Mission The Journal of Marketing Research ( JMR ) is a bimonthly journal serving the scholarly and practitioner communities in the field of marketing.
Editorial Objectives JMR is a broad-based journal that aims to publish the highest-quality articles in the discipline of marketing. Published articles must make a significant contribution to the marketing discipline, provide a basis for stimulating additional research, and meet high standards of scholarship.
Nature of JMR Research JMR publishes articles representing the entire spectrum of topics in marketing. It welcomes diverse theoretical perspectives, and a wide variety of data and methodological approaches. JMR seeks papers that make methodological, substantive, and/or theoretical contributions. Empirical studies in papers that seek to make a theoretical and/or substantive contribution may involve experimental and/or observational designs and rely on primary data (including qualitative data) and/or secondary data (including meta-analytic data sets).
Methodological Contribution
Authors seeking to make a methodological contribution should compare their proposed new methods to established methods, indicating the circumstances under which the new methods are superior and why. The papers should also disclose limitations of the new methods. The papers should explain what the proposed methods might mean for understanding consumers, firms, or regulatory agencies. Papers that review methods to stimulate further research are also welcome.
Substantive Contribution
Authors seeking to make a substantive contribution should provide insights into marketing phenomena, and discuss their implications for practitioners, policy makers, and customers, among other stakeholders. Research in other disciplines such as economics, management, operations, or psychology may be used to generate insights into marketing phenomena. Papers that use analytical economic models should provide substantive insights into important marketing problems.
Theoretical Contribution
Authors seeking to make a theoretical contribution should build new theory in the field of marketing, and discuss its implications for practitioners, policy makers, customers and/or other stakeholders. Authors should highlight their theoretical contribution by briefly reviewing extant research and explaining how their work advances this research. To the extent they are relevant, authors should describe implications of their new theories for other disciplines.
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JMR is a broad-based journal that aims to publish the highest-quality articles in the discipline of marketing. Published articles must make a significant contribution to the marketing discipline, provide a basis for stimulating additional research, and meet high standards of scholarship.
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1. What do we publish?
1.1 Aims and scope
1.2 Article types
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2.2 Authorship
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7. Further information
Before submitting your manuscript to the Journal of Marketing Research , please ensure that you have read the aims & scope .
Research Article
Special Issue Article
There is no limit to the number of references allowed.
The Journal of Marketing Research publishes articles representing the entire spectrum of topics in marketing. It welcomes diverse theoretical perspectives and a wide variety of data and methodological approaches. JMR seeks papers that make theoretical, substantive, and/or methodological contributions. Empirical studies in papers that seek to make a theoretical and/or substantive contribution may involve experimental and/or observational designs and rely on primary data (including qualitative data) and/or secondary data (including meta-analytic data sets).
1.2.1 Substantive contribution
Authors seeking to make a substantive contribution should provide insights into marketing phenomena and discuss their implications for practitioners, policy makers, and customers, among other stakeholders. Research in other disciplines such as economics, management, operations, or psychology may be used to generate insights into marketing phenomena. Papers that use analytical economic models should provide substantive insights into important marketing problems.
1.2.2 Methodological contribution
1.2.3 Theoretical contribution
Authors seeking to make a theoretical contribution should build new theory in the field of marketing, and discuss its implications for practitioners, policy makers, customers, and/or other stakeholders. Authors should highlight their theoretical contribution by briefly reviewing extant research and explaining how their work advances this research. To the extent they are relevant, authors should describe implications of their new theories for other disciplines.
For information about author anonymity, readability and language, copy editing and proofreading, and inclusive language, see the AMA Submission Guidelines page .
In addition, the Sage Author Gateway has some general advice on how to get published , plus links to further resources. Sage Author Services also offers authors a variety of ways to improve and enhance their article including English language editing, plagiarism detection, and video abstract and infographic preparation.
1.3.1 Make your article discoverable
For information and guidance on how to make your article more discoverable, visit the Sage Author Gateway page on How to Help Readers Find Your Article Online .
1.3.2 English language editing services
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Reviewers should be experts in their fields and should be able to provide an objective assessment of the manuscript. Our policy is that reviewers should not be assigned to a paper if:
The reviewer is based at the same institution as any of the co-authors.
The reviewer is based at the funding body of the paper.
The reviewer has provided a personal (e.g. Gmail, Yahoo, Hotmail) email account and an institutional email account cannot be found after performing a basic Google search (name, department, and institution).
At submission, the journal currently allows authors to recommend or oppose reviewers. Note, however, that the Editor in Chief views these as a guideline and may follow or disregard this information at their discretion. No more than one recommended reviewer is permitted to serve on a review team.
The Journal of Marketing Research is committed to delivering high-quality, fast peer review for your paper, and as such has partnered with Web of Science. Web of Science is a third-party service that seeks to track, verify, and give credit for peer review. Reviewers for the Journal of Marketing Research can opt in to Web of Science in order to claim their reviews or have them automatically verified and added to their reviewer profile. Reviewers claiming credit for their review will be associated with the relevant journal, but the article name, reviewer’s decision, and the content of their review is not published on the site. For more information, visit the Web of Science website.
The Editor or members of the Editorial Board may occasionally submit their own manuscripts for possible publication in the journal. In these cases, the peer review process will be managed by alternative members of the Board, and the submitting Editor/Board member will have no involvement in the decision-making process.
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Please note that AI chatbots, for example ChatGPT, should not be listed as authors. For more information see the policy on Use of ChatGPT and generative AI tools .
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See the AMA Editorial Policies & Procedures page .
All contributors who do not meet the criteria for authorship should be listed in an Acknowledgments section on the title page. Examples of those who might be acknowledged include a person who provided purely technical help, or a department chair who provided only general support.
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Per ICMJE recommendations , it is best practice to obtain consent from non-author contributors who you are acknowledging in your paper.
2.3.1 Third party submissions Where an individual who is not listed as an author submits a manuscript on behalf of the author(s), a statement must be included in the Acknowledgments section of the title page and in the accompanying cover letter. The statements must:
Disclose this type of editorial assistance—including the individual’s name, company, and level of input
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Where appropriate, Sage reserves the right to deny consideration to manuscripts submitted by a third party rather than by the authors themselves .
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Individuals who provided writing assistance (e.g., from a specialist communications company) do not qualify as authors and so should be included in the Acknowledgments section. Authors must disclose any writing assistance—including the individual’s name, company, and level of input—and identify the entity that paid for this assistance. It is not necessary to disclose use of language polishing services.
The Journal of Marketing Research requires all authors to acknowledge their funding in a consistent fashion under a separate heading on the title page. Please visit the Funding Acknowledgements page on the Sage Journal Author Gateway to confirm the format of the acknowledgment text in the event of funding, or state, “This research received no specific grant from any funding agency in the public, commercial, or not-for-profit sectors.”
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The Journal of Marketing Research is committed to facilitating openness, transparency, and reproducibility of research, and has a Policy for Research Transparency . For more information, visit the Journal of Marketing Research Policy for Research Transparency page .
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Cite this data in your research
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2.6.2 Replication Studies
Authors of direct replication studies seeking to replicate findings from an article published in the Journal of Marketing Research who are unable to confirm the results or conclusions should contact Roland Rust, AMA Vice President of Publications, at [email protected] .
2.7 Decision appeal policy
See the AMA Decision Appeal Policy page .
If an author believes the decision regarding their manuscript was affected by a publication ethics breach, the author may contact the publisher with a detailed written description of their concern, and information supporting the concern, at [email protected] .
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The Journal of Marketing Research and Sage take issues of copyright infringement, plagiarism, or other breaches of best practice in publication very seriously. We seek to protect the rights of our authors and we always investigate claims of plagiarism or misuse of published articles. Equally, we seek to protect the reputation of the journal against malpractice. Submitted articles are checked with duplication-checking software. Where an article, for example, is found to have plagiarized other work or included third-party copyright material without permission or with insufficient acknowledgment, or where the authorship of the article is contested, we reserve the right to take action including, but not limited to, publishing an erratum or corrigendum (correction), retracting the article, taking up the matter with the head of department or dean of the author's institution and/or relevant academic bodies or societies, or taking appropriate legal action.
3.1.2 Prior publication
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Research in marketing strategy
Review Paper
Published: 18 August 2018
Volume 47 , pages 4–29, ( 2019 )
Cite this article
Neil A. Morgan 1 ,
Kimberly A. Whitler 2 ,
Hui Feng 3 &
Simos Chari 4
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Marketing strategy is a construct that lies at the conceptual heart of the field of strategic marketing and is central to the practice of marketing. It is also the area within which many of the most pressing current challenges identified by marketers and CMOs arise. We develop a new conceptualization of the domain and sub-domains of marketing strategy and use this lens to assess the current state of marketing strategy research by examining the papers in the six most influential marketing journals over the period 1999 through 2017. We uncover important challenges to marketing strategy research—not least the increasingly limited number and focus of studies, and the declining use of both theory and primary research designs. However, we also uncover numerous opportunities for developing important and highly relevant new marketing strategy knowledge—the number and importance of unanswered marketing strategy questions and opportunities to impact practice has arguably never been greater. To guide such research, we develop a new research agenda that provides opportunities for researchers to develop new theory, establish clear relevance, and contribute to improving practice.
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We follow Varadarjan’s (2010) distinction, using “strategic marketing” as the term describing the general field of study and “marketing strategy” as the construct that is central in the field of strategic marketing—just as analogically “strategic management” is a field of study in which “corporate strategy” is a central construct.
Following the strategic management literature (e.g., Mintzberg 1994 ; Pascale 1984 ), marketing strategy has also been viewed from an “emergent” strategy perspective (e.g. Hutt et al. 1988 ; Menon et al. 1999 ). Conceptually this is captured as realized (but not pre-planned) tactics and actions in Figure 1 .
These may be at the product/brand, SBU, or firm level.
These strategic marketing but “non-strategy” coding areas are not mutually exclusive. For example, many papers in this non-strategy category cover both inputs/outputs and environment (e.g., Kumar et al. 2016 ; Lee et al. 2014 ; Palmatier et al. 2013 ; Zhou et al. 2005 ), or specific tactics, input/output, and environment (e.g., Bharadwaj et al. 2011 ; Palmatier et al. 2007 ; Rubera and Kirca 2012 ).
The relative drop in marketing strategy studies published in JM may be a function of the recent growth of interest in the shareholder perspective (Katsikeas et al. 2016 ) and studies linking marketing-related resources and capabilities directly with stock market performance indicators. Such studies typically treat marketing strategy as an unobserved intervening construct.
Since this concerns integrated marketing program design and execution, marketing mix studies contribute to knowledge of strategy implementation–content when all four major marketing program areas are either directly modeled or are controlled for in studies focusing on one or more specific marketing program components.
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Morgan, N.A., Whitler, K.A., Feng, H. et al. Research in marketing strategy. J. of the Acad. Mark. Sci. 47 , 4–29 (2019). https://doi.org/10.1007/s11747-018-0598-1
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Mapping research in marketing: trends, influential papers and agenda for future research
Spanish Journal of Marketing - ESIC
ISSN : 2444-9695
Article publication date: 5 December 2023
Issue publication date: 7 March 2024
This study aims to map the conceptual structure and evolution of the recent scientific literature published in marketing journals to identify the areas of interest and potential future research directions.
Design/methodology/approach
The 100 most influential marketing academic papers published between 2018 and 2022 were identified and scrutinized through a bibliometric analysis.
The findings further upheld the critical role of emerging technologies such as Blockchain in marketing and identified artificial intelligence and live streaming as emerging trends, reinforcing the importance of data-driven marketing in the discipline.
Research limitations/implications
The data collection included only the 100 most cited documents between 2018 and 2022, and data were limited only to Scopus database and restrained to the Scopus-indexed marketing journals. Moreover, documents were selected based on the number of citations. Nevertheless, the data set may still provide significant insight into the marketing field.
Practical implications
Influential authors, papers and journals identified in this study will facilitate future literature searches and scientific dissemination in the field. This study makes an essential contribution to the marketing literature by identifying hot topics and suggesting future research themes. Also, the important role of emerging technologies and the shift of marketing toward a more data-driven approach will have significant practical implications for marketers.
Originality/value
To the best of the authors’ knowledge, this is the first comprehensive study offering a general overview of the leading trends and researchers in marketing state-of-the-art research.
Bibliometric analysis
Citation analysis
Research publications
Science mapping
Análisis bibliométrico
Análisis de citas
Publicaciones de investigación
Mapeo científico
市场营销; 文献计量分析; 引文分析; 研究出版物; 科学绘图。
Ramos, R. , Rita, P. and Vong, C. (2024), "Mapping research in marketing: trends, influential papers and agenda for future research", Spanish Journal of Marketing - ESIC , Vol. 28 No. 2, pp. 187-206. https://doi.org/10.1108/SJME-10-2022-0221
Published in Spanish Journal of Marketing - ESIC. Published by Emerald Publishing Limited. This article is published under the Creative Commons Attribution (CC BY 4.0) licence. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this licence may be seen at http://creativecommons.org/licences/by/4.0/legalcode
1. Introduction
Marketing is vital to all businesses’ survival, long-term growth, development and success ( Czinkota et al. , 2021 ). Generally, the domain of marketing encompasses (1) the identification of marketing opportunities, (2) the creation of competitive advantages, (3) the effective utilization of resources, (4) the communication and delivery of products or services to customers, (5) the creation of value to customers and (6) the satisfaction of customers’ needs profitably ( Simkin, 2000 ).
The evaluation of academic marketing literature has progressively become relevant in recent years ( Das et al. , 2022 ; Hair and Sarstedt, 2021 ). The increasing number of academic publications in marketing varies in different contributions, which made it difficult for scholars to track new trends and find influential manuscripts to advance the body of knowledge. The primary objective of a research publication is to be known and influence others’ work. Nevertheless, the created knowledge is fragmented, and the emergence of new marketing topics is continuously changing the research map of marketing. Moreover, marketing is an applied discipline in that marketing research not only aims to generate scientific knowledge but also to provide insights and knowledge that can be practically used to inform marketing decisions ( Jedidi et al. , 2021 ). In addition, technological advancement has rapidly affected marketing practices and management ( Amado et al. , 2018 ). To address this challenge, this paper aims to map the conceptual structure and the evolution of knowledge to uncover the existing topics, trending areas of interest and future directions.
