WEEK 1 – DEVELOPMENTS IN MARKETING THINKING 2
WEEK 2 – VALUE EQUITY AND INNOVATION 6
WEEK 3 – CONSUMER MOTIVATIONS 10
WEEK 4 – CONSUMER BEHAVIOR 13
WEEK 5 – BRANDING 16
WEEK 6 – BRAND AND RELATIONSHIP EQUITY 21
1
,WEEK 1 – DEVELOPMENTS IN MARKETING THINKING
1.1 – MARKET ORIENTATION – NARVER & SLATER (1990)
Business performance is affected by market orientation (MO). A business that increases its MO will
improve its market performance.
MO is the organizational culture that most effectively and efficiently creates the necessary behaviours
for the creation of superior value for buyers and continuous superior performance for the business.
How? By (1) creating benefits and reducing costs for customers and (2) build long-term, mutually
beneficial relationships with buyers.
MO consists of 3 behavioural components (customer orientation, competitor orientation, interfunctional
coordination) and 2 decision criteria (long-term focus, profitability).
- Customer orientation: understand target group to create superior value
- Competitor orientation: understand strengths/weaknesses/capabilities/strategies of current
and potential competitors
- Interfunctional coordination: coordinated utilization of company resources in creating superior
value for target customers
- Long-term focus: long term perspective
- Profitability: closely related to MO but perceived as an objective of a business
● For commodity (producten/eenheden) / non-commodity businesses, MO is an important
determinant of profitability.
● Market growth is an important determinant of profitability for both businesses, but the
relationship differs; no commodity short-term market growth presents a profitable opportunity,
for commodity businesses short-term market growth reduces profitability.
● Businesses having the highest degree of MO are associated with the highest profitability.
● MO is relevant in every market environment.
Findings suggest that MO and performance are strongly related. A substantial MO must be the
foundation for a business’s competitive advantage.
1.2 – MARKET ORIENTATION – SLATER & NARVER (1998)
Customer-led businesses (CLB) focus on
understanding the expressed desires of the
customers in their served markets and on
developing products and services that satisfy
those desires. Use focus groups and surveys
to enhance their understanding of customer
wants/perceptions of current products and
services. CLB may develop close
relationships with important customers to
gain deeper insight.
Market-oriented businesses (MOB) are
committed to understanding both the
expressed and potential needs of their
customers, and the capabilities and plans of their competitors through the processes of acquiring and
evaluating market information in a systematic and anticipatory manner.
→ Compared to CLB: scan the market more broadly, longer-term focus, more likely to be generative
learners.
Market Orientation is not Marketing Orientation. Marketing is only one function of the business. A
business is market-oriented when the entire organization embraces the values implicit therein and
when all business processes are directed at creating superior customer value. MO is more strongly
2
, related to new product performance at the early stage of the product life cycle than at the late stage.
MO consists of norms for behaviour that guide the business in learning quickly from and about
different types of needs and responding in an entrepreneurial manner to deliver superior customer
value.
CLB and MO represent different degrees to which businesses attempt to understand their markets.
❖ CLB: reactive, short-term in orientation, focus on customers’ expressed desires, successful in
predictable environments. 2 essential activities: marketing and innovation.
❖ MOB: concerned with both expressed and latent (potential) needs, recognize that different
types of customers provide different types of information, committed to continuous market
learning, discovering latent needs and unserved markets, achieve market-focused innovation
and sustain competitive advantage in all types of markets.
1.3 – MARKETING IN THE THIRD MILLENNIUM – ACHROL & KOTLER (2012)
Three-tiered framework based on emerging shifts in marketing;
(1) consumption experiences (sub phenomena) = theoretical more traceable
(2) marketing networks (phenomena)
(3) sustainable development (super phenomena) = descriptive
Evolutionary path of marketing goes from:
1. Functionalist paradigm
→ describes institutions of marketing and their functions
2. Marketing management paradigm
→ rooted in a firm view of marketing processes
3. Exchange paradigm
→ marketing concepts apply to all forms of exchange, focus on inter-firm relationships
4. Network paradigm
→ new phase
Er zijn drie losstaande ontwikkelingen geweest die ervoor hebben gezorgd dat ons paradigm (geheel
van theorieën) is veranderd.
