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THE IMPACT OF MARKETING INFORMATION SYSTEM ON MANA

GERIAL DECISION MAKING PROCESS: A CASE STUDY OF FSB INTERNATIONAL BANK PLC, MAIDUGURI BRANCH,
NIGERIA.


(COURSE:FOUNDATION OF MARKETING)
BUSN 342
BY
MOHAMMED GAJIMI
UB1952BBA4925
OF THE
DEPARTMENT OF BUSINESS ADMINISTRATION
ATLANTIC INTERNATIONAL UNIVERSITY
JUNE, 2004
This work is a case study submitted to the student service of the
AIU, after completion of the course titled “Foundation of Marketing” (BUSN
342) by the writer.

TABLE OF CONTENTS
Title Page ———1
Table of Contents——-11
CHAPTER ONE
1.0Introduction——-1
1.1Background of the study—–1
1.2Historical Background ——3
1.3Statement of the research problem/hypothesis -5
1.4Objective of the study ——6
1.5Significance of the study—–7
1.6Scope and limitation of the study —-7
1.7Methodology of the study—–8
1.8Definition of marketing information system (MIS)-9
CHAPTER TWO
2.1Literature review——10
2.2Definition of and concept of marketing information system – 13
2.3Components of marketing information system–16
2.4Benefits of marketing information system–19
2.5Information required——20
2.6Learning through system analysis —-23
2.7Marketing system and evaluation alternative
marketing sub-system——24
8. The impact of marketing information system
on managerial decision making—-26
2.9Decision making process—–28
2.10 Why decision making is not rational—30
CHAPTER THREE
3.1Method of data collection—–32
3.2Population of the research —–32
3.3Sampling size——- 32
3.4Sampling technique——33
CHAPTER FOUR
4.1Introduction——-35
4.2Data presentation and analysis—-36
4.3Data presentation——37
4.4Data analysis——-43
CHAPTER FIVE
5.0Summary, conclusion and recommendation –49
5.1Summary——–49
5.2Conclusion ——–50
5.3Recommendation—— 51
APPENDIX
Reference———55
Questionnaire——–56
Bibliography——–58
CHAPTER ONE
1.0INTRODUCTION
1.1BACKGROUND OF THE STUDY
“To manage a business well, is to manage its future, and to manage
the future is to manage information”. To do these things management needs
information. Today mass information is generated through external sources
and within a firm. To efficiently manage this information a company needs
marketing information system. A marketing information system is the major
tool used by management to aid in problem solving and decision making.

Today many environment forces and changing conditions within the
firms make it imperative that every organisation manage its marketing
information as effectively as possible, through there are some certain
factors both internal and external and their relationship to information
management.

Growing consumer discounted is often intensified because management
lacks adequate information about some aspect of its marketing program. May
be the firm does not realised its product is not up toconsumer
expectations or its middlemen are not performing adequately.

Marketing activity is becoming more complex and broader in its scope.

Organisations are expanding their markets even to the point of engaging
multinational marketing.

Marketing activity is becoming more complex and broader in its scope.

Organisations are expanding their markets even to the point of engaging
multinational marketing.

Substantial benefit can be derived with respect to decision making by
the operation of a computer, installed and design information to be
discussed in this thesis.

Furthermore, Nigerian firms from the experience of other firms that
have bulk aided that firms either avoid or adopt an information system,
such system help in one way or the other that is in practical way in order
to adopt or dismiss a computer based information system, and can reach to a
decision.

Fortunately, the pre-eminent that provide the skills and idea based on
the practical impact of the marketing information system on decisions
making suited to superior help the firms and the managers following
evaluation for adoption of an MIS as a route.

1.2HISTORICAL BACKGROUND
FSB International Bank was incorporated on the 31st March, 1989 by
the Federal Government of Nigeria to carryout the business of modern
commercial banking. The bank was incorporated following the liquidation of
the Federal Savings Bank, a government saving bank that was unprofitable.

The new managerial of FSB International Bank Limited was headed by
the chief executive Mohammed Hayatu-deen, and successfully commenced full
commercial banking operations on the 1st of September 1991. At that time
the bank took over those assets and liabilities of Federal Saving Bank that
were consistent with commercial banking operations in a manner that
resulted in no net benefit or cost to it.

The remaining assets and liabilities of FederalSavingBank
(inclusive of terminal benefit of employees) were transferred to FSB
Finance Limited, which was a finance company, created simultaneously by the
Federal Government which mange them on behalf of the Federal Government of
Nigeria.

Privatisation
FSB was fully privatised in 1992 under the Federal Government
Commercialisation and Privatisation Program. This exercised turned the bank
into a fully privatised commercial bank free from direct day to day
Government intervention and control.

The Re-birth and FSB International Bank Plc
The Bank has cover the years of its existence instituted a tradition
of periodically reviewing its direction and performance amongst its general
public. It was therefore during its 1995 review that it noted the inherent
changes, which had occurred over the years within the bank needed to be
reflected communicated externally. Thus against this backdrop, in July
1997, the bank launched a new symbol-logo, pay-offlineandthe
introduction of two new corporate colours, green and blue. The new logo
depicted as two inter locking hands represents partnership between the bank
and its customers. It is this concept which informed the new pay-off line
“FSB – the Natural Business Partner”, the new colours are abold
declaration of what FSB represents – the blue representing the Bank strong,
yet conservative approach to business dealings as well as its stability
resulting from an application of due caution in handing depositors funds.

