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Summary Articles Overview and Summaries - Theories of Marketing (6314M0185Y)

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Marketing Topics + Articles Main Take Away Implications
Topic 1 Developments of Marketing Concept vs. Market Orientation:
MarketingCconcept concerns itself with realizing organizational goals by being more
Marketing Thinking effective than competitors in creating superior customer value. In MarketOrientation, a
business uses the three behavioral components (customer and competitor orientation,
inter-functional coordination) to understand the customers and competitors and combine
those in business efforts so that they are able to create superior customer value.
Therefore, MC and MO are related in such a way that businesses use MO to create superior
customer value compared to the competition and with that realizing their organizational
goals, the MC.

Market Orientation vs. Customer Experience Management:
MOs cultural mindset is expressed in customer and competitor orientation and
interfunctional coordination; CEMs cultural mindset is expressed in experiential response
orientation, alliance orientation and touchpoint journey orientation; while both give
strategic direction, CEM adds to that in the sense of market collaboration and external
touchpoint journey orientation; for MO, firms need exploitative mindsets and capabilities
(arguable with the later MO definition), while CEM adapts an explorative mindset with an
ambidexterity method
Narver & Slater (1990) The effect of a Assumptions: Although this effect has been observed for decades, there has not yet been a Implications:
market orientation on business portfolio valid measure After controlling for market- and business-level influences, MO and
for the effect of MO on profitability performance are strongly related; for both types of businesses
Key Concern: What is market orientation and how does it affect business portfolio (commodity and non comoodity) those with the highest degree of
performance? MO successfully pursue both differentiation and low-cost
strategies; to increase confidence in outcomes and develop
business implications the study has to be replicated in various
different settings.
Market Orientation  It is the empirical development of a valid measure of market
orientation and its effect on business profitability of commodity and non-commodity
businesses; considers situational factors (business-specific factors and market-level factors) Commodity business: competes on price; sells raw materials and
The organisations culture that most effectively and efficiently creates the necessary physical products, here dimension lumber, plywood or logs, all of
behaviour for the creation of superior value for buyers and continuous superior which are essentially identical in quality and performance to those
performance for the business; implementation of the marketing concept; consists of three of competitors; in trying to create superior value for buyers, these
behavioural components (a, b, c) and two decision criteria (d): businesses usually are unable to adapt their generic products and
1. Customer Orientation – sufficient understanding of target buyers to create value, must rather add various customer benefits to the generic produce
increasing benefits in relation to costs and understanding economic and political and reduce buyers non-price costs; customers are often
constraints on all levels in the channel corporations wholesale distributors as well as outside (foreign
2. Competitor Orientation – understanding short-term strengths and weaknesses as and domestic) retailers
well as long-term capabilities and strategies of key current/potential competitors Non-commodity business: here differentiated between specialty
3. Interfunctional Coordination – coordinated utilisation of company resources in product business (e.g., cabinets) and distribution businesses; can
creating superior adapt their generic product somewhat, add customer benefits to
And two decision criteria: their product and reduce nonprice costs.
1. Long-term Focus
2. Profit Objective – no empirical evidence on either one

, Market Orientation as Culture: set of beliefs that puts the customers’ interests first, while
not excluding those of all other stakeholders, in order to develop a long-term profitable
enterprise
Market Orientation as Behaviour: ability to generate, disseminate and use superior
information about customers and competitors
Slater&Narver (1998) - Market Concept: Conceptual differentiation between market-oriented and customer-led Implications: the advice is to become market-oriented since it
Orientation revisited philosophies within the prior dimension of customer orientation works regardless of market conditions; two essential activities in
Assumptions: Counterargument to the belief that ‘customer orientation is not wise during a business are innovation and marketing - market-orientation
period of discontinuity’ (Christensen & Bower, 1996) supports that; a critical step in commercialisation of technology is
Key Concern: How can customer orientation work effectively under any market condition? being accepted by early adopters, so the market-oriented supplier
must work effectively with the pragmatists to demonstrate
economic value
The two forms of Market Orientation, Customer Orientation that combined add up to total
market orientation
1. Customer-led philosophy: responsive MO; primarily concerned with satisfying
customers’ expressed needs, short-term in focus and reactive in nature; pursues
customer satisfaction, which is complex when developing a valid measure and
often leads merely to incremental improvements due to its short-term
managerial focus;
2. Market-oriented philosophy: proactive MO; understands and satisfies latent
needs, is long-term in focus and proactive in nature; creates superior value by
sharing knowledge broadly through the organisation and generally acting in a
coordinated and focused way; recognises that different customers provide
different information;

