Topic 1: Overview of development in marketing thinking
Narver&Slater (1990), The effect of a market orientation on business profitability, journal of
marketing, October 1990
Slater and Narver (1998) Customer-led and market-oriented, let’s not confuse the two, strategic
management journal, 19, p1001–1006
Achrol &Kotler (2012), Frontiers of the marketing paradigm in the third millennium, Journal of the
Academy Marketing Science, vol 40:35–52
Homburg, Jozić&Kuehnl (2017), Customer experience management: toward implementing an
evolving marketing concept, Journal of the Academy of Marketing Science, 45, p377–401
Topic 2: Consumer insights and motivations
Laughlin, P. (2014), Holistic customer insight as an engine of growth, Journal of Direct, Data and
Digital Marketing Practice, 16(2), 75-79.
van den Driest, F., Sthanunathan, S., & Weed, K. (2016). Building an insights engine. Harvard business
review, 94(9), 64-74.
Kosinski, M., Stillwell, D., & Graepel, T. (2013), Private traits and attributes are predictable from
digital records of human behavior, Proceedings of the National Academy of Sciences, 110(15), 5802-
5805.
Pai, P., & Arnott D.C. (2013), User adoption of social networking sites: Eliciting uses and gratifications
through a means–end approach, Computers in Human Behavior, 29 (3), 1039-1053.
Reynolds, T. J., & Gutman, J. (1984), Advertising Is Image Management, Journal of Advertising
Research, 24(1), 27-37.
Magids, S., Zorfas, A., & Leemon, D. (2015), The new science of customer emotions, Harvard Business
Review, 93(11), 66-76.
Topic 3: Value equity and innovation
Robert J. Dolan (2014), Marketing Reading: Framework for Marketing Strategy Formation, Online
product on Harvard Business Press. P1 – p13 are mandatory for this course.
Almquist, Senior and Bloch (2016), The Elements of Value Measuring—and delivering—what
consumers really want, Harvard Business Review, September, 47-53
Day (2011), Closing the Marketing Capabilities Gap, Journal of Marketing, Vol. 75 (July), 183–195
Collis&Rukstad (2008), Can you say what your strategy is?, Harvard business review, April, p82-90
Lemon,Rust& Zeithaml (2001). What drives customer equity? Marketing Management 10 (1), p20
Edelman& Singer (2015), Competing on customer journeys, Harvard business review, Vol.93(11), pp.
88-100
Kim & Mauborgne (2005), Blue Ocean Strategy: FROM THEORY TO PRACTICE. California Management
Review, 47 (3), 105-121.
1
,Burke,Stel&Thurik (2010), Blue Ocean vs. Five Forces, Harvard business review, may 2010 (1 page,
see canvas).
Topic 4: Consumer behavior
Wells, V.K. (2014), Behavioural psychology, marketing and consumer behaviour: a literature review
and future research agenda, Journal of Marketing Management, 30 (11-12), 1119-1158.
Focus on the sections: ‘ Classical conditioning in marketing and consumer behaviour research’ and
‘Operant/instrumental conditioning in marketing and consumer behaviour research.’ Do not worry
about the (endless) Tables 1, 2 & 3.
Gelbrich, K., Gäthke, J., & Hübner A. (2017), Rewarding customers who keep a product: How
reinforcement affects customers' product return decision in online retailing, Psychology & Marketing,
34, 853–867.
Pauwels, K. (2015). Truly accountable marketing: the right metrics for the right results. GfK Marketing
Intelligence Review, 7(1), 8-15.
John, L. K., Mochon, D., Emrich, O., & Schwartz, J. (2017). What’s the Value of a Like. Harvard
Business Review, 95(2), 108-115.
Mecredy, P., Wright, M. J., & Feetham, P. (2018). Are promoters valuable customers? An application
of the net promoter scale to predict future customer spend. Australasian Marketing Journal, 26(1), 3-
9.
Topic 5: Branding
Keller, K. L. (2016). Reflections on customer-based brand equity: perspectives, progress, and priorities.
AMS review, 6(1-2), 1-16.
Keller, K. L., Sternthal, B., & Tybout, A. (2002). Three questions you need to ask about your brand.
Harvard Business Review, 80(9), 80-89.
Schultz, D.E. (2016). Rethinking Brand Development in an Interactive Marketplace. In Srivastava, R. K.,
& Thomas, G. M. (Eds.). The Future of Branding (199-216).
Horst, P., & Duboff, R. (2015), Don't Let Big Data Bury Your Brand: What Capital One learned about
over relying on analytics, Harvard Business Review, November 2015, 79-86.
Holt, D (2016). Branding in the age of social media. Harvard Business Review, 94(3), 40-50.
Topic 6: Relationship & customer equity
Fischer, Volkner &Sattler (2010), How important are brands? A cross-category, cross country study,
Journal of Market Research, Vol. 48(Oct), p.823–839
Dwivedi, Merrilees&Sweeney (2010), Brand extension feedback effects: a holistic framework, Journal
of Brand Management,17, 328 – 342.