The green, selected for its depiction of the freshness of approach and
attitude among the staff of FSB, represent a deep-rooted commitment to the
environment. This commitment to the environment has been manifested in
various initiations such as beautification of various roundabouts in the
country, in addition to membership of the Nigerian conservation, an
affiliate of the W.W.F
1.3STATEMENT OF THE RESEARCH
PROBLEM/HYPOTHESIS
Considerable time of managers are devoted to decision making, many
mangers take decision without reference to information, on the particular
area of decision making. Usually decision is based on previous events or
old records of data.

Marketing information system is a system that provides managers with
current and up-to-date information for manger’s usage in their day to day
activities.

Now, researches have progressed and have brought with them pressures
of information exploitation and need to process bulk data to extract small
amount of information with the high speed processing capabilities of
computers. But the question is to what extent Nigerians organisation have
systematised their information needs? And if they are computerised is there
any benefit or impact on the side of their operations?
HYPOTHESIS
The following hypothesis is formulated for this project.

NULL HYPOTHESIS
Ho=Marketing information system has impact on managerial decision.

ALTERNATIVE HYPOTHESIS
Hi=Marketing information system has no impact on managerial
decision.

1.4OBJECTIVES OF THE STUDY
This project aims to exploit the situation and make available the
actual impact on information system have on decision making of appropriate
executives of Nigerians firms/organisations.

The actual objectives of this project are to show the importance of
the marketing information system in an organisation.

– To find the problems and prospectors of marketing information
system in FSB International Bank Maiduguri Branch.

– To make recommendations which will improve the importance and as
well suggest ways to reduce the problem encountered.

1.5SIGNIFICANCE OF THE STUDY
Any scholarly project like this must have some relevance to some
group of individuals or organisations. A considerable number of people will
no doubt achieve from this study, more especially those engage in the
banking industries. They will know how to improvetheirmarketing
information system to be effective and efficient.

In addition to those people, students of Business management and
other related sectors will also benefit.

1.6SCOPE AND LIMITATIONS OF THE STUDY
This project, the impact of Marketing Information system is aimed at
studying the impact of marketing information of FSB International Bank,
Maiduguri branch. This study was based on the type of information system
they used in relation to marketing.

As limitations some respondents did not provide adequate information
the questionnaire that was administered and some did not even attend to the
questionnaire. As a matter of fact the project is inadequately finance so
much so that it only cover the Maiduguri branch.

1.7METHODOLOGY OF THE STUDY
In respect to the undertakings of this project work, the researcher
in his method of data collection will used the organisation, marketing
textbooks brochures, if any sourcing for a secondary data.

Personnel interview method may be the predominant primary data
collection method, it is easier than questionnaire methodasboth
customers, and the staff may not have time to respond positively and
quickly to written questionnaire. Telephone calls to the organisation top
management staff and some of the customers if willingly accepted from time
to time is equally imperative.

The data which may use in analysing the data collection, the test
statistics employed in this analysis is the “chi-square” (X2) test; this
test is appropriate as we test for the observed differences in proportion
of more than two variables.

8. DEFINITION OF MARKETING INFORMATION SYSTEM
(MIS)
(MIS) is define as the comprises of the people, equipment and
producers, together, sort, analyse, evaluate and distribute needed,
timely, and accurate information to marketing decision makers. The
past (30) years have witnessed the emergence of the computer,
microfilming, cable, CD-Rom drivers etc. The single most important
technological development has been the rise of computerized data
capture system in regard to marketing information system that liaise
with the decision process.

CHAPTER TWO
2.1LITERATURE REVIEW
History has shown that, the business organisation management put
overwhelming attention to the problems of effective management and decision
making as well as devoting their concentration on the time and part of
information system. (Koller, 1980) observed that “business has attained
increased mastering over and above theses resources”. It is however,
difficult to locate company executives anywhere who are substantially
satisfied with their marketing information. Koller identified some of the
executives complains, these are: –
– The information often arrives too late to be effective.

– Usually the information is not enough to be the correct one.

– Usually the information is so deserved through out the organisation
that usually a great effort must be shown to identify the easy
facts.

– Also there are various marketing information that are the good one
to be considered.

The reality is that, most of the organisations have not yet adopted
the reliable information requirements for effective marketing in a new
world economy. According to one researcher Gerald S. Albom (1979) “there
are some reasons in particular rendered the need for marketing information
stronger than anything in the past”. The first reason is the shift from
local to national and international marketing. The concept of national and
international organisations means that management decision makers must make
their key decisions on the basis of second class information, since they
are far remote than the scenes where their businesses aer running.

The second reason was the difference between the customers, and the
workers policies. As the customer or society becomes more affluent,
business activities becomes a highly expressive of customers act and
workers or organisations must depend on systematic research to understand
the overt and latent wants of customers.

The third reason identified by the researcher is the transition of
rate variances. This means that as organisation increase their reliance on
competitive weapons such as the machines, computers, and internal house
training tactics, and method of advert require greater qualities of
information ontheeffectivenessofthesemanagerialdecisions.

Considerable business organisations however, donothavemarketing
information research departments, while some have a little one to maintain.

But today, economies have progressed and have brought with pressures of
information exploitation and the need to process large amount of data to
extract small amount of information exploitation and the need to process
large amount of data to extract small amount of information.

So far, much has been said about the inherent problems brought about
by computer-based information system operation. But conclusively it is
still argued that coping with or avoiding such problems and achieving
significance benefit is possible from a well designed operated and manage
computer based information system. A computer-based information has to
offer for effective decision making by managers of existing organisation
(Anker, 1987).

