Everyone makes decisions, some simple, others complex. In business-to-business (B2B) marketing environments, decision-making becomes even more complicated. The decision-makers require an adequate set of facts to support their decision-making. In order to provide the necessary decision-support, B2B organisations invest huge amounts of money in information systems such as enterprise resources planning applications, customer relationship management software, and other types of databases. These systems store, analyse, manipulate and/or integrate internal data and perhaps force-feed it to the decision-makers; what we call a foie-gras approach. On the other hand, organisations may allow the decision-makers to search for the desired facts or decision-support by themselves; what we refer to as anarchic resources utilisation. Alternatively, the decision-makers may utilise resources with a combination of the two approaches. Previous studies have shown that many factors may influence the resources utilisation; however, not many studies have been conducted in the B2B context. This research, therefore, aims to provide a better understanding of how decision-makers utilise the available resources by firstly identifying B2B factors affecting the resources utilisation, and then explaining how these factors influence them. Results from in-depth interviews with the marketing decision-makers from three case studies show that the value of customers, supplier-customer relationships, and the nature of demand are the most influential B2B factors affecting the resources utilisation of the decision-makers. Other factors such as experience, nature of decisions, and management style are also found to have considerable impact on the approach the decision-makers adopt. In order to provide adequate decision-support, the providers may need to consider these factors and understand their effects on the decision-makers in the organisation, and design or choose the right information system(s); this should then result in better quality decisions.

隨著個人化行銷時代的來臨，企業在從事行銷活動時常需要倚靠資訊系統的幫助， 並透過蒐集、過濾、分析與組織等步驟，以獲得有關行銷決策的資訊，而促成這一系列 活動的資訊系統就是行銷資訊系統。 針對行銷資訊系統的使用現況，國外有學者做過不同時期的比較報告，反觀國內對 於行銷資訊系統的探討，則僅於系統架構的提出與建置，而在使用情形方面則付之厥如 。因此，本研究首先以台灣600大製造業、300大服務業及60大金融業為對象，根據使用 時間、行銷決策模式、資訊內容與資訊來源等四個構面為基準，來瞭解台灣企業的行銷 資訊系統之使用概況。 接著探討使用者在以輸出資訊、決策過程品質、系統彈性與工作績效等四項組成的 態度構面的差異，是否會對四種使用現況有不同的影響。結果顯示，決策過程品質和工 作績效兩項態度構面與使用時間、行銷決策模式及資訊來源等現況有顯著地正相關，且 將使用者分為高度滿意群與低度滿意群兩組時，高度滿意群在使用時間、行銷決策模式 使用與資訊來源種類的平均分數皆比低度滿意群高。此意味著，對行銷資訊系統的滿意度愈高，在時間、行銷決策模式與資訊來源的使用上愈多；這也証明了不同的態度使用 者確實會影響行銷資訊系統的使用現況。 最後，本研究以工作自主化、規範監控程度、工作程序化、權限層級與決策參與程 度等五項組織因素；及包含電腦課程訓練、年齡、教育程度與行銷工作經驗等四項的使 用者因素為中介變數，探討是否會影響態度與使用現況間的關係。 在組織因素方面，由統計分析的結果得知，沒有任何一項的組織因素被証實具有中 介變數的性質，但是在中介主效果部份，則有規範監控程度、工作程序化與權限層級對 使用時間、行銷決策模式、資訊內容與資訊來源等的整體現況或是個別現況有顯著的影響。 在使用者因素方面，証實年齡與行銷工作經驗分別為態度群組與行銷決策模式和態 度群組與使用時間的中介變數，並且除了特殊情況外，高度滿意者在行銷決策模式與時 間的使用都比低度滿意者為高。而在中介主效果部份，年齡、教育程度與行銷工作經驗 則分別對個別現況之顧客特性分析模式、公司內部會計系統與內部財務資料等項目產生 明顯的差異性。 / The relation of impact of user attitude on system usage is proved,and it may be positive or negative influence. Equally, if the marketinginformation system-a system is to help marketing managers make a more optimal decision,has a alike result ,it will be reaearched in the thesis. In the study, first we will see the status which large enterprises in Taiwan use marketing information systems(MKIS) by four criteria.Second, inadvance study what MKIS's status items will be influenced by user attitude.Even-tually,find user attitude really influences the MKIS status positivelly and supp-ose the back cautions of every one. Last, the study includes user's factors(i.e.,age,degree of education,etc.)and organization's factors(i.e.,job codification, job specificity,etc.) to prob whether these items will moderate the relation between user attitude and thestatus of MKIS. In result, the age and experience of marketing task both are the moderator between user attitude and MkIS usage.

<p>Aim: The aim of this thesis has been to try to answer the question of how an IT based marketing information system support the formation of business and product related strategies and when and how such a system should be integrated in a company</p><p>Method: Analytical meta-study of published literature condensed through a SWOT analysis and combined with a qualitative evaluation of questionnaires directed to companies with experience of developing and implementing marketing information systems.</p><p>Result & Conclusion: Company size and market volatility decides the time of implementation of a marketing information system. Implementation should be initiated top-down in order to secure full organisational inertia. The approach should be holistic and tailor-made for each specific organisation. Users should fully integrated in development and implementation.</p><p>Suggestions for future research: Supplementary work could be carried out in trying to quantify how a marketing information system affect the new product time to market and the strategic mismatch to real market development, hence the efficiency of such a system. Another question of interest is the organisational inbound resistance to change, how this resistance affect the implementation of a marketing information system and how to overcome the boundaries it poses.</p><p>Contribution of the thesis:This thesis contributes with a general framework that sustains the implementation of a marketing information system. It answers the initial questions that a manager has, standing before the possible implementation of such a tool.</p>

Aim: The aim of this thesis has been to try to answer the question of how an IT based marketing information system support the formation of business and product related strategies and when and how such a system should be integrated in a company Method: Analytical meta-study of published literature condensed through a SWOT analysis and combined with a qualitative evaluation of questionnaires directed to companies with experience of developing and implementing marketing information systems. Result &amp; Conclusion: Company size and market volatility decides the time of implementation of a marketing information system. Implementation should be initiated top-down in order to secure full organisational inertia. The approach should be holistic and tailor-made for each specific organisation. Users should fully integrated in development and implementation. Suggestions for future research: Supplementary work could be carried out in trying to quantify how a marketing information system affect the new product time to market and the strategic mismatch to real market development, hence the efficiency of such a system. Another question of interest is the organisational inbound resistance to change, how this resistance affect the implementation of a marketing information system and how to overcome the boundaries it poses. Contribution of the thesis:This thesis contributes with a general framework that sustains the implementation of a marketing information system. It answers the initial questions that a manager has, standing before the possible implementation of such a tool.