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An analysis of government plans to modernise a traditional marketing system in East Africa exemplifies a frequent criticism of much development planning. Many plans for change are characterised by a too‐rigid adherence to political philosophy and economic ideas of exchange processes.

The purpose of this research is to understand how current marketing research conceptualises natural and traditional products – products that strongly attract consumer attention and capture large and growing market shares yet remain vague and weakly defined by a regulatory framework. The analysis is conducted on systematically selected research articles published in relevant journals over the past two decades. The results show that the natural products are mostly defined by the way they are produced and the ingredients they do not contain, while no consensus was reached for the traditional products. Furthermore, not only is the concept of traditional defined by an unusually large number of themes, but the themes also vary considerably depending on stakeholder group from which they originate, indicating an inevitable communication problem between these groups. The results also show that despite attempts by marketers to link the meanings of the two types of products, the themes in the definitions of natural and traditional products are different and overlap only sporadically. These findings serve as a step toward creating better academic conceptualizations and a more specific regulatory framework for natural and traditional products that will reduce the likelihood of misleading business practises and confusion among consumers and researchers.

Marketing concepts and definitions have remained relatively unchanged until recently. Electronic customer relationship management (eCRM) has forced marketing managers to reevaluate how, when and to what extent they interact with their customers. This paper is focused on the role of specific marketing concepts and how eCRM has enhanced or altered each concept. Every topic discussed is illustrated with current business examples. Several examples from the business trade press are used to illustrate the success an organization can achieve when using eCRM to enhance marketing skills.

This edited volume brings together academics from both innovation and marketing fields to explore the additional value for companies that can be generated with the innovations in marketing and the marketing of innovations. If ideas need to reach the marketplace, then marketing strategies, concepts and tools - such as the continuous development of new product and services - become vital for their success. On the other hand, marketing management is influenced by innovation as illustrated by the way social media and Internet have revolutionized the traditional marketing-mix. Such linkages between innovation and marketing research need to be much stronger as companies have to convince internal and external stakeholders to achieve successful innovation strategies. State-of-the-art research output from different perspectives would suit the needs of a researcher as well as the company CEO alike.

Not Available ; Kinnow is being widely cultivated in North-Western part of India comprising the states of Punjab, Haryana and Rajasthan. The analysis of 180 kinnow farmers of three districts of North Western India namely Fazilka and Bathinda districts of Punjab and Sirsa district of Haryana revealed the existence of several marketing channels for marketing of kinnow having varied efficiency levels. Contrary to the believe, the traditional marketing channels (TMC) offered 15 to 19% higher net benefit under the situation of price and yield risk associated with the farms. The efficiency of farms associated with strong value chain finance (TMC) is higher as compared to farms associated with the weak value chain finance comprising the emerging marketing channels (EMC). These facts explain the continued faith of farms in the TMC as revealed by the proportion of farms supplying their produce through different market channels. The study advocates the need for evolution of newer forms of marketing channels and also co-existence of all as each has its own merits and demerits. The study offers suggestions for strengthening of kinnow value chain so that all the stakeholders are benefited. The collectivization of farmers in the form of farmer producer organization, availability of technology from various governmental and non-governmental institutions, the effective implementation of e-marketing app, evolution of crop insurance scheme and price stabilization fund for risk reduction are strategies to improve the kinnow value chain. ; Not Available

