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    Catalan, Ma. Cathelyn Kaye V. Bsma3 Humborg-Informative Summary (Outline)

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    Lovely De Castro
    This document outlines how marketing researchers can better contribute to organizational success by demonstrating passion in their work. It discusses how industry leaders value passion and determination in researchers to achieve business results. Researchers are encouraged to operate at four key levels of a firm's business planning: below management's radar to avoid failure and enable success; on management's radar to discover opportunities and transform the business; making key contributions through passion and finding new opportunities; and innovating with data. Researchers are told to remain objective but passionate members of their team in order to best channel passion into the right initiatives.

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    Catalan, Ma. Cathelyn Kaye V. Bsma3 Humborg-Informative Summary (Outline)

    Uploaded by

    Lovely De Castro
    25 views2 pages
    This document outlines how marketing researchers can better contribute to organizational success by demonstrating passion in their work. It discusses how industry leaders value passion and determination in researchers to achieve business results. Researchers are encouraged to operate at four key levels of a firm's business planning: below management's radar to avoid failure and enable success; on management's radar to discover opportunities and transform the business; making key contributions through passion and finding new opportunities; and innovating with data. Researchers are told to remain objective but passionate members of their team in order to best channel passion into the right initiatives.

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    Humborg

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    This document outlines how marketing researchers can better contribute to organizational success by demonstrating passion in their work. It discusses how industry leaders value passion and determination in researchers to achieve business results. Researchers are encouraged to operate at four key levels of a firm's business planning: below management's radar to avoid failure and enable success; on management's radar to discover opportunities and transform the business; making key contributions through passion and finding new opportunities; and innovating with data. Researchers are told to remain objective but passionate members of their team in order to best channel passion into the right initiatives.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    25 views2 pages

    Catalan, Ma. Cathelyn Kaye V. Bsma3 Humborg-Informative Summary (Outline)

    Uploaded by

    Lovely De Castro
    This document outlines how marketing researchers can better contribute to organizational success by demonstrating passion in their work. It discusses how industry leaders value passion and determination in researchers to achieve business results. Researchers are encouraged to operate at four key levels of a firm's business planning: below management's radar to avoid failure and enable success; on management's radar to discover opportunities and transform the business; making key contributions through passion and finding new opportunities; and innovating with data. Researchers are told to remain objective but passionate members of their team in order to best channel passion into the right initiatives.

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    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    of 2

    CATALAN, MA. CATHELYN KAYE V.

    BSMA3

    HUMBORG- INFORMATIVE SUMMARY (OUTLINE)

    I. CORPORATE TABLE
    I.1 Organization’s Success
    I.1.1 Quality of Information and Analysis
    I.2 Marketing Researchers (Marketing Research)
    I.2.1 Decision Making
    I.2.2 Strategy Formulation
    II. HOW INDUSTRY LEADERS SUGGESTED RESEARCHERS HAVE BEEN, AND THEIR CALL ON
    RESEARCHERS
    II.1 Day-to-Day Value Demonstration
    II.2 Quality That Senior Management Values Most (but failed to develop)
    II.2.1 Passionate, single-minded determination to achieve business results
    III. POWER OF PASSION
    III.1 Enables people to go beyond the call of duty
    III.2 To overcome impediments that stand in the way of accomplishment
    III.3 Companies Need: Their Definition of Passionate People
    IV. PASSIONATE PEOPLE
    IV.1 Champions (handpicked by management)
    IV.2 Leads important new initiatives
    IV.2.1 Product productions and acquisitions
    IV.3 Procter & Gamble’s Corporate’s Culture
    V. DEFINITION of MARKETING RESEARCH
    V.1 Green and Tull (1993)
    VI. RESEARCHERS
    VI.1 Case of an Energy Marketer in the Northeastern United States
    VI.1.1 Passionate Champion Marketer (PCM)
    VI.2 General Motors’ New Product Development Group
    VI.2.1 Bob Lutz
    VI.2.2 ‘Passion for not taking action is not the kind of passion management wants
    to see’
    VII. A RESEARCHERS ROUTE TO THE TABLE
    VII.1 Four (4) Key Levels of the Firm’s Business Planning and Marketing Process
    VII.1.1 Below the Management Radar
    (1) Avoiding Failure
    (2) Enabling Success
    VII.1.2 On the Management Radar
    (3) Discovering Opportunities
    (4) Transforming the Business
    VII.1.3 Key Contribution
    (1) Remaining objective so team passion can be channeled into the right
    initiatives
    (2) Serving as a passionate member of the team
    (3) Finding new opportunities or products to become passionate about
    (4) Discovering new and better business strategies
    VII.1.4 How
    (1) At minimum, preventing the firm from team making errors. Proving the potential
    of great new ideas. Quickly and accurately predicting marketplace success.
    (2) Researching the market and customers to improve marketing for existing
    products. Using research to achieve greatest leverage at lowest cost.
    Overcoming obstacles to shorten timelines, finding conclusions faster.
    (3) Using data to spot the next trend. Assessing failures and learning from them.
    Helping creators to innovate through better input from the marketplace.
    (4) Innovating with data.
    VIII. INFORMED INNOVATION
    Although we must remain dispassionate about the results of our work, we need not be
    dispassionate about our work.

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