1. Defining the Problem and
Determining Research Objectives
PRESENTED BY:-
Rohit Kumar(E-33)
ASIA PACIFIC INSTITUTE OF
MANAGEMENT STUDIES
NEW DELHI

2. Differences Between Managers and Researchers
• Marketing managers and researchers see the
world differently because they have different jobs
to perform and their backgrounds differ markedly.

3. Differences Between Managers and Researchers

4. Define the Marketing Manager’s Problem:
Questions Researchers Should Ask
Discussions often take place between managers
and researchers to determine the problem.
Researchers should ask questions relating to:
• Symptoms of the problem?
• Manager’s situation (history, products, mission,
customer information, manager’s objectives,
etc.)?
• Suspected causes of the problem?

5. Define the Marketing Manager’s
Problem…Questions cont.
• Possible solutions to the problem?
• Anticipated consequences of tentative solutions?
• Manager’s assumptions about existing
conditions and what will take place if solution is
carried out?
• Adequacy of info on hand to specify research
objectives (quantity, quality of info)

6. Decide When Marketing Research Is Warranted
• Four conditions when marketing research should
likely be undertaken:
• If it clarifies problems or investigates changes
in the marketplace that can directly impact
your product responsibility
• If it resolves your selection of alternative
courses of marketing action to achieve key
marketing objectives

7. Decide When Marketing Research Is
Warranted…cont.
• If it helps you gain a meaningful competitive
advantage
• If it allows you to stay abreast of your markets

8. Define the Marketing Management Problem and
Research Objectives
• Marketing Management Problem:
• Symptoms of failure to achieve an objective
are present. What should be done?
• Symptoms of the likelihood of achieving an
objective are present (opportunity
identification). What should be done?
• Marketing Research Objectives:
• Providing relevant, accurate, and unbiased
information that managers can use to solve
their marketing management problems

9. Defining the Marketing Management Problem
• Assess Manager’s Situation
Background of the product/service; company
history, overall mission, marketing plans,
managers objectives and her/his resources, etc.
• Clarify Symptoms
Symptoms are changes in the level of key indicators
of company success. Examples include changes
in sales volume, market share, profits, or dealer
orders, also complaints and/or competitor actions
could be indicators

10. Define the Marketing Manager’s Problem…cont.
• Pinpoint suspected causes of the problem.
• Eliminating a symptom does not solve the
problem.
• For every problem, an underlying cause can be
found.
• A probable cause differs from a possible
cause. Important to list all possibilities first.
• Specify actions that may alleviate the problem.
• Solutions include any marketing action that
may resolve the problem.

11. Define the Marketing Manager’s Problem…cont.
• Speculate on anticipated consequences of the
action.
• What will be the impact not only on the
problem at hand but also throughout the
marketing program if a specific marketing
action is implemented?
• What additional problems will be created if a
proposed solution to the current problem is
implemented?

12. Define the Marketing Manager’s Problem…cont.
• Identify the manager’s assumptions about the
consequences.
• Assumptions are beliefs that certain
conditions exist or that certain reactions will
take place if the considered actions are
implemented.
• Assumptions are the glue that holds the
decision problem parts together.
• Research may help eliminate or lessen a
manager’s uncertainty.

13. Define the Marketing Manager’s Problem…cont.
• Assess the adequacy of information on hand to
specify research objectives.
• Information State: quantity and quality of
evidence a manager possesses for each
assumption
• Information Gaps: discrepancies between the
current information level and the desired level
of information at which a manager feels
comfortable resolving the problem at hand
• Manager and researcher come to agree on
research objectives based on the information
gaps.

14. The Invitation to Bid and the Marketing Research
Proposal
• A marketing research proposal flows from an
“invitation to bid” (ITB) or “request for proposal”
( RFP)
• Both define the marketing management
problem
• Both specify the research objectives
• The bid details the research method proposed
by the researcher to accomplish the research
objectives

15. The Invitation to Bid and the Marketing Research Proposal
• The problem statement for both identifies:
• the company, division, or principals involved
• the symptoms
• the possible causes of the symptoms
• the anticipated uses of the research
information
• The research proposal ensures that the
researcher and the manager see the problem in
the same way.

16. The Invitation to Bid and the Marketing Research
Proposal:
• The proposal itemizes the information objectives
agreed to by the manager and researcher.
• Constructs and operational definitions are
specified.
• A construct is a marketing term or concept
that is involved in the marketing management
problem (e.g. brand awareness, product
knowledge, attitude, loyalty, satisfaction).
• An operational definition describes how the
researcher will measure a construct.

17. Formulate the Marketing Research Proposal:
Translate the Research Objectives to Be Researchable…cont.
• Relationships are identified.
• A relationship is a meaningful link believed to
exist between two constructs (lower price is
related to greater sales, higher exposure is
related to greater awareness, etc.).
• A model is decided.
• A model connects constructs with
understandable logic

18. The Invitation to Bid and the Marketing Research
Proposal:
• The proposed research method identifies data
collection mode, questionnaire design, sample
plan, and other aspects of the anticipated
marketing research.