Contagious ideas is spotting trends. By Jeremy DUMONT, french strategic planner : interactive communications. Join PSST (opinion and trends) www.PSST.fr

Where’s the story in my company?

Over the past years one word kept popping up whenever people talked about advertising and marketing: ‘Storytelling’. And for anyone hoping this trend would one day fade away, we have some bad news. It’s not going anywhere.

We live in an age where traditional advertising is losing its power, where the younger generation is obsessed with sharing personal stories through social media, and all of us are addicted at some level to what the streaming giants have to offer. Obviously brands and companies want in on the action. Brand stories, brand narratives, purpose films, manifests, branded content, branded entertainment, viral marketing. All branches of the same tree, which trunk stems from the fundamental art of storytelling. 

Why do we even tell stories?

Most scientists will agree that life is essentially just a sequence of random moments. You are born, random stuff happens and then you die. But ever since the dawn of human intelligence we have tried to make sense of the meaninglessness of our lives. We’ve trained our brains to form patterns that connect random moments and inject meaning into them. That’s what storytelling is. It’s a way for us to get a grip on the endless chaos that would otherwise consume us. If you understand this, then you might also realize why storytelling is so much more than just entertainment. It’s an essential part of our survival, because without the ability to tell stories we would all be lost. 

“We tell ourselves stories in order to live.

— Joan Didion

So how does this translate to selling a yoghurt drink? 

When Yakult asked us to help share their story to a larger audience they had no idea what that story really was. Neither did we. Because a story is not just a string of facts. We all learn at some point that “And then, and then” stories are boring and tedious. No matter how interesting the origin of your brand might be, that’s not a story in itself. The best way to find where the real gold is would be by reverse-engineering the storytelling mechanism. “Connecting dots gives meaning to life”. Find that “Meaning” and you’ll know where to look for the those dots. 

Wait, purpose?

It’s not easy to formulate your company’s or brand’s purpose, because let’s be honest nine out of ten times companies started because someone saw an opportunity to make a buck. Nothing wrong with that of course, but it’s not the stuff of stories. Purpose is often obscured and you’ll need to scrape away the bullshit to get to it. 

Almost a hundred years ago a Japanese microbiologist (Minoru Shirota) created a beverage that offered “daily health for an affordable price”. That’s good business, but also purposeful. Because not only did he create the product, he also thought about a way to get it to people who need it the most. Enter the Yakult Ladies. A group of hardworking dedicated women who ride their bikes (nowadays scooters) to clients, offering their daily portion of health in a bottle. 

Great story! All we needed to do was to show how the work of Yakult and their ladies helped Japanese people reach old age in health. Wrong. If only it was so simple. In Europe Yakult is not considered a medical product and therefor not allowed to make or even imply any health claims associated with their product. So now what?

We needed a different story

Going back to the Yakult Ladies, we found something even more powerful than the product they offer and that’s the dedication to their clients. Because as much as you want to debate the effectiveness of Yakult, you cannot deny that millions of people swear by it and cannot imagine starting their day without the tiny bottle. You could dismiss this as placebo, but perhaps there’s something more meaningful underneath? A daily ritual, a conscious moment of caring for your digestive system and if that bottle is a part of it, who’s to argue that it doesn’t work? The truth is that Japanese people reach higher ages than any other nationality. 

Sadly, old age comes with a down side. A lot of those elderly Japanese people live in solitude and are often lonely. So, you can imagine how this reoccurring visit of the Yakult Lady is of tremendous value to them, because next to suppling their weekly ration of the yoghurt drink, they offer something more valuable: attention. This is meaningful. Going back to connect the dots and this four minute film is the result of our collective search for purpose. It’s the story of Yukie, a Yakult lady who forms a special bond with one of her oldest clients and in the process discovers herself.

What could initially be considered repetitive and insignificant work, now reveals its deeper meaning and purpose. That’s why we love to tell stories: not to make stuff up, but to help people see what was always there.

https://www.miketeevee.com/blog/2019/3/8/wheres-the-story-in-my-company

Strategic planner with 15 years experience looking forward to change the world through consumer led innovation #experoencedesign #socialinnovation #collectiveintelligence #positiveimpact

LINKEDIN

 

I would like to design sustainable growth through digital, social, sustainable innovation as an :

• INNOVATION MANAGER in a DESIGN agency or INNOVATION LAB
• DEVELOPMENT MANAGER in a CONSULTING firm
• CHIEF EXPERIENCE OFFICER within the brand communication / marketing team

 

I leverage game changing consumer insights into :

- useful, desirable, sustainable brands

- valuable products and services

- breakthrough digital acquisition strategies

- engaging prospect and client communications

- relevant research and data analysis enabling decision

 

The best mechanism to drive growth is a strategically planned ecosystem. To establish a successful ecosystem, I thread the needle between employee experience, customer experience, brand purpose, creative, and technology, imbuing all these crucial areas with customer obsession.

 

I recently completed a master in INNOVATION & TRANSFORMATION focused on individual and collective engagement to :

- plan projects exploring new business models while reconciling financial, human, techs constraints

- pose complex problems with method, structure and rigor to convince decision makers

- design relevant and creative responses through design thinking to remain connected to consumer reality

- communicate the value proposition and the results effectively to concerned audiences, including Comex

 

I have clarified my approach in a series of methodological articles:

1- To (re) engage employees digital transformation must rise up to social challenges #socialinnovation #purpose

2 - Experience design to create value and collectively visualize the customer experience to deliver #experiencedesign

3- Brand entertainment the new way to communicate with the -35 years on line and on TV # brandcontent

4- The animation of the collective to envision and deliver an exceptional customer experience #collectiveintelligence

5 - The account planner and the designer, actors of corporate innovation and transformation #goodplanners

 

My resume + portfolio in French as well as my articles are here : www.pourquoitucours.fr

 

CV de Jeremy dumont from Jeremy dumont

BRAND PURPOSE. Positioning brands around a functional or emotional benefit isn't enough anymore, with purpose instead emerging as the heartbeat of modern brands and as a key ingredient in what makes a brand become — and stay — relevant.

 

When brand executives come to us with what they think is a positioning problem these days, we typically have an entirely different diagnosis. Usually, it's a purpose problem.

Positioning around a functional or emotional benefit isn't enough anymore, with purpose instead emerging as the heartbeat of modern brands and as a key ingredient in what makes a brand become — and stay — relevant. Brands with purpose stand for something beyond their product or service, and consumers know it. These are brands that can always answer two questions: What do we believe? And why do we exist

Purpose has become one of the best ways to inspire people, both internally and externally. And it's essential to creating shared value. Brands with purpose don't just transact with people; they deliver something more, an intangible element that becomes part of an ongoing relationship.

By the numbers 

Industry research backs this assertion up, including a recent study that found that brands with a strong sense of purpose grow at rate 2x that of those that don't. Our own Prophet Brand Relevance Index shows time and time again that components connected to how consumers interpret brand purpose propel "meaningful" brands to the top, led by the likes of Amazon, Netflix and Apple. Brands like Pinterest are beloved, while others lacking a strategic purpose may be used but lack relevance. Facebook, for instance, doesn't even crack the top 100 in our latest ranking.

Consumers can name many coffee brands, but they know Starbucks. When they lace up their sneakers or use Nike+ to track their morning run, they believe Nike is hoping to inspire the athlete inside them.

This sense of purpose isn't just about winning with customers. It's the No. 1 reason millennials choose to work for a given employer, studies have found — sometimes even trumping salary. It is then through a clear purpose that companies can attract and retain exceptional talent. It's also essential to appeal to potential partners and is the foundation for creating a meaningful experience.

Of course, this is not to say that purpose is the only thing that builds relevance, or that it immediately translates to higher sales. Brands must do many things right to succeed. But it's increasingly clear that the brands that fare the best and are the most differentiated from their competition are those with a crystallized strategic purpose. 

How to find true purpose

It's important to point out that brand purpose can, and often should, be different than a corporate mission. Unilever, for example, has staked its claim in sustainability and supported that through its portfolio of brands. But Axe's purpose is to help guys look, feel and smell their best, while Dove strives to turn beauty into a source of confidence, not anxiety.

Some brands are lucky enough to have been based on purpose from the very beginning. Parents can buy many types of toys, but their favorites are likely Fisher-Price, because they share the belief that play is learning, or LEGO, which sees all children as the builders of tomorrow. Others, such as Ford, GE and Bank of America, have reshaped their purpose to hold more meaning for today's audiences.

Centering your brand on a strategic purpose isn't easy, but the intersection of a few lenses can put you well on your way to achieving this goal:

• Societal impact — where does the world need help and you can make a difference?
• Major capabilities — what are you good at beyond the products and services provided?
• Passion point — what is your organization most passionate about?

The first step when examining these issues is to ask the question that goes to the heart of a brand's sense of itself: What do we believe? It's the value closest to the center of an enterprise, one so fiercely held that it sets it apart from peers. Many companies believe in being good corporate citizens. Only State Farm believes in being a good neighbor.

Put in simpler terms, how does your brand see the world? What makes that viewpoint different?

Examining tough questions 

The second question marketers need to answer is harder: Why does our brand exist?

This comes bundled with a few other points, such as what tensions do we want to do address? What experiences do our customers love or couldn't live without? What do our employees think we do best? A purpose is only valid if it's known, shared and prized by everyone within and around the enterprise — from potential employees to core customers to investors.

Answering this second question is a logical leap from the first. Bank of America, for example, believes in the power of meaningful connections. Its reason for existing is connecting individuals, families and businesses to make their financial lives better. GE's core belief is that with imagination, anything is possible. It exists to use that imagination to invent the next industrial era, one that will build, move, power and cure.

Answering this second question also delves into the ways your organization delivers on promises. A commitment to purpose, once crystallized and communicated to all parts of the organization, is what inspires a steadily evolving array of services and products.

Following through

Once the answers to those two questions have been synthesized and articulated into a clear and succinct brand purpose, that purpose needs to be infused in several ways throughout the organization. The smallest details matter, but so do high-level strategies. In 2014, CVS stunned many observers with its decision to stop selling tobacco products. It told customers it needed to do this to better deliver on its purpose of striving "to improve the quality of human life."

In hindsight, the retailer had to make that call in order for employees, customers and business partners to take its commitment seriously.

Finally, it's essential to continually validate your brand's purpose. While purpose reflects deep and enduring values that shouldn't change much over time, it's still essential to track the purpose of competitors. Without finding new ways to engage customers through living brand experiences, competitors can hijack your purpose and take customers with them. Is the purpose still clear and evident in every way? Are there new ways it can be conveyed more meaningfully?

Preserving relevance

By the same token, brands need to continually take the pulse of core consumers and stakeholders, monitoring shifts in the way they interpret purpose. Many concerns about sustainability, for example, have evolved to be as much about people as the planet, expanding the purpose to address issues of fair trade and human rights.

Great care must be paid to delivering on brand purpose. Ingredient scandals are destructive for all food brands, for example, but they're crippling for those positioned as especially healthy. And while Volkswagen has bounced back from #dieselgate, the damage was precisely because the fraud involved faked emissions results, negating its purpose of environmentally-sound engines. Consumers virtually always dislike bad corporate behavior, but they're especially fierce in punishing what they perceive as brand hypocrisy.

Is a strong purpose enough to make a brand soar? No. But combined with a commitment to creating living, evolving brand experiences and the recognition that brands must be powered from the inside out through culture, capabilities and engagement, it's an essential ingredient of relevance. And in today's fast-moving world, that's the currency that matters most.

source : https://www.marketingdive.com/news/how-marketers-can-find-and-convey-true-brand-purpose/521960/

 

Experience Thinking: The New Shift

In the Age of Experience, customer expectation has been transformed. It’s not just a good idea for a company or a brand to deliver an experience with their product: it is imperative when you want to have a real impact on the market. This is changing the scope of what it means to Design.

Design has evolved beyond modeling products. Products used to be the direct expression of the design intent, defined under the physical constraints of available technologies, materials, ergonomics and well defined tasks and functions. But in the Age of Experience, products are dematerialized, reduced to “black boxes”, while integrating the realm of our augmented life.

The scope and value of Design is now at a critical place.

Design’s perspective is moving from designing products to designing experiences, engaging final users in a totally new way. It goes beyond aesthetics to genuine social means, investing in a larger scope of actions across a large spectrum of new disciplines. This “transdisciplinarity” of Design impacts business models, creates new offerings and new social engagement, and convokes new uses of science for designing meaningful and sustainable experiences.

We traditionally consider “Design Thinking” as placing the “human” at the center of the project or value proposition and deciphering what people really want, but fail to express. Design Thinking was the first visible step of Design transformation, moving from the individual designer’s subjective concept towards an empathic model of engagement, leveraging a social participative approach and multiple viewpoints.

Businesses use Design Thinking to identify market opportunity and build a solution that delivers customer value.  It’s an improvement for designing a better product with clear identity, efficiency, and well-defined utilities. But the world and Design have quickly moved on to broader and more holistic issues, tackling complex systems and considering the full technological and service ecosystem by co-defining with users what makes up a unique and continuous experience.

This broader realm of “Experience Thinking” encompasses a new scope for designers, going beyond functions and harnessing the emotive power of customer experience. They script future scenarios and craft real-time 3D prototypes, use immersive technologies and virtual universes, and develop 3D digital masters with integrated information.  Designers are acquiring abilities to access new information, including knowledge gathered from studies, but also a large variety of Data captured from sensors. These combined social and science-based data provide new material for designer creativity.

Digital content is the new nexus for thoughts, interpretation and decision making. The right tools and platform for ideation, virtualization, manufacturability and sustainability enable designers and businesses to view and validate experiential designs at any stage of the development process. Designers can craft the links between products and their interactions, making visible the emotional connections and their use. Data and senses combine for new balanced proposals.

Where we go from here depends on how we use Design to transform companies’ business ecosystems to create designs that captivate users, accelerate technology adoption and deliver ethical and sustainable experiences. Users will “co-design”, modifying deeply our life experiences and changing forever the way people live, travel and interact with technology in the future.

Design professionals across industries (such as architects, industrial designers and transportation specialists) can today transform their processes, methodologies and applications for experience thinking to imagine, design and fabricate innovative proposals.

Collaborating within this new innovation environment, experience thinking can help a business build its brand’s promise and the accompanying emotions it evokes. Then, each customer experience stands on its own as a singular achievement, but also provides a perfect center of gravity that builds brand loyalty and customer satisfaction.

Discover more about Design in the Age of Experience at our event website.

Find out about Dassault Systèmes’ Design Studio here.

By Anne Asensio

New Power offers a new roadmap to build movements, spread ideas, cultivate communities, lead differently, and shift established organizations in our radically altered world.

On April 3, my first book New Power: How Power Works in Our Hyperconnected World--and How to Make It Work for You, is finally out from Knopf-Doubleday! And I am writing today to ask for your help. Over the last three years I’ve been working with Henry Timms – founder of #GivingTuesday – to develop the ideas we first laid out in HBR and in my TED talk. We’ve learned so much from many of you – the activists, entrepreneurs, leaders and philanthropists who are using new forms of participation to shape a better world. New Power offers a new roadmap to build movements, spread ideas, cultivate communities, lead differently, and shift established organizations in our radically altered world. We’ve had some wonderful early reactions to the book, including from Jane Goodall ("this book will inform and inspire all those wanting to make change”); Alicia Garza ("a must-read ... a gift to our movements"); Reid Hoffman (“essential and extremely insightful”) and Richard Branson (“could not be coming at a better time”). As a friend of mine and of Purpose, I’d love for you to have New Power in your hands on publication day. But we also know that these pre-orders will make a *huge* difference to the trajectory and reach of this book — a strong opening week has a major impact on how many people ultimately engage with these ideas. Your help now will help New Power take off. Your support means a lot. And if you pre-order New Power in the next five days, we’ll send you a chapter you can read right away — and an impossibly cute new power tote bag :) If you’re interested in buying 5-500 copies of the book or gifting it to activists who need these tools to fight the good fight, you can bulk order at a significantly reduced cost here.

Brands embrace a new masculinity in which big boys do cry

 

• UK rapper Professor Green's recent documentary on the scourge of male suicide made the headlines for lots of reasons. First and foremost, it shone a light on the shocking statistics: in the UK, suicide is the biggest killer of men under 45. And it got people thinking, let’s hope in a long-term way, about stereotypical forms of masculinity – stiff upper lips and the demands of "laddishness" – and the potential harm they can do.

  In fact, Pro Green himself came under the spotlight for crying on a Newsnight appearance to promote the show. He used the opportunity to tell people, including men of course, not to be ashamed of showing emotion like this.

  

  It’s not too much to say that the cultural expectations that our society places on men, and that are strongly self-policed, are literally killing them. Men are far less likely than women to admit to or seek help for depression. And even when they do, they risk not being taken seriously, told to get over it, to ‘man up’.

  The hope is that seeing mainstream role models like Professor Green speaking out will gradually start to chip away at these stereotypical expectations. Because what’s going on in culture isn’t just an interesting tangent to this debate – it’s a key driver of the appalling facts. In-culture prevention is therefore just as critical as targeted intervention, especially as cuts to mental heath services start to bite.

  All of us have a responsibility to reconsider our view of what it means to be a ‘real man’. And this includes brands, which, as we know, can be very powerful forces for shifting the cultural discourse. We’ve seen lots of female-focused brands, from Always to Sport England, taking on stereotypes of femininity. What about products and services targeted at men?

  Dove Men Care has taken the lead with its #realstrength campaign, which launched at this year’s Super Bowl. Even the famously laddy Lynx is partnering with CALM, a charity dedicated to preventing male suicide, encouraging men to talk about the #biggerissues. Let’s hope this is just the start of a new wave of stereotype bashing.

   

  source

Service Design as a unique discipline? Written by Scott Sullivan, Applied Designer, Adaptive [email protected] One

 

Todd Wilkens

After leaving Adaptive Path in 2012, Todd Wilkens has been focused on one of the biggest issues in Service Design: building a Service Design practice on a massive scale. In the past four years, Todd has been a pivotal part of design initiatives at Mayo Clinic, the enormous design transformation initiative at IBM, Atlassian the enterprise software developer, and is now starting a new position as the head of WooCommerce. Todd is speaking at Adaptive Path’s upcoming Service Experience Conference in San Francisco, and is bringing his hard-won expertise to explain why we need to sacrifice Service Design as a unique discipline in order to build great services.

Scott Sullivan (SS): So looking over your recent work history, it seems like it’s focused on building a design practice within massive, massive places.

Todd Wilkens (TW): In the last few years, that’s for sure. I’ve been going to places, trying to help build design practice in big organizations.

SS: The scale of what you were doing at IBM is just — is insane, right? I mean, everybody was just like, “I can’t believe they’re actually attempting to do that there,” but it seems to be working out really well.

TW: Yeah, that was why I originally went to go take that job was because it just, it was crazy. It was crazy what Phil Gilbert and the team he was putting together were trying to do, and it just seemed like, you can’t just not — if you have a chance to try that, you gotta give it a shot, right?

SS: Absolutely! And IBM is doing great now. They’re getting stuff done, consistently publishing really great insights and tools, really useful stuff. Would you consider that, from your current perspective, mission accomplished? Or well on the way?

TW: Yeah, you know, it’s funny. Something that I learned from working at Adaptive Path in the past was, people used to come to Adaptive Path for help transforming their organizations a lot of times. They’re trying to understand how to do design or Service Design or planned thinking or whatever phrase they use — trying to bring that in, make it strategically impactful. How do we do it?

We’ve talked to lots of large organizations about that, and the one thing you always realize is that this is a task that is never completed. You start working on that, but it’s never like “it’s done, okay, we can hang up our hats and it’s going to be fine for the next 10 years.” Transformation almost never just “happens” — it’s always moving in the right direction.

IBM is one of the places where the basic idea for my talk was cemented, which is that you have to stop focusing on being a designer and owning design. You have to recognize that, in order to make great products and services around the world, designers don’t do that by themselves, right? It’s these whole multidisciplinary teams that actually get things out into the world to have impact. That was one of the first places where I realized I had to kind of give up the ownership of design. It couldn’t be this precious thing and this precious identity to myself and the people on our team. We had to prioritize getting good things shipped out the door over ourselves as design people. The output, the impact in the world and the impact on the world was much more important than us continuing to own or even get credit for everything.

