Marketing Information Management of Cooperative Network Retail

PMKT – Brazilian Journal of Marketing, Opinion, and Media Research

ISSN: 1983-9456 (Print)

ISSN: 2317-0123 (Online)

Editor: Fauze Najib Mattar

Valuation system: Triple Blind Review

Languages: Portuguese and English

Publication: ABEP – Associação Brasileira de Empresas de Pesquisa

Marketing Information Management of Cooperative Network Retail Construction Materials

from Paraná: a Multicase Study

Gestão da Informação de Marketing em Redes de Cooperação do Varejo de Materiais de

Construção do Paraná: um Estudo de Multicasos

Submission: 7 fev. 2013 - Approval: 15 set. 2013

Sandro Deretti

Doctoral Student in Business Administration - Pontificia Universidade Católica - PUC-PR. M.Sc of

Management, Science and Information Technology. Specialized in Marketing and Degree in

Business Administration - Federal University of Paraná - UFPR. Professor at the State University of

Paraná - UNESPAR/FAFIPAR-Paranaguá.

E-mail: [email protected].

Address: Rua Valdir Muller, 1320 - Caiobá - 83.260-000 - Matinhos/PR - Brasil.

Mirian Palmeira

Doctor and M.Sc of Business Administration from Fundação Getúlio Vargas - FGV-SP. Specialized

in Marketing - FAE. Specialized in Small Business - London Business School. Degree in

BusinessAdministration - Federal University of Paraná - UFPR. Professor at the Federal University

of Paraná - UFPR.

E-mail: [email protected].

Marketing Information Management of Cooperative Network Retail Construction Materials from Paraná: a Multicase Study

Sandro Deretti / Mirian Palmeira

PMKT – Brazilian Journal of Marketing, Opinion, and Media Research (ISSN 1983-9456 Print and ISSN 2317-0123 Online), São Paulo, Brasil, V.

13, pp. 123-147, October, 2013 – www.revistapmkt.com.br 124

ABSTRACT

This article describes how does marketing information management from retailers of construction

materials. We conducted a study of multicases, with on-line questionnaire answered by 15 members

and retailers and by the Manager of each of the four networks formally constituted and operating in

this segment in the State of Paraná, Brazil. The results show the high importance attached by the

managers of networks in relation to procedures for the management of marketing information from

these organizations. However, the use of specific practices for this purpose reveals operational

limitations in steps of determination of needs, acquisition, dissemination and use of marketing

information. Are also pointed some differences between the networks managers opinions and

perceptions of the storekeepers in respect of various activities of specific marketing information

management. Concludes that the marketing information management on networks observed is

targeting basically for promotion and dissemination actions.

KEYWORDS:

Information management, marketing, cooperative network.

RESUMO

Este artigo descreve como ocorre a gestão da informação de marketing das redes varejistas de

materiais de construção. Foi realizado um estudo de multicasos, com questionário respondido on-

line por 15 lojistas associados e pelo gestor de cada uma das quatro redes formalmente constituídas

e atuantes nesse segmento no Estado do Paraná, Brasil. Os resultados apontam a elevada

importância atribuída pelos gestores das redes em relação aos procedimentos de gestão da

informação de marketing dessas organizações. No entanto, a utilização de práticas específicas com

este propósito, revela limitações operacionais nas etapas de determinação das necessidades,

obtenção, disseminação e uso de informações de marketing. Também são apontadas divergências

entre as opiniões dos gestores das redes e as percepções dos lojistas em relação às diversas

atividades de gestão da informação específicas de marketing. Conclui que a gestão da informação

de marketing nas redes observadas está voltada basicamente para ações de promoção e divulgação

de ofertas.

PALAVRAS-CHAVE:

Gestão da informação, marketing, redes de cooperação.





1. INTRODUCTION

The globalized economy requires fundamental changes in the strategic process of the companies

providing opportunities and threats in all segments and requiring competitive products and services.

McGee and Prusak (1994) state that any action you take in an organization requires the analysis of

information and, in some circumstances, in various forms and from a variety of sources. Thus, the

challenge associated with collecting information is potentially relevant stuff and put it available for

analysis and interpretation. In this sense, the authors say, “the information also needs to be treated

as seriously as any other strategic resource is treated” (MCGEE; PRUSAKK, 1994:51).

In the competitive scenery, the marketing function within the company assumes greater importance

in the development of competitive advantages and reducing uncertainties. In this perspective, the

marketing management is faced with the need to collect information and knowledge to understand

the fluctuations of different variables present in social environments, cultural, demographic,

competitive and technological, among others, to seek better relationship with their customers and

contribute to the success of the organization. In this changing environment, some organizations seek

to act in a cooperative way to face problems related to costs, marketing and staff training, among

others.

To Balestrin and Verschoore (2008), co-operation allows the search for technologies and reduction

of transaction costs related to the process of innovation, increased economic efficiency and,

consequently, improving the levels of competitiveness. Within marketing, the network approach to

business cooperation allows the range of actions, previously inaccessible, especially for micro and

small businesses, especially; suffer from the difficulty of obtaining resources (PEREIRA, 2004).

The State of Paraná has four cooperative networks retailers of building materials totaling 145

storekeeper associates working in several cities. These organizations also need to optimize the flow

of information and manage them properly to achieve the common goals of its members.

Organizations focused on marketing should manage information observing various procedures such

as procurement, evaluation, classification, storage and dissemination of that information that is

relevant to put it in a better competitive position.

As the marketing information management in these networks a continuous process, the aim of this

paper is to describe how the information management marketing cooperation networks of retail

building materials is operating in the state of Paraná.

The relevance of this study is to understand the degree of importance and use of specific procedures

of the stages of information management applied in marketing from the experience of managers.

Furthermore, from the management of marketing information , are also investigated marketing

results in terms of performance of activities aimed at the satisfaction of customers, choosing the

appropriate product mix, pricing with best result , brand promotion/name of the network, improving

the physical structure of the stores and meeting the expectations of the owners/ shareholders.

