Avoiding academic irrelevance in the marketing discipline: the promise of the history of marketing thought

ABSTRACT

This paper offers a commentary on Hunt’s ‘Advancing marketing strategy in the marketing discipline and beyond: From promise, to neglect, to prominence, to fragment, (to promise?)’. We focus on three issues: (1) the historical origins of marketing strategy, (2) resource-advantage theory as a general theory of competition and/or a general theory of marketing and (3) the current state and future promise of doctoral training in the history of marketing thought.     

Relational marketing: development,debates and directions

Abstract

Relationship marketing (RM) is an umbrella term for a loose collection of ideas and concepts that emerged in different empirical contexts from the late 1970s. Informed by diverse research traditions, it represented at one and the same time an extension of existing ideas within marketing management and a very different way of thinking about marketing. Though cooperation has not been a core element of the marketing management lexicon, debates about cooperation and competition predate the 1970s. Moreover, re-engaging with relational perspectives raises important questions about managerial autonomy and about the utility of the market as a regulating force. The paper calls for the development of a more realistic theory of networks with inputs from both business and consumer marketing contexts.     

Advances in strategic marketing and the advancement of the marketing discipline: the promise of theory

ABSTRACT

Hunt (2018, Advancing marketing strategy in the marketing discipline and beyond: From promise, to neglect, to prominence, to fragment, (to promise?). Journal of Marketing Management, 34, 16–51. doi:10.1080/0267257X.2017.1326973) provides a synthesis and critical review of over 100 years of marketing literature organised into four eras. In his prognosis of the outlook for Era V, Hunt notes that there are reasons to be optimistic about the prospects for both the marketing discipline, broadly, and the field of strategic marketing, specifically. However, he also draws attention to the concerns voiced by a number of marketing scholars regarding the current state of the field and the future outlook for the field. Hunt argues that the prospects for the marketing discipline and the field of strategic marketing are closely intertwined, and that the health of the latter contributes significantly to that of the former. Against this backdrop, this commentary focuses on the promise of theory for advances in strategic marketing and the advancement of the marketing discipline.     

Marketing management and marketing research

Abstract

A sample of marketing graduates was surveyed to identify the factors that caused some of them to feel that they had become ‘professional marketers’ consequent to their early experiences of work in graduate marketing positions. A model of the possible determinants of the form of ‘workplace identity’ that a marketing graduate would assume was developed and tested. The model hypothesised that: (i) a firm's approaches to training and management development, mentoring, appraisal and reward; (ii) the natures of the tasks allocated to graduate marketing recruits and the task culture prevailing within an enterprise; and (iii) specific characteristics of the individual employee affected the emergence of particular types of workplace identity. Levels of each category of professional identity observed among the sample members were then correlated with job and organisational satisfaction and commitment, self-assessed operational performance, and intention to remain with an enterprise.     

Historical research in marketing theory and practice: a review essay

Abstract

This paper reviews 30 years of interdisciplinary scholarship that deals with marketing history or the history of marketing thought. We have ranged across the humanities and social sciences to review the very best scholarship that these domains have produced which speaks to issues likely to concern the readers of the Journal of Marketing Management (JMM). These domains include: the history of marketing management, history of market research, history of market segmentation, product management history, retailing and channels history, promotion history, advertising history, the history of marketing thought, and marketing and the management of subjectivity, among others. Given obvious page limitations we have nevertheless tried to appeal to the paradigmatic span of the readers of the JMM. With this in mind, we have critically reviewed material that will be of interest to managerially oriented academics, as well as those who subscribe to consumer culture theoretics and critical marketing studies.     

Women over 40, foreigners of color,and other missing persons in globalizing mediascapes: understanding marketing images as mirrors of intersectionality

ABSTRACT

Media diversity studies regularly invoke the notion of marketing images as mirrors of racism and sexism. This article develops a higher-order concept of marketing images as “mirrors of intersectionality.” Drawing on a seven-dimensional study of coverperson diversity in a globalizing mediascape, the emergent concept highlights that marketing images reflect not just racism and sexism, but all categorical forms of marginalization, including ableism, ageism, colorism, fatism, and heterosexism, as well as intersectional forms of marginalization, such as sexist ageism and racist multiculturalism. Fueled by the legacies of history, aspirational marketing logics, and an industry-wide distribution of discriminatory work, marketing images help to perpetuate multiple, cumulative, and enduring advantages for privileged groups and disadvantages for marginalized groups. In this sense, marketing images, as mirrors of intersectionality, are complicit agents in the structuration of inequitable societies.     

