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Develops an approach to the discipline of macro‐marketing as a means for discussion. Approaches the task of agenda by considering: scope and domain of macro‐marketing; classification of research issues at a general level; and major macro‐marketing issues facing different groups in various developed and underdeveloped countries. Concludes that the promise of macro‐marketing as an emergent field is a function of the research directions this field takes; suggests, further, that these directions are a product of social processes and therefore not a matter of prescription or infallible predictions.

This paper aims to propose a new country-level construct, national customer orientation, to provide a benchmark for global headquartered managers’ decisions and scholars investigating cross-national research.

A conceptual framework and unique propositions are developed that focus on how one macro-economic driver, e.g. the wealth of a country, and one macro-marketing driver, e.g. customer price sensitivity, affect national customer orientation during and after global economic downturns such as recessions and a pandemic.

An agenda setting section proposes distinct theoretical, empirical and managerial themes for future research aimed at testing the propositions at the country and organization levels over time.

Although the new construct offers substantial benefits for scholars and managers, current measures of national customer orientation are limited to data provided by the World Economic Forum or expensive primary survey-based research that restrict the number of countries, respondents and time periods.

The new national-level customer orientation construct and propositions about its drivers over time promise to provide global managers a country-level customer-based benchmark so that they can better understand, set expectations and manage customer orientation across different countries over time.

Research on market and customer orientation is consistently designated a priority by academics and practitioners. However, most previous studies exclusively focus at the micro organizational-level, with less known on how customer orientation varies at the macro country-level and over time.

The purpose of this paper is to demonstrate how macro-social marketing can contribute to the United Nations 2030 sustainable development’s goal of reducing non-communicable diseases and promoting and well-being by addressing the wicked problem of obesity.

A comprehensive, population-based intervention developed as a call-to-action movement to address obesity city-wide in Brazil was conducted and analyzed according to a macro-social marketing perspective, combined with the total process planning model (TPP).

The intervention was successful in effecting systemic change by targeting multi-level audiences to trigger active participation and interaction of multiple sectors at the macro, meso and micro levels; fostering the related positive behaviors of physical activity and healthful eating; and using a complementary range of intervening tools including events, mass media and social digital media.

Using a holistic view that combines macro-social marketing with the TPP, this paper offers factual evidence on how to connect research and action meaningfully to address obesity by engaging, connecting and/or partnering with multiple stakeholders in an effort to promote a healthful lifestyle and well-being.

The purpose of this paper is to show how macro‐social marketing and social engineering can be integrated and to illustrate their use by governments as part of a positive social engineering intervention with examples from the Canadian anti‐smoking campaign.

This is a conceptual paper that uses the case of the Canadian anti‐smoking campaign to show that macro‐social marketing, as part of a wider systems approach, is a positive social engineering intervention.

The use of macro‐social marketing by governments is most effective when it is coupled with other interventions such as regulations, legislation, taxation, community mobilization, research, funding and education. When a government takes a systems approach to societal change, such as with the Canadian anti‐smoking campaign, this is positive use of social engineering.

The social marketer can understand their role within the system and appreciate that they are potentially part of precipitating circumstances that make society susceptible to change. Social marketers further have a role in creating societal motivation to change, as well as promoting social flexibility, creating desirable images of change, attitudinal change and developing individual's skills, which contribute to macro‐level change.

Social marketers need to understand the structural and environmental factors contributing to the problem behavior and focus on the implementers and controllers of society‐wide strategic interventions.

Eliminating all factors which enable problem behaviors creates an environmental context where it is easy for consumers to change behavior and maintain that change.

The value of this paper is in extending the literature on macro‐social marketing by governments and identifying the broader strategy they may be undertaking using positive social engineering. It is also in showing how marketers may use this information.

This monograph progresses from a consideration of definitional issues to the development of a conceptual model for marketing‐logistics interaction and finally to a discussion of the issues of implementation of the model within the context of marketing strategy. Thus, following an introduction, Part II begins with definition of the field and examines the position of physical distribution in relation to marketing. Part III discusses the relationship of physical distribution and macro‐marketing, and is thus concerned about the social, aggregative goals of logistics systems, including the costs of distribution. Part IV continues this argument, examining specifically the influence of physical distribution on channel structure. Part V then focuses on the assumptions underlying the customer service function, asking how physical distribution can influence final demand in the market place. Part VI presents a conceptual model of marketing‐logistics demand stimulation. The operational issues concerned with its implementation are shown in Part VII; and a summary of the relevant points is presented in Part VIII. The concern has been not with presenting either new computational models nor empirical data but with presenting a new perspective on the marketing‐logistics interface. There is a need to reduce the barriers between these fields and to present more useful ways for co‐operation.

The purpose of this paper is to introduce a template to guide practitioners in the creation of multiple marketing plans that are intended to target different groups of stakeholders – some of whom are supportive, others adversarial, namely, the business-to-business (B2B) marketer’s agenda.

The methodology involved a combination of purposeful sampling, real-time participatory observation, action research and secondary data analysis. The main method of this research is analytical and conceptual with the objective of identifying the diverse groups of stakeholders with whom business marketers must interact.