2. THEORETICAL-EMPIRICAL BACKGROUNDING

This section presents the issues related to this work, to establish the necessary theoretical

background to support the research and discussion of the results.





2.1 INFORMATION MANAGEMENT

The complexity and dynamism of the competitive environment mean that organizations depend on

effective tools for information management to reduce the uncertainty of decision making. To

Barreto (2006:9): The information is qualified as an instrument modifier of man's consciousness. When properly assimilated, produces knowledge and modifies the mental stock of knowledge of the individual.

Along the same line, McGee and Prusak (1994) argue that in the new competitive order post-

industrial, information is in an organizational resource that requires management to help

organizations improve their competitive performance.

To Alvarenga Neto (2005) the management of information is related to decision making,

innovation, management processes and the acquisition and distribution of information in the post-

industrial society.

According to Bergeron (1996), the information management in organizations can be understood

from two perspectives: that of information technology and the integrative perspective.

Alvarenga Neto (2005) notes that, from the perspective of information technology, there is a

predominance of studies on Management of Information Resources - GRI. In these studies the

management of information is often equated with information technology or simply to technology.

At this point, information is produced and processed on computers internally as the sole provider of

organizational information, covering the activities of planning data, capacity and application , the

planning and development of information systems , project management; acquisition of hardware

and software, system-technology integration and data management.

The integrative approach highlights the GRI as “a path converging to informational problems” and

this widespread view eminently in information studies. Thus, GRI assumes managerial character

having as objectives: Integrating and harmonizing the sources, services and corporate information systems and create a synergy

between internal and external sources of organizational information and in the context of information

needs. (ALVARENGA NETO, 2005:64).

Barreto’s words (2006:13), the evolutionary process of the GRI notes that the “condition of

information began to prioritize the generation of knowledge in the individual from the information.”

In the organizational context , GRI triggers awareness of the need for information management as

part of corporate strategy, evolving into a broader concept of Information Management, as will be

described in the following section .

2.2 STEPS OF INFORMATION MANAGEMENT

The search for an optimal model, which describes the steps necessary for the effective management

of information, is a complex task. The specifics of each organization and the environment that

surrounds it, lead to different processes, steps or constituent dimensions of a model.





To Tarapanoff (2006) information management should be conducted in a cyclical manner and

procedure, in order to provide the conditions necessary for decision makers. The idea of process is

also observed in models that dominate the literature on the management of information (McGEE;

PRUSAK, 1994; DAVENPORT, PRUSAK, 1998; CHOO, 2006).

Davenport and Prusak (1998) argue that information management is characterized as a structured

set of activities that include how companies obtain, distribute, and use information.

Figure 1 shows the steps involved in information management from the perspective of Davenport

and Prusak (1998)

Source: DAVENPORT, PRUSAK (1998:175).

FIGURE 1

Stages of information management.

In explanations of Davenport and Prusak (1998), the information management includes four steps:

Determination of information needs.

Obtaining information.

Dissemination of information.

Use of information;

The first step, determination of information needs involves the rationalization of information users

regarding their needs. To reduce the common difficulties in this process, Davenport and Prusak

(1998) point out that information analyst play a key role in this step because managers must follow

to understand the administrative tasks that arise in determining the informational requirements.

Furthermore, Based on these observations, they know the information structured and unstructured, the formal and the

informal, non-computerized and computerized (DAVENPOR, PRUSAK, 1998:178).

The second step, obtaining information, according to Davenport and Prusak (1998), is a continuous

activity, in which it held an initial exploration of its content to determine the suitability of the

demands.

Further, the information is classified and formatted your content get the meaning required before its

dissemination.

Davenport and Prusak (1998 ) state that the third step , dissemination of information is affected by

the informational structure and politics of the organization , in addition to suffering the influence of

investments in technology.

DisseminaçãoObtenção

Determinação

das

necessidades

UtilizaçãoDisseminaçãoObtenção

Determinação

das

necessidades

Utilização





Involves a distribution strategy adoption to employ, in other words, if the information is disclosed

to users, searched for them or a combination of these two possibilities.

Dissemination involves deciding what information should be distributed and your recipient as well

as the choice of appropriate means, which may be in electronic or paper. Already the information

sought by users, assumes that These people are better able to assess what they want and that information is distributed more efficiently

when it is really needed (DAVENPORT, PRUSAK, 1998:190).

For Davenport and Prusak (1998), information workers claim that the distribution by computer is

more convenient since, once stored, data can move in faster networks.

Regarding the fourth stage , use of information, Davenport and Prusak (1998) state that their

realization is of a strictly personal nature , since the way a person looks, understands and uses the

information depends on the individual conceptions of its user. Making process, the manager lists the

information available to their own experiences and knowledge accumulated over their experience to

choose the way forward.

The use of information models implies the recognition that much of the information that impacts an

organization is “subtle hints”, meaning a potential and not necessarily a “prescription for action”

(CHOO, 2006:403).

The efficient use of information suggests adaptive behavior, in that decisions must be guided by

organizational objectives as well as the reactions in the face of environmental changes.

According to Amaral (2007), the information management is essential for marketing activities,

which should continuously monitor the environment (internal and external) to create meanings that

add value to products and services, through the knowledge generated from this monitoring. Thus, in

the sequence, is presenting the necessary interrelationships between marketing and information

management.

2.3 MARKETING INFORMATION MANAGEMENT

According to their functional limitations, proficiency in marketing management in an organization

requires a constant interaction with the external organizational environment to search for

information.

This notion of interaction has also become a recurring discourse between academics and

organizational managers to improve the competitive performance of companies. The concept of

market orientation is increasingly widespread and seen as very important strategy to assist in the

process of building durable competitive advantages (NARVER, SLATER, 1990; DESPHANDÉ;

FARLEY; WEBSTER, 1993; KOHLI, JAWORSKI; KUMAR, 1993; DAY, 1990).

In Brazil, according to Toaldo (1997), like many other countries have been developed various

studies to identify the relationship between the market orientation and business performance,

showing that this is a useful research stream, each of which evaluates the degree of market

orientation and the factors that facilitate its implementation, and the evaluation of their impact on

the performance of organizations.





