مقاله ترجمه شده مدیریت با عنوان پشت پرده مشکلات بازاریابی در فرمت ورد و شامل ترجمه متن زیر می باشد:
BEHIND MARKETING'S WOES:
Marketing
is ripe for a revolution because its failures are so apparent.
"Everybody--stockholders, directors, CEOs, customers, the government--is
angry because marketing, which should be driving business, doesn't
work" write marketing executives Kevin Clancy and Robert Shulman. One of
the most important reasons for this breakdown is that research is not
working because of flaws in its basic premises.
Even
academics, the primary source of research theory, see major flaws in
mainstream research methods. Multivariate statistics that describe
personality traits can account for no more than 7 percent of purchasing
behavior, according to a paper published by William Massy, Ronald Frank,
and Thomas Lodahl of Stanford, the University of Pennsylvania, and
Cornell, respectively.Consumer research's problems originate in
psychology, a field that has long struggled to define human behavior
with the same precision physicists use to describe the movement of
bodies from atoms to stars. But human behavior is too unpredictable to
describe with such precision, because it depends on an almost infinite
number of relationships. An increasingly desperate search for
cause-and-effect explanations leads many psychologists to "retreat to
abstract ideas that ignore contexts completely," writes Harvard
psychologist Jerome Kagan. Consumer research reflects similar
tendencies.
Kagan
is bothered by psychology's excessive dependence on behavioral models
that conform better to statistical theory than to behavioral realities.
Models of consumer behavior tend to extract their subjects from the
complex, often unpredictable, but completely natural contexts in which
people live and make purchasing decisions. The result is often an
interesting manipulation of a hypothetical situation that leads to a
marketing failure.
One
of the most famous marketing busts was the reformulation of Coca-Cola.
Extensive consumer research predicted success for "New Coke" because
people said it tasted better. But the research failed to disclose that
people also saw "Old Coke" as an important cultural icon, that would
lose value by changing the original recipe. This subtle value proved to
be far more influential than taste in determining consumer response.
Kodak's
"Advanta" camera was an even costlier bust. Its research failed to warn
executives of Advanta's biggest challenge: persuading a marketplace
dominated by middle-aged baby boomers to buy what was proudly touted as a
high-tech product. In mid-life, the bells and whistles of new
technology generally begin to lose their appeal. Simplicity begins to
edge out complexity in consumers' preferences.
Mainstream
consumer research generally fails to take into account developmental
changes in values and world views that happen across a person's life
span. Research also tends to ignore the major changes in cognition, or
how the mind processes information, that happen with age. The subliminal
origins of these changes prevent consumers from adequately reporting
them to researchers, but the changes are decisive in marketplace
behavior.
Another
assumption that leads consumer research astray is borrowed from classic
economics. Researchers assume that people make buying decisions to
satisfy their self-interest, and that they use reason to determine which
product best serves that end. Brain researchers see reason playing a
much weaker role in personal decisions, however. In their book Marketing
Revolution, Clancy and Shulman state the problem this way: "Because
consumers don't choose rationally, any research that forces rational
answers has to be flawed."