SS: So would designers be seen as more of a gatekeeper? When you’re working with multiple lines of businesses on multiple touchpoints, what’s the service designer’s responsibility?

TW: It’s interesting that you say, “the gatekeeper,” that’s a conversation that we had at Atlassian, sometimes people use the word gatekeeper, sometimes they say “Is this some kind of stage-gate that everybody has to get approval before we build a thing?” Sometimes the word ownership gets used in those kinds of conversations as well, asking “Who is the owner that has to make the decisions and has to be consulted before a decision is made.” And, what’s interesting is that, this happened at IBM, and this is one of the lessons I’ve learned at Atlassian, the sort of trite thing to say is that software products and services are never done, right? They’re just in their current state, and you’re trying to make each state of their release better than the last, but they’re never done, and they’re also never perfect. And even if you got something that was “perfect”, the world would change enough that it would stop being perfect as a match for that world within three to six months.

So we’re always evolving everything that we release, whether software or service. I say that because it’s actually an interesting thing when it comes to design, in my experience, and the role of design. If you ask most designers “should we be iterating on things?” they will say, “Of course you’re iterating on things! It’s never perfect, you’re always iterating, always improving, you’re always duh-duh-duh-duh-duh.” But most designers talk about that within the studio, “as long as I’m ‘in the prototyping phase’ — yes, of course, it’s iterating. But then there’s a point where I have to feel like it’s done and I’m releasing something to the world. They tend to choose their criteria for success when something is released out into the world. It needs to be better, more perfect. And then there’s this kind of real hesitance, I’ve found, around how you handle iteration once something is out in the world. Designers are really comfortable with that iteration idea, but I find that they get more uncomfortable once it’s released into the world.

I want to change the conversation and start saying, “Well, yes, there are some things we can learn and improve on when it’s kind of in our control in the studio,” and I use the word studio in a sort of generic sense, not out in the world. But there’s this sense that we aren’t really learning if it’s working until we’ve made it and gotten it out in the hands of people that use it. Yes, we can do generative research. Yes, we can do evaluative research before it’s out. But oftentimes, especially with services, which tend to have complex touchpoints — you know, it’s one of those things that we can’t actually completely understand all the implications before it’s out and being used. The sooner you get it out into the world, and the better you are at quickly iterating it once it’s out in the world, it’s actually a better way of reducing risk and getting to success than spending time up front. One of the things I’ve learned is that, in some cases, that skill set is actually more important than all the design thinking that goes on.

So what that means is, designers need to stop seeing themselves as a gatekeeper and more as a conductor. You could say it like a train conductor, or like a music conductor. Both cases are actually accurate in some sense as a metaphor. It’s like being a conductor or a jazz musician with improvisational jazz. You don’t know what the next thing that is going to happen is, and you need to empower your people to respond to things, even when you’re not there telling them what to do.

Join Todd to learn more about Service Design as a unique discipline within organizations at the Service Experience Conference on November 3 & 4 in San Francisco. Todd will be joined by a line-up of premier leaders in Service Design and workshop teachers with practical take-home tools and know-how.

 

source : https://medium.com/@adaptivepath/service-design-as-a-unique-discipline-97330039d806

What's Next: A closer look at Amazon

What's Next: A closer look at Amazon [Recording] from OgilvyRED

The new politics of branding

Top 4 ways brands can win when taking a political stance on an issue

Here are four ways brands can win when taking a political stance on an issue:

1. Encourage participation

Part of being involved in the political cultural conversation is also asking consumers to get involved too. Encouraging wider voter participation has been done for many years (see every Rock The Vote campaign ever) but we’re starting to see brands leverage this in interesting ways. For the most recent UK general election Brewdog encouraged voter participation by offering a free pint of Punk IPA to those who could prove they had voted.

Brands should recognise that they can use their unique personalities and capabilities to encourage consumer participation in political issues.

Credit: Brewdog

2. Inspire a community

By taking a strong political stance brands can reflect the opinions and beliefs of the people they serve and work to make their lives better. In the last US election gay dating app Grindr not only encouraged its users to register to vote through in-app notifications, but also presented each candidates LGBT+ policies clearly. They have also encouraged users in specific states to vote against Anti-LGBT issues, inspiring a community of politically engaged users.

To truly inspire a community brands must ensure that they reflect the opinions and politics of their target consumers when taking on a political issue.

Credit: Project Q Atlanta

3. Be authentic

The strongest political stances ring true when they connect to your brand truth and feel organic and authentic. During the EU referendum in the UK last year we saw Lush come out in favour of the remain campaign, but rather than just taking a pro-EU stance, they aligned it with their other activist efforts by encouraging people to ‘Vote remain for animals’. By staying true to the history of their brand they garnered more respect from consumers, whilst also encouraging them to stand for something and champion their political views.

When brands take a political stance they should ensure that it feels connected to their brand’s personality to ensure that it rings true for consumers and doesn’t feel like they are jumping onto a bandwagon.

Credit: Bournemouth Echo

4. Think global

In an increasingly globalised world it is important to look at global political issues as well as those on a smaller scale. After President Trump decided to take the US out of the Paris Climate Change Agreement 25 companies bought full page ads in various US media outlets to make public their disagreements with Trump and his policy. Elon Musk of Tesla also publicly said he would leave an advisory council for Mr Trump, whilst other companies made clear that they would continue their efforts to fight climate change in spite of the new US policy.

Brands must recognise that they have a wide ranging, global reach, and that they can tackle global issues.

Credit: Twitter @elonmusk

This article was written Hannah Robbins, Project Executive, Kantar Added Value, with support from our Cultural Insight team in the UK.

... Read More

The new politics of branding

As the political climate continues to grow more divisive, brands are getting thrust into the middle of debates many would prefer to avoid. In January, Toyota was attacked for expanding in Mexico to sell more vehicles to Americans. More recently, Nordstrom experienced whiplash for dropping Ivanka Trump’s clothing line. Corporations and brands typically like to remain apolitical. But in this highly polarized, culturally-charged and social-mediatized moment, where people expect their brands to represent them and their values, can brands sidestep politics entirely? Saying and doing nothing can unintentionally send a message to stakeholders, employees and consumers that the company or brand is indifferent to the issue at hand. And many of the issues being raised have direct implications for businesses. Brands and their CEOs, often the most concrete manifestations of a brand, are having their actions, announcements and affiliations put under the microscope like never before.

The recent executive order regarding the immigrant travel ban and the rhetoric around it is a case in point. The ban, which took place a week prior to the Super Bowl, resulted in brands wading deeply into political waters on both sides of the aisle. From celebration of Mexican avocados to a rerun of Coke’s ‘it’s beautiful’ campaign, immigration was all the rage… literally. Take Anheuser-Busch: Although the American immigrant story of the founder Adolphus Busch was apparently in the works for months prior to the travel ban, its airing led to a call for boycott by those who felt the ad was overtly political. 84 Lumber, a relatively unknown building supply company, ran ‘the Journey’, an ad considered so political by FOX that they refused to air the long version. The edited teaser, which suggested that viewers check out the full story on their website, crashed their site as 6 million attempts were made during the first hour to view the entire ad. The ensuing debate pitted the company’s intention to ‘symbolize the grit, dedication and sacrifice’ of their employees with anger at the promotion of illegal immigration.

Image credit: 84 Lumber

With so much contestation on both sides, it can seem like there is no right way for brands to take part in the conversation without fear of reprisal. We at Kantar Added Value don’t believe things are quite that black and white. A brand’s decision on whether to take a bold stand, try to reconcile opposing points of view or stay entirely out of the fray will quite naturally depend on who that brand is. It’s not about politics. It’s about Purpose.

Airbnb’s campaign #weaccept, which explicitly promoted diversity and acceptance, aired during the same Super Bowl as the controversial ads mentioned above. Yet it, along with their initiative to provide short-term housing for displaced people in need, was mostly met with praise. Sure, a few Twitter trolls expressed outrage at what they deemed a ‘politically charged’ message. But all in all, Airbnb got off relatively unscathed. Why?
For one, this pioneer in the sharing economy has built its entire brand around the idea of belonging and community. It therefore was perfectly coherent, to see them take a stand against an order that runs counter to everything they stand for. And Airbnb’s young urban cosmopolitan target would expect no less.

Image credit: Airbnb

Of course, in any situation, brand owners will want to measure the risks and rewards of speaking up. But risk mitigation isn’t as simple as it used to be. With the rise of social media and real-time communications, brands are expected to behave more like humans. And humans don’t just do what they think will maximize their ROI in the short term. Their behaviors are rooted in values and personality and so should any brand worth its EPS be. Brands, like humans, need to know what they stand for. The clearer a brand is about its raison d’être, the easier it will be to align quickly and convincingly on a course of action.

A brands’ position on a given issue should weigh four key considerations:

1. The brand’s core/most loyal consumers: who are they and what matters to them? If you are Hobby Lobby, your right-leaning consumers will be expecting you to stand up for family values, just as a Ben & Jerry’s core consumer will be sensitive to climate change issues. Some brands don’t know where their consumers stand until they find out the hard way. When Uber chose not to hold up the one-hour taxi strike at JFK airport during the height of the airport protests, their users were enraged. When it then came to light that Uber CEO, Travis Kalanick, was also a member of President Trump’s economic advisory committee, the #deleteUber movement on Twitter was born. Uber, a brand that has successfully positioned themselves as ‘your private driver’ is increasingly out of sync with the cultural moment- evoking elitism and selfishness vs. Lyft whose purpose is to be ‘your friend with a car’. Both drivers and passengers appear to increasingly prefer the latter mindset.  Brands must also be forward thinking about their consumer base. Earlier this year, a Fox News radio host dubbed Chick-fil-A “the official chicken of Jesus“. The company’s CEO, who previously took a strong stand against same sex marriage, now seeks to expand northward to NY and other left leaning cities. Consumers and employees in these zipcodes have different attitudes and affiliations, thus requiring a rethink on brand targeting.

2. The brand’s values: what is most important to the brand? What does it stand for and what would it be willing to fight for?  There was a time when brands didn’t need to know the answer to these questions. No longer. CVS, the pharmacy brand that took the first strong stand against tobacco, logically stood up for affordable care. Patagonia and Black Diamond, long-time supporters of environmental protection, are publicly appealing to the entire outdoors industry to move their trade show out of Utah State, if its leaders continue to support Republican efforts in Congress to transfer or sell federal lands to states. For brands with strong values, doing nothing, or even taking a tepid position, is not an option.

3. The brand’s competencies: Where does the brand have expertise that might be applied to or provide perspective on the issue at hand?  A recent report by Weber Shandwick, entitled “The Dawn of CEO Activism,” found that people saw CEOs more favorably if they took a public stance on current issues — as long as the topic was related to the company’s business. (If it wasn’t, the numbers reversed.). In this vein, Mark Weinberger, CEO of EY has offered his company’s expertise to ‘educate’ President Trump on all things related to job creation in the US. Nike, a brand that has promoted women’s participation in sports for two decades, is addressing the Muslim issue from a different angle: their recent launch of a lightweight, highly wearable hijab that doesn’t come untucked when working out or during competitions, is intended to reach a growing market of Muslim shoppers.  Another global brand, IKEA, working through its foundation, has developed refugee shelters made from recycled plastic that can be easily assembled in just a few hours (see innovation section for details). Interestingly, IKEA’s DIY expertise has been hijacked by designers seeking to make an anti-Muslim ban statement via a tongue-in-cheek ad for a “Börder Wåll“, offering a fake flat-pack wall, sold with 5,659,344 screws, and a single allen wrench, for a bargain price of : $9,999,999,999.99.

4. The brand’s personality: Finally, the way a brand chooses to address an issue must be coherent with that brand’s personality. A brand’s willingness to get out in front on contentious topics should reflect its placement on the spectrum of boldness. Is the brand an Innocent or a Nurturer, in which case it will likely avoid direct conflict?  Or is it a Hero, willing to fight for what is right? Starbucks CEO, Howard Schultz, was one of the first to speak out against the immigrant travel ban with zeal, announcing a decision to employ 10,000 refugees in protest. While the press has suggested that Starbucks is risking business, Kantar Millward Brown (full disclosure – sister Kantar company) reported last week that there has been no substantive impact on any key performance metrics. Jeep, more of an Explorer brand, decided to straddle the fence with their  ‘Free to Be,’ campaign, launched around the final presidential debate last year. The campaign featured a split screen showing their latest models half in red, half in blue, delivering a message of unification that cut across party lines. To showcase the parallel park assist, one ad proposed to help you “position yourself between two sides.” Lane departure warning ads reminded you that “The left and the right are closer than you think.”

Image credit: Jeep

It could be argued that such an attempt to rise above the divisive rhetoric and avoid taking sides is too safe…that such an approach isn’t bold enough to stand out. But the real question is whether the brand is acting in a way that is coherent with what you know, love and expect from it. And whether it is aligning with the core values of its target. Because the only thing worse for a brand today than being invisible is to be inauthentic or irrelevant.

Written by Leslie Pascaud, Executive Vice President Branding and Sustainable Innovation, and Teiko Uyekawa, Brand, Kantar Added Value.

Headline image credit: Kantar Added Value

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Looking Back on 2016

It has been a cataclysmic year. From shake-ups in the world of brand marketing and advertising, to unimaginable political outcomes in the US and the UK, to continuing devastation in war-torn cities like Aleppo, the shock of the year’s events have reverberated around the globe in real-time.

Here are 5 emerging themes shaped by the events of 2016, and questions every brand should consider in relationship to them, as our organizations seek to play a role in supporting human flourishing:

OUR OLD ORGANIZING PRINCIPLES ARE BROKEN
Traditional dividing lines are blurring and no longer have the predictive power they once did. In a world where news travels at the speed of the internet, geography, age, race, sex, gender, religion, income, education have all become less salient as indicators. We see this playing out in the use of psychographic profiling to micro-target news consumers in both the Brexit vote and the US presidential election, and we see it in the reimagining of masculine gender roles, as exemplified by America’s first CoverBoy. The organizing principles we’ve relied on in the past and have come to accept as fact can no longer reliably guide us in understanding a person’s experiences, preferences and assumed choices.
Question for your brand: How might you need to understand and conceptualize your targets differently, both today and in the future?

IF EVERYONE IS THE MEDIA, NO ONE IS THE MEDIA
The monolith of the fourth estate no longer speaks with a singular voice. “Traditional” media outlets still exist, but they now compete with start-ups, independent outlets, brands and individuals to tell the story of what’s happening in the world and why. Issues of roles, rights, and responsibilities, truth and propaganda have come into play as everyone jockeys to deliver “content” and drive the 24/7 news cycle and the ad dollars attached to it. Increasingly, we’re coming to see that media sources are aimed at not just page views but also the power to shape world views, and thus drive the cultural narrative that frames reality.
Question for your brand: How can your brand best shape influencers, and what unified message can your brand deliver that speaks into a fragmented media landscape?

POLARIZATION IS THE NEW NORMAL
From heated exchanges between strangers on social media, to families divided down political lines, polarization can start to feel like the only thing we all share in common. When it’s easy to surround yourself with only opinions that confirm your own biases, this polarization can seem even more pronounced. In the US, not since the first Civil Rights movement has the country seen such a groundswell of efforts in the direction of furthering racial equality, while simultaneously we see extremist, nationalist groups also come to the forefront. We are all being forced to take a hard look at who we are as a people and a culture, and there are no easy answers. Some take this as a sign of hope, believing that this self-examination, though painful, is necessary for us to move forward as a society. But we are surely at a cultural precipice, with many wondering which forces will prevail.
Question for your brand: In a polarized climate, what can your brand truly stand for that allows your brand’s voice to be heard above the fray and connect with universal human truths?

RECKONING WITH TECH
The promise of technology as an elegant solution to the age-old problem of human error, pride and greed, hasn’t quite worked out that way. Yes, technology has made our lives dramatically easier in many ways but this has not come without cost. Indeed we are just beginning to recognize that the fruits of technology’s labors have far-reaching consequences that must be grappled with. Just this week, news of a massive cyber-forgery ring that fraudulently costs advertisers up to $5M a day to pay for fake video views serves as yet another reminder that technology can hurt as much as it can help. The industry and the world at large will have to reckon with how technology can be shaped toward its most humane, ethical ends while protecting us from own our worst impulses to exploit others through it.
Question for your brand: How can your brand leverage the power of technology, while working to mitigate its potential negative impacts for all?

BALANCING SECURITY AND LIBERTY
As the global world is more connected, the tenuous relationship between security and liberty becomes more fraught. In many democratic countries, enshrined individual rights are strained in the face of efforts to ensure safety of the collective. How much oversight is too much? At what point can we opt out of a “Big Brother” existence that often we know nothing about? Add to that the vulnerability inherent in increasing amounts of data – personal and corporate — stored online and in the cloud, and what seem like endless hacks into what we were told are secure systems. Distrust of all entities meant to secure our safety, both virtual and physical, grows deeper, even as we need these entities more and more.
Question for your brand: How might your brand provide consumers with a sense of security amidst tumult, in both traditional and creative ways?

Written by Joanna Franchini, Kantar Added Value US.

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The new Publicis Conseil : Following its fusion with Nurun, the Paris-based agency has devised a new structure that keeps clients at the core while promising consumers a “full brand experience”.

(From left to right, Patrick Lara, Valérie Hénaff, Jean-Guy Saulou)

 

If you’re going to meet the leading lights of Publicis Conseil, it might as well be on the roof terrace of their iconic building at 133 Avenue des Champs-Élysées. The Publicis story has been unfolding at this address since 1958. Now, as we gather around a table on an unexpectedly sunny spring day, the agency has embarked on its next chapter.

With me on the rooftop are Valérie Henaff, president of Publicis Conseil, along with director generals Patrick Lara and Jean-Guy Saulou (who was the former DG of Nurun). The agency’s transformation was sparked by the merging of Publicis Conseil with Nurun Paris. In other words, the integration of 250 digital and tech experts with existing Publicis Conseil staff, bringing the total number up to 650.

 

“Our philosophy for some time now has been ‘lead the change’,” says Valérie Henaff. “Our clients are constantly confronted by change, so rather than being intimidated by that, our view is that in order to grow one should embrace it and be inspired by it.”

This philosophy has driven the agency’s international presence (“We are the most international of French agencies,” remarks Valérie) as well as its widely reported digital transformation. In that respect, the latest evolution is a logical one.

Publicis Conseil refers to its new incarnation as “the first full brand experience agency”. So what exactly does that mean? Valérie explains: “What Nurun brought to us specifically was its expertise in the realm of the customer experience. Along with our clients we have become aware that one can no longer separate what a brand says – the communication – from the way the customer actually experiences that brand. A bad customer experience can undermine all the brand’s communications investment.”

In other words, Publicis Conseil must now be able to oversee the customer journey from A to Z, whether that means the website user experience, its social media presence, or even the store interior. Because as we all know, there’s nothing more disappointing than a brand that fails to live up to its promises.

Practically speaking, the agency will be organised around nine business units – almost mini-agencies – of around 80 people, each dedicated to one or several clients. As everyone in French adland knows, Publicis Conseil works for some the country’s most emblematic brands, including AccorHotels, BNP Paribas, Carrefour, AXA, Engie, L’Oréal, Nestlé, Orange, Renault, Sanofi, Groupe Seb... Each of the nine entities will be headed by a duo, one from Publicis Conseil and one from the former Nurun.

“We’ve always put clients at the core of our business, but now our internal organization reflects that approach,” says Valérie.

TRANSVERSAL TALENTS

If it sounds as though Publicis might be creating silos while other agencies are breaking them, Valérie assures us that all its clients will be able to benefit from “transversal talents” who can intervene whenever and wherever required. These include data scientists, UX specialists, social media coordinators and many more.

Jean-Guy Saulou says: “We’ll ensure that digital skills are available to all our clients. The advantage of being 650 people is that we’re capable of bringing together the equivalent of a specialist agency for every circumstance. With the difference that we can combine our long-term client vision with these often very niche skills.”

There’s also a further transversal unit called The Strategic Studio, which incorporates strategic planners, channel planners, engagement planners and data analysts, among others. One of the most compelling elements of the new structure is the Social Media News Desk that sits at the heart of the agency. Publicis Conseil also has its own digital production studio so that it can match output with the rate of demand for content.