The propositions of Kohli and Jaworski (1990) argue that market-oriented firms have three essential

characteristics:

Ability to generate market information.

Effectiveness and efficiency in the dissemination of such information by the organization.

Internal conditions to plan and implement responses aligned with the information generated and

disseminated to raise the degree of organizational competitiveness.

Following in his propositions, Kohli and Jaworski (1990) note that one or more departments must

work together to generate broad understanding of the behavior of their customers, which also

includes environmental factors as stakeholders in this behavior.

The dissemination of this knowledge generated objective participation across the company to

implement appropriate responses to the needs of customers by undertaking effective actions against

the knowledge generated and disseminated.

As observed and Henrique Barbosa (2009) , these ideas require investments in computer systems to

store data on sales performance, databases on consumers, data warehouses, data mining and market

intelligence systems.

The effective use of data and marketing information includes some difficulties. Turban et al. (2010)

argue that technological advances offer organizations large amount of information, but irrelevant or

of low quality, which can compromise your entire marketing effort.

At other times, organizations have large amount of relevant information and good quality, but

marketing executives may not realize the importance of its use and make decisions based solely on

their intuitions and experiences. Intuition and experience are important in the process of marketing

planning and, when associated with an adequate dose of relevant information, will provide positive

results (TURBAN et al., 2010).

Mattar (1996) points out that there are also companies that have large amount of relevant

information and quality , but are used in the wrong way in decision making in marketing , either by

ignorance of how users triage appropriate information, either because they difficulties in

interpreting them correctly, causing impairment of efficiency of marketing planning as a whole.

Moreover, Razzolini Filho et al. (2009) note that the information management provides satisfactory

results when the technologies for information processing are integrated with the business objectives

and the organizations strategic planning.

Once the information manager is a decision maker, the information becomes an indispensable

resource, thus requiring the existence of an information system that can generate a flow of updated

information.

The increased availability of information about the internal and external environment helps those

who take decisions in the planning, implementation and control of applicability of the information

for decision making.

For those organizations devoted to marketing, should be a clear need to gather information

coordinated, systematic and constant, with a clear process for managing information.





To Mattar (2009), the most appropriate way to provide users information marketing business is

through the structuring of a Marketing Information System - SIM, whose primary goal is to help

you best decisions are made by marketing managers, reducing uncertainty.

Kotler and Keller (2006:71) emphasize that the SIM is a mechanism

Consists of people, equipment and procedures dedicated to collect, sort, analyze, evaluate and distribute

the necessary information accurately and timely for those who make the marketing decisions.

Its development occurs from internal company records, intelligence activities of marketing and

marketing research.

2.4 COOPERATION NETWORKS IN RETAIL BUILDING MATERIALS

Given the changes in the way we produce, distribute and manage new relationships arise between

companies, firms and workers and enterprises and institutions. From this new scenario, cooperative

relations are intensified to reduce the difficulties that “translate as transaction costs for business,

which is, costs beyond the cost of production “(OLAVE; AMATO NETO, 2001:290).

Malafaia, Maciel and Camargo (2006) mentioned that the cooperation networks arise due to the

crisis of the traditional models of vertical, demanding action lean and flexible to adapt quickly to

market conditions.

Balestrin and Verschoore (2008) noted that the horizontal networks being characterized by: Comprised of companies that keep each their independence, but who choose to coordinate specific

activity jointly, with the following objectives: creation of new markets, support costs and risks in research

and new product development, information management and technologies, definition of quality brands,

defense of interests, marketing activities, among others. These networks are formed under the scope of

the cooperation of its members, who choose to formalize flexible to better adapt the nature of their

relationships. (BALESTRIN; VERSCHORE, 2008:208).

Within marketing, the network approach to business cooperation allows the range of actions,

previously inaccessible, especially for micro and small businesses, especially; suffer from the

difficulty of obtaining resources (PEREIRA, 2004).

The retail environment is a setting conducive to networking cooperation. Retail brings together

more than 1.5 million companies that together employ about 10 million people, some R$ 1.5 trillion

(IBGE, 2008) and market products and services directly to consumers.

Moreover, the relevance of studying retail and its activities is justified because they represent a

manifestation of the marketing concept at the exact moment that occurs to deliver goods and

services to consumers (LAS CASAS, 2010).

To Martignano, Alperstedt and Fiates (2005) retail building materials in the Brazilian context has

undergone major changes from the 1990s, with the intense competition for the best competitive

positions among international groups such as Castorama and Leroy Merlin.





This scenario also provides new store formats, such as home centers which enhance the self-service.

Furthermore, the increased supply of imported products due to the openness of the economy

expands the product mix and requires adjustments to the distribution channels.

Following the example of other segments, to adjust to the challenging environment, micro, small

and medium entrepreneurs in the retail building materials replace the paradigm of individual

competition to act collectively.

A study by Pereira (2004 ) on the marketing networks of cooperation, particularly in a network of

building materials created in 2000 in Rio Grande do Sul, initially constituted with 11 stores, makes

many marketing activities performed together .

The study reveals that acting cooperatively improved internal and external communication and

improved marketing management through the collection, processing and dissemination of

information among the associate members. Thus, the network faces more appropriately strong

competition in the industry, solidifies his image and increases customer satisfaction.

Currently there are four cooperation networks that compete in the retail of construction materials in

the State of Paraná. These networks are distributed in different cities and have between 19 and 56

stores attached, featuring a scenario conducive to research the management of marketing

information.

3. METHODOLOGY

This research is characterized as a multiple case study is to observe and process information

management contemplating the theoretical model of Davenport and Prusak (1998), described in

section 2.2, the marketing environment of cooperation networks of retail materials construction of

Paraná, with transversal perspective of time. As Richardson (1999:148), In a cross-sectional study, data are collected at one point in time, based on a selected sample to describe a

population in that particular moment.

