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The role of marketing intelligence officers in strategy formulation and implementation

Peter R.J. Trim (Senior Lecturer in Management and Director of the Centre for Advanced Management and Interdisciplinary Studies at Birkbeck College, University of London. He can be reached at p.trim@bbk.ac.uk)
Yang‐Im Lee (Lecturer at the Brunel Business School, Brunel University. She can be reached at: yang‐im.lee@brunel.ac.uk)

Handbook of Business Strategy

ISSN: 1077-5730

Article publication date: 1 January 2006

3735

Abstract

Purpose

This article highlights the role that marketing intelligence officers need to fulfill if they are to assist marketing strategists in a broad range of duties. The marketing literature incorporates several bodies of knowledge, and reference is made to corporate security and the work of organized criminal syndicates. The topics covered will be relevant to both academic researchers and practising managers.

Design/methodology/approach

The work is based on a review of a wide literature and various established and futuristic concerns have been highlighted. The paper can be viewed as a critical appreciation.

Findings

Marketing intelligence officers need to be given a wider role in order that they engage more fully in the analysis and interpretation of data and information. Marketing intelligence officers need to develop their skill and knowledge base, and adopt a proactive stance to strategy formulation and implementation. By raising their profile, marketing intelligence officers will be able to seek out future management challenges. Senior managers need to put in place an effective corporate security system.

Research limitations/implications

There is a need to establish how facilitating technology such as the internet is going to transform the working environment for marketing staff. Marketing intelligence officers need to undertake research in order to establish how consumer groups and associations exercise their power.

Practical implications

Senior marketing managers need to ensure that more attention is given to management development programs for marketing intelligence officers. The customer service management process needs to match more closely customer expectations with customer satisfaction levels.

Originality/value

A company’s vulnerability is highlighted and corporate security is linked to marketing. The usefulness of marketing intelligence systems and processes are made public, and so too is the strategic marketing concept.

Keywords

Citation

Trim, P.R.J. and Lee, Y. (2006), "The role of marketing intelligence officers in strategy formulation and implementation", Handbook of Business Strategy, Vol. 7 No. 1, pp. 125-130. https://doi.org/10.1108/10775730610618738

Publisher

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Emerald Group Publishing Limited

Copyright © 2006, Emerald Group Publishing Limited

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