CHAPTER ONE

INTRODUCTION

1.1 BACKGROUND TO THE STUDY.

The fact that transformation is anticipated in taste, style, and desire for different things bring out the essential factor of the need for continuous research in getting information which are use for decision making in an organization (Homburg and Pflesser, 2000). Marketing Research System (MRS) is one of the components of a modern Marketing Information System (MIS). Other component includes: Internal Information System, Marketing Intelligence, and Decision Support Systems. Marketing Research gathers information not available through the other components and is conducted on a project basis as opposed to an on going basis (Kotler, 1997). The role of marketing research system is to provide information that facilitates marketing decisions. It helps organizations to identify consumer needs and wants, so that such organizations can develop and promote products more successfully (Brett, 2008).

Such research also provides the information upon which important advertising and marketing decisions are based. Meanwhile, the important of this role cannot be overstated; it is the raison d’ etre (purpose) for marketing research. Without marketing research system, it is hard, if not impossible for management to make sound marketing decisions or to implement properly the marketing concept (Burns and Bush, 1999).

As incomes increase and buyers become more selective, sellers need better information about how buyers respond to different products and appeals. As sellers use more complex marketing approaches and face more competition, they need information on the effectiveness of their marketing tools. So in today’s rapidly changing environments, marketing managers need up-to-date information to make timely decisions (Kotler et al, 1999). John Neisbitts (1984) in his statement suggested that "the world is undergoing a mega shift, from an industrial to an information based economy ". Organizations have successful

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market histories because marketers have correctly "heard" the consumers’ wants and needs and conceived a product (or service) price, promotion and distribution method that satisfied those wants and needs. This may sound rather simple, but many companies go out of business or experience product failures each year. Therefore, businesses achieve success when the marketing managers access and then apply the right information.

Moreover, it is agreed that there is a lot of disorder in the marketplace, but there is a general believe that the people who are going to succeed in the years coming are marketers who are innovative i.e. groundbreaking but have apparent impact with the consumers and that is the competition. Thus it is marketers with high-quality inventions that will have something different and unique to compete for in the market (Roger, 2000).

Therefore, organizations have got to step up their game in terms of creativity and innovations because the marketing environment is changing at an accelerating rate so the need for real time marketing research system is greater than at any in the past (Kotler, 1997). The shifts are dramatic: from local to national to Global marketing, from buyer needs to buyer wants, from price to non-price competition. As organizations expand their geographical market coverage, their managers need more information more quickly. As incomes improve, consumer/buyers responses to different features, styles, tastes, and other attributes, sellers must turn to marketing research (Kotler, 1997).

As sellers increase their use of branding, product modification and differentiation, advertising and sales promotion, they require information on the effectiveness of these marketing tools. Good marketing research is characterized by the scientific method, creativity, multiple research methods, accurate model building, cost benefit analysis, healthy skepticism (doubt) and an ethical focus (Kotler, 1997).

However, according to the Nigerian Minister of Commerce and Industry, Chief Achike Udenwa, when he was speaking about the Nigeria consumers that

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will be ranked among world’s best by 2020, he said, in a country where majority of the consumer population is ignorant, uneducated and passive, concerted efforts must be made to educate and protect their rights. He stated that organizations had failed to take into consideration the interest of consumers when designing and developing social responsibility initiatives. To address this problem, Chief Udenwa mandated all producers in the country to devote a fraction of their annual profits to strengthening the regime of consumer protection. The minister also said "there are situations where organizations whose activities are directly sustained by consuming public to undertake a social responsibility initiatives all round the year without doing anything to better the lots of consumers," a situation that is absolutely unacceptable (Tribune Newspaper, 2009).

1.2 STATEMENT OF THE PROBLEM.

In today’s information-based society, organizations with superior information enjoy a competitive advantage. For the time being, there are still organizations that cannot choose its market better, develop better offerings, protect their consumers and execute better marketing planning in our society. Take for example; some goods that an organization is being offered for sale in the marketplace should not pose an undue risk of physical harms to consumers or their families.

Similarly, it is very obvious that organizations cannot provide the information needed at a particular point in time due to lack of marketing research system or limitation in the use of the one available. For instance, a brand manager of a particular organization might want to know how much competitors will change their advertising budgets next year and how these changes will affect organization market years.

Meanwhile, inadequate organization and distribution of a continuous flow of information from the company to its marketing managers also poses a greater problem for management.

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It is imperative therefore to examine how an organization can effectively exploit its marketing research system for the acquisition and utilization of relevant information in its decision making process.

1.3 OBJECTIVES OF THE STUDY.

This research study will focus primarily on examining the role of marketing research system in an organizational decision making. The specific objectives will be:• To identify the relationship between marketing research and information.• To examine the role of information in the marketing decision making process.• To ascertain the influence of marketing research system on organizational performance.• To determine the relationship between marketing research and consumer protection• To identify the factors affecting effective marketing research system in an organization.

1.3 RESEARCH QUESTIONS.1. What are the relationship between marketing research and information?2.What are the roles of information in the marketing decision making process?3.How can the influence of marketing research system on organizational performance be ascertained?4.What are the relationship between marketing research and consumer protection?5.What are the factors affecting effective marketing research system in an organization?1.5 RESEARCH HYPOTHESIS

From the research questions, the following hypotheses will be tested in this study:

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H0: Information does not play a significant role in marketing decision making. H1: Information plays a significant role in marketing decision making.

H0: Marketing research has no significant impact on organizational performance.

H1: Marketing research has significant impact on organizational performance.

1.6 SIGNIFICANCE OF THE STUDY.

Since market research system is essential to optimize the potential use of commercial items, commercial services and items that are not develop for agency needs, this study would therefore be of great help to businessmen, organizations, and the governments. The research work will throw more light in the concept of marketing research and the role it plays in the decision making process. It will enable organizations to know whether there is need for research as far as decision making process is concerned.

More so, it will enlighten the government that the success attained in the decision making process by marketing research system could be well applied in government policies.

1.7 SCOPE OF THE STUDY.

In this study, the general focus is on the role of marketing research in an organizational decision making and how it influences organizational performance in the area of sales volume and profitability.

This study will also discuss how consumers are being protected in the modern marketing through the application of marketing research system.

1.8 LIMITATION OF THE STUDY.

The limitation of this study is that the researcher could not obtain adequate information as the organization found it difficult to disclose

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information about their marketing activities. They are cautious of releasing information because of their competitors. Time is another limitation imposed on the study because the researcher carried out the study within very limited time frame.

1.9 DEFINITION OF TERMS.

INFORMATION: The collected facts and data about a specific project or research.

DECISION MAKING: This is a selection of a particular alternative from a set of two or more visible alternative courses of action for resolving a particular problem.

ORGANIZATION: A group of people identified by a shared interest or purpose, e.g. a business.

RESEARCH: Methodical investigation into a subject in order to discover facts, to establish or revise a theory, or to develop a plan of action based on the facts discovered.

MARKET: This can be defined as any established operating means or exchange for business dealings between buyers and sellers. As opposed to simple setting, a market implies trade that is transacted with some regularity and regulation, and in which a certain amount of competition is involved.

MACROMARKETING: The study of the aggregate flow of a nation’s goods and services to benefit society.

MARKET DEVELOPMENT: A strategy of selling existing products to new target markets.

MARKET GROWTH RATE: The annual rate of growth of a specific market or industry; often used as the vertical axis in business portfolio analysis.

MARKETING POTENTIAL: Maximum total sales of a product by all firms to a segment under specified environmental conditions and marketing efforts; also called industry potential.

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MARKETING SEGMENTATION: The process of forming submarkets, or market segments, by either aggregating individual potential buyers or subdividing large markets.

MARKET SEGMENTS: The groups that result from the process of market segmentation; these groups ideally (1) have common needs and (2) will respond similarly to a marketing action.

MARKET SHARE: The ratio of sales revenue of the firm to the total sales revenue of all firms in the industry, including the firm itself.

MARKETING TESTING STAGE: A phase of the new product process, in which prospective consumers are exposed to actual products under realize purchase conditions to see if they will buy.

MARKETING: The process of planning and executing the conception, pricing, promotion, and distribution of ideas, goods and services to create exchange that satisfy individual and organizational objectives.

MARKETING CHANNEL: People and firms involved in the process of making a product or service available for use or consumption by consumers or industrial users.

MARKETING CONCEPT: The idea that an organization should seek to satisfy the wants of customers while also trying to achieve the organization’s goals.

MARKETING DECISION SUPPORTS SYSTEM (MDDS): A computerized method of providing timely, accurate information to improve marketing decisions.

MARKETING MIX: A marketing manager’s controllable factors: product, price, promotion, and place.

MARKETING MODIFICATIONS: Attempts to increase product usage by creating new use situations, finding new customers, or altering the marketing mix.

MARKETING PLAN: A written statement identifying the target market, specific marketing goals, the budget, and timing for the marketing program.

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MARKETING PROGRAM: A plan integrates the marketing mix to provide a product, service, or idea to consumers.

MARKETING RESEARCH SYSTEM (MRS): The process of defining a marketing problem and then systematically collecting and analyzing information to recommend actions to improve an organization’s marketing activities. It can also be define as the function that links the consumer, customer and public to the marketer through information- information used to identify and define marketing opportunities and problems; to generate, refine and evaluate marketing actions; to monitor marketing performance and to improve understanding of the marketing process.

MARKETING STRATEGY: The marketing logic by which the business unit hopes to achieve its marketing objectives.

MARKETING TACTICS: The detailed day-to-day operational decisions essentials to the overall success of marketing strategies.

MICROMAKETING: The marketing activities of an individual organization.

MARKETING INFORMATION SYSTEM: People, equipment and procedures together, sort, analyze, evaluate, and distribute needed, timely, and accurate information to marketing decision makers.

MARKETING INTELLIGENCE: This is everyday information about developments in the marketing environment that helps managers prepare and adjust marketing plans.