For Yin (2010), a case study in research involves a matter operated by one or more cases within a

bounded system, in comparison of situations. Unlike other qualitative methods, the case study

combines several sources of evidence to promote a triangulation of information for explanation of

the facts. The multiple case study involves collecting and analyzing data from several cases, it is

useful to highlight the differences and similarities between them (GIL, 1999; MERRIAM, 2009).

As Godoy (1995) and Yin (2010), a case study can still provide a descriptive purpose, building a

detailed account of a phenomenon , involving its configuration , structure , activities and

relationships with other phenomena, as in the present study by investigating through the lifting

occurs as marketing management in the context of cooperation networks .

The secondary data were obtained from the IBGE sites, associations involved in the trade of

building materials and the networks studied.

The primary data collection was done by the method of written communication , using

questionnaires not disguised , filled by an officer of each of the four networks of cooperation





formally incorporated in the State of Paraná and the store managers associated with these networks,

distributed and collected online with the help of the system Qualtrics.

The instrument contained closed questions, with answers aimed at scales that are as Gil (1999:139):

“instruments built with the aim of measuring the intensity of opinions and attitudes in the most

objective possible." Were also used open-ended questions so that the respondent could express

themselves freely, providing opportunities for the exploitation of information not covered in the

closed questions.

This structure of the questionnaire, as well as its online hosting, took into consideration the fact that

the respondents were scattered in different regions of the State of Paraná, requiring researchers to

limitations of time and financial resources.

The link that hosted the questionnaire was sent to the managers of networks and redirected them to

the 145 shopkeepers associated. Among these tenants, 15 fully completed the instrument, featuring

a non-probability sample.

Contacts with managers were conducted between the months from July to November 2012,

covering various stages and objectives, such as: invitation to participate in the survey, send the link

of the instrument for data collection, shipping documents explaining the purposes of the study,

answering questions about completing the research protocol, forwarding requests and forwarding

protocol for retailers associates and request additional information. These contacts occurred several

times through phone calls and emails.

Treatment of secondary data was done by the description of its contents. Primary data were treated

from the content analysis of the answers given by managers of cooperation networks and shops.

Closed questions were addressed from the notes made on the scales of intensity and correlation

present in the data collection instrument.

The presentation of primary and secondary data was performed by means of graphs, tables and

comments from the information collected in the various sources consulted by the researcher.

4. STATEMENT AND RESULTS ANALYSIS

The survey link was aired on July 9, 2012. After several contacts with a view to accession by the

network managers, in 18 consecutive days, a manager for each network had already answered the

instrument of data collection, this condition being predominant for comparison with the responses

of retailers.

However, during this same period, only 22 of the 145 tenants had accessed the link to answer the

questionnaire and only six of them answered fully. Given this limitation, most were granted 37 days

prior to cancellation of the access link to the respondents. In this period, there were new rounds of

phone calls and emails to the managers of the networks to which they promoted, along with their

associates, greater adhesion to search.

Interesting to note that all managers conditioned adherence to the study by sending a report

consolidated data to completion, thus confirming the relevance of the study to more accurate





diagnosis about the process and results in the management of marketing information in their

organizations.

On August 31, 2012 link to access the search was suspended. During this period of 54 days were

performed 66 bouts of tenants to the instrument, the volume of which resulted in 15 valid responses

to the survey, as shown in Chart 1.

CHART 1

Distribution of respondents.

NETWORK NUMBER OF

STORES

MANAGER

RESPONSES

SHOPKEEPERS

RESPONSES

Bem Viver 56 Yes 11 Constru & Cia. Cascavel 45 Yes 02

Constru & Cia. Maringá 19 Yes 02

100% 25 Yes 00

TOTAL 145 15

4.1 OBSERVED NETWORK PROFILE

In relation to the profile of the networks observed, it was found that the number of stores associated

with the network varies from 19 to 56 companies.

The coverage area includes networks associated with between 5 and 40 cities in the state. The

number of employees employed in the administration of networks ranging from 2 to 12 employees.

Already the number of employees employed, considering all the shops associated with network

ranges 300-900 direct jobs.

In relation to the monthly billing, considering all stores by network, on a scale between R$

1,000,000.00 to R$ 5,000,000.00 in the smallest network, and between R$ 10,000,000.00 and R$

15,000.000,00 in the largest network.

4.2 MARKETING INFORMATION MANAGEMENT PROCESS

This section describes the main administrative practice of the process of information management

marketing networks observed from the model proposed by Davenport and Prusak (1998), presented

in section 2.2 of this study. From the description of this process, are also pointed comparisons

between respondents.

4.2.1 DETERMINATION OF MARKETING INFORMATION NEEDS

For best viewing results, will be presented with four tables, which have the following labels:

RBV: Living Well Network.

RCC: Network & Construction Co. Rattlesnake.

RCM: Network & Construction Co. Maringá.

RC%: 100% Network.

GR: Managers Networks.

GL: Managers of Stores.





Table 1 summarizes the views of respondents in relation to determining the needs of marketing

information.

TABLE 1

Perceived importance and practical performed at the stage of determination of information needs.

Comparing the views of managers of networks, you can check some findings in relation to this step.

The search for information that can meet the needs of customers and the demand for information on

new products to be marketed are the activities that have greater regularity between perceived

importance and its application on networks.

Demand regular market information of construction materials, despite being perceived as an

important variable in determining the information needs of marketing is practiced in a reasonable

manner in Network Construction & Co. Maringa and Network 100%.

The search for information aimed at creating advantage over competitors is recognized as the most

important activity in this phase of the process, but runs reasonably Network Construction & Cia of

Maringá.

In this set of questions, considering fashion between the responses of tenants, no difference from

above in the affirmative 2 (n = 9) and from a point below the affirmative 3 (n = 6) compared to

fashion observed between the network managers. Thus, there’s no significant difference between

the two study groups.

Also in relation to the stage of determining the information needs of marketing, in the words of the

manager of Network Living Well "many retailers have yet to learn more about marketing,

"highlighting the limited perception about marketing and that the determination of this information

needs area are directed by top management of the network.