A military or diplomatic intelligence operation resembles marketing
information system to some extent, this is because “marketing information
system, gathers process, store potentiallyusefulinformationthat
currently exist in fragmented, unorganised, but open and avoidable from in
several locations inside and outside the organisation”.

In marketing information we are not suggesting the use of uncovered
methods such as industrial espionage or hiring competitors personal to
learn their secrets. In their literature (Good and Cox 1982) realised that
“In most cases an organisation does not need to rely on such clandestine
methods”. They also further realize that fluently, they are valueless or
even counter productive.

(Smith and Brien, 1986) argues that, a modern marketing information
system would not be possible without a computer because of the bulkiness of
data to be handled.

The information an organisation needs is usually available by socially
acceptable means, if the organisation will just establish a reasonably easy
marketing information system is especially characterised by its use of a
computer and personnel processing qualitative analytical capabilities.

2.2DEFINITION AND CONCEPT OF MARKETING
INFORMATION SYSTEM
There is no universal accepted definition of marketing information
system, depending upon the expertise and the perspective of the authors,
the need for timely information, the satisfaction of marketing objectives
for managerial functions, the role of data transformation,orthe
importance of a series of reorts may be the forced points.

Below are some of the most basic definition of marketing information
system that are derive from the view points of the authors: –
Piercy (1989) argues that the concept of marketing information system
can be applied at both a micro level in the organisation and at a macro
level in the channel of operations. Basically themicromarketing
information system is that sub-system concerned with operations. At the
macro level emphasis is placed on the distributed information system in the
channel of operations.

Kuntz and Broone (1991) defined marketing information system as a
designed set of, procedures and methods for penetrating on orderly flow of
pertinent information for use in marketing with decisions, providing
management with the current or conditional future states of his needs and
also providing indications at market research to organisations actions as
well as the actions of competitors.

Stafford and Brien (1998) defined a marketing information system as a
“structured, interacting complex of persons, machines andprocedures
designed to generate an orderly flow of pertinent information, collected
from both intra and extra organisation sources for use as the basis for
decision making inspecifiedresponsibilityareas”formarketing
management. This definition system is a fashionable synonym and introduce
the notion that information can come from many sources inside or outside
the boundaries of organisation.

Kotler (1980) sees marketing information system as standing between
the marketing environment decisions but points furthertointernal
operating data, marketing intelligence range of sources to be considered.

(Amstutz 1989) defined management information system as a system to
provide management with.

-Current or conditional future states of the market environment.

-Market response to organisation and or competitor actions.

2.3COMPONENTS OF MARKETING INFORMATION SYSTEM
Source:Michael J. Baker (1987) The Marketing Book.

The elements which comprises the marketing information system as
summarised by Michael J. Baker.

The three layers identifies the application of information technology
to marketing functions. This classification system is, to some extent,
artificial, since there is overlap between each of these areas. However, it
is useful to see applications in terms of basic functions at the base of
the figure, such as database management. More sophisticated functions such
as market modeling and prediction are based the basic data.

At the basic level the computer can be used to record and control a
wide range of transactions with individual accounts. Many organisations
have developed this transactional role since the cost saving implication is
readily apparent. By linking a series of files, the company can monitor a
variety of different interactions with individual customers and use this to
manage customers relationships.

Database management can be extendedbyintegratingcustomer
information with other data that are available on specific target markets.

Fro example geographical information system such as ACORN and MOSAIC allow
the user to compare the distribution of existing customers and provide
guidance in targeting potential markets.

At the third level, the potential exists for development models that
can be used to plan and allocate marketing resources. Reported applications
at this level are fewer. However, there is increasing evidence of such
developments in areas such as the evaluation of sales – promotion activity.

Finally, there are some reported applications of the computer as an expert
system to help the process of strategic planning. These involve the
application of artificial intelligence to marketing decision making.

Views of what the marketing information system should be are highly
varied, although the structure below remains largely unchallenged as a view
of the components of the system.

To deal with the first of these points – definitions of the marketing
information system are relatively arbitrary, although it is possible to
enumerate the characteristics which have been associated with the marketing
information system: –
-It stores and integrated information on marketing issues from many
sources.

-It provides for the dissemination of such information to decisions
makers and other users.

-It supports marketing decision making in both planning and control.

-It is likely to be computerised and to use electronic communication
channels.

-It is not just a new name for market research.

This said, it is necessary to recognise that there are many different
type of marketinginformationsystem.Forexample,Graf(1979)
distinguished between:
*Data storage and retrieved system; and monitoring system;
*Buzzell et al (1969) Distinguish between controlinformation;
planning information; and information for basic research.

Structure of the Marketing Information System
Sources:Michael J. Baker (1987).

2.4BENEFITS OF MARKETING INFORMATION SYSTEM
Information technology has three main strands – computing, macro-
electronics and telecommunications – which are combine together to provide
a wide variety of products and services. This had led to some confusion in
people’s mind as to exactly what information technology is. The U.K.

Department of Industry definition is that it isthe”acquisition,
processing, storage and dissemination of vocal, pictorial textual and
numerical information by a micro-electronics based combination of computing
and telecommunications.

It is thus not just a collection of new products and services but a
newwayofconductingindustrial,commercial,educationaland
administrative business. It has been predicted that it will effect every
household and occupation, changing patterns of employment, lifestyles and
spending patterns while creating new jobs and markets.