The agency’s creative output will be overseen by four “creative poles” headed respectively by Olivier Desmettre and Fabrice Delacourt, Marcelo Vergara, Elie Trotignon (former executive creative director of Nurun Paris).

A LAB CALLED “LE LOFT”

Another symbol of the agency’s evolution is Le Loft, a combination of mobile brand content lab and workshop which brings together experts from within Publicis and external talents – for instance YouTube stars and social influencers.

Le Loft is described as “multidisciplinary, open, agile and data-driven”. The teams assemble around a specific client, for one month, each time in a different location. During that time they’re given one brief every day.

The entire team works on the brief at the same time, “a collective discipline that allows the hatching of dozens of creative ideas a day”, according to the agency’s official literature.

Less officially, director general Patrick Lara says: “It’s astonishing to observe this mixture of different talents in the same space for a defined period. The client is deeply integrated in the process and regularly comes to work alongside us. Sometimes they discover hidden talents!”

The content is actually produced within the Loft, Patrick stresses: “It’s not just a space for ideation and conception. We have animators, illustrators and other craftspeople who can bring the ideas to life, there and then.”

It must be one of the rare times an advertising creative gets to work with a YouTuber on a brief for electric vehicles. Valérie Henaff adds: “We sought outside talents not to hire them, but to work with them and most importantly to learn from them.”

Initially created for Renault, Le Loft has also worked with BNP Paribas, Garnier, Nestlé and Groupe Seb. “The experience was supposed to be a one-off, but the results were so rich that we decided to continue.”

DRIVING CREATIVITY

An agency is still paid for its ideas, and Patrick Lara insists that the new organization will enhance their delivery. “What’s interesting is that the full brand experience, because it involves truly listening to and engaging with the consumer, brings us unexpected insights that generate creativity in their wake.”

The more the agency listens to customers, he says, the more it enables brands to respond to their needs. “Providing solutions is also part of the brand experience.”

One concrete example was the insight that new parents often drive their babies around in the car in order to send them off to sleep. But driving around town at three in the morning has obvious inconveniences – not least when you have to stop and the little one starts crying again.

“So we created the first static baby seat that recreates the sensation of being in a car,” Patrick smiles. The Baby Seat was a joint project by Publicis in Paris, Argentina and Italy for Renault and is now available all over the world. “That’s not an ad, but a product, based on our knowledge of the consumer – something we would perhaps never have done ten years ago.”

Valérie Henaff concludes: “In a way, everything we’ve been talking about this afternoon is inherently linked to creativity. Today we can say that we’ve invented a new way of working, collaborating and thinking.”

Perhaps not so much a new chapter, then, as the start of an entirely new story. 

 

source : https://fr.adforum.com/interviews/the-new-publicis-conseil

French strategic planners will meet may 31 in paris #planneur

French strategic planners will meet may 31 in paris #planneur https://www.facebook.com/events/127458287799642/

Photos : Baudouin

Technology Cultured Ideas

As spotted through D&AD's 2016 Spatial and Experiential Lenses

While futurist and socio-economists are militating for the ethic use of technology designers are all about its meaningful use. 

Author: Andreea Hirica

“We can’t keep up with technology, so we need to be mindful of its use: only because we can, it doesn't mean we have to” Hannah Carter Owers, Jury Spatial and Experiential Design, D&AD 2016. 

“As we move from the fantasy world of advertising through a science-fiction world of technology, we have the imagination and the tools to shape a new world” says Andy Sandoz, D&AD President 2015-2016. A world where technology is a platform for ideas. A world in which we are passengers as well as drivers (creators). For “technology not only changes what you can do with ideas, it also changes the kind of ideas you can have.” Technology cultured ideas, as Andy puts it: “ideas that understand connection, interaction and iteration.”

And which category could have been more powerfully challenged to showcase technology cultured ideas other than the human touch of Spatial and Experiential Design?

“I wanted the physical experience to be so jaw-dropping that people simply forget about their phones” Christian Davies, Spatial and Experiential Design Jury President, 2016. “Today spaces are filled with people spending so much of their time in the digital world that they are having a hard time immersing themselves into the physical one.” (Christian Davies).

We all got used with spaces filled with a sea of moving bodies attached to their cell phones, so here are some of the best in class examples of tech cultured ideas: technology used in simple yet powerful ways to “take your breath away. Literally stop you in your tracks.” (Christian Davies).

A Black Screen and Words Only

Assembly of Youth, for UNICEF, by Google Creative Lab

To bring the voices of young people to the attention of world leaders, Assembly of Youth was a unique installation that delivered real-time personal messages from children and young people around the world directly at the 2015 General Assembly.

With a black screen and words so that even those sms enabled only can speak, Assembly of Youth is a beautiful case of technology use in limited, wise doses, for powerful impact: to change perception, trigger action and raise solutions for global challenges. An example of what can be done, for all of us out there, when trying to avoid the first hand temptation of glossing things over with technology, just because we can.

  

 

Skeuomorphic Design, the Other Way Around

Live Vines, for Lowe

3D, mechanical, fully automated dioramas, running in continuous 6 second loops; they brought into the physical world Lowe’s loved short home improvement video tips, from Vine. With the characters designed in the style of Lowe’s digital Vines and brought to life using Motors and pistons, the physical Vines showcased tips tailored for NYC living and operated live, right inside the new store windows.

From the phone into the street, Lowe’s live Vines are just one of the many examples of tech cultured ideas, Andy’s way: with technology changing the type of ideas that you can have.

 

Crafted Simplicity 

National Aquarium Denmark, The Blue Planet

With technology used to de-clutter the meaningless and enhance the meaningful, Den Blå Planet is a beautiful example of technology in the service of education: where the museum visit experience flows, together with the oceans that it showcases.

 

“We are conscious as judges that what we picked sent a signal. But we saw a trend of lightness of touch: a simplicity away from the visual noise; a rarity of simple, pure design, this year. We're on the cusp of a change." Christian Davies.

In the light of tech-cultured ideas, the 2016 spatial and experiential design saw a return to: craft, aesthetics, thoughtfulness, simplicity, and mindfulness. Great ideas made big through the appropriate use of technology. 

 

Win One, Teach One

To take the insights and discoveries further, the 2016 D&AD Annual became a Work and Learn Manual. It incites the mind to think about what the work can teach us. And more importantly, shows strategic models and creative exercises to work with and light up your imaginative power all year long, if ever your creative juices run dry.

 

 

 

Twitter identifies 2017 Trends for marketers to watch

According to Global Web Index (GWI), more than 50% of internet users today spend more than three hours a day connected, while more than 90% own a smartphone. Businesses need to battle with the onslaught of real-time information and distractions over what’s real and what’s not to reach, engage, and win over customers. The ability to capture and retain a customer’s shortening attention span is now more important than ever. Here is our trends guide on how businesses should navigate the complex marketing landscape in 2017.

Twitter’s Managing Director for South East Asia and India, Maya Hari, shares the company’s insights on the trends guide on how businesses should navigate the complex marketing landscape in 2017.

1.    Does your brand speak data?

Although many brands and businesses have adopted social media as part of their marketing strategy, the majority have neglected to leverage real-time social data analytics. In 2017, brands should leverage the full archive of public Twitter data, which has 10 years of conversations around almost any topic you can imagine. By analysing this rich data set, businesses can uncover key insights to make better decisions. Businesses can also better expect the unexpected and quantify outcomes through data patterns.

Twitter Tip: Want to harness the power of historical Twitter data? Visit our Twitter data blog post to understand the ways that we see businesses capture the power of this data.

2.    Is your brand mobile first?

Mobile is now — but brands are not ready. In APAC, 51% of internet users found mobile phones the most important vs. 26% who chose laptop (Source: GWI). Most people are viewing websites, reading email, and perusing social media on their mobile devices. In 2017, if you’re not catering your content, ads, and online experience to a mobile user, then you are missing a massive opportunity. Everything from your business website to email campaigns needs to be mobile-friendly.

3.    What are people watching today?

Social video is experiencing massive popularity as a content marketing creative, and this growth is expected to continue in 2017. A June 2016 HubSpot survey shows that global internet users consume video thoroughly, versus simply skimming it, and that it’s the number one form of online content. Live video emerges as a next-level opportunity for exclusive, interactive content, turning social platforms into broadcast media. Platforms are making it easier to broadcast live through any smartphone. In 2017, be associated with the trendsetting brands experimenting with live video. This format tends to work best for content that is exclusive, newsworthy, or happening live at events such as CES or the Golden Globes, or content such as Q&A sessions that require live audience involvement. Visit our live video playbook to learn more about Twitter products and get advice for going live.

 

 

4.    How can you humanise your brand?

In a world of too much content and not enough time, personalisation will be a huge win for brands looking to earn the attention of their consumers in 2017. Personalisation means segmenting your content to reach different types of audience members based on their preferences, interests, habits, etc. The most common form of this strategy is through lists, where certain content gets sent to certain types of users based on which lists they’ve opted into. A great example of personalisation took place during the 2016 India Premier League (IPL) by Kingfisher (@kingfisherworld).

 

 

5.    Are you reaching your customers at all touch points?

Increased personalisation goes hand in hand with cross-device marketing. Marketing efforts in 2017 need to address device preferences and cut across desktop, laptop, mobile, and TV. However, the multiple devices that people use on their path to purchase can make measuring the impact of a mobile ad campaign difficult. Businesses can leverage conversion lift reports to better understand the ROI on mobile campaigns. In beta, we saw that people who were exposed to ads driving website conversions on both mobile and desktop devices were 52% more likely to make purchases than people who were only exposed on desktop.

Recent research from social TV analytics company Canvs shows TV viewers who engage on Twitter have higher rates of ad recall. Canvs identifies the instances when a high percentage of Tweets about a TV program contain emotional reactions. During such programs, viewers are 48% more likely to recall an ad than those who watched programs that have a lower reaction rate.

6.    Is social the next marketplace?

We are moving into an age where purchasing does not need to happen on a third-party site. Users are on a social platform, so why should they have to leave in order to buy something? In 2017, we expect social platforms will not be bound just to company-consumer conversation or attracting new prospects; instead, they will provide opportunities to improve conversion rates. Social platforms will work as new conversion channels and offer tools to convert prospects directly into buyers. The challenge for established brands is responding to these new models with digital transformation.

7.    Call me @ maybe?

Anyone who’s spent 30 minutes on hold while trying to reach a company for customer service has thought “there must be a better way.” We have seen an increasing number of people who shared this sentiment turn to Twitter for a faster, more direct experience. According to McKinsey & Company (@McKinsey), the volume of Tweets targeted at brands and their Twitter service handles has grown 2.5 times in the past two years. Direct Messages on Twitter have enabled brands like Apple to have a dialogue with customers, resolving their issues while demonstrating their brand voice. In 2017 we expect more businesses to benefit from thecombination of simple automation and human service in Direct Messages, which will make it easier to guide people to better customer service outcomes.

8.    Does your brand aspire to be an innovation leader?

As brands continue to innovate on audience engagement, immersive experiences will grow in 2017. Expect content filmed at events to be taken to the next immersive level with 360-degree video thanks to consumer camera products becoming readily available and platforms like Periscope launching 360 video players. Live 360 video is not just about taking you to places you’ve never been; it’s about connecting you with people and letting you experience something new with them. With these videos, the broadcaster anchors the experience so you can be present with them from whatever environment they’re sharing from.

11:00 PM - 28 Dec 2016

 

Source: ADOBO Magazine

Marketing Needs to Get off the Drug of Digital and Think about Customers: Amanda Rendle, HSBC

Amanda Rendle leads a global marketing team covering 55 countries and territories HSBC operates in, with more than 13 million customers in the UK alone.

 

In an insightful interview, Amanda explains her vision for a customer-centric organisation and the concerns she has that marketing is getting lost in an increasingly technological world.

“I’m really worried about marketing at the moment.” says Amanda.

“Marketing is at a really difficult time as it risks being narrowed to just the ‘colouring in department’ of brand marketing, unless it steps up to the challenges that technology brings.

“I know it can’t be left to function as it is, or it’ll become smaller and diminished. If we’re not careful marketing itself could become disintermediated.”

‘Digital’ is banned

Amanda has gone as far as to ban the word ‘digital’ to encourage her team to think beyond organisational silos.

“We need to go back to what marketing is, and the product is marketing. More people need to remember that, get off the drug of digital being something separate and get back to what we do best.

“Look at an organisation like Apple. They don’t do masses of marketing; it’s a great product and a clean brand. I think that their marketing department is tiny, but then it is a marketing-led organisation.”

As more and more of HSBC’s interactions take place through digital interfaces, Amanda believes that marketing plays an important role in shaping the design of the online value proposition.

“In many organisations where they are behind on digital what happens is they  hire in someone to be a head of digital or ecommerce as separate functions.”

“All of a sudden, that person hires a load of marketer/customer experience champions, so you end up with two marketing departments. For any organisation it’s huge waste of resource to have two teams doing the same thing. That’s the real danger. Brand is not only about what you say, it’s also about what you do”

“In the past we thought about international and local marketing being quite separate and woke up one day to realise it’s the same thing. I think it’s the same thing with digital. Everybody talks about it, setting up innovation teams, but if marketers don’t own that space, marketing becomes very skinny and just about creative, and the digital function expands.”

Marketers need to stand up and own the full customer experience

Amanda believes that marketing should be the ‘soul and conscience’ of the customer.

“If you put the customer at the heart of what you do, then you should be thinking about the full customer journey, and how marketing can improve that – which is different to being the people who just do the ads.”

“Marketers have got to remember what they are there to do – that they are the voice of the customer – but they need to become more technology savvy.”

“The problem I’m observing is that a lot of marketers are reverting to focusing on the creative solution alone– a great advert – and don’t understand that a creative should be technology-driven as well. By not striking the balance between the two, marketers risk ending up with no substance behind the creative.”

Connecting creativity with technology

Amanda gives the example of HSBC’s critically acclaimed TV ad as an example of what could have been achieved with a different approach.

“I believe that marketing teams can be transformative if they learn how to take a great creative idea and take it all the way through into all parts of the customer journey. We are working on this now. We have a great creative idea and our challenge is how you amplify through content/sales experience.

“I am convinced that getting the right balance of talent can turn a fantastic creative idea into the cornerstone of everything we would do for the next six months. This needs technology-savvy as well as a creative team to come up with a different solution.”

Technology changes impact the entire organisation, not soley the marketing department.

“One of our main learnings has been the extent to which we require the business to get involved with the implementation of new marketing technologies. If the data inputted isn’t right then the whole system fails.

Customer technology DNA

The  technology that HSBC currently uses to power its online customer interfaces includes:

• Testing and Optimisation tools used are Adobe Target (we created a handy Adobe Marketing Cloud updates hub) and Maxymiser
• Bespoke CMS and Email “We have built a number of solutions in house, including our ‘Atlas’ content management system and the ‘Radar’ email system we built ourselves.”
• Marketing Automation pilot  with Oracle Eloqua
• Web chat platform used is LivePerson
• Online video served through Brightcove
• CRM –  – HSBC use Microsoft Dynamics to track customers
• Advertising retargeting through Google Remarketing and Facebook Atlas

Source: Datanyze

The marketing talent gap

Finding talent to shape the future of marketing is proving increasingly hard to find.

“We have to learn new technical skills and hire a different mix of people.

“There are two different areas of expertise developing in marketing. There is the ‘left brain’ of data, insights, marketing operations and automation, and I need to hire really good analysts to interrogate our data and make sense to produce valuable insights.

“Then there is the ‘right brain’ of content and creative.

“But what we are missing are the leaders of the future who are capable to straddling both to see the overall strategy, how we use digital and social channels. We need to train our talent to fuse the two.”

Amanda is open about not having all the answers as her department evolves to new ways of working.

“Like everyone, I am learning to catchup. I’m not a technologist, but I did grow up as direct marketer which helps. A lot of CMOs developed through a more creative route which makes it harder to adapt to a data-driven environment.

“I’m not sure where the talent is going to come from to help me do all these things. Possibly from people sitting in Google and other technology companies.”

Agencies need to change

It is not only marketing departments which need to embrace change – the traditional agency model also has to adapt to the changes that technology brings.

“In my experience, most agencies are unable to fuse technology and creative. They still treat social as a campaign tool rather than customer opportunity. It’s because they don’t understand the full customer journey and I think it’s becoming real problem.”

“If agencies don’t come to us with wider solutions to encompass the whole customer journey, you will see advertising agencies scope become narrower.”

“There are some interesting agencies who are responding to clients’ briefs in a different way – who are putting a brief out to 150 technolgy-savvy individuals around the world to come back with a solution. But for the most part I just don’t think a lot of them have got it YET, and even those who are embracing it have yet to master it, transformation takes time.”

Amanda’s team regularly speak directly to technology companies about how to get the most from their platforms.

“Why wouldn’t I? I pilot products for LinkedIn, they come to me and we try new ideas. “As a media agency’s revenue model is under threat as they aren’t going to get a load of revenue from Google PPC ads. The way we start to pay our agencies will need to evolve.

“Agencies have an important role to play in understanding your brief and coming back with the optimum solution using all channels. But they can’t be just media planners anymore – they need to become media strategists.

“They need to understand the technology, programmatic advertising etc, and become segmentation analysts, different groups respond in different ways.”

Mapping the full customer journey

An organisation like HSBC has many touch-points with a customer, including in branch, online and customer service, email, social media, in person meetings and live events.

“My biggest frustration is how we are measuring effectiveness at all parts of the funnel and working to improve performance.  I am sure it is for many Marketing Heads. Marketing has a huge role to play in the full customer experience, from awareness all the way through to conversion.”

Amanda is working on creating a team whose sole job is to improve brand experience for customers, across all the touch points that they have.

“This team might pick five issues a month and try to hot-house ideas to solve those issues, bringing in various insight sources together, including external data, to build a complete picture of our customers and to continually test and improve it.”

Looking at the complete customer journey involves teams which aren’t part of marketing, of course. Collaboration is key to working across all the functions:

“We work closely with these teams, but ultimately journey mapping needs to be by people who understand the full customer experience. Having a clear customer propositions is key. ”

Further reading: 11 Takeaways from HSBC’s Content Marketing Strategy

Where is marketing heading ? Dr. Michael R. Hyman, Distinguished Achievement Professor and Ph.D. Coordinator of Marketing

 

What Is Science

• Bevan, William (1991), "Contemporary Psychology: A Tour Inside the Onion," American Psychologist, 46 (May), 475-483. (pdf)
• Cole, K. C. (1984), "The Essence of Understanding, Discovery, April, 57, 60. (pdf)
• Feynman, Richard P. (1988), What Do You Care What Other People Think? Further Adventures of a Curious Character. New York, NY: Bantam Books, 11-19. (pdf)
• Selected quotes about science, scientists, and research. (pdf)
• Fischer, Robert B. (1975), "Definitions of Science," in Science, Man, and Society (2nd ed.). Philadelphia, PA: W. B. Saunders Co., 3-10. (pdf)
• Ziman, John (1968), "What Is Science?" in Introductory Readings in the Philosophy of Science, Klemke, et al., eds. Buffalo, NY: Prometheus Books, 35-54. (pdf)
• Gjertsen, Derek (1988), Science and Philosophy: Past and Present. Baltimore, MD: Penguin Books, 29-50. (pdf)
• Butts, Robert E. (1993), "Sciences and Pseudosciences," in Philosophical Problems of the Internal and External Worlds: Essays on the Philosophy of Adolf Grunbaum, Earman, et al., eds. Pittsburgh, PA: University of Pittsburgh Press, 163-185. (Read pp.163-171, skim pp.172-185) (pdf)
• Bauer, Henry H. (1992), Scientific Literacy and the Myth of the Scientific Method. Urbana, IL: University of Illinois Press, 19-41. (pdf)
• Ferris, Timothy (1992), The Mind's Sky: Human Intelligence in a Cosmic Context. New York, NY: Bantam Books, 3-15. (pdf)
• Fiske, Donald W. (1986), "Specificity of Method and Knowledge in Social Science," in Metatheory in Social Science: Pluralisms and Subjectivities, Fiske and Shweder, eds. Chicago, IL: The University of Chicago Press, 61-82. (pdf)

Supplemental

• Conant, James B. (1951), Science and Common Sense. New Haven, CT: Yale University Press, 23-41. (pdf)
• Ferris, Timothy (1992), The Mind's Sky: Human Intelligence in a Cosmic Context. New York, NY: Bantam Books, 201-222. (pdf)
• Richter, Burton (1995), "The Role of Science in Our Society," Physics Today, 48 (September), 43-47. (pdf)
• Bateson, Gregory (1980), Mind and Nature: A Necessary Unity. New York, NY: Bantam Books, 27-71. (Read for paper idea) (pdf)
• LeShan, Lawrence and Henry Margenau (1982), Einstein's Space and Van Gogh's Sky: Physical Reality and Beyond. New York, NY: Collier Books, 143-168. (Read for main point) (pdf)
• Horgan, John (1996), The End of Science: Facing the Limits of Knowledge in the Twilight of the Scientific Age. Reading, MA: Helix Books, 143-158. (pdf)
• Holton, Gerald (1993), Science and Anti-Science. Cambridge, MA: Harvard University Press, 126-144. (pdf)
• Skinner, B.F. (1989), "The Origins of Cognitive Thought," American Psychologist, 44 (January), 13-18. (pdf)
• Sorensen, Roy A. (1992), Thought Experiments. New York, NY: Oxford University Press, 132-166. (pdf)
• McCall, Robert B. (1996), "The Concept and Practice of Education, Research, and Public Service in University Psychology Departments," American Psychologist, 51 (April), 379-388. (pdf)
• Hewitt, Paul G. (1995), "Lessons from Lily on the Introductory Course," Physics Today, 48 (September), 85-86. (pdf)
• Slife, Brent D. and Richard N. Williams (1997), "Toward a Theoretical Psychology: Should a Subdiscipline Be Formally Recognized," American Psychologist, 52 (February), 117-129. (pdf)
• Fowler, Raymond D. (1990), "Psychology: The Core Discipline," American Psychologist, 45 (January), 1-6. (pdf)

Is Marketing a Science?

