Index

Bilgehan Bozkurt (Istanbul Arel University, Turkey)

Debates in Marketing Orientation

ISBN: 978-1-78769-836-9, eISBN: 978-1-78769-833-8

Publication date: 14 January 2019

This content is currently only available as a PDF

Citation

Bozkurt, B. (2019), "Index", Debates in Marketing Orientation, Emerald Publishing Limited, Leeds, pp. 215-225. https://doi.org/10.1108/978-1-78769-833-820191006

Publisher

:

Emerald Publishing Limited

Copyright © 2019 Emerald Publishing Limited


INDEX

Academia and practice, bridge between

managerial implications
, 9–11

practical applications
, 9–11

tension
, 7–9

visibility in business curricula
, 13–15

Academic proficiency
, 97

Accountability
, 99

Acculturation
, 78

Adaptive sell
, 49

American Marketing Association
, 3, 8, 11

Applied statistics
, 37–38

Appreciation
, 81

Aristotle
, 71

Asset-based marketing
, 102

Audience alienation
, 90

Authenticity
, 74, 96

BCG

growth-share matrix
, 21

Behavioural outcomes of organizational motivations
, 83–89

Brand

achievement
, 63

advocacy
, 58

associations
, 88, 92

association with customer demands
, 27–29

authenticity
, 96

awareness
, 82, 88

community
, 37

consciousness
, 95

consistency
, 108

as consumer-generated asset
, 86

energy
, 141, 142

equity
, 25, 29, 31, 33, 39, 68, 87, 88, 92, 101, 111, 131–133, 142

identity
, 24, 91–92, 108

image
, 88

innovation
, 36

knowledge
, 39, 88

legitimacy
, 105

longevity
, 109–110

love
, 32, 33, 79

loyalty
, 25, 33, 41, 57, 87, 88, 105, 131–133

management
, 58, 92

orientation
, 110

passion
, 96–97

personality
, 24, 32

relevance
, 39, 108

solution to segments
, 51–58

value
, 25, 31, 141, 142

Branding-oriented alternative to marketing mix
, 130–131

Business curricula

academia and practice, bridge between
, 13–15

Business cycles
, 19, 76, 77, 79

Business practices versus scientific work

frameworks
, 21–22

growth and stability
, 19–20

macro-economic structure
, 15–19

significant implementation
, 20–21

Business research
, 37–38

Category management
, 58

Cause-related management (CrM)
, 50

Change management
, 66, 99

Choice theory
, 80

CMO Survey
, 100

Cognitive psychology
, 81

Collectivism
, 70

Comfort zone
, 65, 74, 116, 118, 136, 137, 145–147, 160

Commercialization
, 94

Commitment
, 96

Commodification
, 94

Company identity
, 95

Competitive advantage
, 12, 21, 28, 66, 74, 79, 113, 121, 131, 147

Competitor orientation
, 155

Complex adaptive systems
, 82

Complexity theory
, 82

Connectedness
, 140

Consumer

creativity
, 65

culture theory
, 18

demand
, 17

focus
, 76–83

identity
, 95

research
, 37–38

welfare
, 32, 81

Core product
, 61–62

Corporate culture
, 65–66

Corporate social responsibility (CSR)
, 50

Costs of optimism
, 75

Creative marketing concept
, 63–65, 69, 74, 107, 146, 148, 160

Creativity
, 8–9, 14, 32–34, 39, 42, 51, 54, 56, 58, 65, 67, 73–75, 82, 88, 89, 95–97, 102, 107, 108, 115, 116, 117, 118, 120, 124, 127, 142, 146, 150

cognitive
, 81

organizational
, 141, 160

prediction of
, 112–114

sources of
, 63–65

Critical marketing
, 94–96, 160

Critical thinking
, 3, 66, 118

Cultural change
, 157

Cultural improvement
, 114

Customer

connection
, 99

delight
, 4, 5, 19–20, 25, 39, 64, 78, 104, 108, 112, 159

dissatisfaction
, 64

domination
, 94

experience
, 31–32

experiences creation
, 95

frustration
, 109

insight
, 99

involvement
, 81, 96

loyalty
, 71

metrics
, 102

resistance
, 94

retention
, 109

sociology
, 154

well-being
, 71

Customer-driven culture
, 153–157

Customer orientation
, 1–5, 17, 19, 23, 33, 41, 43, 64, 66, 67, 70, 74, 78–80, 85, 86, 91, 94, 96, 99–100, 104, 105, 110, 111, 113, 127, 131, 144, 146, 150–152, 154–155, 159