It has been said that to manage a business well is to manage its
future, and to manage the future is to manage information. This has led
managers to see it narrowly as computers or information system but includes
much more than these two important elements, while computers, on line
databases, information networks, etc. are all now becoming relevant to
managers the technology is available to all firms and can thus be easily
imitated.

2.5INFORMATION REQUIRED
For reasons which will be expanded shortly, there is typically no
clear and obvious relationship between the development of the marketing
information function and commercial success – a point which has been
reiterated by many writers over the years. (e.g. Jeuck, 1953; Davidson;
1975; May 1981). To look for immediate ‘bottom-line’ impact is to take a
simplistic view of how, marketing information is used, and to assume that
an activity like market research makes decisions rather makes decisions
rather than simply supports the decision making process.

This leads to another, but related, point that the impact of
information on decision making is complex and frequently Covent. Infact,
our understanding of managerial decision remains limited, although it is
apparent in reality (rather than the simple ‘go/no go’ model assumed by the
management scientist) that marketing information is sought for reasons
other than making simple choices between known options using explicit
criteria. It has been suggested, for instance, that in reality: –
a)Managers seek information to justify what as a already been decided
(Cyent et al; 1956).

b)Marketing information may be use as a weapon to make Sale people
properly optimistic (Hardin, 1969).

c)Managers may use information as a way of decaying decisions rather
than making them (Samuels, 1973).

d)Marketing information may serve as an organisational function, for
exampli-gratia providing common ground or a shared frame of reference,
acting as a collecting memory, functioning as a stabilising factor, or
even just providing reassurance.

Infact, this leads to another reasons, if handled badly, developing a
marketing system may actuallydamagetheexistingdecision-making
processes. One paper attempts to identify these adverse hidden side-effects
(Haskins and Nanni, 1986) suggest that:
(i)The information system is a constrained set of data, with the result
that managers may build a false picture of the world if they use only
that constrained data set, so decisions are made with unnecessarily
limited information – which is probably the same information set used
in earlier decisions.

(ii) The information in the system is likely to represent the systems
designer’s view and understanding of the world rather than the
manager’s.

(iii) While the data in the system may be frequently changed, the structure
or frame of reference of the system is more likely to remain static,
neglecting the facts as the world changes so should the configuration
of data represented by the information system.

2.6LEARNING THROUGH SYSTEM ANALYTICS
Graf (1979) recognise that there are many different types of
marketing information system which can be distinguish: –
1. Data storage and retrieved systems – which make it simpled to use
information by making it readily available. Such a system might
involve keying information requests into a visual display unit as
computer terminal to access computer files of data.

2. Monitoring system – which check progress and may alert management
to variations, such as sales and market share falling below target.

3. Analytical information systems – which are design to answer such
questions as why something happened, what is predicted to happen
next, and what if queries such as what is likely to happen. If we
reduce prices or increase advertising.

At a somewhat more sophisticated level, we can distinguish between the
marketing information system elements which are associated with: –
i) Current awarenesssubsystem-basedonsophisticated
computerised information stores.

ii) In-depth and crisis information subsystems – involving the use
of marketing research techniques.

iii) Incidential information systems – which are similar to what
discuss as marketing intelligence by (Uhl, 1974).

2.7MARKETING SYSTEM AND EVALUATION
ALTERNATIVE MARKETING SUBSYSTEM
An operating sub-system might be a firms personal selling activity,
distribution system, advertising program or any one of a number of other
activities used by the firm in attempting to stimulate their services. Each
such operating sin-system according to (Sturdiuent, 1989): is characterised
as: –
(i)Personal selling: -The number of salesman and their tutorial
assignments, compensation of salesman,travellingandroutine
practices, call policy and new customers and others.

(ii) Advertising:The media used and frequency of using, contents of
advertising messages, type of copy used, duration of programmes and
others.

Marketing executives are aware of these to adjust costmore
accurately of reflect performance. Ours is primarily with the question “if
the organisation is not performing one off its marketing activities
efficiently what action should be taken to improve performances”? The
manager of an inefficiently performed marketing activity is in problem, if
he knows only that his activity is not performed efficiently. Before he can
correct the situation he must know in which direction to move and that
long. The marketing manager to have sub-systems for the marketing activity
under his control.

The following sub-system involves: –
i)An operating sub-system already in use.

ii)A history of past decisions which partially explain the existing
status of the operating sub-system.

iii) Problem faced by management or regularly accruing decisions which
must be made by management which affects the status of the operating
sub-system.

iv)The information required by the management when making decision
applied in three way above.

v)Certain performance criteria used by management in evaluating the
effectiveness of all or part of the operating sub-system.

vi)Methods of evaluating alternative courses of action which might be
taken when performance is judge to be in need of improvement.

vii)Marketing theories or concepts whichprovidetheunderlying
foundation for each of the six items above (Fredrick D; Studivant et
al 1989).

2.8THE IMPACT OF MARKETING INFORMATION SYSTEM ON MANAGEMENT DECION
MAKING.


Hammer and Mangurian (1987) suggest an impact/value framework for
understanding the way in which the technology cancreatebusiness
opportunities. The potential impact of it is classified into three area:
compression of time, overcoming the restrictions of Geography and the
restructuring of relationships. Time compression takes place through clear
communication links between sites or organisational unit or between parts
of the business process. Telecommunication networks allow limitations
imposed by Geography to be overcome as well as theorganisational
relationship both within the firm and between the firm and other entities.

The potential business value of it comes not onlyfromincreased
productivity through greater efficiency, but also in greater effectiveness
(better management). By providing relevant information through a decision –
support system then better decision making it possible. Finally it can
bring about an innovation or enhancement of the quality of products and
services, thereby, improving company’s competitive position.