An organisation gains competitive advantage when it possesses skills or values that create
superior value and are difficult to imitate;
- In stable environments one can respond quickly to needs and build durable and
valuable relationships;
- In a turbulent environment one needs to anticipate evolving customer needs and
generate new value-creating capabilities, so here a customer-led strategy cannot
lead to competitive advantages.

Homburg ea (2017) - Customer Concept: Empirical elaboration on Customer Experiences(CE, see left) and Customer
Experience Management Experience Management (CEM) and its respective components
Assumptions: Sensorial responses, experiences and networks - how
CustomerExprienceManagement can add strategic action to Market Orientation
(Narver&Slater)
Key concern: How can CEM be implemented?

Customer Experience in a nutshell: : evolvement of a person’s sensorial, affective,
cognitive, relational and behavioural responses to a firm or brand by living through a
journey of touchpoints along prepurchase, purchase and post-purchase situations and

, continually judging this journey against response thresholds of co-occurring experiences in
a person’s related environment; focusses on
 full sensorial responses versus just need satisfaction,
 customer journey vs product offering
 sensorial experiences beyond the product/company

Customer Experience Management – firm-wide management approach entailing three
categories
1. a firm’s cultural mindsets (mental portrayals managers use to describe their
competitive advantage), consisting of
 experiential response orientation
 touchpoint journey orientation
 alliance orientation,
2. Stategic decision ((involves designing CE), consisting of
 Touchpoint cohesion
 Consistency
 Context sensitivity
 Connectivity
3. Capabilities (continually renewing Customer Journey), consists of
 Touchpoint journey design
 Prioritisation
 Journey monitoring
 Adaptation
De Swaan Aarons 2022 – Current Main Question: Marketing leaders instead must ask, “What values and goals guide our The New Marketing Roles
Marketing Succes Factors brand strategy, what capabilities drive marketing excellence, and what structures and ways Our research shows that, as a result, the vast majority of brands are
of working will support them?” led much more centrally today than they were a few years ago.
Companies are removing middle, often regional, layers and creating
The shared principles of high performers’ marketing approaches specialized “centers of excellence” that guide strategy and share
1. Big Data Deep Insights best practices while drawing on needed resources wherever, and
- It could improve the targeting of messages at whatever level, they exist in the organization.
- Universal Human Truths  the consumer’s basic drives/ motivation. Why are It useful to categorize marketing roles not by title (as the variety
consumers doing what.. seems infinite) but as belonging to one of three broad types;
2. Purposeful Positioning Think, Feel & Do.
- Top brands excel at delivering all 3 manifestations of brand purpose - Think marketeers: Who apply analytic capabilities to tasks
o Functional Benefits – the job the customer buys the brand todo like data mining, media- mix modeling, and ROI
o Emotional benefits – how it satisfies customer’s emotional needs optimization
o Societal benefits – such as sustainability - Do Marketeers: Who develop content and design and
- You should also have a clear brand purpose that improves alignment throughout lead production
the organization and ensures consistent messaging across touchpoints - Feel Marketeers: who focus on consumer interaction and
3. Total Experience engagement in roles from customer service to social
- Companies try to enchance their products y creating customer experiences; by media and online communities
personalizing offerings or focusing on the breadth of the relationship by adding The Networked organization
touchpoints MOs and other marketing executives such as chief experience
- When you do both ; personalize & focus + adding you’ll have the total experience officers and global brand managers increasingly operate as the
orchestrators, assembling cross-functional teams from these three
classes of talent to tackle initiatives.
The 5 drivers of organizational effectiveness

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