|Reading List: Decision Making|
|Decisions. We make them all the time, yet many engaged in high-stakes decisions give little thought to the decision tools and methods they use. While they may chalk it up to "intuition", the mental process usually follow a range of steps. That process almost always a blend of rational and emotional factors. These selections are offered for those curious to explore how a variety of authors view decision-making. We've included a blend of rigourous theory and research, with practical application-specific hands-on methods. If you know of a good author, article, or book not represented here, feel free to email us with your suggestions. If you'd like to search the web for related articles, go to our Search Tools reference page.|
|Anderson, Virginia, and Johnson, Lauren. (1997).||Systems Thinking Basics: From Concepts to Causal Loops. Pegasus Communications.||Bazerman, M. H. (1994).||Judgment in managerial decision making. New York: John Wiley.|
|Bower, G. H. (1981).||Mood and memory. American Psychologist, 36(pp. 129-148).|
|Bower, G. H. (1991).||Mood congruity of social judgments. In J. P. Forgas (Ed.), Emotion and social judgments (pp. 31-53). Oxford: Pergamon Press.|
|Damasio, A. R. (1994).||Descartes' error. New York: G. P. Putnam's Sons.|
|Eisenhardt,Kathleen M. (1999)||Strategy as strategic decision making.(Special Issue: In Search of Strategy) Sloan Management Review, March 22 1999.|
|Fiske, S., & Pavelchak, M. (1986).||Category-based vs. piecemeal-based affective responses: Developments in schema-triggered affect. In R. Sorrentino & E. Higgins (Eds.), Handbook of motivation and cognition (Vol. 1, pp. 167-203). New York:|
|Gharajedaghi,Jamshid (1999).||Systems Thinking: Managing Chaos and Complexity: A Platform for Designing Business Architecture. Butterworth-Heinemann|
|Ghemawat, Pankaj; Collis,David; Pisano,Gary; Rivkin, Jan (2001).||Strategy and the Business Landscape: Core Concepts. Pearson Education|
|Gladwell,Malcolm (2016).||The Tipping Point: How Little Things Can Make a Big Difference. Little, Brown.|
|Guilford.Gilovich, T. (1991).||How we know what isn't so. New York: Free Press.|
|Kahneman, D. (1999).||Objective happiness.In D. Kahneman, E. Diener, and N. Schwarz (Eds.), Well- being: Foundations of hedonic psychology. New York: Russell Sage Foundation.|
|Liebermann, M. D. (2000).||Intuition: A social cognitive neuroscience approach. Psychological Bulletin, 126: 109-137.|
|Hamel, Gary (1998)||Strategy innovation and the quest for value.|
Sloan Management Review Winter 1998
|Lodge, M., & Stroh, P. (1993).||Inside the mental voting booth: An impression-driven process model of candidate evaluation. In S. Iyengar & W. J. McGuire (Eds.), Explorations in political psychology (pp. 225-295). Durham: Duke University Press.|
|Millgram, E. (1997).||Practical induction. Cambridge, MA: Harvard University Press.|
|Millgram, E., & Thagard, P. (1996).||Deliberative coherence. Synthese, 108, 63-88.|
|Mintzberg, Henry (1987)||Crafting Strategy |
Harvard Business Review 1987.