Marketing, finally, is concerned with communicating to the market
through advertising media and direct marketing, and it changing channels
and methods available to do this.

IMPACT/VALUE FRAMEWORK VALUE TABLE
Efficiency EffectivenessInnovation
|Accelerate|Reduce|Create|
|Business |Information|Service |
|Process |Float|Excellent|
|Recapture|Ensure Global |Penetrate|
|Scale|Management Control|New Market|
|Bypass|Replicate|Build|
|Intermediaries |Scarce Knowledge|Umbilical Cords|
|Source: (Hammer, and Mangurian 1987).|
An early as (1984 Schultz and Dewar) conclusive by saving that the
solution for marketing management is clear, they must adapt and change or
disappear traditional marketing management methods of the 1998s would be
obsolete in the 1990s. some of Schultz and Dewar’s predictions can be seen
to be happening such as the growth in the use of direct marketing at the
experience oftraditionalabove-the-activities,theincreaseduse
electronics markets in both the business and customer service and the
changing power balance, to name but s few.

2.9Decision Making Process
Decision making is an important element of the planning process which
applies the logic of effective thinking towards the solution or principle
related to the problem. As a scientific process, decision making involves
the following: –
-Diagnosis
-Determination of alternative courses of action
-Evaluation of the alternative solution of the problem
-Making choice
-Implementation
Diagnosis
This deals with recognition of a problem needing solution. The course
or courses and determination of the difficulties to the solution of the
problem or the limiting factors. Diagnosis may also be referred to as the
determination of the problem.

Determination of Alternative Courses of Action
The function necessary to solve the problem and achieve the intended
objectives bearing in mind the limiting factors involved. Sources of ideas
include the decisions makes past experience, of others within creative of
the decision makers.

Evaluating of the Alternative Solution of the Problem
Evaluating of the alternative solution of the problem in terms of its
strength and weakness of each alternative and the extent or degree to which
each alternative is likely to solve the problem.

Making Choice
This involves making alternative choices, testing the choices and
making a final choice. Alternative choice may betestedforits
effectiveness, by seeking the consensus of those who are to be effected by
employing the “devils advocate” to probe the choice by making sequential
decision through experimentation.

Implementation
This is putting the choice into plans to try its likelihood of
success in actual implementation. Decision making is said to be a rational
process but it must be pointed out that complete rationality is seldom if
ever achieved in decision making.

2.10 WHY DECISION MAKING IS NOT RATIONAL
This is because: –
1.All the necessary an relevant information may not be available so
that the decision is made on the basis of incomplete information,
which may result in less than optimum solution to the problem.

2.All the possible solution to the problem can hardly be recognised.

3.Decision operates with future and since the future is full of
uncertainties, there could be future development which might negate
alternative nature course of action chosen.

4.To be rational, the decision maker must have the desire to optimise
by choosing the alternative that best satisfied goal achievement. But
however human nature being what it is managers are not always or do
not always do that. For example they do sometime subordinate the
interest of the organisation to their individual or personal political
societal or ethnic interest.

Once managers are said to settle for what is called limited
rationality, in view of the fact there are great limitation to complete
rationally, in view of the fact that there are great limitation to complete
rationally. In practice it is not surprising sometimes that managers do
allow aversion or the desire it “play it safe” that interfere with the
desire to reach an ultimate solution. This is desired to as satisfying i.e.

picking the cause of action that is satisfactory or good enough under the
circumstances.

CHAPTER THREE
RESEARCH METHODOLOGY
3.1METHOD OF DATA COLLECTION
Maiduguri Branch is one of the 20 branches that is existing in FSB
international Bank Plc. It has about four (4) different departments in the
branch. These comprises the operation, marketing, internal control unit and
GIS-General Internal Services departments with a total population number of
about twenty five (25) working in the branch. These comprises of both the
junior and senior staff including the General Manager.

It is equally important to note that for the purpose of this research
a particular organisation is use namelyFederalSavingBankFSB
international Bank Plc Maiduguri Branch.

Data going to be collected fromvariousdepartmentinthe
organisation. The required number of the population would be of the (20)
twenty respondent.

3.3SAMPLING SIZE
For the sampling size of this research a required number of (9) staff
will respond to questionnaire. Another (5) from operation marketing will be
required to respond to (2) then (2) will be from General Internal Service
and the last (2) will be from Internal Control unit (ICU) which make the
total number of respondent to be (20) twenty.

3.4SAMPLING TECHNIQUE
The method of sampling techniques to be used in this research work is
cluster sampling techniques.

Cluster sampling involves the selection of a sample from a population
which is divided into naturally occurring grouping of cluster.

In cluster sampling we assume that the individual clusters are
representative of the population as a whole. We then select a random of
these clusters and include every element in the chosen in our sample.

Cluster sampling is appropriate when there is considerable in within
each group but the groups are essentially similar to other, then the
researches draws a sample of the groups tonewandrespondto
questionnaire.

In respect to this research work, departments of Federal Saving
International FSB Plc are going to be grouped.

CHAPTER FOUR
4.0DATA PRESENTATION AND ANALYSIS
4.1INTRODUCTION
FSB International Bank Plc has a wide distribution network through
which it rendered their services to its numerous customers. Due to its wide
spread of operations it requires information about all faces of its
operation effective plan and control all the activities of the operational
organisation.

