Market Intelligence

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MARKETING INTELIGENCE SYSTEM A “SMART TOOL” FOR THE CAMPANIES

1
GRIGORUT

CORNEL,
2
GRIGORUT LAVINIA-MARIA,
3
SURUGIU FELICIA

1
”OVIDIUS” University of Constanta,
2
National Institute of Economic Research "Costin Kiritescu" Bucharest,
3
Constanta Maritime University, Romania

ABSTRACT

Marketing Intelligence Systems are tools that allow organizations to conduct a new business, a new integrative
vision that includes the customers’ needs, requirements and desires. The activity of the organization should focus on
achieving them. The marketing knowledge and information held by the organization about customers, market,
competition, suppliers, distribution channels, generally about the environment in which it operates, can be easily
processed using those technologies specific to the computerized systems which support the marketing decision. Thus,
there is created a strategic advantage for solving, in real time, the problems of the organization. Certainly, Marketing
Intelligence Systems - implemented and operated with the efficiency of expert systems, satisfy the desire of every
marketing man/woman to have a "smart tool" that emulates human thinking for activities specific to its area of
expertise.

Keywords: Marketing Intelligence, Market Intelligence, Business Intelligence. Marketing Intelligence Systems,


1. INTRODUCTION

The new information technologies that brought
numerous dot.com businesses have created a global
market place, restructured whole industry sectors and
redefined how business is done.
Romanian electronic enterprises increasingly
consider information as an important resource. The
challenge consists in using all the integration techniques
of the day – whether they are information, data or
application systems to build an marketing intelligent
platform that can meet the demands of real-time
businesses [1], [2]
The importance of a marketing intelligent system
(MkIS) in any business is justified because is impossible
to develop a competitive strategy without gathering and
correctly analysing the information from the market [3].

2. INTELLIGENT SYSTEM VS. ARTIFICIAL
INTELLIGENCE

The English-Romanian economic dictionary
translates the concept of intelligence through: informatie,
stire, informatii confidentiale, inteligenţă (information,
news, confidential information, intelligence) [1], [3].
Intelligence involves identifying the problems in the
organization: why and where they occur and with what
effects. This broad set of information and activities is
required to inform managers on how well the
organization is performing and where problems exist.
For instance, consider a commercial organization
marketing a large number of different products and
product variations. The management will want to know,
at frequent intervals, whether sales targets are being
achieved. Ideally, the information system will report
only those products/product variations which are
performing substantially above or below the target.
In order to understand the thematic spectrum of our
research, we need to introduce the concept of intelligent
system. Like all powerful concepts which science
operates nowadays, the concept of intelligent system is a
fuzzy one and it is characterized by a significant
dynamic semantics. In fact, this should not surprise us
because the phrase contains the concept of intelligence,
which is a powerful concept discussed and analyzed
semantically. This idea was developed in the engineering
sciences and then amplified in the sciences of the
artificial. More specifically, in the field of research
devoted to artificial intelligence. In this context, the
intelligent system is that system able to perform the
functions of the human brain. In particular, the name of
intelligent system was given to a software system that
would perform decision processes similar to those
performed by natural intelligence [1], [2], [3], [4], [5].
In the context of organizational dynamics, an
intelligent system [4] is characterized by the following
functional properties:
• it has the ability to obtain data, information and
knowledge both from its internal and external
environment
1
.
• it has the ability to process data, information and
knowledge both synchronously and
asynchronously.
• it has the ability to analyze its internal condition
in relation to external environmental conditions
and to determine the degree of adaptation
necessary for survival.
• it has the ability to decide on the optimal use of
resources and capabilities to achieve a
competitive advantage relative to the other
competitors on the market.
• it has the ability to innovate and adapt to
continuous innovation requirements of foreign
competition and to the level of performance
required by the internal decision environment.