Despite considerable research efforts in the marketing field, little has been done to review prior research works systematically. Moreover, recent review articles have mainly focused on specific marketing domains or are limited to particular contexts, such as customer experience ( Chauhan et al. , 2022 ), marketing communication ( Domenico et al. , 2021 ), customer engagement ( Chen et al. , 2021 ), consumer behavior ( Oliveira et al. , 2022 ), advertising ( Jebarajakirthy et al. , 2021 ) and product or brand positioning ( Saqib, 2021 ), while context-specific reviews include marketing in emerging markets ( Paul et al. , 2016 ), sustainable marketing ( Lunde, 2018 ), business-to-business marketing ( Pandey et al. , 2020 ), luxury brand marketing ( Arrigo, 2018 ) and tourism marketing ( Han and Bai, 2022 ). The lack of a holistic review of marketing research created a gap in the existing research. Therefore, it is necessary to provide a big picture of the most recent marketing literature. The most recent review work in the same vein was conducted by Morgan et al. (2019) , who evaluated 257 marketing strategy articles published in the six most influential marketing journals during 1999–2017. Nevertheless, given its focus on marketing strategy and limited research sources, it does not provide a comprehensive framework that covers all aspects of the marketing field. To complement the work by Morgan et al. (2019) , this paper conducts a review with a more recent timeframe that focuses on recent trends, patterns and development in the field. The inclusiveness of journals will also enable identifying areas of interest beyond marketing strategy.
What is the knowledge structure of the state-of-the-art most influential academic research in marketing?
What are the current research trends?
What are possible pathways for future research in marketing?
The present work will facilitate the understanding and advancement of theories and knowledge in the field. Also, this paper provides valuable insights into the field’s most relevant and pressing issues and informs where future research efforts should be focused. This will, in turn, improve the practical relevance and usefulness of future research and ensure that research efforts are targeted toward topics that will yield impactful results. Moreover, it offers up-to-date information for marketing researchers.
2. Methodology
This study focuses on characterizing the most influential academic marketing articles published between 2018 and 2022 and discussing the marketing state of the art.
2.1 Search strategy
A search string was applied in the Scopus database to find the most relevant articles for this research ( Ramos et al. , 2019 ). The Scopus database was chosen for the literature review as it is generally considered one of the largest repositories with the most relevant indexed publications and one of the most universally acknowledged bibliographic databases ( Kumar et al. , 2020 ). It is recognized as the most well-organized and of the highest credibility and quality standards, with the most significant global impact and more comprehensive cover ( Muñoz-Leiva et al. , 2015 ; Rojas-Lamorena et al. , 2022 ) and is consistent with previous bibliometric reviews applied in the marketing research setting ( Kumar et al. , 2021 ; Paul and Bhukya, 2021 ). In addition, it follows Donthu et al. (2021) ’s recommendation to select only one database to minimize human errors during analysis. All marketing journals (212) indexed in Scopus were included in the current study. The journal selection takes a rather inclusive approach instead of the sole inclusion of marketing-specific journals, as marketing is a diverse and evolving field not strictly tied to a single-subject field ( Baumgartner and Pieters, 2003 ) but often intersects with other disciplines. For instance, given the rapid advancement of technology and its influence on marketing practices, topics such as information systems or big data are growing in importance and relevance to the marketing literature ( Amado et al. , 2018 ). Accordingly, journals such as the International Journal of Information Management have also contributed significantly to marketing recently ( Veloutsou and Ruiz Mafe, 2020 ). The search was conducted on June 9, 2023.
2.2 Selection process and final data set
The search was conducted in the Scopus database and limited to 2018 to 2022 to obtain state-of-the-art articles. Five years is a reasonable timeframe to capture a discipline’s essence and to conduct a bibliometric analysis ( Borgohain et al. , 2022 ). The collection of articles over five years reflects varied, robust, broad, inclusive and unrelated marketing research interests in the marketing field ( Bettenhausen, 1991 ). The focus on the most recent works permits uncovering the most recent trends without the influence of older topics. Only articles were selected as they represent the most advanced and up-to-date knowledge and are recognized for their academic value ( Rojas-Lamorena et al. , 2022 ). In total, 44,767 articles were collected. To select the most recent influential marketing articles, the top 100 most cited articles were selected. The citation metric acknowledges the impact of the articles ( Donthu et al. , 2021 ) and reflects the impact of scholarly work in subsequent research ( Purkayastha et al. , 2019 ).
In addition, it is recognized as one of the most relevant metrics of academic research ( Dowling, 2014 ). Although assessing the influence of an article based on citation analysis represents a significant limitation because articles may be cited for multiple reasons, citation analysis is considered an objective approach that exhibits less systematic biases for research impact evaluation ( Baumgartner and Pieters, 2003 ). Previous works have used citation metrics for bibliometric analysis. For instance, Law et al. (2009) analyzed the most influential articles published in Tourism journals using citation counts, whereas Brito et al. (2018) identified the areas of interest in football research and listed the articles based on citation frequency. From each article, the following variables were retrieved: authors’ names and keywords, document title, year, source title and citation count. The information was extracted in CSV file format.
2.3 Final data set
The final data set includes 100 articles from 28 journals. The authors’ names were reviewed for normalization purposes as they have different nomenclatures in different articles (e.g. Dwivedi YK vs Dwivedi Y) so that the software understands them as the same.
2.4 Data analysis
The CSV file with the final data set was input for the bibliometric analysis. Data were analyzed using the mapping analysis R-tool bibliometrix ( Aria and Cuccurullo, 2017 ). This package allows different types of analysis, offering an overview of the research field. A bibliometric analysis permits to analyzing the bibliographic material quantitatively, providing an objective and reliable analysis ( Broadus, 1987 ; Sepulcri et al. , 2020 ) and summarizing the existing literature and identifying emerging topics of research ( Hota et al. , 2020 ). The authors’ names and keywords, year of publication, source title and the number of citations were collected from each article. A performance analysis was performed to acknowledge the field’s citation structure, most relevant sources, authors and articles. Then, science mapping analysis through a co-occurrence analysis was performed. The co-occurrence analysis aims to overcome the descriptive nature of the bibliometric analysis, uncovering gaps and research trends ( Palmatier et al. , 2018 ; Quezado et al. , 2022 ). The gaps and research trends led to a future research agenda.
3. Results and discussion
3.1 total citations by year.
As indicated in Table 1 , the 100 articles were cited 41,888 times, an average of 418.88 citations per article. The most contributing years were 2019 and 2020, with 33 published articles yearly. The year with the highest number of citations was 2019, with 14,621 citations, corresponding to 34.90% of the total citations. This record is strongly linked to the work of Snyder (2019) , with 1,872 citations that characterized different types of literature reviews and suggested guidelines on conducting and evaluating business research literature reviews. Due to the increasing number of publications, it is challenging to keep current with state-of-the-art research ( Briner and Denyer, 2012 ). Reviewing the existing research is fundamental for understanding marketing research inconsistencies, gathering and synthesizing previous research and serving as guidance for researchers and practitioners. In addition, literature reviews contribute to identifying potential gaps, suggesting novel research lines and allowing a balanced growth of a research field ( Hulland and Houston, 2020 ).
The year with the highest mean total citations per article and year was 2021 (527.5 and 175.83, respectively). This result is highly associated with Donthu et al. (2021) ’s work, with 1,221 citations, that explained how to develop a bibliometric analysis.
The main difference between a literature review and bibliometric analysis is the focus and the methodological approach. A literature review aims to critically analyze and synthesize existing knowledge under a research topic ( Snyder, 2019 ). In turn, a bibliometric analysis is a specific approach within the field of scientometrics that uses quantitative and statistical methods to analyze the scientific production and articles’ characteristics published in a specific research domain ( Aria and Cuccurullo, 2017 ).
3.2 Most influential articles
Seminal articles in marketing assume an essential role in its development ( Berry and Parasuraman, 1993 ). The number of citations was used to define and measure the impact of the most influential articles. The most cited document (total citation = 1,872) was Snyder’s (2019) work on conducting an overview and suggesting guidelines for conducting a literature review ( Table 2 ). The normalized citation compares an article’s performance to the data set’s average performance ( Bornmann and Marx, 2015 ; Rita and Ramos, 2022 ). Snyder (2019) ’s work has the highest normalized citation index (4.13), revealing its outstanding performance compared with the remaining articles from the data set.
Among the top 10 most cited articles, three are related to PLS-SEM. The partial least squares – structural equation modeling (PLS-SEM) is relevant for marketing as it allows to examine of complex relationships between latent variables and manifest variables, permitting a flexible and less restrictive analysis in terms of statistical assumptions than other modeling techniques, such as confirmatory factor analysis and principal component analysis ( Hair et al. , 2020 ). By using PLS-SEM, marketing researchers can explore complex relationships among variables, test research hypotheses, identify the relative importance of different influencers and assess the validity and reliability of the measured variables ( Sarstedt et al. , 2019 ). It is frequently used in research involving the modeling of theoretical constructs, such as customer satisfaction ( Ramos et al. , 2022 ), brand image ( Kunkel et al. , 2020 ) or perceived quality ( Ariffin et al. , 2021 ) research.
Surprisingly, there are no articles from 2018 in the top 10 most cited articles. However, there are two articles published in 2021. One of the papers published in 2021 is the work of Verhoef et al. (2021) , which explores digital transformation and innovation in business models and suggests a research agenda for future studies. Digital transformation and innovation are highly relevant for marketing as it provokes consumer behavior change ( Lemos et al. , 2022 ). In addition, it allows companies to adapt to consumer behavior changes, seize the opportunities for segmentation and personalization, improve communication and engagement and increase operational efficiency ( Muneeb et al. , 2023 ; Zhang et al. , 2022 ).
3.3 Source impact
Table 3 depicts the top 10 most impactful sources of the 100 most influential marketing articles. The intellectual convergence is exhibited based on common sources and referencing patterns ( Donthu et al. , 2021 ), and identifying journals may facilitate future literature search and scientific dissemination.
Among the 28 journals, the International Journal of Information Management (IJIM) contributed the most papers (26 papers), followed by the Journal of Business Research (JBR) (22 papers) and the Journal of Retailing and Consumer Services (JRCS) (6 papers). These journals are all First Quartile journals based on SCImago Journal Rank (SJR) indicator, with an impact factor of 4.906, 2.895 and 2.543, respectively. The IJIM focuses on contemporary issues in information management ( Elsevier, 2023a ). Information management field of research plays a fundamental role in marketing, providing data and insights that guide marketing strategies, improve segmentation and customization, leverage automation marketing, data-driven decision-making and the performance evaluation of marketing initiatives ( Dwivedi et al. , 2020 ). The JBR aims to publish recent business research dealing with the spectrum of actual business practical settings among different business activities ( Elsevier, 2023b ), while the JRCS focuses on consumer behavior and policy and managerial decisions ( Elsevier, 2023c ). The findings indicate the contribution and importance of IJIM to the marketing field, recognizing the relevance of information management. Surprisingly, leading marketing journals listed in the Financial Times 50 ( Ormans, 2016 ), such as the Journal of Consumer Research , Journal of the Academy of Marketing Science and Journal of Marketing , only produced a small number of relevant articles in our data set. This result suggests that their papers may not be as impactful or influential as those published in other outlets. Nevertheless, the quality of the articles published in these outlets reflects the most original and well-executed research, as they have high submission rates. However, their rate of acceptance is very low.
Among the top 10 most productive journals, JBR is the one with the highest number of citations. This result confirms Table 2 ’s results as it lists six articles that were published in this journal ( Donthu et al. , 2021 ; Hair et al. , 2020 ; Sheth, 2020 ; Sigala, 2020 ; Snyder, 2019 ; Verhoef et al. , 2021 ).
3.4 Contributing authors
Key authors are essential to the field’s structure and growth ( Berry and Parasuraman, 1993 ) and positively influence the most impactful articles ( Rojas-Lamorena et al. , 2022 ). Thus, it is imperative to identify them and acknowledge their impact. Between 2018 and 2022, 100 documents were written by 312 different authors.
Table 4 characterizes the top 10 most productive authors among the most influential marketing research articles over the past five years. The authors’ indices were calculated, including h -index, g -index and m -index. The Hirsh index ( h -index) is the proposal to quantify productivity and the journal’s impact considering the number of papers and citations per publication ( Hirsch, 2005 ). The g -index aims to measure the performance of the journals ( Egghe, 2006 ), considering the citation evolution of the most cited papers over time. Furthermore, the m -index, also called the m -quotient, considers the h -index and the time since the first publication ( n ); hence, m -index = h -index/ n ( Halbach, 2011 ).
Professor Dwivedi YK is the most prolific, with seven published articles indicating more than one paper yearly. Although he is placed second as the most cited author (3,361), he has the highest h - (7), g - (7) and m -index (1.17). Professor Dwivedi’s research focuses on digital innovation and technology consumer adoption and the use of information systems and information technology for operation management and supply chain, focusing on emergent markets. Digital innovation and understanding technology consumer adoption allow companies to engage with consumers efficiently and personally ( Alalwan et al. , 2023 ). In addition, information systems and information technology applied in operation management and supply chain permit a higher efficiency and visibility in commercial activities, aiding companies to optimize processes, reduce costs and improve customer care ( Tasnim et al. , 2023 ). Professor Dwivedi is a Professor at the School of Management, Swansea University, UK ( Swansea, 2023 ). The second most productive author is Hair JF, and Hughes DL, with five articles each. Professor Hair JF is the most cited author in the list of the most productive authors. This record is highly associated with the work “Assessing measurement model quality in PLS-SEM using confirmatory composite analysis” ( Hair et al. , 2020 ), with 1,103 citations. Multiple papers gather authors from the list. For instance, the article “Artificial Intelligence (AI): Multidisciplinary perspectives on emerging challenges, opportunities, and agenda for research, practice and policy” ( Dwivedi et al. , 2021 ) was co-authored by Professors Dwivedi YK and Hughes DL. This paper has 637 citations and addresses the transformative power that artificial intelligence (AI) may have for the automation and replacement of human tasks, highlighting opportunities, challenges and impacts. AI plays a fundamental role in marketing, permitting advanced personalization, task automation, advanced data analysis, campaign optimization and improved customer experience, leading to personalized experiences and better marketing results ( Duan et al. , 2019 ; Dwivedi et al. , 2021 ).
Fractionalized frequency displays the multiauthored articles. This analysis is relevant to understand how researchers interact with each other ( Rojas-Lamorena et al. , 2022 ). A credit is attributed to each author, depending on the number of co-authors. If a paper has two authors, each receives a half-point. If a paper has three authors, each receives a third of a point, and so on ( Cuccurullo et al. , 2016 ). Professor Hughes DL has the lowest score (0.57) on the five most productive authors list, suggesting a strong relationship with colleagues through co-authorship based on shared interests.
