Achieving Contextual IntelligenceBy
- Arch G. Woodside, Carroll School of Management, Boston College, MA, USA
Market-Driven Thinking provides a useful mental model and tools for learning about how executives and customers think within marketplace contexts. When the need to learn about how executives and customer think is recognized, a solution is usually implemented automatically, with no thought given to the relative worth of alternative methods to learn fill the need. Thus, the "dominant logics" (most often implemented methods) to learn about thinking are written surveys and focus group interviews--two research methods that that almost always fail to provide valid and useful answers on how and why executives and customers think the way they do. Through descriptive research, MDT examines the actual thinking and actions by executives and customers related to making marketplace decisions. The book aims to achieve three objectives:* Increase the reader's knowledge of the unconscious and conscious thinking processes of participants marketplace contexts* Provide research tools useful for revealing the unconscious and conscious thinking processes of executives and customers* Provide in-depth examples of these research tools in both business-to-business and business-to-consumer contextsThis book asks how we actually go about thinking, examining this process and its influences within the context of B2B and B2C marketplaces in developed nations.
MBA students, academics and marketing practitioners interested in consumer behavior and comsumer psychology
Published: February 2005
Imprint: Butterworth Heinemann
Arch Woodside has written an important book that should be read by the academic and marketing research community. Woodside provides detailed evidence that a great deal of consumer and business decision making is subconsciously driven and often highly automatic. The heavy reliance on surveys and focused groups by todays researchers is likely to provide little real understanding and predictability of behavior. He describes alternative methods for probing the forces that drive the choice behavior of consumers and businesspeople. -- Philip Kotler, Northwestern University "Arch Woodside, one of the most prolific and highly-cited marketing professors, has written an in-depth book on in-depth marketing research. This book will not appeal to those who enjoy Who Moved my Cheese or the Five-minute Manager. Rather, it is a thinking-person's book. Woodside draws sensible conclusions from over 300 books and articles. He melds academic research and practical considerations, using interesting examples. For example, consider the title of Chapter 5: 'Advancing Understanding of Customers' Means-end Chains: Eric Drinks Twelve Cans of Beer and Talks to Girls.'" -- J. Scott Armstrong, Professor of Marketing, The Wharton School
- Acknowledgements Preface Part 1 A Primer in Learning Market-Driven ThinkingChapter 1: Thinking, Deciding, and Acting by Executives and CustomersChapter 2: Case Study Research Methods for Learning How Executives and Customers Think, Decide, and Act Chapter 3: Mapping Contingent Thinking by B2B Marketers and CustomersPart 2 Tools for Illuminating the Unconscious and Conscious MindChapter 4 Balanced and Unbalanced Unconscious-Conscious Thinking Chapter 5 Advancing Understanding of Customers Means-End Chains Chapter 6 Advancing from Subjective to Confirmatory Personal IntrospectionPart 3 Customer Associate-to-Vendor (Store) Retrieval ResearchChapter 7 Customer Automatic Thinking and Store Choice Chapter 8 Automatic Thinking and Vendor Choices by Customers of Industrial DistributorsPart 4 Case-Based Research for Learning Gestalt Thinking-Doing ProcessesChapter 9 Applying the Long Interview Method for Comparing Executive and Customer Thinking Chapter 10 Holistic Case-Based Modeling of Customers Thinking-Doing Brand Experiences Part 5 Learning How Initial Behavior Affects Future BehaviorChapter 11 The Influences of Brand Imprinting and Short-Term Marketing Influences on Subsequent Customer ChoicesChapter 12 Customer Variety Seeking Influence on Subsequent Brand Choice Behavior