As for the Network Constu & Cia. Maringa, the moderate practice of actions determine the

information needs of marketing suggests that marketing programs, as a whole, now appear to be

confined to merely outlined and promotional campaigns announced tabloid offers the network itself,

printed monthly and the ads on radio and television. This perception is corroborated by analyzing

the following snippet of the response indicated by the manager of the network: "marketing has to be

of the utmost importance, with total use in the media".

DETERMINING OF NEED OF

MARKETING INFORMATION

LEVEL OF

IMPORTANCE

ATTACHED

LEVEL

PRACTICED IN

THE NETWORK

MODE

OF LEVEL

PRACTICED

RBV RCC RCM RC% RBV RCC RCM RC% GR GL

1. It is often seek information that can answer the

customers’ needs. 4 4 4 4 4 4 3 4 4 4

2. It is regularly seek information about the building

materials market. 4 4 4 4 5 4 3 3 3 4

3. Looking up information that might create advantage

in relation to competitors. 5 5 4 5 5 5 3 4 5 4

4. Looking up information about new products to be

sold. 4 5 4 4 4 5 3 4 4 4





In view of the management of the Network 100 %, the determination of information needs in

marketing should focus on the customer, according to his statement “must always innovate to attract

customers”. The effort in marketing management must lead in creating, communicating and

delivering value to a company for your market (OOLEY; PIERCY; NICOULAUD, 2011) and

information management is important element in this process.

In the marketing environment, the activity monitoring information supports decisions to be taken by

the organization in order to add value to their products and services. Thus, to determine the

information needs in this area involves the purposeful dialogue between managers and users of

information, supported by specialists in information content and systems professionals that result in

a structured set of useful information in the process of decisions made in an organization

(DAVENPORT; PRUSAK, 1998). As the results, the Living Well Network and Network

Construction & Company Rattlesnake seem to be strongly oriented towards this process.

4.2.2 MARKETING INFORMATION OBTAINMENT

Table 2 summarizes the views of respondents in relation to obtaining marketing information.

TABLE 2

Perceived importance and practical step performed in obtaining the information.

MEANS OF

OBTAINING

MARKETING

INFORMATION

LEVEL OF

IMPORTANCE

ATTACHED

LEVEL

PRACTICED IN

THE NETWORK

MODE

OF LEVEL

PRACTICED

RBV RCC RCM RC% RBV RCC RCM RC% GR

1. Own database. 5 4 3 1 4 4 3 1 4

2. General homepages. 4 3 3 1 4 3 3 1 3

3. Commissioned

research.

3 4 4 1 3 3 3 1 3

4. Passed on by suppliers. 4 4 4 1 4 4 4 1 4

5. Information from

industry associations. 4 4 3 1 4 4 3 1 4

6. Training and lectures. 4 4 4 3 4 4 4 3 4

7. Consultancies. 5 4 3 1 5 4 3 1 -

8. Scientific Publications. 3 4 3 1 3 4 3 1 3

9. Magazines in General. 3 3 3 1 3 3 3 1 3

Comparing the views of managers of networks, it is possible to establish some relations about this

step.

Consulting the database itself, using information passed on by suppliers, trainings and lectures and

consulting activities are recognized with greater importance and also they are the main means of

obtaining marketing information.

The commissioned research, although perceived as an important means of obtaining information on

Network Marketing Construction & Cia. Cascavel and Network Construction & Company Maringa

are practiced only at reasonable level in these organizations.

The websites in general, publications in scientific journals in general, although accessible and

information-rich sources are only reasonably consulted on most networks observed.





The reports of industry associations building materials are perceived as an important means and

consulted frequently in Bem Viver Network and Construction & Cia. Cascavel Network.

With the exception of the source “training and lectures," Network 100% despise the other sources.

In this group of questions was not performed to compare the responses of the network managers

with responses from tenants. To understand this, we start from the observation that obtaining

marketing information for the management of networks is very limited allocation to employees and

managers of networks, involving little participation from shopkeepers.

Except Network & Construction Cia. Maringa, the participation of tenants is more effective in other

stages of information management, which are: needs assessment, dissemination and use of

information. The other networks seeking marketing information on training and lectures,

consultancies and sources close to the retail building materials, as previously reported.

According to the manager of Bem Viver Network, the most effective way of obtaining this

information is through a hired consultant a few years ago and has advised the network to improve

its market position and especially the actions and propaganda in developing promotional campaigns

that reinforce the institutional image of the network in its region.

But, the Network & Construction Cia. Cascavel seems to count, largely, in consultation with the

sources of information industry, as represented by the words of the manager since for him “to be

connected to others in the industry, using tools such as Anamaco, provides overview of events.”

Unlike what happens in other networks studied, Network & Construction Cia. Maringá still depends

on the information that is provided by retailers.

As reported by the manager, the proximity of the shopkeeper with everyday situations enables them

to collect market information and share it with other tenants, so as to constitute an important source

of information.

As reported by the network manager 100 %, the vast majority of marketing information network is

obtained in meetings with other networks in Brazil (National Meeting Networking and Business

Centers, sponsored annually by SEBRAE).

However, obtaining this information refers mainly to issues of media and promotion of networks, in

the words of the manager: " apply models gave results those campaigns on other networks, so the

chance to hit is greater."

In the statements of Davenport and Prusak (1998), obtaining information is a continuous activity

and requires the exploitation of sources that are appropriate to the business environment of the

organization, and the classification of such information in accordance with the levels of their

application, as well as its formatting and structuring targeting the best way to give meaning to their

content to decision makers.

As the results, the Viver Bem Network and Network Construction & Company Cascavel

organizations are more oriented towards this stage of marketing information management.





4.2.3 MARKETING INFORMATION PROMULGATION

Table 3 summarizes the views of respondents in relation to the dissemination of marketing

information.

TABLE 3

Perceived importance and practice held in the stage of dissemination of marketing information.