3.5 Co-occurrence analysis
Figure 1 presents the authors’ keywords co-occurrence analysis and reflects the relationship between the keywords and the data set ( Wang et al. , 2012 ). Co-occurrence analysis aims to establish relationships and map the conceptual structure of the most influential marketing academic articles and reveal current research trends ( Eduardsen and Marinova, 2020 ). The thicker the lies among each cluster, the stronger the connection between the keywords. The size of each edge indicates the occurrence frequency. Thematic map displays the top 50 keywords and a minimum of 5 clusters. The thematic map shows six clusters, of which two are with the largest nodes, including AI (brown) and Covid-19 (blue). However, clusters with smaller nodes are bibliometric analysis (red), social media (purple), blockchain (green) and customer engagement (orange).
The brown cluster suggests a topic under AI technology. The cluster’s keywords highlight an interconnection and application of AI, machine learning and cognitive computing in the marketing research field. Deep learning, natural language processing and machine learning make part of a broader spectrum of AI ( Verma et al. , 2021 ). Cognitive computing refers to the capacity of computer systems to mimic human capacity to process information, learn and make decisions ( Duan et al. , 2019 ). These technologies handle big data efficiently, predict consumer behavior and support decision-making in actionable insights, transforming marketing strategies ( Blanco-Moreno et al. , 2023 ; Dwivedi et al. , 2021 ).
The blue cluster reflects the pandemic that affected the globe between 2020 and 2023 ( United Nations, 2023 ). This cluster reveals a close relationship between the Covid-19 pandemic and consumer behavior ( Sheth, 2020 ). The interest in understanding the attitudes and consumers’ decision-making is highly relevant for future pandemics ( Pereira et al. , 2023 ). In addition, the pandemic brought social and industry challenges that deserve academic attention ( Dwivedi et al. , 2020 ; Muneeb et al. , 2023 ). This cluster also addresses overconsumption driven by impulsive behavior promoted by the pandemic ( Islam et al. , 2021 ; Marikyan et al. , 2023 ). This cluster suggests insights on how companies can adequately develop marketing strategies to face the pandemic challenges and effectively respond to health crises.
The red cluster reveals a direct connection between bibliometric analysis and scientific assessment. The bibliometric analysis is applied to reveal research patterns and knowledge structure and access the scientific production impact ( Ramos and Rita, 2023 ). The use of bibliographic coupling, co-occurrence analysis and the Scopus database supplies the data set for the identification of relationships and patterns within the literature ( Donthu et al. , 2021 ), summarizing the existing literature and identifying emerging topics of research ( Hota et al. , 2020 ).
The purple cluster highlights the terms social media and marketing. The keyword social media highlights the role of platforms, such as Instagram or TikTok, for advertising ( Alalwan, 2018 ), understanding the role of influencers ( Lou and Yuan, 2019 ), and for co-creation in brand communities ( Kamboj et al. , 2018 ), influencer marketing. Social media platforms are fundamental for any communication strategy as they connect with the audience, create engagement and awareness and promote products and services ( Lou and Yuan, 2019 ). The strategic use of social media in marketing is fundamental for companies to establish an effective presence and build long-lasting relationships.
The orange cluster suggests a relationship between live streaming and customer engagement ( Wongkitrungrueng and Assarut, 2020 ). This interconnection suggests that live streaming can be an effective channel for developing social commerce, influencing purchase intentions ( Sun et al. , 2019 ). Real-time and direct interaction with customers promote greater involvement and improve customer experience.
The green cluster suggests a focus on applying blockchain technology in information systems. Blockchain is a decentralized and immutable technology for transaction registers studied in the supply chain context ( Min, 2019 ). It has a significant potential to transform data management ( Lemos et al. , 2022 ).
4. Conclusions and future research agenda
This study represents a map of the conceptual structure and evolution of the state-of-the-art scientific literature published in marketing journals to identify the areas of interest and potential future research directions. This review aimed to (1) acknowledge the structure of the state-of-the-art most influential academic marketing research, (2) identify current research trends and (3) suggest future research prospects.
4.1 RQ1: knowledge structure
Regarding RQ1, the most cited article among the top 100 between 2018 and 2022 was the work of Snyder (2019) , with 1,872 citations, followed by the work of Donthu et al. (2021) , with 1,221. The years 2019 and 2020 were those that most contributed to the top 100 most cited, with 33 articles each. Accordingly, these years had the most citations, 14,621 and 13,692, respectively. The IJIM was the source with the highest number of articles published from our data set ( n = 26). However, the JBR, with 22 published articles, was the journal with the highest citations ( n = 12,265). Every journal from the top 10 prolific sources is ranked in Scopus (SJR) as Q1. Professor Dwivedi YK was the most prolific author, with seven articles published, followed by Professors Hair JF and Hughes DL, with five articles each. Although placed second on the most productive authors list, the most cited author was Professor Hair JF, with 3,615 articles.
4.2 RQ2: current research trends
As for RQ2, this bibliometric analysis allowed us to identify current research trends through the co-occurrence analysis. Since a comprehensive future research agenda stimulates researchers to continue their research efforts ( Hulland and Houston, 2020 ), we suggest marketing future research questions to gain a deeper knowledge of current research trends ( Table 5 ).
Although AI has existed for over six decades ( Duan et al. , 2019 ), the development of supercomputers that analyze big data led to the exponential use of this technology. Its application in marketing varies and includes trend and prediction analysis, chatbots and marketing automation. However, particularly for data analysis, multiple research questions are yet to be answered ( Dwivedi et al. , 2021 ). Grounded on the AI (brown) cluster, it would be interesting to uncover different uses of AI to improve big data analysis.
The Covid-19 pandemic disrupted global habits ( Sheth, 2020 ). New habits emerged, changing the industry landscape in multiple dimensions, such as consumer, leisure and work behavior. Although multiple studies were published regarding the topic, much is yet to be uncovered. The effects of this pandemic are yet to be fully acknowledged, demanding future studies to comprehend the permanent changes in society ( Islam et al. , 2021 ). In addition, uncovering the best-implemented industry marketing strategies can be helpful, as it is inevitable that new pandemics occur in the future ( Pereira et al. , 2023 ).
Bibliometric analyses map and summarize existent research, extending the global understanding of a research topic and increasing the quality and success of scholarly work ( Donthu et al. , 2021 ). However, the analysis is mainly descriptive ( Ramos and Rita, 2023 ). Combining bibliometric analysis with other methods may enhance the results, leading to an advancement in using such an approach.
Social media is broadly used for marketing-related activities. Through social media platforms, it is possible to build brand image, generate leads for the company’s website, analyze and monitor data, or be an influencer marketer ( Alalwan, 2018 ; Lou and Yuan, 2019 ). Nevertheless, the implementation of gamification techniques ( Bhutani and Behl, 2023 ; Wanick and Stallwood, 2023 ), privacy concerns ( Saura et al. , 2023 ) and collective decision-making ( Dambanemuya et al. , 2023 ) are issues that deserve the attention of researchers.
Livestreaming captured the attention of digital retailing marketers in recent years and significantly changed social interaction. However, different types of live streaming exist, such as webinars, game streaming, corporate streaming, vlogs or personalized content, and can be used in different industries ( Zhang et al. , 2023 ). Investigating the influence of live streaming on consumer engagement may enhance understanding of its relevance for the industry and improve marketing effectiveness ( Wongkitrungrueng and Assarut, 2020 ).
Blockchain technology allows tracing and enhances transaction transparency, creating authenticity certificates to prevent fraud or loyalty programs to build customers’ loyalty and trust ( Lemos et al. , 2022 ). Despite several studies being conducted to understand the impact of this technology on marketing ( Marthews and Tucker, 2023 ; Tan and Salo, 2023 ), there is much to be learned and questions unanswered.
4.3 RQ3: future research agenda
Based on the comprehensive bibliometric analysis findings, potential directions for future research are presented ( Table 6 ). Topics surrounding data-driven marketing are particularly relevant ( Zhang et al. , 2022 ) due to the data abundance and technological advances, and they have the potential to be further developed. For instance, issues arising from adopting AI to uncover hidden patterns in big data or integrating data from different sectors or industries to understand consumer behavior are yet to be understood. In addition, environmental sustainability is highly relevant due to the increasing customers’ awareness of the topic and its influence on developing marketing strategies ( Jung et al. , 2020 ). However, multiple questions are yet to be answered. In particular, the influence of gamification techniques to promote positive, environmentally sustainable consumer behavior and how emerging technologies influence the customers’ perception of sustainable products. Mass personalization allows consumers to customize product features ( Qin and Lu, 2021 ). This topic is highly relevant to the industry and underexplored in marketing. For instance, how can mass personalization be efficiently implemented in highly productive industries? Or how can emerging technologies improve mass personalization programs? Finally, the wearable technologies market is exponentially growing and is increasingly essential to consumer behavior ( Ferreira et al. , 2021 ).
5. Conclusions and limitations
Through the bibliometric analysis of the 100 most influential marketing papers published between 2018 and 2022, this review presents potential directions for knowledge advancement and comprehensive information to facilitate future literature search ( Boell and Cecez-Kecmanovic, 2014 ) by identifying the current research focus, conceptual structure and trends in the marketing field. In addition, this review contributes to practice by identifying the most influential articles for the marketing scientific community interested in gaining scientific insights. Meanwhile, the important role of emerging technologies and the shift of marketing toward a more data-driven approach will have significant practical implications for marketers.
This work has limitations that need to be stated. First, data were limited to Scopus database and restrained to indexed marketing journals. However, it is essential to note that all scientific databases have limitations. Second, to select the most influential marketing documents, the only criterion was on a commonly used metric – the number of citations. Although citation metrics are commonly used, they may incorrectly demonstrate the quality of the work. There are multiple reasons for a work to be cited ( Vogel and Güttel, 2012 ), such as a journal’s prestige or factors related to the methods ( Hota et al. , 2020 ). The Mathew effect phenomenon also exists in science ( García-Lillo et al. , 2017 ). Third, articles take time to be cited. This means that the most recent articles from our data set may have fewer citations, but it does not mean that their quality is poorer. Fourth, to select the most influential marketing articles, every journal under the subject area “Business, Management and Accounting” and category “Marketing” were selected. However, there are journals listed in other subject areas and categories. Nevertheless, the data set may still provide significant insight into the marketing field.
Thematic map based on the authors’ keywords co-occurrence
Top 100 most cited articles structure
Year
TC*
Mean TC* per article
Mean TC* per year
Citable years
2018
26
9,015
346.73
57.79
6
2019
33
14,621
453.36
90.67
5
2020
33
13,692
414.91
103.73
4
2021
8
4,220
527.5
175.83
3
2022
0
0
0
0
2
Total
100
41,888
418.88
69.81
Note:
Document
Title
TC
Average TC per year
Normalized TC
Literature review as a research methodology: an overview and guidelines
1,872
374.40
4.13
(2021)
How to conduct a bibliometric analysis: an overview and guidelines
1,221
407.00
2.31
(2020)
Assessing measurement model quality in PLS-SEM using confirmatory composite analysis
1,103
275.75
2.66
Tourism and COVID-19: impacts and implications for advancing and resetting industry and research
977
244.25
2.35
(2019)
Predictive model assessment in PLS-SEM: guidelines for using PLSpredict
913
182.60
2.01
(2021)
Digital transformation: a multidisciplinary reflection and research agenda.
758
252.67
1.44
(2019)
How to specify, estimate, and validate higher-order constructs in PLS-SEM
728
145.60
1.61
(2019)
Artificial intelligence for decision making in the era of big data – evolution, challenges and research agenda
724
144.80
1.60
Impact of covid-19 on consumer behavior: will the old habits return or die?
716
179.00
1.73
The rise of motivational information systems: a review of gamification research
Data-driven marketing: to explore the potential of data-driven marketing by leveraging deep learning, AI and IoT technologies to enhance marketing practices, optimize customer targeting and improve overall business performance in the digital era
Environmental sustainability: to investigate the potential of using neuromarketing techniques, gamification and mixed reality to promote sustainable consumption practices
Mass personalization: to investigate how personalization of customers’ experiences can be enhanced and implemented responsibly and ethically
Wearable technology: to investigate how wearable technologies can foster deeper connections between consumers and brands
IoT = Internet of things
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Acknowledgements
Paulo Rita’s work was supported by national funds through FCT (Fundação para a Ciência e a Tecnologia), under the project – UIDB/04152/2020 – Centro de Investigação em Gestão de Informação (MagIC)/NOVA IMS.
Since submission of this article, the following authors have updated their affiliations: Ricardo Ramos is at Technology and Management School of Oliveira do Hospital, Polytechnic Institute of Coimbra, Oliveira do Hospital, Portugal; ISTAR, Instituto Universitário de Lisboa (ISCTE-IUL), Lisboa, Portugal; Centre Bio R&D Unit, Association BLC3 – Tecnology and Innovation Campus, Oliveira do Hospital, Portugal; Paulo Rita is at NOVA Information Management School (NOVA IMS), Universidade NOVA de Lisboa, Lisboa, Portugal; and Celeste Vong is at NOVA Information Management School (NOVA IMS), Universidade NOVA de Lisboa, Lisboa, Portugal.
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Journal of Marketing Call for Papers: Marketing Impact with Research-Driven Apps
Special Issue: Journal of Marketing
Special Issue Editors: Pradeep Chintagunta (University of Chicago), Rajdeep Grewal (University of North Carolina–Chapel Hill), Detelina Marinova (University of Missouri), Rik Pieters (Tilburg University), and Shrihari Sridhar (Texas A&M University)
Jump to: Motivation | Research-Driven Apps | Submission Requirements | Special Issue Timeline | FAQs | App Tutorial Videos
Marketing scholarship has the potential to benefit society, advance managerial practice, improve consumers’ lives, and contribute to fundamental scientific knowledge.
However, given the typical form and function of academic publications in the discipline, the target audience of marketing academic research (consumers, investors, firms, frontline/middle/senior management, policy makers, as well as other marketing scholars and students) face barriers to understand and adopt research findings. These barriers limit the impact of marketing academic research.
The Journal of Marketing ’s vision is to encourage a wide range of approaches that can reduce impact barriers of academic articles and consequently catalyze the message among the target audience to whom marketing scholarship should matter.
This special issue of Journal of Marketing , titled “Marketing Impact with Research-Driven Apps,” emphasizes the integration of research-driven apps into academic articles to enhance understanding, consumption, adoption, and ongoing usage of research findings.
Pradeep Chintagunta, Rajdeep Grewal, Detelina Marinova, Rik Pieters, and Shrihari Sridhar will co-edit the special issue. The editors will not submit manuscripts to the special issue.
