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Marketing Research of EMC Corporation

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Netra Shetty
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Marketing Research of EMC Corporation - April 6th, 2011

EMC Corporation (NYSE: EMC), a Financial Times Global 500, Fortune 500 and S&P 500 company,[2] the world leader in information infrastructure solutions, develops, delivers and supports information infrastructure and virtual infrastructure hardware, software, and services. EMC is headquartered in Hopkinton, Massachusetts, USA.[3]
Former Intel executive Dick Egan and his college roommate, Roger Marino, founded EMC in 1979. The company’s name, EMC, stands for the initials of the founders, and an unknown third individual who has remained nameless. "EMC Corporation" is the company's full name.[4]
EMC stock went public on April 4, 1986 at a price of $16.50 per share

hows how surveys can be used to generate a measure of the amount of information and/or heterogeneity of preferences within a market. This measure can be employed as a regressor in empirical work where variance in the dependent variable (e.g., auction prices, retail price dispersion, or investment choices in stocks, R&D, or education) might be explained by uncertainty about the value of the item being sold or the returns to investment choice and/or heterogeneous preferences in the market. The effects of incomplete information and heterogeneous preferences are usually relegated to the error term, which a) confounds these effects with other drivers of the error term and b) could lead to heteroskedasticity at best or omitted variable bias at worst. Furthermore, by specifically modeling the effect of this uncertainty or dispersed taste, one can estimate policy implications such as the effect of publicly introducing information into the market or selecting the pool of agents to change the distribution of preferences. I demonstrate the validity and usefulness of my survey-based procedure by using it to measure the mean and dispersion of private information signals in eBay online auctions for personal computers. I exploit a mixture of respondents with and without experience on eBay. The use of inexperienced respondents permits the survey to be implemented more quickly and with a larger number of respondents than if it were restricted to experienced respondents. The use of experienced respondents allows me to correct for potential bias from using more noisy, inexperienced responses.


arket researchers, Zaltman and Deshpandé conclude the essay by offering the following advice, in the hopes that both groups—managers and researchers—might better find common ground.

Managers and researchers clearly have a different perspective on the purpose and value of the research endeavor. Understanding the other's point of view would probably lead to greater use of the research.
Managers don't like surprises. So researchers who prefer to tackle a more exploratory style of research should be aware of its possible effect on managers. The manager's "comfort zone" for results of exploratory research should be discussed up front. "Managers might themselves try to identify their own 'comfort zones' for surprise," according to Zaltman and Deshpandé.
Sheer quality of a research report is usually not enough. If the results are going to make a positive impact, the manager and researcher should be developing rapport throughout the project. Trust is key, Zaltman and Deshpandé write, and the perception of that trust will have a great effect on how the report's quality is ultimately read.
If a product is already at a mature stage of its life cycle, or especially if it is in decline, managers should be open to more exploratory kinds of research.
Managers should keep researchers abreast of what kinds of decisions will be made and what role the research results will play in those decisions.
After the results are in, if the managers and research companies expect to continue working together on other projects down the road, it is critical that they discuss why and how the research was used or not used this time.
Even client companies that seem less likely to actually make use of research results can make temporary arrangements to enhance their use on a specific project.
Knowledge is the lifeblood of any organization, notes Deshpandé in the introduction to Using Market Knowledge. Though managers make decisions based on professional experience and common sense, scientific research will continue to play a key role in shaping their assumptions and subsequent actions.
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Jitendra Mazee
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Re: Marketing Research of EMC Corporation - July 27th, 2016

Quote:
Originally Posted by netrashetty View Post
EMC Corporation (NYSE: EMC), a Financial Times Global 500, Fortune 500 and S&P 500 company,[2] the world leader in information infrastructure solutions, develops, delivers and supports information infrastructure and virtual infrastructure hardware, software, and services. EMC is headquartered in Hopkinton, Massachusetts, USA.[3]
Former Intel executive Dick Egan and his college roommate, Roger Marino, founded EMC in 1979. The company’s name, EMC, stands for the initials of the founders, and an unknown third individual who has remained nameless. "EMC Corporation" is the company's full name.[4]
EMC stock went public on April 4, 1986 at a price of $16.50 per share

hows how surveys can be used to generate a measure of the amount of information and/or heterogeneity of preferences within a market. This measure can be employed as a regressor in empirical work where variance in the dependent variable (e.g., auction prices, retail price dispersion, or investment choices in stocks, R&D, or education) might be explained by uncertainty about the value of the item being sold or the returns to investment choice and/or heterogeneous preferences in the market. The effects of incomplete information and heterogeneous preferences are usually relegated to the error term, which a) confounds these effects with other drivers of the error term and b) could lead to heteroskedasticity at best or omitted variable bias at worst. Furthermore, by specifically modeling the effect of this uncertainty or dispersed taste, one can estimate policy implications such as the effect of publicly introducing information into the market or selecting the pool of agents to change the distribution of preferences. I demonstrate the validity and usefulness of my survey-based procedure by using it to measure the mean and dispersion of private information signals in eBay online auctions for personal computers. I exploit a mixture of respondents with and without experience on eBay. The use of inexperienced respondents permits the survey to be implemented more quickly and with a larger number of respondents than if it were restricted to experienced respondents. The use of experienced respondents allows me to correct for potential bias from using more noisy, inexperienced responses.


arket researchers, Zaltman and Deshpandé conclude the essay by offering the following advice, in the hopes that both groups—managers and researchers—might better find common ground.

Managers and researchers clearly have a different perspective on the purpose and value of the research endeavor. Understanding the other's point of view would probably lead to greater use of the research.
Managers don't like surprises. So researchers who prefer to tackle a more exploratory style of research should be aware of its possible effect on managers. The manager's "comfort zone" for results of exploratory research should be discussed up front. "Managers might themselves try to identify their own 'comfort zones' for surprise," according to Zaltman and Deshpandé.
Sheer quality of a research report is usually not enough. If the results are going to make a positive impact, the manager and researcher should be developing rapport throughout the project. Trust is key, Zaltman and Deshpandé write, and the perception of that trust will have a great effect on how the report's quality is ultimately read.
If a product is already at a mature stage of its life cycle, or especially if it is in decline, managers should be open to more exploratory kinds of research.
Managers should keep researchers abreast of what kinds of decisions will be made and what role the research results will play in those decisions.
After the results are in, if the managers and research companies expect to continue working together on other projects down the road, it is critical that they discuss why and how the research was used or not used this time.
Even client companies that seem less likely to actually make use of research results can make temporary arrangements to enhance their use on a specific project.
Knowledge is the lifeblood of any organization, notes Deshpandé in the introduction to Using Market Knowledge. Though managers make decisions based on professional experience and common sense, scientific research will continue to play a key role in shaping their assumptions and subsequent actions.
Hey netra, i am really impressed after reading all your article or report on EMC Corporation and must say that it is going to be useful for many people. Well, if you do not mind then i have also got some information and would like to share it with you. So please download and check my presentation on EMC Corporation.
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