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Perspective-taking is a social competency to consider the world from other viewpoints (Galinsky, Maddux, Gilin, & White, 2008); it “allows an individual to anticipate the behavior and reactions of others” (Davis, 1983, p. 115) and helps to balance attention between self- and other-interests (Galinsky et al., 2008). Though often used interchangeably with the term empathy – “an other-focused emotional response that allows one person to affectively connect with another” (Galinsky et al., 2008, p. 378), clear evidence exists that demonstrates that the two concepts are distinct (Coke, Batson, & McDavis, 1978; Davis, 1983; Deutch & Madle, 1975; Hoffman, 1977; Oswald, 1996). Although both concepts refer to a social competency of taking another's perspective, empathy tends to be more affective while perspective taking leans toward the cognitive (Galinsky et al., 2008). For example, perspective taking is associated with personality characteristics such as high self-esteem and low neuroticism as opposed to emotionality (Davis, 1983). Perspective-takers are more capable of stepping outside the constraints of their own immediate, biased frames of reference (Moore, 2005) to reduce egocentric perceptions of fairness in competitive contexts (without it being at the expense of their own self-interest; Epley, Caruso, & Bazerman, 2006). Perspective taking has also been shown to be a more valuable strategy than empathy in strategic interactions because it helps negotiators find the necessary balance between competition and cooperation, between self- and other-interest (Galinsky et al., 2008). Achieving such a balance facilitates creative problem-solving (Pruitt & Rubin, 1986). For instance, in negotiation, a focus only on self-interests is associated with excessive aggression and obstinacy whereas a focus only on other-interests encourages excessive concession making to the detriment of one's own outcomes (Galinsky et al., 2008). In contrast, perspective takers have the capacity to uncover underlying interests to generate creative solutions when an obvious deal is not possible (Galinsky et al., 2008). Consequently, the cognitive appreciation of another person's interests is capable of facilitating economically efficient outcomes by acting as a discovery heuristic that reveals hidden problems or solutions and as a tool that enables individuals to capture more value for themselves (Galinsky et al., 2008).

Swapping as part of collaborative consumption is not a new phenomenon per se, but might gain increased importance after the recent COVID-19 pandemic that has seen a shift in consumer attitudes, consumption, and disposal behaviour. Swapping as one form of collaborative consumption, however, is currently neither mainstream nor target towards the general population, but rather a niche population (secondhand consumers). With sustainable issues (environmental, economic, and social) remaining a key concern, and consumers seeking to dispose of their garments, swapping might become an increasingly attractive alternative, yet currently it may not be communicated as such. This chapter explores the potential of creative marketing communications to enhance the uptake of swapping in order to overcome a key challenge in the industry: fashion waste.

Firms with market foresight – knowledge of market changes ahead of competitors – can convert that knowledge into creative and timely new product offerings. Based on a discovery-oriented process, working closely with managers throughout the research process, we develop and test a framework delineating market information determinants and new product outcomes of market foresight.

Using data collected primarily from senior executives of industrial manufacturers, the hypotheses were tested using partial least squares.

The results indicate that external (active scanning, lead user collaboration, and market experiments) and internal sources (boundary spanner input and interdepartmental connectedness) of market information positively affect market foresight. Further, the effects of active scanning, market experiments, and interdepartmental connectedness on market foresight are positively moderated by the organization’s open-mindedness. These findings also provide evidence that firms with superior market foresight develop more creative products, introduce them to the market faster, and introduce them at a more opportune time.

Our findings demonstrate that managers’ knowledge of market changes ahead of competitors is enhanced through acquiring both external and internal sources of market information. Furthermore, market foresight is significantly enhanced by managers being open-minded to the information gained from these sources as it may challenge long-held assumptions.

This chapter introduces a new construct, market foresight capability, to the literature that will aid managers in developing greater insight into emerging shifts in the market. For researchers, this new line of inquiry expands our understanding as to the critical sources and new product outcomes of obtaining future-focused market information.

COCO TANG India is an innovation-driven company. It takes inspiration from the humble coconut water that all of us are very familiar with and have drunk right from our childhood. The founders of the company, Dr Neelima, a dentist by profession and her husband Chaitanya who is a pharmacist have hit upon the idea of a coconut-based drink quite by accident.

When Dr Neelima was pregnant with her first child, the doctor advised her to take fresh coconut water. It was then that Dr Neelima discovered that fresh coconut water was a paradox, the water from a tender coconut is supposed to be fresh but in many cases is not as fresh as it should be. Coconuts are harvested from remote farms in Andhra Pradesh and sent to Hyderabad. And to top it all, the nutrition value of the coconut past its ideal window of consumption leaves a lot to desire. The price factor too is a dampener. It costs Rs. 25 to have tender coconut water in a metropolis like Hyderabad.