Research-Driven Apps
A research-driven app is an online interactive tool that provides a deeper understanding of the usability of the research contribution . It serves as a dynamic computational supplement to a research manuscript, thereby adding form and function to the otherwise static nature of a research publication.
Rather than simply adding an app to the end of an otherwise traditional research manuscript (problem, idea, intended contribution, theory, data, findings, conclusions, discussion, recommendations, and future research), submissions should think of their online interactive tool’s intended usability and implementation as the focal point of research. In this way, developing apps for marketing academic research may stimulate a solution-based mindset among marketing scholars that is reflected in their research output.
An app’s goal depends intricately on the scope and goals of the original research manuscript. The special issue encourages apps with a substantive focus covering a wide variety of approaches, paradigms, questions, and topics. While not exhaustive, the following list presents some types of apps well-suited to marketing academic research:
Disaggregating the strength of the behavioral effects under various conditions (e.g., three-way interactions) and depicting their underlying process;
Simulating game theory–based results (e.g., equilibrium outcomes) assuming various hypothetical primitives; and
Offering what-if predictions to various types of marketing interventions (e.g., targeted advertising) under well-defined market scenarios.
Recommending a range of marketing mix decision criteria that maximize or minimize firms’ marketing outcomes;
Offering customized plans, schedules, or interventions that help customers mitigate or enhance their life outcomes; and
Simulating marketing interventions that maximize or minimize societal outcomes.
Providing empirical results to a substantive problem across a range of subsamples and estimation methodologies;
Automating critical synthesis of extant literature across several subtopics; and
Providing interactive access to a large set of variables that accompany (but are not focal to) the specific research question studied in the manuscript.
Scoring unstructured data (e.g., text, video) to uncover novel marketing insights (e.g., authenticity, complexity); and
Modifying sample unstructured marketing input (e.g., sales pitches) into more effective unstructured material based on uncovering underlying characteristics.
Special Issue Submission Requirements
We encourage submissions similar to traditional marketing academic manuscripts submitted to Journal of Marketing that focus on novel, important, and substantive marketing topics. In addition, submissions to the special issue should include a new section titled “App Implementation.” In this section, the author(s) should:
Describe the problem solved by the app and how it supplements the research contribution of the manuscript.
Define the audience or the end users targeted by the app and the usefulness of the app to this audience over and above the current situation or available (software or other) solutions. The audience can be broad and include managers, executives, researchers, consumers, policy makers, government, media, general public, other marketing academics, and students.
Provide a secure, anonymous relatively permanent link to the app, with appropriate instructions on how to use the app and interpret the results.
Share open-source access to the app to allow accelerated dissemination upon publication. [1]
Ideally, the app implementation informs the problem statement and intended contribution of the research and manuscript.
The evaluation of manuscripts submitted for the special issue will be guided by the following:
The quality and veracity of the manuscript’s original contribution, like all manuscripts submitted to the Journal of Marketing . Thus, the app cannot substitute for the incremental contribution and validity of the original contribution.
The contribution of the app relative to alternative apps or commercial software solutions. For example, an existing implementation in software such as R, Python, or Matlab, would reduce the contribution of the app.
The usefulness and depth of insight enabled by the app itself. Authors are welcome to provide evidence for and/or demonstration of the application and effectiveness of the app in the field.
[1] AMA is working on obtaining official clearance that papers published in the special issue will (1) maintain status quo regarding copyright with the journal article, (2) allow the authors to retain ownership over their individual app’s intellectual property, and (3) ensure AMA has clear rights to house/distribute the app at no cost on behalf of the authors.
Special Issue Timeline
The timeline of the special issue is as follows:
Event
Time
Notes
Summer AMA Special Issue Kickoff Session
August 13, 2022, Chicago
Authors are welcome to attend a special session at Summer AMA that will feature exemplars of similar research by prominent marketing academics.
Online Workshop
November 2022
will host an online workshop that will feature tutorial sessions conducted by experts to help participants to build apps for their own research.
Manuscript submission window opens
April 1, 2023
During the manuscript submission process, authors should upload a separate supplemental file that includes the following: (a) a brief description of how the paper enhances the app (200 words) and (b) a brief description of how the app enhances the paper (200 words).
Manuscript submission window closes
January 5, 2024
Special issue in print and published manuscripts and apps promoted
Spring 2025
Frequently Asked Questions
A research-driven app is an online interactive tool that provides a deeper understanding of the usability of the research contribution. It serves as a dynamic computational supplement to a research manuscript, thereby adding form and function to the otherwise static nature of a research publication.
Warren Nooshin L., Matthew Farmer, Tianyu Gu, and Caleb Warren (2021), “ Marketing Ideas: How to Write Research Articles that Readers Understand and Cite ,” Journal of Marketing , 85(5), 42–57. The goal of the article is to supplement the manuscript’s overarching goal to recognize and repair unclear writing to authors write more impactful articles.
Accordingly, the research-driven app accompanying the paper ( http://writingclaritycalculator.com/ ) uses the underlying method proposed in the paper to analyze input text and output scores pertaining to the concreteness of writing, number of examples, the percentage of sentences that use active voice etc.
Thus, the writing clarity calculator serves as a dynamic computational supplement to a research manuscript, thereby adding form and function to the otherwise static nature of the research publication.
We believe there could be different types of apps based on their purpose as well the research question.
Predictors offer model-based predictions and thereby depict the interplay among various factors affecting a marketing input, process, or outcome.
Optimizers offer normative solutions to improve currently suboptimal marketing decisions made by agents, and recommenders offer superior solutions to current problems marketing stakeholders face.
Explorers investigate sensitivity of research results to various research design assumptions.
Converters provide accessible marketing insights through the conversion of unstructured input (e.g., text, audio, videos) to structured data, and models developed in the research framework.
In the call for papers, we provide a non-exhaustive list of types of apps well-suited to marketing academic research.
That’s right. The special issue emphasizes the integration of research-driven apps into academic articles to enhance understanding, consumption, adoption, and ongoing usage of research findings. In other words, you could pursue research on any substantive marketing problem .
Papers submitted to the Special Issue will be identical in form to regular issues but for one additional requirement. Submissions to the special issue should include a new section titled “App Implementation.” In this section, the author(s) should:
Share open-source access to the app to allow accelerated dissemination upon publication.
Confirm during the submission process that any hyperlinks in the paper (especially to sites such as OSF, AsPredicted) lead to anonymized material that does not reveal the identity of the authors.
The short answer is no. We are only interested in a working app that serves as a companion to the paper. Our goal is to encourage submissions where the online interactive tool’s intended usability and implementation is intricately intertwined with the focal research goal. In this way, developing apps for marketing academic research may stimulate a solution-based mindset among marketing scholars that is reflected in their research output.
The American Marketing Association is working on obtaining official clearance that papers published in the special issue will (1) maintain status quo regarding copyright with the journal article but (2) allow the authors to retain ownership over their individual app’s intellectual property.
No, JM does not require you to provide your source code to the app. However, (1) all articles published in JM will require compliance to the JM Policy for Research Transparency to ensure correctness, and (2) if you would like to do so, JM will facilitate the distribution through the Special Issue website.
During the review process, the authors are asked to provide a secure, anonymous, relatively permanent link to the app, with appropriate instructions on how to use it and interpret the results. Upon acceptance, AMA will house/distribute the app for three years at no cost on behalf of the authors.
We are currently working with the AMA on this issue and hope to at least secure an extended window of open access so that researchers and practitioners from around the world can access the article for free.
We encourage users of the app (e.g., practitioners) to engage with/consult the authors before implementing the app for commercial purposes. This will not only help companies engage directly with the inventors of the app but also help users clarify the necessary assumptions, bounds, and contingencies associated with the deployment of the app in their setting.
No. The evaluation of manuscripts submitted for the special issue will firstly be guided by the quality and veracity of the manuscript’s original contribution, like all manuscripts submitted to the Journal of Marketing . Thus, the app cannot substitute for the incremental contribution and validity of the original contribution.
It is probably not sufficient if the app is mostly an accessible database-and-mini-analysis tool. It then replaces standard SPSS, Stata, or similar statistical packages without adding sufficient novelty.
Probably not. The app needs to be associated with an incremental contribution and hence have sufficient novelty over and above existing knowledge in marketing.
Absolutely. Journal of Marketing will host an online workshop in November 2022 that will feature demonstrations by experts to help participants get started on their journey to build apps for their own research. Since we are entering a new era of research driven by apps, we believe we are all part of this continuous, exciting, and vibrant new learning opportunity!
The manuscript submission window opens on 4/1/2023. During the manuscript submission process, authors will be required to submit the following: (1) a brief description of how the paper enhances the app (200 words) and (2) a brief description of how the app enhances the paper (200 words). The manuscript submission window closes on 9/30/2023. We expect the special issue in print and published manuscripts and promotion of apps to occur in Spring 2025.
App Tutorial Videos
To facilitate the creation of research-driven apps, JM is pleased to offer two app tutorial videos recorded by ERB members :
Go to the Journal of Marketing
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Research Papers | Publications
Market Research: A How-To Guide and Template
Discover the different types of market research, how to conduct your own market research, and use a free template to help you along the way.
MARKET RESEARCH KIT
5 Research and Planning Templates + a Free Guide on How to Use Them in Your Market Research
Updated: 02/21/24
Published: 02/21/24
Today's consumers have a lot of power. As a business, you must have a deep understanding of who your buyers are and what influences their purchase decisions.
Enter: Market Research.
Whether you're new to market research or not, I created this guide to help you conduct a thorough study of your market, target audience, competition, and more. Let’s dive in.
Table of Contents
What is market research?
Primary vs. secondary research, types of market research, how to do market research, market research report template, market research examples.
Market research is the process of gathering information about your target market and customers to verify the success of a new product, help your team iterate on an existing product, or understand brand perception to ensure your team is effectively communicating your company's value effectively.
Market research can answer various questions about the state of an industry. But if you ask me, it's hardly a crystal ball that marketers can rely on for insights on their customers.
Market researchers investigate several areas of the market, and it can take weeks or even months to paint an accurate picture of the business landscape.
However, researching just one of those areas can make you more intuitive to who your buyers are and how to deliver value that no other business is offering them right now.
How? Consider these two things:
Your competitors also have experienced individuals in the industry and a customer base. It‘s very possible that your immediate resources are, in many ways, equal to those of your competition’s immediate resources. Seeking a larger sample size for answers can provide a better edge.
Your customers don't represent the attitudes of an entire market. They represent the attitudes of the part of the market that is already drawn to your brand.
The market research services market is growing rapidly, which signifies a strong interest in market research as we enter 2024. The market is expected to grow from roughly $75 billion in 2021 to $90.79 billion in 2025 .
Free Market Research Kit
SWOT Analysis Template
Survey Template
Focus Group Template
Download Free
All fields are required.
You're all set!
Click this link to access this resource at any time.
Why do market research?
Market research allows you to meet your buyer where they are.
As our world becomes louder and demands more of our attention, this proves invaluable.
By understanding your buyer's problems, pain points, and desired solutions, you can aptly craft your product or service to naturally appeal to them.
Market research also provides insight into the following:
Where your target audience and current customers conduct their product or service research
Which of your competitors your target audience looks to for information, options, or purchases
What's trending in your industry and in the eyes of your buyer
Who makes up your market and what their challenges are
What influences purchases and conversions among your target audience
Consumer attitudes about a particular topic, pain, product, or brand
Whether there‘s demand for the business initiatives you’re investing in
Unaddressed or underserved customer needs that can be flipped into selling opportunity
Attitudes about pricing for a particular product or service
Ultimately, market research allows you to get information from a larger sample size of your target audience, eliminating bias and assumptions so that you can get to the heart of consumer attitudes.
As a result, you can make better business decisions.
To give you an idea of how extensive market research can get , consider that it can either be qualitative or quantitative in nature — depending on the studies you conduct and what you're trying to learn about your industry.
Qualitative research is concerned with public opinion, and explores how the market feels about the products currently available in that market.
Quantitative research is concerned with data, and looks for relevant trends in the information that's gathered from public records.
That said, there are two main types of market research that your business can conduct to collect actionable information on your products: primary research and secondary research.
Primary Research
Primary research is the pursuit of first-hand information about your market and the customers within your market.
It's useful when segmenting your market and establishing your buyer personas.
Primary market research tends to fall into one of two buckets:
Exploratory Primary Research: This kind of primary market research normally takes place as a first step — before any specific research has been performed — and may involve open-ended interviews or surveys with small numbers of people.
Specific Primary Research: This type of research often follows exploratory research. In specific research, you take a smaller or more precise segment of your audience and ask questions aimed at solving a suspected problem.
Secondary Research
Secondary research is all the data and public records you have at your disposal to draw conclusions from (e.g. trend reports, market statistics, industry content, and sales data you already have on your business).
Secondary research is particularly useful for analyzing your competitors . The main buckets your secondary market research will fall into include:
Public Sources: These sources are your first and most-accessible layer of material when conducting secondary market research. They're often free to find and review — like government statistics (e.g., from the U.S. Census Bureau ).
Commercial Sources: These sources often come in the form of pay-to-access market reports, consisting of industry insight compiled by a research agency like Pew , Gartner , or Forrester .
Internal Sources: This is the market data your organization already has like average revenue per sale, customer retention rates, and other historical data that can help you draw conclusions on buyer needs.
Focus Groups
Product/ Service Use Research
Observation-Based Research
Buyer Persona Research
Market Segmentation Research
Pricing Research
Competitive Analysis Research
Customer Satisfaction and Loyalty Research
Brand Awareness Research
Campaign Research
1. Interviews
Interviews allow for face-to-face discussions so you can allow for a natural flow of conversation. Your interviewees can answer questions about themselves to help you design your buyer personas and shape your entire marketing strategy.
2. Focus Groups
Focus groups provide you with a handful of carefully-selected people that can test out your product and provide feedback. This type of market research can give you ideas for product differentiation.
3. Product/Service Use Research
Product or service use research offers insight into how and why your audience uses your product or service. This type of market research also gives you an idea of the product or service's usability for your target audience.
4. Observation-Based Research
Observation-based research allows you to sit back and watch the ways in which your target audience members go about using your product or service, what works well in terms of UX , and which aspects of it could be improved.
5. Buyer Persona Research
Buyer persona research gives you a realistic look at who makes up your target audience, what their challenges are, why they want your product or service, and what they need from your business or brand.
6. Market Segmentation Research
Market segmentation research allows you to categorize your target audience into different groups (or segments) based on specific and defining characteristics. This way, you can determine effective ways to meet their needs.
7. Pricing Research
Pricing research helps you define your pricing strategy . It gives you an idea of what similar products or services in your market sell for and what your target audience is willing to pay.