• Hunt, Marketing Theory, Chapters 1, 2.
• Hyman, Michael R., Robert Skipper, and Richard Tansey (1991), "Two Challenges for the Three Dichotomies Model," in 1991 AMA Winter Educators' Conference, Childers, et al., eds. Chicago: American Marketing Association, 417-422 (pdf; complete online version).
• Hyman, Michael R. (2009), "A Tribute, an Old Challenge Revisited, and an Amplification," in Legends in Marketing: Shelby Hunt, Volume 3, Sage. (pdf)
• Kotler, Philip (1972), "A Generic Concept of Marketing," Journal of Marketing, 36 (April), 46-54. (pdf)
• Levy, Sidney J. (1976), "Marcology 101 or the Domain of Marketing," in 1976 AMA Summer Educators' Conference Proceedings, Bernhardt, ed. Chicago: American Marketing Association, 577-581. (pdf)
• Laczniak, Gene R. and Donald A. Michie (1979), "The Social Disorder of the Broadened Concept of Marketing, Journal of the Academy of Marketing Science, 7 (Summer), 214-231. (pdf)
• Bartels, Robert (1951), "Can Marketing Be a Science?" Journal of Marketing, 15 (January), 319-328.(pdf)
• Hutchinson, Kenneth D. (1952), "Marketing as a Science: An Appraisal," Journal of Marketing, 16 (January), 286-293. (pdf)
• Bartels, Robert (1974), "The Identity Crisis in Marketing," Journal of Marketing, 38 (October), 73-76. (pdf)
• O'Shaughnessy, John and Michael J. Ryan (1979), "Marketing, Science, and Technology," in Conceptual and Theoretical Developments in Marketing, Ferrell, et al., eds. Chicago: American Marketing Association, 557-589. (pdf)
• Zaltman, Lemasters, and Heffring, Theory Construction in Marketing, pp.1-24. (Skim) (pdf)
• Baker, Michael J. (1995), "The Need for Theory in Marketing," in Marketing Theory and Practice (Baker, ed.). New York, NY: Macmillan Business, 10-22. (pdf)
• Wilkie, William L. and Elizabeth S. Moore (1999), "Marketing's Contributions to Society," Journal of Marketing, 63 (Special Issue), 198-218. (pdf)
• Brown, Stephen (2002), "Vote, Vote, Vote for Philip Kotler," European Journal of Marketing, 36 (3), 313-324. (pdf)
• Saad, Gad (2008), "The Collective Amnesia of Marketing Scholars Regarding Consumers' Biological and Evolutionary Roots," Marketing Theory, 8 (4), 425-448. (pdf)
• Jenkins, Iredell (1948), "What is a Normative Science?" The Journal of Philosophy, 45 (June), 309-332. (pdf)
• Robin, Donald P. (1970), "Toward a Normative Science in Marketing," Journal of Marketing, 34 (October), 73-76. (pdf)
• Brown, Stephen (2009), "Double, Double Toil and Trouble: On the Equivocal Magic of Marketing," Journal of Customer Behaviour, 8 (June), 163-175. (pdf)
• Burton, Dawn (2005), "Marketing Theory Matters," British Journal of Management, 16, 5–18. (pdf)

Markets and the Marketing Concept

• Valentin, E. K. (1996), "The Marketing Concept and the Conceptualization of Market Strategy," Journal of Marketing Theory and Practice, (Fall), 16-26. (pdf)
• Hyman, Michael R. and Richard Tansey (1992), "The Evolution of Applied Marketing Theory as Evinced by Marketing Textbooks," in 1992 AMA Winter Educators' Conference Proceedings, Allen, et al., eds. Chicago, IL: American Marketing Association, 328-338. (pdf)
• Gamble, Jordan, Audrey Gilmore, Danielle McCartan-Quinn, Paula Durkan (2011), "The Marketing Concept in the 21st Century: A Review of How Marketing has been Defined Since the 1960s," The Marketing Review, 11 (3), 227-248. (pdf)
• D. G. Brian Jones and Alan J. Richardson (2007), "The Myth of the Marketing Revolution," Journal of Macromarketing, 27 (1), 15-24. (pdf)
• Tadajewski, Mark (2009), Eventualizing the Marketing Concept," Journal of Marketing Management, 25 (1-2), 191-217. (pdf)
• Tadajewski, Mark and D.G. Brian Jones (2012), "Scientific Marketing Management and the Emergence of the Ethical Marketing Concept," Journal of Marketing Management, 28 (February), 37–61. (pdf)

Exchange: The Central Notion of Marketing?

• Hyman, Michael (2004), "Revising the Structural Framework for Marketing Management," Journal of Business Research, 57 (September), 923-932 (pdf; complete online version).
• Anderson, Wilton Thomas, Goutam N. Challagalla, and Richard G. McFarland (1999), "Anatomy of Exchange," Journal of Marketing Theory and Practice, 7 (Fall), 8-19. (pdf)
• Harris, Sharon (1996), "Are We Teaching the "Science of Transactions?" in Marketing: Moving Toward the 21^st Century (SMA Conference Proceedings), Stuart, et al., eds. Rock Hill, SC: Winthrop University, 365-368. (pdf)
• Maignan, Isabelle (1995), "Exchange Types and the Nature of Marketing," in 1995 Southern Marketing Association Proceedings, Engelland and Smart, eds. Evansville, IN: Southern Marketing Association, 368-371. (pdf)
• Houston, Franklin S., Jule B. Gassenheimer, and James M. Maskulka (1992), Marketing Exchange Transactions and Relationships. Westport, CN: Quorum Books, 127-171. (pdf)
• Foxall, Gordon (1989), "Marketing's Domain," European Journal of Marketing, 23 (8), 7-23. (pdf)

Supplemental

• Hunt, Shelby D. (1976), "The Nature and Scope of Marketing," Journal of Marketing, 40 (July), 17-28. (pdf)
• Hunt, Shelby D. (2002), "Marketing as a Profession: On Closing Stakeholder Gaps," European Journal of Marketing, 36 (3), 305-312. (pdf)
• Brown, Stephen, Pauline Maclaren, and Lorna Stevens (1996), "Marcadia Postponed: Marketing, Utopia and the Millennium," Journal of Marketing Management, 12, 671-683. (pdf)
• Cornelissen, Joep (2002), "Academic and Practitioner Theories of Marketing," Marketing Theory, 2 (1), 133-143. (pdf)
• Ryans, John K., Donald G. Howard, William P. Howell, and David M. Savino (1988), "Marketing Theory Attitudes: A Comparison of 1974 and 1987 Surveys of JM Editorial Board Members," in 1988 AMA Winter Educators' Conference Proceedings, Shapiro and Walle, eds. Chicago, IL: American Marketing Association, 515-518. (pdf)
• Mackie, John L. (1970), Ethics: Inventing Right and Wrong. Baltimore, MD: Penguin Books, 64-82. (Skim--Is/Ought Distinction) (pdf)
• Fox, Ronald E. (1996), "Charlatanism, Scientism, and Psychology's Social Contract," American Psychologist, 51 (August), 777-784. (pdf)

Production of Marketing Knowledge

• AMA Task Force (1988), "Developing, Disseminating, and Utilizing Marketing Knowledge," Journal of Marketing, 52 (October), 1-25. (pdf)
• Hirschman, Elizabeth C. (1987), "Marketing Research: To Serve What Purpose?" in 1987 AMA Winter Educators' Conference Proceedings, Belk, et al., eds. Chicago: American Marketing Association, 204-208. (pdf)
• Holbrook, Morris B. (1987), "What Is Marketing Research?" in 1987 AMA Winter Educators' Conference Proceedings, Belk, et al., eds. Chicago: American Marketing Association, 214-216. (pdf)
• Hyman, Michael R. (1990), "Unbounded Collaboration: A Way to Broaden and Improve Marketing Theory," in AMA Winter Educators' Conference Proceedings, Lichtenthal, et al., eds. Chicago, IL: American Marketing Association, 1-4. (pdf)
• Murray, Jeff B., Deborah J. Evers, and Swinder Janda (1995), "Marketing, Theory Borrowing, and Critical Reflection," Journal of Macromarketing, 15 (Fall), 92-106. (pdf)
• Howard, Donald G., David M. Savins, William Howell, and John K. Ryans, Jr. (1991), "The Evolution of Marketing Theory in the United States and Europe," European Journal of Marketing, 25 (2), 7-16. (pdf)
• Johnson, Eric J. (2001), "Digitizing Consumer Research," Journal of Consumer Research, 28 (September), 331-336. (pdf)
• Rossiter, John R. (2001), "What is Marketing Knowledge? Stage I: Forms of Marketing Knowledge," Marketing Theory, 1 (1), 9-26. (pdf)
• Uncles, Mark (2002), "From Marketing Knowledge to Marketing Principles," Marketing Theory, 2 (4), 345-353. (pdf)
• Midgley, David (2002), "What to Codify: Marketing Science or Marketing Engineering?" Marketing Theory, 2 (4), 363-368. (pdf)
• Rossiter, John R. (2002), "The Five Forms of Transmissible, Usable Marketing Knowledge," Marketing Theory, 2 (4), 369-380. (pdf)
• McIntyre, Shelby H. and Max Sutherland (2002), "A Critical Analysis into the Accumulation of Marketing Knowledge at the Level of the Firm," Marketing Theory, 2 (4), 403-418. (pdf)
• Dahlstrom, Robert, Arne Nygaard, and Jody L. Crosno (2008), "Strategic, Metric, and Methodological Trends in Marketing Research and their Implications for Future Theory and Practice," Journal of Marketing Theory and Practice, 16 (Spring), 139-152. (pdf)
• Yadav, Manjit S. (2010), "The Decline of Conceptual Articles and Implications for Knowledge Development," Journal of Marketing, 74 (January), 1–19. (pdf)
• Reibstein, David J., George Day and Jerry Wind (2009), "Guest Editorial: Is Marketing Academia Losing Its Way?" Journal of Marketing, 73 (July), 1–3. (pdf)
• Wierenga, Berend (2002), "On Academic Marketing Knowledge and Marketing Knowledge that Marketing Managers Use for Decision-making," Marketing Theory, 2 (4), 355-362. (pdf)
• Armstrong, J. Scott (2004), "Does an Academic Research Paper Contain Useful Knowledge? No (p<.05)," Australasian Marketing Journal, 12 (2), 62-63. (pdf)
• Rossiter, John R. and Larry Percy (2013), "How the Roles of Advertising Merely Appear to have Changed," International Journal of Advertising, 32 (3), 391–398. (pdf)
• Armstrong, J. Scott (2004), "Evidence-based Advertising: An Application to Persuasion," International Journal of Advertising, 30 (5), 743–767. (pdf)
• Rossiter, John R. (2012), "Advertising Management Principles are Derived Mostly from Logic and Very Little from Empirical Generalizations," Marketing Theory, 12 (2), 103–116. (pdf)
• Armstrong, J. Scott (2011), "Reply to the Commentaries on “Evidence-based Advertising,” International Journal of Advertising, 30, 790-794. (pdf)
• Burton, Dawn (2003), "Rethinking the UK System of Doctoral Training in Marketing," Journal of Marketing Management, 19, 883-904. (pdf)
• Roberts, Deborah and Richard Adams (2010), "Agenda Development for Marketing Research: The User’s Voice, International Journal of Market Research, 52 (3), 339-362. (pdf)

Marketing Journals (Mostly Ranking)

• Bauerly, Ronald J. and Don T. Johnson (2005), "An Evaluation of Journals Used in Doctoral Marketing Programs," Journal of the Academy of Marketing Science, 33 (Summer), 313-329. (pdf)
• Polonsky, Michael Jay and Paul Whitelaw (2005), "What are We Measuring When We Evaluate Journals?" Journal of Marketing Education, 27 (August), 189-201. (pdf)
• Guidry, Julie Anna, Brandi N. Guidry Hollier, Linda Johnson, John R. Tanner, and Christiane Veltos (2004), "Surveying the Cites: A Ranking of Marketing Journals Using Citation Analysis," Marketing Education Review, 14 (Spring), 45-59. (pdf)
• Bakir, Aysen, Scott J. Vitell, and Gregory M. Rose (2000), "Publications in Major Marketing Journals: An Analysis of Scholars and Marketing Departments," Journal of Marketing Education, 22 (August), 99-107. (pdf)
• Polonsky, Michael Jay, Gary Jones, and Megan J. Kearsley (1999), "Accessibility: An Alternative Method of Ranking Marketing Journals?" Journal of Marketing Education, 21 (December), 181-193. (pdf)
• Koojaroenprasit, Narong, Art Weinstein, William C. Johnson, and David O. Remington (1998), "Marketing Journal Rankings Revisited: Research Findings and Academic Implications," Marketing Education Review, 8 (Spring), 95-101. (pdf)
• Hult, G. Tomas M., Martin Reimann, and Oliver Schilke (2009), "Worldwide Faculty Perceptions of Marketing Journals: Rankings, Trends, Comparisons, and Segmentation," Global Edge Business Review, 3 (3), 1-23. (pdf)
• Hofacker, Charles F., Mark R. Gleim, and Stephanie J. Lawson (2009), "Revealed Reader Preference for Marketing Journals," Journal of the Academy of Marketing Science, 37 (Summer), 238-247. (pdf)
• Firat, A. Fuat (2010), "Commentaries on the State of Journals in Marketing," Marketing Theory, 10 (4), 437–455. (pdf)
• Hofacker, Charles F., Mark R. Gleim and Stephanie J. Lawson (2009), "Revealed Reader Preference for Marketing Journals, Journal of the Academy of Marketing Science, 37, 238–247. (pdf)

Bibliometric Studies in Marketing

• Zinkhan, George M., Martin S. Roth, and Mary Jane Saxton (1992), "Knowledge Development and Scientific Status in Consumer-Behavior Research: A Social Exchange Perspective," Journal of Consumer Research, 19 (September), 282-291. (pdf)
• Hoffman, Donna L. and Morris B. Holbrook (1993), "The Intellectual Structure of Consumer Research: A Bibliometric Study of Author Cocitations in the First 15 Years of the Journal of Consumer Research," Journal of Consumer Research, 19 (March), 505-517. (Skim methodological discussion) (pdf)
• Tellis, Gerard, Rajesh K. Chandy, and David S. Ackerman (1999), "In Search of Diversity: The Record of Major Marketing Journals," Journal of Marketing Research, 36 (February), 120-131. (pdf)
• Cote, Joseph A., Siew Meng Leong, and Hane Cote (1992), "Assessing the Influence of Marketing Research on the Social Science Literature," Marketing Letters, 3 (3), 251-258. (pdf)
• Stremersch, Stefan, Isabel Verniers, and Peter C. Verhoef (2007), The Quest for Citations: Drivers of Article Impact," Journal of Marketing, 71 (July), 171-193. (pdf)

Commodification of Marketing Knowledge

• Brownlie, Douglas and Michael Saren (1995), "On the Commodification of Marketing Knowledge," Journal of Marketing Management, 11, 619-627. (pdf)
• Baker, Michael J. (1995), "A Comment on: The Commodification of Marketing Knowledge," Journal of Marketing Management, 11, 629-634. (pdf)
• Hunt, Shelby D. and Steven Edison (1995), "On the Marketing of Marketing Knowledge," Journal of Marketing Management, 11, 635-639. (pdf)
• Holbrook, Morris B. (1995), "The Four Faces of Commodification in the Development of Marketing Knowledge," Journal of Marketing Management, 11, 641-654. (pdf)
• Armstrong, J. Scott (1995), "Quality Control Versus Innovation in Research on Marketing," Journal of Marketing Management, 11, 655-660. (pdf)
• Hubbard, Raymond (1995), "The Commodification of Marketing Knowledge: It's Not Enough to Count the Numbers," Journal of Marketing Management, 11, 671-673. (pdf)

Research Productivity (mostly in Marketing)

• Dembkowski, Sabine, Adamatios Diamatopoulos, and Bodo B. Schlegelmilch (1994), "Measuring the Research Performance of Marketing Academics: Issues, Methods, and Further Research Directions," Marketing Education Review, 4 (Summer), 42-52. (pdf)
• Powers, Thomas L., John E. Swan, Theodore Bos, and John Frank Patton (1998), "Career Research Productivity Patterns of Marketing Academics," Journal of Business Research, 42, 75-86. (pdf)
• Franke, George R. and Deborah F. Spake (1996), "Research Productivity, Teaching Interests, and Work Experience of Entry-Level Marketing Faculty Candidates," in Marketing: Moving Toward the 21^st Century (SMA Conference Proceedings), Stuart, et al., eds. Rock Hill, SC: Winthrop University, 172-176. (pdf)
• Wuchty, Stefan, Benjamin F. Jones and Brian Uzzi (2007), "The Increasing Dominance of Teams in Production of Knowledge," Science, 18 May, 1036-1039. (pdf)

Replication Studies in Marketing

• Easley, Richard W., Charles S. Madden, and Mark G. Dunn (2000), "Conducting Marketing Science: The Role of Replication in the Research Process," Journal of Business Research, 48 , 83-92. (pdf)
• Okleshen, Cara and Robert Mittelstaedt (1998), "Revisiting the Replicability of Marketing Research: Reported Content and Author Cooperation Eighteen Years Later," in 1998 AMA Winter Educators' Conference, Grewel, et al., eds. Chicago, IL: American Marketing Association, 3-10. (pdf)
• Hubbard, Raymond and J. Scott Armstrong (1994), "Replications and Extensions in Marketing--Rarely Published But Quite Contrary," International Journal of Research in Marketing, 11, 233-248. (pdf)
• Wilk, Richard R. (2001), "The Impossibility and Necessity of Re-Inquiry: Finding Middle Ground in Social Science," Journal of Consumer Research, 28 (September) 308-312. (pdf)
• Uncles, Mark (2011), "Publishing Replications in Marketing," International Journal of Market Research, 53 (5), 579-582. (pdf)
• Evanschitzky, Heiner and J. Scott Armstrong (2009), Replications of Forecasting Research, International Journal of Forecasting. (pdf)
• Evanschitzky, Heiner and J. Scott Armstrong (2013), "Research with In-built Replications: Comment and Further Suggestions for Replication Research, Journal of Business Research, 66, 1406-1408. (pdf)