1
The external environment can be defined as the field of
external forces of an organization, which can directly or
potentially influence it.
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3. GLOSSARY OF INTELLIGENT SYSTEMS
APPLIED IN MARKETING

The terms “marketing intelligence”, “market
intelligence”, “market research”, “business intelligence”
and “corporate intelligence” are, in general, used
interchangeably in the literature [4].
We are going to present the following concepts [8]:
Marketing Information System (MIS), Marketing
Intelligence (MkI), Business Intelligence (BI),
Competitive Intelligence (CI), and Market Intelligence
(MARKINT), in order to remove any confusion:
2.1 A marketing information system (MIS)
MIS is defined as a system which is proposed “to
bring together disparate items of data into a coherent
body of information” [3], [6], [7].
- An MIS is, as will shortly be seen, more than raw
data or information suitable for the purposes of
decision making .
- An MIS also provides methods for interpreting the
information the MIS provides.


Figure 1 The marketing information system [10], [11]

Moreover, as Kotler's definition says, MIS is more
than a system of data collection or a set of information
technologies: “a marketing information system is a
continuing and interacting structure of people,
equipment and procedures used in order to gather, sort,
analyze, evaluate, and distribute pertinent, timely and
accurate information for use by marketing decision
makers, in order to improve their marketing planning,
implementation, and control” [10], [11].
A marketing information system (MIS) has four
components: (a) the internal reporting system; (b) the
marketing research systems; (c) the marketing
intelligence system (MIS) and (d) marketing models [4]:
- Internal reports include orders received, inventory
records and sales invoices.
- Marketing research takes the form of purposeful
studies either ad hoc or continuously.
- By contrast, marketing intelligence (MI) is less
specific in its purposes; it is chiefly carried out in an
informal manner and by managers themselves rather
than by professional marketing researchers [3], [6], [7].

2.2 Marketing research

Marketing research is defined as “the systematic
and objective search for and analysis of, information
relevant to the identification and solution of any problem
relevant to the firm's marketing activity and marketing
decision makers” [24].

2.3 Marketing Intelligence (MI)

On Wikipedia, MI is referred to “as the information
relevant to a company’s markets, gathered and analyzed
specifically for the purpose of accurate and confident
decision-making in determining market opportunity,
market penetration strategy, and market development
metrics. Marketing Intelligence is necessary when
entering a foreign market. Marketing Intelligence
determines the intelligence needed, collects it by
searching the environment and delivers it to those
marketing managers who need it.” [6], [7], [8]
Marketing intelligence is “systematic collection and
analysis of publicly available information about
competitors and developments in the marketing
environment” [10], [11], [25].
Marketing Intelligence (MI) is not the same as
Market Intelligence (MARKINT). Hence, Marketing
Intelligence professionals often research information and
use those tools that take data from disparate data sources
like web analytics, Business Intelligence (BI), call centre
and sales data, which often arrive in separate reports. It
is the role of Marketing Intelligence (MI) to put this data
into a single environment [5], [6], [7]. For these reasons,
it is often mistakenly perceived to be (or be part of)
Business Intelligence. It is also sometimes mistakenly
perceived to be (or be part of) Competitive Intelligence
because organizationally, Marketing Intelligence can be
the name of the department that performs both the
market intelligence and the competitor analysis roles [6],
[7], [8], [13], [14], [15].

2.4 Market Intelligence (MARKINT)

Market intelligence is another intelligence
discipline that is often confused with the other
intelligence disciplines. As surprising as it may sound, it
is most often misperceived to be (or be part of) Business
Intelligence [7], [9].
On Wikipedia [8], Market Intelligence is referred to
as a “branch of Market research, involving collation and
analysis of the available and relevant information and
data on specific markets. Market intelligence typically
involves the collation of data from various sources such
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as company accounts, official statistics, data from trade
bodies, interviews with business contacts, and research
on consumer attitudes. Whereas, Market research is
often considered a consumer-orientated discipline,
Market intelligence tends to offer a broader view of
markets including business and sector data - such as
market-sizing, - segmentation, and - share data.”

Figure 2 Market Intelligence areas [7], [13], [14]

Market intelligence yields an ongoing and
comprehensive understanding of the market. Each of the
four knowledge areas [7] - competitor intelligence,
product intelligence, market understanding, and
customer insight - interacts to form a complete
understanding of the market. Each competitor’s
strategies will impact their product actions, the overall
trends of market growth and segment interaction will
impact the strategies, and underlying all of this, the
customer’s behaviors and attitudes will ultimately drive
the market dynamics in terms of growth rates and
product acceptance. This integration of all four
knowledge areas is ultimately deliverable for market
intelligence [15].