8. Competitive Analysis
Competitive analyses give you a deep understanding of the competition in your market and industry. You can learn about what's doing well in your industry and how you can separate yourself from the competition .
9. Customer Satisfaction and Loyalty Research
Customer satisfaction and loyalty research gives you a look into how you can get current customers to return for more business and what will motivate them to do so (e.g., loyalty programs , rewards, remarkable customer service).
10. Brand Awareness Research
Brand awareness research tells you what your target audience knows about and recognizes from your brand. It tells you about the associations people make when they think about your business.
11. Campaign Research
Campaign research entails looking into your past campaigns and analyzing their success among your target audience and current customers. The goal is to use these learnings to inform future campaigns.
Define your buyer persona.
Identify a persona group to engage.
Prepare research questions for your market research participants.
List your primary competitors.
Summarize your findings.
1. Define your buyer persona.
You have to understand who your customers are and how customers in your industry make buying decisions.
This is where your buyer personas come in handy. Buyer personas — sometimes referred to as marketing personas — are fictional, generalized representations of your ideal customers.
Use a free tool to create a buyer persona that your entire company can use to market, sell, and serve better.
1. TikTok uses in-app research surveys to better understand consumer viewing preferences and ad experiences.
If you’re a TikTok enthusiast (like me), then you’ve probably been served a survey or two while you scroll through your For You feed.
TikTok has strategically started using in-app market research surveys to help improve the viewer experiences.
I’ve received two different types of surveys so far.
The first type typically follows a video or an ad and asks how I felt about the video I just viewed. There are options like “I don’t like this ad,” “I enjoyed watching this video,” or “This content is appropriate.”
The other type of survey I’ve gotten asks if I’ve recently seen a sponsored video or ad from a particular brand. For example, “Did you see any promotional content from the Dove Self Esteem Project in the past two days on TikTok?
TikTok can then use this information to tweak my algorithm to match my preferences or to serve ads that are more in line with my buying behaviors.
2. Taco Bell tests new products in select markets before launching nationwide.
Taco Bell is known for their innovative, consumer-driven menu items. In fact, just last year, they gave Taco Bell rewards members exclusive access to vote on the newest round of hot sauce sayings .
This popular fast-food chain puts a lot of menu decisions in the hands of their target market. Taco Bell lovers ultimately determine which new menu items stay on the menu through voting and, ultimately, their purchase behaviors.
(Let’s all collectively agree that the Cheez-It Crunchwrap deserves a permanent spot.)
Often, this process of releasing a new item is done regionally before a nationwide launch. This is a form of market research — soft launching products in smaller markets to determine how well it sells before dedicating too many resources to it.
The way Taco Bell uses this information is pretty straightforward. If the product is not successful, it’s unlikely to be released on a national scale.
3. The Body Shop used social listening to determine how they should reposition brand campaigns to respond to what their customers cared most about.
The Body Shop has long been known for offering ethically sourced and natural products, and proudly touts “sustainability” as a core value.
To dive deeper into the sustainability subtopics that meant the most to their audiences, the team at The Body Shop tracked conversations and ultimately found their audiences cared a lot about refills.
Using this information helped the Body Shop team feel confident when relaunching their Refill Program across 400 stores globally in 2022 .
Market research proved they were on the right track with their refill concept, and demonstrated increased efforts were needed to show Body Shop customers that the Body Shop cared about their customers' values.
Conduct Market Research to Grow Better
Conducting market research can be a very eye-opening experience. Even if you think you know your buyers pretty well, completing the study will likely uncover new channels and messaging tips to help improve your interactions.
Editor's note: This post was originally published in March 2016 and has been updated for comprehensiveness.
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How To Conduct Marketing Research That Improves Business Outcomes
Would you send marketing emails about retirement home options to people who have just graduated college? Or run beer commercials during Saturday morning cartoons? Probably not, because the people who would see those emails and ads are not the audience for those products.
Marketing research helps you target the best audiences for your product and identify the types of campaigns that will appeal to them. Observing demographic trends and competitor strategies will provide you with valuable insights that can innovate and expand your product offerings.
Depending on their budgets and requirements, every organization will conduct their market research uniquely. However, they generally include the following steps (though they may differ in name or approach):
Identify your target audience
Analyze your competitors’ marketing activities
Find opportunities for stronger markets
Evaluate engagement
Identify problems and create solutions
Run tests based on your findings
Restructure your marketing efforts based on your results
1. Identify Your Target Audience
Say you have a coffee brand and you want to maximize your marketing dollars. Targeting the entirety of the coffee-drinking population is too wide-reaching to be an effective strategy, and you’ll end up wasting money trying to engage people who are unlikely to want your product. Fans of frozen, heavily sweetened coffee drinks aren’t likely to resonate with an advertisement for a simple, unsweetened shot of espresso, after all.
Start identifying your target audience by using primary data (also known as direct data) and secondary data. Focus groups, surveys, interviews, and questionnaires are forms of primary data that give you control over who you talk to and the questions you ask.
There are plenty of sources you can use for secondary research , such as census data, articles and reports in industry publications, and online databases. You can also search and monitor social media platforms to see what people are saying about products and services similar to yours.
After analyzing and segmenting this data, you can create buyer personas —fictional representations of your target markets that incorporate their demographic information, pain points, and preferred methods of communication. These will be useful guides to help you develop your strategies and messaging.
2. Analyze Your Competitors’ Marketing Activities
See what other businesses in your industry are doing by conducting a competitive analysis to get an overview of the landscape and identify trends and tactics you may be able to leverage in your own efforts. Study what their ads are like and where they appear. Who do they seem to be targeting? What social media platforms do they use? What kinds of content do they create, and how often? Do they get a lot of mentions and pieces in the press? What is their overall brand profile and market share?
3. Find Opportunities for Stronger Markets
Consider functionality, features, pricing, performance, customer service, and brand reputation. Brainstorm strategies to position your product or service in a way that will appeal to an underserved or overlooked target market. One way you might do this is by offering a low-cost option targeted toward people facing socioeconomic hardship. There may even be an opportunity to provide a complementary product or service, which is not only a kind and generous thing to do, but also a great opportunity for brand awareness and perception.
4. Evaluate Engagement
Different audiences prefer to engage with brands on different platforms. Some consumers spend a lot of time on X or Instagram, while others prefer reading newsletters via email. The social management platform Sprout Social has some useful information on the demographics of various social media platforms .
Content formats play a part in engagement as well. Some audiences like reading copy, while others prefer short-form video. If your target audience isn’t very active in certain channels, pull back and invest in the ones they do use.
5. Identify Problems and Create Solutions
If you find areas where your efforts are falling short and you’re not seeing the response or conversion rate you’d hoped for, check whether the problem might be your messaging, the format, timing, or other factors. For example, you might be using an ineffective channel.
If you’re struggling with consumer engagement or creating products that aren’t optimized for your market, you may be facing a value proposition issue. The Pace University MBA offers Value Creation as an elective or Marketing Management course that will teach you how to find innovative opportunities for consumer engagement through the use of technology.
6. Run Tests Based on Your Findings
Rather than spend a lot of marketing dollars on a tweak that might not work, test it first. A/B testing is everywhere in digital marketing—these tests are easy and cheap to run, and they can deliver valuable results quickly.
For example, try A/B tests by sending emails with two different subject headings or creating two slightly different landing pages to see which one gets more engagement.
7. Restructure Your Marketing Efforts to Better Connect to Your Target Audience
You may only need to make small changes, such as emphasizing a certain feature of your product in messaging or focusing more on social channels with a wider audience of younger users, such as TikTok. Or you may need to completely rethink your marketing strategy or even adapt your product or service to meet customer needs and preferences. In our hypothetical coffee example, you may find that your target audience prizes convenience. That may lead you to offer your coffee in pods and adapt your messaging to highlight the ease and speed of making your coffee in a pod machine.
The Value of Marketing Research
Marketing research is a critical part of strategic planning. It helps business leaders make informed decisions that minimize risks, maximize returns, and ensure that resources are allocated efficiently.
Marketing isn’t static, especially in a crowded and competitive business landscape. Businesses must engage in market research activities consistently to A) add or refine products and services and B) monitor how their target market might be changing. Customer tastes and needs evolve, and external factors such as new technologies , economic developments, and changes in cultural norms can completely shift the market. Well-executed marketing research can help ensure you always know who your target audience is, what they want, and what you need to do to attract them.
How an MBA Prepares You To Make an Impact
An MBA can provide you with an advanced understanding of business operations, including marketing, to prepare you for leadership and management roles. Pace University’s MBA program offers a Marketing Management concentration that enables you to dive deeper into marketing research, including learning frameworks for gathering and analyzing information. All of the marketing-focused courses in the program will integrate research in some way, and the concentration overall is dedicated to teaching you how to create and improve the performance of your marketing campaigns. Armed with this expertise, you can make an ongoing impact on organizational objectives as well as the trajectory of your career over a lifetime.
About the Pace University Online MBA and Lubin School of Business
The Pace University online Master of Business Administration (MBA) gives professionals a hands-on learning experience to master the ins and outs of business theory through real world application. This 100% online program has been handcrafted by expert faculty to ensure that students are career-ready upon completion. Choose a Corporate Finance, Marketing Management, or general business concentration.
For over a century, Pace University’s Lubin School of Business has been preparing professionals for fulfilling careers in business. From responsive professor communication to hands-on, project-based learning, we do everything we can to help students succeed.
Pace’s Lubin School of Business has dual accreditation by the Association to Advance Collegiate Schools of Business (AACSB) International, an elite distinction shared by fewer than 2% of business schools in the world. With graduates thriving in companies like AIG, Nickelodeon, L’Oreal, Tesla, and many others, Pace equips students with vital business knowledge, while also creating innovative thinkers that companies want.
When you think of innovation, what springs to mind? Maybe it’s a flashy new gadget—but don’t be mistaken. There’s much more to the world of innovation, which extends far beyond new products and things you’ll find on a store shelf.
Get to know and directly engage with senior McKinsey experts on innovation.
Marc de Jong is a senior partner in McKinsey’s Amsterdam office, Laura Furstenthal is a senior partner in the Bay Area office, and Erik Roth is a senior partner in the Stamford office.
If products alone aren’t the full story, what is innovation? In a business context, innovation is the ability to conceive, develop, deliver, and scale new products, services, processes, and business models for customers.
Successful innovation delivers net new growth that is substantial. As McKinsey senior partner Laura Furstenthal notes in an episode of the Inside the Strategy Room podcast , “However you measure it, innovation has to increase value and drive growth.”
As important as innovation is, getting it right can be challenging. Over 80 percent of executives surveyed say that innovation is among their top three priorities, yet less than 10 percent report being satisfied with their organizations’ innovation performance. Many established companies are better operators than innovators , producing few new and creative game changers. Most succeed by optimizing existing core businesses.
Why is innovation important in business?
Some companies do succeed at innovation. Our research considered how proficient 183 companies were at innovation, and compared that assessment against a proprietary database of economic profit (the total profit minus the cost of capital). We found that companies that harness the essentials of innovation see a substantial performance edge that separates them from others—with evidence that mastering innovation can generate economic profit that is 2.4 times higher than that of other players .
Learn more about our Strategy & Corporate Finance practice.
How can leaders decide what innovations to prioritize?
Successful innovation has historically occurred at the intersection of several elements, which can guide prioritization efforts. The three most important elements are the who, the what, and the how :
An unmet customer need (the ‘who’): Who is the customer and what problem do they need to solve? Are macrotrends such as automation driving changes in customer needs?
A solution (the ‘what’): Is the solution compelling and can it be executed?
A business model that allows for the solution to be monetized (the ‘how’): How will the solution create value? What is the business model?
Successful innovation requires answers to each of these questions.
An example from inventor and businessman Thomas Edison helps illustrate the concept. “In every case, he did not just invent the what, he also invented a how,” says Furstenthal in a conversation on innovation . “In the case of the light bulb, he created the filament and the vacuum tube that allowed it to turn on and off, and he developed the production process that enabled mass production.”
Introducing McKinsey Explainers : Direct answers to complex questions
How do organizations become better innovators.
McKinsey conducted research into the attributes and behaviors behind superior innovation performance , which were validated in action at hundreds of companies. This research yielded eight critical elements for organizations to master:
Aspire: Do you regard innovation-led growth as critical, and have you put in place cascaded targets that reflect this?
Choose: Do you invest in a coherent, time- and risk-balanced portfolio of initiatives, and do you devote sufficient resources to it?
Discover: Are your business, market, and technology R&D efforts actionable and capable of being translated into winning value propositions?
Evolve: Do you create new business models that provide defensible, robust, and scalable profit sources?
Accelerate: Do you develop and launch innovations quickly and effectively?
Scale: Do you launch innovations at the right scale in the relevant markets and segments?
Extend: Do you create and capitalize on external networks?
Mobilize: Are your people motivated, rewarded, and organized to innovate repeatedly?
Of these eight essentials, two merit particular attention : aspire and choose . Without these two elements, efforts may be too scattershot to make a lasting difference. It’s particularly crucial to ensure that leaders are setting bold aspirations and making tough choices when it comes to resource allocation and portfolio moves. To do so successfully, many leaders will need to shift their mindsets or management approaches.
What are examples of successful innovators?
Real-world examples of successful innovation, related to some of the eight essentials listed , can highlight the benefits of pursuing innovation systematically :
Mercedes-Benz Group invested extensively in digitizing its product development system. That allowed the company to shorten its innovation cycles significantly , and its capabilities for personalizing cars have improved, even as assembly efficiency rose by 25 percent.
Gavi, a public–private partnership founded to save children’s lives and protect their health by broadening access to immunization, used nonfinancial targets to help drive its innovation efforts —and this helped the organization broaden its aspiration for impact in a way that was bold, specific, measurable, and time bound.
Lantmännen, a large Nordic agricultural cooperative, faced flat organic growth. Leadership created a vision and strategic plan connected to financial targets cascaded down to business units and product groups. Doing so allowed the organization to move from 4 percent annual growth to 13 percent, on the back of successfully launching several new brands.
The information services organization RELX Group brought discipline to choosing its innovation portfolio by running ten to 15 experiments in each customer segment in its pipeline every year. It selects one or two of the most successful ideas from the portfolio to continue.
International insurance company Discovery Group mobilized the organization around innovation by creating incentives for a thousand of the company’s leaders using semiannual divisional scorecards. Innovation isn’t a choice; it’s a requirement and a part of the organization’s culture.
These examples aren’t necessarily what you may think of when you imagine disruptive innovation—which calls to mind moves that shake up an entire industry, and might be more associated with top tech trends such as the Bio Revolution . Yet these examples show how committing to innovation can make a sizable difference.