Supplemental

• Myers, John G., Stephen A. Greyser, and William F. Massy (1980), Marketing Research and Knowledge Development: An Assessment for Marketing Management. Englewood Cliffs, NJ: Prentice-Hall, Inc., 52-100. <<xx>>
• Churchill, Gilbert A. Jr. (1988), "Comments on the AMA Task Force Study," Journal of Marketing, 52 (October), 26-31. (pdf)
• Garda, Robert A. (1988), "Comment (on the AMA Task Force Study)," Journal of Marketing, 52 (October), 32-41. (pdf)
• Hunt, Shelby D. (1988), "Comment (on the AMA Task Force Study)," Journal of Marketing, 52 (October), 42-47. (pdf)
• Webster, Frederick E. (1988) "Comment (on the AMA Task Force Study)," Journal of Marketing, 52 (October), 48-51 (pdf).
• Myers, John G., Stephen A. Greyser, and William F. Massy (1979), "The Effectiveness of Marketing's R&D For Marketing Management: An Assessment," Journal of Marketing, 43 (January), 17-29.  (For historical perspective) (pdf)
• Peattie, Ken and Andrea Prothero (1992), "The Marketing Message: Being Broadcast Load and Clear?" Journal of Marketing Management, 8, 21-34. (Read for main point) (pdf)
• Greenley, Gordon (1995), "A Comment on: The Commodification of Marketing Knowledge," Journal of Marketing Management, 11, 665-669. (pdf)
• McDonagh, Pierre (1995), "Radical Change Through Rigorous Review? A Commentary on the Commodification of Marketing Knowledge," Journal of Marketing Management, 11, 675-679. (pdf)
• Desmond, John (1995), "Reclaiming the Subject: Decommodifying Marketing Knowledge?" Journal of Marketing Management, 11, 721-746. (pdf)
• Madden, Charles S., Richard W. Easley, and Mark G. Dunn (1995), "How Journal Editors View Replication Research," Journal of Advertising, 24 (Winter), 77-87. (pdf)
• Luke, Robert H. and E. Reed Doke (1987), "Marketing Journal Hierarchies: Faculty Perceptions, 1986-1987," Journal of the Academy of Marketing Science, 15 (Spring), 74-78. <<xx>>
• Zinkhan, George M. (2005), "Scientific Status and Knowledge Use: Two Perspectives," Journal of the Academy of Marketing Science, 33 (Summer), 251-253. (pdf)
• Theoharakis, Vasilis and Andrew Hirst (2002), "Perceptual Differences of Marketing Journals: A Worldwide Perspective," Marketing Letters, 13 (4), 389-402. (pdf)
• Zinkhan, George M. and Thomas W. Leigh (1999), "Assessing the Quality Ranking of the Journal of Advertising, 1986-1997," Journal of Advertising, 28 (Summer), 51-70. (pdf)
• McIntyre, Shelby H. and Max Sutherland (2002), "A Critical Analysis into the Accumulation of Marketing Knowledge at the Level of the Firm," Marketing Theory, 2 (4), 403-418. (pdf)
• McKenzie, C. J., S. Wright, D. F. Ball, and P. J. Baron (2002), "Commentary: The Publications of Marketing Faculty--Who are We Really Talking To?" European Journal of Marketing, 36 (11/12), 1196-1208. (pdf)
• Hunter, John E. (2001), "The Desperate Need for Replications," Journal of Consumer Research, 28 (June), 149-158. (pdf) 

History of Marketing

• Peterson, Robert A. (2005), "Ruminations on Theory and Research Scholarship in Marketing," Journal of Public Policy & Marketing, 24 (Spring), 127–130. (pdf)
• Shaw, Eric H. (2011), "A Comment on the Relationship between the History of Marketing Thought and the Development of Marketing Theory," Marketing Theory, 11 (4), 491-494. (pdf)
• Tamilia, Robert D. (2011), "Reflections on the History of Marketing Thought and Theory Development, Marketing Theory, 11 (4), 507–512. (pdf)
• Hunt, Shelby D. (2010), "Doctoral Seminars in Marketing Theory: For Incorporating the History of Marketing Practice and Thought," Journal of Historical Research in Marketing, 2 (4), 443-456. (pdf)
• Hunt, Shelby D. (2011), "On the Intersection of Marketing History and Marketing Theory," Marketing Theory, 11 (4), 483–489. (pdf)
• Fullerton, Ronald A. (1986), "Historicism: What it is, and What it Means for Consumer Research," in Advances in Consumer Research, Wallendorf and Anderson, eds. Association for Consumer Research, 431-434. (pdf)
• Jones, D.G. Brian and David D. Monieson (1990), "Historical Research in Marketing: Retrospective and Prospect," Journal of the Academy of Marketing Science, 18 (Fall), 269-278. (pdf)
• Jones, D.G. Brian and David D. Monieson (1990), "Early Development of the Philosophy of Marketing Thought," Journal of Marketing, 54 (January), 102-113. (pdf)
• Mittelstaedt, Robert A, (1990), "Economics, Psychology, and the Literature of the Subdiscipline of Consumer Behavior," Journal of the Academy of Marketing Science, 18 (Fall), 303-311. (pdf)
• Brown, Stephen, Elizabeth C. Hirschman, and Pauline Maclaran (2001), "Always Historicize! Researching Marketing History in a Post-Historical Epoch," Marketing Theory. 1 (1), 49-89. (pdf)
• Domegan, Christine (2011), "Co-authoring Tomorrow: On How Past Marketing Knowledge Enlightens Future Marketing Theory," Marketing Theory, 11 (4), 495-498. (pdf)
• Egan, John (2008), "A Century of Marketing," The Marketing Review, 8 (1), 3-23. (pdf)

Schools of Marketing Thought

• Sheth, Gardner, and Garrett, Marketing Theory, entire book.
• Shaw, Eric H. and D.G. Brian Jones (2005), "A History of Schools of Marketing Thought," Marketing Theory, 5 (3), 239–281. (pdf)
• Zinn, Walter and Scott D. Johnson (1990), "The Commodity Approach in Marketing Research: Is It Really Obsolete?" Journal of the Academy of Marketing Science, 18 (Fall), 345-353. (pdf)

Periodization of Marketing History

• Bartels, Robert (1970), Marketing Theory and Metatheory. Homewood, IL: Richard D. Irwin, Inc., 102-127. (pdf)
• Bartels (1976), The History of Marketing Thought, pp.1-33, 123-243. (Skim 1-20; Read Chapters 9, 10, 12, 14) (pdf)
• Shaw, Eric H. and Robert D. Tamilia (2001), "Robert Bartels and the History of Marketing Thought," Journal of Macromarketing, 21 (December), 156-163. (pdf)
• Tamilia, Robert D. (1988), "Broadening Marketing Education: Toward a Bartellian Macromarketing Philosophy," in 1988 AMA Winter Educators' Conference Proceedings, Shapiro and Walle, eds. Chicago, IL: American Marketing Association, 507-514. (pdf)
• Brown, Stephen (1996), "Trinitarianism, the Eternal Evangel and the Three Eras Schema," in Marketing Apocalypse: Eschatology, escapology and the illusion of the end, Brown, Bell, and Carson, eds. London, UK: Routledge, 23-43. (pdf)
• Hollander, Stanley C. (1986), "The Marketing Concept: A Deja Vu," in Marketing Management Technology as a Social Process, Fisk, ed. New York, NY: Praeger, 3-29. (SKIM 3-20, 25-29; READ 21-24) (pdf)
• Hollander, Stanley C., Kathleen M. Rassuli, D. G. Brian Jones, and Laura Farlow Dix (2005), "Periodization in Marketing History," Journal of Macromarketing, 25 (June), 32-41. (pdf) (Read for main points and examples)

'4 Eras' Article and Commentary

• Wilkie, William L. and Elizabeth S. Moore (2003), "Scholarly Research in Marketing: Exploring the '4 Eras' of Thought Development," Journal of Public Policy and Marketing, 22 (Fall), 116-146. (commentaries listed below) (pdf)
• Webster, Frederick E. Jr. (2005), "A Perspective on the Evolution of Marketing Management," Journal of Public Policy & Marketing, 24 (Spring), 121-126. (pdf)
• Peterson, Robert A. (2005), "Ruminations on Theory and Research Scholarship in Marketing," Journal of Public Policy & Marketing, 24 (Spring), 127-130. (pdf)
• McAlister, Leigh M. (2005), "Toward Insight and Relevance," Journal of Public Policy & Marketing, 24 (Spring), 131-132. (pdf)
• Andreasen, Alan R. (2005), "Marketing Scholarship, Intellectual Leadership, and the Zeitgeist," Journal of Public Policy & Marketing, 24 (Spring), 133-136. (pdf)
• Holbrook, Morris B. (2005), "Marketing Education as Bad Medicine for Society: The Gorilla Dances," Journal of Public Policy & Marketing, 24 (Spring), 143-145. (pdf)
• Staelin, Richard (2005), "Eras III and IV: My Reflections," Journal of Public Policy & Marketing, 24 (Spring), 146-149. (pdf)
• Montgomery, David B. (2005), "Asian Management Education: Some Twenty-First-Century Issues," Journal of Public Policy & Marketing, 24 (Spring), 150-154. (pdf)
• Urban, Glen L. (2005), "Customer Advocacy: A New Era in Marketing?" Journal of Public Policy & Marketing, 24 (Spring), 155-159. (pdf)
• Sheth, Jagdish N. and Rajendra S. Sisodia (2005), "A Dangerous Divergence: Marketing and Society," Journal of Public Policy & Marketing, 24 (Spring), 160-162. (pdf)
• Wilkie, William L. and Elizabeth S. Moore (2006), "Macromarketing as a Pillar of Marketing Thought," Journal of Macromarketing, 26 (December), 224-232. (pdf)

Marketing Journals

• Malhotra, Naresh (1996), "The Impact of the Academy of Marketing Science on Marketing Scholarship: An Analysis of the Research Published in JAMS," Journal of the Academy of Marketing Science, 24 (Fall), 291-298. (pdf)
• Kerin, Roger A. (1996), "In Pursuit of an Ideal: The Editorial and Literary History of the Journal of Marketing," Journal of Marketing, 60 (January), 1-13. (pdf)
• Green, Paul E., Richard M. Johnson, and William D. Neal (2003), "The Journal of Marketing Research: Its Initiation, Growth, and Knowledge Dissemination," Journal of Marketing Research, 40 (February), 1-9. (pdf)
• Lehmann, Donald R. (2005), "Journal Evolution and the Development of Marketing," Journal of Public Policy & Marketing, 24 (Spring), 137-142. (pdf)

Wroe Alderson

• Wooliscroft, Ben (2008), "Re-inventing Wroe?" Marketing Theory, 8 (4), 367-385. (pdf)
• Brown, Stephen (2002), "Reading Wroe: On the Biopoetics of Alderson’s Functionalism," Marketing Theory, 2 (3), 243-271. (pdf)
• Alderson, Wroe and Reavis Cox (1948), "Towards a Theory of Marketing," Journal of Marketing, 13 (October), 137-152. (pdf)
• Alderson, Wroe (1952), "Psychology for Marketing and Economics," Journal of Marketing, 17 (October), 119-135. (pdf)
• Alderson, Wroe and Miles W. Martin (1965), "Toward a Formal Theory of Transactions and Transvections," Journal of Marketing Research, 2 (May), 117-127. (pdf)
• Smalley, Roger and John Fraedrich (1995), "Aldersonian Functionalism: An Enduring Theory in Marketing," Journal of Marketing Theory and Practice, 3 (Fall), 1-16. (pdf)
• Hunt, Shelby D. and Dennis B. Arnett (2006), "Toward a General Theory of Marketing: Resource-Advantage Theory as an Extension of Alderson's Theory of Market Processes," in A Twenty-First Century Guide to Aldersonian Marketing Thought, Wooliscroft et al. editors. Boston, MA: Kluwer Academic Publishers, 453-471. (pdf)
• Hunt, Shelby D., James A. Muncy, and Nina M. Ray (2006), "Alderson's General Theory of Marketing: A Formalization," in A Twenty-First Century Guide to Aldersonian Marketing Thought, Wooliscroft et al. editors. Boston, MA: Kluwer Academic Publishers, 337-349. (pdf)
• Shaw, Eric H. (2010), "Revisiting and Revising Alderson's Formula to Measure the Productivity of the Aggregate Marketing System," Marketing Theory, 10 (4), 347-367. (pdf)
• Tamilia, Robert D. (2006), "Placing Alderson and His Contributions to Marketing in Historical Perspective," in A Twenty-First Century Guide to Aldersonian Marketing Thought, Wooliscroft et al. editors. Boston, MA: Kluwer Academic Publishers, 473-511. (pdf)
• Walle, Alf H. (2006), "Wroe Alderson's Vision Renewed and Rehabilitated: Social Structures and Marketing Theories," in A Twenty-First Century Guide to Aldersonian Marketing Thought, Wooliscroft et al. editors. Boston, MA: Kluwer Academic Publishers, 513-528. (pdf)

Biography

• Kotler, Philip (2005), "The Role Played by the Broadening of Marketing Movement in the History of Marketing Thought," Journal of Public Policy & Marketing, 24 (Spring), 114-116. (pdf)
• Jones, D.G. Brian, Peggy Cunningham, Paul McLean, and Stanley Shapiro (2010), "The Intellectual Odyssey of David D. Monieson (1927-2008): A Quest for Usable Knowledge," Journal of Historical Research in Marketing, 2 (2), 198-217. (pdf)
• Jones, D.G. Brian and Mark Tadajewski (2011), "Percival White (1887–1970): Marketing Engineer," Marketing Theory, 11 (4), 455-478. (pdf)
• Nason, Robert W. (2010), "The Legacy of Charles C. Slater," Journal of Macromarketing, 30 (3), 287-292. (pdf)
• Woodall, Tony (2001), "The Epistobabble Kid Rides Again: A Stephen Brown (Selective) Retrospective," The Marketing Review, 2, 147-167. (pdf)
• Brown, Stephen (2007), "The Failgood Factor: Playing Hopscotch in the Marketing Minefield," The Marketing Review, 7 (2), 125-138. (pdf)

Literary Lessons

• Brown, Stephen (2002), "The Spectre of Kotlerism: A Literary Appreciation," European Management Journal, 20 (2), 129-146. (pdf)
• Brown, Stephen (2004), "Theodore Levitt: The Ultimate Writing Machine," Marketing Theory, 4 (3), 209-238. (pdf)
• Brown, Stephen and Hope Jensen Schau (2007), "Writing Consumer Research: The World According to Belk," Journal of Consumer Behaviour, 6, 349-368. (pdf)
• Brown, Stephen and Hope Jensen Schau (2008), "Writing Russell Belk: Excess All Areas," Marketing Theory, 8 (2), 143-165. (pdf)

Supplemental

• Fullbrook, Earl S. (1940), "The Functional Concept of Marketing," Journal of Marketing, 4 (January), 229-237. (pdf)
• Applebaum, William (1947), "The Journal of Marketing: The First Ten Years," Journal of Marketing, 11 (April), 355-363. (pdf)
• Applebaum, William (1952), "The Journal of Marketing: Postwar," Journal of Marketing, 16, 294-300. (pdf)
• Chonko, Lawrence and Patrick M. Dunne (1982), "Marketing Theory: A Status Report," in 1982 AMA Marketing Theory Conference, Bush and Hunt, eds. Chicago: American Marketing Association, 43-46. (pdf)
• Priem, Richard L. (1992), "Industrial Organization Economics and Alderson's General Theory of Marketing," Journal of the Academy of Marketing Science, 20 (Spring), 135-141. (pdf)
• Day, George S. (1996), "Using the Past as a Guide to the Future: Reflections on the History of the Journal of Marketing," Journal of Marketing, 60 (January), 14-16. (pdf)
• Enright, Michael (2002), "Marketing and Conflicting Dates for its Emergence: Hotchkiss, Bartels, the 'Fifties School' and Alternative Accounts," Journal of Marketing Management, 18, 445-461. (pdf)
• Buchanan, Richard W. (2005), "'Timeless' Marketing Myopia--Or Why the Marketing Concept was a 'Con' in Every Sense of the Word!!" personal communication. (pdf)
• Shapiro, Stanley J. (2005), "Looking Backward--and Ahead," Journal of Public Policy & Marketing, 24 (Spring), 117-120. (pdf)
• Wilkinson, Ian (2001), "A History of Network and Channels Thinking in Marketing in the 20th Century," Australasian Marketing Journal, 9 (2), 23-52. (pdf)

Three Recent Theories of Marketing

Relationship Marketing

• Lehtinen, Uolevi (2011), "Combining Mix and Relationship Marketing," The Marketing Review, 11 (2), 117-136. (pdf)
• Brodie, Roderick J., Nicole E. Coviello, Richard W. Brookes, and Victoria Little (1997), "Towards a Paradigm Shift in Marketing? An Examination of Current Marketing Practices," Journal of Marketing Management, 13, 383-406
• Morgan, Robert M. and Shelby D. Hunt (1994), "The Commitment-Trust Theory of Relationship Marketing," Journal of Marketing, 58 (July), 20-38.
• Hunt, Shelby D. (1997), "Competing Through Relationships: Grounding Relationship Marketing in Resource-Advantage Theory," Journal of Marketing Management, 13, 431-455.
• Coviello, Nicole E., Roderick J. Brodie, and High J. Munro (1997), "Understanding Contemporary Marketing: Development of a Classification Scheme," Journal of Marketing Management, 13, 501-523.
• deWulf, Kristof and Gaby Odekerken-Schroder (2001), "A Critical Review of Theories Underlying Relationship Marketing in the Context of Explaining Consumer Relationships," Journal for the Theory of Social Behaviour, 31 (1), 73-101. (pdf)
• Tadajewski, Mark and Michael Saren (2009), "Rethinking the Emergence of Relationship Marketing," Journal of Macromarketing, 29 (June), 193-206. (pdf)

R-A Theory: Point and Counterpoint

• Hunt, Marketing Theory, Chapter 13-15.
• Deligonul, Z. Seyda and S. Tamer Cavusgil (1997), "Does the Comparative Advantage Theory of Competition Really Replace the Neoclassical Theory of Perfect Competition?" Journal of Marketing, 61 (October), 65-73. (pdf)
• Hunt, Shelby D. and Robert M. Morgan (1997), "Resource-Advantage Theory: A Snake Swallowing Its Tail or a General Theory of Competition?" Journal of Marketing, 61 (October), 74-82. (pdf)
• Hyman review of Hunt and Morgan (1997).
• Foss, Nicolai J. (2000), "The Dangers and Attractions of Theoretical Eclecticism," Journal of Macromarketing, 20 (June), 65-67. (pdf)
• Hodgson, Geoffrey M. (2000), "The Marketing of Wisdom: Resource-Advantage Theory," Journal of Macromarketing, 20 (June), 68-72. (pdf)
• Savitt, Ronald (2000), "A Philosophical Essay about A General Theory of Competition: Resources, Competences, Productivity, Economic Growth, Journal of Macromarketing, 20 (June), 73-76. (pdf)
• Hunt, Shelby D. (2000), "A General Theory of Competition: Too Eclectic or Not Eclectic Enough? Too Incremental or Not Incremental Enough? Too Neoclassical or Not Neoclassical Enough?" Journal of Macromarketing, 20 (June), 77-81. (pdf)
• Hunt, Shelby D. (2001), "Commentary--A General Theory of Competition: Issues, Answers and an Invitation," European Journal of Marketing, 35 (5/6), 524-548. (pdf)
• Schlegelmilch, Bodo B. (2002), "Special Symposium of Shelby D. Hunt's 'A General Theory of Competition: Resources, Competences, Productivity, Economic Growth, Part 1: Comment," Journal of Marketing Management, 18, 221-227. (pdf)
• Hunt, Shelby D. and Dennis B. Arnett (2003), "Resource-Advantage Theory and Embeddedness: Explaining R-A Theory's Explanatory Success," Journal of Marketing Theory and Practice, (Winter), 1-17. (pdf)
• Hunt, Shelby D. (2013), "A General Theory of Business Marketing: R-A Theory, Alderson, the ISBM Framework, and the IMP Theoretical Structure," Industrial Marketing Management, 42, 283-293. (pdf)
• Fennell, Geraldine and Joel Saegert (1998), "Implications of the Marketing Concept: What the Textbooks Fail to State," Proceedings of the SCP 1998 Winter Meeting, Austin, TX, 65-74. (pdf)