MARKETING MANAGEMENT: The analysis, planning, implementation, and control of programmes designed to create, build, and maintain beneficial exchanges with target buyers for the purpose of achieving organizational objectives.

PRODUCT MODIFICATION: It is a strategy which entails changing product characteristics such as quality, features, or styles so as to attract users and usage.

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1.10 HISTORY OF VITAFOAM PLC

Vitafoam Nigeria Plc is a big manufacturing industry in Nigeria that has its head office located in Oba Akran Avenue, Ikeja, Lagos State with factories in different cities viz: Ikeja, Kano, Jos, Aba, and Sapele. In other countries, Ghana, Sieria Leone. Vitafoam Nigeria Plc was incorporated on 4th August, 1962 and listed on the floor of the Nigeria Stock Exchange in 1978. Vitafoam successful brands remain household names in the country. The organization was the first foam manufacturing industry in Nigeria to subject its quality system to the quality management system championed by the Standards Organization of Nigeria (SON). The NIS ISO 9002 certificate was obtained in 2001 and upgraded to NIS ISO 9001: 2001 in 2004.

Vitafoam Nigeria Plc is Nigeria’s leading manufacturer of flexible reconstituted and rigid foam products. It has the largest foam manufacturing and distribution network which facilitates just-in-time delivery of its products throughout Nigeria. The Organization’s vision "to be the foam manufacturer of first choice" is being achieved through its mission of continuously improving the organization’s policy and determined by a competent and dynamic board, a mix of executive and non-executive directors who are experts in their own fields. The board is supported by a robust management team.

The goals and objectives of the company is to continuously improve the quality of its products and services through operating practices that conform to international standard, thereby maintaining her leadership position in the foam and allied product subsector of the Nigeria manufacturing industry. It endeavour to build a dedicated workforce that is adequately rewarded while consistently posting acceptable returns to her stakeholders and remain at all times a responsible corporate citizen.

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CHAPTER TWO

LITERATURE REVIEW

2.1 MARKETING RESEARCH SYSTEM

Marketing research is a pivotal part of the marketing process. By referring to studies

of prospective buyers’ needs, wants, and tastes, providers of goods and services can

tailor their marketing programs (Brett, 2008). The results of marketing studies suggest

to sellers not only what they should sell or provide but also where to offer particular

goods and services, how to advertise them, and how to set prices (Brett, 2008).

Before one can explain marketing research systems, the term system, research, and

marketing must briefly be defined. A system is a combination or arrangement of parts to

form an integrated whole. A system includes an orderly arrangement according to some

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common principles or rules. A system is a plan or method of doing something (O’

Brien, 1999).The study of system is not new. The Egyptian architects who built the

pyramids relied on a system of measurements for construction of the pyramids.

Phoenician astronomers studied the system of the stars and predicted future star

positions. A system is a scientific method of inquiry, that is, observation, the

formulation of an idea, the testing of that idea, and the application of the results (O’

Brien, 1999). The scientific method of problem solving is systems analysis in its

broadest sense. Data are facts and figures. However, data have no value until they are

compiled into a system and can provide information for decision making (O’ Brien,

1999).

According to Encarta dictionary, research can be defined as a methodical investigation

into a subject in order to discover facts, to establish or revise a theory, or to develop a

plan of action based on the facts discovered. Research may be characterized as either

applied or basic. By applied research, we mean that the research is undertaken for the

sake of extending knowledge. This does not mean that the basic research is not valuable.

In fact, basic research often leads to major scientific break through that may then be

used to solve specific problems (Burns and Bush, 1999). Encarta dictionary define

marketing as a business activity of presenting products or services in such a way as to

make them desirable.

The American Marketing Association (AMA) defines marketing as the performance of

all activities necessary for the conception, pricing, promotion, and distribution of ideas,

goods, and services to create exchanges that satisfy individual and organizational

objectives. Ralph (1996) said if an organization/management has knowledge of the

planning, organizing, directing, and controlling of the business, its decisions can be

made on the basis of facts, and decisions are usually more accurate and timely. This

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implies that managers use marketing research operations for all levels of management,

including planning, organizing, directing, and controlling.

Marketing can also be defined as the process by which a product or service

originates and is then priced, promoted, and distributed to consumers. In large

organization the principal marketing function precede the manufacture of a product.

They involve marketing research and product development, design and testing (Brett,

2008).

Marketing concentrates primarily on the buyers, or consumers. After determining

the consumers’ needs and desires, marketers develop strategies that are designed to

educate consumers about a product’s most important features, persuade them to buy it,

and then to enhance their satisfaction with the purchase (Brett, 2008). Where marketing

once stopped with the sale, today businesses believe that it is more profitable to sell to

existing customers than to new ones. As a result, marketing now also involves finding

ways to turn one-time purchasers into life long customers (Brett, 2008).

Marketing includes planning, organizing, directing, and controlling the decision

making regarding product lines, pricing, promotion, and servicing. In most of these

areas marketing has overall authority; in others, as in product-line development, its

function is primarily advisory (Brett, 2008). In addition, the marketing department of a

business organization is responsible for the physical distribution of the products,

determining the channels of distribution that will be used and supervising the profitable

flow of goods from the factory or ware house (Brett, 2008).

Marketing research systems are those systems that allow managers to make decisions

for the successful operation of businesses. The decision makers usually rely on

marketing research to aid them in making decision. Marketing research is the function

that allows an organization to "hear the voice" of the consumer; it brings consumer

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information to decision makers (Burns and Bush, 1999). Marketing research system

consists of resources, people, and procedures used in the modern business organizations.

The term MRS stands for marketing research system. MRS is the process by which an

organization research unit modify the marketplace through the gathering and analysis of

information which are used for decision making in order to satisfy or meet the needs,

wants, and desires of the consumers (Paul, 2003). MRS also refers to the organization

that develops and maintains most of all the research systems in the enterprise so that

managers can make decisions (Richard, 2000).

Marketing managers usually follow two basic steps which are:

1) They endorse a philosophy called the marketing concept and

2) They develop marketing strategies that satisfy consumers. But, marketers cannot be

successful without having information about the marketing environment and the

competitors.

Marketing Concept: The Marketing concept is a philosophy that holds that the key to

achieving organizational goals consists of determining the needs and wants of target

market and delivering the desired satisfactions more effectively and efficiently than

competitor do. The bottom line is that the focus of the entire firm is on satisfying

consumers’ wants and needs (Burns and Bush, 1999). Time has proven that such a

philosophy is superior to one in which organization management focuses on production,

the product itself, or some promotional gimmick. If you satisfy/protect consumers, they

will seek to do business with that particular organization (Burns and Bush, 1999). But

how does an organization know what consumers wants and needs if they are to truly

endorse marketing concept. However, having the right philosophy is only part of the

battle (Sam and Chris). Marketers must implement plans called marketing strategies that

actually satisfy consumers’ wants and needs (Burns and Bush, 1999).

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Marketing Strategy: Marketing strategy consists of selecting a segment of the market

as the company’s target market and designing the proper "mix" of product/service,

price, promotion, and distribution system to meet the wants and needs of the consumers

within the target market (Burns and Bush, 1999). According to Eric, (2008)

informedness, hyperdifferentiation technologies, resonance marketing collectively

changes all aspects of the marketing strategy of an organization from pricing to product

mix and from manufacturing to marketing, sales and distribution. Indeed, this changes

all of the four Ps of marketing: price, product, promotion, and physical distribution.

Marketing managers need objective, accurate, and current information in order to

develop marketing strategies that will work. Even when marketers have the right

information to implement an effective marketing strategy, they must be constantly

aware of changing environments. This is because marketing strategies is highly

dependent upon the economic environment (Burns and Bush, 1999). A change in the

environment may alter the appeal of a marketing strategy to consumers (Regis, 2003)

and (Robert et al, 1997). Since environments are constantly changing, marketers’ needs

for information are never ending. Many organizations watch Federal Reserve

Statements very closely, knowing that a change in the interest rate can have a significant

impact on their business (Burns and Bush, 1999).

Marketers must also keep tabs on the political and legal environment as well as the

technological environment because; changes in them will affect business strategies. The

telecommunication Act of 1996 caused sweeping changes in the political and legal

environment of the communications industry. As a result of the deregulation,

broadcasters, cable TV operators, and local and long-distance phone companies are free

to enter one another’s market. As carriers begin to market bundles of communication

services, they will require information to tailor their products to meet consumer needs

(Burns and Bush, 1999).

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The rate of change in the technological environment is unprecedented in the

history of the world. The popularity of the World Wide Web has spurred demand for

digital cameras, particularly for online images. To be competitive, all organizations

must keep abreast of information about technological changes that may impact their

productivity and, in some instances, the ability to survive (Burns and Bush, 1999). The

technological environment has blossomed into a resource for transferring critical

information as well as lucrative arena for conducting business. Marketers use the

electronic environment as a way to gather, communicate with consumers, and learn

about consumers (Burns and Bush, 1999).

Moreover, the point here is not to discuss all of the forms of environmental change;

rather, it is to note that marketers must develop and implement strategies, and those

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strategies must constantly be revised as required by changing environments. This means

marketers constantly need information – they need information provided by marketing

research to make quick decisions in order to solve that particular problem the company

is facing at that moment (Burns and Bush, 1999).

Marketing research process consists of defining the problem and research

objective, developing the research plan, collecting the information, analyzing the

information, and presenting the findings to management. In conducting research,

organizations must decide whether to collect their own data or use the already

existing data (James et al, 2000). They must also decide which research approach

(observational, focus-groups, survey, behavioural data or experimental) and which

research instrument (questionnaire or mechanical instruments) to use. In addition,

they must decide on a sampling plan and contact methods. One major reason for

undertaking marketing research is to discover market opportunities (Kevin, 2000).