How can my organization improve the volume and quality of new ideas?
Steps to help aspiring innovators get started include the following:
Hold collision sessions: Cross-functional groups gather in a structured process to think through the intersection of unmet customer needs, technology trends, and business models, bringing creativity and specificity to the process of idea generation. Then, a venture panel considers these ideas and iterates on them, prioritizing what to do.
Challenge orthodoxies: Participants gather and describe beliefs that are common but that prevent the organization from innovating for customers. Examples of these orthodoxies include statements such as “budgets are limited” or “we don’t have the digital capabilities to pull it off.” Once the orthodoxies are laid out, teams brainstorm after being prompted to consider if the opposite of the statement were true.
Make analogies to other industries: A team might create a list of companies with unique value propositions. Then, they systematically apply these value propositions to their ideas to see if the analogy can create new sources of value or fresh opportunities.
Apply constraints: Rather than searching for blue-sky ideas, tighten the constraints on an idea’s business or operating model and explore potential new solutions. What if you served only one type of customer? What if the only channel you could access was online?
In the words of chemist Linus Pauling, “The way to get to good ideas is to get lots of ideas and throw the bad ones away.”
What is an innovation portfolio?
An innovation portfolio is a thoughtfully curated bundle of potentially innovative initiatives, with clear aspirations and required resources defined for each. Managing the portfolio this way helps find new opportunities and determine the appropriate number and mix of initiatives, including the following:
confirming the total value of the portfolio needed
evaluating existing innovation projects based on incremental value delivered, risk, and alignment with strategic priorities
getting comfortable saying “no” to stop projects that are dilutive, and resisting the siren song of incremental initiatives that are unlikely to pay for themselves
reallocating resources—including competencies and skills—to new initiatives or to current ones that additional support can accelerate or amplify
identifying portfolio gaps and defining new initiatives to close them
How to measure innovation?
One way to measure innovation is to look at innovation-driven net new growth, which we call the “green box.” This phrase refers to how you quantify the growth in revenue or earnings that an innovation needs to provide within a defined timeframe. This concept can help clarify aspirations and influence choices on the innovation journey.
While many imagine that innovation is solely about creativity and generating ideas, at its core, innovation is a matter of resource allocation . To put it another way: it’s one thing to frame innovation as a catalyst for growth, and another to act upon it by refocusing people, assets, and management attention on the organization’s best ideas.
The green box can help to solidify a tangible commitment by defining the value that a company creates from breakthrough and incremental innovation, on a defined timeline (say, five years), with quantifiable metrics such as net new revenue or earnings growth. Crucially, the green box looks at growth from innovation alone, setting aside other possible sources such as market momentum, M&A, and so forth. And once defined, the growth aspiration can be cascaded into a set of objectives and metrics that the company’s various operating units can incorporate into its individual innovation portfolios.
It’s useful to note that some organizations may find that measures not solely financial in nature are more appropriate or relevant. For instance, metrics such as the number of subscribers or patients—or customer satisfaction—can resonate. What’s critical is selecting a metric that is a proxy for value creation. A large US healthcare payer , for example, looked to spur innovation that would improve patient satisfaction and the quality of care.
Separate from the concept of the green box, two simple metrics can also offer surprising insight about innovation vis-à-vis the effectiveness of an organization’s R&D spending. Both of these lend themselves to benchmarking, since they can be gauged from the outside in, and they offer insight at the level of a company’s full innovation portfolio. The two R&D conversion metrics are as follows:
R&D-to-product conversion: This metric is calculated by looking at the ratio of R&D spending (as a portion of sales) to sales from new products. It can show how well your R&D dollars convert to actual sales of new products—and it might reveal that spending more doesn’t necessarily translate into stronger performance.
New-products-to-margin conversion: This metric considers the ratio of gross margin percentage to sales from new products. It can indicate how new-product sales contribute to lifting margins.
While no metric is perfect, these may offer perspective that keeps the focus squarely on returns from innovation and the value it creates—often more meaningful than looking inward at measures of activity, such as the number of patents secured.
How do you create a high-performing innovation team?
Innovation is a team sport. Experience working with strong innovators and start-ups has helped identify ten traits of successful innovation teams . Those fall into four big categories: vision , or the ability to spot opportunities and inspire others to go after them; collaboration , which relates to fostering effective teamwork and change management (for instance, by telling a good innovation story ); learning or absorbing new ideas; and execution , with traits that facilitate snappy decision making even when uncertainty arises.
Being strategic about the composition of an innovation team can help minimize failures and bring discipline to the process.
What innovation advice can help business leaders?
One broad piece of advice centers on creating a culture that accounts for the human side of innovation . When people worry about failure, criticism, or the career impact of a wrong move, it can keep them from embracing innovation. In a recent poll, 85 percent of executives say fear holds back their organization’s innovation efforts often or always—but there are ways to overcome these barriers .
Additionally, the Committed Innovator podcast and related articles share perspectives from leading experts who have helped their organizations tackle inertia and unlock bold strategic moves. If you are looking for words of wisdom, their insights can help spark inspiration to innovate:
Naomi Kelman, CEO, Willow . “Creating a safe environment for innovation is really what you need to do to get the greatness out of the people who work with you, which is ultimately what drives growth.”
Safi Bahcall, author, Loonshots . “Most of the important breakthroughs failed many times before they succeeded. That is where ‘fail fast’ goes wrong. Most companies are too impatient.”
Amy Brooks, chief innovation officer, National Basketball Association . “You can use data or examples to convince people about what is working in the market or what other industries are doing. We like to share best practices within our own leagues and within sports, but we also pay attention to every other industry that sells to consumers.”
Tanya Baker, global leader, Goldman Sachs Accelerate . “If someone knowledgeable thinks what you are doing is a bad idea, make sure they have a seat at the table. Put them on your board; make them one of your advisers so you don’t have any blind spots.”
Neal Gutterson, former chief technology officer, Corteva . “[A] key skill is being able to hold two divergent thoughts and approaches in your brain and in your team at the same time. The great companies will be ambidextrous innovators, able to disrupt themselves in the future while serving the core [business] today.”
Anjali Sud, CEO, Vimeo . “What keeps me up at night is execution and, within that, focus. Because when you are in a market like ours, at a time like now, the opportunity is huge. We are this nimble, fast-growing, fast-moving company, and everywhere I look I see opportunity. But am I providing enough focus for my teams so that we can truly be great at something? You don’t want to miss a big boat, and it’s hard sometimes to say no to valid, exciting ideas that could be transformative.”
For more in-depth exploration of these topics, see McKinsey’s insights on Strategy & Corporate Finance . Learn more about McKinsey’s Growth & Innovation work—and check out innovation-related job opportunities if you’re interested in working at McKinsey.
Articles referenced include:
“ Fear factor: Overcoming human barriers to innovation ,” June 3, 2022, Laura Furstenthal , Alex Morris, and Erik Roth
“ Innovation—the launchpad out of crisis ,” September 15, 2021, Laura Furstenthal and Erik Roth
“ The innovation commitment ,” October 24, 2019, Daniel Cohen, Brian Quinn, and Erik Roth
“ Fielding high-performing innovation teams ,” January 17, 2019, Matt Banholzer , Fabian Metzeler, and Erik Roth
“ Taking the measure of innovation ,” April 20, 2018, Guttorm Aase, Erik Roth , and Sri Swaminathan
“ The eight essentials of innovation ,” April 1, 2015, Marc de Jong , Nathan Marston, and Erik Roth
Want to know more about innovation?
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Fear factor: Overcoming human barriers to innovation
The innovation commitment
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More From Forbes
The strategic role of market research in mergers and acquisitions.
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Amaan Kazi is the CEO of Verified Market Research , a global market research & consulting firm focused on niche & emerging markets.
What’s the one thing you do before making a big purchase? Before buying a house, a car or even a pricey gadget? You research. You watch videos, read articles, scroll through reviews, speak with friends and family.
That’s what we do as consumers to dodge the regret of a bad decision—a decision that could set us back years. Ever wonder what businesses do in similar high-stakes situations like mergers and acquisitions (M&A)? The answer is the same: Market research.
Just like you don’t buy a car without checking under the hood, businesses leverage market research to extrapolate insights that go beyond ticking boxes. Especially when it comes to mergers and acquisitions, this research can uncover crucial information.
1. Identifying Prospects
A filmmaker selects locations that enhance the storytelling of their film; they consider each location's unique characteristics, accessibility and how well it fits into the film’s narrative and aesthetic needs. Similarly, as a business, the first step in a successful merger/acquisition deal is identifying the right companies that not only complement strengths but also offset weaknesses, noting unique assets that have a strategic fit to your capabilities.
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Case in point: When Amazon bought Whole Foods , it wasn’t just buying a company. Amazon acquired an established grocery chain with an affluent, health-conscious customer base and strong urban and suburban presence. Detailed market research highlighted Whole Foods’ alignment with trends in organic products, supply chain synergies and potential for technological integration.
This strategic fit, combined with Amazon’s technological prowess, enabled them to enhance customer experiences, optimize operations and effectively compete in the grocery sector, ultimately reinventing grocery logistics.
Here's the essential check-list to determine your potential acquisition targets:
• Customer demographics and behaviors
• Market position and brand reputation
• Financial health and performance
• Operational efficiency and supply chain/distribution
• Technological capabilities
• Human capital and corporate culture
• Regulatory and compliance status
2. Matching Interests
Take the process of choosing a life partner in marriage, for example. Besides the initial attraction, a deeper evaluation of compatibility in values, life goals and personalities plays a key role in deciding a fit. Both parties look for a partnership that will bring mutual benefits, support growth and enhance each other’s lives.
This is similar to how companies assess cultural fit, leadership vision and business model compatibility in potential mergers or acquisitions.
We can learn from history: The Daimler-Benz and Chrysler merger of 1998 promised a global auto empire. Instead, clashing German-American corporate cultures created a roadmap to disaster. A deeper dive into their cultural compatibilities might have shown red flags early on.
Here's how to leverage market research to hopefully avoid this kind of disaster:
• Make human capital and corporate culture assessments. Conduct employee surveys and interviews to gather insights into the corporate cultures of both companies.
• Identify synergies and gaps. Use focus groups to explore cultural similarities and differences, fostering open dialogue and understanding.
• Develop a cultural integration plan. Organize joint cultural workshops to create a detailed plan for integrating teams and aligning corporate values.
• Monitor and adjust your integration plan: Establish feedback mechanisms such as surveys and focus groups to continuously monitor your integration process and make necessary adjustments.
3. Foresight
Knowing the weather ahead can make or break your road trip. Before setting out, you don't only check the weather for the day you leave, but for every leg of your journey, adjusting your route to avoid potential storms and capitalize on clear skies.
Similarly, in the world of mergers and acquisitions, foresight is the ability to understand not only how a potential acquisition fits with your current operations but also how it will synergize and evolve within your industry's future landscape.
One illustrative example: Microsoft’s acquisition of LinkedIn was a game-changer and strategic masterstroke. They didn’t just see LinkedIn as a professional network; they recognized the platform’s potential as a pivotal element in the future of work. Beyond adding a new asset, it strategically positioned Microsoft at the forefront of professional networking, enhancing its existing suite of productivity tools in a digital-first professional environment.
Here are some methods to predict acquisition fit and avoid common pitfalls:
• Scenario planning. Anticipate performance under future conditions.
• SWOT analysis. Understand strengths, weaknesses, opportunities and threats.
• Technology assessment. Align with future tech trends.
• Market trend analysis. Position your company in the future market.
• Competitive analysis. Assess market positioning relative to competitors.
• PESTLE analysis. PESTLE stands for political, economic, sociological, technological, legal and environmental. This type of analysis can help you evaluate macro-environmental factors impacting operations.
By addressing these points, companies can leverage foresight in their M&A strategies, helping to ensure successful integration and long-term synergy.
How Research Can Lead To An M&A
A few years ago, a client of ours sought insights on a niche market they planned on expanding into. The research report we delivered not only provided them with a comprehensive analysis of key segments of the market but also highlighted underexploited synergies with a competitor.
Fast forward a couple of months, the two companies, initially competitive in nature, gradually shifted toward collaborative opportunities that capitalized on both their strengths while also covering for each other’s weaknesses. Eventually, this led to both parties realizing the mutual benefit of a merger, especially since they both aligned on their vision of the industry.
Closing Notes
Market research defines and then empowers a well-thought-out strategy. It helps dodge bullets, seize opportunities and make informed decisions. More specifically, it also helps you understand cultural insights, make better decisions, boost confidence, avoid risk, spot opportunities and integrate with others more smoothly.
In conclusion, just as you wouldn’t shop blindly for a significant investment, in business, you don’t dive into mergers and acquisitions without homework. Market research is that homework.
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Market Functioning in the Japanese Corporate Bond Market
June 17, 2024 Kaori Ochi *1 Mitsuhiro Osada *2
Full Text [PDF 648KB]
We construct a new composite index that comprehensively reflects the functioning of Japanese corporate bond markets, the Corporate Bond Market Functioning Index (CBMFI), by aggregating various price-, volume-, and trading environment-related measures of corporate bond market functioning in both primary and secondary markets, following Boyarchenko et al. [2022b]. The CBMFI shows the following. First, in the midst of the Global Financial Crisis from 2008 to 2009 and the period of global monetary tightening from 2022 to 2023, the index fell sharply as the functioning of bond markets deteriorated. The empirical results on the reasons for this decline suggest that, in addition to domestic factors, the tightening of foreign financial conditions had an impact by leading to a deterioration in investors' risk sentiment. Second, while the CBMFI has remained relatively stable in the period since 2013, sub-indexes for the primary and secondary markets show somewhat different developments. This partly reflects the fact that the large-scale monetary easing by the Bank of Japan, including outright purchases of corporate bonds, improved market functioning, especially in the primary market. Third, in terms of the link to the real economy, an improvement in the functioning of the corporate bond market has a positive effect on the real economy through an increase in business fixed investment. The empirical results suggest that the functioning of the primary market is especially important, as it directly affects firms' funding conditions. The CBMFI constructed in this paper proves to be a useful indicator for assessing the functioning of corporate bond markets in a comprehensive and timely manner as one of the transmission channels of monetary policy.
The authors thank Ichiro Fukunaga, Daisuke Ikeda, Sohei Kaihatsu, Kohei Maehashi, Yuji Maruo, Shinichiro Nagae, Teppei Nagano, Jouchi Nakajima, Seiichi Shimizu, Yoichi Ueno, and Kento Yoshizawa for their helpful comments on this paper. Any remaining errors are the authors' own. The views expressed in this paper are those of the authors and do not necessarily represent those of the Bank of Japan.