DISSEMINATION

OF MARKETING

INFORMATION

LEVEL OF

IMPORTANCE

ATTACHED

LEVEL

PRACTICED IN

THE NETWORK

MODE OF

LEVEL

PRACTICED


1. Information is formally organized.

5 4 4 5 5 4 4 5 4 4

2. There is a database developed according to their own needs.

4 4 4 1 4 4 3 1 4 4

3. Information are available electronically.

5 4 4 4 5 4 3 4 4 4

4. The information is constantly updated.

5 4 4 4 5 4 3 4 4 4

5. Information is organized according to the needs of users.

5 4 4 5 5 4 3 5 5 4

6. There are periodic investments in upgrading hardware.

5 4 3 1 5 3 3 1 3 4

7. There are periodic investments in upgrading softwares.

5 4 3 1 5 3 3 1 3 4

8. Users are often trained to take better advantage of the information available.

5 4 4 1 4 3 4 1 4 4

9. The information is easily found by users.

5 4 4 1 5 4 4 1 4 4

10. Are directed only to the leaders.

1 2 4 5 1 2 4 5 - -

11. Are disseminated only in meetings.

1 2 3 5 1 2 3 5 - 4

12. Is disseminated only on request.

1 2 3 5 1 2 3 5 - 3


step.

The relevance of the information being formally organized perception is most important and widely

practiced in the four networks.

The relevance of the information being made available in electronic media , constantly updated and

organized according to the needs , perceptions are of greater importance among respondents and

practiced intensively in three networks .





On these issues, the exception is the Network Construction & Company Maringa that despite the

importance of perceiving the four variables indicates a reasonable level of implementation in three

of them (available in electronic media, constantly updated and organized according to the needs).

The opinions diverge on ways of dissemination of marketing information through targeting only for

leaders, only in meetings or when requested. The Viver Bem Network and Network Construction &

Company Cascavel these practices are not adept. Already Network & Construction Cia. Maringa

finds important and practical information targeting only the leaders, remaining neutral the other two

variables. Furthermore, the network 100 % think these three major forms of dissemination ,

including practicing them with full intensity during their routine dissemination of marketing

information .

The Viver Bem Network is strongly oriented to this step and looking intensely disseminates the

information to all members. The Viver Bem Network disagrees over the direction of the

information only for leaders, to spread only in meetings or only when they are required marketing

information.

Training users is considered an important variable in the Viver Bem Network and Network

Construction & Company Cascavel, but look like they are practiced unsatisfactorily these

organizations.

In the notes of the Network 100 %, the absence of a database, investment in upgrading hardware

and software and training users, reflects the focus on obtaining information exclusively on training

and lectures, as reported previously in step obtaining information.

In this set of questions, considering the mode between the responses of tenants, no difference from a

position above the affirmative 6 and 7 (n = 6 in both alternatives) to a point below and in the

affirmative 5 (n = 7) compared to fashion observed among network managers. Despite the

differences observed between the groups was not significant, in questions 6 and 7, there seems to be

a more optimistic view of the tenants.

Note that the hardware and software used in the common environment of the networks with their

associates seem to better meet the expectations of the tenants, who are less frequent users. Thus ,

the findings presented in the questions 6:07 corroborate the idea that retailers, in fact, are farther

from the management process of information networks and have a less critical of the management

of networks, which are the main managers and users of information.

On the other hand, according to notes in question 5, the network managers are more satisfied in

relation to the organization of information, compared with tenants. The answers in question 10 does

not have consensus on the vision of the tenants. In this question, the group of 15 respondents, points

2, 3 and 4 of each scale were selected by four tenants. The issue features 12 fashion 3 (n = 5) in

response from tenants.

Thus, according to the vision of this group in questions 10 and 12 marketing information are

accessible with relative ease. As for question 11, to present fashion 4 ( n = 5 ) in response scale

among shopkeepers , indicates that the meetings are widely used means to disseminate marketing

information networks , contradicting the understanding of managers Viver Bem Network , Cascavel

Network & construction Cia. and Network construction & Company Maringá.





Still on the dissemination of marketing information, the manager of the Viver Bem Network

mentions that “in every campaign, materials and guidance are always available for easy access for

all." In the words of the manager of Network Construction & Company Cascavel, "the marketing

information needs to be disseminated in the network or your goal will not be achieved.”

Network 100 % in the absence of actions such as investment in database, software and hardware,

and training of users of information are strengthened by the words of the manager stating that “80

% of members believe that marketing information is valid, but still find retailers who value the

network only as a union shop.”

The dissemination of information takes into account the information needs of users, this step being

strongly affected by the structure and organization of informational politics (DAVENPORT,

PRUSAK, 1998; McGEE ; PRUSAK , 1994) . Decisions are part of this step the way in which users

have access to information (disclosure or demand) and the means (electronic, print, forms,

meetings, etc.).

The Viver Bem Network and Network Construction & Company Cascavel organizations are more

oriented towards this stage of marketing information management; including being allowed them

better flow between users. Moreover, issues of marketing information dissemination seem to

represent the highest rates of application unsatisfactory, since the perceived importance of this step

and its mechanisms is higher compared to the levels of what is effectively applied in organizations

observed.

4.2.4 USE OF MARKETING INFORMATION

Table 4 summarizes the views of respondents in relation to the use of marketing information.

TABLE 4

Perceived importance and practice held in the stage of use of marketing information.


step.

Managers perceive as the most important factors in the use of the information to their suitability and

USE OF MARKETING

INFORMATION

LEVEL OF

IMPORTANCE

ATTACHED

LEVEL

PRACTICED IN

THE NETWORK

MODE OF

LEVEL

PRACTICED


1. The information is always adequate for making decisions. 5 4 4 5 4 4 3 5 4 5

2. Information is always updated. 5 4 4 5 4 4 3 5 4 4

3. The information is available according to the needs of

use. 5 4 4 3 5 4 3 3 3 -

4. Users always rave about the process of information

management marketing. 3 4 4 3 3 4 3 4 3 -

5. The reports always contain the necessary information for

marketing decisions. 4 4 4 5 3 4 4 4 4 4

6. Information management marketing business allows us to

comply with goals. 5 4 4 1 5 3 3 5 3 4

7. Are often implemented important decisions concerning

the management of marketing information. 5 4 4 5 5 4 3 5 5 4





present the appropriate content of the reports and the ability to make important decisions concerning

the management of marketing information.

