netrashetty
MP Guru
DC Comics (founded in 1934 as National Allied Publications[1]) is one of the largest and most successful companies operating in the market for American comic books and related media. It is the publishing division of DC Entertainment Inc.,[2] a subsidiary company of Warner Bros. Entertainment, which itself is owned by Time Warner. DC Comics produces material featuring a large number of well-known characters, including Superman, Batman, Wonder Woman, Aquaman, Green Lantern, the Flash, Martian Manhunter, Green Arrow, Hawkman, and such superhero teams as the Justice League and the Teen Titans, and such antagonists as Lex Luthor, the Joker, Two Face, the Penguin, General Zod, the Riddler, Bizarro, Sinestro, Catwoman, and Darkseid[3].
The initials "DC" came from the company's popular series Detective Comics, which subsequently became part of the company's official name.[4] DC Comics has its official headquarters at 1700 Broadway, Midtown Manhattan, New York, New York.[5] Random House distributes DC Comics' books to the bookstore market, while Diamond Comic Distributors supplies the comics shop specialty market.[5]
DC Comics and its major, longtime competitor Marvel Comics together shared over 80% of the American comic-book market as of 2008.
The second part of research design involves laying out a plan to collect the information within the research method selected. To gather research marketers have three choices:
acquire pre-existing research
undertake new research themselves
out-source the task of new research to a third-party, such as a market research company
The first option is associated with Secondary Research, which involves accessing information that was previously collected. The last two options are associated with conducting Primary Research, which involves the collection of original data generally for one’s own use.
As we will see, the data collection approach used depends on what the researcher determined in the Steps 1-3 of the research plan. That is, the optimal data collection technique is selected only after the researcher has determined the purpose, the information sought and the basic research design method. In many instances the researcher uses both secondary and primary data collection as part of the same research project.
An extensive discussion of Secondary Research can be found in two tutorials: Data Collection: Low-Cost Secondary Research and Data Collection: High-Cost Secondary Research. While detailed coverage of Primary Research can be found in the tutorial Data Collection: Primary Research Methods.
he effect of downsizing, declining respondent cooperation rates, the impact of the Internet, and the increasing globalization of business.
The participants were:
Elyse Gammer, vice president, Dennis and Company, Inc., a Stamford, Conn., research firm, and president of the Marketing Research Association (MRA), Rocky Hill, Conn.
Pat Goodrich, director, Marketing Research Division, American Marketing Association (AMA), Chicago.
Barbara Hisiger, director of research, AT&T Labs, Murray Hill, N.J., and vice president, Marketing Research Division, American Marketing Association.
Mike Lotti, director, business research, consumer imaging, Eastman Kodak Co., Rochester, N.Y.
Wayne McCullough, director, marketing research and analysis, Banc One Corp., Columbus, Ohio.
Betsy Peterson, executive director, Marketing Research Association.
Juergen Schwoerer, director general, European Society for Opinion and Marketing Research (ESOMAR), Amsterdam, The Netherlands.
The following is an edited version of the two-hour discussion. Special thanks to Jamie Born, the AMA’s director of public relations, for assembling the panel.
--Joseph Rydholm/QMRR editor
QMRR: What factors have had the greatest impact on marketing research in recent years?
Betsy Peterson: Several of us just attended a Research Industry Leaders Forum and the focus there over the past few years has been determining what the major issues facing the industry are. They include: declining respondent cooperation, legislative threats, a shortage of trained researchers, and the impact of technology, specifically the Internet and other applications.
Wayne McCullough: I think downsizing has caused a fundamental change to marketing research. When staff reductions came about in the late ’80s and early ’90s they were across the board. Most companies didn’t say, ‘We need to save this function and that function.’ The research function suffered as a result. With all this turmoil, many expert market researchers went out and started their own firms. The flow of intellectual capital started outward. The problem we’ve had more recently is that many [client] firms started to recognize that that outflow of personnel took with it a core body of knowledge, a core competency of market intelligence. And now they’re starting to recognize the need to bring it back.
Barbara Hisiger: The evolution or revolution of skills and training has actually incorporated more fields like psychology and sociology into what we call marketing research. One of the issues is the question of how we attract the right kind of people to the industry. And what do we call ourselves? Are we just market researchers or are we behavioral analysts? How do we distinguish this broad field?
Wayne McCullough: The point you’re making is extremely important and one that the AMA and the MRA and other associations are dealing with and that is the idea of certification. One of the things that occurred as a result of the downsizing of research in many categories is that we had lots of other people within firms who said, ‘I will now manage marketing research,’ even though they have no real skill or competence. They tended to rely on those external firms to get the work done and bring it back. But the assimilation of that core knowledge and intelligence wasn’t happening. Lots of people think they can do market research when in fact it was the external firms that are doing it.
