BCG
growth-share matrix
, 21
Behavioural outcomes of organizational motivations
, 83–89
Brand
achievement
, 63
advocacy
, 58
associations
, 88, 92
association with customer demands
, 27–29
authenticity
, 96
awareness
, 82, 88
community
, 37
consciousness
, 95
consistency
, 108
as consumer-generated asset
, 86
energy
, 141, 142
equity
, 25, 29, 31, 33, 39, 68, 87, 88, 92, 101, 111, 131–133, 142
identity
, 24, 91–92, 108
image
, 88
innovation
, 36
knowledge
, 39, 88
legitimacy
, 105
longevity
, 109–110
love
, 32, 33, 79
loyalty
, 25, 33, 41, 57, 87, 88, 105, 131–133
management
, 58, 92
orientation
, 110
passion
, 96–97
personality
, 24, 32
relevance
, 39, 108
solution to segments
, 51–58
value
, 25, 31, 141, 142
Branding-oriented alternative to marketing mix
, 130–131
Business curricula
academia and practice, bridge between
, 13–15
Business cycles
, 19, 76, 77, 79
Business practices versus scientific work
frameworks
, 21–22
growth and stability
, 19–20
macro-economic structure
, 15–19
significant implementation
, 20–21
Cause-related management (CrM)
, 50
Change management
, 66, 99
Comfort zone
, 65, 74, 116, 118, 136, 137, 145–147, 160
Competitive advantage
, 12, 21, 28, 66, 74, 79, 113, 121, 131, 147
Competitor orientation
, 155
Complex adaptive systems
, 82
Consumer
creativity
, 65
culture theory
, 18
demand
, 17
focus
, 76–83
identity
, 95
research
, 37–38
welfare
, 32, 81
Corporate social responsibility (CSR)
, 50
Creative marketing concept
, 63–65, 69, 74, 107, 146, 148, 160
Creativity
, 8–9, 14, 32–34, 39, 42, 51, 54, 56, 58, 65, 67, 73–75, 82, 88, 89, 95–97, 102, 107, 108, 115, 116, 117, 118, 120, 124, 127, 142, 146, 150
cognitive
, 81
organizational
, 141, 160
prediction of
, 112–114
sources of
, 63–65
Critical marketing
, 94–96, 160
Critical thinking
, 3, 66, 118
Cultural improvement
, 114
Customer
connection
, 99
delight
, 4, 5, 19–20, 25, 39, 64, 78, 104, 108, 112, 159
dissatisfaction
, 64
domination
, 94
experience
, 31–32
experiences creation
, 95
frustration
, 109
insight
, 99
involvement
, 81, 96
loyalty
, 71
metrics
, 102
resistance
, 94
retention
, 109
sociology
, 154
well-being
, 71
Customer-driven culture
, 153–157
Customer orientation
, 1–5, 17, 19, 23, 33, 41, 43, 64, 66, 67, 70, 74, 78–80, 85, 86, 91, 94, 96, 99–100, 104, 105, 110, 111, 113, 127, 131, 144, 146, 150–152, 154–155, 159
communicating
, 104
and stakeholder management, trade-off between
, 29–30
Customer-oriented organizations
, 81
Customer satisfaction
, 108, 109
and job satisfaction, relationship between
, 144
Customer, understanding
, 23–58
applied statistics
, 37–38
brand’s association with customer demands
, 27–29
brand’s solution to segments
, 51–58
business research
, 37–38
consumer research
, 37–38
creation
, 32–34
customer experience
, 31–32
dedication of organizations
, 40–41
demands
, 24–26
identification
, 32–34
legislator’s promotion of products
, 47–51
management of integration
, 41–44
management research
, 37–38
marketer’s knowledge about customers
, 23–24
marketing research
, 37–38
marketing’s integration with operations management
, 31
market research
, 37–38
responsibilities of marketing
, 44–47
self-understanding of customers
, 23–24
significant research
, 38–40
stakeholder management and customer orientation, trade-off between
, 29–30
transition between different methods
, 41–44
value creation and need recognition, relationship between
, 34–37
Ibero-American Model for Excellence in Management
, 151
Incremental innovation
, 137–138
Industry
, 17, 27, 44, 55, 64, 67–69, 86, 91, 103, 146, 147, 160
Information economics
, 24
In-house competition
, 141–145
Innovation/innovativeness
, 8, 24, 25, 67, 89, 102, 106, 109
customer-oriented
, 68
fatigue
, 123
incremental, as organizational tradition
, 137–138
laggards and
, 139–140
negative effects on
, 100
radical
, 138
retro
, 140
technological
, 17
versus tradition
, 135–137
unrelated elements of
, 62–63
Innovator consumers
, 25–26
Institutional research
, 83
Interactive-economic schools of marketing
, 14
Interactive-noneconomic schools of marketing
, 14
Inter-functional coordination
, 98
Macro-economic structure
business practices versus scientific work
, 15–19
Macro-level marketing
, 17–19
Macro-social marketing
, 50
Malcolm Baldrige National Quality Award Model
, 151
Management
, 103–111
effectiveness
, 114–118
of integration
, 41–44
research
, 37–38
Managerial capabilities
, 93
Managerial experience
organization reference to
, 111–118
as prediction of future
, 93
Managerial fads and fashions
, 83–89
Managerial idiosyncrasies
, 93
Managerial immediacies
, 91
Managerial implications
, 3, 9–11, 21, 70, 81, 129
Managerial performance
, 72
Marketer’s knowledge about customers
, 23–24
Marketing
, 103–111
aesthetics
, 90
capabilities
, 109
change, and experience
, 126–128
concept
, 1, 2, 8, 47, 48, 63–65, 69, 74, 95, 105, 107, 109, 124, 128, 136, 139, 146, 148, 160
concepts to difference cultures, translation of
, 158
contribution to organization
, 98–103
decision-making
, 99
definition of
, 8, 36
departments
, 97–98
dominance
, 80
education
, 65
effectiveness
, 104
and fine arts, relationship between
, 89–92
integration with operations management
, 31
interface
, 128, 159, 160
mix
, 98, 128–133
orientation
, 1–2, 4, 5, 58, 79, 89–97
programs
, 65
research
, 37–38, 65
responsibilities of
, 44–47, 77
return-on-investment
, 100
Market orientation
, 1, 16, 18, 79, 99, 110–111
proactive
, 18, 110, 148–149
responsive
, 18, 148–149
Maslow’s hierarchy of needs
, 32
Meso-level marketing
, 17–19
Methodology
, 20, 37–38, 43, 49, 55, 68, 122, 141, 159
Micro-level marketing
, 17–19
Micro-managerial approach
, 128–130