition
By Philip Kotler, John Bowen and James Makens tab © 2010 Pearson Higher Education, Inc.
Pearson Prentice Hall - Upper Saddle River, NJ 07458
Marketing Research
Defining the Problem and Research Objectives
• Managers must work closely with researchers to II
define the problem & research objectives.
– they must know enough about marketing research
to interpret the findings carefully
• If they know little about marketing research, they
may accept the wrong information, draw wrong
conclusions, or request more data than they need.
– marketing researchers can help the manager define the
problem and use the findings correctly
• Assuming the problem is well defined, the manager
and researcher must set research objectives. 5
Marketing for Hospitality and Tourism, Fifth Edition
By Philip Kotler, John Bowen and James Makens tab © 2010 Pearson Higher Education, Inc.
Pearson Prentice Hall - Upper Saddle River, NJ 07458
Marketing Research
Defining the Problem and Research Objectives
• A marketing research project can have one of three II
types of objectives:
– exploratory research, to gather preliminary information that
will help define the problem and suggest hypotheses
– descriptive research, to describe size & composition of
the market
– causal research, to test hypotheses about cause-and-effect
relationships
5
Marketing for Hospitality and Tourism, Fifth Edition
By Philip Kotler, John Bowen and James Makens tab © 2010 Pearson Higher Education, Inc.
Pearson Prentice Hall - Upper Saddle River, NJ 07458
Marketing Research
The Research Plan - Specific Information Needs
• The second marketing research step is determining II
needed information & making a data collection plan.
– research objectives must be translated into specific
information needs
• To meet a manager’s information needs, researchers
can gather secondary data, primary data, or both.
– primary data consist of information collected for the
specific purpose at hand
– secondary data consist of information already in existence
somewhere, having been collected for another purpose
5
Marketing for Hospitality and Tourism, Fifth Edition
By Philip Kotler, John Bowen and James Makens tab © 2010 Pearson Higher Education, Inc.
Pearson Prentice Hall - Upper Saddle River, NJ 07458
Marketing Research
The Research Plan - Primary and Secondary Data
• Researchers usually start by gathering secondary II
data, usually obtained more quickly and at a lower
cost than primary data.
– a good starting point for marketing research
• When secondary sources can’t provide all the needed
information, the company must collect primary data.
5
Marketing for Hospitality and Tourism, Fifth Edition
By Philip Kotler, John Bowen and James Makens tab © 2010 Pearson Higher Education, Inc.
Pearson Prentice Hall - Upper Saddle River, NJ 07458
Marketing Research
The Research Plan - Primary and Secondary Data
• Data collected casually can be useless or, even II
worse, misleading.
• Designing a plan for primary data collection calls
for decisions about research approaches, contact
methods, a sampling plan, and research instruments.
5
Marketing for Hospitality and Tourism, Fifth Edition
By Philip Kotler, John Bowen and James Makens tab © 2010 Pearson Higher Education, Inc.
Pearson Prentice Hall - Upper Saddle River, NJ 07458
Marketing Research
Research Approaches
• Three basic research approaches are observations, II
surveys, and experiments.
• Survey research, best suited to gathering descriptive
information, can be structured or unstructured.
– structured surveys use formal lists of questions asked
of all respondents in the same way
– unstructured surveys let the interviewer probe respondents
and guide the interview according to their answers
– the major advantage of survey research is its flexibility
– sometimes people are can’t answer questions as they don’t
remember or never thought about what they do & why
– careful survey design can help minimize problems 5
Marketing for Hospitality and Tourism, Fifth Edition
By Philip Kotler, John Bowen and James Makens tab © 2010 Pearson Higher Education, Inc.
Pearson Prentice Hall - Upper Saddle River, NJ 07458
Marketing Research
Research Approaches
• Three basic research approaches are observations, II
surveys, and experiments.
• Experimental Research is designed to capture cause-and-effect
relationships by eliminating competing explanations of the
observed findings.
5
Marketing for Hospitality and Tourism, Fifth Edition
By Philip Kotler, John Bowen and James Makens tab © 2010 Pearson Higher Education, Inc.
Pearson Prentice Hall - Upper Saddle River, NJ 07458
Marketing Research
Contact Methods
• Information can be collected by three methods. II
– mail questionnaires can collect large amounts of
information at a low cost per respondent.
– telephone interviewing allows quick data gathering
– personal interviewing takes two forms: individual
(intercept) and in-depth methods
II
Active Group has a feature called Client Lounge that allows members of the organization
conducting the focus group. Managers can view the focus group live on the Internet and discuss the
event just as if they were physically present at the event. Courtesy of Active Group. Used with
permission.
5
Marketing for Hospitality and Tourism, Fifth Edition
By Philip Kotler, John Bowen and James Makens tab © 2010 Pearson Higher Education, Inc.
Pearson Prentice Hall - Upper Saddle River, NJ 07458
Marketing Research
In-Depth Interviews
• In-depth surveys, another form of qualitative II
personal interviewing, can be used when it is
difficult to put together a focus group.
• Another form of qualitative personal interviewing,
individual interviews using open-ended questions.