2.3.1 Market intelligence vs. marketing research

Marketing research is a critical and significant
source of information. However, it does not encompass
all the information areas which are covered by Market
intelligence. The scope of information covered is one of
the key differences between marketing research and
market intelligence [16], [25].
When examining the communication feature of the
market intelligence pyramid, the most important
difference between market intelligence and marketing
research is that good market intelligence involves a
dialogue between the market intelligence analyst and the
client/decision maker. Conversely, marketing research
provides an assessment of a specific issue, or measures a
specific market dynamic. While it clearly involves
communication with the client/decision maker, it
typically consists of limited interaction versus the full
dialogue of market intelligence [13].
We can now see that Market Intelligence is actually
a rather very different discipline from Business
Intelligence, and it is actually much closer to a pure
“market research” activity [6], [7], [8].

2.5 Business Intelligence (BI)

Although Business intelligence (BI) is widely used
by companies these days, its terms and exact definition is
often confused and mixed with other types of
intelligence (marketing intelligence, market intelligence,
and competitive intelligence) an organization looks to
gather. It is therefore important for us to “put things in
order” and help in order to better distinguish between
these types of intelligence [7], [8], [9].
CIO.com [12] defines BI as “...an umbrella term
that refers to a variety of software applications used to
analyze an organization’s raw data. BI as a discipline is
made up of several related activities, including data
mining, online analytical processing, querying and
reporting. Companies use BI to improve decision
making, cut costs and identify new business
opportunities. BI is more than just corporate reporting
and more than a set of tools to coax data out of
enterprise systems. CIOs use BI to identify inefficient
business processes that are ripe for re-engineering.”
On Wikipedia [8], BI is defined as “...computer-
based techniques used in identifying, extracting, and
analyzing business data, such as sales revenue by
products and/or departments, or by associated costs and
incomes. BI technologies provide historical, current and
predictive views of business operations. Common
functions of business intelligence technologies are
reporting, online analytical processing, analytics, data
mining, process mining, complex event processing,
business performance management, benchmarking, text
mining, and predictive analytics.”
The main mission of Business Intelligence is to
support better business decision-making and it is often
referred to as a “decision support system”. While BI is
sometimes used as a synonym for competitive
intelligence, because they both support decision making,
BI uses technologies, processes, and applications to
analyze mostly internal, structured data and business
processes. It goes without saying that both disciplines
are important for organizations to utilize [3], [5], [7].

2.6 Competitive Intelligence (CI)

Competitive Intelligence - the action of defining,
gathering, analyzing, and distributing information about
products, customers, competitors and any aspect of the
environment needed to support executives and managers
in making strategic decisions for an organization [7], [8],
[9], [15], [17].
We like to look at it much more simply: “to stay
ahead of the competition, you need as much relevant
data as possible to make good decisions. That’s where
clear competitive intelligence comes in. Being able to
easily monitor any information or webpage allows
businesses to focus on what they do best - running their
business” [5], [17].
The term Competitive Intelligence is often viewed
as synonymous with Competitor Analysis, but
competitive intelligence is more than just analyzing
competitors — it is about making the organization more
competitive relative to its entire environment: customers,
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competitors, distributors, technologies, macro-economic
data and more [8], [17].

2.5.1 Market Intelligence vs. Competitive Intelligence

Market Intelligence (MARKINT) focuses on
providing a company with a view of a market using the
existing sources of information in order to understand
what is happening in that marketplace, to identify its
issues and its market potential. It may also concern the
attitudes, opinions, behavior, and needs of individuals
and organizations within the context of their economic,
environmental, social, and everyday activities. The
emphasis is often on consumers – product, price, place,
promotion, but, of course, this is not always the case [8],
[9].

2.5.2 Business Intelligence vs. Competitive Intelligence

Business intelligence is concerned with Information
Technology (IT) solutions for transforming the output
from large data collections into intelligence; usually, it is
made through the integration of sales, marketing,
servicing, and support operations. It often covers
activities such as: Customer Relationship Management
(CRM), Enterprise Resource Planning (ERP), and E-
commerce using Data Mining techniques [8], [9].