Barbara Hisiger: It’s a matter of defining the needs of the industry. We need to involve the industry in defining the skill set.
Elyse Gammer: I think there’s also been an ancillary effect at the end-user level, which is that as marketing research has become diluted within the company, the value of it and the resources used to derive the benefits and apply the information has been scattered. There’s not someone steering the ship or it’s not the right person steering the ship. It’s the person who said, ‘I can do market research’ and then they went to the helm.
Mike Lotti: There are a lot of folks that are trained in marketing research techniques but not in when or why to use them.
Wayne McCullough: I know I brought up the C word [certification] but let me make it clear that I’m not saying that we should or must have it. I want to assert the principle that Barbara was articulating: We need to take a look at what we do and how we do it. If you’re selling real estate you have to take an exam. If you’re a medical doctor or a lawyer you have to do the same thing. Should the same apply to a marketing researcher?
Mike Lotti: Possessing the necessary toolbox goes beyond just choosing a technique. You have to know how to define a problem, develop a researchable hypothesis and bring back information which bears on the decision to be made. We have people trained in techniques but sometimes we’re not as good at diagnoses.
Betsy Peterson: Isn’t that why it takes so long for researchers to be really productive? It’s trial and error now.
Mike Lotti: Today a lot of the learning is done by observation and learning on the job and that’s exactly what worries me. People may not have the opportunity to learn in the current setting, with constrained personnel resources.
Wayne McCullough: The question for the larger category of researchers is, at what point can you say, ‘I’m an expert researcher?’ I think the point that Mike was making was that the good ones learn along the way and I think that we need to do a better job of giving them those experiences. We need a way to anoint someone who has achieved a certain level of experience. Credentialing is what we need to achieve.
Barbara Hisiger: To attract people to the profession, we need to do a better job of marketing ourselves. We deal with marketing in our jobs every day and yet we don’t do a very good job of positioning or marketing our profession.
Wayne McCullough: One of the damning statements about our industry is that we talked about that very subject at the last two conferences...
Betsy Peterson: …and we’ve talked about how we talked about it!
Pat Goodrich: I think there is a crying need for some sort of industry definition of the skills that are necessary to be a researcher, whether it’s through certification or not. And I think we’ve made some initial steps toward that. There are Masters programs that would like to graduate 60 people a year. We certainly can’t rely solely on them as a source of new researchers but while we struggle to define what a researcher is we have to also work at attracting people to the industry and when we attract them, let them know that there is an established set of things they have to do to illustrate competency.
Juergen Schwoerer: Nowadays geographical and industry boundaries are blurring. We can and we should set up education programs but even once we have people who have the basic set of skills our industry will not automatically flourish. That’s because this boundary-blurring will continue and people who aren’t researchers will continue to believe that they can conduct research.
I think it is equally important at the university and business school level to open the minds of today’s and tomorrow’s decision makers to the profit opportunities that lie in applying intelligence to their business. We must make sure that lessons on the value of research get into their curricula. Because you can train researchers until you’re blue in the face, but if you don’t have any clients who think it’s worthwhile you may be out of business.
engaged into from small scale business down to large scale business and from a word of mouth, there arises contemporary issues towards marketing. There intends to explore and analyze three of the marketing issues which can be the Integrated Marketing Communications (IMC), Electronic Marketing and Relationship Marketing and the inter-relationships of the three issues and how it provides better stature towards business organization and business passion by providing situations along with comprehensive information and analysis such as those that implies to information technology, its effective means for the above marketing issues in this contemporary business environment. Aside, several proponents understanding of the issues as well as ideas and concepts of each will also be a part of the discussion and to create desirable ways to give reflections and awareness for the readers to learn about and put into daily life.
Discussions
The effectiveness of market issues integration can substantially impact on the cost incurred to the total organisational system. If all efforts are integrated, the net result is a continuous stream of value-rich actions and outcomes. IMC, RM and E-marketing generates involvement and commitment to organisational programmes as coupled with clear sense of purpose are pre-requisite for the much needed coherence and focus that are ultimately required to produce successful outcomes. There creates and develops appropriate inter-linkages that outcomes in delivery of business quality as expected by marketers and customers along the way. Ideally, communication is an indispensable market activity in the functioning of every issues involved from the crafting of marketing approaches that can be in parallel with external marketing communications, advertised promises stand better chances of being fulfilled to the required level of performance because business is better prepared than out performed.