– they allow a researcher to probe & gain insight into
consumer behavior
• Qualitative research is useful to gain insight into
definitions and concepts as well as insight into
survey results.
5
Marketing for Hospitality and Tourism, Fifth Edition
By Philip Kotler, John Bowen and James Makens tab © 2010 Pearson Higher Education, Inc.
Pearson Prentice Hall - Upper Saddle River, NJ 07458
Marketing Research
Sampling Plan
• Marketing researchers usually draw conclusions II
about large consumer groups by taking a sample.
– a segment of the population selected to represent the
population as a whole
• Ideally, the sample should allow accurate estimates
of the thoughts & behaviors of the larger population.
• Designing the sample calls for four decisions.
– who will be surveyed?
– how many people should be surveyed?
– how should the sample be chosen?
– when will the survey be given? 5
Marketing for Hospitality and Tourism, Fifth Edition
By Philip Kotler, John Bowen and James Makens tab © 2010 Pearson Higher Education, Inc.
Pearson Prentice Hall - Upper Saddle River, NJ 07458
Marketing Research
Research Instruments
• In collecting primary data, marketing researchers II
have a choice of primary research instruments.
– the interview (structured and unstructured), mechanical
devices, and structured models such as a test market
• Structured interviews use a questionnaire, by far the
most common survey instrument.
– because there are many ways to ask questions, the
questionnaire is very flexible
• Questionnaires should be developed and tested
carefully before being used on a large scale.
– to avoid errors in a carelessly prepared questionnaire
5
Marketing for Hospitality and Tourism, Fifth Edition
By Philip Kotler, John Bowen and James Makens tab © 2010 Pearson Higher Education, Inc.
Pearson Prentice Hall - Upper Saddle River, NJ 07458
II
5
Marketing for Hospitality and Tourism, Fifth Edition
By Philip Kotler, John Bowen and James Makens tab © 2010 Pearson Higher Education, Inc.
Pearson Prentice Hall - Upper Saddle River, NJ 07458
International Marketing Research
Cultural Differences
• Buying roles & consumer decision processes vary II
from country to country, complicating research.
• Consumers attitudes vary toward marketing research,
and people in one country may be very willing to
respond; in others, nonresponse is a major problem.
– customs in some Islamic countries prohibit people from
talking with strangers
– high functional illiteracy rates in many countries make
it impossible to use a written survey for some segments
– middle-class people in developing countries often make
false claims in order to appear well off
5
Marketing for Hospitality and Tourism, Fifth Edition
By Philip Kotler, John Bowen and James Makens tab © 2010 Pearson Higher Education, Inc.
Pearson Prentice Hall - Upper Saddle River, NJ 07458
International Marketing Research
Necessary Research
• Despite problems, the recent growth of international II
marketing has resulted in a rapid increase in the use
of international marketing research.
– global companies have little choice but to conduct such
research
• While costs & problems associated with international
research may be high, the costs of not doing it—in
terms of missed opportunities and mistakes—might
be even higher.
• Once recognized, many problems associated with
international research can be overcome or avoided. 5
Marketing for Hospitality and Tourism, Fifth Edition
By Philip Kotler, John Bowen and James Makens tab © 2010 Pearson Higher Education, Inc.
Pearson Prentice Hall - Upper Saddle River, NJ 07458
Marketing Research in Smaller Organizations
Introduction
• Managers of small businesses often believe that II
marketing research can be done only by experts in
large companies with large research budgets.
– many marketing research techniques can be used by
smaller organizations and at little or no expense
• Secondary data collection, observation, surveys, and
experiments can be effective for small organizations.
– small business managers can obtain good marketing
information by observing what occurs around them
– managers can also conduct simple experiments and
informal surveys using small convenience samples
5
Marketing for Hospitality and Tourism, Fifth Edition
By Philip Kotler, John Bowen and James Makens tab © 2010 Pearson Higher Education, Inc.
Pearson Prentice Hall - Upper Saddle River, NJ 07458
Marketing Research in Smaller Organizations
Sources of Help
• Many associations, chambers of commerce & II
government agencies provide help to small business.
– local newspapers often provide information on local
shoppers and their buying patterns
• The US Small Business Administration offers dozens
of free publications giving advice on topics ranging
from planning advertising to ordering business signs.
• Many colleges are seeking small businesses to serve
as cases for projects in marketing research classes
– sales management classes are eager to do sales blitzes
for hotels
5
Marketing for Hospitality and Tourism, Fifth Edition
By Philip Kotler, John Bowen and James Makens tab © 2010 Pearson Higher Education, Inc.
Pearson Prentice Hall - Upper Saddle River, NJ 07458
Marketing Research in Smaller Organizations
Less Complex, Still Important
• Although informal research is less complex and II
costly, it must still be done carefully.
• Managers must think through the objectives of the
research, formulate questions in advance, and
recognize the biases systematically.
• Meticulously planned & implemented low-cost
research can provide reliable information for
improving marketing decision making.
5
Marketing for Hospitality and Tourism, Fifth Edition
By Philip Kotler, John Bowen and James Makens tab © 2010 Pearson Higher Education, Inc.
Pearson Prentice Hall - Upper Saddle River, NJ 07458
KEY TERMS