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The purpose of this paper is to reflect upon teaching the history of marketing thought.

The paper describes the role of the history of marketing thought within a marketing theory seminar at masters level. It presents how the history of thought aspect changed as the theory course evolved.

It is possible to feature a historical component within a masters programme. Adaptations and limitations exist when teaching a historical perspective at a masters versus doctoral level.

The history of marketing thought provides a means of connecting marketing academic study to marketing's lineage and genealogy with the intention of promoting historically versed graduates. It can differentiate between the evolution of marketing thought and the development of marketing practice. From a pedagogical perspective, it facilitates informed discussion, critical reflection and analytical thinking in newcomers to the subject.

The purpose of this paper is to reflect upon social marketing and its implications for the contemporary marketing practices (CMP) classification scheme.

The paper adopts a theoretical approach. Examples from the public engagement with science are used in the reflection.

A phenomenon not commonly associated with social marketing is the growing number of science communication, outreach and public activities to engage the public with science. These scientific initiatives, established to drive knowledge‐based societies around the world, are charged with changing the public's behaviour towards science. This analysis shows the application of the CMP classification explicitly to the broader context of social marketing.

This paper examines how complex multiple exchanges, and social and environment influences, associated with social marketing provide a broader context to examine marketing practice. Further investigation is needed as to whether a sixth aspect of marketing practice is required to fully capture social marketing practice.

Many leading firms across Europe are harnessing information technology to cultivate customer service as a valuable asset to achieve strategic superiority. The key findings of this IT/customer service adoption study emphasize three main points. First information technology acts as an enabling tool in achieving customer service advantages in three ways: clerical effectiveness/automation; operational efficiency; and/or information generation and strategic effectiveness or transformation. Second, customer service is being nurtured as a valuable asset in differentiating products in one or more of four forms: distribution, transaction, relationship and/or strategic. Third, there is a direct positive correlation between the exploitation of IT in customer service and the degree of information orientation. The conclusion presents a model of this adoption process of IT in customer service. These findings reflect “leading” business practice in the use of IT in customer service.

The purpose of this paper is to reflect on trends within social marketing after ten years of involvement with the field, including being co-founding editor of this journal.

The paper outlines personal interaction in the development of social marketing and then highlights five “millstones” that are identified as limiting factors.

Social marketing has to be more than just communications, has to be more than a definitional toy, has to break free from the straightjacket of the 4Ps and must reach beyond the well-trodden path of services marketing and be prepared to work with industry.

Observations on the evolution of social marketing through personal experience of engagement with the field.