Page 136 - MYM 2015

social contribution
PUBLICS
intangibles
COMPETITORS
CONSUMERS
Happiness
Marketing 3.0
Figure 1: Consumers, Public, and Competition in Marketing 3.0
to deliver happiness and to make social contributions. They even ask rms to contribute to narrowing of the happiness divide that exists between the rich and the poor and between the developed and underdeveloped
Second, marketers treat consumers as passive markets who simply select the best from alternatives marketers offer. Consumers are excluded from the process of making important decisions such as determining company visions, core values, and market offerings. Third, the strategies are developed solely to maximize ef ciency of achieving stated marketing goal(s). In doing so, marketers discriminate consumers often generating negative con icts among the different segments and weakening the social cohesiveness. Fourth, CRM is mainly based on customer life time value (CLV). The quality of relationships is not considered. Such CRM should evolve into warm-hearted relationship marketing where marketers and consumers become true partners that trust one another and share their hearts. Finally, targeting neglects poor consumer segments. In global marketing, consumers in underdeveloped countries are hardly considered as the marketing targets. The issue of
Limitations
Directions for TPM
Pursue myopic goals
Pursue mission-driven long-term goals
Treat consumers as passive markets
Treat consumers as “whole human” Contribute to consumer happiness
Ef ciently achieve marketing goals by discrimination of consumers and differentiation of market offerings
Harmonize multi-dimensional goals
Harmonize ef ciency goals and others-oriented goals Not focus on discriminating people
Manage relationship marketing based on CLV
Manage true partnerships by delivering happiness to partnering consumers
Exclude poor consumer segments or consumers in underdeveloped countries
Contribute to social values and reduction of happiness divide partnering with consumers
Table 2. Limitations of STP Marketing in the digital era and directions for TPM
countries. Technology gaps of tangible products are gradually disappearing between the leading and following rms. As Vargo & Lusch (2006) states, intangibles are becoming main sources of competitive advantages. The intangibles include images, passion, relationships, speed, services, authenticity, and heart.
True Partnership Marketing: Towards the Paradigm for Marketing 3.0
The STPM allows marketers to simplify the complex marketing tasks and focus on maximizing the ef ciency of achieving de ned goal(s). The ef ciency has been the source of competitive advantage for major marketers. However, to be competitive in the age of Marketing 3.0, there are other intangibles that should be considered. Table 2 summarizes the limitations of STPM and directions for improvements (Hahn 2012a).
First, de ned goal(s) are usually myopic. The resulting strategies are not intended to make consumers happier or to make contribution to others-oriented values.
happiness divide around the world or within economies is not re ected in marketing strategies.
TPM is a paradigm that goes beyond the limitations. Table 3 compares the major marketing paradigms
with respect to the role of marketing, premise,
main competitive advantage, focus of control, major marketing functions, typical marketing goals, consumer purposes, and stage of economy the paradigm is valid.
First of all, marketing goals of TPM are mission-driven, incorporating the delivery of happiness to consumers and to the society. A long-term perspective is needed in setting goals. Next, consumers and publics are treated as whole human beings who proactively seek for happiness. Marketers can deliver happiness by becoming true partners with consumers. Managing such marketer-consumer partnership is the essence of TPM. Marketers should (1) earn partners by delivering happiness that consumers can remember for a long time, (2) reinforce the true partnership
with the consumers by managing experiences and
136 I October 2015