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Marketing Decision Making and Decision Support Full text available at: http://dx.doi.org/10.1561/1700000022 Marketing Decision Making and Decision Support: Challenges and Perspectives for Successful Marketing Management Support Systems Full text available at: http://dx.doi.org/10.1561/1700000022 Marketing Decision Making and Decision Support: Challenges and Perspectives for Successful Marketing Management Support Systems Gerrit H. van Bruggen Erasmus University Rotterdam The Netherlands [email protected] Berend Wierenga Erasmus University Rotterdam The Netherlands [email protected] Boston { Delft Full text available at: http://dx.doi.org/10.1561/1700000022 Foundations and Trends R in Marketing Published, sold and distributed by: now Publishers Inc. PO Box 1024 Hanover, MA 02339 USA Tel. +1-781-985-4510 www.nowpublishers.com [email protected] Outside North America: now Publishers Inc. PO Box 179 2600 AD Delft The Netherlands Tel. +31-6-51115274 The preferred citation for this publication is G. H. van Bruggen and B. Wierenga, Marketing Decision Making and Decision Support: Challenges and Perspectives for Successful Marketing Management Support Systems, Foundations and Trends R in Marketing, vol 4, no 4, pp 209{332, 2009 ISBN: 978-1-60198-368-8 c 2010 G. H. van Bruggen and B. Wierenga All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, mechanical, photocopying, recording or otherwise, without prior written permission of the publishers. Photocopying. In the USA: This journal is registered at the Copyright Clearance Cen- ter, Inc., 222 Rosewood Drive, Danvers, MA 01923. Authorization to photocopy items for internal or personal use, or the internal or personal use of specific clients, is granted by now Publishers Inc for users registered with the Copyright Clearance Center (CCC). The `services' for users can be found on the internet at: www.copyright.com For those organizations that have been granted a photocopy license, a separate system of payment has been arranged. Authorization does not extend to other kinds of copy- ing, such as that for general distribution, for advertising or promotional purposes, for creating new collective works, or for resale. In the rest of the world: Permission to pho- tocopy must be obtained from the copyright owner. Please apply to now Publishers Inc., PO Box 1024, Hanover, MA 02339, USA; Tel. +1-781-871-0245; www.nowpublishers.com; [email protected] now Publishers Inc. has an exclusive license to publish this material worldwide. Permission to use this content must be obtained from the copyright license holder. Please apply to now Publishers, PO Box 179, 2600 AD Delft, The Netherlands, www.nowpublishers.com; e-mail: [email protected] Full text available at: http://dx.doi.org/10.1561/1700000022 Foundations and Trends R in Marketing Volume 4 Issue 4, 2009 Editorial Board Editor-in-Chief: Jehoshua Eliashberg University of Pennsylvania Co-Editors Teck H. Ho University of California Berkeley Mary Frances Luce Duke University Editors Joseph W. Alba, University of Florida David Bell, University of Pennsylvania Gerrit van Bruggen, Erasmus University Pradeep Chintagunta, University of Chicago Dawn Iacobucci, University of Pennsylvania Brian Sternthal, Northwestern University J. Miguel Villas-Boas, University of California, Berkeley Marcel Zeelenberg, Tilburg University Full text available at: http://dx.doi.org/10.1561/1700000022 Editorial Scope Foundations and Trends R in Marketing will publish survey and tutorial articles in the following topics: • B2B Marketing • Marketing Decisions Models • Bayesian Models • Market Forecasting • Behavioral Decision Making • Marketing Information Systems • Branding and Brand Equity • Market Response Models • Channel Management • Market Segmentation • Choice Modeling • Market Share Analysis • Comparative Market Structure • Multi-channel Marketing • Competitive Marketing Strategy • New Product Diffusion • Conjoint Analysis • Pricing Models • Customer Equity • Product Development • Customer Relationship • Product Innovation Management • Sales Forecasting • Game Theoretic Models • Sales Force Management • Group Choice and Negotiation • Sales Promotion • Discrete Choice Models • Services Marketing • Individual Decision Making • Stochastic Model Information for Librarians Foundations and Trends R in Marketing, 2009, Volume 4, 4 issues. ISSN paper version 1555-0753. ISSN online version 1555-0761. Also available as a com- bined paper and online subscription. Full text available at: http://dx.doi.org/10.1561/1700000022 Foundations and Trends R in Marketing Vol. 4, No. 4 (2009) 209{332 c 2010 G. H. van Bruggen and B. Wierenga DOI: 10.1561/1700000022 Marketing Decision Making and Decision Support: Challenges and Perspectives for Successful Marketing