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Once the research is complete, the organization must carefully evaluate its

opportunities and decides which markets to enter (James et al, 2000).

Some organizations have developed marketing research information that provides

management with rapid and incredible detail about consumer/buyer wants, preferences

and behaviours (Patricia, 2001). It all comes down to this essential point, understanding

consumer motivation and behaviour is not an option- it is an absolute necessity for

competitive survival (James et al, 2000). The consumer is not an unthinking pawn to be

manipulated at will by the commercial persuader and, as a rule, he or she is purposeful

and goal oriented (James et al, 2000). Products and services are accepted and rejected

on the basis of the extent to which they are perceived as relevant to needs and style

(James et al, 2000). The individual is fully capable of ignoring everything the marketer

has to say, and this ability is used constantly in consumer decisions. Meanwhile

consumer is in control of the situation, and hence is sovereign (independent). Marketers

succeed when the products or services offer real benefits that meet the consumers’

needs and desires (James et al, 2000).

2.2 HISTORICAL PERSPECTIVES OF MARKETING RESEARCH

During the past decade, marketing research has received considerable attention from

large organizations. This trend reflects both a long standing neglect of the concept,

(Kohli and Jaworski, 1996) and a wide spread acceptance of its importance (Houston,

1986). Meanwhile, building on the initial research by, among other things, significant

progress has been made in understanding the conceptualization and measurement of

marketing research and evaluating its impact upon business performance. (Deshphande

et al, 1993).

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2.2.1 The Pre-Marketing Research Era

The time period from colonization until the industrial revolution is known as the pre-

marketing research era. The economy was primarily made up of artisans and craftsmen

bartering one good for another. Towns and villages were small and the businesses that

served them were also small. Everyone knew what each craftsman or artisan made

(Burns and Bush, 1999). The significance of this time period is that the craftsmen or

small business owners knew their customers personally. When these conditions exist,

even today, there is little need for formal marketing research studies (Burns and Bush,

1999).

2.2.2 The Early Development Era

A second period of significance occurred between the industrial revolution and about

1920, which we refer to as the early development era. Several important events had

taken place by this time. First, the industrial revolution made an everlasting impact on

mankind (Burns and Bush, 1999). For the first time in the history of the world, we had

the ability to mass produce goods. Second, transportation systems were developed to

move the large quantities of goods streaming forth from the new factories (Burns and

Bush, 1999). The St. Lawrence Seaway was opened, which facilitated water

transportation along an East-West route and connected the great lakes with the Atlantic

(Burns and Bush, 1999). Settlements in the far west developed and grew, and

transportation to these markets was aided by the completion of the transcontinental

railroad in 1869. Third, means of communication also improved with the introduction of

the telegraph in 1844 and the wireless radio in 1906, and literacy levels increased

(Burns and Bush, 1999). Both of these developments in communication and increases in

literacy were important if companies with factories located in one part of the country

were going to advertise their products in distant markets. This meant that business

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managers were no longer near or acquainted with their customers; they needed

marketing research to tell them about these distant consumers (Burns and Bush, 1999).

2.2.3 The Questionnaire Era

The time period from 1920 to 1940 is called the questionnaire era. Although the

questionnaire survey is said to have first been used in 1824 by some newspaper, and

N.W. Ayres and Company is said to have surveyed grain production in each of the

states in 1897, questionnaire surveys were in limited use until the 1920s. During World

War 1, the military used questionnaires for personnel screening (Burns and Bush, 1999).

This increased familiarity with this research tool led to its use in opinion polls

conducted by magazine publishers. Severe changes in the economy led to increased use

of questionnaires. Therefore, a questionnaire which is still an important tool of

marketing research became prominent during the time period between 1920-1940

(Burns and Bush, 1999).

2.2.4 The Quantitative Era

The time period from 1940 to 1960 is known as quantitative era. Census data and, in

particular, the taking of the censuses of business, led to an interest in statistical analysis.

Marketing research was used to set sales quotas and to determine equitable sales

territories. It was applied to managerial accounting techniques, such as cost analyses, to

determine the costs of distribution (Burns and Bush, 1999). Also, marketing researchers

began to borrow methodological techniques from the social sciences. Sampling theory,

hypothesis testing, and the application of statistical techniques to hypotheses involving

consumers’ behaviour, intentions, and attitudes became part of the marketing research

industry’s tool kit. The study of "why people buy," or motivational research, started

during this time period. For the first time, the marketing researcher was aided in his or

her task of analysis by a new invention – the computer.

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2.2.5 The Organizational Acceptance Era

It wasn’t until about 1960 that marketing research gained real acceptance in business

organizations. The period from 1960-1980 was called the organizational acceptance era.

As the marketing concept was accepted, the marketing research function was

established as a formal part of the organization of the firm (Burns and Bush, 1999). The

number of firms having their own research departments grew rapidly during this time

period. During this era, other changes were taking place. More firms became involved

in international marketing activities requiring management to make decisions about

consumers and competition with which they had little, if any, firsthand experience

(Burns and Bush, 1999). Worldwide communications and innovations in product and

service technologies created a smaller world, but one that was filled with greater

diversity and changing environments. To keep up, firms embraced the concept of the

marketing information system (MIS), of which marketing research is a key component.

Marketing research had not only gained acceptance in the organization but also was

recognized as being a key to understanding distant and fast-changing markets. It was

needed for survival (Burns and Bush, 1999).

2.2.6 The Technological Era

From 1980 to the present is usually called the technological era. Technology has greatly

impacted marketing research. A key catalyst to this change was the development of the

personal computer (PC) during the late 1970s and the many technological applications

that evolved as a result of the PC (Burns and Bush, 1999). Computer-assisted

questionnaire programs were developed that allow researchers to design questionnaires

that can be administered using the computer; touchscreen entries automatically record

data during the interview process. Sophisticated, yet user-friendly software, such as

SPSS, evolved during this period (Burns and Bush, 1999). By now, technological

applications to the marketing research industry are appearing at a rapid rate and will no

doubt continue to significantly impact the industry during the 2000s. Some examples of

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this new technology include CARD software which refers to computer-aided research

design; software which uses computer technology to design questionnaires and

automatically enter responses into statistical software; software which uses computers to

assist in designing samples and ordering samples online; and software which uses

computers to assist in collecting data such as CATI (Computer-aided personal

interview); or programs designed to collect information from those having computers

such as DBM (Disk-by-mail) or on-line data collection via the Internet. New products

designed to be used in the marketing research industry are being introduced almost daily

(Burns and Bush, 1999).

2.3 THE ROLE OF MARKETING RESEARCH: INFORMATION TO AID

DECISION MAKING.

As it is stated earlier in the introduction, the main role of marketing research is to

provide information that facilitates marketing decisions. According to Burns and Bush

(1999), marketing research can be defined as the process of designing, gathering,

analyzing, and reporting information that may be used to solve a specific marketing

problem. The American Marketing Association (AMA) has defined marketing research

as the function that links the consumer, customer, and public to the marketer through

information – information used to identify and define marketing opportunities and

problems; generate, refine, and evaluate marketing actions; monitor marketing

performance; and improve understanding of marketing as a process. The first definition

focuses on the steps involved in the process of marketing research; that is gathering,

analyzing, and reporting information. The AMA definition spells out the basic function

as well as the uses of marketing research (Burns and Bush, 1999).

However, because the marketing concept implies that the consumer’s needs should be

fulfilled, the consumer’s voice must be heard within the organization. As the AMA

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definition states, marketing research provides this important link; the consumer is

‘‘heard’’ through marketing research (Burns and Bush, 1999).

The role of marketing research in an organization is so important that the American

Marketing Association’s definition of marketing research specifies the ways that the

information provided by marketing research may be used. For example, such

information can be used to identify and define marketing opportunities and problems;

generate, refine, and evaluate marketing actions; monitor marketing performance; and

improve understanding of marketing as a process (Burns and Bush, 1999).

To identify and define marketing opportunities means to define those wants and

needs in the market that are not met by the competitors. Vitafoam Nigeria Plc which is

one of the leading manufacturing company in the foam and allied products sub-sector in

Nigeria have discovered their opportunities in customers’ increasing concerns about

comfort, resilience, durability, and versatility (Burns and Bush, 1999). These

organizations are frequently introducing new foams to the market that are flexible with

medium density, flexible with high density, high quality gauge vinyl, and soft polyester

fibre. Vitafoam Nigeria Plc offers a vast array of high quality mattresses that present the

customer with multiple choices. The core foam ranges from medium to high density

with varied hardness and flexibility.

The covering textile comes either as plain or quilted. In addition, these materials are

available in a large selection of colours and designs. With the use of contour cutting

capabilities, Vitafoam are in a position to design and construct custom-made mattresses,

e.g. circular, multiple-layer, thick or thin mattresses. These are market opportunities not

only for sleeping purposes but also for mattresses that are comfortable and convenient

to sleep on (Burns and Bush, 1999).

Many organizations today are searching for opportunities along the ‘‘information

highway’’ in healthcare, manufacturing, energy, transportation and so on. Marketers

need information to help them identify market opportunities (Burns and Bush, 1999).

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Opportunities and problems are everywhere but decision makers need information to

help them identify and define them adequately (Burns and Bush, 1999). As the nation as

become more concerned about environmental hazards and the problem with hazardous

waste in landfills, Green Paint & Co. took advantage of this opportunity by developing

paint that could be recycled. Almost every home has several gallons of used paint in the

garage, basement, or storeroom (Burns and Bush, 1999). Eventually, this hazardous

products ends up in a landfill or incinerator. Green Paints & Co has experienced

increased in sales by collecting waste paint and producing Green Paints, a line of 90

percent recycled paints in cans that are themselves recyclable. Many organizations

today are searching for such opportunities, but they need information to identify and

define them adequately (Burns and Bush, 1999).

