The observation that many models are built but few are used has almost become a commonplace in the management science and operations research literature. Nevertheless, the statement remains to a large extent true today, also and perhaps even more so where marketing models are concerned. This led Philippe Naert, now about four years ago, to write a concept text of a few hundred pages on the subject of how to build imple men table marketing models, that is, models that can and will be used. One of the readers of that early manuscript was Peter Leefiang. He made suggestions leading to a more consistent ordering of the material and pro posed the addition of some topics and the expansion of others to make the book more self-contained. This resulted in a co-authorship and a revised version, which was written by Peter Leefiang and consisted of a reshuffling and an expansion of the original material by about fifty per cent. Several meetings between the co-authors produced further refinements in the text and the sequence of chapters and sections, after which Philippe Naert again totally reworked the whole text. This led to a new expansion, again by fifty per cent, of the second iteration. The third iteration also required the inclusion of a great deal of new literature indicating that the field is making fast progress and that implementation has become a major concern to marketing model builders.

This book is about marketing models and the process of model building. Our primary focus is on models that can be used by managers to support marketing decisions. It has long been known that simple models usually outperform judgments in predicting outcomes in a wide variety of contexts. For example, models of judgments tend to provide better forecasts of the outcomes than the judgments themselves (because the model eliminates the noise in judgments). And since judgments never fully reflect the complexities of the many forces that influence outcomes, it is easy to see why models of actual outcomes should be very attractive to (marketing) decision makers. Thus, appropriately constructed models can provide insights about structural relations between marketing variables. Since models explicate the relations, both the process of model building and the model that ultimately results can improve the quality of marketing decisions. Managers often use rules of thumb for decisions. For example, a brand manager will have defined a specific set of alternative brands as the competitive set within a product category. Usually this set is based on perceived similarities in brand characteristics, advertising messages, etc. If a new marketing initiative occurs for one of the other brands, the brand manager will have a strong inclination to react. The reaction is partly based on the manager's desire to maintain some competitive parity in the mar keting variables.

The observation that many models are built but few are used has almost become a commonplace in the management science and operations research literature. Nevertheless, the statement remains to a large extent true today, also and perhaps even more so where marketing models are concerned. This led Philippe Naert, now about four years ago, to write a concept text of a few hundred pages on the subject of how to build imple men table marketing models, that is, models that can and will be used. One of the readers of that early manuscript was Peter Leefiang. He made suggestions leading to a more consistent ordering of the material and pro posed the addition of some topics and the expansion of others to make the book more self-contained. This resulted in a co-authorship and a revised version, which was written by Peter Leefiang and consisted of a reshuffling and an expansion of the original material by about fifty per cent. Several meetings between the co-authors produced further refinements in the text and the sequence of chapters and sections, after which Philippe Naert again totally reworked the whole text. This led to a new expansion, again by fifty per cent, of the second iteration. The third iteration also required the inclusion of a great deal of new literature indicating that the field is making fast progress and that implementation has become a major concern to marketing model builders.

CHOICE MAGAZINE Outstanding Academic Title for 2007 "In addition to discussing relevant content, the various contributors to the book are excellent communicators. Sentences are clear, paragraphs are coherent, and chapters fulfill the promise of their introductions, and readers will benefit from the diagrams, figures, and charts that are used to enhance the text. I enjoyed reading this book and recommend it highly. This book will be of particular interest to advanced students, academics, and practitioners. Although statistical background is necessary to comprehend the advanced analytical techniques, most readers are likely to benefit from the overviews provided in this well-written book." —Guldem Gokcek, JOURNAL OF MARKETING The Handbook of Marketing Research: Uses, Misuses, and Future Advances comprehensively explores the approaches for delivering market insights for fact-based decision making in a market-oriented firm. Divided into four parts, the Handbook addresses (1) the different nuances of delivering insights; (2) quantitative, qualitative, and online data gathering techniques; (3) basic and advanced data analysis methods; and (4) the substantial marketing issues that clients are interested in resolving through marketing research. Key Features: Appeals to users as well as suppliers of marketing research: Comprehensive topics in marketing research (such as philosophy, techniques, and applications) are delivered in a reader-friendly, applications-oriented, and non-mathematical fashion. Covers many cutting-edge techniques of data collection and analysis: Traditional quantitative techniques, innovative qualitative techniques, and emerging online methods are presented. Provides a broad range of current ideas and applications: The contributors address models of the impact of marketing mix variables, segmentation, brand equity, satisfaction, customer lifetime value, and marketing ROI. Chapters on international marketing research and marketing management support systems are also included.