Integrated Marketing Communication (IMC)
There can be growth towards information technology stance into the posits of marketing and the moving from modern marketing tools that have been the emergence of Integrated Marketing Communications, as there demands more coordinated and strategic approach. Rather than just employing different activities in hope that there can achieved desirable business outcomes,
The initials "DC" came from the company's popular series Detective Comics, which subsequently became part of the company's official name.[4] DC Comics has its official headquarters at 1700 Broadway, Midtown Manhattan, New York, New York.[5] Random House distributes DC Comics' books to the bookstore market, while Diamond Comic Distributors supplies the comics shop specialty market.[5]
DC Comics and its major, longtime competitor Marvel Comics together shared over 80% of the American comic-book market as of 2008.
The second part of research design involves laying out a plan to collect the information within the research method selected. To gather research marketers have three choices:
acquire pre-existing research
undertake new research themselves
out-source the task of new research to a third-party, such as a market research company
The first option is associated with Secondary Research, which involves accessing information that was previously collected. The last two options are associated with conducting Primary Research, which involves the collection of original data generally for one’s own use.
As we will see, the data collection approach used depends on what the researcher determined in the Steps 1-3 of the research plan. That is, the optimal data collection technique is selected only after the researcher has determined the purpose, the information sought and the basic research design method. In many instances the researcher uses both secondary and primary data collection as part of the same research project.
An extensive discussion of Secondary Research can be found in two tutorials: Data Collection: Low-Cost Secondary Research and Data Collection: High-Cost Secondary Research. While detailed coverage of Primary Research can be found in the tutorial Data Collection: Primary Research Methods.
he effect of downsizing, declining respondent cooperation rates, the impact of the Internet, and the increasing globalization of business.
The participants were:
Elyse Gammer, vice president, Dennis and Company, Inc., a Stamford, Conn., research firm, and president of the Marketing Research Association (MRA), Rocky Hill, Conn.
Pat Goodrich, director, Marketing Research Division, American Marketing Association (AMA), Chicago.
Barbara Hisiger, director of research, AT&T Labs, Murray Hill, N.J., and vice president, Marketing Research Division, American Marketing Association.
Mike Lotti, director, business research, consumer imaging, Eastman Kodak Co., Rochester, N.Y.
Wayne McCullough, director, marketing research and analysis, Banc One Corp., Columbus, Ohio.
Betsy Peterson, executive director, Marketing Research Association.
Juergen Schwoerer, director general, European Society for Opinion and Marketing Research (ESOMAR), Amsterdam, The Netherlands.
The following is an edited version of the two-hour discussion. Special thanks to Jamie Born, the AMA’s director of public relations, for assembling the panel.
--Joseph Rydholm/QMRR editor
QMRR: What factors have had the greatest impact on marketing research in recent years?
Betsy Peterson: Several of us just attended a Research Industry Leaders Forum and the focus there over the past few years has been determining what the major issues facing the industry are. They include: declining respondent cooperation, legislative threats, a shortage of trained researchers, and the impact of technology, specifically the Internet and other applications.
Wayne McCullough: I think downsizing has caused a fundamental change to marketing research. When staff reductions came about in the late ’80s and early ’90s they were across the board. Most companies didn’t say, ‘We need to save this function and that function.’ The research function suffered as a result. With all this turmoil, many expert market researchers went out and started their own firms. The flow of intellectual capital started outward. The problem we’ve had more recently is that many [client] firms started to recognize that that outflow of personnel took with it a core body of knowledge, a core competency of market intelligence. And now they’re starting to recognize the need to bring it back.
Barbara Hisiger: The evolution or revolution of skills and training has actually incorporated more fields like psychology and sociology into what we call marketing research. One of the issues is the question of how we attract the right kind of people to the industry. And what do we call ourselves? Are we just market researchers or are we behavioral analysts? How do we distinguish this broad field?
Wayne McCullough: The point you’re making is extremely important and one that the AMA and the MRA and other associations are dealing with and that is the idea of certification. One of the things that occurred as a result of the downsizing of research in many categories is that we had lots of other people within firms who said, ‘I will now manage marketing research,’ even though they have no real skill or competence. They tended to rely on those external firms to get the work done and bring it back. But the assimilation of that core knowledge and intelligence wasn’t happening. Lots of people think they can do market research when in fact it was the external firms that are doing it.
Barbara Hisiger: It’s a matter of defining the needs of the industry. We need to involve the industry in defining the skill set.