Service-Dominant Logic

• Vargo, Stephen L. and Robert F. Lusch (2004), "Evolving to a New Dominant Logic for Marketing," Journal of Marketing, 68 (January), 1-17. (pdf)
• Day, George S., John Deighton, Das Narayandas, Evert Gummesson, Shelby D. Hunt, C. K. Prahalad, Roland T. Rust, and Steven M. Shugan (2004), "Invited Commentaries on 'Evolving to a New Dominant Logic for Marketing," Journal of Marketing, 68 (January), 18-27. (pdf)
• Vargo, Stephen L. and Robert F. Lusch (2008), "Service-Dominant Logic: Continuing the Evolution," Journal of the Academy of Marketing Science, 36 (1), 1-10. (pdf)
• Brodie, Roderick J., Michael Saren and Jaqueline Pels (2011), "Theorizing about the Service Dominant Logic: The Bridging Role of Middle Range Theory," Marketing Theory, 11 (1), 75–91. (pdf)
• Brown, Stephen and Anthony Patterson (2009), "Harry Potter and the Service-Dominant Logic of Marketing: A Cautionary Tale," Journal of Marketing Management, 25 (5-6), 519-533. (pdf)
• Campbell, Norah, Aidan O'Driscoll and Michael Saren (2013), "Reconceptualizing Resources: A Critique of Service-Dominant Logic," Journal of Macromarketing, 33 (4), 306-321. (pdf)
• Gronroos, Christian (2011), "Value Co-creation in Service Logic: A Critical Analysis," Marketing Theory, 11 (3), 279–301. (pdf)
• Layton, Roger A. (2008), "The Search for a Dominant Logic: A Macromarketing Perspective," Journal of Macromarketing, 28 (September), 215-227. (pdf)
• Michel, Stefan, Stephen W. Brown and Andrew S. Gallan (2008), "An Expanded and Strategic View of Discontinuous Innovations: Deploying a Service-Dominant Logic," Journal of the Academy of Marketing Science, 36 (1), 54–66. (pdf)
• Osborne, Phil and David Ballantyne (2012), "The Paradigmatic Pitfalls of Customer-centric Marketing," Marketing Theory, 12 (2), 155–172. (pdf)
• Vargo, Stephen and Fred W. Morgan (2005), "Services in Society and Academic Thought: An Historical Analysis," Journal of Macromarketing, 25 (June), 42-53. (pdf)

Explanation

• Hunt, Marketing Theory, Chapters 3, 4.
• Zaltman, LeMasters, and Heffring, Theory Construction in Marketing, pp.45-70. (pdf)
• Skipper, Robert B. and Michael R. Hyman (1995), “On Foundations Research in the Social Sciences,” The International Journal of Applied Philosophy, 10 (Summer/Fall), 23-38. (pdf)
• Hospers, John (1956), "What is Explanation?" in Introductory Readings in the Philosophy of Science, Klemke, et al., eds. Buffalo, NY: Prometheus Books, 87-103. (SKIM) (pdf)
• Bateson, Gregory (1980), Mind and Nature: A Necessary Unity. New York, NY: Bantam Books, 90-96. (pdf)
• Nagel, Ernest (1961), "Social Science Defended" (excerpt), in The Structure of Science, 473-476, 480-485. (pdf)
• Root, Michael (1993), Philosophy of the Social Sciences: The Methods, Ideals, and Politics of Social Inquiry. Oxford, UK: Blackwell, 173-204. (pdf)
• Smart, J. C. C. (1990), "Explanation--Opening Address," in Explanation and its Limits, Dudley Knowles, ed. Cambridge, UK: Cambridge University Press, 1-19. (pdf)
• Troxell, Eugene A. and William S. Synder (1976), "Causes and David Hume," in Making Sense of Things: An Invitation to Philosophy. New York, NY: St. Martin's Press, 54-59. (pdf)
• Lipton, Peter (1990), "Contrastive Explanation," in Explanation and its Limits, Dudley Knowles, ed. Cambridge, UK: Cambridge University Press, 247-266. (pdf)
• Searle, John R. (1991), "Intentionalistic Explanations in the Social Sciences," Philosophy of the Social Science, 21 (September), 332-344. (pdf)
• Louch, A. R. (1967), Explanation and Human Action. Berkeley, CA: University of California Press, 1-38, 50-60, 94-133. (pdf)
• Ansoff, Rick (1993), "Finding a Home for a Psychology of Volition," Theory and Psychology, 3 (3), 323-336. (pdf)
• Furnham, Adrian (1990), "Commonsense Theories of Personality," in Everyday Understanding: Social and Scientific Implications, Semin and Gergen, eds. Newbury Park, CA: Sage Publications, 176-203. (pdf)
• Rychlak, Joseph F. (1993), "A Suggested Principle of Complementarity for Psychology," American Psychologist, 48 (September), 933-942. (Read for four groundings of psychological theory) (pdf)
• White, Peter A. (1990), "Ideas About Causation in Philosophy and Psychology," Psychological Bulletin, 108 (1), 3-18. (DIFFICULT TO READ) (pdf)
• Foxall, Gordon R. (1998), "Intention versus Context in Consumer Psychology," Journal of Marketing Management, 14 (January), 29-62. (pdf)
• Abelson, Raziel (1977), Persons: A Study in Philosophical Psychology. New York, NY: St. Martin's Press, 1-61. (pdf)
• Hareli, Shlomo (2005), "Accounting for One's Behavior--What Really Determines its Effectiveness? Its type of Its Content? Journal for the Theory of Social Behaviour, 35 (4), 359-372. (pdf)

Supplemental

• Zaltman, Gerald, Christian R. A. Pinson, and Reinhard Angelmar (1973), Metatheory and Consumer Research. Hinsdale, IL: Dryden Press, 123-145. (pdf)
• Snyder, Paul (1978), Toward One Science: The Convergence of Traditions. New York, NY: St. Martin's Press, 1-19, 54-100. (pdf)
• Salmon, Wesley C. (1971), "Statistical Explanation," in Statistical Explanation and Statistical Relevance, Salmon, et al., eds. Pittsburgh, PA: University of Pittsburgh Press, 29-87. (pdf)
• Garfinkel, Alan (1982), Forms of Explanation: Rethinking the Questions in Social Theory. New Haven, CT: Yale University Press, 1-48. (Read for main points) (pdf)
• Secord, Paul F. (1986), "Explanation in the Social Sciences and in Life Situations," in Metatheory in Social Science: Pluralism and Subjectivities, Fiske and Shweder, eds. Chicago, IL" The University of Chicago Press, 197-221. (pdf)

Induction and Deduction

• Zaltman, LeMasters, and Heffring, Theory Construction in Marketing, 97-112. (pdf)
• Skipper, Robert and Michael R. Hyman (1987), "Evaluating and Improving Argument-Centered Works in Marketing," Journal of Marketing, 51 (October), 60-75. (pdf)
• Sterrett, S. Martin and Daniel C. Smith (1990), "A Comment on 'Evaluating and Improving Argument-Centered Works in Marketing'," Journal of Marketing, 54 (April), 83-88. (pdf)
• Skipper, Robert and Michael R. Hyman (1990), "Marketing and Logical Deduction," Journal of Marketing, 54 (April), 89-92. (pdf)
• Poundstone, William (1988), Labyrinths of Reason: Paradox, Puzzles, and the Frailty of Knowledge. New York, NY: Anchor Books, 24-58, 93-125. (pdf)
• Rescher, Nicholas (1995), Cognitive Economy: The Economic Dimension of the Theory of Knowledge. Pittsburgh, PA: University of Pittsburgh Press, 108-123. (pdf)
• Morris, Harold C. (1992), "Logical Creativity," Theory and Psychology, 2 (1), 89-107. (Read for definitions of deduction, induction, abduction, and elegance) (pdf)
• Haig, Brian D. (2005), "An Abductive Theory of Scientific Method," Psychological Methods, 10 (4), 371-388. (pdf)

Supplemental

• Areni, Charles S. (2002), "The Proposition-Probability Model of Argument Structure and Message Acceptance," Journal of Consumer Research, 29 (September), 168-187. (pdf)
• Hilton, Denis J. (1990), "Conversational Processes and Causal Explanations," Psychological Bulletin, 107 (January), 65-81. (Related to Skipper and Hyman 1987, 1990) (pdf)
• Gillies, Donald (1993), Philosophy of Science in the Twentieth Century: Four Central Themes. Oxford, UK: Blackwell, 26-53. (pdf)
• Wang, Chamont (1993), Sense and Nonsense of Statistical Inference: Controversy, Misuse, and Subtlety. New York, NY: Marcel Dekker, Inc., 40-87, 137-149, 153-160, 169-172. (pdf)

Scientific Laws

• Hunt, Marketing Theory, Chapters 5, 6.
• Leone, Robert P. and Randall L. Schultz (1980), "A Study of Marketing Generalization," Journal of Marketing, 44 (Winter), 10-18. (pdf)
• Bush, Alan J., William C. Moncrief, and Clifford D. Scott (1982), "On the Interpretation of Nomic Necessity: A Requirement for a Science of Marketing," in 1982 AMA Marketing Theory Conference, Bush and Hunt, eds. Chicago: American Marketing Association, 30-33. (pdf)
• Sheth, Jagdish N. and Rajendra S. Sisodia (1999), "Revisiting Marketing's Lawlike Generalizations," Journal of the Academy of Marketing Science, 27 (Winter), 71-87. (pdf)
• Varadarajan, P. Rajan (1999), "Strategic Content and Process Perspectives Revisited," Journal of the Academy of Marketing Science, 27 (Winter), 88-100. (pdf)
• Kerin, Roger A. and Raj Sethuraman (1999), "'Revisiting Marketing's Lawlike Generalizations': A Comment," Journal of the Academy of Marketing Science, 27 (Winter), 101-104. (pdf)
• Armstrong, J. Scott and Randall L. Schultz (1992), "Principles Involving Marketing Policies: An Empirical Assessment," Marketing Letters, 4 (3), 253-265. (pdf)
• Hospers, John (1967), "Law," in Introductory Readings in the Philosophy of Science, Klemke, et al., eds. Buffalo, NY: Prometheus Books, 104-111. (pdf)
• Dubin, Robert (1969), Theory Building, revised ed. New York, NY: The Free Press, 89-121. (pdf)
• Hubbard, Raymond (2002), "How the Emphasis on 'Original' Empirical Marketing Research Impedes Knowledge Development," Marketing Theory, 2 (4), 381-402. (pdf)

Supplemental

• Ehrenberg, A. S. C. (1966), "Laws in Marketing: A Tail-Piece," Applied Statistics, 257-267. (SKIM) (pdf)
• Hawking, Stephen (1993), Black Holes and Baby Universes and Other Essays. New York, NY: Bantam Books, 41-47, 127-139. (pdf)

Theory

• Hunt, Marketing Theory, Chapters 7, 8.
• Zaltman, LeMasters, and Heffring, Theory Construction in Marketing, pp. 163-181. (pdf)
• Zaltman, Gerald, Christian R. A. Pinson, and Reinhard Angelmar (1973), Metatheory and Consumer Research. Hinsdale, IL: Dryden Press, 72-122. (READ 72-104; SKIM 105-122) (pdf)
• Hunt, Shelby D. (1983), "General Theories and the Fundamental Explananda of Marketing," Journal of Marketing, 47 (Fall), 9-17. (pdf)
• Simon, Herbert A. (1968), "On Judging the Plausibility of Theories," in Logic, Methodology and Philosophy of Science III. Amsterdam: North-Holland Publishing Co., 25-45. (pdf)
• Frank, Philipp G. (1954), "The Variety of Reasons for the Acceptance of Scientific Theories," in Introductory Readings in the Philosophy of Science, Klemke, et al., eds. Buffalo, NY: Prometheus Books, 210-219. (pdf)
• Morris, Richard (1984), Dismantling the Universe: The Nature of Scientific Discovery. New York, NY: A Touchstone Book, 103-127. (pdf)
• Whetten, David A. (1989), "What Constitutes a Theoretical Contribution," Academy of Management Review, 14 (4), 490-495. (pdf)
• Sutton, Robert I. and Barry M. Staw (1995), "What Theory is Not," Administrative Science Quarterly, 40 (September), 371-384. (pdf)

Theory Building

• Shoemaker, Pamela J, James William Tankard, Jr., and Dominic L. Lasorsa (2004), How to Build Social Science Theories. Thousand Oaks, CA: Sage Publications.
• Zaltman, LeMasters, and Heffring, Theory Construction in Marketing, pp. 113-139. (pdf)
• Zeithaml, Valarie A., P. Rajan Varadarajan, and Carl P. Zeithaml (1988), "The Contingency Approach: Its Foundations and Relevance to Theory Building and Research in Marketing," European Journal of Marketing, 22 (7), 37-64. (pdf)
• Gummesson, Evert (2002), "Practical Value of Adequate Marketing Management Theory," European Journal of Marketing, 36 (3), 325-348. (pdf)
• Bourgeois, L. J., III (1979), "Toward a Method of Middle-Range Theorizing," Academy of Management Review, 4 (3), 443-447. (pdf)
• Weick, Karl E. (1989), "Theory Construction as Disciplined Imagination," Academy of Management Review, 14 (4), 516-531. (pdf)
• Ingenbleek, Paul T.M. (2014), "From Subsistence Marketplaces Up, from General Macromarketing Theories Down: Bringing Marketing’s Contribution to Development into the Theoretical Midrange," Journal of Macromarketing, 34 (2), 199-212. (pdf)

Classification

• Hyman, Michael R., Varinder M. Sharma, and Parthasarathy Krishnamurthy (1995), "A Provider-Cost/Patron-Effort Schema for Classifying Products," Journal of the Academy of Marketing Science, 23 (Winter), 15-25. (pdf)
• Root, Michael (1993), Philosophy of the Social Sciences: The Methods, Ideals, and Politics of Social Inquiry. Oxford, UK: Blackwell, 149-172. (pdf)
• Bowers, Michael R. and John T. Bowen (1998), "The Development of Classificational Schemata in Marketing: A Review and Critique," in SMA Conference Proceedings, Herrington and Taylor, eds., 237-242. (pdf)

Definition

• Hyman, Michael R. (1990), "Deception in Advertising: A Proposed Complex of Definitions for Researchers, Lawyers, and Regulators," International Journal of Advertising, 9, 259-270. (pdf)
• Murrow, Jim and Michael R. Hyman (1994), "Direct Marketing: Definitions, Passages, and Deja Vu," Journal of Direct Marketing, 8 (Summer), 46-56. (pdf)
• Hyman, Michael R., Gopala Ganesh, and Shaun McQuitty (2002), "Augmenting the Household Affluence Construct," Journal of Marketing Theory and Practice, 10 (3), 13-31. (pdf)
• Wood, Lisa M. (1996), "Added Value: Marketing Basics?" Journal of Marketing Management, 12, 735-755. (pdf)
• Stern, Barbara, George M. Zinkhan, and Anupam Jaja (2001), "Marketing Images: Construct Definition, Measurement Issues, and Theory Development," Marketing Theory, 1 (2), 201-224. (pdf)
• Hyman, Michael R. and Jeffrey K. Sager (1999), Marginally Performing Salespeople: A Definition," Journal of Personal Selling & Sales Management, 19 (Fall), 67-74. (pdf)
• Villanova, Lisa, George M. Zinkhan, and Michael R. Hyman (1990), "On Defining and Measuring Store Image," in Development in Marketing Science, Dunlap, ed. Cullowee, NC: Academy of Marketing Science, 466-470. (pdf)
• Waguespack, Blaise and Michael R. Hyman (1993), "Consumer Behavior: Still Normative After All These Years," in Advances in Marketing (SWMA Proceedings) (McKee, et al., eds.), Baton Rouge, LA: Louisiana State University, 29-35. (pdf)
• Gilliam, David A. and Kevin Voss (2013), "A Proposed Procedure for Construct Definition in Marketing," European Journal of Marketing, 47 (1/2), 5-26. (pdf)
• Gambetti, Rossella C., Guendalina Graffigna, and Silvia Biraghi (2012), "The Grounded Theory Approach to Consumer-Brand Engagement: The Practitioner's Standpoint," International Journal of Market Research, 54 (5), 659-687. (pdf)
• Adler, Mortimer J. (1985), Ten Philosophical Mistakes. New York, NY: Macmillan Publishing Company, 5-29, 54-82. (pdf)
• Peikoff, Leonard (1993), Objectivism: The Philosophy of Ayn Rand. New York: A Meridian Book, 96-109. (pdf)
• Szasz, Thomas S. (1960), "The Myth of Mental Illness," American Psychologist, 15 (February), 113-118. (pdf)

Supplemental

• Bartels, Robert (1970), Marketing Theory and Metatheory. Homewood, IL: Richard D. Irwin, Inc., 1-28, 58-69. (see earlier)
• Dubin, Robert (1969), Theory Building, revised ed. New York, NY: The Free Press, 15-32, 37-87. (pdf)
• Quine, W. V. and J. S. Ullian (1978), "Hypothesis," in Introductory Readings in the Philosophy of Science, Klemke, et al., eds. Buffalo, NY: Prometheus Books, 196-206. (pdf)
• Achinstein, Peter (1968), Concepts of Science: A Philosophical Analysis. Baltimore, MD: The Johns Hopkins Press, 1-67. (pdf)
• Abelson, Raziel (1967), "Definition," in The Encyclopedia of Philosophy, Vol.2, Paul Edwards, ed. New York, NY: Macmillan Publishing Co., Inc. & The Free Press, 314-323. (pdf)
• Anderson, R. J., J. A. Hughes, and W. W. Sharrock (1986), Philosophy and the Human Sciences. Totowa, NJ: Barnes and Noble Books, 197-226. (pdf)
• Suppes, Patrick (19xx), Introduction to Logic. Princeton, NJ: D. Van Nostrand Company, Inc., 151-172. <<xx>>
• Fearnside, W. Ward and William B. Holther (1959), Fallacy: The Counterfeit of Argument. New York, NY: Prentice-Hall, Inc., 33-75. (pdf)
• Watkins, Michael J. (1990), "Mediationism and the Obfuscation of Memory," American Psychologist, 45 (March), 328-335. (pdf)

Historical Relativism

• Venkatesh, Alladi (1985), "Is Marketing Ready for Kuhn?" in Changing the Course of Marketing: Alternative Paradigms for Widening Marketing Theory, Research in Marketing, Supplement 2. Greenwich, CT: JAI Press, 45-67. (SKIP pp.45-52) (pdf)
• Firat, A. Fuat (1985), "Ideology vs. Science in Marketing," in Changing the Course of Marketing: Alternative Paradigms for Widening Marketing Theory, Research in Marketing, Supplement 2. Greenwich, CT: JAI Press, 135-146. (pdf)
• Dholakia, Nikhilesh and Ruby Roy Dholakia (1985), "Choice and Choicelessness in the Paradigm of Marketing," in Changing the Course of Marketing: Alternative Paradigms for Widening Marketing Theory, Research in Marketing, Supplement 2. Greenwich, CT: JAI Press, 173-185. (pdf)
• Deshpande, Rohit (1984), "Theoretical Myopia: The Discipline of Marketing and the Hierarchy of the Sciences," in 1984 Winter Educators' Conference Proceedings, Anderson, et al., eds. Chicago: American Marketing Association, 18-21. (pdf)
• Lusch, Robert F. (1992), "Barriers to Marketing Becoming What It Might Be: Individual vs. Community Costs," Journal of the Academy of Marketing Science, 20 (Fall), 317-321. (pdf)
• Ozanne, Julie L., Edward F. Fern, and Manjit S. Yadav (1990), "A Conceptual Framework for Evaluating Interdisciplinary Research in Marketing," in Review of Marketing, 1990, Zeithaml, ed. Chicago, IL: American Marketing Association, 457-480. (pdf)
• Palmer, Adrian and Sharon Ponsonby (2002), "The Social Construction of New Marketing Paradigms: The Influence of Personal Perspective," Journal of Marketing Management, 18, 173-192. (pdf)
• Lowe, Sid, Adrian N. Carr, and Michael Thomas (2004), "Paradigmapping Marketing Theory," European Journal of Marketing, 38 (9/10), 1057-1064. (pdf)
• Ackermann, Robert John (1985), Data, Instruments, and Theory: A Dialectical Approach to Understanding Science. Princeton, NJ: Princeton University Press, 35-73. (pdf)
• Wolpert, Lewis (1993), The Unnatural Nature of Science. Cambridge, MA: Harvard University Press, 85-100. (pdf)
• du Preez, Peter (1991), A Science of Mind: The Quest for Psychological Reality. New York, NY: Academic Press, 114-139. (Skim pp.125-138) (pdf)
• Kuhn, Thomas S. (1961), "Normal Measurement and Reasonable Agreement," in Science in Context: Readings in the Sociology of Science. Cambridge, MA: The MIT Press, 75-93. (pdf)
• Kuhn, Thomas S. (1974), "Second Thoughts on Paradigms," in The Structure of Scientific Theories, Suppe, ed. Chicago: University of Illinois Press, 459-482. (SUPPE COMMENTS AND DISCUSSION, pp.483-517) (pdf)
• Driver-Linn, Erin (2003), "Where is Psychology Going? Structural Fault Lines Revealed by Psychologists' Use of Kuhn," American Psychologist, 58 (April), 269-278. (pdf)
• Tadajewski, Mark (2008), "Incommensurable Paradigms, Cognitive Bias and the Politics of Marketing Theory," Marketing Theory, 8 (3), 273-297. (pdf)
• Berthon, Pierre, Agnes Nairn, and Arthur Money (2003), "Through the Paradigm Funnel: A Conceptual Tool for Literature Analysis," Marketing Education Review, 13 (Summer), 55-66. (pdf)
• Fuller, Steve (1992), "Being There with Thomas Kuhn: A Parable for Postmodern Times, History and Theory, 31 (October), 241-275. (pdf)
• Tadajewski, Mark (2006), "The Ordering of Marketing Theory: The Influence of McCarthyism and the Cold War," Marketing Theory, 6 (2), 163–199. (pdf)

Supplemental

• Carman, James M. (1980), "Paradigms for Marketing Theory," in Research in Marketing: A Research Annual, Volume 3. Greenwich, CT: JAI Press, 1-36. (pdf)
• Hanson, N. R. (1958), "Observation," in Introductory Readings in the Philosophy of Science, Klemke, et al., eds. Buffalo, NY: Prometheus Books, 152-163. (pdf)
• Feyerabend, Paul (1975), Against Method. London, UK: Verso, 17-28, 295-309. (pdf)
• Mohr, H. (1977), Lectures on Structure and Significance of Science. New York, NY: Springer-Verlag, 127-140. (pdf)
• Monieson, David M. (1981), "What Constitutes Usable Knowledge in Marketing?" Journal of Macromarketing, 1 (Spring), 14-22. (Read pages 19-21 only) (pdf)
• Roberts, Wayne A. (1984), "A Kuhnian Perspective on Marketing Science and the 'Scientific Method'," in 1984 Winter Educators' Conference Proceedings, Anderson, et al., eds. Chicago, IL: American Marketing Association, 14-17. (pdf)
• Dahlstrom, Robert (1988), "A Kuhnian Perspective on the Development of Marketing Thought," in 1988 AMA Winter Educators' Conference Proceedings, Shapiro and Walle, eds. Chicago, IL: American Marketing Association, 171-174. (pdf).