1. The sub phenomena of marketing
Fundamental process is consumption, elements: satisfaction, value, and utility. New concept is
consumer experiences. The core of consumption is a need and its satisfaction, filtered through our
senses. Het gaat hierbij om de gehele customer experience. Niet alleen het aanprijzen van producten,
maar ook de customer senses (touch, feel, smell, etc). Voorbeeld: bij Dunkin Donuts verkopen ze
donuts, maar ook de hele winkel hebben ze een zoete geur gegeven voor de experience. Ook A&F
- Marketing and the human senses
- Neurophysiology and marketing
- Marketing and nanotechnology
2. The phenomenal structure of marketing
In plaats van alles intern houden ga je zoveel mogelijk mensen betrekken bij het maken van een
product. Backward outsourcing en outsourcing of innovation. Besides, the power is shifting from media
institutions to consumer communities (e.g. blog, forum, chat). Voorbeeld: Apple werkt veel samen met
Samsung op het gebied van innovatie maar blijven op de voorgrond concurreren. Ander voorbeeld is
Nike schoenen: consumenten kunnen deze zelf designen. Het is eigenlijk alles wat niet meer binnen
het bedrijf is maar waarbij andere bedrijven/personen betrokken worden.
- The evolution of production and innovation networks
- Distributed production-consumption networks
- Consumption networks
3. The super-phenomena of marketing
Focus on two large facets of marketing science super-phenomena: (1) the concept of a sustainable
marketing ideology and (2) the dark side of middle-class prosperity created by consumption
economics. Two powerful forces that drive our attention on these facets: the carrying capacity of the
environment and the consumption capacity.
3
WEEK 2 – VALUE EQUITY AND INNOVATION 6
WEEK 3 – CONSUMER MOTIVATIONS 10
WEEK 4 – CONSUMER BEHAVIOR 13
WEEK 5 – BRANDING 16
WEEK 6 – BRAND AND RELATIONSHIP EQUITY 21
1
,WEEK 1 – DEVELOPMENTS IN MARKETING THINKING
1.1 – MARKET ORIENTATION – NARVER & SLATER (1990)
Business performance is affected by market orientation (MO). A business that increases its MO will
improve its market performance.
MO is the organizational culture that most effectively and efficiently creates the necessary behaviours
for the creation of superior value for buyers and continuous superior performance for the business.
How? By (1) creating benefits and reducing costs for customers and (2) build long-term, mutually
beneficial relationships with buyers.
MO consists of 3 behavioural components (customer orientation, competitor orientation, interfunctional
coordination) and 2 decision criteria (long-term focus, profitability).
- Customer orientation: understand target group to create superior value
- Competitor orientation: understand strengths/weaknesses/capabilities/strategies of current
and potential competitors
- Interfunctional coordination: coordinated utilization of company resources in creating superior
value for target customers
- Long-term focus: long term perspective
- Profitability: closely related to MO but perceived as an objective of a business
● For commodity (producten/eenheden) / non-commodity businesses, MO is an important
determinant of profitability.
● Market growth is an important determinant of profitability for both businesses, but the
relationship differs; no commodity short-term market growth presents a profitable opportunity,
for commodity businesses short-term market growth reduces profitability.
● Businesses having the highest degree of MO are associated with the highest profitability.
● MO is relevant in every market environment.
Findings suggest that MO and performance are strongly related. A substantial MO must be the
foundation for a business’s competitive advantage.
