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Argues that online privacy rights of consumers are not absolute rights but joint ownership privileges they share with online marketers. Consumers can voluntarily transfer these privileges to online marketers under certain mutually agreeable conditions. Accordingly, online marketers can facilitate, motivate and compensate such transfers by designing various innovative personalization strategies that, rather than jeopardize the privacy privileges of consumers, would benefit them. Technology and society can progress only through such partnerships. Cites two consistently successful net companies, Dell and eBay, as examples of such partnered personalizations.

In light of the desire to bring about an increase in the global distribution of lifesaving drugs at affordable prices, the purpose of this paper is to focus on the global marketing of lifesaving drugs related to the current pandemic of HIV/AIDS.

An analogical model is used to challenge companies to reengineer their products and their strategies to meet the twin objectives of profitability and humanitarianism. Following analogical reasoning, it is argued that an innovative reengineering and redesigning of lifesaving drugs can meet the great needs of developing countries with affordable prices.

The paper proposes an analogical model that treats the marketing of drugs in general and of lifesaving drugs in particular, to the developing countries as a “target problem.” This problem can be resolved by seeking analog “candidate solutions” from other “source industries” that have faced similar problems.

In recent decades the pharmaceutical industry and its free market model of marketing drugs have come under sharp criticism both domestically and globally. Their pricing and distribution of lifesaving drugs to developing countries have been severely criticized. This paper helps pharmaceutical firms to meet the need for lifesaving drugs in developing countries.

Analogical reasoning as applied to marketing is new. The paper submits that this solution will be more effective in combating the HIV/AIDS pandemic than any current solutions. The paper discusses the strategic marketing implications of the analogical model.

Understanding and delivering total customer experience (TCE) in order to sustain lasting customer loyalty (LCL) is increasingly important given the pressures of commoditization, globalization and market saturation in developed countries. The purpose of this paper is to review the concepts of TCE and LCL.

The concepts of TCE and LCL are discussed and defined and their combined importance for marketers is outlined and few key cases of their best practices are analyzed in order to derive a set of managerial frameworks for strategizing TCE to achieve LCL. Customer loyalty as a hierarchical ladder starting from random casual awareness in the bottom rung to high bonding loyalty of brand communities in the topmost rung is derived

TCE is captured in its three essential interactive elements: physical moments, emotional involvement moments, and its value chain moments. Accordingly, a typology of customer loyalties is proposed as a function of high vs low levels of the three constitutive elements of TCE.

The loyalty ladder is a useful classification tool to monitor customer loyalty and dollar‐effectiveness of customer loyalty programs. Each rung offers a managerial challenge to ascend to the next rung of loyalty.

Linking TCE with LCL is unique and challenging. Adding the third dimension of value chain moments makes TCE more focused and loyalty‐driven. The typology of TCE‐based customer loyalty is new and offers a broad strategic canvas for marketers. The loyalty ladder with each rung buttressed by differentiated value, interactive relationship and TCE makes it credible, viable and a strategic destiny. TCE and LCL are also distinguished from related concepts in marketing to derive managerial implications.

Traditional marketing strategies assume that customers involve (e.g. search, assess, purchase, use) with products or services mostly at the end of their value chain as finished market offerings. This article challenges managers to invite target customers to be involved at all stages of the value chain. The specific purpose of our new customer‐value‐chain involvement (CVCI) model is to enhance customer relationship management in conjunction with supply chain management, employee relationship management) and retailer partners’ relationship management. There are definite advantages to CVCI as it can provide continuous customer feedback and enable more objective quality assessment and judgment, but most importantly, it can elevate customer satisfaction to customer delight that spawns lifetime loyalty and positive referrals. The importance and managerial implications of CVCI are discussed.