Post-Relativistic Philosophy of Science

General

• Berger, Peter L. and Thomas Luckmann (1967), The Social Construction of Reality: A Treatise in the Sociology of Knowledge. Garden City, NY: Anchor Books, 19-46. (pdf)
• Boyd, Richard N. (1984), "The Current Status of Scientific Realism," in Scientific Realism, Leplin, ed. Berkeley, CA: University of California Press, 41-82. (pdf)
• Selected readings on the Sokal affair (found on the Internet). (pdf)
• Gross, Paul R. and Norman Levitt (1994), Higher Superstition: The Academic Left and Its Quarrels with Science. Baltimore, MD: The Johns Hopkins University Press, 42-106, 234-257. (pdf) (pdf)

Marketing Literature

• Hunt, Marketing Theory, Chapters 9-12.
• Brown, Stephen (1998), Postmodern Marketing 2. London, UK: International Thomson Business Press, 14-34. (pdf)
• Brown, Stephen (1995), Postmodern Marketing. London, UK: Routledge, 26-58. (pdf)
• Zaltman, LeMasters, and Heffring, Theory Construction in Marketing, pp.140-161. (Chapter 7) (pdf)
• Brown, Stephen (1995), "Postmodern Marketing Research: No Representation without Taxation," Journal of the Market Research Society, 37 (3), 287-310. (pdf)
• Sauer, William J., Nancy Nighswonger, and Gerald Zaltman (1982), "Current Issues in the Philosophy of Science: Implications for the Study of Marketing," in 1982 AMA Winter Educators' Conference Proceedings, Bush and Hunt, eds. Chicago: American Marketing Association, 17-21. (pdf)
• Anderson, Paul F. (1983), "Marketing, Scientific Progress, and Scientific Method," Journal of Marketing, 47 (Fall), 18-31. (pdf)
• Peter, J. Paul and Jerry C. Olson (1983), "Is Science Marketing?" Journal of Marketing, 47 (Fall), 111-125. (pdf)
• Laudan, Larry (1984), "Reconstructing Methodology," in 1984 Winter Educators' Conference Proceedings, Anderson, et al., eds. Chicago: American Marketing Association, 1-4. (pdf)
• Leong, Siew Meng (1985), "Metatheory and Metamethodology in Marketing: A Lakatosian Reconstruction," Journal of Marketing, 49 (Fall), 23-40. (pdf)
• Zinkhan, George M. and Rudy Hirschheim (1992), "Truth in Marketing Theory and Research: An Alternative Perspective," Journal of Marketing, 56 (April), 80-88. (pdf)
• Peter, J. Paul (1992), "Realism or Relativism for Marketing Theory and Research: A Comment on Hunt's 'Scientific Realism'," Journal of Marketing, 56 (April), 72-79. (pdf)
• Newton, Roger G. (1997), The Truth of Science: Physical Theories and Reality. Cambridge, MA: Harvard University Press, 200-223. (pdf)
• Razzaque, Mohammed Abdur (1998), "Scientific Method, Marketing Theory Development and Academic vs. Practitioner Orientation: A Review," Journal of Marketing Theory and Practice, 6 (Winter), 1-15. (pdf)
• Brown, Stephen (1996), "Art or Science?: Fifty Years of Marketing Debate," Journal of Marketing Management, 12, 243-267. (pdf)
• Marsden, David and Dale Littler (1996), "Evaluating Alternative Research Paradigms: A Market-Oriented Framework," Journal of Marketing Management, 12, 645-655. (pdf)
• Brown, Stephen (1995), "Sources and Status of Marketing Theory," in Marketing Theory and Practice (Baker, ed.). New York, NY: Macmillan Business, 23-39. (pdf)
• Brown, Stephen (1995), Postmodern Marketing. London, UK: Routledge, 100-130, 162-182 (SKIM 131-161). (pdf)
• O'Shaughnessy, John and Nicholas Jackson O'Shaughnessy (2002), "Postmodernism and Marketing: Separating the Wheat from the Chaff," Journal of Macromarketing, 22 (June), 109-135. (pdf)
• Kavanagh, Donncha (1994), "Hunt versus Anderson: Round 16," European Journal of Marketing, 28 (3), 26-41. (pdf)
• Brown, Stephen (2006), "Recycling Postmodern Marketing," The Marketing Review, 6, 211-230. (pdf)
• Cova, Bernard (1996), "The Postmodern Explained to Managers: Implications for Marketing," Business Horizons, 39 (November-December), 15-23. (pdf)

Reification Debate

• Monieson, David D. (1988), "Intellectualization in Macromarketing: A World Disenchanted," Journal of Macromarketing, 8 (Fall), 4-10. (pdf)
• Dholakia, Nikhilesh (1988), "Interpreting Monieson: Creative and Destructive Tensions," Journal of Macromarketing, 8 (Fall), 11-14. (pdf)
• Monieson, D. D. (1989), "Intellectualization in Macromarketing Revisited: A Reply to Hunt," Journal of Macromarketing, 9 (Fall), 11-16. (pdf)
• Levin, Michael (1991), "The Reification-Realism-Positivism Controversy in Macromarketing: A Philosopher's View," Journal of Macromarketing, 11 (Spring), 57-65. (pdf) 

Consumer Behavior

• Heath, Timothy B. (1992), "The Reconciliation of Humanism and Positivism in the Practice of Consumer Research: A View from the Trenches," Journal of the Academy of Marketing Science, 20 (Spring), 107-118. (pdf)
• Holbrook, Morris (1999), "Higher than the Bottom Line: Reflections on Some Recent Macromarketing Literature," Journal of Macromarketing, 19 (June), 48-74. (pdf)

Supplemental

• Fischhoff, Baruch (1991), "Value Elicitation: Is There Anything in There?" American Psychologist, 46 (August), 835-847. (Read selectively) (pdf)
• Shapere, Dudley (1983), "Meaning and Scientific Change," in Mind and Cosmos: Essays in Contemporary Science and Philosophy, Colodny, ed. Pittsburgh, PA: University of Pittsburgh Press, 41-85. <<xx>>
• Deshpande, Rohit (1983), "'Paradigms Lost': On Theory and Method in Research in Marketing," Journal of Marketing, 47 (Fall), 101-110. (pdf)
• Hunt, Shelby D. (1990), "Truth in Marketing Theory and Research," Journal of Marketing, 54 (July), 1-15. (pdf)
• Hunt, Shelby D. (1992), "For Reason and Realism in Marketing," Journal of Marketing, 56 (April), 89-102. (pdf)
• Hunt, Shelby D. (1993), "Objectivity in Marketing Theory and Research," Journal of Marketing, 57 (April), 76-91. (pdf)
• Hunt, Shelby D. (1991), "Positivism and Paradigm Dominance in Consumer Research: Toward Critical Pluralism and Rapprochement," Journal of Consumer Research, 18 (June), 32-44. (pdf)
• Hunt, Shelby D. and Paul S. Speck (1985), "Does Logical Empiricism Imprison Marketing?" in Changing the Course of Marketing: Alternative Paradigms for Widening Marketing Theory, Research in Marketing, Supplement 2. Greenwich, CT: JAI Press, 27-35. (pdf)
• Seymour, Daniel T. (1985), "Marketing: A Retrenchment Exercise," in Changing the Course of Marketing: Alternative Paradigms for Widening Marketing Theory, Research in Marketing, Supplement 2. Greenwich, CT: JAI Press, 219-233. (pdf)
• Joy, Annamma (1988), "Marketing and Culture: An Epistemological Critique," in 1988 AMA Winter Educators' Conference, Shapiro and Walle, eds. Chicago, IL: American Marketing Association, 389-393. (pdf)

Critical Marketing

Introduction

• Ellis, Nick, James Fitchett, Matthew Higgins, Gavin Jack, Ming Lim, Michael Saren, and Mark Tadajewski (2011), Marketing: A Critical Introduction. Los Angeles, CA: Sage.
• Hackley, Chris (2009), Marketing: A Critical Introduction.Los Angeles,CA: Sage.
• Brownlie, Douglas (2006), "Emancipation, Epiphany and Resistance: On the Underimagined and Overdetermined in Critical Marketing," Journal of Marketing Management, 22, 505-528. (pdf)
• Burton, Dawn (2001), "Critical Marketing Theory: The Blueprint?" European Journal of Marketing, 35 (5/6), 722-743. (pdf)
• Dholakia, Nikhilesh (2012), "Being Critical in Marketing Studies: The Imperative of Macro Perspectives," Journal of Macromarketing, 32 (2), 220-225. (pdf)
• Firat, A. Fuat (2009), "Commentary: Beyond Critical Marketing," Journal of Marketing Management, 25 (7-8), 831-834. (pdf)
• Gaski, John F. (2013), "To Serve Man: A Marketing Manifesto (and an Article That Should Not Have Been Necessary)," Journal of Public Policy & Marketing, 32 (Spring), 6–17. (pdf)
• Hackley, Chris (2009), "Parallel Universes and Disciplinary Space: The Bifurcation of Managerialism and Social Science in Marketing Studies," Journal of Marketing Management, 25 (7-8), 643-659. (pdf)
• Saren, Michael (2009), "Commentary: Modes of Engagement for Critical Marketing: Oppositional, Revivalist and Therapeutic," Journal of Marketing Management, 25 (7-8), 843-848. (pdf)
• Badot, Olivier and Bernard Cova (2008), "The Myopia of New Marketing Panaceas: The Case for Rebuilding our Discipline, Journal of Marketing Management, 24 (1-2), 205-219. (pdf)
• Shankar, Avi (2009), "Reframing Critical Marketing," Journal of Marketing Management, 25 (7-8), 681-696. (pdf)
• Tadajewski, Mark and Douglas Brownlie (2008), "Critical Marketing: A Limit Attitude," in Critical Marketing: Issues in Contemporary Marketing, Tadajewski and Brownlie, eds., 1-28. (pdf)
• Tadajewski, Mark (2011), "Producing Historical Critical Marketing Studies: Theory, Method and Politics," Journal of Historical Research in Marketing, 3 (4), 549-575. (pdf)
• Tadajewski, Mark (2010), Towards a History of Critical Marketing Studies, Journal of Marketing Management, 26 (August), 773–824. (pdf)
• Tadajewski, Mark and Pauline Maclaran, (2009). "Critical Marketing Studies: Introduction and Overview," in Critical Marketing Studies, Volume I, Tadajewski and Maclaran, eds. London: Sage, xvii-xlvi. (pdf)
• Tadajewski, Mark (2010), "Critical Marketing Studies: Logical Empiricism, Critical Performativity and Marketing Practice," Marketing Theory, 10 (2), 210-222. (pdf)

Anti-consumption

• Chatzidakis, Andreas and Michael S. W. Lee (2013), "Anti-Consumption as the Study of Reasons Against," Journal of Macromarketing, 33 (3), 190-203. (pdf)
• Galvagno, Marco (2011), "The Intellectual Structure of the Anti-consumption and Consumer Resistance Field: An Author Co-citation Analysis," European Journal of Marketing, 45 (11/12), 1688-1701. (pdf)
• O'Shaughnessy, John and Nicholas Jackson O'Shaughnessy (2002), "Marketing, the Consumer Society and Hedonism," European Journal of Marketing, 36 (5/6), 524-547. (pdf)

• O'Shaughnessy, John and Nicholas Jackson O'Shaughnessy (2007), "Commentary: Reply to Criticisms of Marketing, the Consumer Society and Hedonism," European Journal of Marketing, 41 (1/2), 7-16. (pdf)

Social Marketing

• Andreasen, Alan R. (1994), "Social Marketing: Its Definition and Domain," Journal of Public Policy & Marketing, 13 (Spring), 108-114. (pdf)
• Griffin, Christine, Andrew Bengry-Howell, Chris Hackley, Willm Mistral and Isabelle Szmigin (2009), "Every Time I Do It I Absolutely Annihilate Myself’: Loss of (Self)-consciousness and Loss of Memory in Young People’s Drinking Narratives, Sociology, 43 (3), 457-476. (pdf)
• Gurrieri, Lauren, Josephine Previte and Jan Brace-Govan (2012), "Women's Bodies as Sites of Control: Inadvertent Stigma and Exclusion in Social Marketing," Journal of Macromarketing, 33 (2), 128-143. (pdf)
• Hastings, Gerard (2007), "The Diaspora has Already Begun," Marketing Intelligence & Planning, 25 (2), 117-122. (pdf)
• Hsu, Tsuen and Kuei-Feng Chang (2007), "The Taxonomy, Model and Message Strategies of Social Behavior," Journal for the Theory of Social Behaviour, 37 (3), 279-294. (pdf)
• Lefebvre, R. Craig (2012),"Transformative Social Marketing: Co-creating the Social Marketing Discipline and Brand", Journal of Social Marketing, 2 (2), 118-129. (pdf)
• Raftopoulou, Effi and Margaret K. Hogg (2010), "The Political Role of Government-sponsored Social Marketing Campaigns," European Journal of Marketing, 44 (7/8), 1206-1227. (pdf)

Societal Marketing

• Crane, Andrew and John Desmond (2002), "Societal Marketing and Morality," European Journal of Marketing, 36 (5/6), 548-569. (pdf)
• Denegri-Knott, Janice, Detlev Zwick and Jonathan E. Schroeder (2006), "Mapping Consumer Power: An Integrative Framework for Marketing and Consumer Research," European Journal of Marketing, 40 (9/10), 950-971. (pdf)
• Hyman, Michael R. and Catharine M. Curran (2000), “The Volitionist’s Manifesto,” Journal of Business Ethics, 23 (February), 323-337. (pdf)
• Hyman, Michael R. (2009), “Responsible Ads: A Workable Ideal,” Journal of Business Ethics, 87 (June), 199-210. (pdf)
• Hyman, Michael R. and Jeremy J. Sierra (2010), “Idolizing Sports Celebrities: A Gateway to Psychopathology?” Young Consumer, 11 (3), 226-238. (pdf)
• Hyman, Michael R. and Richard Tansey (1990), "The Ethics of Psychoactive Ads," Journal of Business Ethics, 9 (February), 105-114. (pdf)
• Shanahan, Kevin J. and Michael R. Hyman (2001), “Program-Length Commercials and Host Selling by the WWF,” Business and Society Review, 106 (4), 379-393. (pdf)

Sustainability

• de Coverly, Edd, Pierre McDonagh, Lisa O'Malley and Maurice Patterson (2008), "Hidden Mountain : The Social Avoidance of Waste," Journal of Macromarketing, 28 (September), 289-303. (pdf)
• Dolan, Paddy (2002), "The Sustainability of 'Sustainable Consumption'," Journal of Macromarketing, 22 (December), 170-181. (pdf)

• Hunt, Shelby D. (2012), "Toward the Institutionalization of Macromarketing: Sustainable Enterprise, Sustainable Marketing Sustainable Development, and the Sustainable Society," Journal of Macromarketing, 32 (4), 404-411. (pdf)

End of Marketing

• Holbrook, Morris B. and James M. Hulbert (2002), "Elegy on the Death of Marketing," European Journal of Marketing, 36 (5/6), 706-732. (pdf)
• Brown, Stephen (1997), "Six Sixty-six and All That (or, What the Hell is Marketing Eschatology?)," European Journal of Marketing, 31 (9//10), 639-653. (pdf)
• McDonagh, Pierre and Andrea Prothero (1996), "Making a Drama Out of a Crisis: The final curtain for the marketing concept," in Marketing Apocalypse: Eschatology, escapology and the illusion of the end, Brown, Bell and Carson, eds. London, UK: Routledge, 44, 54-65. (pdf)
• Brown, Stephen and Pauline Maclaren (1996), "The Future is Past: Marketing, apocalypse and the retreat from utopia," in Marketing Apocalypse: Eschatology, escapology and the illusion of the end, Brown, Bell and Carson, eds. London, UK: Routledge, 260-277. (pdf)
• Holbrook, Morris B. and James M. Hulbert (2002), "Elegy on the Death of Marketing," European Journal of Marketing, 36 (5/6), 702-732. (pdf)

Supplemental

• Tadajewski, Mark and Michael Saren (2008), "The Past is a Foreign Country: Amnesia and Marketing Theory," Marketing Theory, 8 (4), 323–338. (pdf)
• Tadajewski, Mark (2008), "Final Thoughts on Amnesia and Marketing Theory," Marketing Theory, 8 (4), 465–484. (pdf)
• Fisk, George (2006), "Envisioning a Future for Macromarketing," Journal of Macromarketing, 26 (Decembe), 214-218. (pdf)
• Layton, Roger A. and Sanford Grossbart (2006), "Macromarketing: Past, Present, and Possible Future," Journal of Macromarketing, 26 (December), 193-213. (pdf)
• Varey, Richard J. (2012), "The Marketing Future beyond the Limits of Growth," Journal of Macromarketing, 32 (4), 424-433. (pdf)
• Varey, Richard J. (2013), "Marketing in the Flourishing Society Megatrend," Journal of Macromarketing, 33 (4), 354-368. (pdf)