Many practitioners have defined the key
differentiation between Business Intelligence (BI) and
Competitive or Market Intelligence as follows. Business
Intelligence (BI) maintains an inward focus towards the
organization, whereas Competitive Intelligence (CI) and
Market Intelligence is typically focused outwardly [6],
[7], [8].

2.7 Competitive Intelligence Software (Ci)

Ci – is defined as the “experience a better way to
monitor Internet data so you can spend more time
analyzing and forming conclusions about your market
and competition.” [5], [6], [7], [15]
By using clear Ci flexible and competitive
monitoring technology, you can automatically track
almost any web page on the Internet, providing you with
complete Competitive and Market Intelligence [8] for
multiple functional or product areas within each
organization. And since clear Ci was designed to detect,
gather and deliver timely information to you, you can
receive change alerts and updates via email or online
using software application (SaaS) in the cloud (cloud
computing) [15], [17].

2.7.1 Cloud computing

Cloud computing is a process where a task is
solved by using a wide variety of technologies, including
computers, networks, servers, and the Internet. Cloud
computing is very similar to grid computing; however,
usually, it is differentiated from grid computing due to
its use of Internet tools [9], [18].

4. Marketing Intelligence Systems (MkIS)

A marketing intelligence system is a set of
procedures and sources used by managers to obtain their
everyday information about pertinent developments in
the environment in which they operate. “The marketing
intelligence system supplies data about the market” [11].
- Another definition of marketing intelligence
system is that “it is a system for capturing the necessary
information for business marketing decision making”
[22].
The fundamental purpose of marketing intelligence
is to help marketing managers make decisions they face
each day, in their various areas of responsibility.
- A marketing intelligence system is a set of
procedures and data sources used by marketing
managers to sift information from the environment,
information that they can use in their decision making.
[15].
4.1. Intelligence using Open Source Data

More often, companies began using open source
data in developing marketing intelligence. The term is
defined as “the scanning, finding, gathering,
exploitation, validation, analysis, and sharing with
intelligence-seeking clients of publicly available print
and digital/electronic data from unclassified, non-secret,
and “grey literature” sources”[17].
Open source intelligence “is the most frequently
used form intelligence gathering in business enterprises,
desirable because it is easy, inexpensive and produces
abundant raw material for further processing”[15], [17].
Managers have been known to spend several hours
a day searching for information, later realizing that much
of the information they acquired has little relevance or
value toward meeting their needs. Companies typically
spend far more time gathering information than they
processing, analyzing and exploiting it. This study shows
that practitioners would like to reverse this equation, and
spend more time processing, analyzing and exploiting
data as opposed to just gathering it.

4.2. Collecting Marketing Intelligence on the Internet

According to Kotler and Keller, the marketers can
research the strength and weaknesses of the competitor's
online on five different ways; (a) independent customer
goods and service review forums; (b) distributor or sales
agent feedback sites; (c) combo sites offering customer
reviews and expert opinions; (d) customer complaint
sites; (e) public blogs [26].

This scanning of the economic and business
environment can be undertaken in a variety of ways,
including:









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Unfocused scanning
Table 1 Scanning the Business Environment [18, 19, 20]

The manager, by virtue of what he/she reads, hears and watches exposes him/herself to
information that may prove useful. Whilst the behavior is unfocused and the manager has
no specific purpose in mind, it is not unintentional
Semi-focused scanning
Again, the manager is not in search of particular pieces of information that he/she is
actively searching but does narrow the range of media that is scanned. For instance, the
manager may focus more on economic and business publications, broadcasts etc. and pay
less attention to political, scientific or technological media.
Informal search
This describes the situation where a fairly limited and unstructured attempt is made to
obtain information for a specific purpose. For example, the marketing manager of a firm
considering entering the business of importing frozen fish from a neighboring country may
make informal inquiries as to prices and demand levels of frozen and fresh fish. There
would be little structure to this search with the manager making inquiries with traders
he/she happens to encounter as well as with other ad hoc contacts in ministries,
international aid agencies, with trade associations, importers/exporters etc.
Formal search
This is a purposeful search for information in some systematic way. The information
will be required to address a specific issue. Whilst this sort of activity may seem to share
the characteristics of marketing research, it is carried out by the manager him/herself rather
than by a professional researcher. Moreover, the scope of the search is likely to be narrow
in scope and far less intensive than marketing research