Hsu, L., Fournier, S., & Srinivasan, S. (2016). Brand architecture strategy and firm value: how
leveraging, separating, and distancing the corporate brand affects risk and returns. Journal of the
Academy of Marketing Science, 44(2), 261–280.
2
,Watson, Beck, Henderson & Palmatier (2015), Building, measuring, and profiting from customer
loyalty Building, Journal of the Academy of Marketing Science, Vol.43(6), pp.790-825
Hsieh, Chiu& Chiang (2005), maintaining a committed online customer: A study across search-
experience-credence products, Journal of Retailing, Vol.81(1), pp.75-82
Silveira, C., Oliveira, M. and Luce, F. (2017), Comparing alternative approaches to estimate customer
equity, Marketing Intelligence & Planning, Vol. 35 No. 5, pp. 611-625.
WEEK 1
Article 1 Narver&Slater (1990). The effect of a market orientation on business profitability
This article is about has generated a broad system of research on Market Orientation.
This article report the development of a valid measure of market orientation (customer-,
competitor orientation and inter functional coordination) and analyze its effect on a
business’s profitability. They are also controlling important business-level and market-level
variables. They found that market orientation has different effects for different industries.
Non commodity business have a linear effect, commodity business have a U shape effect.
The effect of market orientation is diminishing in size since the environment is changing and
hygiene effect is growing.
Market orientation is the organization culture that most effectively and efficiently creates
the necessary behaviours for the creation of superior value for buyers and, thus, long-term
superior performance of the business. It therefor need to maintain a mutually beneficial
relationship with its buyers. A market oriented business continuously examines the
alternative sources of sustainable competitive advantages (SCA) to see how it can be most
effective in creating superior value for its present and future buyers.
Three behavioral components
- Customer orientation is the sufficient understanding of one’s target buyers to be
able to create superior value for them continuously.
- Competitor orientation is when a seller understands the short-term strengths and
weaknesses and long-term capabilities and strategies of both the key current and the
key potential competitors.
- Interfunctional coordination is the coordinated utilization of company resources in
creating superior value for target customers.
Commodity market - pure price market, trying to get the lowest price, sell physical products
identical in quality and performance to those to competitors. This market has a disadvantage
in relation to their competitors in creating superior value for buyers. Commodity goods:
vaste materialen, zoals koffie.
Non commodity market - businesses that are trying to create superior value for buyers, can
adapt their generic product somewhat as well as add customer benefits to their generic
products. Non-commodity goods: zijn differentieerbaar. Zoals schoenen.
Among both commodity businesses and noncommodity businesses, market orientation is
strongly related to profitability.
3
, Companies that are market oriented are more profitable than ones that are not. Results
show that there is for commodity products only a positive relationship between MO and
profitability when business is above the median(when they are creating superior value for
their powerful customers).
They are talking about marketing culture (belief to put customer first) and marketing as
behaviour (generate information/implementation of marketing concept).
Article 2 Slater and Narver (1998) Customer-led and market-oriented, let’s not confuse the
two
This article is about market orientation. It is crucial for sustainable superior value. It talks
about the different views on MO (responsive vs proactive). Article shows that there are two
different views on market orientation, one focus on customer led responsive MO and the
other on market-oriented proactive MO. The article shows the differences and under which
conditions both strategies may be successful and can cause problems.
Customer-led philosophy: is primarily concerned with satisfying customers’ expressed
wants/needs, and is typically short term in focus and reactive in nature. Reactive & Short-
term focused. It can be successful in predictable environments where it is most important to
take care of a stable served market.
Market-oriented philosophy: goes beyond satisfying expressed needs to understanding and
satisfying customers’ latent needs and, thus, is longer term in focus and proactive in nature.
Focus on both expressed and latent customer needs.
Customer-led business
Customer-led businesses focus on understanding the expressed desires of the customers in
their served markets and on developing products and services that satisfy those desires.
They use focus groups and surveys to enhance their understanding of the customers wants
and perceptions. Or they build relationships with close customers to gain deeper insights.
The problem is that this philosophy is short-term in focus and lead to adaptive rather than
generative learning. Also called the tyranny of the served market in which managers see the
world only through their current customers eyes.
Market-oriented business
Market-oriented businesses are committed to understanding both the expressed and latent
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. They continuously create superior customer value by sharing knowledge broadly
throughout the organization and by actin in a coordinated and focused manner. They scan
the market more broadly than customer-led businesses and they are much more likely to be
generative learners (which is critical to innovation). Generatief leren is wanneer je de
achterliggende systemen begrijpt, en dieper in gaat op de oorzaak van bepaalde dingen.
They escape the tyranny of the served market by searching for unserved market.
Article 3 Collis & Rukstad (2008), Can you say what your strategy is?
This article is about marketing strategies vs corporate strategies. What is the difference?
Article shows which marketing principles and thoughts you have to follow to become a high
performance business. Important to become a high perform is collecting big data/deep
4
