Beteiligte: | |
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In: | Psychology & Marketing, 18, 2001, 6, S. 527-563 |
veröffentlicht: |
Wiley
|
Medientyp: | Artikel, E-Artikel |
Umfang: | 527-563 |
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ISSN: |
0742-6046
1520-6793 |
DOI: | 10.1002/mar.1020 |
veröffentlicht in: | Psychology & Marketing |
Sprache: | Englisch |
Schlagwörter: | |
Kollektion: | Wiley (CrossRef) |
<jats:title>Abstract</jats:title><jats:p>The article highlights the risks of using self‐evaluation as a substitute for primary and secondary market research when designing and monitoring marketing programs. Included is a study of 110 management teams that suggests internally dominated marketing analysis may breed illusory evaluations of a company's own marketing programs versus competitors. If acted upon, such illusions could lead to oversights in developing marketing offerings. The overriding potential implication of the study addresses the allocation of a company's substantial marketing assets—most notably, the risks of bypassing secondary market data and primary market research when developing and evaluating marketing programs. © 2001 John Wiley & Sons, Inc.</jats:p> |