Sociology of Science

• Bailey, F. G. (1993), The Kingdom of Individuals: An Essay on Self-Respect and Social Obligation. Ithaca, NY: Cornell University Press, 124-130. (pdf)
• Fuchs, Stephan (1992), The Professional Quest for Truth: A Social Theory of Science and Knowledge. Albany, NY: State University of New York Press, 45-76. (pdf)
• Hardwig, John (1991), "The Role of Trust in Knowledge," The Journal of Philosophy, 88 (December), 693-708. (pdf)
• Hummels, Harry and Hans E. Roosendaal (2001), "Trust in Scientific Publishing," Journal of Business Ethics, 34, 87-100. (pdf)
• Physics Today (1995), "Roundtable: Whither Now Our Research Universities?" (March), 42-51. (pdf)
• Anderson, Martin (1992), Impostors in the Temple. New York: Simon & Schuster, 72-78, 82-83,102-105. (pdf)
• Damrosch, David (1995), We Scholars: Changing the Culture of the University. Cambridge, MA: Harvard University Press, 78-107. (pdf)
• Armstrong, J. Scott and Tad Sperry (1994), "The Ombudsman: Business School Prestige--Research versus Teaching," Interfaces, 24 (March-April), 13-43 (PLUS COMMENTS). (pdf)
• Mentzer, John T. and David W. Schumann (2006), "The Theoretical and Practical Implications of Marketing Scholarship," Journal of Marketing Theory and Practice, 14 (Summer), 179-190. (pdf)
• Macinnis, Deborah J. and Valerie S. Folkes (2010), "The Disciplinary Status of Consumer Behavior: A Sociology of Science Perspective on Key Controversies," Journal of Consumer Research, 36 (April) 899-914. (pdf)

Science and Values

• Kipnis, David (1994), "Accounting for the Use of Behavior Technologies in Social Psychology," American Psychologist, 49 (March), 165-172. (pdf)
• Medawar, Peter (1991), "The Cost-Benefit Analysis of Pure Research," in The Threat and the Glory: Reflections on Science and Scientists. New York, NY: Oxford University Press, 220-224. (pdf)
• Root, Michael (1993), Philosophy of the Social Sciences: The Methods, Ideals, and Politics of Social Inquiry. Oxford, UK: Blackwell, 10-32, 124-148. (pdf)
• Azar, Beth (1997), "When Research is Swept Under the Rug," APA Monitor, 28 (August), 1,8. (pdf)

Fraud in Science

• Broad, William and Nicholas Wade (1983), Betrayers of the Truth. New York, NY: A Touchstone Book, 22-37, 76-87, 98-125. (pdf)
• Jensen, Arthur R. (1992), "Scientific Fraud or False Accusation? The Case of Cyril Burt," in Research Fraud in the Behavioral and Biomedical Sciences, Miller and Hersen, eds. New York, NY: John Wiley & Sons, Inc., 97-124. (pdf)
• Thelen, Mark H. and Thomas M. DiLorenzo (1992), "Academic Pressures," in Research Fraud in the Behavioral and Biomedical Sciences, Miller and Hersen, eds. New York, NY: John Wiley & Sons, Inc., 161-181. (pdf)

Supplemental

• LaFollette, Marcel C. (1992), Stealing Into Print: Fraud, Plagiarism, and Misconduct in Scientific Publishing. Berkeley, CA: University of California Press. <<xx>>
• Crane, Diana (1972), Invisible Colleges: Diffusion of Knowledge in Scientific Communities. Chicago: The University of Chicago Press, 22-128. (pdf)
• Sykes, Charles J. (1988), ProfScam: Professors and the Demise of Higher Education. New York, NY: St. Martin's Press, 179-220, 257-264. (FOCUS ON LATTER SECTION.) (pdf)
• Weber, Robert L. (1973), A Random Walk in Science: An Anthology. New York, NY: Crane, Russak & Co., Inc., selected pages. (pdf)
• Weber, Robert L. (1992), Science with a Smile: An Anthology. Philadelphia, PA: Institute of Physics Publishing, selected pages. (pdf)
• Diesling, Paul (1991), How Does Social Science Work? Reflections on Practice. Pittsburgh, PA: University of Pittsburgh Press, 149-206, 273-299. (pdf)
• Rapoport, Anatol (1989), "The Redemption of Science," Journal of Business Ethics, 8 (February), 157-165. (pdf)
• Kurtines, William M., Mildred Alvarez, and Margarita Azmitia (1990), "Science and Morality: The Role of Values in Science and the Scientific Study of Moral Phenomena," Psychological Bulletin, 107 (3), 283-295. (pdf)

Psychology of Science

• Mansfield, Richard S. and Thomas V. Busse (1981), The Psychology of Creativity and Discovery: Scientists and Their Work. Chicago, IL: Nelson-Hall, 49-64, 85-104. (pdf)
• Morris, Richard (1984), Dismantling the Universe: The Nature of Scientific Discovery. New York, NY: A Touchstone Book, 63-80. (pdf)
• Faust, David (1984), The Limits of Scientific Reasoning. Minneapolis, MN: University of Minnesota Press, 84-146. (pdf)
• Simonton, Dean Keith (1992), "Leaders of American Psychology, 1879-1967: Career Development, Creative Output, and Professional Achievement," Journal of Personality and Social Psychology, 62 (January), 5-17. (pdf)
• Zaltman, Gerald and Linda Price (1984), "The Sociology and Psychology of Comfort Zones," in 1984 Winter Educators' Conference Proceedings, Anderson, et al., eds. Chicago: American Marketing Association, 39-43. (pdf)
• Gardiner, Howard (1993). Creating Minds. New York, NY: Basic Books, 359-390. (pdf)
• Simonton, Dean Keith (1997), "Creative Productivity: A Predictive and Explanatory Model of Career Trajectories and Landmarks," Psychological Review, 104 (January), 66-89. (pdf)
• Simonton, Dean Keith (1999), "Significant Samples: The Psychological Study of Eminent Individuals," Psychological Methods, 4 (4), 425-451. (pdf)
• Loehle, Craig (1996), Thinking Strategically: Power Tools for Personal and Professional Advancement. New York, NY: Cambridge University Press, 9-33, 82-93. (pdf)
• Wolpert, Lewis (1993), The Unnatural Nature of Science. Cambridge, MA: Harvard University Press, 56-84. (pdf)

Supplemental

• Csikszentmihalyi, Mihaly (1996). Creativity: Flow and the Psychology of Discovery and Invention. New York, NY: HarperCollins Publishers, 23-147. (pdf)
• Kuhn, Deanna (1989), "Children and Adults as Intuitive Scientists," Psychological Review, 96 (October), 674-689. (pdf)
• Simon, Herbert A. (1983), "Scientific Discovery and the Psychology of Problem Solving," in Mind and Cosmos: Essays in Contemporary Science and Philosophy, Colodny, ed. Pittsburgh, PA: University of Pittsburgh Press, 22-40. (pdf)
• Simonton, Dean Keith (1988), Scientific Genius: A Psychology of Science. New York, NY: Cambridge University Press, 1-23, 60-134. (pdf)
• Tversky, Amos and Daniel Kahneman (1974), "Judgment Under Uncertainty: Heuristics and Biases," Science, 185, 1124-1131. (pdf)

Discovery

• Zaltman, LeMasters, and Heffring, Theory Construction in Marketing, pp.25-44. (Chapter 2) (pdf)
• MacInnis, Deborah J. and Bernard J. Jaworski (1984), "Revitalizing Dormant Ideas," in 1984 AMA Winter Educators' Conference Proceedings, Anderson, et al., eds. Chicago: American Marketing Association, 44-47. (pdf)
• Holbrook, Morris B. (1984), "Theory Development is a Jazz Solo: Bird Lives," in 1984 AMA Winter Educators' Conference Proceedings, Anderson, et al., eds. Chicago: American Marketing Association, 48-52. (pdf)
• Belk, Russell W. (1984), "Against Thinking," in 1984 AMA Winter Educators' Conference Proceedings, Anderson, et al., eds. Chicago: American Marketing Association, 57-60. (pdf)
• Wells, William D. (1993), "Discovery-oriented Consumer Research," Journal of Consumer Research, 19 (March), 489-504. (pdf)
• Rosenberg, Larry J. (1984), "The Pervasive Role of Metaphors in Marketing Science," in 1984 AMA Winter Educators' Conference Proceedings, Anderson, et al., eds. Chicago: American Marketing Association, 74-77. (pdf)
• Brown, Stephen (2008), "Are Marketing’s Metaphors Good for It? The Marketing Review, 8 (3), 209-221. (pdf)
• Arndt, Johan (1985), "On Making Marketing Science More Scientific: Role of Orientations, Paradigms, Metaphors, and Puzzle Solving," Journal of Marketing, 49 (Summer), 11-23. (pdf)
• Van den Bulte, Christophe (1994), "Metaphor at Work," in Research Traditions in Marketing, Laurent, Lilien, and Pras, eds. Boston, MA: Kluwer Academic Publishing, 405-434 (with commentaries). (pdf)
• Winsor, Robert D. (1995), "Marketing Under Conditions of Chaos: Percolation Metaphors and Models," Journal of Business Research, 34, 181-189. (pdf)
• Merlo, Omar, Bryan A. Lukas, and Gregory J. Whitwell (2008), "Heuristics Revisited: Implications for Marketing Research and Practice," Marketing Theory, 8 (2), 189-204. (pdf)
• O'Malley, Lisa, Maurice Patterson, and Helen Kelly-Holmes (2008), "Death of a Metaphor: Reviewing the 'Marketing as Relationships' Frame," Marketing Theory, 8 (2), 167-187. (pdf)
• Armstrong, J. Scott (2002), "Discovery and Communication of Important Marketing Findings: Evidence and Proposals," Journal of Business Research, 56, 69-84. (pdf)
• Brown, Stephen (2005), "Commentary: Science, Serendipity and the Contemporary Marketing Condition," European Journal of Marketing, 39 (11/12), 1229-1234. (pdf)
• Gigerenzer, Gerd (1991), "From Tools to Theories: A Heuristic of Discovery in Cognitive Psychology," Psychological Review, 98 (April), 254-267. (pdf)
• Bohm, David and F. David Peat (1987), Science, Order, and Creativity. New York, NY: Bantam Books, 15-62, 229-271. (pdf)
• Root-Bernstein, Robert Scott (1989), Discovering. Cambridge, MA: Harvard University Press, 50-69, 407-420. (pdf)
• Klahr, David and Herbert A. Simon (1999), "Studies of Scientific Discovery: Complementary Approaches and Convergent Findings," Psychological Bulletin, 125 (October), 524-543. (pdf)
• Oliver, Jack E. (1991), The Incomplete Guide to the Art of Discovery. New York, NY: Columbia University Press, 31-95 (Skim). (pdf)
• Holton, Gerald (1995), Einstein, History, and Other Passions. New York, NY: AIP Press, 237-254. (pdf)
• Dawkins, Richard (1998), Unweaving the Rainbow: Science, Delusion and the Appetite for Wonder. Boston, MA: Houghton Mifflin Company, 180-209. (pdf)
• Sternberg, Robert J. (2001), "What is the Common Thread of Creativity? Its Dialectical Relation to Intelligence and Wisdom," American Psychologist, 56 (April), 360-362. (pdf)

Supplemental

• Simon, Herbert A. (1973), "Does Scientific Discovery Have a Logic?" Philosophy of Science, 40, 471-480. (pdf)

SUPPLEMENTAL TOPICS

Concepts and Propositions

• Zaltman, LeMasters, and Heffring, Theory Construction in Marketing, pp.71-96. (Chapter 4) (pdf)
• Dubin, Robert (1969), Theory Building, revised ed. New York, NY: The Free Press, 159-174. (pdf)
• Zaltman, Gerald, Christian R. A. Pinson, and Reinhard Angelmar (1973), Metatheory and Consumer Research. Hinsdale, IL: Dryden Press, 21-71. (pdf)
• Firat, F. Fuat (1984), "Marketing Science: Issues Concerning the Scientific Method and the Philosophy of Science," in 1984 AMA Winter Educators' Conference Proceedings, Anderson, et al., eds. Chicago: American Marketing Association, 22-25. (pdf)

Mind-Body Problem

• Skinner, B.F. (1990), "Can Psychology Be a Science of Mind?" American Psychologist, 45 (November), 1206-1210. (pdf)
• Machlup, Fritz (1969), "If Matter Could Talk," in Philosophy, Science and Method: Essays in Honor of Ernest Nagel, Morganbesser, et al., eds. New York, NY: St. Martin's Press, 286-305. (pdf)
• Ferris, Timothy (1992), The Mind's Sky: Human Intelligence in a Cosmic Context. New York, NY: Bantam Books, 71-82. (pdf)
• Poundstone, William (1988), Labyrinths of Reason: Paradox, Puzzles, and the Frailty of Knowledge. New York, NY: Anchor Books, 191-238. (SKIM) (pdf)
• Nagel, Thomas (1995), Other Minds: Critical Essays. New York, NY: Oxford University Press, 96-110. (pdf)
• Coulter, Jeff (2010), "Reflections on the “Darwin-Descartes” Problem," Journal for the Theory of Social Behavior, 40 (3), 274-288. (pdf)
• Regis, Ed (1990), Great Mambo Chicken and the Transhuman Condition: Science Slightly Over the Edge. Reading, MA: Addison-Wesley Publishing Company, Inc., 144-176. (pdf)
• Priest, Stephen (1991), Theories of the Mind. Boston, MA: Houghton Mifflin Company, introductions to chapters 1-7. (pdf)

Plato to Hegel

• Firat, A. Fuat (1988), "The Inevitability of Historical Evidence in Generating Macromarketing Knowledge," in 1988 AMA Winter Educators' Conference Proceedings, Shapiro and Walle, eds. Chicago, IL: American Marketing Association, 98-103. (pdf)
• Bickhard, Mark H. (1992), "Myths of Science: Misconceptions of Science in Contemporary Psychology," Theory and Psychology, 2 (August), 321-337. (pdf)
• Popper, Sir Karl (1953), "Science: Conjectures and Refutations," in Introductory Readings in the Philosophy of Science, Klemke, et al., eds. Buffalo, NY: Prometheus Books, 19-34. (pdf)
• Russell, Bertrand (1960), "Can Scientists or Anyone Know Anything?" in An Outline of Philosophy. New York, NY: The World Publishing Company. (pdf)
• Oldroyd, David (198x), The Arch of Knowledge: An Introductory Study of the History of the Philosophy and Methodology of Science. New York, NY: Methuen, 209-262, 297-317. (pdf) (pdf)
• Snyder, Paul (1978), Toward One Science: The Convergence of Traditions. New York, NY: St. Martin's Press, 134-168. (pdf)
• Goldman, Alvin I. (1991), Liaisons: Philosophy Meets the Cognitive and Social Sciences. Cambridge, MA: The MIT Press, 69-83. (pdf)
• Gillies, Donald (1993), Philosophy of Science in the Twentieth Century: Four Central Themes. Oxford, UK: Blackwell, 98-116. (pdf)
• Casti, John L. (1989), Paradigms Lost: Images of Man in the Mirror of Science. New York, NY: William Morrow and Company, Inc., 1-67. (pdf)
• Cabalero, Marjorie J. and Tom L. Ingram (1982), "The Marketing Profession: Analytic, Synthetic and Practical," in 1982 AMA Winter Educators' Conference Proceedings, Bush and Hunt, eds. Chicago: American Marketing Association, 39-42. (pdf)

SUPPLEMENTAL BOOKS

• Brown, James Robert (1994), Smoke and Mirrors: How Science Reflects Reality. New York, NY: Routledge.
• Elster, Jon (2007), Explaining Social Behavior: More Nuts and Bolts for the Social Sciences. New York, NY: Cambridge University Press.
• Fetzer, James H. (1993), Philosophy of Science. New York, NY: Paragon House.
• Feyerabend, Paul K. (1975), Against Method. New York, NY: Verso.
• Feyerabend, Paul K. (1981), Realism, Rationalism and Science Method--Philosophical Papers, Volume 1. New York, NY: Cambridge University Press.
• Feyerabend, Paul K. (1991), Three Dialogues on Knowledge. Cambridge, MA: Blackwell Publishers.
• Fuller, Steve and James H. Collier (2004), Philosophy, Rhetoric, and the End of Knowledge: A New Beginning for Science and Technology Studies, 2nd edition. Mahwah, NJ: Lawrence Erlbaum Associates, Publishers.
• Godfrey-Smith, Peter (2003), Theory and Reality: An Introduction to the Philosophy of Science. Chicago, IL: The University of Chicago Press.
• Gordon, Scott (1991), The History and Philosophy of Social Science. New York, NY: Routledge.
• Gorton, William A. (2006), Karl Popper and the Social Sciences. Albany, NY: State University of New York Press.
• Groff, Ruth (editor) (2008), Revitalizing Causality: Realism About Causality in Philosophy and Social Science. New York, NY: Routledge.
• Hitchcock, Christopher (editor) (2004), Contemporary Debates in Philosophy of Science. Malden, MA: Blackwell Publishing.
• Kuhn, Thomas S. (1970), The Structure of Scientific Revolutions, 2nd ed. Chicago, IL: The University of Chicago Press.
• Kuhn, Thomas S. (1979), The Essential Tension: Selected Studies in Scientific Tradition and Change. Chicago IL: The University of Chicago Press.
• Kukla, Andre (2000), Social Constructivism and the Philosophy of Science. New York, NY: Routledge
• Ladyman, James (2002), Understanding Philosophy of Science. New York, NY: Routledge..
• Losee, John (2001), A Historical Introduction to the Philosophy of Science, 4th edition. New York, NY: Oxford University Press.
• Machamer, Peter and Michael Silberstein (2002), The Blackwell Guide to the Philosophy of Science. Malden, MA: Blackwell Publishers.
• Manicas, Peter T. (2006), A Realist Philosophy of Social Science: Explanation and Understanding. New York, NY: Cambridge University Press.
• Mantzavinos, C. (2009), Philosophy of the Social Sciences: Philosophical Theory and Scientific Practice. New York, NY: Cambridge University Press.
• Marcum, James (2005), Thomas Kuhn’s Revolution: An Historical Philosophy of Science. New York, NY: Continuum.
• Newton-Smith, W.H. (2000), A Companion to the Philosophy of Science. Malden, MA: Blackwell Publishers.
• Okasha, Samir (2002), Philosophy of Science: A Very Short Introduction. New York, NY: Oxford University Press.
• Poundstone, William (1988), Labyrinths of Reason: Paradox, Puzzles, and the Frailty of Knowledge. New York, NY: Anchor Books.
• Preston, John (editor) (1999), Paul K. Feyerabend: Knowledge, Science and Relativism--Philosophical Papers, Volume 3. New York, NY: Cambridge University Press.
• Preston, John, Gonzalo Munevar, and David Lamb (editors) (2000), The Worst Enemy of Science? Essays in Memory of Paul Feyerabend. New York, NY: Oxford University Press.
• Stathis Psillos, Stathis and Martin Curd (editors) (2008), The Routledge Companion to Philosophy of Science. New York, NY: Routledge.
• Rescher, Nicholas (2003), Epistemology: An Introduction to the Theory of Knowledge. Albany, NY: State University of New York Press.
• Rosenberg, Alex (2005), Philosophy of Science: A Contemporary Introduction, 2nd edition. New York, NY: Routledge.
• Sarkar, Sahotra and Jessica Pfeifer (editors) (2006), The Philosophy of Science: An Encyclopedia. New York, NY: Routledge.
• Taagepera, Rein (2008), Making Social Sciences More Scientific: The Need for Predictive Models. New York, NY: Oxford University Press.
• Turner, Stephen P. and Paul A. Roth (editors) (2003), The Blackwell Guide to the Philosophy of the Social Sciences. Malden, MA: Blackwell Publishing.

Worthwhile Biographies

• Feyerabend, Paul (1995), Killing Time: The Autobiography of Paul Feyerabend. Chicago, IL: The University of Chicago Press.
• Gleick, James (1992), Genius: The Life and Science of Richard Feynman. New York, NY: Pantheon Books.
• Gribbin, John and Mary Gribbin (1997), Richard Feynman. New York, NY: A Dutton Book.
• Poundstone, William (1992), Prisoner's Dilemma: John von Neumann, Game Theory, and the Puzzle of the Bomb. New York, NY: Anchor Books. (Primarily a biography of von Neumann and excellent introduction to game theory)
• White, Michael and John Gribbin (1994), Einstein: A Life in Science. New York, NY: A Dutton Book.
• White, Michael and John Gribbin (1992), Stephen Hawking: A Life in Science. New York, NY: A Plume Book.

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