To generate and refine marketing actions means to determine which plan or

marketing strategy will best meet market opportunities. What combination of the four

Ps [product, price, promotion, and distribution (place)] will best take advantage of an

existing marketing opportunity (Burns and Bush, 1999)? Similarly, Ademola, (2008)

23

stated that the four Ps usually arise from a concept known as "Marketing mix" which is

define as a factor that helps an organization or firm sell its products. It is also refers to

the unique blend of marketing elements designed to meet the needs of the organizations’

target market. More so, the marketing research is used frequently to evaluate the

effectiveness of an organization’s marketing mix. The four elements are normally

distinguished: getting the right product to the market; selling the product at the right

price; ensuring that the promotion is right – that is, advertising and marketing for the

products; and ensuring that the product is distributed to the most convenient place for

customers to buy it.

Moreover, monitoring marketing strategies once they are implemented is a way of

maintaining control over the success of a new product or service. Any control system

requires feedback of information to management. Marketing research brings that

information to management personnel, allowing them to compare actual performance

with desired performance standard (Burns and Bush, 1999).

2.4 THE STRUCTURE OF THE MARKETING RESEARCH ORGANIZATION

Part of developing an appreciation of any organization is to understand the structure

of the organization. By structure, we mean the types and characteristics of the firms

making up the organization (Burns and Bush, 1999). In the marketing research industry

we refer to providers of marketing research information as research suppliers. There are

several ways of classifying suppliers. The classification method developed by Naresh

Malholtra, slightly modified for the purpose here. This classification system is shown in

the figure below. As shown in this figure, suppliers may be classified as either internal

or external (Burns and Bush, 1999).

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2.4.1 Internal Suppliers

This means an entity within the firm supplies marketing research. These firms spend

roughly 1 percent of sales on marketing research, whether it is supplied internally or

externally. Unilever, Kodak, Ford, Vitafoam, Nestle have research departments of their

own. Vitafoam has an in-house research department that constantly monitors consumer

satisfaction and environmental trends. It also provides research support to Vitafoam

advertising agencies (Burns and Bush, 1999).

A firm having its own internal supply of marketing research can elect several

organizing methods to provide the research function. It may (1) have its own formal

departments, (2) have no formal departments but at least a single individual responsible

for marketing research, or it may (3) assign no one responsibility for conducting

marketing research.

2.4.2 External Suppliers

This are outside firms hired to fulfil a firm’s marketing research needs. Marketing

research provides a list of directories useful for finding research firms. Over one-half of

firm’s spending on marketing research goes to pay for the services of external suppliers.

In 1998 the top 50 marketing research firms in the United States had combined revenues

25

of $5.9 billion, up almost 9 percent from 1997 (Burns and Bush, 1999). Interestingly, a

significant percent of these revenues came from work done abroad. This is a definite

indication of the globalization of the marketing research industry. Take for instance,

Toyota Marketing research is a full-service marketing research division and is organized

around four areas: The Toyota customer satisfaction associates offer a standardized

service of measuring and managing customer satisfaction (Burns and Bush, 1999). The

Toyota Training & Development Centre provides training in marketing research for

supplier firms, whether internal or external suppliers. The Toyota Strategic Consulting

Group offers intensive consulting to business management (Burns and Bush, 1999).

2.5 THE MARKETING RESEARCH INDUSTRY PERFORMANCE

Periodically, evaluations are made of the marketing research industry. These studies

have asked buyers of marketing research studies whether the value of the research

performed by the suppliers in the industry is worthwhile. In three separate evaluations,

the basic conclusion is that the industry has performed well but there is room for

improvements. The criticism has focused on the following areas of concern: There is a

lack of creativity, the industry is too survey oriented, the industry does not understand

the real problems that need studying, market researchers show a lack of concern for

respondents, the industry has a cavalier attitude regarding nonresponse error, and the

price of the research is high relative to its value.

2.5.1 Suggested Remedy for the Future: Certification

Although the evaluations of the industry are "good," few would argue that they are

"excellent." Many suggest that the problems are created by a very small minority of

firms, most of which simply are not qualified to deliver quality marketing research

services. There is obviously a concern among buyers and suppliers with the lack of

uniformity in the industry as well (Burns and Bush, 1999). In a study of buyers’ and

suppliers’ perceptions of the research industry, it is found that the key issue in the

26

industry is a lack of uniform quality; there are good suppliers and there are poor

suppliers. To remedy this, some have recommended either a certification program or a

system for auditing marketing research firms (Burns and Bush, 1999).

Some have argued that marketing research attracts practitioners who are not fully

qualified to provide adequate service to buyer firms. There are no formal requirements,

no education level, no degrees, no certificates, no licenses, and no tests of any kind

required to open up a marketing research business (Burns and Bush, 1999). Certainly,

the vast majority of research firms have staffs thoroughly trained in research methods

and have years of excellent performance. However, some say, it is those few firm with

unqualified personnel and management that tarnish industry’s image (Burns and Bush,

1999).

2.6 CHARACTERISTICS OF MARKETING RESEARCH

There are so many characteristics of marketing research but all cannot be discuss

here. In these research works, two will be revealed which include (1) Sometimes

inaccurate and (2) shaped by budget and time constraint (Burns and Bush, 1999).

2.6.1 Sometimes Inaccurate

Unfortunately marketing research results are sometimes inaccurate. This, however,

is not so surprising when we consider that most marketing research seeks to predict

human behaviour. Humans are neither stable nor constant in their attitudes, beliefs, or

behaviours. Consumers are in a constant state of flux—changing brands, store

preferences, fashions, attitudes toward companies, and so on (Burns and Bush, 1999).

This means that it is very difficult to predict consumers’ behaviour with any high degree

of accuracy. For example, Pellyfoam introduced a Baby Cot Mattresses, to compete

with the market leader, Vitafoam. The product failed even though a marketing research

27

firm, meanwhile, Pellyfoam workers had thought that the baby cot mattresses would

surpass Vitafoam’s market share but it’s quite unfortunate that the baby cot mattresses

did not meet the needs, wants, and desire of the consumer because the cot mattresses

which was suppose to be made from medium density flexible foam covered with

colourful polyvinyl chloride (PVC) which is an ideal mattresses for a child’s comfort

and pleasure was made from a high density flexible foam. Of course, everyone is

familiar with the now famous attempt by Coca-Cola to abandon its ‘‘classic’’ Coke in

favour of ‘‘New’’ Coke. Even though New Coke’s formulation was preferred by

consumers in marketing research involving more than 190,000 people, Coke’s research

did not provide a clue that the public would be upset with its decision to replace the old

Coke product with the New Coke. Coca-Cola move hurriedly to put ‘‘Classic Coke’’

back on the shelves (Burns and Bush, 1999).

2.6.2 Shaped by Budget and Time Constraints

Marketing research can be very expensive. It is not uncommon for researchers to

design studies for clients only to have top management ask for the same study at half the

proposed cost. Time constraints arise because companies often seek marketing input

after their product is already performing poorly in the market. Such companies want

immediate results (Burns and Bush, 1999).

Operating under budget and time constraints, marketing researchers realize there

must be trade-offs if the project is to be completed using the money and time available.

How is this accomplished? What, if anything, is compromised? Obviously, t is easier to

make budget and time decisions regarding projects that fall at either end of the

‘‘importance’’ spectrum—those that are very unimportant or those that are extremely

important (Burns and Bush, 1999). But what about the projects that fall in the middle?

In such cases, the company’s philosophy regarding the value and use of marketing

research plays a role in deciding whether to use marketing research and how much

money and time to allocate to it. In other words, if the company places a high value on

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marketing information, then it will pursue it; if it does not, it will not pursue it (Burns

and Bush, 1999).

2.7 THE FUTURE OF MARKETING RESEARCH

Some experts in the industry believe that marketing research, as we know it today, is

due to undergo vast changes in the near future. They base this belief on the notion that

technological advances in information processing have greatly increased the availability

and applicability of information to the point that managers will find less need to conduct

traditional ‘‘projects’’ or ‘‘ad hoc studies’’ (Burns and Bush, 1999). The New

Marketing Research Systems portrays the future (indeed, the present!) world of

information technology as one that allows managers access to a continuous flow of real-

world data (i.e. scanning data), augmented by embedded ‘‘experiments’’ illustrating

consumer reactions to price changes, TV ads, and in-store point-of-purchase materials

(i.e., single source data) (Burns and Bush, 1999).

In addition, new technology allows managers to determine the characteristics of

those purchasing their products/services and then to target individuals or small

‘‘microtargets’’ of consumers, with marketing strategies; for instance, by using

databases and geodemographic programs (Burns and Bush, 1999). As decision makers

are armed with such information, it is belief that traditional marketing research studies

will be outdated. Others argue that there are pitfalls in the ‘‘new’’ information systems

and that there is room for traditional marketing research studies and these new systems

to coexists as the two are complementary (Burns and Bush, 1999). So, our conclusion is

that technology is having a tremendous impact on marketing research and the types of

marketing research studies will change as technological improvements occur.

Furthermore, we still see a world full of managers who need a lot of information to help

29

them make their decisions. The future for marketing research is bright (Burns and Bush,

1999).

2.8 TAILORING THE PRODUCT

Merchandise that is generally similar in style or design, but may vary in such

elements as size, price, and quality is collectively known as a Product line (Brett,

2008). Merchandise according to Encarta dictionary simply means goods bought and

sold for profit. Most marketers believe that product lines must be closely correlated with

consumer needs and wants (Brett, 2008). Organization tends to change product items

and lines after a period of time to gain a competitive advantage, to respond to changes

in the economic climate, or to increase sales by encouraging consumers to buy new

model. For example, if the economy weakens, a manufacturer might use cheaper parts

to make a product more affordable (Brett, 2008).