communicating
, 104

and stakeholder management, trade-off between
, 29–30

Customer-oriented organizations
, 81

Customer satisfaction
, 108, 109

and job satisfaction, relationship between
, 144

Customer, understanding
, 23–58

applied statistics
, 37–38

brand’s association with customer demands
, 27–29

brand’s solution to segments
, 51–58

business research
, 37–38

consumer research
, 37–38

creation
, 32–34

customer experience
, 31–32

dedication of organizations
, 40–41

demands
, 24–26

identification
, 32–34

legislator’s promotion of products
, 47–51

management of integration
, 41–44

management research
, 37–38

marketer’s knowledge about customers
, 23–24

marketing research
, 37–38

marketing’s integration with operations management
, 31

market research
, 37–38

responsibilities of marketing
, 44–47

self-understanding of customers
, 23–24

significant research
, 38–40

stakeholder management and customer orientation, trade-off between
, 29–30

transition between different methods
, 41–44

value creation and need recognition, relationship between
, 34–37

Decision comfort
, 147

Decision confidence
, 147

Dedication of organizations
, 40–41

Demand management
, 31

Demands of customers
, 24–26

brand’s association with
, 27–29

Deming Prize Model
, 151

Devaluation of life
, 94

Differentiation
, 24, 25, 52, 105

Disciplined collaboration
, 28

Distribution channels
, 7, 77

Diversity
, 74

Dynamic learning
, 125

Econometric elasticity of brands
, 102

Economic wealth
, 8

Elaboration likelihood model
, 132, 135

Employee well-being
, 142–145

Empowerment
, 74, 82

Enculturation
, 78

Environmental wellness
, 8

e-retailing
, 149

Ethnocentricity
, 77, 79

European Foundation for Quality Management Model
, 151

Experience-driven customer-based brand equity
, 29, 33

Experiential culture
, 79

Experiential marketing
, 56

Filtered leaders
, 115

Filtered leadership
, 115

Fine arts and marketing, relationship between
, 89–92

Firm-specific research
, 45

Five-forces model
, 21

Focusing on the future
, 124–126

Fragmentation
, 32, 52, 55, 57, 69, 77–80

Frameworks
, 21–22

Freedom to choose
, 32

Goal satisfaction
, 74

Green growth
, 20

Gross domestic product
, 19

Growth
, 19–20

Heterogeneity
, 39, 52, 55, 66, 68, 148

Human revival
, 145–147

Ibero-American Model for Excellence in Management
, 151

Identification
, 32–34

Imagination
, 55

Incremental innovation
, 137–138

Industry
, 17, 27, 44, 55, 64, 67–69, 86, 91, 103, 146, 147, 160

Information economics
, 24

In-house competition
, 141–145

Innovation/innovativeness
, 8, 24, 25, 67, 89, 102, 106, 109

customer-oriented
, 68

fatigue
, 123

incremental, as organizational tradition
, 137–138

laggards and
, 139–140

negative effects on
, 100

radical
, 138

retro
, 140

technological
, 17

versus tradition
, 135–137

unrelated elements of
, 62–63

Innovator consumers
, 25–26

Institutional research
, 83

Interactive-economic schools of marketing
, 14

Interactive-noneconomic schools of marketing
, 14

Inter-functional coordination
, 98

Internationalization
, 78

Job satisfaction and customer satisfaction, relationship between
, 144

Journal of Service Management
, 11

Knowledge

acquisition
, 28, 119

creation
, 28

management
, 28

Kotler, Philip
, 103

Learned helplessness
, 121

Legislator’s promotion of products
, 47–51

Legitimacy
, 83, 84, 86

Logistics
, 99

Macro-economic structure

business practices versus scientific work
, 15–19

Macro-level marketing
, 17–19

Macro-social marketing
, 50

Malcolm Baldrige National Quality Award Model
, 151

Management
, 103–111

effectiveness
, 114–118

of integration
, 41–44

research
, 37–38

Managerial capabilities
, 93

Managerial experience

organization reference to
, 111–118

as prediction of future
, 93

Managerial fads and fashions
, 83–89

Managerial hierarchy
, 17

Managerial idiosyncrasies
, 93

Managerial immediacies
, 91

Managerial implications
, 3, 9–11, 21, 70, 81, 129

Managerial performance
, 72

Managerial power
, 17

Marketer’s knowledge about customers
, 23–24

Marketing
, 103–111

aesthetics
, 90

capabilities
, 109

change, and experience
, 126–128

concept
, 1, 2, 8, 47, 48, 63–65, 69, 74, 95, 105, 107, 109, 124, 128, 136, 139, 146, 148, 160