4.3. Key Elements of a Marketing Intelligence System
4.3.1. Information and data

A continuous flow of information is the lifeblood of
a good marketing intelligence system - information about
new technologies, markets, customers, the economic and
regulatory environment etc. Both formal (routine
reporting, factual) and informal information (gossip,
opinions) must be tapped [13].

4.3.2. Information Management Processes

With many professionals having external
information delivered to their desktops, from online
services and increasingly from the Internet, it is easy to
believe that users have all the information and data they
need on tap. However, this is raw information and it
needs to be transformed into intelligence [11]. Before
that, however, this information must be classified, stored
and made accessible - applying good practice principles
of information resources management [13].

4.3.3. Intelligence Development Processes

A good intelligence system is more than
information. It is a recurring cycle of linking the needs
of decision makers to the processes of turning the
information into actionable intelligence [17].



Figure 2 Marketing Intelligence Systems [13]
This requires human interpretation, communicating
and sharing of information and perspectives between
internal and external experts [3].

4.3.4. Computer Systems

A comprehensive Marketing Intelligence System
(MkIS) will combine many of the features of decision
support systems, online databases and library systems
[13]. It is therefore likely to include many of the
following:
- For gathering information: CD-ROMs, online data-
base access, data feeds, email, Internet access, filters,
intelligent agents etc.;
- For storage and retrieval: Database/document
management facilities, text retrieval, search engines,
intelligent agents;
- For processing and analysis: modeling and
visualization software, groupware, group decision
support systems.

4.3.4.1. Marketing Decision Support System

The system represents a decision support system for
marketing activity. It consists of information technology
– mainly based on internet system, marketing data and
modeling capabilities that enable the system to provide
predicted outcomes from different scenarios and
marketing strategies, so answering "what if?" questions
[7].

4.3.4.2. Internal records (Database):

An electronic collections of information obtained
from data sources within the company [25].

4.3.5. An Organizational Focus

Although many professionals do much of their own
information gathering and analysis, there still needs to be
a clear focal point of the Marketing Intelligence System
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responsibility. This may be a named individual or a
small group of people who have the distinctive skills
needed [13].

4.4. The features of a Marketing Intelligent System (MkIS)

A Marketing Intelligent System (MkIS) cannot
replace the manager’s intelligence and creativity. Huster
[23] sees MIS as “the ability to fully understand,
analyze, and assess the internal and external
environment associated with customers, competitors,
markets, industry and use the acquired knowledge for
long and short term strategic planning”. This tends to
reinforce the view that the intelligence obtained is then
used to aid marketing-related decisions.
The Marketing Intelligent System (MkIS) is a part
of the company’s management [20]. The importance of
any system of marketing intelligence lies not in the logic,
elegance, or harmony of its technological components.
Its value is measured in its ability to help the decision.
Therefore [14], a marketing intelligent system must be
part of the company's management system - its processes
have to be included in the daily activities of the
company's marketing department and also in all its
departments.
The system must not result in mountains of paper -
it is necessary to make a synthesis of information. The
output format of information is less relevant and depends
on the importance the management gives to a marketing
intelligent system [21].
What managers can expect from a marketing
intelligence system is to help them get current decisions,
to follow the development of their goals and to make you
aware of competition and market changes.

3.2.1 Benefits of the marketing intelligence system[22]

a. A Marketing Intelligent System can:
- Follow the company’s progress on a long run;
- Help managers take current decisions;
- Establish a link between marketing and back-office
operations;
- Consider the impact of strategies on different
sections simultaneously;
- Reduce costs by automating many time consuming
processes;
- Help managers earmarking the budget for different
marketing actions;
- Help serving customers efficiently;
- Help improving performance at all levels through
better planning and control;
- Make managers aware of the unusual behavior of
competition;
- Improve the control of marketing or non-marketing
activities;
- Offer marketing and economic information about
problems that can be solved;
- Anticipate the competitors’ movements in real time,
in order to counter them.
b. A Marketing Intelligent System cannot:
- Substitute the manager’s judgment;
- Give all the necessary information for managers to
make faultless decisions;
- Function well without being supported by the
managers;
- Function well if not trusted;
- Function well without being properly maintained
and continuously adapted to the needs of information.