Sometimes, manufacturers will alter the style rather than the quality of the

commodity e.g. the appearance or functionality of an automobile might be altered. The

practise of changing the appearance of goods or introducing inferior parts or poor

workmanship in order to motivate consumers to replace products is known as Planned

Obsolescence (Brett, 2008). Meanwhile, some people object that this practise leads to

waste or can be unethical (Brett, 2008). The popularity of all products eventually wanes

(diminish). In fact, successful products go through what is called a product life cycle,

which describes the course of a product’s sales from its introduction and growth through

maturity and decline (Brett, 2008). Because products are always aging and sales of even

the most successful products eventually decline, firms must continually develop and

introduce new things (Brett, 2008).

30

However, marketing research begins with the analysis of consumer behaviour, which

is define as those acts of individuals directly involved in obtaining, using and disposing

of economic goods and services, including the decision processes that precede and

determine these acts (James et al, 2000).

2.9 CHANGES IN CONSUMER BEHAVIOUR

Information availability has increased consumers’ informedness the degree to which

they know what is available in the marketplace, with precisely which attributes and at

precisely what price (Eric, 2008). This informedness has altered the demand side of

market behaviours: customers now discount more heavily when comparable products

are available from competitors and when products do not meet their wants, needs,

cravings, and longings, but they no longer discount as heavily when purchasing

unfamiliar products (Eric, 2008). Changes in the demand side are producing comparable

changes in the supply side: organization earn less than their expectations when

competing in traditional mass-market fat spots, while earning far more than previously

when entering newly created resonance marketing sweet spots (Eric, 2008). We trace

the impact of hyperdifferentiation and resonance marketing on strategy, with a clear

progression from a limited number of fat spots, through reliance on line extensions and

ultimately to fully differentiated market sweet spots (Eric, 2008).

Mass-market fat spots is a situation whereby customers could not learn about the

marketplace, producers could not know their customers, and the cost of trying to

provide a complex range of numerous products and services was extremely

unfavourable (Eric, 2008). Meanwhile, Mass-market sweet spots is a situation whereby

customers could learn about the marketplace, producers could know their customers,

and the cost of trying to provide a complex range of numerous products and services

was extremely advantageous (Eric, 2008).

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The most obvious change in the marketplace is the tremendous increase in product

variety (hyperdifferentiation), enabled by changes both in manufacturing technologies

and in distribution (Eric, 2008). As importantly, the change in product variety is

profitable because of changes in consumer behaviour (resonance marketing), as

consumers select exactly what they want at prices that reflect how well their selections

match their wants and needs, cravings and longings (Eric, 2008).Resonance marketing is

more than just trading up, and includes trading up, trading down, and trading out,

simultaneously, in a single consumer. Trading up of course occurs when a customer moves

from a Chevy to a Caddy, or switches to first class air travel. Trading down occurs when a

customer switches to coach air travel on a discount airline, or to a less expensive hotel. Trading

out occurs when a customer switches from candy bars to power bars, or from a lager to a

heavily hopped craft brewed American Pale Ale. Not surprisingly, a customer may exhibit all

three behaviours, trading up in some categories, trading down in other categories, and trading

out in still others (Eric, 2008). While hyperdifferentiation and resonance activities

include the long tail effect, in which far more choice is available to consumers. But the

changes in marketing represent significantly more than simply the long tail. The long

tail usually stresses changes in distribution. Hyperdifferentiation and resonance focus on

finding what each consumer wants and what each will pay for (Eric, 2008).

It is newly easy to create hyperdifferentiated and profitable products that resonate

with customers. It is possible to design products and services for customers whose

"needs, desires, cravings and longings" are not yet met in the marketplace (Eric, 2008).

It is possible to design for those customers most willing to pay for what they want. But

until recently there was little advantage from doing so. Historically, the most demanding

customers, those most willing to pay for what they want, also discounted the most in the

presence of uncertainty (Eric, 2008).

32

Historically, new offerings suffered from uncertainty. But, with "word of mouse"

reducing the uncertainty consumers’ face when considering unfamiliar choices, the

ability of producers and service providers to launch new premium offerings has never

been better (Eric, 2008). There are a few important strategic implications that become

clearly only after understanding the changes in customer behaviour and the increased

ability to exploit these changes is through resonance marketing and hyperdifferentiation

(Eric, 2008).

Resonance marketing is not about being better in any absolute sense; it is about

being better for each customer. Take for instance, a Lexus in many dimensions is better

than a simple Toyota, just as an Infiniti is better than a Nissan A Lexus may or may not

be better for an individual driver, based on a diverse set of preferences, including

handling, comfort, styling, and acceleration (Eric, 2008).

When the consumer is viewed in the proper perspective, the outcomes can be quite

positive for the manufacturer or supplier (Carl and Hal, 2000). The success of any

organizations is traced in large part to a skilful use of marketing research which is very

expensive (James et al, 2000). Yet, motivation and behaviour can be understood through

marketing research and perfect prediction is never possible, but properly designed and

used research efforts can significantly lower the risks of marketing failure (Kotler et al,

2002). It is almost always necessary to recognize that a market for any product or

service is likely to be highly segmented and the starting point in marketing planning is

always with the consumer (James et al, 2000). This means that there are various

groupings of present or potential buyers that differ sharply from one another. There can

be real variation in expected benefits (James et al, 2000). The alert marketer capitalizes

on these differences through a strategy of market segmentation, in which each segment

is viewed as a distinct market target with its own requirements for product, price,

distribution, and so on (James et al, 2000). The new networked economy is not just the

33

old industrial economy with a mess of wires hanging off it. Even mass-produced

consumer products like detergents, bread, mattresses (rubber foam), and soft drinks, or

traditional consumer durables like automobiles, are changing (Eric, 2008). Design,

production, sales, distribution, and service are all being altered by the information flows

in our networked world (Eric, 2008).

Effective modern marketing research enables an organization to achieve greater

profitability by responding to changes in consumer behaviour that result from changes

in consumers’ access to and use of information (Robert et al, 2001). It is about selling

more mattresses, bread and cheese, or cars, or beer; as importantly, it is about selling

more expensive mattresses, bread and cheese, or cars, or beer. It is not about tricking

consumers into paying more, but about finding out exactly what consumers want,

informing them about it accurately, and charging them prices that they are willing to

pay (Eric, 2008).

2.10 CONSUMER PROTECTION

The term applied to the efforts of government, public-interest organizations,

individuals, and businesses to establish, protect, and enforce the rights of people who

buy products such as food and automobiles or services such as health care and insurance

(Karpatkin and Been, 2008). It can also be defined as a form of government regulation

which protects the interests of consumers. For example, a government may require

businesses to disclose detailed information about products—particularly in areas where

safety or public health is an issue, such as food (Karpatkin and Been, 2008).

Consumer protection is linked to the idea consumer rights (that consumers have various

rights as consumers), and to the formation of consumer organizations which help

consumers make better choices in the marketplace. Customer interests can also be

34

protected by promoting competition in the markets which directly and indirectly serve

consumers, consistent with economic efficiency (Karpatkin and Been, 2008).

The basic rights of consumers, as set forth by U.S. president John F. Kennedy in his

1962 message to congress on consumerism, are the following: (1) the right to safety; (2)

the right to be informed; (3) the right to chose; and (4) the right to be heard. Each of

these rights is of major importance in the objectives of the consumer-protection

movement (Karpatkin and Been, 2008).

2.10.1 THE RIGHT TO SAFETY

Product offered for sale should not pose undue risk of physical harm to consumers or

their families (Karpatkin and Been, 2008) ; and according to a U.S. management expert

Richard, (2000) which quoted that ‘‘customer is the most important part of the

production line’’ yet in a recent year, for example, over millions of people in Nigeria

were reported injured—and thousands were killed—in product–related accidents

(Karpatkin and Been, 2008). Products that cause injuries include impure foods,

defectively manufactured automobiles and tires, defectively manufactured mattresses,

drugs that have harmful side effects, and unsafe appliances (Karpatkin and Been, 2008).

The U.S. federal government agency responsible for ensuring the safety of most

products is the Consumer Product Safety Commission (CPSC) (Karpatkin and Been,

2008). The CPSC was established in 1973 to protect the public from unreasonable risk

of injury caused by consumer products; to assist consumers in comparing the safety of

various items; to develop uniform safety standards; and to promote research about the

causes and prevention of product-related deaths, illnesses, and injuries (Karpatkin and

Been, 2008). It has broad authority to create and enforce safety standards for more than

35

10,000 consumer products and can ban hazardous items or recall them from the

marketplace (Karpatkin and Been, 2008). The CPSC is responsible for enforcing the

Flammable Fabrics Act (1953) which requires fabrics to meet standards of fire

resistance, as well as the Poison Preventing Packaging Act (1970), and the Hazardous

Poison Act (1960), which ban the use of certain dangerous substances and require

warnings and safety information on the labels of others. The CPSC does not have

authority over food, drugs, or motor vehicles (Karpatkin and Been, 2008)

The Food and Drug Administration (FDA) is charged with ensuring that processed

foods, drugs, medical devices, and cosmetics are safe and properly labelled; that foods

are wholesome (health-giving); and that drugs are effective (Karpatkin and Been, 2008).

It has the power to seize unsafe products and to criminally prosecute businesses that

violate safety laws and standards (Karpatkin and Been, 2008). The FDA inspects food-

processing plants to be sure that foods are made and packaged under sanitary conditions

(Karpatkin and Been, 2008). The agency must approve the safety and efficacy of all

new prescription drugs before they can be marketed. The FDA also sets safety standards

for radiation-emitting products such as microwave ovens (Karpatkin and Been, 2008).

Motor-vehicle safety is regulated by the National Highway Traffic Safety

Administration (NHTSA) which sets highway safety standards, investigates reported

safety-related motor-vehicle defects, and enforces laws regarding the correction of such

defects (Karpatkin and Been, 2008). NHTSA can require the recall of defective

automobiles or automotive parts; in fact, since 1966 manufacturers have recalled more

than 118million vehicles (Karpatkin and Been, 2008).