*1 Monetary Affairs Department, Bank of Japan E-mail : [email protected]
*2 Monetary Affairs Department, Bank of Japan E-mail : [email protected]
Papers in the Bank of Japan Working Paper Series are circulated to stimulate discussion and comment. Views expressed are those of the authors and do not necessarily reflect those of the Bank. If you have any comments or questions on the working paper series, please contact the authors. When making a copy or reproduction of the content for commercial purposes, please contact the Public Relations Department ([email protected]) at the Bank in advance to request permission. When making a copy or reproduction, the Bank of Japan Working Paper Series should explicitly be credited as the source.
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When Does Impact Investing Make the Biggest Impact?
More investors want to back businesses that contribute to social change, but are impact funds the only approach? Research by Shawn Cole, Leslie Jeng, Josh Lerner, Natalia Rigol, and Benjamin Roth challenges long-held assumptions about impact investing and reveals where such funds make the biggest difference.
23 Jan 2024
More Than Memes: NFTs Could Be the Next Gen Deed for a Digital World
Non-fungible tokens might seem like a fad approach to selling memes, but the concept could help companies open new markets and build communities. Scott Duke Kominers and Steve Kaczynski go beyond the NFT hype in their book, The Everything Token.
12 Sep 2023
How Can Financial Advisors Thrive in Shifting Markets? Diversify, Diversify, Diversify
Financial planners must find new ways to market to tech-savvy millennials and gen Z investors or risk irrelevancy. Research by Marco Di Maggio probes the generational challenges that advisory firms face as baby boomers retire. What will it take to compete in a fintech and crypto world?
17 Aug 2023
‘Not a Bunch of Weirdos’: Why Mainstream Investors Buy Crypto
Bitcoin might seem like the preferred tender of conspiracy theorists and criminals, but everyday investors are increasingly embracing crypto. A study of 59 million consumers by Marco Di Maggio and colleagues paints a shockingly ordinary picture of today's cryptocurrency buyer. What do they stand to gain?
17 Jul 2023
Money Isn’t Everything: The Dos and Don’ts of Motivating Employees
Dangling bonuses to checked-out employees might only be a Band-Aid solution. Brian Hall shares four research-based incentive strategies—and three perils to avoid—for leaders trying to engage the post-pandemic workforce.
20 Jun 2023
Elon Musk’s Twitter Takeover: Lessons in Strategic Change
In late October 2022, Elon Musk officially took Twitter private and became the company’s majority shareholder, finally ending a months-long acquisition saga. He appointed himself CEO and brought in his own team to clean house. Musk needed to take decisive steps to succeed against the major opposition to his leadership from both inside and outside the company. Twitter employees circulated an open letter protesting expected layoffs, advertising agencies advised their clients to pause spending on Twitter, and EU officials considered a broader Twitter ban. What short-term actions should Musk take to stabilize the situation, and how should he approach long-term strategy to turn around Twitter? Harvard Business School assistant professor Andy Wu and co-author Goran Calic, associate professor at McMaster University’s DeGroote School of Business, discuss Twitter as a microcosm for the future of media and information in their case, “Twitter Turnaround and Elon Musk.”
06 Jun 2023
The Opioid Crisis, CEO Pay, and Shareholder Activism
In 2020, AmerisourceBergen Corporation, a Fortune 50 company in the drug distribution industry, agreed to settle thousands of lawsuits filed nationwide against the company for its opioid distribution practices, which critics alleged had contributed to the opioid crisis in the US. The $6.6 billion global settlement caused a net loss larger than the cumulative net income earned during the tenure of the company’s CEO, which began in 2011. In addition, AmerisourceBergen’s legal and financial troubles were accompanied by shareholder demands aimed at driving corporate governance changes in companies in the opioid supply chain. Determined to hold the company’s leadership accountable, the shareholders launched a campaign in early 2021 to reject the pay packages of executives. Should the board reduce the executives’ pay, as of means of improving accountability? Or does punishing the AmerisourceBergen executives for paying the settlement ignore the larger issue of a business’s responsibility to society? Harvard Business School professor Suraj Srinivasan discusses executive compensation and shareholder activism in the context of the US opioid crisis in his case, “The Opioid Settlement and Controversy Over CEO Pay at AmerisourceBergen.”
16 May 2023
In Practice
After Silicon Valley Bank's Flameout, What's Next for Entrepreneurs?
Silicon Valley Bank's failure in the face of rising interest rates shook founders and funders across the country. Julia Austin, Jeffrey Bussgang, and Rembrand Koning share key insights for rattled entrepreneurs trying to make sense of the financing landscape.
27 Apr 2023
Equity Bank CEO James Mwangi: Transforming Lives with Access to Credit
James Mwangi, CEO of Equity Bank, has transformed lives and livelihoods throughout East and Central Africa by giving impoverished people access to banking accounts and micro loans. He’s been so successful that in 2020 Forbes coined the term “the Mwangi Model.” But can we really have both purpose and profit in a firm? Harvard Business School professor Caroline Elkins, who has spent decades studying Africa, explores how this model has become one that business leaders are seeking to replicate throughout the world in her case, “A Marshall Plan for Africa': James Mwangi and Equity Group Holdings.” As part of a new first-year MBA course at Harvard Business School, this case examines the central question: what is the social purpose of the firm?
25 Apr 2023
Using Design Thinking to Invent a Low-Cost Prosthesis for Land Mine Victims
Bhagwan Mahaveer Viklang Sahayata Samiti (BMVSS) is an Indian nonprofit famous for creating low-cost prosthetics, like the Jaipur Foot and the Stanford-Jaipur Knee. Known for its patient-centric culture and its focus on innovation, BMVSS has assisted more than one million people, including many land mine survivors. How can founder D.R. Mehta devise a strategy that will ensure the financial sustainability of BMVSS while sustaining its human impact well into the future? Harvard Business School Dean Srikant Datar discusses the importance of design thinking in ensuring a culture of innovation in his case, “BMVSS: Changing Lives, One Jaipur Limb at a Time.”
18 Apr 2023
What Happens When Banks Ditch Coal: The Impact Is 'More Than Anyone Thought'
Bank divestment policies that target coal reduced carbon dioxide emissions, says research by Boris Vallée and Daniel Green. Could the finance industry do even more to confront climate change?
The Best Person to Lead Your Company Doesn't Work There—Yet
Recruiting new executive talent to revive portfolio companies has helped private equity funds outperform major stock indexes, says research by Paul Gompers. Why don't more public companies go beyond their senior executives when looking for top leaders?
11 Apr 2023
A Rose by Any Other Name: Supply Chains and Carbon Emissions in the Flower Industry
Headquartered in Kitengela, Kenya, Sian Flowers exports roses to Europe. Because cut flowers have a limited shelf life and consumers want them to retain their appearance for as long as possible, Sian and its distributors used international air cargo to transport them to Amsterdam, where they were sold at auction and trucked to markets across Europe. But when the Covid-19 pandemic caused huge increases in shipping costs, Sian launched experiments to ship roses by ocean using refrigerated containers. The company reduced its costs and cut its carbon emissions, but is a flower that travels halfway around the world truly a “low-carbon rose”? Harvard Business School professors Willy Shih and Mike Toffel debate these questions and more in their case, “Sian Flowers: Fresher by Sea?”
Is Amazon a Retailer, a Tech Firm, or a Media Company? How AI Can Help Investors Decide
More companies are bringing seemingly unrelated businesses together in new ways, challenging traditional stock categories. MarcAntonio Awada and Suraj Srinivasan discuss how applying machine learning to regulatory data could reveal new opportunities for investors.
07 Apr 2023
When Celebrity ‘Crypto-Influencers’ Rake in Cash, Investors Lose Big
Kim Kardashian, Lindsay Lohan, and other entertainers have been accused of promoting crypto products on social media without disclosing conflicts. Research by Joseph Pacelli shows what can happen to eager investors who follow them.
31 Mar 2023
Can a ‘Basic Bundle’ of Health Insurance Cure Coverage Gaps and Spur Innovation?
One in 10 people in America lack health insurance, resulting in $40 billion of care that goes unpaid each year. Amitabh Chandra and colleagues say ensuring basic coverage for all residents, as other wealthy nations do, could address the most acute needs and unlock efficiency.
23 Mar 2023
As Climate Fears Mount, More Investors Turn to 'ESG' Funds Despite Few Rules
Regulations and ratings remain murky, but that's not deterring climate-conscious investors from paying more for funds with an ESG label. Research by Mark Egan and Malcolm Baker sizes up the premium these funds command. Is it time for more standards in impact investing?
14 Mar 2023
What Does the Failure of Silicon Valley Bank Say About the State of Finance?
Silicon Valley Bank wasn't ready for the Fed's interest rate hikes, but that's only part of the story. Victoria Ivashina and Erik Stafford probe the complex factors that led to the second-biggest bank failure ever.
13 Mar 2023
What Would It Take to Unlock Microfinance's Full Potential?
Microfinance has been seen as a vehicle for economic mobility in developing countries, but the results have been mixed. Research by Natalia Rigol and Ben Roth probes how different lending approaches might serve entrepreneurs better.
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CMA working paper outlines concerns about Microsoft’s competitive hold on UK cloud market
Microsoft has dismissed the idea its cloud licensing practices are affecting its two biggest competitors, but stakeholders claim the cma's latest working paper could signify a day of reckoning over its pricing strategy.
Caroline Donnelly, Datacentre Editor
The interim findings of the Competition and Markets Authority’s (CMA’s) investigation into Microsoft’s cloud software licensing strategy should be a significant cause for concern for the software giant, experts have warned.
However, Microsoft maintains its behaviour is having no impact on its nearest competitors, Amazon Web Services (AWS) and Google Cloud.
The UK competition watchdog published the latest in a series of working papers it is producing to give UK cloud market stakeholders an insight into how its anti-trust probe into the UK cloud infrastructure services market is progressing on Thursday 6 June .
The 102-page document is concerned with digging into concerns raised about Microsoft’s cloud licensing practices, which has seen the software giant previously accused of charging enterprises more for running its software in its competitors’ clouds.
Microsoft has also been similarly accused of charging customers more for opting to run software made by other IT providers in its Microsoft Azure public cloud.
Concerns about these practices have been raised in the past by Ofcom, whose own investigation into the UK’s cloud infrastructure services market prompted the communications regulator to refer the sector over to the CMA, and by overseas trade bodies.
Among the latter is the non-profit Cloud Infrastructure Providers in Europe (CISPE) trade body , which published research in June 2023 that claimed Microsoft’s licensing tactics means European enterprises and public sector organisations are still being forced to pay billions of pounds extra every year to run software they already own in Microsoft Azure.
And, as detailed in the working paper, the CMA has been on the receiving end of similar accusations about Microsoft’s conduct during the evidence-gathering stage of its investigation.
“The majority of the concerns raised in submissions we have received relate to Microsoft,” said the CMA, in its working paper. “There are indicators that Microsoft has significant market power in cloud services compared to other software providers. As such, the potential for Microsoft’s licensing practices to have an adverse effect on competition is greater than in the case for other cloud providers.”
Weakening competition
The CMA working paper said the Authority is “considering two related ways” that Microsoft’s actions might serve to weaken competition in the UK cloud infrastructure services market.
“The first is that the practice of making software licences more expensive when used with rival cloud infrastructure compared to Microsoft’s Azure service may serve to raise rivals’ costs of supplying cloud infrastructure services,” said the working paper.
“The second is that Microsoft’s licensing practices may have the effect of making a significant proportion of customer demand less contestable to rivals. Over the longer term this may weaken its rivals’ ability to acquire sufficient customers to benefit from scale advantages in supplying cloud infrastructure services, such as economies of scale, learning effects and/or network effects.”
In a statement to Computer Weekly, a Microsoft spokesperson hit back at these assertions, and pointed to the financial results of both AWS and Google as proof its cloud pricing strategy is having no impact on their ability to compete.
“Our licensing terms enable our customers and other cloud providers to run and offer Microsoft software on every cloud,” said the Microsoft statement.
“While the licensing terms for hyperscaler providers Amazon Web Services and Google Cloud are different, Microsoft’s software is available in their clouds as well, and as recent earnings reports demonstrate, both continue to compete effectively and grow cloud revenue rapidly.”
Even so, the CMA working paper said the evidence it has gathered to-date from users about how Microsoft’s pricing strategy effects their buying behaviours revealed a prevailing understanding that “most customers understand that using Microsoft software products is cheaper on Azure.”
Furthermore, its research showed that: “The cost or ease and/or ability to use licenses are selection factors for many customers we spoke to, and some particularly consider the ability to make use of their existing investment in licenses in the their choice of cloud provider.
“Existing skills and familiarity with the Microsoft ecosystem were also very important selection factors for many Azure customers we spoke to,” it said.
The CMA then went on to confirm that its “emerging view” on the issue, based on feedback from Microsoft customers, is that the firm’s licensing practices “may affect customers’ choice of cloud provider, at least for running Microsoft workloads, and possibly more widely”.
“Even for customers that would have chosen Azure due to their pre-existing use of Microsoft regardless of licensing terms, the licensing terms may still influence future decision-making and therefore potentially harm competition,” it said.
Suggested remedies
While the working paper is not intended to provide an indicator of the CMA’s final decision on this matter, the organisation confirmed that if evidence that Microsoft’s behaviour is having an adverse effect on competition, it has several proposed remedies it can take.
The first remedy would involve making Microsoft introduce non-discriminatory pricing on Microsoft software products regardless of which cloud infrastructure they are hosted on, while the second would see customers granted permission to transfer previously purchased Microsoft software products to the cloud infrastructure of their choice without incurring any additional costs.
The third proposed remedy would see Microsoft instructed to improve the price transparency about how the use of its software products when run on Azure compares with the cost of running them on other third-party clouds.
The fourth and final produced remedy is more technical in nature, the CMA acknowledged, but would require Microsoft to ensure there is no negative impact on the levels of functionality or customer experience for users that opt to run its software in its competitor’s cloud environments.
The CMA said it will now consult on the contents of the working paper, with market stakeholders encouraged to share their views with the Authority by 27 June 2024.
Since its publication, the paper’s contents has garnered some strong opinions from cloud market watchers, with trade body CISPE publishing a blog post in response that declared the publication of the CMA’s working paper as a “highly significant moment”.
“Although these are interim findings, they are highly relevant as they formally establish for the first time a link between dominance in adjacent software markets, and anti-competitive effects in the cloud [and] CISPE has long argued for customers to be free to take the software they own to run in the cloud of their choice,” the CISPE blog post stated. “As regulators around the world consider individual cases as well as wider market investigations, they should reference this detailed analysis from the CMA.”