Management Support Systems Gerrit H. van Bruggen1 and Berend Wierenga2 1 Rotterdam School of Management, Erasmus University Rotterdam, The Netherlands, [email protected] 2 Rotterdam School of Management, Erasmus University Rotterdam, The Netherlands, [email protected] Abstract Marketing management support systems (MMSS) are computer- enabled devices that help marketers to make better decisions. Marketing processes can be quite complex, involving large numbers of variables and mostly outcomes are the results of the actions of many different stakeholders (e.g., the company itself, its customers, its com- petitors). Moreover, a large number of interdependencies exist between the relevant variables and the outcomes of marketing actions are sub- ject to major uncertainties. Given the complexities of the market place, marketing management support systems are useful tools to help the marketing decision makers carry out their jobs. Marketing manage- ment support systems can only be effective when they are optimally geared toward their users. We, therefore, deal with decision making Full text available at: http://dx.doi.org/10.1561/1700000022 in marketing (which generates the need for marketing management support systems). We discuss how marketing decisions are made, how they should be made, and the relative roles of analytical versus intu- itive cognitive processes in marketing decision making. We also discuss the match between marketing problem-solving modes and the various types of marketing management support systems. Finally we discuss how the impact of MMSS can be improved. This is important, given the current under-utilization of MMSS in practice. We discuss the con- ditions for the successful implementation and effective use of market- ing management support systems. The issue ends with a discussion of the opportunities and challenges for marketing management support systems as we foresee them. Full text available at: http://dx.doi.org/10.1561/1700000022 Contents 1 Marketing Processes, Marketing Decision Makers, and Marketing Management Support Systems: Introduction to the Issue 1 1.1 The History of Marketing Management Support Systems 5 1.2 Content of This Issue 8 2 Decision Making in Marketing 9 2.1 Descriptive Approaches to Marketing Decision Making 9 2.2 Normative Approaches to Marketing Decision Making 12 2.3 Non-Routine Decision Making: Satisficing versus Optimizing 15 2.4 Dual-Process Decision Making 19 3 The ORAC Model of Marketing Problem-Solving Modes 23 3.1 Optimizing 23 3.2 Reasoning 26 3.3 Analogizing 27 3.4 Creating 29 3.5 Drivers of Marketing Problem-Solving Modes 31 4 Marketing Management Support Systems (MMSS) 39 4.1 The Components of Marketing Management Support Systems 39 ix Full text available at: http://dx.doi.org/10.1561/1700000022 4.2 Different Types of Marketing Management Support Systems 40 4.3 Developments in Marketing Models2 45 4.4 Artificial Intelligence (AI) and Marketing 48 4.5 New Types of Marketing Management Support Systems 52 4.6 The Match Between Marketing Problem-Solving Modes and Marketing Management Support Systems 61 5 How Do Marketing Management Support Systems Support Marketers? 67 5.1 Marketers' Cognitive Limitations in Data Processing 68 5.2 Combining Managerial Judgment and Marketing Management Support Systems 68 5.3 How Should a Marketing Management Support System Support a Marketer? 70 5.4 The Effectiveness of Marketing Management Support Systems 71 5.5 Empirical Studies on the Effectiveness of Marketing Management Support Systems 73 6 Implementing Marketing Management Support Systems 81 6.1 What Drives the Impact of Marketing Management Support Systems? 82 6.2 Dynamics in MMSS Perceptions 97 7 Perspectives for Marketing Management Support Systems 101 References 109 Full text available at: http://dx.doi.org/10.1561/1700000022 1 Marketing Processes, Marketing Decision Makers, and Marketing Management Support Systems: Introduction to the Issue This issue of Foundations and Trends in Marketing addresses the topic of marketing management support systems. In brief, marketing man- agement support systems (MMSS) are computer-enabled devices that help marketers to make better decisions (a more elaborate definition fol- lows later). As shown in Figure 1.1, marketing decision making involves three important entities: marketing processes, the marketing decision maker, and the marketing management support system. Marketing processes (left box of Figure 1.1) comprise the behavior and actions of customers, resellers, competitors, and other relevant parties in the marketplace. Marketing decision making implies interfering in these marketing processes with the purpose of influencing them in a way that serves the objectives of the company. In principle, marketers
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