Updating the Marketing Research Course to Prepare the Marketing Generalist

2021 ◽  
pp. 027347532110439
Author(s):  
Brooke Reavey ◽  
Debra Zahay ◽  
Al Rosenbloom

This exploratory research suggests that undergraduate marketing research textbooks and courses have not kept pace with the changes in the marketing research world over the past two decades. Two studies, one a review of marketing research syllabi and another a content analysis of online job postings, explore this phenomenon. The results imply that, in contrast to the historical context of marketing research course, most advertised entry-level marketing jobs requiring marketing research skills are not in marketing research firms. Indeed, contemporary marketing research is more likely a function embedded within an array of generalist job duties that also require soft skills and the ability to analyze and present data to upper management. As a result of this research, educators should have a heightened awareness of the following: (a) the disconnect between the marketing research curriculum and current industry needs, (b) the changing role of marketing research as diffused throughout the organization, and (c) the broader set of skills and techniques required of entry-level marketing graduates. As a possible solution to these issues, this research proposes an integrated model whereby instructors can help their students navigate the current landscape by choosing an appropriate pedagogical path to assist students in their career goals.

2020 ◽  
pp. 77-94
Author(s):  
Storbacka Robert ◽  
Kaj Anold

Digitalization affects every aspect of a firm’s business model–from front-end to back-office, from how firms create value for their customers to how they capture value– and doing so can reshape every facet of the firm. By adapting their business models to the possibilities of technology, firms are facing an accelerating transformation of their activities, offering new opportunities for “out-of-the-box” development of new processes and tools, which effectively challenge deeply engrained functional silo- based thinking. Despite the ubiquity of digital transformation, much academic research still seems to take a functional view (Verhoef et al. 2019), where information systems look into the development and adoption of specific technologies (Nambisan et al. 2017) or analytics schemes (Davenport and Ronanki 2018), strategic management research focuses on understanding the role of new digitalized business models (Foss and Saebi, 2017), and marketing research focuses on what is generally called “digital marketing” or the development of an omni-channel environment (Verhoef et al. 2015; Lamberton and Stephen 2016; Kannan and Li 2017).


2021 ◽  
pp. 1-35
Author(s):  
KEETIE SLUYTERMAN ◽  
GERARDA WESTERHUIS

This paper looks at the position of CEOs in Dutch listed companies in the context of institutional change. Following up on discussions on Varieties of Capitalism and the contrasts between coordinated and liberal market economies, we explore the position of the CEO in the Netherlands in the second half of the twentieth century. On the basis of our database of Dutch CEOs, as well as an analysis of articles and published interviews, we show that the move toward a more liberal market economy had a clear impact on the position of CEOs and on the way their role was perceived. This paper highlights the importance of studying leaders in their historical context, with implications for the selection of future CEOs as they face increasing pressure on issues such as inequality and climate change.


2019 ◽  
Vol 62 (1) ◽  
pp. 27-42 ◽  
Author(s):  
Robert Cluley ◽  
William Green ◽  
Richard Owen

After years of hype, marketing researchers are now facing the challenge of integrating new digital technologies into their work. Based on an analysis of 44 key informant interviews with marketing research practitioners, the study develops a framework to describe the main benefits and challenges of digital technologies in marketing research, as perceived by marketing researchers themselves. It highlights successful strategies that have been employed to exploit digital technologies and suggests that the role of the market researcher is changing in the age of digital data. The marketing researcher of the future must fulfill the roles of being a social scientist and a storyteller. In both cases, although researchers may need to develop technical skills, it is also essential that they develop the ability to engage their clients, add value, and interpret data. Implications for industry and academia are discussed.


1969 ◽  
Vol 33 (3) ◽  
pp. 355-360
Author(s):  
JA DiBiaggio
Keyword(s):  

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