4.5. Improving the system – ways and solutions

Kotler also believed that there are four steps to
improve the quality and quantity of marketing
intelligence system [11]:
- First, train and motivate the sales force to spot and
report new developments; because they are the
company’s “eyes and ears,” they are in an excellent
position to pick up the information missed by other
means;
- Second, motivate distributors, retailers, and other
intermediaries to pass along important intelligence;
- Third, purchase information from outside
suppliers/research firms; they gather data at a much
lower cost than the company could do on its own.
- - And, finally, establish an internal marketing
information centre to collect and circulate marketing
intelligence. Marketing intelligence is clearly a broad
and complex function whose effectiveness dramatically
affects the quality of marketing decisions.

4.3.1. 10 commandments for attaining high marketing
productivity and profitability

Now it’s up to you. Applying the solutions –
improving marketing intelligence system, will turn the
actual manager’s responsibilities into the 10
commandments [11] for attaining high marketing
productivity and profitability. Here are the 10
commandments:
1. Segment your market, chose the best segments,
and develop a strong position in each segment.
2. Map your customers’ needs, perceptions,
preferences, and behavior, and motivate your
stakeholders to obsess about serving and satisfying the
customers.
3. Develop a good understanding of your major
competitors, and their strengths and weaknesses.
4. Build partners out of your stakeholders, and
generously reward them.
5. Develop systems for identifying and stimulating
opportunities, ranking them, and choosing the best ones.
6. Manage a marketing planning system that leads
to insightful long term and short-term plans.
7. Exercise stronger control over your product and
service mix.
8. Create strong brands by using the most cost-
effective communication and promotion tools.
9. Build marketing leadership and a team spirit
among your various departments.
10. Constantly add technology that will give your
business a competitive advantage in the marketplace.





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5. CONCLUSIONS

- Sometimes, marketing intelligence systems were
also called expert systems because they have integrated
within their knowledge a series of domain-specific
knowledge, at the level of human expertise. Despite the
successes in information technology, specialists have
failed so far to achieve intelligent computational systems
that replicate human intelligence. This did not prevent
professionals to continue and even expand the semantic
field of the concept of intelligent research.
- Marketing Intelligence Systems are intended to
support management decision making processes.
Management has five distinct functions and each
requires support from an MkIS. These are: planning,
organizing, coordinating, decision and controlling.
- Marketing Intelligence Systems have to be designed
to meet the way in which managers tend to work.
Research suggests that a manager continually addresses
a large variety of tasks and is able to spend relatively
brief periods on each of these. Given the nature of the
work, managers tend to rely upon information that is
timely and verbal (because this can be assimilated
quickly), even if this is likely to be less accurate than
more formal and complex information systems.
- Some enterprises will approach marketing
intelligence gathering in a more deliberate fashion and
will train its sales force, after-sales personnel and
district/area managers in order to take cognizance of
competitors' actions, customer complaints and requests
and distributor problems. Enterprises with vision will
also encourage intermediaries, such as collectors,
retailers, traders and other middlemen to be proactive in
conveying market intelligence back to them.
- Managers play at least three separate roles:
interpersonal, informational and decisional. Marketing
Intelligence Systems, in electronic form or otherwise, can
support these roles in varying degrees. Marketing
Intelligence Systems have less to contribute in the case
of a manager's informational role than for the other two.
- Three levels of decision making can be
distinguished from one another: strategic, control (or
tactical) and operational. Again, Marketing Intelligence
Systems have to support each level. Strategic decisions
are characteristically one-off situations. Strategic
decisions have implications for changing the structure of
an organization and therefore the Marketing Intelligence
Systems must provide precise and accurate information.
Control decisions deal with broad policy issues and
operational decisions concern the management of the
organization’s marketing mix.

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