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on going research, consistent basis |
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one time research to answer a problem |
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1. PROBLEM Formulation 2. Determine the RESEARCH DESIGN 3. Determine DATA COLLECTION Approach 4. Design the Data COLLECTION FORMS 5. Design SAMPLE and COLLECT Data 6. ANALYZE and INTERPRET Data 7. Research REPORT |
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define what the problem is with depth (research process step) |
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more information based problem, what kind of information we need to solve the surface problem |
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Determine the Research Design |
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this is the plan of action, should we use exploratory or conclusive design? (research process step) |
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Determine the Data Collection Approach |
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what type of data should we use? first/secondary data? Combination ( research process step) |
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data that already exists, online data base, syndicated services, government data, internal information already within the company |
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data that we need to collect, interviews, surveys, focus groups, observational study, |
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Design Sample and Collect Data |
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sample type, eliminate bias, sample size, same frame (research process step) |
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Analyze and Interpret Data |
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is your data descriptive or inferential (-can use statistical analysis and confidence levels) ( research process step) |
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1. Method of TENACITY 2. Method of AUTHORITY 3. A prior APPROACH 4. Method of SCIENCE |
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agressive, persistance, doing things to accomplish a goal, gut feeling- no logical support, marketing research DOES NOT apply (type of knowing) |
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using doctors/celebrities to show credibility, believe what they say because of who they are, but they aren't always right (type of knowing) |
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sales forecasting, use data to predict the future (type of knowing) |
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eliminate instinct, objective (other methods are subjective) (type of knowing) |
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1. Meet the CLIENT 2. SITUATION analysis 3. State MANAGER'S decision problem 4. develop possible RESEARCH PROBLEM 5. SELECT research PROBLEMS to be addressed 6. prepare RESEARCH REQUEST AGREEMENT |
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steps in defining the problem
CSMRSR) |
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list of 10-12 open questions, in-depth interviews, two major focuses: what are the PLANNED and UNPLANNED changes that managers are responsible for (step in defining the problem) |
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look at secondary data, do exploratory research (step in defining the problem) |
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competitor intelligence, experiences surveys, personal interviews of customers, mystery shoppers, focus groups |
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researching another company's product |
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3. state manger's decision problem |
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discovery oriented problem, strategy oriented, what will happy if we change one of the 4P's (step in defining the problem) |
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4. Develop portable research problem |
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how to we find what is causing the manger's problem, types of problems- attitude problems, behavioral tend entices, cognitive belief, purchase behavior (step in defining the problem) |
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6. prepare research request agreement |
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how long will it take, what are the manager's and researcher's problem, how will this information be sued to solve problems, what population or subgroups will be studied |
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dual moderator focus group |
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1 issue moderator, 1 social moderator in a focus group- what type? |
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focus group with 4-5 people (less people) |
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advancement in technology makes it easier to include people in focus groups, but physical presence is not replaceable |
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mantal warm up exercise, members of group write downy heir thoughts, they are projected with out names attached, participants read them(issues) in order of importance |
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read second half of sep 11 notes for move on focus groups and causal research |
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read second half of sep 11 notes for move on focus groups and causal research |
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logic of experimental research |
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manipulate the causal variable and compare to the control variable (change the price and observe its effect on sales) |
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whether the experimental variable was the sole cause of the dependent variable, if yes then the experiment was high validity, |
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can the results of an experiment be generalized to the real world situation |
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assignment of numbers to character tics of objectives, persons, events, according to pre-specificed rules |
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we define a concept in terms of other concepts |
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guides the research to follow specific steps/guidelines to actually measure the concept |
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see sep 13 notes to see basic scales of measurement |
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see sep 13 notes to see basic scales of measurement |
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provide a graphic continuum.. rate something on a scale Advantage: precise, Problem: inconsistency it is not commonly used |
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individual perception- a certain spot on the sale may mean different things to different people |
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broken down into specific categories, no inconsistency, must be simple and effective |
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summated or likert scales |
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large number os statements, indicate their degree of agreement of disagreements |
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semantic-differential scale |
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bipolar attributes or adjectives, commonly used when researchers are trying to develop company profiles |
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comparative rating scales |
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how do you rate sdsu as compared to other CSU schools, used to avoid halo effect in attitudes measurements |
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have respondent allocate points to differentiate factors but the points always have to add up to the predetermined sum, quality of measurement, avoid halo effect, but people's numbers might not add up at the end, using too many categories is bad, people usually assign a high number to the 1st category and lower numbers to the last ones because they run out of numbers |
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ODD rating scale and give you a "don't know" option |
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number of categories that is good for itemized rating scales |
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equal number of opposite categories, can be even or odd depending on if there is a neutral category, used most often |
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when you have either more positive or negative categories, used when collected dates form a skewed or biased population |
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go back and forth between positive and negative statements, important because if you use all positive statements the respondent will start to think more positively, helps avoid halo effect |
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