In order to achieve this, FSB International Bank Plc has fully
computerised its entire information system through the use of terminals its
able to link all its operative units within the country to the head office,
in Lagos. The essentiality of this is to have a unique control of the other
to have a full information and reports from every branch in the nation
which can be transmitted to the head office and stored in its databank for
processing and future use. In addition to this, this will help in the
efficiency and speed to obtained reports within the branches as a whole.

The executives and the marketing managers will have a full knowledge of
what is going within their corporation at a less time and as well the
effective and efficient decisions that would enhance theirrendered
services to customers.

Information and reports channeled through the computer to Lagos
covers a wide range of issues usually Branches are subjective to send their
reports to headquarters within some specified period. In addition all
information collected are stored in the databank of the computer in Head
Office from which different users have access to any information they
required for their specific need.

An observation of their operational activities highlight the fact
that FSB International Bank Plc has a strong accounting system which falls
under the internal control unit good market research and intelligence
system.

Nevertheless, FSB International Bank Plc presently has left the
system of software that’s Microbanker of which currently refers to as old
method and proceed to new model which is flexcube.

4.2DATA PRESENTATION AND ANALYSIS
Data obtained for the purpose of this research work are presented
here, therefore, the data obtained from the questionnairesbythe
respondents each of the data obtained from a given question are presented
and the rate for which responds.

However, out of the total number of questionnaires distributed which
is (20) twenty I was able to retrieve them back the whole of it that is
(20) twenty.

In order to analyse the data obtained for the purpose of the
research, the chi-square (X2) method would be adopted and decision will be
based on hypothesis tested.

4.3DATA PRESENTATION
Data collected for the purpose of accomplishing research work are
presented below in a tabular form. From the first table, it clearly
explained the numbers of expected responses for each question from the
conveyed questionnaire and based on the data obtained the number of
observed responses are also computed in the Table. Nevertheless, out of the
(20) twenty distributed questionnaire. Hence the analysis will be same (20)
twenty.

QUESTION ONE
Is there any marketing information system in your organisation?
TABLE 4.1
|Responses |Number of Responses|Response Rate % |
|Yes |20|100%|
|No|0|0% |
|Total|20|100%|
The total number of respondent that agree their company have a
marketing information system are 20 which is 100% and no response to
disagree which is 0%.

QUESTION TWO
Is the marketinginformationsystem(MIS)computerisedinyour
organisation?
TABLE 4.2
|Responses |Number of Responses|Response Rate %|
|Yes |20 |100 % |
|No|0|0%|
|Total|20 |100% |
The total number of respondent in the table above are 20 that says
yes and those disagree are nil which zero %, but the agreed % is 100% which
is 20.


QUESTION THREE
Has your Marketing Information System (MIS) improved customers patronage?
TABLE 4.3
|Responses|Number of Responses|Response Rate % |
|Yes|18|90% |
|No|2|10% |
|Total |20|100% |
The total respondent in table 3 were 18 which is 90% while only 2
degree which is 10%.

QUESTION FOUR
Do your customers appreciate your services?
TABLE 4.4
|Responses |Number of Responses|Response Rate %|
|Yes |20 |100% |
|No|0|0%|
|Total|20 |100% |
In the four the respondent who agree are full 100% while those of No
are nil which is zero %.

QUESTION FIVE
Do your information come accurately at the right time?
TABLE 4.5
|Responses|Number of Responses |Response Rate %|
|Yes|18|90%|
|No|2 |10%|
|Total|20|100% |
The above table shows that 18 response to Yes which is 90% while 2
response to No which is 10%.

QUESTION SIX
Is the information sufficient to managers?
TABLE 4.6
|Response |Number of Response|Response Rate %|
|Yes|17|85%|
|No |3|15%|
|Total|20|100%|
This table shows the number of respondent which are 17 who agree out
of the 20 that makes 85% while 15% respondents have disagree who are 3.

QUESTION SEVEN
Is there any improvement of a qualitative decision making since the
introduction of this system?
TABLE 4.7
|Responses|Number of Responses|Response Rate %|
|Yes|17|85%|
|No|3|15%|
|Total|20|100%|
Table seven shows that out of 20 respondents 17 respondents agree and
3 disagree which result in the % to be 85% and 15% respectively.

QUESTION EIGHT
Is there any acceptable decision by the management from the staff?
TABLE 4.8
|Responses|Number of Responses|Response Rate %|
|Yes|19|95%|
|No |1|5%|
|Total|20|100%|
This table shows that 95% of the respondents agree with the question.

Its only one respondent that disagree in which is 5%.

QUESTION NINE
Do you enjoy working with your organisation?
TABLE 4.9
|Responses|Number of Responses |Response Rate %|
|Yes|16|80%|
|No|4 |20%|
|Total|20|100% |
Due to the information gathered above, those who agree represents 16
out of 20 and it calculates to 80%. While the remaining 4 represent those
who disagree and as well the remaining 20%.

QUESTION TEN
TABLE 4.10
|Responses |Number of Responses|Response Rate |
|Yes |13 |65%|
|No|7|35%|
|Total|20 |100%|
Eventually, in the decision rational process the respondent are 13
out of 20 which result to 65% while those disagree are 7 in which it is
35%.

4.4DATA ANALYSIS
Having obtained the data presented on the above tables, it is worth
while for the researcher to use chi-square (X2) distribution for the
experiment in order to analyse the data.Simultaneouslyfromthe
computerisation of the analysis can be used to arrange up the acceptable
rule.