Elyse Gammer: I think there’s also been an ancillary effect at the end-user level, which is that as marketing research has become diluted within the company, the value of it and the resources used to derive the benefits and apply the information has been scattered. There’s not someone steering the ship or it’s not the right person steering the ship. It’s the person who said, ‘I can do market research’ and then they went to the helm.
Mike Lotti: There are a lot of folks that are trained in marketing research techniques but not in when or why to use them.
Wayne McCullough: I know I brought up the C word [certification] but let me make it clear that I’m not saying that we should or must have it. I want to assert the principle that Barbara was articulating: We need to take a look at what we do and how we do it. If you’re selling real estate you have to take an exam. If you’re a medical doctor or a lawyer you have to do the same thing. Should the same apply to a marketing researcher?
Mike Lotti: Possessing the necessary toolbox goes beyond just choosing a technique. You have to know how to define a problem, develop a researchable hypothesis and bring back information which bears on the decision to be made. We have people trained in techniques but sometimes we’re not as good at diagnoses.
Betsy Peterson: Isn’t that why it takes so long for researchers to be really productive? It’s trial and error now.
Mike Lotti: Today a lot of the learning is done by observation and learning on the job and that’s exactly what worries me. People may not have the opportunity to learn in the current setting, with constrained personnel resources.
Wayne McCullough: The question for the larger category of researchers is, at what point can you say, ‘I’m an expert researcher?’ I think the point that Mike was making was that the good ones learn along the way and I think that we need to do a better job of giving them those experiences. We need a way to anoint someone who has achieved a certain level of experience. Credentialing is what we need to achieve.
Barbara Hisiger: To attract people to the profession, we need to do a better job of marketing ourselves. We deal with marketing in our jobs every day and yet we don’t do a very good job of positioning or marketing our profession.
Wayne McCullough: One of the damning statements about our industry is that we talked about that very subject at the last two conferences...
Betsy Peterson: …and we’ve talked about how we talked about it!
Pat Goodrich: I think there is a crying need for some sort of industry definition of the skills that are necessary to be a researcher, whether it’s through certification or not. And I think we’ve made some initial steps toward that. There are Masters programs that would like to graduate 60 people a year. We certainly can’t rely solely on them as a source of new researchers but while we struggle to define what a researcher is we have to also work at attracting people to the industry and when we attract them, let them know that there is an established set of things they have to do to illustrate competency.
Juergen Schwoerer: Nowadays geographical and industry boundaries are blurring. We can and we should set up education programs but even once we have people who have the basic set of skills our industry will not automatically flourish. That’s because this boundary-blurring will continue and people who aren’t researchers will continue to believe that they can conduct research.
I think it is equally important at the university and business school level to open the minds of today’s and tomorrow’s decision makers to the profit opportunities that lie in applying intelligence to their business. We must make sure that lessons on the value of research get into their curricula. Because you can train researchers until you’re blue in the face, but if you don’t have any clients who think it’s worthwhile you may be out of business.
engaged into from small scale business down to large scale business and from a word of mouth, there arises contemporary issues towards marketing. There intends to explore and analyze three of the marketing issues which can be the Integrated Marketing Communications (IMC), Electronic Marketing and Relationship Marketing and the inter-relationships of the three issues and how it provides better stature towards business organization and business passion by providing situations along with comprehensive information and analysis such as those that implies to information technology, its effective means for the above marketing issues in this contemporary business environment. Aside, several proponents understanding of the issues as well as ideas and concepts of each will also be a part of the discussion and to create desirable ways to give reflections and awareness for the readers to learn about and put into daily life.
Discussions
The effectiveness of market issues integration can substantially impact on the cost incurred to the total organisational system. If all efforts are integrated, the net result is a continuous stream of value-rich actions and outcomes. IMC, RM and E-marketing generates involvement and commitment to organisational programmes as coupled with clear sense of purpose are pre-requisite for the much needed coherence and focus that are ultimately required to produce successful outcomes. There creates and develops appropriate inter-linkages that outcomes in delivery of business quality as expected by marketers and customers along the way. Ideally, communication is an indispensable market activity in the functioning of every issues involved from the crafting of marketing approaches that can be in parallel with external marketing communications, advertised promises stand better chances of being fulfilled to the required level of performance because business is better prepared than out performed.
Integrated Marketing Communication (IMC)
There can be growth towards information technology stance into the posits of marketing and the moving from modern marketing tools that have been the emergence of Integrated Marketing Communications, as there demands more coordinated and strategic approach. Rather than just employing different activities in hope that there can achieved desirable business outcomes,
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