Relational marketing throughout the history of commercial exchange: Blind spots in marketing’s origin story

Abstract

Although marketing is commonly theorized to have originated at the dawn of exchange itself, few scholarly articles explore the history of marketing beyond this cursory recitation of the commonly accepted origin story of the field. The evolution of complex commercial exchange is presented as a natural outgrowth of the development of human society as opposed to the willful and intentional efforts of early merchants. Using disparate and archaic sources, this article synthesizes historical accounts and archival information to show that entrepreneurs have always practiced relational marketing from prehistoric eras and continued to do so throughout pre-industrial and post-industrial eras when the bulk of the literature claims that the scale of modern production rendered relational marketing ineffective and nearly obsolete. In doing so, we add to the virtually non-existent literature documenting entrepreneurial marketing in the early, pre-industrial history of commerce.     

Commentary: advancing marketing strategy in the marketing discipline and beyond

ABSTRACT

Shelby Hunt provides an insightful, precise essay on the nature and contribution of the field of marketing across five distinct periods and concludes with a discussion of the potential for the field of marketing, both within marketing and across allied fields of management. This ‘promise’ of marketing’s academic future is followed by a discussion of the key factors likely to play a significant role in lessening the contribution of the field. The purpose of this commentary is to focus on Hunt’s key question regarding Era V: Is the future of the marketing discipline promising or problematic? As such, this commentary addresses four issues: (1) the ‘promising’ assets that the discipline has in play; (2) the slide towards academic irrelevance and, thus, the ‘problem’; (3) Hunt’s observations on how the slide might be reversed; and (4) my viewpoint on what can be done to reverse the slide.     

Customer Orientation of Service Employees—Toward a Conceptual Framework of a Key Relationship Marketing Construct

Abstract

Although customer orientation is a core element of the marketing concept and is especially crucial to the concept of relationship marketing, no widely accepted conceptualization of the construct exists. In the context of service organizations, the fulfillment of customer needs and wishes by customer-contact employeescan be seen as crucial for gaining a high degree of customer orientation. This paper develops a conceptualization of service employee customer orientation which is presented as a three-dimensional construct, the interrelated dimensions being the employee's motivation to serve customers, his or her customer-oriented skills, and his or her self-perceived decision-making authority. Implications are drawn out for relationship marketing of services organizations and relationship marketing theory.     

Social marketing: thoughts from an empathetic outsider

ABSTRACT

Social marketing holds great hope for promoting well-being and social good. Yet, as a ‘master’s tools’ strategy it must be deployed carefully and critically to ensure campaigns are not co-opted by the individualising and issue shaping forces of mainstream marketing. Moreover, social marketing strategies should go beyond promoting better and healthier choices for individuals, and be deployed to encourage critical thinking, political engagement and social action.     

Adapting a book to make a film: how strategy is adapted through professional practices of marketing middle managers

Abstract

For an organisation to be competitive its strategy must be highly responsive to both environmental challenges and customers continuously shifting demands. Yet many organisations treat strategy making as an exclusively top management concern, even though the top management team is often remote from the daily interactions and communications taking place at the organisation, market, and customer interface. We challenge the assumption that strategy making ‘belongs’ to top managers and argue that marketing middle managers, possessing expert market and customer knowledge and insights, adapt top manager’s strategy to shifting customer demands in a changing environment. We explore this argument by adopting a strategy-as-practice perspective and analysing marketing middle manager’s practices across three case companies operating in a dynamic retail environment. Our research enables two key contributions. Our primary confirmation is to demonstrate that marketers are not passive implementers, but active adapters of top management strategy through three critical practices of sensing, challenging, and transmitting. We use the novel analogy of how adapting a book to make a film involves minor changes to the story line and characters to suit the new medium and to illustrate the strategically relevant and influential role marketing plays in adapting the strategy developed by the top management team for implementation. By demonstrating the value of the strategic practices of functional middle managers we also contribute to the growing debate of the need for greater inclusion and transparency in strategy making.     

Once upon a market dreary: the prescient marketing principles of Edgar Allan Poe

ABSTRACT

An American icon, Edgar Allan Poe (1809–1849) is famed for his fiendish tales of fear and trembling, and premature burial. He is less well known as a businessperson, let alone a marketing thought leader. Poe, though, was not only an entrepreneurially inclined self-promoter of genius, but he practised prescient marketing principles that are pertinent to present circumstances. In a world where dark tourism, dead celebrities and disinterred brands loom large, Poe’s principal principles – perversity, poetry, plagiary, plasticity – are prior portents of marketing precepts. Written in an appropriately literary style, this paper shows that dead men do foretell tales. Of markets dreary.     