2.10.2 THE RIGHT TO BE INFORMED

Consumers need sufficient information in order to choose wisely among the

competing products and services available (Karpatkin and Been, 2008). The

36

marketplace, however, contains a great many different and complex products, and

advertising is usually not informative enough for consumer purposes (Karpatkin and

Been, 2008). Therefore, consumers often lack the information required to compare

the quality of various products and services, to determine their true cost, or to be

assured of their suitability or safety (Karpatkin and Been, 2008).

To ensure that consumers have the information they need to buy wisely, the federal

and many state have passed several important laws directing businesses to disclose

necessary information (Karpatkin and Been, 2008). The federal Fair Packaging and

Labelling Act (1966), for example, require that packages be labelled truthfully with

such basic facts as quantity and ingredients. The federal Truth in Lending Act (1968)

requires that consumers be told in clear, accurate, and uniform terms how much it costs

them to borrow money from a lender (Karpatkin and Been, 2008). Unit-pricing laws in

some states require supermarkets to show the cost of an item per pound, quart, or count

(for paper goods), so that shoppers can compare the cost of different sizes of products.

Many states require the dating of perishable foods to enable buyers to choose fresh

foods (Karpatkin and Been, 2008).

Many consumer problems are caused by incorrect or fraudulent information. The

Federal Trade Commission (FTC) bears the primary responsibility for making sure that

advertising and labelling are not false or misleading (Karpatkin and Been, 2008).

Consumers often used more than just the information sellers disclose. For instance,

firms rarely volunteer information about the shortcomings of their products (Karpatkin

and Been, 2008). To provide essential comparative information, several private,

independent organizations test products and report their findings to interested

consumers. Each issue of Consumer Reports rates various products by brand names

according to the results of laboratory and use tests, provides advice on services such as

37

banking and insurance, and reports on recalled items (Karpatkin and Been, 2008).

Consumers Union accepts no advertising and pledges that its reports are free from bias

and any commercial ties (Karpatkin and Been, 2008).

2.10.3 THE RIGHT TO CHOOSE

The structure of the American economic system is based on the belief that, generally,

competition is the best regulator of the marketplace (Karpatkin and Been, 2008).

According to this theory, when many companies are selling a product the effort of each

to attract more customers keeps prices at the lowest level that allows businesses to cover

costs and make a fair profit (Karpatkin and Been, 2008). When a market is not

competitive, sellers can set the prices as high as they wish, up to the level where

consumers simply will not buy the product (Karpatkin and Been, 2008). To preserve

competition in the marketplace, federal laws make it illegal for businesses to

monopolize an industry, restrain trade, or fix prices (Karpatkin and Been, 2008).

2.10.4 THE RIGHT TO BE HEARD

A consumer who has been cheated or who has bought a product or service that does

not perform properly has a right to seek a refund, replacement of the product, or other

remedy (Karpatkin and Been, 2008). Sometimes, however, a buyer finds that the

manufacturer or seller will not cooperate in resolving the complaint. In recent years law

have been passed to help dissatisfied consumers (Karpatkin and Been, 2008). Some

laws declare certain deceptive business practices illegal and give consumers the right to

sue a business believed to be violating the law. A consumer who wins such suit can

sometimes collect up to three times the amount of the damages (Karpatkin and Been,

2008).

38

Federal, state, and local governments have established offices or agencies to help

protect consumers or to resolve disputes between consumers and businesses (Karpatkin

and Been, 2008). The communications media—newspapers, televisions, and radio—

often aid consumers through services such as "action lines." Some business–sponsored

agencies such as the Major Appliance Consumer Action Panel can sometimes help those

who have a complaint about a product, service, or business practise (Karpatkin and

Been, 2008). The Better Business Bureau, a business association, makes information

about complaints it has received against businesses available to interested parties

(Karpatkin and Been, 2008).

The right to be heard also means that the needs of consumers should be considered

when government decisions affecting them are made (Karpatkin and Been, 2008).

Under President Gerald Ford, for example, executive agencies and departments were

ordered to establish procedures to consider the views of consumers in certain

policymaking areas (Karpatkin and Been, 2008).

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CHAPTER THREE

RESEARCH METHODOLOGY

3.1 STUDY AREA

The focus of this study will strictly be on the role of marketing research system in an organizational decision making. The emphasis of the study is on a selected manufacturing company in Nigeria: VITAFOAM NIGERIA PLC. Effort would also be made to put some other manufacturing companies and service providers into consideration for the purpose of this research work in order to cover a wide span of the role of marketing research system in an organizational decision making.

3.2 POPULATION OF THE STUDY

Population can be defined as the sum total of the various element from which samples are drawn or it refers to the group of people from which information is to be obtained be it human or otherwise. The population for this study refers to the organizations which engage in foam production in Nigeria and it will also involve their distributors.

3.3 SAMPLING FRAME

Since there are many organizations that engage in foam production in Nigeria, it will not be convenient to cover the entire population. Hence, a sample size is determined and for the purpose of this research work, Vitafoam Nigeria Plc, Oba Akran Avenue, Ikeja in which there are over 100 employees and about 25 distributors in Lagos area is chosen or selected as the sampling frame.

3.4 SAMPLING METHOD AND SAMPLE SIZE

Since the chosen organization has large number of staff on their payroll, the researcher has decided to use simple random sampling. By this, sample will be chosen which is considered to be most representatives and the required information could be obtained through this representatives.

40

Meanwhile, the sampling size is a drawn subset of the total population. For the purpose of this research work, the researcher decided to narrow to the organization marketing research department.

In all, a total of 20 employees will be used as the study sample, while the total number of distributors that will be use is 10. Thirty questionnaires would be administered for forty samples. 10 questionnaires for marketing department, 5 questionnaires for research and development, 5 questionnaires for advertising, product branding etc.

3.5 SOURCES OF DATA

The methods used in collecting the relevant data for this project are from both primary and secondary sources. The primary source includes questionnaires and personal interviews. The questionnaires are used because of the convenience associated with it and also it will be made simple and unambiguous. Meanwhile, the personal interview will complement the use of questionnaire for a more definite conclusion.

3.6 DATA COLLECTION INSTRUMENTS

3.6.1 DESCRIPTION OF DATA COLLECTION INSTRUMENTS

The researcher has chosen to use questionnaires as instrument of research. Questionnaire is a veritable and indispensable tool in carrying out survey. It is a soft question design to elicit some information or data for analysis. The researcher has structured the question in a formal way that would bring out yes/no, agreed/strongly disagreed, low/very low/indifferent. This enables the respondents to give a brief answer and here the respondents are usually confirmed to a specific answer.

3.6.2 METHOD OF ADMINISTRATION

The results elicited from the response are tabulated for simple analysis. Each question is given specific treatment so as to derive some information that might help in the researcher’s finding. In testing response from the respondents,

41

opinion about the topic would be known. Hence, the use of Chi-Square would become very useful for the researcher in analyzing the opinion of the respondents. Meanwhile, in order to ensure that adequate provision is made to guarantee the inclusion of the relevant respondents in the same proportion, stratified sampling will be used. The study will be stratified into: [i] Top level management [ii] middle level management [iii] low level management.

3.6.3 METHOD OF DATA ANALYSIS

Analysis is a detailed examination in which final conclusion about the relationship that exists in the study can be drawn. Considering the nature and purpose of this research work, the researcher employed both descriptive and quantitative methods in the analysis of the data collected. The descriptive method is used in describing and explaining information obtained from the administered questionnaire while the quantitative method includes the table presentation. Data obtained from questionnaire responses were grouped on a frequency table which showed the percentage of distribution of responses on each of the questions on the questionnaire.

3.7 STATISTICAL TOOLS OF ANALYSIS

Data collected from the survey were analysed using both descriptive and inferential tools of statistical analysis. The descriptive tool include simple percentage table. The tables were drawn to analyze the response of respondents.

Chi-square test of hypothesis was also used. The use of Chi-square is based on the sample size for the questionnaire, assuming a 5% degree of confidence.

The Chi-square method is given below:

42

3.7.1 JUSTIFICATION

The tools for analyzing this study (Chi - Square), is used because the responses for the research are in the mutually exclusive form and the data collected are analysed based on their frequencies and percentages of occurrence.

Chi – Square, symbolized as X2 , is a non-parametric test of significance appropriate when the data are in the form of frequency counts or percentages and proportion that can be converted to frequencies. Two or more mutually exclusive categories are required. Thus, Chi – Square s appropriate the tool for the study.

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CHAPTER FOUR

RESULTS AND DISCUSSIONS

4.1 INTRODUCTION

This chapter presents the analysis and interpretation of the data gathered in the process of this research work.

4.2 RATE OF RESPONSE TO QUESTIONNAIRE

30 questionnaires were administered for the purpose of data collection. This was made up of 10 questionnaires for the distributors and 20 for the employees. Of the 10 administered to distributors, 8 were completed and returned giving a response rate of 80%, while all the 20 given to the employees were returned (i.e. 100% return rate).

4.3 PRESENTATION OF DATA

SECTION A: DEMOGRAPHIC DATA.

Table 4.3.1. Distribution of age

Age Response Percentage 20-30 12 60 31-40 7 35 41-50 1 5 Above 50 Nil 0 Total 20 100

Source: Field Survey, 2009.

In the table above, the analysis shows that 60% of the population is within the age of 20-30 years, 35% is between the ranges of 31-40 years, 5% is between the ranges of 41-50, while 0% falls within the range of Above 50.

Table 4.3.2 Distribution of Sex.

Sex Response Percentage Male 15 53.57

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Female 13 46.43 Total 28 100

Source: Field Survey, 2009.

In the above, the analysis shows that 53.57% of the population are male while the remaining 46.43 are female.

Table 4.3.3 Distribution of Educational qualification.

