The new consumer emerges

2000 ◽  
Vol 28 (5) ◽  
pp. 4-11 ◽  
Author(s):  
Katherine Kress ◽  
Nancy Ozawa ◽  
Gregory Schmid
Keyword(s):  
Author(s):  
Anders Forssell ◽  
Lars Norén

In this chapter, we analyse how former healthcare monopolies run by counties were abolished so that all healthcare centres that meet basic medical requirements are allowed to compete for patients, who are free to choose their provider. We use theories from the field of marketing for analysing this reorganization and demonstrate that it can be seen as the creation of a new consumer market or a reorganization of the counties; it is equally accurate to describe the result as an organized market or a marketized organization. We argue that terms such as ‘quasi-markets’ and ‘quasi-organization’ are misleading, as they are based on the assumption that markets and organizations are pure and distinct opposites. Rather, we argue that almost all markets are more or less organized and that many organizations are more or less marketized.


2017 ◽  
Vol 9 (4) ◽  
pp. 451-466 ◽  
Author(s):  
Michael French

Purpose The purpose of this paper is to analyse the evolution of “push” marketing in the confectionery industry in Britain during the 1930s. It examines the interplay between a manufacturer and advertising agency in creating advertising for cocoa and chocolate. Design/methodology/approach A survey of the literature examines the uses of health and well-being in the design of advertising in Britain between the wars. The records of Rowntree and its main advertising agency, J Walter Thompson, are used to examine the themes and tactics used in advertising for cocoa and Aero chocolate bars during the 1930s. Findings The paper emphasises the different ways in which health and nutrition was used in advertising for the two products. The campaigns of the 1930s built on earlier use of these themes. J Walter Thompson looked for ways of presenting commodities as “new and improved” and their role extended into pressing for changes to production methods and the nature of products. Themes of modernity, sexuality and lifestyles all featured, confirming conclusions of earlier studies. However, targeting of mothers and of different age and gender groups indicated that market segmentation was used extensively via print media and tailored advertising messages. Originality/value Although Cadbury, Rowntree and confectionery have been studied in depth before, this paper emphasises their role in applying new advertising ideas to everyday items. It points to the influence of advertising on the mass of consumers compared to the middle- and upper-income groups targeted in the marketing of houses, motor-cars and new consumer durables.


BMJ ◽  
2012 ◽  
Vol 345 (oct10 1) ◽  
pp. e6817-e6817
Author(s):  
M. McCartney
Keyword(s):  

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Guillaume Do Vale ◽  
Isabelle Collin-Lachaud ◽  
Xavier Lecocq

Purpose To cope with online competitors and new consumer behaviors, retailers need to hybrid digital and physical offerings to implement an omni-channel business model. This constitutes a digital transformation of the traditional business model. However, business cases on how traditional retailers are shifting from multi-channel to omni-channel retailing are lacking. This paper aims to explore the different issues and organizational paths during the transformation of a business model. Design/methodology/approach This study is based on a qualitative multiple case study of five retailers with a global reach currently implementing an omni-channel business model. Findings This research sheds light on three main issues encountered by retailers and the different underlying decisions when moving toward an omni-channel business model. The first relates to revenue attribution across channels, which involves rethinking traditional key performance indicators to give incentives to stores when promoting digital offers. The second issue concerns the supply chain decisions associated with cross-channel operations. The third issue relates to the delicate balance between global reach (digital channel) and local reach (specific store) for communication on social media and marketing decisions on pricing. This study provides empirical evidence about the variety of choices that retailers make to cope with the issues during the implementation of an omni-channel business model. Originality/value This work explores the issues faced by established firms when moving toward a new business model that is the hybridization of two existing business model managed separately. It provides comprehensive and clear illustration of how to manage such a business model transformation process that can be used by both business strategy practice and academic research.


Author(s):  
Brian Sternthal ◽  
Prashant Malaviya

The case traces the development of the Under Armour (UA) brand, product, and market growth under CEO and founder Kevin Plank from its inception in 1996 through 2016. UA provides a cohesive case study of how to launch and sustain a consumer brand even in the face of its third-party manufacturing approach, which gives its apparel no patentable design or fabric technologies. The case uses UA's brand and advertising development as a backdrop for the current pivotal issue of how to target women to sustain growth. UA's stated goal is to build a $1.9 billion women's business by 2019. In laying out UA's growth and competitive moves, the case lets students analyze broadcast, social media, and other digital advertising campaigns in view of the company's brand development and strategic targeting. The case also highlights the importance of leveraging brand heritage and historical differentiation while respecting key nuances when extending into new markets (i.e., moving from a predominantly male-driven audience to female). It also allows an exploration of how to use consumer insight and broader cultural attitudes and trends to support extending a position into new markets.


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