c
 




 



The steps in the design process interact and often occur simultaneously. For example, the design of a
measurement instrument is influenced by the type of analysis that will be conducted. However, the type of
analysis is also influenced by the specific characteristics of the measurement instrument.

c


 







Problem definition is the most critical part of t he research process. Research problem definition involves
specifying the information needed by management. Unless the problem is properly defined, the information
produced by the research process is unlikely to have any value. Coca-Cola Company researchers utilized a very
sound research design to collect information on taste preferences. Unfortunately for Coca-Cola, taste
preferences are only part of what drives the soft drink purchase decision.

Research problem definition involves four interrelated steps: (1) management problem / opportunity
clarification, (2) situation analysis, (3) model development, and (4) specification of information requirements.

The basis goal of problem clarification is to ensure that the decision maker¶s initial description of t he
management decision is accurate and reflects the appropriate area of concern for research. If the wrong
management problem is translated into a research problem, the probability of providing management with useful
information is low.

c   

The situation analysis focuses on the variables that have produced the stated management problem or
opportunity. The factors that have led to the problem/opportunity manifestations and the factors that have led to
management¶s concern should be isolated.

A situation analysis of the retail trade outflow problem revealed, among other things, that (1) the local
population had grown 25 percent over the previous five years, (2) buying power per capita appeared to be
growing at the national rate of 3 percent a year, and (3) local retail sales of nongrocery items had increased
approximately 20 percent over the past five years. Thus, the local retailers sales are clearly not keeping pace
with the potential in the area.

c
 
 
 
 


 
A decision maker normally approaches a problem with some information. If the problem is, say, whether a new
product should be introduced, enough information will normally have been accumulated through past
experience with other decisions concerning the introduction of new products and from various other sources to
allow some preliminary judgments to be formed about the desirability of introducing the product in question.
There will rarely be sufficient confidence in these judgments that additional informati on relevant to the decision
would not be accepted if it were available without cost or delay. There might be enough confidence, however,
that there would be an unwillingness to pay very much or wait very long for the added information.

c
c

  
 
 

 

There are three basic data collection approaches in marketing research: (1) secondary data, (2) survey data, and
(3) experimental data. Secondary data were collected for some purpose other than helping to solve the current
problem, whereas primary data are collected expressly to help solve the problem at hand.

c
c

  




 !
"


There are four basic measurement techniques used in marketing research: (1) questionnaires, (2) attitude scales,
(3) observation, and (4) depth interviews and projective techniques.







 !
"


I. Questionnaire ± a formalized instrument for asking information directly from a respondent concerning
behavior, demographic characteristics, level of knowledge, and/or attitudes, beliefs, and feelings.

II. Attitude Scales ± a formalized instrument for eliciting self-reports of beliefs and feelings concerning an
object(s).

A. Rating Scales ± require the respondent to place the object being rated at some point along a numerically
valued continuum or in one of a numerically ordered series of categories.

B. Composite Scales ± require the respondents to express a degree of belief concerning various attributes of the
object such that the attitude can be inferred from the pattern of responses.

C. Perceptual maps ± derive the components or characteristics an individual uses in comparing similar objects
and provide a score for each object on each characteristic.
D. Conjoint analysis ± derive the value an individual assigns to various attributes of a product.

I. Observation ± the direct examination of behavior, the results of behavior, or physiological changes.

II. Projective Techniques and Depth Interview ± designed to gather information that respondents are either
unable or unwilling to provide in response to direct questioning.

A. Projective Techniques ± allow respondents to project or express their own feelings as a characteristic of
someone or something else.

B. Depth Interviews ± allow individuals to express themselves without any fear of disapproval, dispute, or
advice from the interviewer.

c
#c

  
c 


Most marketing studies involve a sample or subgroup of the total population relevant to the problem, rather than
a census of the entire group.

c
$c

  
 %
 

It is imperative that the researcher select the analytic techniques prior to collecting the data. Once the analytic
techniques are selected, the researcher should generate fictional responses (dummy data) to the measurement
instrument. These dummy data are then analyzed by the analytic techniques selected to ensure that the results of
this analysis will provide the information requi red by the problem at hand.

c
&' 
 
  





It is essential that marketing researchers restrict their research activities to practices that are ethically sound.
Ethically sound research considers the interests of the general public, the respondents, the client and the research
profession as well as those of the researcher.

c
( 
!
 %)  
"


 
The program evaluation review technique (PERT) coupled with the critical path method (CPM) offers a useful
aid for estimating the resources needed for a project and clarifying the planning and control process. PERT
involves dividing the total research project into its smallest component activities, determining the sequence in
which these activities must be perfor med, and attaching a time estimate for each activity. These activities and
time estimates are presented in the form of a flow chart that allow a visual inspection of the overall process. The
time estimates allow one to determine the critical path through t he chart ± that series of activities whose delay
will hold up the completion of the project.

c
*



 




 

The research design process provides the researcher with a blueprint, or guide, for conducting and controlling
the research project. The blueprint is written in the form of a research proposal. A written research proposal
should precede any research project.