Educational qualification Response Percentage SSCE/O’level 6 21.43 OND/A’ level 13 46.43 HND/BSc 7 25 MSc/MBA 0 0 Professionals 1 3.57 Others 1 3.57 Total 28 100

Source: Field Survey, 2009.

In table 4.3.3 above, the analysis shows that 21.43% of the respondents are SSCE/O’level, 46.43% are OND/A’ level holders, 25% are HND/BSc holders, 3.57% are professionals, 3.57% are others, while none holds MSc/MBA.

Table 4.3.4. Distribution of Managerial Cadre.

Managerial Cadre Response Percentage Top level 6 30 Middle level 10 50 Lower level 4 20 Total 20 100

Source: Field Survey, 2009.

In table 4.3.4 above, the analysis indicates that 30% of the respondents are Top level, 50% are middle level, while 20% are lower level managers.

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SECTION B: EMPLOYEES

1. There is no relationship between marketing research and Information.

Table 4.3.5

Response PercentageStrongly Agree 4 20Agree 2 10Indifferent Nil 0Disagree 7 35Strongly Disagree 7 35TOTAL 20 100

Source: Field Survey, 2009.

In the table above, 20% of the population strongly agreed that there is no relationship between marketing research and information, 10% agreed with the statement, 35% disagreed, 35% strongly disagreed with the statement while none is of the opinion that it is indifferent. From the table above, and accordance with the objectives of the study, it is obvious that there is a relationship between marketing research and information.

2. Marketing research helps an organization to identify marketing opportunities.

Table 4.3.6

Response PercentageStrongly Agree 1.3 65Agree 7 35Indifferent Nil 0Disagree Nil 0Strongly Disagree Nil 0TOTAL 20 100

Source: Field Survey, 2009.

65% of the respondents are of the opinion that marketing research helps an organization to identify marketing opportunities, 35% agreed to this, while none disagreed, none is of the opinion that it is indifferent, and none strongly

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disagreed. From the table above and in agreement with the objectives of the study it is clear that marketing research helps an organization to identify marketing opportunities.

3. Information generated through marketing research plays a vital role in the marketing decision process.

Table 4.3.7

Response Percentage Strongly Agree 11 55 Agree 9 45 Indifferent Nil 0 Disagree Nil 0 Strongly Disagree Nil 0 TOTAL 20 100

Source: Field Survey, 2009.

55% of the respondents strongly agreed that information generated through marketing research plays a vital role in the marketing decision making process, 45% agreed, while none is of the opinion that it is indifferent, none disagreed and none strongly disagreed. From the table above and in agreement with the objectives of the study, it is evident that information generated through marketing research plays a vital role in the marketing decision making process.

4. Marketing research system has a great influence on Organizational Performance.

Table 4.3.8

Response Percentage Strongly Agree 8 40 Agree 12 60 Indifferent Nil 0

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Disagree Nil 0 Strongly Disagree Nil 0 TOTAL 20 100

Source: Field Survey, 2009.

40% of the respondents strongly agreed that marketing research system has a great influence in organizational performance, 60% agreed with the statement, none disagreed and strongly disagreed while none is of the opinion that it is indifferent. From the table above and in accordance with the objectives of the study, it is certain that marketing research system has a great influence in organizational performance

Table 4.3.9

5. There is no relationship between marketing research and consumer protection.

Response Percentage Strongly Agree 2 10 Agree 2 10 Indifferent 2 10 Disagree 9 45 Strongly Disagree 5 25 TOTAL 20 100

Source: Field Survey, 2009.

10% strongly agreed that there is no relationship between marketing research and consumer protection, 10% agreed with the statement, 10% is of the opinion that it is indifferent, 45% disagreed with the statement while 25% strongly disagreed with the statement. From the table above and in conformity with the objectives of the study, it is evident that there is a relationship between marketing research and consumer protection.

Table 4.3.10

6. Through marketing research my organization has been able to improve its services and protect its consumers.

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Response Percentage Strongly Agree 13 65 Agree 15 25 Indifferent 1 5 Disagree 1 5 Strongly Disagree Nil 0 TOTAL 20 Nil

Source: Field Survey, 2009.

65% strongly agreed that through marketing research my organization has been able to improve its services and protects its customers, 25% agreed with the statement, 5% is of the opinion that it is indifferent, 5% disagreed with the statement while none strongly disagreed with the statement. From the table above and in accordance with the objectives of the study, it is evident that through marketing research the organization has been able to improve its services and protect its consumers.

Table 4.3.11

7. Globalization and changes in the interests and desires of consumers are among the factors affecting effective marketing research system in organization.

Response Percentage Strongly Agree 5 25 Agree 6 30 Indifferent 5 25 Disagree 4 20 Strongly Disagree Nil 0 TOTAL 20 100

Source: Field Survey, 2009.

25% strongly agreed that Globalization and changes in the interests and desires of consumers are among the factors affecting effective marketing research system in organization, 30% agreed with the statement, 25% is of the opinion that it is indifferent, 20% disagreed while none strongly disagreed with the statement. From the above table, and in agreement with the objectives of the study, it is

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obvious that globalization and changes in the interests and desires of consumers are among the factors affecting effective marketing research system in organization.

SECTION C.

a. Revenue generation.

Table 4.3.12

Response Percentage Low 1 5 Very low 1 5 Indifferent 3 15 Very high 3 15 High 12 60 TOTAL 20 100

Source: Field Survey, 2009.

5% of the respondent is of the opinion that the effect of marketing research system on Revenue generation is low, 5% is of the opinion that it is very low, 15% agreed that the statement is indifferent, 15% is of the opinion that it is very high, while 60% agreed that it is high.

b. Profit yield.

Table 4.3.13

Response Percentage Low Nil 0 Very low 2 10 Indifferent Nil 0 Very high 4 20 High 14 70 TOTAL 20 100

Source: Field Survey, 2009.

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10% of the respondent agreed that the effect of marketing research system on Profit yield is very low, 20% is of the opinion that it is very high, 70% is of the opinion that it is high, while none is of the opinion that the statement is low and indifferent.

Table 4.3.13

c. Capacity for risk taking

Response Percentage Low 5 25 Very low 2 10 Indifferent 5 25 Very high 5 25 High 3 15 TOTAL 20 100

Source: Field Survey, 2009.

25% of the respondent is of the opinion that the effect of marketing research system on capacity for risk taking is low, 10% of the respondent agreed that it is very low, 25% of the respondent is of the opinion that the statement is indifferent, 25% is of the opinion that it is very high while 15% is of the opinion that it is high.

Table 4.3.13

d. Identification of market opportunities.

Response Percentage Low 2 10 Very low 2 10 Indifferent Nil 0 Very high 5 25 High 11 55 TOTAL 20 100

Source: Field Survey, 2009.

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10% of the respondent is of the opinion that the effect of marketing research in the identification of market opportunities is low, 10% agreed it is very low, 25% agreed it is very high, 55% agreed the statement is high while none is of the opinion that the statement is indifferent.

Table 4.3.14e. Customer Service Improvement.

Response Percentage Low Nil 0 Very low 5 25 Indifferent 1 5 Very high 4 20 High 10 50 TOTAL 20 100

Source: Field Survey, 2009.

25% is of the opinion that the effect of marketing research on customer service improvement is very low, 5% is of the opinion that the statement is indifferent, 20% agreed that the statement is very high, 50% agreed that the statement is high while none is of the opinion that the statement is low.

Table 4.3.15

f. Branch Expansion.

Response Percentage Low 3 15 Very low 2 10 Indifferent 2 10 Very high 4 20 High 9 45 TOTAL 20 100

Source: Field Survey, 2009.

15% of the respondent is of the opinion that the effect of marketing research system on branch expansion in organization is low, 10% agreed that the

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statement is very low, 10% is of the opinion that it is indifferent, 20% agreed that the statement is very high while 45% of the respondent is of the opinion that the statement is high.

Table 4.3.16

g. Staff Welfare.

Response Percentage Low 3 15 Very low 4 20 Indifferent 5 25 Very high Nil 0 High 8 40 TOTAL 20 100

Source: Field Survey, 2009.

15% of the respondent is of the opinion that the effect of marketing research system on staff welfare in an organization is low, 20% of the respondent agreed that the statement is very low, 25% is of the opinion that the statement is indifferent, 40% agreed that the statement is high, while none agreed that the it is very high.

4.4 TEST OF HYPOTHESIS.

QUESTION 3 (SECTION B).

Table 4.4.1

Managerial Cadre

Strongly Agree

Agree Indifferent Disagree Strongly Disagree

TOTAL

Top level 3 0 1 2 0 6Middle level

0 5 0 0 5 10

Lower level

1 0 1 1 2 4

TOTAL 4 5 2 0 7 20

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Source: Field Survey, 2009.

COMPUTATION OF EXPECTED FREQUENCY.

For row A, column 1,

Fe = 6 X 4 = 1.2

20

For row A, column 2,

Fe = 6 x 5

20 = 1.5

For row A, column 3,

Fe = 6 x 2

20 = 0.6

For row A, column 4,

Fe = 6 x 3

20 = 0.9

For row A, column 5,

Fe = 6 x 7

20 = 2.1

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For row B, column 1,

Fe = 10 x 4

20 = 2.0

For row B, column 2,

Fe = 10 x 5

20 = 2.5

For row B, column 3,

Fe = 10 x 2

20 = 1.0

For row B, column 4,

Fe = 10 x 3

20 = 1.5

For row B, column 5,

Fe = 10 x 7

20 = 3.5

For row C, column 1,

Fe = 4 x 4

20 = 0.8

For row C, column 2,

Fe = 4 x 5

20 = 1.0

For row C, column 3,

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Fe = 4 x 2

20 = 0.4

For row C, column 4,

Fe = 4 x 3

20 = 0.6

For row C, column 5,

Fe = 4 x 7

20 = 1.4

COMPUTATION OF CHI – SQUARE

Table 4.4.2

Fo Fe (Fo - Fe) (Fo - Fe)2 (Fo - Fe)2 Fe

3 1.2 1.8 3.24 2.700 1.5 -1.5 1.5 1.501 0.6 0.4 0.16 0.272 0.9 1.1 1.21 1.340 2.1 -2.10 4.41 2.100 2.0 -2.00 4.00 2.005 2.5 2.5 6.25 2.50

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0 1.0 -1.0 1.0 1.000 1.5 -1.5 2.25 1.505 3.5 1.5 2.25 0.641 0.8 0.2 0.04 0.050 1 -1 1 1.001 0.4 0.6 0.36 0.901 0.6 0.4 0.16 0.272 1.4 0.6 0.36 0.26TOTAL X2C= 18.03

Source: Field Survey, 2009.

