From 1976 to the beginning of the millennium—covering the quarter-century life span of this book and its predecessor—something remarkable has happened to market response research: it has become practice. Academics who teach in professional fields, like we do, dream of such things. Imagine the satisfaction of knowing that your work has been incorporated into the decision-making routine of brand managers, that category management relies on techniques you developed, that marketing management believes in something you struggled to establish in their minds. It’s not just us that we are talking about. This pride must be shared by all of the researchers who pioneered the simple concept that the determinants of sales could be found if someone just looked for them. Of course, economists had always studied demand. But the project of extending demand analysis would fall to marketing researchers, now called marketing scientists for good reason, who saw that in reality the marketing mix was more than price; it was advertising, sales force effort, distribution, promotion, and every other decision variable that potentially affected sales. The bibliography of this book supports the notion that the academic research in marketing led the way. The journey was difficult, sometimes halting, but ultimately market response research advanced and then insinuated itself into the fabric of modern management.

This second edition of Market Response Models: -places much more emphasis on the basic building blocks of market response modeling: markets, data, and sales drivers, through a separate chapter. -splits the design of response models into separate chapters on static and dynamic models. -discusses techniques and findings spawned by the marketing information revolution, e.g., scanner data. -emphasizes new insights available on marketing sales drivers, especially improved understanding of sales promotion. -demonstrates methodological developments to assess long-term impacts, where present, of current marketing efforts. -includes a new chapter on sales forecasting. -adds mini-case histories in the form of boxed inserts entitled Industry Perspectives, which are primarily written by business executives. This book is truly the foundation of market response modeling.

Market Response and Marketing Mix Models takes a forward-looking perspective identifying research opportunities related to market response and marketing mix models falling under four broad areas: - "New" or under-studied inputs and/or "richer" measures of inputs constructs. - Explicitly accounting for the process linking inputs to outputs - "New" or under-studied dependent variables - Under-studied or emerging contexts. Each section covers three broad areas related to marketing mix models - data issues and requirements, methodologies (i.e., traditional econometrics; Bayesian methods; structural models), and substantive findings. As quantitative information about markets and marketing actions has become widely available, modern marketing is presented with both a challenge and an opportunity: how to analyze this information accurately and efficiently, and how to use it to enhance marketing productivity. Market Response and Marketing Mix Models describes the tools needed for achieving these objectives.

This book is about marketing models and the process of model building. Our primary focus is on models that can be used by managers to support marketing decisions. It has long been known that simple models usually outperform judgments in predicting outcomes in a wide variety of contexts. For example, models of judgments tend to provide better forecasts of the outcomes than the judgments themselves (because the model eliminates the noise in judgments). And since judgments never fully reflect the complexities of the many forces that influence outcomes, it is easy to see why models of actual outcomes should be very attractive to (marketing) decision makers. Thus, appropriately constructed models can provide insights about structural relations between marketing variables. Since models explicate the relations, both the process of model building and the model that ultimately results can improve the quality of marketing decisions. Managers often use rules of thumb for decisions. For example, a brand manager will have defined a specific set of alternative brands as the competitive set within a product category. Usually this set is based on perceived similarities in brand characteristics, advertising messages, etc. If a new marketing initiative occurs for one of the other brands, the brand manager will have a strong inclination to react. The reaction is partly based on the manager's desire to maintain some competitive parity in the mar keting variables.

Marketing models is a core component of the marketing discipline. The recent developments in marketing models have been incredibly fast with information technology (e.g., the Internet), online marketing (e-commerce) and customer relationship management (CRM) creating radical changes in the way companies interact with their customers. This has created completely new breeds of marketing models, but major progress has also taken place in existing types of marketing models. Handbook of Marketing Decision Models presents the state of the art in marketing decision models. The book deals with new modeling areas, such as customer relationship management, customer value and online marketing, as well as recent developments in other advertising, sales promotions, sales management, and competition are dealt with. New developments are in consumer decision models, models for return on marketing, marketing management support systems, and in special techniques such as time series and neural nets.

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