Page 140 - MYM 2015

To reinforce true partnerships, Marketers need to carefully manage experiences. Table 6 shows the characteristics of experiences and their managerial implications. We listed characteristics of experiences as personal, contextual, social, episodic, and addictive. Build-A-Bear provides stages for consumers to experience happy moments that last for a long time. Young consumers can be engaged in making
contributing to their society. They involve in many activities contributing to happiness of the socially disadvantaged, as an employee or as an individual. However, those activities led by marketers often lack authentic hearts. Korean marketers are famous for pouring passions into their jobs. Various motivations contribute to the passionate behavior, including the enhancement of self-
Characteristics of Experiences
Managerial Implications
Personal
Management of options to encourage consumers’ self-selections Applying platform strategies to services and experiences
Deliver meanings that help ful l personal purposes
Contextual
Management of stories Management of atmospheres
Social
Management of social interactions Management of sharing of experiences Management of others-oriented values
Episodic
Management of anticipations, experiences and re-experiences Management of moments of truth
Addictive
Management of self-control and controlling programs
Table 6. Management of experiences
personalized Teddy Bears at various stations. After
the rst purchase, these young consumers reinforce their experiences partnering with Build-A-Bear by purchasing additional items and by experiencing and re-experiencing happy moments with their personalized bears. Apple, too, has successfully shared hearts with their consumers by always giving consumers something that can be remembered for a long time. The apple experiences let their consumers stay as true partners for a long time.
Lessons from Marketing of Korean Firms
Hearts can be found in marketing activities of Korean rms. Publics in Korea strongly urge marketers to contribute to social causes. Table 7 shows the strengths and weaknesses of Korean marketers from the perspective of pouring their hearts.
Korean people like to join small-sized and informal friendly groups. Within the groups, Koreans
truly share caring hearts with other members.
The same is true for managers, employees, and consumers. This tendency is an important strength of Korean management. People in the same small groups share hearts in pursuing their goals and
in solving problems together. On the other hand, Korean marketers tend to limit the scope of people who share caring hearts. Except for the most
loyal consumers, other consumers are hardly considered as true partners. In addition, Korean marketers often feel strong responsibility toward
esteems or avoidance from shameful situations. Such passionate behavior contributes significantly to speedy decisions and implementations, which are well known as one of the key strengths of Korean managers. Management leaders in Korea commonly show authentic hearts by taking the
lead in important activities. However, only a small group of leaders consistently show such authentic hearts. Lastly, Koreans have relatively strong commitment to social values. Also, organizational culture is strongly affected by the founders’ management spirit. Such effect tends to influence the cohesiveness of an organization and improve the ef ciency of achieving goals. A weakness may be that such spirit may be outdated. The marketers’ social contribution activities are most effective when they are partnered with partnering consumers. However, marketers hardly partner with consumers in planning or executing such activities.
Table 8 shows examples. From 2005, SK group has included “happiness for all” in their company mission, and they have actively contributed in solving social problems. They have started to nancially support
job creation activities. From 2010, they have initiated educating social entrepreneurships to potential young managers and helping them start social enterprises (Choi, T.W., 2015, SK Co-Growth Committee 2015). In addition, they themselves manage social enterprises to solve urgent social problems such as delivering good foods to poor students. One of their social enterprises has the mission of supporting other young social enterprises that have high potential to
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