All the same, the table below represent the calculation of the
expected value of the data presented.

|Responses|Q1|Q2|Q3|Q4|
|20|17.8 |2.2|4.84 |0.27 |
|20|17.8 |2.2|4.84 |0.27 |
|18|17.8 |0.2|0.04 |0.002 |
|20|17.8 |2.2|4.84 |0.27 |
|18|17.8 |0.2|0.04 |0.002 |
|17|17.8 |-0.8 |2.64 |0.036 |
|19|17.8 |1.2|1.44 |0.081 |
|17|17.8 |-0.8 |0.64 |0.036 |
|16|17.8 |-1.8 |3.24 |0.182 |
|13|17.8 |-4.8 |23.04 |1.29 |
Chi-square2.44
X2 = 2.44 computed value
The computed value of Chi – Square (x2) as seen above is 2.44. Before
I compute it with tabulated value from the “chi – square table”. It become
necessary to compute for the degree of freedom for the data of each point.

Df=degree of freedom
R=Row
C=Column
( Df = (R – 1)(C – 1)
There are two (2) row for each data and ten (10) column.

( Df = (2 – 1) (10 – 1)
= 1 x 9 = 9
Decision Rule:
To obtained the decision as to whether the marketing information
system (MIS) and managerial decision making process is effective to
management.

We have to assume the 95% confidence interval at 9 on (0.05) level of
significance and 9 degree of freedom will be considered in testing the
hypothesis as to either null hypothesis will be accepted against the
alternative hypothesis in respect of the hypothesis.

Nevertheless, if the computed value of chi-square (X2) is greater
than the tabulated value, then we reject the null hypothesis in favour of
alternative hypothesis. Moreover, if the computed value is lower than the
tabulated value of the chi-square we accept the null hypothesis against the
alternative hypothesis.

As for the stated above, the calculated value of chi-square as
obtained is 2.44 which is lower than the critical value obtained in the
table 16.919. Therefore we accept the null hypothesis and reject the
alternative hypothesis. That is the marketing information system (MIS) has
impact on managerial decision making in Federal SavingBank(FSB)
International Bank Plc Maiduguri Branch.

Alternative, the marketing information system (MIS) have improved the
affairs of FSB in relation to managerial decision making process for they
have strong policies which strengthen its system strategically enhance good
policy formulation to management information decision making process.

CONCLUSION
Conclusively, in respond to hypothesis testing we are now able to
know that the marketing information has contributed significantly towards
the managerial decision making, promotion standardization of customers
services rendered in the enterprises.

In essence, the validity of the Null hypothesis has been established
by using the degree of freedom 9 and (0.05) level of significant then we
find the value of “chi-square” (x2) which is 2.44 as againstthe
established the tabulated value (16.919).

CHAPTER FIVE
5.0SUMMARY, CONCLUSION AND RECOMMENDATION
5.1SUMMARY
The summary of this project will start from the beginning of the
first chapter which comprises the background of the study, historical
background of the organisation which is FSB International together with
problem of hypothesis, objective, significance methodology of the study and
definition of the course of study that is marketing information system.

Nevertheless, the review of the literature conduct various element of
the study such as component of marketing information system, impact of
marketing information system on managerial decision making is not rational
etc.

In addition the research methodology conduct the method of data
collection, population of the research samplingsizeandsampling
technique.

The fourth stage talk about of the study that the FSB International
Bank Plc data presentation of the findings, analysis of the study.

The last stage or segment of the study try to purposely summarise the
undertakings in the beginning to the end of the project together with the
conclusion and the recommendation being made for the effective running of
the FSB International Bank Plc activities in relation to the marketing as a
managerial decision making process.

The major hypothesis were tested in this research which specified
that the marketing information system (MIS) was effective. But based on the
analysis of the chi-square (X2) test was used for testing the observed
difference in population for two variables. The testing the observed
difference in population for two variables. The result of the chi-square
(X2) tested fall within the acceptance region, Therefore we reject the
alternate hypothesis. The null hypothesis was accepted which proved that
the marketing information system was a proper solution to theFSB
International Bank Plc as a managerial decision making process.

5.2CONCLUSION
The conclusion is draw from the analysis of data contained in chapter
four (4). The analysis which applied chi-square (X2) test shows 2.44 that
falls within the acceptance region. Therefore, we reject the alternatice3
hypothesis which stated that marketing information system did not influence
managerial decision making process.

The implementation of marketing information system explained in terms
of the needs, provide management with access to information relation to
complex activities in company’s and decentralised diverse operational
areas. This type of information will integrate basic operating function to
this end. As much impact has been made on FSB International Bank PLC
operate through its computer network system, e-mailandprocessing
activities.

But the question that still remain is the extent to which the
decision oriented information system can aid decision makers in their
decision. To this route we have been able to observed much impact that can
be derived from the implementation of marketing information system as a
managerial decision making process.

5.3RECOMMENDATION
For FSB International Bank Plc to have a proper control of its
numerous customers services it rendered, activities and its marketing
information functions in particular , there is need to still improve the
flow of information within the organisation and proper utilization of such
information or data are based on the following.

i.The installation of modern devices, Fax, E-mail, Computer, Internet.

ii.The need for a statistical bank
iii. The use of models
i.INSTALLATION OF MODERN DEVICES
FSB International Bank Plc can improve its efficiency in information
transmitted and obtained quickly advanced technology has led to the advent
of new and sophisticated computer or devices that transmit information more
and quicker, efficiently for instance, the introduction of Fax, (facsimile)
the machine allows information to be sent from one geographical area to
another within seconds, andd be obtained in another locality.

E-mail is also another accuracy and dependable device in which it
shows that data needed within a glimpse in the computer.