X2 C = 18.03 and X2 t = 15.507.

CRITICAL VALUE.

(R-I)(C-1) = (3-1)(5-1)

(2)(4) = 8.

Level of Confidence = 5% = 0.05

X2 t = 15.507.

DECISION:

Since X2 C is greater than the obtained X2 t, the null hypothesis "Ho" should be rejected while the alternative hypothesis should be accepted. Hence, Information generated through marketing research plays a vital role in the marketing decision making process.

TEST OF HYPOTHESIS

QUESTION 4 (SECTION B).

Table 4.3.3

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Managerial Cadre

Strongly Agree

Agree Indifferent Disagreed Strongly Disagreed

TOTAL

Top Level 3 1 0 2 0 6Middle level

0 5 0 0 5 10

Lower level

1 0 2 1 1 4

TOTAL 4 6 2 3 6 20Source: Field Survey, 2009.

COMPUTATION OF EXPECTED FREQUENCY

For row A, column 1,

Fe = 6 x 4

20 = 1.2

For row A, column 2,

Fe = 6 x 6

20 = 1.8

For row A, column 3,

Fe = 6 x 2

20 = 0.6

For row A, column 4,

Fe = 6 x 3

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20 = 0.9

For row A, column 5,

Fe = 6 x 6

20 = 1.8

For row B, column 1,

Fe = 10 x 4

20 = 2.0

For row B, column 2,

Fe = 10 x 6

20 = 3.0

For row B, column 3,

Fe = 10 x 2

20 = 1.0

For row B, column 4,

Fe = 10 x 3

20 = 1.5

For row B, column 5,

Fe = 10 x 6

20 = 3.0

For row C, column 1,

Fe = 4 x 4

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20 = 0.8

For row C, column 2,

Fe = 4 x 6

20 = 1.2

For row C, column 3,

Fe = 4 x 2

20 = 0.4

For row C, column 4,

Fe = 4 x 3

20 = 0.6

For row C, column 5,

Fe = 4 x 6

20 = 1.2

COMPUTATION OF CHI – SQUARE

Table 4.4.3

Fo Fe (Fo - Fe) (Fo - Fe)2 (Fo - Fe)2 Fe

3 1.2 1.8 3.24 2.701 1.8 0.8 0.64 0.360 0.6 -0.4 0.16 0.602 0.9 1.1 1.21 1.340 1.8 -1.8 3.24 1.80

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0 2.0 -2.0 4.00 2.005 3.0 2.0 4.00 1.330 1.0 -1.0 1.00 1.000 1.5 -1.5 2.25 1.505 3 2.0 4.00 1.331 0.8 0.2 0.04 0.050 1.2 -1.2 1.44 1.202 0.4 1.6 2.56 6.401 0.6 0.4 0.16 0.271 1.2 -0.2 0.04 0.03TOTAL X2C= 21.91

Source: Field Survey, 2009.

X2 C = 21.91 and X2 t = 15.507.

CRITICAL VALUE.

(R-I)(C-1) = (3-1)(5-1)

(2)(4) = 8.

Level of Confidence = 5% = 0.05

X2 t = 15.507.

DECISION:

Since X2 C is greater than the obtained X2 t, the null hypothesis "Ho" should be rejected while the alternative hypothesis should be accepted. Hence, marketing research has a great influence in organizational performance.

4.5 ANALYSIS OF DATA (DISTRIBUTORS)

1. Marketing research helps an organization to obtain useful information on how to improve its products.

Table 4.5.1

Respondent Percentage

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Agree 2 25Strongly Agree 4 50Indifferent Nil 0Disagreed 1 12.5Strongly Disagreed 1 12.5TOTAL 8 100

Source: Field Survey, 2009.

25% of the respondents is of the opinion that marketing research helps an organization to obtain useful information on how to improve its products, 50% of the respondent strongly agreed, 12.5% disagreed with the statement, 12.5% strongly disagreed with the statement, while none is of the opinion that it is indifferent.

2. Vitafoam Plc has a vibrant marketing research system which makes the organization perform better than its competitors.

Table 4.5.2

Respondent PercentageAgree 4 50Strongly Agree 2 25Indifferent Nil 0Disagreed 1 12.5Strongly Disagreed 1 12.5TOTAL 8 100

Source: Field Survey, 2009.

50% of the respondent agreed that Vitafoam Plc has a vibrant marketing research system which makes the organization perform better than its competitors, 25% of the respondent strongly agreed with the statement, 12.5% disagreed with the statement, 12.5% strongly disagreed with the statement, while none is of the opinion that the statement is indifferent.

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3. Vitafoam Plc does not ask for feedback about its products from distributors.

Table 4.5.3

Respondent PercentageAgree Nil 0Strongly Agree Nil 0Indifferent Nil 0Disagreed 5 62.7Strongly Disagreed 3 37.5TOTAL 8 100

Source: Field Survey, 2009.

62.7% of the respondent disagreed that Vitafoam Plc does not ask for feedback about its products from distributors, 37.5% strongly disagreed with the statement, none of the respondent agreed with the statement, none strongly disagreed, and none is of he opinion that it is indifferent.

3. It is necessary for Vitafoam Plc to improve on its marketing research activities.Table 4.5.4

Respondent PercentageAgree 4 50Strongly Agree 4 50Indifferent Nil 0Disagreed Nil 0Strongly Disagreed Nil 0TOTAL 8 100

Source: Field Survey, 2009.

50% of the respondent is of the opinion that it is necessary for Vitafoam Plc to improve on its marketing research activities, 50% strongly agreed with the statement, none is of the opinion that the statement is indifferent, none disagreed, and none strongly disagreed with the statement.

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4. The attitude of consumers towards the new brand of product supplied for the past 2 or 3 years has been positive.

Table 4.5.5

Respondent PercentageAgree 4 50Strongly Agree 4 50Indifferent Nil 0Disagreed Nil 0Strongly Disagreed Nil 0TOTAL 8 100

Source: Field Survey, 2009.

50% of the respondent agreed that the attitude of consumers towards the new brand of product supplied for the past 2 or 3 years has been positive, 50% strongly agreed with the statement, none is of the opinion that the statement is indifferent, none disagreed, and none strongly disagreed with the statement.

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CHAPTER FIVE

SUMMARY CONCLUSION AND RECOMMENDATION.

5.1 SUMMARY.

The research has evaluated the role of marketing research system in organizational decision making using Vitafoam Nigeria Plc has a case study. The evaluation was based on the provision of information that facilitates marketing decision making process. The research basically studied how information gathered through marketing research can be use to make an effective decision making in an organization. A primary source of data through questionnaire was used for the study. Both descriptive and inferential statistical tools were employed for data analysis.

The hypothesis of the study was tested through the use of Chi – Square method. The results show that information plays a vital role in the marketing decision making process, and that marketing research has a significant impact on organizational performance.

5.2 CONCLUSION.

The information revolution is sweeping through our economy (Robert et al, 1997). No organization can escape its effects. Dramatic changes in the cost of obtaining, processing, and transmitting information are changing the way we do business (Robert et al, 1997). Most organizations know that the revolution is underway, and few dispute its importance.

Similarly, many organizations today are searching for opportunities along the "information highway" in healthcare, manufacturing, energy, transportation and so on (Burns and Bush, 1999). Marketers need information to help them identify market opportunities (Burns and Bush, 1999). For the time being, opportunities and problems are everywhere, but decision makers need information to help them identify and define them adequately in order to satisfy and meet the needs, wants, cravings, and desires of the consumers (Burns and Bush, 1999).

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Moreover, the decision makers usually rely on marketing research system to aid them in making decision and also to allow an organization to "hear the voice" of the consumer (Burns and Bush, 1999). Therefore, the adoption of marketing research like the marketing mix, marketing strategies, marketing concept in an efficient manner will permit managers to make decisions for the successful operations of businesses (Achumba and Osuagwu, 1994).

Conclusively, to manage a business well is to manage its future; and to manage the future is to manage information (James et al, 2000) and more so, the right product, at the right price, in the right place with the promotion cannot fail when there is proper marketing research, unless of course, some important information/message get overlooked (James et al, 2000) and (Patricia, 2001). Accordingly, marketers are viewing information as not just an input for making decisions, but also a marketing asset that gives competitive advantage of strategy importance (James et al, 2000).

4.3 RECOMMENDATION.

On the basis of the findings, the following are the recommendations;

1. Organizations should endeavour to be innovative and from time to time renew their chances in the information highway. This will be enhanced by the marketing research that has been carried out, which will in turn enhanced good decision making by the manager.

2. Organization should endeavour to protect their consumers by identifying their needs, wants, and desires and then work towards meeting and satisfying those needs.

3. Organizations should lay more emphasis on loyalty to their products and customers rather than meeting sales target. This is to set a standard for their product and also have a competitive advantage in the marketplace.

4. More distribution outlets should be established by an organization so that their goods can flood the market and as such their will be an apprehension of a

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larger share of the market because of the acceptability of the products by the consumers.

5. Further research work should be carried out on marketing because effective marketing research which is a pivotal part of the marketing process plays a vital role in the success and accomplishment of manufacturing organizations.

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