By Vera Magin, Prof. Dr. Oliver P. Heil

The significance of data to aid managerial choice making has been extensively stated, yet basically little examine has been performed at the total impression of such details. In her first essay Vera Magin makes use of basic experimental info to discover the consequences of data on advertising judgements, functionality, and pageant. the consequences point out that higher educated businesses provide extra items, in achieving a better fundamental call for, and exhaust client personal tastes to a better measure. unusually and extra importantly, details affects on functionality are non-significant. This phenomenon is named "managerial over-acting". Managerial over-action introduces a brand new idea to the selling self-discipline.

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Extra info for Competition in Marketing: Two Essays on the Impact of Information on Managerial Decisions and on Spatial Product Differentiation

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20 Abramson et al. 2005's experimental decision variables are restricted to pricing decisions, one may have concerns about external validity. Another critical aspect is the fact that in Abramson et al. 2005's experimental setting, a firm is represented by one subject only. Thus, firm decisions may be highly sensitive to an individual subject's characteristics and abilities. Another empirical approach is pursued by Glazer et al. 1992. More precisely, the authors examine the impact of information on marketing decisions using simulated market experiments (using the MARKSTRAT 16 simulation).

Second, the information tool provided in the work at hand differs from a DSS because it restricts itself to providing demand forecasts and allowing "what if" analyses regarding primary demand. It does not support the decision maker in interpreting the results like a DSS does (Little 1979). , cost aspects, the financial situation of the company, and, of course, demand aspects. 5 Managerial over-action As there seems to be a lack of research on over-acting, I turned to a special case of overacting namely over-reacting.

Generally, providing all companies with DRI will allow each firm to more precisely address consumers' needs and wants. The provision of DRI can, thus, allow a firm to skim more of the consumers' surplus, approach consumers' willingness to pay, and optimize pricing decisions. This entails tagging a price to a product although that price corresponds rather 44 little to its quality. For example, DRI will allow firms to identify non-quality based USPs 3~ That is, as companies know more about their consumers they also learn about opportunities of intangible product augmentations.

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