Marketing models is a core component of the marketing discipline. The recent developments in marketing models have been incredibly fast with information technology (e.g., the Internet), online marketing (e-commerce) and customer relationship management (CRM) creating radical changes in the way companies interact with their customers. This has created completely new breeds of marketing models, but major progress has also taken place in existing types of marketing models. Handbook of Marketing Decision Models presents the state of the art in marketing decision models. The book deals with new modeling areas, such as customer relationship management, customer value and online marketing, as well as recent developments in other advertising, sales promotions, sales management, and competition are dealt with. New developments are in consumer decision models, models for return on marketing, marketing management support systems, and in special techniques such as time series and neural nets.

Marketing Decision Making and Decision Support addresses the topic of marketing management support systems (MMSS), which are computer-enabled devices that help marketers to make better decisions.

Longitudinal models play a very important role in marketing model building, and there are some occasions when market research is conducted every day of the year. These longitudinal models can be useful to marketing managers to make many informed and important decisions for optimal allocation of resources to marketing mix variables. In particular, we cover three major applications of these principles adhering to Advertising tracking monitors, Brand Equity monitors, and sales promotion monitors. We introduce the reader to the basic principles and theory of econometrics in model building for analyzing sales and market share variables about marketing spending. Different functional forms are discussed in the book. And the readers are encouraged to use these functional forms to model the three monitors mentioned above. This book is targeted towards second-year MBA students and marketing/brand managers in companies to derive insights about the markets and competitors. This is followed up with different tools for forecasting companies' sales and market share. This book is useful for managers in durables and fast-moving consumer goods industries. This book addresses the need for when and where to make insights about marketing mix variables through econometric models. The author has 32 years of industry experience and is an expert in marketing models. The author has a Ph.D. in marketing from Purdue University. The book elucidates these theories without using complicated mathematical equations in simple-to-understand verbal models of complicated equations.

From 1976 to the beginning of the millennium—covering the quarter-century life span of this book and its predecessor—something remarkable has happened to market response research: it has become practice. Academics who teach in professional fields, like we do, dream of such things. Imagine the satisfaction of knowing that your work has been incorporated into the decision-making routine of brand managers, that category management relies on techniques you developed, that marketing management believes in something you struggled to establish in their minds. It’s not just us that we are talking about. This pride must be shared by all of the researchers who pioneered the simple concept that the determinants of sales could be found if someone just looked for them. Of course, economists had always studied demand. But the project of extending demand analysis would fall to marketing researchers, now called marketing scientists for good reason, who saw that in reality the marketing mix was more than price; it was advertising, sales force effort, distribution, promotion, and every other decision variable that potentially affected sales. The bibliography of this book supports the notion that the academic research in marketing led the way. The journey was difficult, sometimes halting, but ultimately market response research advanced and then insinuated itself into the fabric of modern management.

Divergence: A Source of Creative Thinking The outstanding job accomplished by Bernard, Gary, and Gilles is really praiseworthy: not only did they succeed in completing within a remark ably short span of time the editing of the contributions to the conference that marked the 20th Anniversary of the European Institute for Ad vanced Studies in Management; they have also managed to elicit numerous insightful comments from a host of dashing young scholars as well as from the fortunate few established authorities whose findings have long be come leading articles in the best academic journals, who now chair those journals' editorial boards, and after whom great scientific awards have been named. In so doing, our dedicated triumvirate has blended together pieces of diverse research traditions-some of them quite puzzling-and mixed significantly differentiated styles of expression. The controversial display of self-confidence by some distinguished colleagues, the amazingly emo tional "good old" memories revived by their peers, the scapegoat-finding and moralizing confessions produced by some of their disciples together with the detached systematic rigidity of some others all combine to pro duce a multivarious patchwork that may well prove the existence of a marketing scholar lifecycle. This cartoon-like four-class typology might even make it worth the reader's while to indulge in some guesswork to discover the sequence of the four stages as an exercise and then partition the author population accordingly.

The field of marketing science has evolved significantly in the last 70 years. Throughout its rich history, developments in this field have always been anchored on marketing phenomena that drew on economics, statistics, operations research, and related disciplines. This book reviews the accomplishments of notable marketing scientists in several research areas. It emphasizes both the role and the importance that pioneers in marketing science have had in the rapid development of this field and honors those contributions.This second edition of the book offers updates of the former chapters and six new chapters on emerging areas of marketing science including machine learning, field experimentation methods, and internet marketing. Combined with older areas of research like endogeneity, services, and market segmentation, this book provides a road map for the development of 22 areas of marketing science, which not only is useful from a historical perspective but also identifies important gaps in the literature which can provide an impetus for future research. As such, it provides an important resource for the main consumers of the academic marketing research literature: doctoral students, faculty, and marketing science practitioners in consulting firms and companies.