Title: Marketer Acculturation: The Changer and the Changed Author(s): Lisa Penalosa, Assistant Professor of Marketing, College of Business, University of Colorado and Mary C. Gilly, Professor of Marketing, Graduate School of Management, University of California, Irvine Citation: Lisa Penaloza and Mary C. Gilly, “Marketer Acculturation: The Changer and the Changed” Journal of Marketing, Vol. 63 (July 1999), pg 84-104
Keyword:Acculturation, Multidisciplinary Theoretical Foundation, Critical Ethnographic Research Methodology, The Marketer Acculturation Process Article type: Research paper Abstract: Purpose: This article’s purpose is to explore and identify how marketers can deal and respond to acculturation in order to accommodate their customers’ resistance to new and old culture interaction and adaptation. This acculturation occurs on the levels of the firm, the marketer, marketplace and social relations
Design/methodology/approach – This article utilizes Critical Ethnographic research focused mainly on the individual marketer’s process of learning to adapt to consumers of other culture in consideration of the firm’s important avenues of cultural adaptation and the success of the marketers with regards of competition and cooperation with competitors and other marketers. Findings – This study shows that social relations is the arena where marketer acculturation takes place.
Marketers should strengthen relationships with the customers by getting involved with them and aligning their community’s interests. This is one way of bringing together people of same culture resulting to a formation of a niche market. Practical implications – The article helps firms plan their marketing strategy in terms of relating to the mechanics of cultural learning. It would be a challenge of acculturation to balance the approach in order to not demean and prejudice the market’s existing culture.
Such process should be done with caution. A good example is using both languages eg. English and Filipino in advertising targeting Fil-Ams in California. Also another implications should focus on the market’s cultural needs and also synergizing with other marketers that instead of competing they are complementing. Originality/value – There have been studies regarding Acculturation for this strategy/approach is very timely in our society’s present situation especially in the countries of Canada, Australia, U. S.
A, Dubai, Singapore and even the Philippines. Wider and deeper understanding of marketers regarding this approach can give more value to its alliances and customers leading all parties to a stronger long term partnerships. Title: Managerial Identification of Competitors Author(s): Bruce H. Clark is Assistant Professor of Marketing, College of Business Administration, Northeastern University. David B. Montgomery is the S. S. Kresge Professor of Marketing Strategy, Graduate School of Business, Stanford University.
Citation: Bruce H. Clark and David B. Montgomery,”Managerial Identification of Competitors” 1998 [98-127] Keyword: Competition,Supplier Factors, Demand Factors, Competitive Behaviors, Competitor Identification, Managerial Identification of Competitors Article type: Research paper Abstract: Purpose and Approach: This article’s purpose is to gain knowledge on how marketing managers in practice identify competition and its competitors.
Using a cognitive framework and two studies that analyze the procedures or processes that a marketing manager does in terms of competitor identification gave this topic a clearer picture on how it can be done. This research was fully supported by data and feedback coming from two groups of respondents, the first group of respondents for the qualitative study came from the marketing industry, MBA students and Managers and respondents for the quantitative study came from the MarkStrat2 simulation game.
Findings – The studies’ resulted to a conclusion that respondents for the qualitative study (study 1) relied more on the supply based approached (what firms are and what they do) they also find the industry having few competitors. The respondents considered the threatening behaviors, size, success and studies of their competitors significant but not dominant in the competitor identifying process.
On the other hand those respondents from Study 2 considered the target firm success is more dominant than the other attributes and behaviors. Practical implications&Value – The study suggests that competitors are more likely identified by marketing managers in terms of supply based attributes/supplier factors; more experienced respondents considered or used fewer attributes in describing the competitors which give this topic a question whether these respondents have a narrow concept of competition.
Also, when demand based attributes were discussed by the managers it was at a very broad level; customer perception, psychographic and geographic scope of markets, elasticity giving an impression that in identifying competitors the customer needs and behaviors are not the dominant factors considered. This results can lead to managerial error in deciding and interpreting competitive signals for it could lead to biased purchase or use of market research if we will base this on economic reality.