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Mark, remember that McDonald's tends to emphasize kids, too, but adults are featured in their advertising most of the time," Powell said. "Marcus Thomas needs to cover the entire range of issues families consider when choosing a hospital for their kid. If we miss something important, one of the other hospitals in Akron might claim it is the better hospital when it comes to this." "Aaron is making a good point," Jones said. "Right now, we don't know which positioning would help Akron Children's Hospital the most." "So describe which paths we can pursue now," Norton said. "Plan A-do focus groups only, as you suggested," Jones said. "Plan B-do focus groups with a follow-on survey. Plan Cdo a survey with follow-on focus groups. And plan D-do no research." "Tell me more about each of these," Norton said. "In plan A, Marcus Thomas would conduct four focus groups, with an average of 10 respondents per group." Jones said. "We'll ask participants to discuss their experiences while at a hospital. Participants will be required to be the primary decision makers for health-care decisions within the family and have a childnewborns to 18-year-olds with an acute condition and who have spent at least three consecutive days in a hospital. Because most health-care decision makers within a family tend to be women, most of the participants will be female between 25 and 54 years old with one or more children ranging from new-borns to 18 years old." "Cost?" Norton asked. "About $20,000," Powell said. Jones continued. "In plan B, we'll do plan A, plus a field survey to follow up on the issues we identify in the focus groups. First, we'll ask about unaided and aided awareness of hospitals in the region. Then, based on what we learn in the focus groups, we will identify the concepts of three positioning strategies and ask survey respondents which one they prefer most and which one they prefer next most. We'll be able to statistically determine the degree of preference among the positioning alternatives." "The three strategies might be, one, Akron Children's Hospital has doctors who listen to you," Powell said. "Or, two, we know how to meet the unique needs of children, or, three, we use the latest advances in treating children." "Cost?" Norton asked again. "About $60,000." Powell said." "What about plan C? Why does that make sense? Norton asked. "We can identify the best positioning strategy by con-ducting a survey The salient aspects of this positioning strategy to the consumers can then be explored via focus groups. The cost will be the same as plan B, that is, $60,000," responded Jones. "And plan D no research. Turn our creative staff loose and hang on for the ride." Jones said with a wry smile. Norton returned the smile and looked around the room. "Doesn't your firm do the advertising for the Ohio Lottery?" Norton asked. "With plan D, we might do better by playing the Ohio Lottery!" Sensing the humor, everyone in the room laughed together. Finally, tension seemed to begin dissipating. Norton nodded slowly. Powell nodded, too. However, the questions Powell was thinking about still remained. Which of the plans would Akron Children's Hospital pursue- plan A, plan B. plan C, or plan D? If money were invested, would it be a worthwhile investment? Would the idea of research being a "cost" (with no apparent retum) persist in the minds of Norton and the other staff members long after this meeting? What could be done now to help Norton and the other executives view research as an investment (with an implied return)? Questions 1) What is the role of marketing research in determining the best positioning strategy for Akron Children's Hospital? 2) Define the management decision problem(s) confronting Akron Children's Hospital and a corresponding marketing research problem(s). 3) Develop the Approach (Theoretical framework, Research Questions, and Hypotheses) that is corresponding to the identified marketing research problem(s)