In cases where multiple marketing plans were used for different stakeholder groups, B2B firms encountered lower levels of negative attribution from social network systems, mass media and subsequently public and governmental stakeholders.

This paper suggests the need for multiple marketing plans that target not only supportive customers but also neutral and adversarial stakeholders who represent a source of negative attribution because they have the potential to derail or even destroy the B2B firm’s marketing agenda. It is suggested that practitioners must also address those stakeholders who distrust or even dislike their firm and its marketing objectives.

Social marketers set out to undertake interventions that benefit society. However, at times, there can be inadvertent, unintended consequences of these interventions that can be seen as unethical. Such ethical issues can arise from the context, process, method and outcomes of interventions and often bring to the fore the “social fairness” of social marketing. Given that social marketing is aimed at societal benefit, the authors believe that the issue of social fairness is an important one in the context of ethical social marketing. With that in mind, the purpose of this paper is to provide a discussion of the application of a normative ethical framework, labelled the integrative justice model (IJM) (Santos and Laczniak, 2009), to social marketing. This amounts to a macro-social marketing ethical framework.

Conceptual broadening of a normative ethical framework.

The authors hold that the IJM provides several helpful normative guidelines for improving the “social fairness” of social marketing. As such, the presented normative framework of macro-social marketing ethics provides useful guidelines for future development of social marketing codes of ethics.

The macro-social marketing ethics framework provides practical guidelines for social marketers to assess ethical issues in social marketing.

The macro-social marketing ethics framework answers the call of Carter, Mayes, Eagle and Dahl (2017) for development of ethical frameworks for social marketers. It provides a reconciliation of multiple normative frameworks to give a set of guidelines for social marketers that are clear and non-contradictory.

The purpose of this paper is to better define the contribution of entrepreneurship to the advancement of marketing thought.

The paper is a literature review that uses examples from the literature to propose new research directions.

The paper proposes research opportunities, and concludes that the contributions of entrepreneurship to normative macro‐marketing are largely absent.

The marketing/entrepreneurship interface continues to be a connection that is difficult to define. Yet, it is an area with rich research potential, and it is critical that marketing embraces these opportunities to strengthen its strategic focus as a discipline.

The paper integrates literature from a variety of perspectives from marketing and related fields, and maps the marketing/entrepreneurship interface on Hunt's classification schema.

Traditionally, firms have been dependent on internal sources such as their own employees – and up to a certain extent, on some external sources, their customers – for innovation. However, in the current scenario of technological dynamism, firms are exploring multiple sources to generate ideas for innovation. Therefore, there is a need to understand the relative effect of various sources of innovations on a firm’s performance.

We offer a conceptual framework where we identify six distinct sources of innovations – firm, customers, external network, competition, macro-environment, and technology and how they create value for focal firms especially their brand equity. We introduce a taxonomy of various costs and benefits related to innovations. We then argue using our proposed taxonomy to understand the relative strengths of various sources of innovation affecting a firm’s brand equity.

We discuss and compare the relative effects of these sources of innovations on a firm’s brand equity by rank-ordering the sources. The customers and the technology as a source of innovation have the maximum impact on the firm’s brand equity followed by the marginal impact of macro-environment and external network of a firm. The firm itself has a moderate impact on its brand equity, while competition has the minimal impact. Further, we also discuss how the relationship is moderated by different innovation characteristics (nature and type of innovations).

The main practical implication is to create awareness among managers about various costs and benefits of the proposed six sources of innovations and their effects on brand equity. Managers would be able to prioritize their sources of innovation based on firms’ current needs, and whether to focus on lower costs or building higher brand equity in the scarce resource environment.

We offer a comprehensive list of six sources of innovation, build a conceptual framework wherein we discuss the relative strengths of these sources affecting brand equity.

The purpose of this paper is to show how non-linear causal modelling knowledge, already accumulated by other disciplines, is central to unravelling wicked problem scoping and definition in social marketing.

The paper is an illustrative case study approach, highlighting three real-world exemplars of causal modelling for wicked problem definition.

The findings show how the traditional linear research methods of social marketing are not sensitive enough to the dynamics and complexities of wicked problems. A shift to non-linear causal modelling techniques and methods, using interaction as the unit of analysis, provides insight and understanding into the chains of causal dependencies underlying social marketing problems.

This research extends the application of systems thinking in social marketing through the illustration of three non-linear causal modelling techniques, namely, collective intelligence, fuzzy cognitive mapping and system dynamics modelling. Each technique has the capacity to visualise structural and behavioural properties of complex systems and identify the central interactions driving behaviour.

Non-linear causal modelling methods provide a robust platform for practical manifestations of collaborative-based strategic projects in social marketing, when used with participatory research, suitable for micro, meso, macro or systems wide interventions.

The paper identifies non-linear causality as central to wicked problem scoping identification, documentation and analysis in social marketing. This paper advances multi-causal knowledge in the social marketing paradigm by using fuzzy, collective and interpretative methods as a bridge between linear and non-linear causality in wicked problem research.