1.2 – MARKET ORIENTATION – SLATER & NARVER (1998)
Customer-led businesses (CLB) focus on
understanding the expressed desires of the
customers in their served markets and on
developing products and services that satisfy
those desires. Use focus groups and surveys
to enhance their understanding of customer
wants/perceptions of current products and
services. CLB may develop close
relationships with important customers to
gain deeper insight.
Market-oriented businesses (MOB) are
committed to understanding both the
expressed and potential needs of their
customers, and the capabilities and plans of their competitors through the processes of acquiring and
evaluating market information in a systematic and anticipatory manner.
→ Compared to CLB: scan the market more broadly, longer-term focus, more likely to be generative
learners.
Market Orientation is not Marketing Orientation. Marketing is only one function of the business. A
business is market-oriented when the entire organization embraces the values implicit therein and
when all business processes are directed at creating superior customer value. MO is more strongly
2
, related to new product performance at the early stage of the product life cycle than at the late stage.
MO consists of norms for behaviour that guide the business in learning quickly from and about
different types of needs and responding in an entrepreneurial manner to deliver superior customer
value.
CLB and MO represent different degrees to which businesses attempt to understand their markets.
❖ CLB: reactive, short-term in orientation, focus on customers’ expressed desires, successful in
predictable environments. 2 essential activities: marketing and innovation.
❖ MOB: concerned with both expressed and latent (potential) needs, recognize that different
types of customers provide different types of information, committed to continuous market
learning, discovering latent needs and unserved markets, achieve market-focused innovation
and sustain competitive advantage in all types of markets.
1.3 – MARKETING IN THE THIRD MILLENNIUM – ACHROL & KOTLER (2012)
Three-tiered framework based on emerging shifts in marketing;
(1) consumption experiences (sub phenomena) = theoretical more traceable
(2) marketing networks (phenomena)
(3) sustainable development (super phenomena) = descriptive
Evolutionary path of marketing goes from:
1. Functionalist paradigm
→ describes institutions of marketing and their functions
2. Marketing management paradigm
→ rooted in a firm view of marketing processes
3. Exchange paradigm
→ marketing concepts apply to all forms of exchange, focus on inter-firm relationships
4. Network paradigm
→ new phase
Er zijn drie losstaande ontwikkelingen geweest die ervoor hebben gezorgd dat ons paradigm (geheel
van theorieën) is veranderd.
1. The sub phenomena of marketing
Fundamental process is consumption, elements: satisfaction, value, and utility. New concept is
consumer experiences. The core of consumption is a need and its satisfaction, filtered through our
senses. Het gaat hierbij om de gehele customer experience. Niet alleen het aanprijzen van producten,
maar ook de customer senses (touch, feel, smell, etc). Voorbeeld: bij Dunkin Donuts verkopen ze
donuts, maar ook de hele winkel hebben ze een zoete geur gegeven voor de experience. Ook A&F
- Marketing and the human senses
- Neurophysiology and marketing
- Marketing and nanotechnology
2. The phenomenal structure of marketing
In plaats van alles intern houden ga je zoveel mogelijk mensen betrekken bij het maken van een
product. Backward outsourcing en outsourcing of innovation. Besides, the power is shifting from media
institutions to consumer communities (e.g. blog, forum, chat). Voorbeeld: Apple werkt veel samen met
Samsung op het gebied van innovatie maar blijven op de voorgrond concurreren. Ander voorbeeld is
Nike schoenen: consumenten kunnen deze zelf designen. Het is eigenlijk alles wat niet meer binnen
het bedrijf is maar waarbij andere bedrijven/personen betrokken worden.
- The evolution of production and innovation networks
- Distributed production-consumption networks
- Consumption networks
3. The super-phenomena of marketing
Focus on two large facets of marketing science super-phenomena: (1) the concept of a sustainable
marketing ideology and (2) the dark side of middle-class prosperity created by consumption
economics. Two powerful forces that drive our attention on these facets: the carrying capacity of the
environment and the consumption capacity.
3