|Nagle, Thomas E.; et. al.(1988).||The Strategy and Tactics of Pricing: A Guide to Profitable Decision Making. Prentice Hall.|
|Ortony, A., Clore, G. L., & Collins, A. (1988).||The cognitive structure of emotions. Cambridge: Cambridge University Press.|
|Russo, J. E., & Schoemaker, P. J. H. (1989).||Decision traps. New York: Simon & Schuster|
|Schick, T., Jr., & Vaughn, L. (1999).||How to think about weird things. (second ed.). Mountain View, CA: Mayfield.|
|Sears, D., Huddy, L., & Schaffer, L. (1986).||A schematic variant of symbolic politics theory, as applied to racial and gender equality. In R. Lau & D. Sears (Eds.), Political cognition (pp. 159-202). Hillsdale, NJ:|
|Erlbaum.Thagard, P. (1999).||How scientists explain disease. Princeton: Princeton University Press.|
|Thagard, P. (in press).||Coherence in thought and action. Cambridge, MA: MIT Press.|
|Thagard, P., & Millgram, E. (1995).||Inference to the best plan: A coherence theory of decision. In A. Ram & D. B. Leake (Eds.), Goal-driven learning: (pp. 439-454). Cambridge, MA: MIT Press.|
|Thagard, P., & Verbeurgt, K. (1998).||Coherence as constraint satisfaction. Cognitive Science, 22, 1-24.|
|Wilson, T. D., & Schooler, J. W. (1991).||Thinking too much: Introspection can reduce the quality of preferences and decisions. Journal of Personality and Social Psychology, 60, 181-192.|
|Williams, Gary A.; & Miller, Robert B.; (2003)||Change the Way You Persuade Harvard Business Review, 30 August, 2016|
Marketing Consulting Services :: Overview
Marketing Strategy Consultants
As marketing strategy consultants, our firm will work with you and your company and management team in a professional product launch, branding research, or market sizing or targeting engagement. Since each client company or firm is unique with its own set of issues and opportunities, we often begin our relationship with a decision identification and clarification engagement – what we call Decision Mapping. This identifies the most relevant problems, opportunities, and issues most relevant, and serves to clarify the decision agenda. We believe this is a crucial step to ensure as consultants to your company, that our research or marketing strategy engagement meets your specific management requirements. Further, saves both time and money as it sharpens focus as to the exact work which needs to be accomplished in our remaining consulting or market research work for your company.
Experts in Marketing Strategy
As experts and specialists in marketing and market research, we are well qualified in these strategy arenas: positioning, segmentation, product launch, new product development advertising strategy, corporate and product naming, company branding, brand equity measurement, pricing, brand development, brand strategy, product concept testing, identifying opportunities, and targeting positioning.
Functional Marketing Research Experience
Our consulting company has deep experience working with large and small firms, although typical clients include Fortune 500, Fortune 100, or middle market companies. Our team members have been involved as executives and board members of technology venture start-ups, conducting research and assessments used by private equity, and venture capital firms.
Industry Consulting and Market Research Experience
First, we are not industry specialists or experts. Our philosophy is that we bring a tool kit of analytical and management skills to the table. You bring deep industry knowledge of your business. The blending of our functional and management expertise, and your knowledge of your own business and industry, makes for a productive decision-focused engagement.
Here are some examples from industries we've served with management strategy consulting and marketing research...
We've conducted studies for brokerage firms, savings insitutions, banks, and companies that serve them. Financial services marketing studies include: major market entry studies and consulting for large mega-bank; brand image studies , new product development market research; price-positioning of online, ATM and credit card services, upscale services; site location analyses; and advertising research We understand the financial services marketplace. Our clients include Wells Fargo, Key Banks, Golden West, US Banks, BNP-Bank of the West, Meritor, Alaska Pacific, Northrim, and others.
Software Development & Marketing Firms
We understand software markets, customer satisfaction issues, Software assignments include new product development, usability testing, customer satisfaction research, and brand naming, and brand development. Our work in software marketing includes clients in business intelligence analytics, mortgage banking accounting software, and enterprise software.
Technology & Digital
Technology marketing research uses core marketing research principles, yet there are important issues when reaching technology customers -- whether hardware or software. Our technology market research work has explored such markets as deskjet printer pricing, digital signal processor market sizing, launch of ASIC based technology startup product line, and others. We've assessed PC server branding, market demand and competitive positioning, and corporate image. For computer sellers, we've conducted data mining and modeling to identfy and target the best prospects for direct marketing online and mail campaigns. We understand the often complicated set of purchase and preference drivers at play in technology markets. In technolgy marketing, the value proposition in this market of B2B technical and management purchase decision-makers customers is a moving target, both for companies, component suppliers, and their new products. Market segmentation tools can meaningfully identify the need structure of differing market sectors.
We've served such clients as Intel, Hewlett Packard, National Semiconductor, Extended Systems, Micron and others.