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This case involves the March of Dimes (MOD) Foundation, the “leading nonprofit organization for pregnancy and baby health.” MOD’s mission was to support medical research, organize volunteer workers, and provide community services and education to save babies’ lives (www.marchofdimes.org). The strategic issue in the case involves creating awareness of both the mission and services of MOD and the critical issue driving that mission – premature births. The organization must create a desire for various target markets to take action in response to the problem. The main protagonist is Doug Staples, Senior Vice President for Marketing and Communications.

Data were collected via personal interviews with the primary protagonists, Doug Staples, and Mike Swenson of the Barkley agency. The MOD provided quantitative Gallup studies they commissioned, as well as documents unveiling the roll-out in the San Jose, CA region. The Barkley Agency provided qualitative data from a study which consisted of eight focus groups conducted in two markets and ten personal interviews. Secondary research was used to provide a support for industry and market data, to supplement organizational facts provided by the MOD, and to identify and link marketing theory to the situations provided in the case. The organization, facts and characters in this case were not disguised. MOD was consulted throughout the case development process.

This case study is recommended for marketing courses at the undergraduate level. It is most appropriate for marketing management, introductory marketing, or marketing strategy classes. Additionally, this case is a good fit for courses focused upon not-for-profit marketing issues.

The strongest opportunities to apply theory using this case relate to branding (see De Chernatony and Dall’Olmo Riley, 1998 for a content analysis of the brand literature). These theories include brand image and personality (Aaker, 1997; Belk, 1998; Grohmann, 2009), brand awareness (Aaker, 2002), brand involvement and customer loyalty (Brakus et al., 2009), brand engagement (Sprott et al., 2009), brand relationships (Breivik and Thorbjornsen, 2008), and brand equity (Aaker, 2002, 2008). Specifically, question 2 addresses brand personality, and questions 3 and 4 explore relationships with the brand such as the emotional power of the brand and brand association. Question 6 focuses on positioning strategy.

Industry 4.0 (I40) is an open window of opportunity for Turkey, a developed country, to eliminate technological dependence and produce with maximum productivity. However, I40, which corresponds to the fourth wave of industrial revolutions, brings both opportunities and challenges. In this context, this study aims to reveal the foresight of managers in the Turkish white goods industry (TWGI) regarding the advantages and challenges of I40 and compare them with the literature.

The Delphi method was used for the study. Data were collected from managers of companies that are members of the White Goods Suppliers Association (BEYSAD). Seventy managers from 55 companies participated in the first round, and 19 managers participated in the second round of Delphi.

The results show that the most frequently cited advantages are productivity/resource efficiency, data and information-enabled effectiveness/productivity, quality 4.0 and competitiveness/strategy. The most frequently mentioned challenges are financial resources/investment, employee qualification/training, technical/processual challenges and organizational transformation/leadership.

The sample was limited to the managers of the TWGI.

Players in similar ecosystems and policymakers should consider the advantages and respond to potential challenges when creating roadmaps, taking the necessary steps and positioning themselves in the marketplace. In particular, the TWGI – Turkey’s showcase in international markets – should consider the undeniable benefits of the I40 transition to increase innovation.

The findings for the first time highlight the advantages and challenges of I40 in an industry in Turkey, and they will benefit the TWGI, which is among the leaders in Turkey in terms of digital maturity and innovation in its journey to I40.

The aim of this paper is to critically review the most significant writings on “two” constructs that have quickly acquired the status of “important marketing topics”; that is, brand attachment (BA) and brand love (BL).

A profound and parallel inspection of highly influential articles along with ensuing essays by the same single authors is performed.

This review reveals that: hardly a year goes by without some reinventions or retouching of these constructs’ conceptual characteristics; there are several striking similarities between them; the politics of marketing theory are at work in keeping these constructs away from each other; the literature under scrutiny not only suffers from amnesia, but also from some severe schizophrenic symptoms; and that BA and BL are nothing more than the same core knowledge product offered under different brand names.

This review is limited to considering the constructs of BA and BL.

Because the literature on BA and BL has been essentially empirical, this paper has the potential to add a compulsory conceptual component to it. It also has the potential of instigating discussions, debates and, in due course, a deeper understanding of these “two” constructs.

The purpose of this paper is to explore the field of social marketing. The field needs to evaluate what works, and more importantly for it to prosper and remain relevant, it must discover and incorporate concepts and techniques from other disciplines that are aligned around core ideas of people‐centered and socially oriented.

The paper reviews new insights and understandings from modern social marketing practice, social innovation, design thinking and service design, social media, transformative consumer research, marketing theory and advertising practice and develops a model for transforming social marketing thought, research and practice.

A three dimensional model is presented that includes: scope – co‐creation, conversations, communities and markets; design – honoring people, radiating value, engaging service and enhancing experiences; value space – dignity, hope, love and trust.

The presentation weaves together a set of ideas from different disciplines that together strengthen the social marketing approach and provide a broader set of outcomes and perspectives that can be incorporated into work in this field.

“What’s in a name? That which we call a rose by any other name would smell as sweet …” Juliet may have been right when she uttered these noble words, but then again Romeo and Juliet did not live in a world where Nike, Sony and IBM rule supreme. Nor did the military offensives (to combat the feuding Montagues and Capulets) in Verona have names such as “Just Cause” or “Enduring Freedom”. Marketers have known for a while that the power of a brand lies in more than the product or even the explicit promise it makes, and this is where naming, memory and emotions all come into play.

In an increasingly competitive marketplace and with homogenization of destination brands occurring alongside globalization, enticing tourists to travel at all, let alone to a particular destination, can be a significant challenge. This paper aims to address this issue through exploration of the utility of the concept of brand love in the context of tourism destinations.

The investigation of the problem involved three large cities in the USA and utilized a variety of qualitative research methods, including tourist interviews, photos and collages. Additionally, the research included key informant interviews.

In total, 13 themes through which participants articulated their love were identified through thematic analysis of the tourist data, and these themes were drawn together in a model of destination brand love. Furthermore, three types of destination brand love were identified, and these coincide with three words for “love” in the Greek language.

The most significant managerial value of the article’s findings likely would come from tourism destination marketing organizations determining what type(s) of love is/are (or could be) prevalent among that destination’s most loyal tourists. Steps to do this are provided.

The complexity in tourists’ relationships with, and feelings of love for, destinations and their brands that this research has revealed demonstrates that there is opportunity for deeper understanding of how and why tourists come to love a destination and its brand. With this more complete knowledge, marketers would be better prepared to foster and grow brand love among their destinations’ tourists, resulting in increased visitation and revenue.