Internet is also another devices which can enhance the smooth running
of the activities of the organisation in respect as managerial decision
making process in FSB International Bank Plc.

ii.THE NEED FOR STATISTICAL DATA
The need for a statistical databank cannot be emphasised most of the
decisions pertaining to marketing functions are enhanced if statistics are
available. The Statistical Bank would contain programmes that enable
managers to test the relationship as well to test variousmodels.

Statistical Bank enables marketing managers to conduct time series analysis
and regression or (correlation) analysis. Regression analysis is useful in
the sense that it highlights relationship between two or more related
factors.

iii. THE USE MODELS
FSB international Bank Plc operates in dynamic business environment
which is continuously changing on daily basis, customers tasteand
principles, new competitors are moving into the Arena with new ideals and
strategy, government legislator with regards to public services rendered
etc. All the enumerated environment factors do effect the operations of any
business operating in any environment. Therefore, FSB International Bank
Plc has to be able to contribute, plan and predict for changes in certain
environmental factors. One means of doing this is to use models.

Model due to their provide “if what”, kind of help to management. It
present all the alternatives available to the managers giving situation and
changing certain variables. Instances of models FSB International Bank Plc
can use are descriptive models like the simulation models and customer’s
behaviour model. Such models are useful inunderstandingmarketing
information phenomenon and may help depict firms interactions.

REFERENCE
Piercy N. (1991) Market-led strategic change
Harper-Collins Publisher
Stephen P. (1995)Introductory Marketing
Stanley Thornes Publishers
Ellenborugh House Wellington Street
Michael J.B. (1997)The Marketing Book
Butherworth-Heinemann, Ltd
Oxford
Ubeku A. (1975) Personnel Management in Nigeria
Ethiopia Publishers Corporation
Kotler P. (1980) Marketing Management
Analysis, Planning Implementation Control.

Prentice Hall Inc. Eaglewood Cliff New Jersey
Modern A.R. (1987)Element of Marketing
DP Publication, Aldine place, London
Richard and Collin (1992)Strategic Marketing Management
By Mcgraw-Hall, Inc.


William J.S. (1981)Fundamentals of Marketing
By Mcgraw-Hall, Inc.


Stanley J.P. (1986)International Marketing
Butterworth-Heinemann
Jordan Hill Oxford
QUESTIONNAIRE SAMPLE
Tick where appropriate
Q1.Is there any marketing information system (MIS) in your organisation?
Yes No
Q2.In the marketing information system (MIS) computerised in your
organisation? Yes No
Q3.has your marketing system (MIS) improved customers patronage? Yes
No
Q4.Do your customers appreciate your services?
Yes No
Q5.Do your information come accurately at the right time?
Yes No
Q6.Is the information sufficient to managers?
Yes No
Q7.Is there any improvement of a qualitative decision making since the
introduction of this system? Yes No
Q8.Is there any acceptable decision by the management from the staff?
Yes No
Q9.Do you enjoy working with your organisation?
Yes No
Q10. Do you agree with the view that decision making is not rational? Yes
No
Q11. Who should be consulted or involved in decision making?
Yes No
Q12. What stypes of information provided by the organsiation?
……………………………………………………………

……………………………………………………………

Q13. How can we subdivide the environment to analyse it more
effective?
a. Business environment
b. Technology environment
c. Socio-cultural environment
d. Economic environment
14.Do your management promote you in any way or kind?
Yes No
Q15. How do you interpret the impact of changes we identify in the
environment?
a.Impact on customers
b.Technological impact
c.Impact on socio-culture
d.Impact on economic
Q16. Can you tell me if marketing information system has an impact on
managerial decision making? Yes No
Q17. Which environment needs better addressing to improve our marketing?
a.Business market
b.Market competitive
c.Technological
d.Legal
e.International
Q18. Who should interpret the picture built of the organisation?
a.The management team
b.The customer
c.The workers
d.a ; b above
e.b ; c above
Q19. What are the changes identified in business environment?
a.Business changes
b.Economic
c.Political
d.Technological changes
Q20. How do you interpret the impact of changes we identify in the
environment?
a. Technological impact
b. Customer’s impact
c. Market size and share
d. Political legal impact
BIBLIOGRAPHY
Kotler P. (1980) Marketing Management
Analysis, Planning Implementation Control.

Prentice Hall Inc. Eaglewood Cliff New Jersey
Michael J.B. (1997)The Marketing Book
Butherworth-Heinemann, Ltd
Oxford
Modern A.R. (1987)Element of Marketing
DP Publication, Aldine place, London
Piercy N. (1991) Market-led strategic change
Harper-Collins Publisher
Richard and Collin (1992)Strategic Marketing Management
By Mcgraw-Hall, Inc.


Stephen P. (1995)Introductory Marketing
Stanley Thornes Publishers
Ellenborugh House Wellington Street
Stanley J.P. (1986)International Marketing
Butterworth-Heinemann
Jordan Hill Oxford
Ubeku A. (1975) Personnel Management in Nigeria
Ethiopia Publishers Corporation
William J.S. (1981)Fundamentals of Marketing
By Mcgraw-Hall, Inc.


———————–
Strategic planning
Marketing modeling
Marketing productivity
Market profiting and targeting, developing effective
Direct marketing
Managing transaction of customers
3 layers of the application
Marketing
Information system
* Marketing productivity analysis
* Marketing Intelligence
* Marketing Research
* marketing Models
Time
Marketing Management
Marketing environment
Geography
Relationships