Volume 16, Issue 2 (2009)                   IQBQ 2009, 16(2): 31-50 | Back to browse issues page

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Kazemi H, Mansouri Moayyed F M M, Naghshineh N. Developing a Model for Market-Centric Organization Analysis. IQBQ. 16 (2) :31-50
URL: http://eijh.modares.ac.ir/article-27-12299-en.html
1- Allameh Tabatabaie University, Iran
2- Library and Information Science, University of Tehran
Abstract:   (2939 Views)
The primary focus of the present study is to review organization analysis models from the standpoint of marketing and to propose an appropriate model for information centers and entities. A detailed literature review is made concerning marketing concepts, principles and services with respect to information organizations. The second stage deals with review and study of information entities, their goals, duties, structures and existing approaches. While many suggest a Norbert-Weiner model as the most appropriate for a flexible organization often represented by an information center, it does not totally the variety modes of services cape deployments available to such entity. Depending on their image representation in either physical space or web space or even service space, as many as four different models could be used for organizational analysis of essentially such a single entity. To develop a more unified model, we decided to study the marketing philosophies in such entities as a point of departure for corporate analysis. It was found that 27 factors should be considered in order to analyze a typical library or information entity from a marketing standpoint, regardless whether it is a passive or an active analysis. These include items like organization product range, customer convenience, people, synergic matrix, involvement and interconnection. Using Iranian Scientific Information and Documentation Center as the baseline, we were able to arrive at and verify a Market Mix Model that can effectively address such analysis and provide the information and library managers. Hence, it seems an effective tool for identifying not only the competitive advantage but potential challenge areas within their respective organizations.
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Received: 2009/01/12 | Accepted: 2009/03/2 | Published: 2009/04/21

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