Dr Neelima and her husband developed the product idea from their search for a nutritious, healthy drink. Fresh, tender coconut pulp-based shakes, packed with nutrition, taste, health and at the same time make an aspirational product for the young, bubbly and restless youth of India.

This case deals with the problems, the trials and tribulations that these young first-time entrepreneurs faced and details the marketing efforts the young company is putting into survive in the dog eat dog world of fruit drink industry.

The case details the specific marketing-related problems the company faces and examines what the promoters are doing to overcome these problems, specifically related to the four Ps, that is, product, price, place and promotion. It looks in depth at the innovative marketing practices that COCO TANG India is deploying, including the use of the social media that enabled the COCO TANG India’s founder to win Junior Chamber International – Business Excellence Award for the year 2017–2018.

COCO TANG India is also the recipient of the Telugu book of records ‘certificate of national record’ as being the first brand to introduce Tender Coconut-based Mocktails and Milkshakes (A1).

The phenomenon of creativity spans research topics across Marketing and Consumer Behavior. Interest in, and research on, creativity has grown over the past several decades. With this heightened attention comes the question of how best to conceptualize and measure creativity. This question is addressed by reviewing the conceptualizations and measures used in the psychological study of creativity. From this review, we build a framework by which to analyze papers from the Journal of Consumer Research and the Journal of Marketing Research. Based upon this analysis, we provide recommendations and best practices for future research. Of particular importance, we recommend the use of convergent problem-solving tasks in combination with ratings of novelty and usefulness reported separately. Such measures allow one to distinguish between instances of effective-creativity (when an idea is both novel and useful) and instances of quasi-creativity (when an idea is novel but lacks usefulness). The importance of the framework to research and analysis beyond the experimental paradigm is discussed.

Today tourism is recognised as a very complex social and economic phenomenon having a spatial, socio-cultural, economic, political, educational and environmental dimension. Furthermore, tourismis transformingtowards an individual and his/her needs, desires and interests, with a full respect for the surroundings and environment, which are given an increasing importance. Consequently, there have been changes not only in the structure of tourist consumption and in the behaviour of tourists, but also in the concept of a tourist offer. In this sense, numerous forms of special interest tourism are increasingly being developed in response to the needs of modern tourists to experience something new, authentic and different from their everyday environment. Tourists, saturated with the global trends' consequences that dominantly foster a kind of uniformity on their trips, are increasingly looking for the uniqueness or experience that is different from their own culture. Gastronomy, as a part of the local community's cultural identity, stood out as an authentic element of the tourist destination's offer, to which tourists are increasingly paying attention, which is increasingly becoming the basic motive of travelling for modern tourists.

Taking into account the current trends of the leading global source markets of the world, as well as the growing need to create a common tourist offer of the Western Balkan economies, this concept of Mountain Breakfast applied in the Western Serbia Region could represent a good example and a platform for connecting tradition, local producers, gastronomy and tourism.

The purpose of this chapter is to show the multi-faceted nature of shopping behavior at North Market and to develop the concept of productive leisure as a way of examining and reframing Daniel Miller’s Theory of Shopping.

This chapter utilizes Daniel Miller’s Theory of Shopping as a starting point to understand the dimensions of shopping at North Market. It draws upon survey data collected by North Market, as well as participant observations and informal interviews conducted by the authors.

Much of the shopping at the market goes beyond simple provisioning, thrift, and treats, and instead fits into a hybrid category we call “productive leisure.” Productive leisure occurs when individuals complete productive tasks during their leisure time. It maximizes thrift-time by completing productive tasks during leisure and in response to or in connection with finding a reward (treat). In the case of shoppers at North Market, many customers are using their leisure time to provision.

This chapter presents a new way of thinking about shopping at public markets and could potentially serve to help public markets redefine their role in local food systems and in the greater community. More broadly, this chapter provides a unique insight into how and why people use public markets.

This chapter examines the significance of multisensory experiences in the branding of the Swedish tourist destinations. Firstly, it provides a critical review of the relevant literature in the field of nation branding. It discusses about the tourism branding strategies that are intended to attract more visitors to Stockholm and in other areas in Sweden. Secondly, this contribution suggests that the destination marketers are engaging with tourists and are providing them with multisensory experiences to drive their emotional resonance for the Swedish destinations. Thirdly, it analyses how the ‘Swedishness’ could be expressed through the destinations’ attractions and from creative marketing campaigns. In conclusion the author provides four case studies on ‘The Swedish Number Campaign’, ‘ICEHOTEL’, ‘The ABBA Museum’ and ‘IKEA Museum’ to better explain how the Swedish destinations are providing the mentioned multisensory experiences to tourists.