In search of marketing equilibrium: Relationship marketing versus hypercompetition

This paper is a discussion on work in progress concerning the development of relationship marketing (RM). It is particularly focused on the concept of marketing equilibrium which is a marketing management correspondence to market equilibrium, the traditional concept of neoclassical economics. The paper starts with a brief introduction to the author's approach to RM. It proceeds‐ with a summary of the concept of marketing equilibrium. The next section is a discourse on hypercompetition, a particularly intense type of competition that has been observed by several authors. RM offers a marketing theory based on collaboration with various stakeholders through long‐term relationships, customer retention and loyalty. In contrast, hypercompetition claims that customers will switch between suppliers at an increasingly faster rate and that competitors will become increasingly hostile to one another. Two basic questions are raised: do RM and hypercompetition represent two conflicting but coexisting trends that are both growing in intensity? and How can this coexistence or conflict be conceptually handled? The aim of this paper is not to be complete and provide an answer, only to draw the reader's attention to hypercompetition as an opposite trend to RM and to offer a platform for further analysis and constructive and reflective scholarly dialogue.     

Global marketing Myopia

The objective of this paper is to expand the concept of global marketing strategy beyond its current myopic focus on product positioning and branding. Emphasis on these issues lends to lead to the conclusion that standardisation is the most desirable global strategy. However a successful global marketing strategy needs to be developed and evaluated within the broader context of the overall strategy of the firm, rather than being based purely on customer‐market considerations. This calls for examination of resource allocation across countries, market segments and products, the integration of sourcing activities and production, management and logistical systems into global marketing strategy.     

Systems-thinking social marketing: conceptual extensions and empirical investigations

ABSTRACT

Systems thinking dominated the 2015 World Social Marketing conference with the premise that a more holistic approach takes into account all the issues at play for effective change. Augmenting the broadening social marketing literature, we contend that systems-thinking social marketing enhances the field’s conventional behavioural change with concepts of scale, causation, and iterative co-creating change processes for complex health and environmental problems. The results of our empirical Sea for Society study, a sustainable European marine ecosystem examination of what the barriers to change are and how they are interrelated, find systems-thinking social marketing offers the potential to strategically and critically reinforce, not replace, behavioural change campaigns. With systems-thinking social marketing, a coherent theory of change becomes a possibility. Orchestrating social change may become a reality.     

A marketing perspective on the rise of China: monopoly,politics and value

Abstract

As researchers in the social sciences seek an understanding of the spectacular rise of China, the seemingly counterintuitive stance of an autocratic regime attaining such sustained economic performance challenges multiple analytical frames. The relatively ponderous responses of the United States and Europe to recent global conditions, and the democratic uprisings in Arabic states, further represent a glaring contrast. While the marketing literature is rich in the particulars of specific management issues in the China market, no analysis from the discipline has attempted to provide a broad, distinctly marketing contribution to the China phenomenon. Choice is a fundamental construct underpinning theories of politics, economics and marketing, though it is notably absent from Chinese politics. The changing relationship between markets, business and government reveals a question that is clearly important to marketers, and China is a challenging boundary case for marketing management.     

Up,up and away: social marketing breaks free

Abstract

The social marketing literature has been dominated by questions about the field’s legitimacy along with the ethical and other implications of its relationship with commercial marketing. In reviewing social marketing’s origins and considering its future, this paper acknowledges then moves beyond these concerns, enabling a focus on the opportunities created for this vibrant field in the current environment. Three thematic areas frame the paper’s discussion: the legitimacy of social marketing as a field in its own right; the broadening and deepening of the field and the consequences for social change; and the strengths and opportunities arising out of social marketing’s relationship with mainstream marketing. The paper reviews social marketing’s origins, before considering how the field might draw on the turbulent environment and the dynamic developments taking place within marketing to shape its future.     

Leadership marketing: an exploratory study

In an era when collaboration is the key to business prosperity, the ability to develop one truly coherent and agile brand lived by its employees and delivered to external stakeholders has become extremely challenging. Unity between the internal brand and a company’s external image, when change is the only constant, has almost ceased to exist. The marketing function is frequently underemphasised at board level and its role is often devalued in leading organisational change. This paper concerns how marketing can partner with organisational leadership for a mutually beneficial exchange of skills and capabilities to be able to reinvent organisations rapidly enough to cope with shifts in the external business environment and create a sustainable future for the business. This paper explores the concept of “leadership marketing” from an interpretivist perspective which challenges the conventional view of marketing and leadership as two separate fields and offers a holistic approach for business management and brand alignment.     

Correspondence sales education in the early twentieth century: The case of The Sheldon School (1902–39)

Correspondence education has received very little attention from business historians. Therefore, the purpose of this paper is to draw attention to The Sheldon School and the work of its entrepreneurial founder, Arthur Frederick Sheldon. Sheldon's correspondence course was studied by thousands of students in the early twentieth century. His interests, as reflected in his correspondence course materials and related articles, range from a focus on facilitating exchange relationships through to concerns with distributive justice, sales ethics and the promotion of an American economic and political vision across the globe. As a key figure in the sales education industry, Sheldon had a major impact on the social environment of the twentieth century via his involvement with the Rotary Club. Courtesy of his influence at Rotary, his ideas continue to shape the way prominent scholars have reflected on the consumer and marketing concept.