Read more about the CMA investigation
The CMA finds that IT buyers do not see the anti-competitive impact that discounts can have on the UK cloud market, despite acknowledging that preferential pricing can dictate their choice of cloud provider.
With AWS and Microsoft both the focus of an antitrust probe by the UK competition watchdog, the government is being urged to reconsider the renewal of its preferential pricing deals with both firms until the investigation is concluded.
Nicky Stewart, former head of ICT at the UK Cabinet Office, told Computer Weekly that, while it remains to be seen if the CMA will conclude that Microsoft’s market power is harming competition in the UK, the evidence presented in the working paper suggests it is.
“Given the evidence – and customers’ reported difficulties in migrating away from Microsoft – notably the costs of recalibrating knowledge and skills – I would expect it to be a foregone conclusion that Microsoft’s software licensing practices are harming competition,” she said.
Meanwhile, Owen Sayers, an independent security architect and data protection specialist who works principally in the law enforcement portion of the public sector, echoed CISPE’s sentiments and told Computer Weekly Microsoft “should be very worried” by the CMA’s interim findings.
“The CMA is clearly signalling the licensing situation needs direct action and resolution,” he said. “Whatever resolution they select – and to be honest, they don’t seem to have that many levers to pull that will affect these global players – it will definitely be principally to the detriment of Microsoft.
“That does not mean it will automatically be good for the consumer, since Microsoft might well simply deharmonise its global terms and create special UK ones. If they did so, the UK is hardly in a position to push back, and our level of dependence on Microsoft means that really they have the upper hand.”
Read more on Platform-as-a-Service (PaaS)
CMA slammed for excluding public sector from UK cloud market antitrust user research
The CMA anti-trust investigation into AWS and Microsoft explained: Everything you need to know
CMA: AWS and Microsoft deny cloud discounts have anti-competitive effect on market
CMA to double spend with AWS while overseeing anti-trust probe into cloud giant
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Journal of Marketing Research (JMR) is a bimonthly, peer-reviewed journal that strives to publish the best manuscripts available that address research in marketing and marketing research practice.JMR is a scholarly and professional journal. It does not attempt to serve the generalist in marketing management, but it does strive to appeal to the professional in marketing research.
Academic Journals
Journal of Interactive Marketing aims to identify issues and frame ideas associated with the rapidly expanding field of interactive marketing, which includes both online and offline topics related to the analysis, targeting, and service of individual customers. We strive to publish leading-edge, high-quality, and original research that presents results, methodologies, theories, concepts ...
Journal of Marketing: Sage Journals
The Journal of Marketing (JM) develops and disseminates knowledge about real-world marketing questions relevant to scholars, educators, managers, consumers, policy makers and other societal stakeholders. It is the premier outlet for substantive research in marketing. Since its founding in 1936, JM has played a significant role in shaping the content and boundaries of the marketing discipline.
(PDF) Research in Marketing Strategy
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Social media in marketing research: Theoretical bases, methodological
For example, Lamberton and Stephen reviewed and synthesized 160 articles on digital, social media, and mobile marketing published during the period from 2000 to 2015, while Salo's review of 40 studies assessed the advances in social media marketing research in the industrial marketing field. Notwithstanding their usefulness, these reviews: (a ...
Journal of Marketing Research
Volume 61, Issue 1, February 2024. pp. 1-184. Browse all issues of Journal of Marketing Research.
Journal of Marketing Research
15477193. SUBJECTS. Business & Economics, Marketing & Advertising, Business. COLLECTIONS. Arts & Sciences VII Collection, Business & Economics Collection, Business II Collection, JSTOR Archival Journal & Primary Source Collection, JSTOR Essential Collection. JMR publishes articles representing the entire spectrum of research in marketing ...
Journal of Marketing Research
The Journal of Marketing Research ( JMR) is a bimonthly journal serving the scholarly and practitioner communities in the field of marketing. JMR is a broad-based journal that aims to publish the highest-quality articles in the discipline of marketing. Published articles must make a significant contribution to the marketing discipline, provide ...
Journal of Marketing Management
The Journal of Marketing Management (JMM) is the official Journal of the Academy of Marketing and is a double-blind peer-reviewed periodical with a global reputation for publishing path-breaking and original contributions. JMM is concerned with all aspects of marketing theory and practice. The intellectual remit of the Journal includes contributions that further our knowledge of marketing ...
Digital marketing: A framework, review and research agenda
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Research in marketing strategy
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International Journal of Research in Marketing
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Mapping research in marketing: trends, influential papers and agenda
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Setting the future of digital and social media marketing research
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Marketing Articles, Research, & Case Studies
Ferran Adrià, chef at legendary Barcelona-based restaurant elBulli, was facing two related decisions. First, he and his team must continue to develop new and different dishes for elBulli to guarantee a continuous stream of innovation, the cornerstone of the restaurant's success. But they also need to focus on growing the restaurant's business.
Full article: Analyzing survey data in marketing research: A guide for
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Journal of Marketing Research
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Journal of Marketing Call for Papers: Marketing Impact with Research
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Research Papers
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Market Research: A How-To Guide and Template
Download HubSpot's free, editable market research report template here. 1. Five Forces Analysis Template. Use Porter's Five Forces Model to understand an industry by analyzing five different criteria and how high the power, threat, or rivalry in each area is — here are the five criteria: Competitive rivalry.
Why Marketing Research Is Critical to Business Success
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The Strategic Role Of Market Research In Mergers And Acquisitions
Market research defines and then empowers a well-thought-out strategy. It helps dodge bullets, seize opportunities and make informed decisions. More specifically, it also helps you understand ...
Market Research and Insight: Past, Present and Future
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(Research Paper) Market Functioning in the Japanese Corporate Bond
June 17, 2024 Kaori Ochi *1 Mitsuhiro Osada *2. Full Text [PDF 648KB] Abstract. We construct a new composite index that comprehensively reflects the functioning of Japanese corporate bond markets, the Corporate Bond Market Functioning Index (CBMFI), by aggregating various price-, volume-, and trading environment-related measures of corporate bond market functioning in both primary and ...
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New research on finance from Harvard Business School faculty on issues and topics including corporate investment, governance, and accounting management. ... Financial planners must find new ways to market to tech-savvy millennials and gen Z investors or risk irrelevancy. Research by Marco Di Maggio probes the generational challenges that ...
research@BSPH
Systematic and rigorous inquiry allows us to discover the fundamental mechanisms and causes of disease and disparities. At our Office of Research (research@BSPH), we translate that knowledge to develop, evaluate, and disseminate treatment and prevention strategies and inform public health practice.Research along this entire spectrum represents a fundamental mission of the Johns Hopkins ...
Leveraging Opportunities and Managing Risks in Marketing Research
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CMA working paper outlines concerns about Microsoft's competitive hold
The CMA working paper said the Authority is "considering two related ways" that Microsoft's actions might serve to weaken competition in the UK cloud infrastructure services market.
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Journal of Marketing Research (JMR) is a bimonthly, peer-reviewed journal that strives to publish the best manuscripts available that address research in marketing and marketing research practice.JMR is a scholarly and professional journal. It does not attempt to serve the generalist in marketing management, but it does strive to appeal to the professional in marketing research.
Journal of Interactive Marketing aims to identify issues and frame ideas associated with the rapidly expanding field of interactive marketing, which includes both online and offline topics related to the analysis, targeting, and service of individual customers. We strive to publish leading-edge, high-quality, and original research that presents results, methodologies, theories, concepts ...
The Journal of Marketing (JM) develops and disseminates knowledge about real-world marketing questions relevant to scholars, educators, managers, consumers, policy makers and other societal stakeholders. It is the premier outlet for substantive research in marketing. Since its founding in 1936, JM has played a significant role in shaping the content and boundaries of the marketing discipline.
within the doma in of marketing stra tegy includin g: (1) how to. create orga nizational stru ctures that bett er enable developm ent. of marketing st rategies that he lp navigate and adap t to ...
Explore the latest full-text research PDFs, articles, conference papers, preprints and more on MARKETING RESEARCH. Find methods information, sources, references or conduct a literature review on ...
For example, Lamberton and Stephen reviewed and synthesized 160 articles on digital, social media, and mobile marketing published during the period from 2000 to 2015, while Salo's review of 40 studies assessed the advances in social media marketing research in the industrial marketing field. Notwithstanding their usefulness, these reviews: (a ...
Volume 61, Issue 1, February 2024. pp. 1-184. Browse all issues of Journal of Marketing Research.
15477193. SUBJECTS. Business & Economics, Marketing & Advertising, Business. COLLECTIONS. Arts & Sciences VII Collection, Business & Economics Collection, Business II Collection, JSTOR Archival Journal & Primary Source Collection, JSTOR Essential Collection. JMR publishes articles representing the entire spectrum of research in marketing ...
The Journal of Marketing Research ( JMR) is a bimonthly journal serving the scholarly and practitioner communities in the field of marketing. JMR is a broad-based journal that aims to publish the highest-quality articles in the discipline of marketing. Published articles must make a significant contribution to the marketing discipline, provide ...
The Journal of Marketing Management (JMM) is the official Journal of the Academy of Marketing and is a double-blind peer-reviewed periodical with a global reputation for publishing path-breaking and original contributions. JMM is concerned with all aspects of marketing theory and practice. The intellectual remit of the Journal includes contributions that further our knowledge of marketing ...
Marketing research (Box 4 in Fig. 1) focuses on the acquisition and processing of information generated as a result of the use of digital technologies to understand the specific elements of the environment, actions and outcomes that inform the marketing strategies of the firm. Examples include researching the browsing behavior of customers at ...
While not by a large margin, research on marketing strategy (as delineated in Fig. 1) comprises the smallest number (less than 6% of all published papers) of the different types of strategic marketing papers coded in our review across the six journals we examine (vs. Tactics, Internal/External Environment, Inputs, and Outputs). However, we also ...
Official Journal of the European Marketing AcademyThe International Journal of Research in Marketing is an international, double-blind peer-reviewed journal for marketing academics and practitioners.IJRM aims to contribute to the marketing discipline by providing high-quality, original research that advances marketing knowledge and techniques. As marketers increasingly draw on diverse and ...
This study aims to map the conceptual structure and evolution of the recent scientific literature published in marketing journals to identify the areas of interest and potential future research directions.,The 100 most influential marketing academic papers published between 2018 and 2022 were identified and scrutinized through a bibliometric ...
This section synthesizes the existing literature focusing on digital and social media marketing and discusses each theme listed in Table 1 from a review of the extant literature. Studies included in this section were identified using the Scopus database by using the following combination of keywords "Social media", "digital marketing" and "social media marketing".
Ferran Adrià, chef at legendary Barcelona-based restaurant elBulli, was facing two related decisions. First, he and his team must continue to develop new and different dishes for elBulli to guarantee a continuous stream of innovation, the cornerstone of the restaurant's success. But they also need to focus on growing the restaurant's business.
Consistent with the themes of the Journal of Strategic Marketing, the focus of this paper surrounds utilizing survey data to evaluate different marketing strategies. However, these factors are transferrable to other areas of the wider marketing field (and the broader social sciences) to assist authors researching various topics using surveys ...
The Role of Heritage Connection in Consumer Valuation. Katherine L. Christensen. Suzanne B. Shu. Preview abstract. Restricted access Research article First published September 20, 2023 pp. 571-586. xml GET ACCESS. Table of contents for Journal of Marketing Research, 61, 3, Jun 01, 2024.
This special issue of Journal of Marketing, titled "Marketing Impact with Research-Driven Apps," emphasizes the integration of research-driven apps into academic articles to enhance understanding, consumption, adoption, and ongoing usage of research findings. Pradeep Chintagunta, Rajdeep Grewal, Detelina Marinova, Rik Pieters, and Shrihari ...
Research Papers | Publications. Yi Liu, Pinar Yildirim, Z. John Zhang (2024), Consumer Preferences and Firm Technology Choice, IJRM. Abstract. Khaled Boughanmi, Raghuram Iyengar, Young-Hoon Park (Under Review), The Impact of Experiential Store on Customer Purchases. Abstract.
Download HubSpot's free, editable market research report template here. 1. Five Forces Analysis Template. Use Porter's Five Forces Model to understand an industry by analyzing five different criteria and how high the power, threat, or rivalry in each area is — here are the five criteria: Competitive rivalry.
Marketing research is a critical part of strategic planning. It helps business leaders make informed decisions that minimize risks, maximize returns, and ensure that resources are allocated efficiently. Marketing isn't static, especially in a crowded and competitive business landscape. Businesses must engage in market research activities ...
McKinsey conducted research into the attributes and behaviors behind superior innovation performance, which were validated in action at hundreds of companies. This research yielded eight critical elements for organizations to master: Aspire: Do you regard innovation-led growth as critical, and have you put in place cascaded targets that reflect ...
Market research defines and then empowers a well-thought-out strategy. It helps dodge bullets, seize opportunities and make informed decisions. More specifically, it also helps you understand ...
Here, we briefly provide a background to the origins and development of market research before introducing the papers that comprise this special issue. Origins and Development of Market Research. Market research and insight has its origins in the social sciences and has undergone various stages of evolution and growth. In the 1840s, early ...
June 17, 2024 Kaori Ochi *1 Mitsuhiro Osada *2. Full Text [PDF 648KB] Abstract. We construct a new composite index that comprehensively reflects the functioning of Japanese corporate bond markets, the Corporate Bond Market Functioning Index (CBMFI), by aggregating various price-, volume-, and trading environment-related measures of corporate bond market functioning in both primary and ...
New research on finance from Harvard Business School faculty on issues and topics including corporate investment, governance, and accounting management. ... Financial planners must find new ways to market to tech-savvy millennials and gen Z investors or risk irrelevancy. Research by Marco Di Maggio probes the generational challenges that ...
Systematic and rigorous inquiry allows us to discover the fundamental mechanisms and causes of disease and disparities. At our Office of Research (research@BSPH), we translate that knowledge to develop, evaluate, and disseminate treatment and prevention strategies and inform public health practice.Research along this entire spectrum represents a fundamental mission of the Johns Hopkins ...
Arguably, marketing, as a field, and the Journal of Marketing Research (JMR), as a journal, are well positioned to leverage these opportunities and manage these risks.As an applied discipline, marketing is grounded in substantive problems, which often makes it possible to observe phenomena and obtain data from real marketplace interactions.
The CMA working paper said the Authority is "considering two related ways" that Microsoft's actions might serve to weaken competition in the UK cloud infrastructure services market.