Specifically in relation to the Network Construction & Cia. Maringa, three of these factors

(appropriateness, timeliness and ability to make important decisions concerning the management of

marketing information), it does not seem satisfactorily during their routine management of

marketing information, as the application level is indicated with an index less than the indicated

level of significance.

The statement 6 does not seem to occur satisfactorily in Network Construction & Company

Cascavel e and Network Construction & Cia. Maringa, since they do not realize in practice the same

level assigned to its importance. In the case of 100 % Network, this issue is seen as being of no

importance, but the company can achieve its goals in the use of marketing information from the

trainings and lectures, as previously reported in the means of obtaining marketing information.

In the perception of managers of Viver Bem Network and the Network 100 % is only reasonable

matter that users always praising the management process of marketing information on their

networks.

A striking finding in the case of Network 100 % is that, although there is no structured processes for

managing information, as reported in previous analyzes, users often praise the process of

information management network marketing. This seems to justify the importance attached to

obtaining marketing information on training and lectures mentioned by the company and its

effective use in their everyday practices.

The Viver Bem Network, Network & Construction Cia. Cascavel and Network Construction & Cia.

Maringa realize the importance of the information being available according to usage needs, but in

the case of Network Construction & Cia. Maringa, there seems to be a need for appropriateness of

this practice. Also on this issue, the Network 100 % indicates reasonable rates of perceived

importance and implementation in their daily management of marketing information.

In this group of questions, considering the fashion among the responses of retailers, there is a

difference of one point above the assertions 1 and 5 (n = 7 and n = 5, respectively). Despite the

differences observed between the groups was not significant , in questions 1 and 5 , there is a more

optimistic view of the tenants as to the suitability of the information for decision making in

marketing, as well as for the achievement of goals of their companies.

Moreover, as noted in question 7 fashion among retailers (n = 6), there is a less effective

implementation of important decisions in marketing, compared with the responses of the network

managers.

The answers for questions 3 and 4 do not have consensus on the vision of the tenants. In question 3,

the group of 15 respondents, points 3, 4 and 5 of the scale were selected each for five tenants and, in

question 4, paragraphs 3, 4 and 5 of each scale were selected by four shopkeepers.

The effective use of marketing information on the Viver Bem Network shows some limitations, as

the reports generated by the system does not always contain the information necessary for decisions





in this area. Furthermore, as pointed out in the survey manager itself, users believe that the process

of information management partially meets your needs.

However, the information available is current and appropriate for decision-making, allowing the

network to meet their goals and implement major actions in the area of Marketing. The effort in the

management of marketing information in the case of Network Construction & Cia.

Cascavel seems to be focused on the actions of marketing, noted the manager, stating that “with the

central office managing marketing information, facilitates the shopkeeper disclosure in shop and

reach your goals.” In the words of the manager of the Network 100 % “Our tenants do not have the

culture to measure the influence of marketing in their stores." However, this does not mean that

marketing is not being done.

The use of information is a task that can occur in several ways, since the forms of search and

understanding of the information depends on the individual conceptions of its users. At this stage,

managers seek the information available to relate it to their experiences to decision making

(DAVENPORT, PRUSAK, 1998).

Given the multiplicity of representations of information between individuals, Choo (2006) reaffirms

the importance of creating flexible methods in the information management policies of an

organization. Thus, the results presented, the Viver Bem Network and Network Construction &

Company Cascavel, Network & Construction Cia. Maringa and 100% Network are organizations

geared to this multiplicity of use of marketing information, despite having some points be improved

in their everyday practices.

4.3 RESULTS OBTAINED BY THE NETWORKS WITH THE MARKETING

INFORMATION MANAGEMENT

None of the four networks observed has formally established a system to meet the needs of

marketing information. Note the use of a management system with many modules, but which can

provide information pertaining to this area by applying search filters.

Marketing decisions in the four networks are usually taken so circumstantial. Thus, they serve as a

basis for the decision, for example, release tabloid offers of the month, the linking of data on the

price of the goods contained in the system network costs or made available by retailers, with the

announcement by a competitor.

As mention earlier, much of the marketing information available in the offices of the networks only

concerns the promotion and communication of these organizations. Other data needed in this area,

on product and price, in most cases, are only available to the shopkeepers. Anyway, as a SIM is

composed not only by formally structured aspects of an information system, it is possible to verify

its effectiveness for use from the views of managers of networks and compare them with the

perceptions of retailers.

Table 5 summarizes the views of respondents in relation to the results obtained by the networks

through information management marketing.





TABLE 5

Results obtained by the networks through information management marketing.

Comparing the views of managers of networks, it is possible to establish some relations on this

issue.

Increased customer loyalty, the best inventory turnover of products, competitive prices relative to

competitors and the continued promotion of commercial activities and strengthening of the

name/brand of the network are the main results observed in the studied networks.

Customer satisfaction and improves the physical structure of the shops are significant results arising

from the management of marketing information except for the Network Construction & Company

Maringa , which considers only reasonable results in these dimensions.

The anticipation of future needs of customers and meet the expectations of the owners/shareholders

of the stores are also results concerning the management of marketing information for Viver Bem

Network and the Network Construction & Company Cascavel. As for the Network Construction &

Company Maringa and the Network 100% these dimensions have only reasonable levels.

In this set of questions, considering the mode between the responses of tenants, no difference from

above in the affirmative 3 (n = 5) and from a point below the affirmative 4, 5 (n = 9 n = 9,

respectively). Despite the differences observed between the groups was a not significant, issue 4:05

reveals a less optimistic view of shopkeepers, compared with the views of managers of networks, as

the inventory turnover and competitive prices with the competition.

On the other hand , as seen in the fashion issue among shopkeepers 3 ( n = 5 ) , there is a perception

that the more effective management of marketing information helps in anticipating future needs of

customers, compared with the responses of managers networking .

