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Integrating the inner and the outer world in market research

Integrating the inner and the outer world in market research. 5 th POT, Amsterdam, September 21 15.50 – 16.40 by Jürg Thölke and Wim Jurg. Enriching market research. By systematic problem identification (Ackoff 1978, Yadav & Karonkanda 1985, Chapman 1989, Butler 1995, Gibson 1998)

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Integrating the inner and the outer world in market research

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  1. Integrating the inner and the outer world in market research 5th POT, Amsterdam, September 21 15.50 – 16.40 by Jürg Thölke and Wim Jurg

  2. Enriching market research ... • By systematic problem identification (Ackoff 1978, Yadav & Karonkanda 1985, Chapman 1989, Butler 1995, Gibson 1998) • Of soft, ill-structured problems (Checkland & Scholes 1992/2005, Hackley 1999, Zikmund 2003, Zaltman 2003) • On effects of solution decisions (Yadav & Karonkanda 1985, Davis & Moe 1997, Durgee et al. 1999, Desai 2002) • Using the mind of the manager (Mintzberg et al. 1998, Zaltman 2003, Blichfeldt 2005, Nijssen & Agustin 2005)

  3. Merleau Ponty’s perspective • Managers are embodied subjects (Phenomenology of Perception 1945/1962) • Markets mirror in managers (The visible and the invisible 1964/1968)

  4. Soft Systems Methodology

  5. Systems constellation technique An embodied way to identify marketing problems • Origin: psychodrama (Moreno, 1946, 1959, 1962) • Four roles: problem owner, systems analyst (facilitator), stand-ins, and audience (Franke 1995, 2003; Höppner, 2001; Wesseler et al., 2003; Gminder, 2005, 2006) • Four main phases: interview, projection, modification, and vision phase (Franke 1995, 2003; Höppner, 2001; Wesseler et al., 2003; Gminder, 2005, 2006)

  6. Interview: expressed market problem, solution decison, and core constructs

  7. 1st Part projection phase: embodied construct projection

  8. First part projection phase: positioning resulting in systems projection

  9. Intermediate part projection phase: interim embodied questioning

  10. Final partprojection phase: further embodied questioning

  11. Modifcation and vision phase • Modification phase: entering decision into constellation • Vision phase: finding the conditions for optimizing the constellation energy

  12. Aim systems constellation research project • How useful (valid, reliable, and accurate) • do marketing experts (users and observers) • judge the application of systems constellations • to identify market problems?

  13. Research project methodology • Design-based (action) research: practice versus knowledge stream • Multiple case study design: 32 market problems • Four settings: marketing expert (7), problem-owners (9), marketing-lay (8), another facilitator (8) • Core: three open marketing expert conferences; in 2002 (3), 2003 (2), 2004 (2): 25-35 experts • Questionnaires: directly after the constellation, by e-mail the day after, and spontaneously during project

  14. Explorative POT 2006 article aim • Can marketing experts (2 users and 34 observers) • make sense of constellated market problems • on the 2004 marketing expert conference?

  15. Practice stream: Training company directors’ systems projectiondrawing 1 Legend stand-ins for constructs: B: Brand name D: Director (problem owner) H: High board

  16. Practice stream: Training company director’s systems projection drawing 2 Legend stand-ins for constructs: B: Brand name D: Director (problem owner) H: High board M1: Market group 1 (BU trainers) M2: Market group 2 (BU project workers) M3: Market group 3 (BU advisors)

  17. Practice stream: magazine editor’ssystems projection drawing Legend stand-ins for constructs: C: Current readers D: Directors E: Editorial office (problem owner) M: 40 year-old existing Magazine R: Reformed magazine S: Science-oriented articles P: Popular articles

  18. Knowledge stream • Systems Constellations made sense of market problems to users and marketing expert audience • Both 2004 users applied spontaneously, one for the second time, and 22 of the 34 observers too • No differences between problem contents and between settings (except for brand-lay setting) • SCs seem a practical application of Merleau-Ponty’s phenomenology within SSM • SCs integrate the inner and outer world of marketers

  19. Limitations • Systems analyst’s ignorance of the market and marketing • Theortical sampling: marketing experts ‘believed’ in subconscious knowledge processing.

  20. Implication: further research seems useful • Technique improvement involving Merleau-Ponty phenomenologists and Soft Systems Methodologists • Application with facilitator having marketing knowledge • More conclusive, experimental design: versus other problem identification techniques as brainstorming • Application to brand teams and consumers.

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