concepts to difference cultures, translation of
, 158

contribution to organization
, 98–103

decision-making
, 99

definition of
, 8, 36

departments
, 97–98

dominance
, 80

education
, 65

effectiveness
, 104

and fine arts, relationship between
, 89–92

integration with operations management
, 31

interface
, 128, 159, 160

mix
, 98, 128–133

orientation
, 1–2, 4, 5, 58, 79, 89–97

programs
, 65

research
, 37–38, 65

responsibilities of
, 44–47, 77

return-on-investment
, 100

Market orientation
, 1, 16, 18, 79, 99, 110–111

proactive
, 18, 110, 148–149

responsive
, 18, 148–149

Market relevance
, 139

Market research
, 37–38

Masculinity
, 70

Maslow’s hierarchy of needs
, 32

McKinsey

7S
, 21

Meso-level marketing
, 17–19

Methodology
, 20, 37–38, 43, 49, 55, 68, 122, 141, 159

Micro-level marketing
, 17–19

Micro-managerial approach
, 128–130

Mindfulness
, 81–82

Mindset
, 102

Mixed methods
, 18, 40

Motivation theory
, 32

Music
, 55–56

Need recognition and value creation, relationship between
, 34–37

Negativity
, 73, 74

persistent
, 77

Neoinstitutional theory
, 83

Neuromarketing
, 95

Noninteractive-economic schools of marketing
, 14

Noninteractive-noneconomic schools of marketing
, 14

1-to-1 marketing
, 32, 53

Operations management
, 104, 110, 142–145

Organizational alternatives
, 66–68

Organizational capabilities
, 109

Organizational change
, 66

Organizational comfort zones
, 145–147

Organizational competencies
, 11

Organizational culture
, 54

Organizational motivations, behavioural outcomes of
, 83–89

Organizational orientation
, 71

Organizational performance
, 109

Organizational potential
, 69

Organizational privacy
, 10, 12–13

Originality
, 74

Passion
, 96–97

Passive management
, 117

Peace Studies
, 32–33

Personal potential, organization reference to
, 111–118

Persons–organizations– entities divide
, 11–13

Plato
, 102

Rhetoric
, 103

Platonian virtues
, 72

Positioning
, 52

Positive marketing theory
, 8

Positive psychology
, 71

Positivity
, 8–9, 71, 74, 75, 111

Post-industry competition
, 68–69, 160–161

Power distance
, 70

Power relations
, 30

Power theory
, 98

Practitioner-oriented research
, 12

Price perception
, 133

Price-quality paradox
, 77

Proactive market orientation
, 18, 110, 148–149

Problem-oriented research
, 45

Process management
, 105

Product concept
, 48, 95

Production concept
, 94, 95

Production–consumption– production cycle
, 27

Production management
, 31

Productivity
, 7–9, 13, 73, 101, 145, 148, 157

Product lifecycle
, 41, 52, 53

Product quality
, 88, 133, 134

Professionalism
, 17

Profitability
, 57–58

Project management
, 65

Promotion
, 133–134

Push and pull strategies
, 138–139

Qualitative analysis
, 40, 44

Quality evaluation
, 108

Quality experience
, 108

Quality management
, 107, 151

Quality production
, 108

Quantitative analysis
, 40, 42, 44

Quasi-empirical approach
, 44

Radical innovation
, 138

Reactive market orientation
, 110

Recruiters

background and experience, examination of
, 118–124

Rede Conference (1959)
, 13

Reductionism
, 77

Relationship marketing
, 104

Relationship selling
, 49

Reputation
, 84, 86

Resource acquisition
, 84

Resource attraction
, 98

Responsibilities of marketing
, 44–47

Responsive market orientation
, 18, 110, 148–149

Retro marketing
, 140

Return-on-investment
, 100

Return-on-marketing-investment
, 100

Revival
, 140

human
, 145–147

Relationship theory
, 18

Sales management
, 104

Scientific marketing
, 11

Scientific work versus business practices

frameworks
, 21–22

growth and stability
, 19–20

macro-economic structure
, 15–19

significant implementation
, 20–21

Segmentation

brand’s solution to
, 51–58

relevance of
, 52–58

Self-evaluation
, 113–114

Self-regulation
, 82

Self-theory
, 86, 90

Self-understanding of customers
, 23–24

Selling concept
, 138

Service-dominant logic
, 18

Skills of marketing
, 105

Social identity theory
, 95

Stability
, 19–20

Stakeholder engagement
, 29

Stakeholder management
, 104

and customer orientation, trade-off between
, 29–30

Stakeholder marketing
, 80, 86, 104, 155

Stakeholder theory
, 29, 95

State of management
, 70–76

Static learning
, 125

Statistical quality control
, 107

Stevenson, Robert Louis
, 103

Strategic marketing
, 53, 65

Strategic resource orientation
, 110

Strategic thinking
, 147

Strategy development
, 31, 52

Structural change
, 150–151

Technology
, 149–150

Tension(s)

as accelerator of research productivity
, 7

civilized
, 8–9

creative
, 8, 9

of organizational change
, 145–152

Theory of engagement
, 88

Theory-practice-theory cycle
, 10

Time orientation
, 101, 124–128

Toyota

production system
, 21

Tradition versus innovation
, 135–137

Transformational issues

behavioural outcomes of organizational motivations
, 83–89

consumer focus
, 76–83

core product
, 61–62

corporate culture
, 65–66

critical marketing
, 94–96

fine arts and marketing, relationship between
, 89–92

managerial experience, as prediction of future
, 93

marketing contribution to organization
, 98–103

marketing departments
, 97–98

organizational alternatives
, 66–67

passion
, 96–97

post-industry competition
, 68–69

sources of creativity
, 63–65

state of management
, 70–76

unrelated elements of innovation
, 62–63

Translation of marketing concepts to difference cultures
, 158

Transvection
, 110

Tri-component model
, 132

involvement-based
, 134–135

Two-way symmetric/asymmetric communication
, 12

Uncertainty
, 73, 82, 93

Unfiltered leadership
, 115

Unpredictability
, 73

Value creation
, 29–30

and need recognition, relationship between
, 34–37

Virtuous leadership
, 106

visible hand, the
, 16, 17