In the words of the manager of the Viver Bem Network, "our position in the polls improved

significantly Top of Mind”, confirming the assumptions that the establishment of coordinated

actions, characteristics of cooperation networks, as well as proficiency in information management,

enables the scope of marketing results satisfactory.

For the manager of Network Construction & Company Rattlesnake, “when we begin to increase

marketing and feedback to each action, the results improved a lot." In the words of the manager of

the Network 100 % effort information management marketing network is concentrated to “improve

our communication, find the actions of the media that attracts more customers." It appears that this

RESULTS OBTAINED THROUGH INFORMATION

MANAGEMENT MARKETING

PERCEIVED LEVEL OF SATISFACTION

RBV RCC RCM RC% GR GL

1. Often can meet the needs of customers. 4 4 3 4 4 4

2. Increased customer loyalty. 5 4 4 4 4 4

3. Can anticipate future needs of customers. 5 4 3 3 3 4

4. Can sell more product inventories. 5 5 4 5 5 4

5. Practice competitively priced when compared to key competitors. 5 5 4 5 5 4

6. Continually promoting commercial initiatives and strengthening of the name or brand.

5 5 4 5 5 5

7. Improved physical structure stores. 5 4 3 5 5 5

8. Can meet the expectations of owners. 4 4 3 3 5 4





perception is focused on the contribution of marketing, through its communication tools, a better

projection of the organization from the customer. However, satisfaction in six variables means

better use of the marketing concept through the application of information management tools in this

area.

The results observed in Living Well Network and Network Construction & Cia Cascavel seem to be

resulting in levels of perceived importance and practice held in relation to the tasks of the

management process of marketing information on these organization.

Moreover, the context of the creation of these networks seem to present a broader notion of

competitiveness , involving the vision of learning network (Viver Bem ) and action with a strong

brand in the market (Network & Construction Cia. Cascavel). Obviously, this is a generalization

based on the interpretation of the observed data, deserving a deepening in other studies.

As can be seen throughout the presentation of cases, as well as their comparisons, the Viver Bem

Network and Network Construction & Company Cascavel are more effectively targeted to the

importance of information in their decision-making processes, leading them to achieve more

effective results when compared with the Network Construction & Company Maringa and the

Network 100 %.

Another issue that cannot go unnoticed is the fact that these networks also have more members,

more employees working in network management and bigger sales volume. Accordingly , the

investment capacity can be optimized for the highest number of members that seek to reduce the

difficulties encountered when acting independently , reversing them in higher perceived value with

customers (BALESTRIN; VERSCHOORE, 2008; OLAVE ; AMATO NETO, 2001).

5. FINAL CONSIDERATION

From the idea that the input information is of great importance for organizations, and that the area

of Marketing Demand wide range of this input properly treated for decisions that favor greater

perceived value to the customer, was developed in this work, a bibliographic and multicase study

aimed to describe how is the information management marketing cooperation networks of retail of

construction materials in the State of Paraná.

The general purpose, drawn from the research question was to describe the process of information

management marketing cooperation networks of retail of construction materials in the State of

Paraná.

In the step of determining needs, seeking information about customer needs and about new products

being marketed are the activities that have greater regularity between perceived importance and

their application in networks, according to the opinion of the managers.

Referring to the step of obtaining the query to the database itself , using information passed on by

suppliers, trainings and lectures and consulting activities are recognized with greater importance

and also they are the main means of obtaining marketing information , according to the opinion of

the network managers . However, with the exception of the source “training and lectures," Network

100 % despise the other sources of marketing information.





Except Network & Construction Co. Maringa, the participation of shopkeepers is more effective in

other stages of information management. In the stage of dissemination, observed the most divergent

points of the study.

The statements “are directed only to the leaders," "are disseminated only in meetings “and" are

disseminated only on request”, have strong differences of opinion between the network managers.

While the Viver Bem Network is totally contrary to these practices, the Network is 100% fully

supportive. In relation to these factors, in view of the shopkeepers, the marketing information are

accessible with relative ease.

Also according to the shopkeepers, the meetings are a way quite used to disseminate marketing

information networks, contradicting the understanding of managers Viver Bem Network, Network

& Construction Co. Cascavel and Network Construction & Company Maringa.

As for using the network managers perceive as the most important factors in this stage of marketing

information management , the adequacy and timeliness , the appropriate content of the reports and

the ability to make important decisions concerning the management of marketing information .

The network managers indicate that increased customer loyalty, the best inventory turnover of

products, competitive prices relative to competitors and the continued promotion of commercial

activities and strengthening of the name/brand of the network are the main perceived results.

The study revealed that the networks have not observed an Information System Marketing formally

constituted, with some information about this area obtained by system management modules used

by the networks. Furthermore, much of the marketing activities of the networks is geared only for

promotion and dissemination of offers, revealing a sense part of the marketing concept.

The present study showed that management practices of marketing information networks observed

showed differing perceptions between managers of networks and associated retailers.

According to the findings there seems to be a tendency for the user to make use of information

systems perceived only if the benefits of this practice and that this does not imply greater effort.

Thus, the management practices of marketing information are adopted since it is within reach of the

organization, causing users to choose methods and mechanisms, in its way, but is hoped that is open

opportunities to execution of its activities satisfactorily.

Thus, future studies may include the development of protocols for implementing management

information specific to the context of cooperation networks, since, in this format; members still

retain many features autonomous in decision making.

Also recommended are comparative studies in other horizontal cooperation networks, operating in

retail construction materials in other states in Brazil.

The present study contributes to marketing theory and management information for these factors

relate to the competitive environment of cooperation networks; however, given the low significance

due to the low uptake of the tenants, this study cannot be generalized to all population.





Thus, they can be designed studies that include the combination of qualitative and quantitative

approaches of the relationship between a high orientation towards the management of marketing

information and results in organizational performance.

Finally, it is hoped that this study will inspire further discussions on issues involving the

management of marketing information in collaborative networks of various segments, both in

academic papers and in the managerial environment.

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