The strands of research performed on internal marketing (IM) and external marketing (EM) effectiveness have grown independently from each other, meaning that the way in which they are linked remains a mystery. Scholars have also pointed out that IM is the missing half of the marketing concept. In other words, scholars have argued that IM is the implementation segment of marketing orientation. This will, to a greater extent, result in the effectiveness of EM. There is currently no clear evidence to show how IM and EM are linked. Thus, this research aims to examine the relationship between the effectiveness of IM and EM with customer orientation being considered the missing link (mediator) between both variables. This research is mainly a hypothetico-deductive design which employ survey questionnaire. The population was large-sized manufacturing organizations which were located in Penang, Malaysia. Judgmental sampling was employed from Federation of Malaysia Manufacturers (FMM) Directory. Snowballing method was also used because some respondents were referred by the initial respondents. The contact persons at the respective entities were contacted either in person or by email. Weekly follow-ups were then made either by email or telephone to ensure that the data collection was progressing well. Out of the 250 individuals who had been provided with sets of questionnaires, a total of 110 (i.e. 44.0%) responded. All measurements items were developed from previous study with some modifications to suit the current research. In summation, the results of this study have shown that IM was found to be significantly related to customer orientation and EM effectiveness. Customer orientation was also found to be significantly related to EM effectiveness. Finally, it has been discovered that customer orientation mediated the relationship between IM and EM effectiveness. The findings of this study support the theoretical model on IM and EM effectiveness (product activities, pricing activities, promotion activities and distribution activities), with customer orientation being the mediator. i.e., customer orientation is the missing link between IM and EM effectiveness (product activities, pricing activities, promotion activities and distribution activities). Based on simple regression, the results have shown that IM is significantly related to product activities, pricing activities, promotion activities and distribution activities respectively. The results explain that IM is the right strategy to apply to large-sized manufacturing organizations. The implementation of IM practices will, furthermore, lead to enhancement of customer orientation and hence effectiveness of product activities, pricing activities, promotion activities and distribution activities.

Appropriate market communication tools will always be essential to maintaining a good public image. This book provides a deep understanding of the application of these tools to the public sector. - Odunayo O. Bamodu, mni, Deputy Chief Registrar, National Industrial Court of Nigeria. Building public sector image and trust in Africa requires judicious use of appropriate marketing communications tools and platforms. Contributing authors to this second volume of a two-volume work offer insights into how the selection and strategic utilisation of marketing tools will facilitate interactions between the government and the citizens, improve inter-governmental and inter-agency collaboration, and boost a citizen-oriented public sector. Traditional marketing communications tools continue to play a key role in citizen and public sector relationships; however, given mega-trends of demographic change, urbanisation, and digitalisation in Africa, it is important to consider how public institutions, including government agencies, local government, universities, and football associations, respond and adapt to these changes. The digital revolution presents an opportunity for public sector institutions to align their communication plans with new technologies, particularly leveraging social media platforms. Together with the first volume, which focuses on public relations and brand communication perspectives, this collection fills an existing information gap evident in Africas public sector literature. The text serves as a decision making, teaching, and learning guide for practitioners, faculty, and students interested in applying state-of-the-art marketing principles and practices to the public sector. Ogechi Adeola is an Associate Professor of Marketing and Head of the Department of Operations, Marketing, and Information Systems at the Lagos Business School, Pan-Atlantic University, Nigeria. Kojo Kakra Twum is the Head of Department of Business Administration at Presbyterian University College, Ghana. Paul Katuse is an Associate Professor of Management at the Skyline University College (SUC) School of Business, Sharjah, UAE.

Anecdotal evidence suggests that artificial intelligence (AI) technologies are highly effective in digital marketing and rapidly growing in popularity in the context of business-to-business (B2B) marketing. Yet empirical research on AI-powered B2B marketing, and particularly on the socio-technical aspects of its use, is sparse. This study uses Activity Theory (AT) as a theoretical lens to examine AI-powered B2B marketing as a collective activity system, and to illuminate the contradictions that emerge when adopting and implementing AI into traditional B2B marketing practices. AT is appropriate in the context of this study, as it shows how contradictions act as a motor for change and lead to transformational changes, rather than viewing tensions as a threat to prematurely abandon the adoption and implementation of AI in B2B marketing. Based on eighteen interviews with industry and academic experts, the study identifies contradictions with which marketing researchers and practitioners must contend. We show that these contradictions can be culturally or politically challenging to confront, and even when resolved, can have both intended and unintended consequences.