Outside-in marketing: Renaissance and future

Musarra, Giuseppe; Morgan, Neil

doi:10.1016/j.indmarman.2020.01.001

Cited by 19 publications

(25 citation statements)

References 15 publications

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“…Axiom 1 and Axiom 2 can be traced back to the origins of the marketing concept, which “was fundamentally a philosophical belief (at least as much as a theoretical proposition) that firms which understood their customers' needs and wants, and satisfied those better than rivals would enjoy superior performance over time” (Musarra & Morgan, 2020, p. 99). As such they stipulate that customer‐directed empathy has historically been the core academic contribution and commonality of the marketing field, and that these customer insights should be instrumental in gaining superior performance over time—which comprises the relevance of the marketing field.…”

Section: Foundational Premises Of Empathy‐based Marketingmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

“…For instance, an empathetic approach aimed at understanding customers is mirrored in popular concepts such as “customer intimacy” (e.g., Treacy & Wiersema, 1993), “customer knowledge competence” (e.g., Campell, 2003), and “customer insights” (e.g., Andersen & Ritter, 2008; Musarra & Morgan, 2020). One ongoing stream in the literature that is relevant to this issue is that of “outside‐in marketing” (e.g., Musarra & Morgan, 2020; Rust, 2020a), which can be condensed as being the marketing view of strategy, as opposed to the resource‐based view. Yet, even recent outside‐in marketing literature has emphasized the necessity of utilizing big data (e.g., Rust, 2020a), which arguably exacerbates the risk of missing out on obtaining a true empathetic understanding of the customer base (e.g., Ferràs‐Hernández, 2018; Huang et al, 2019; Malone, 2018; Rust & Huang, forthcoming).…”

Section: Introductionmentioning

confidence: 99%

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Empathy‐based marketing

Pedersen

2021

Psychology and Marketing

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Empathy, that is, the capacity of understanding another person's perspective and feelings, has conventionally been a pillar of marketing, as the discipline from its very inception has emphasized the importance of understanding and putting oneself in the shoes of customers. Yet, with an increasing focus on rationality, objectivity, and science, marketing has arguably become more empathy‐deprived. This is unfortunate, as the increasing objectification, specialization, and the resultant distancing and fragmentation of the marketing field make it proportionally essential to emphasize an empathetic approach to marketing. Here, I address this gap by (re)introducing an empathetic approach to marketing entitled empathy‐based marketing. Empathy‐based marketing addresses the increasing customer‐distancing and subdivision of the field of marketing, by focusing on an empathetic core, stimulating cross‐fertilization, and accentuating the general well‐being of the field. Beyond discussing what this paradigm is and why the field needs it, an agenda for future research is also outlined.

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Section: Foundational Premises Of Empathy‐based Marketingmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Empathy‐based marketing

Pedersen

2021

Psychology and Marketing

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“…It integrates cross-functional activities within the organization to contend with market demands/trends through outside-in capabilities and take advantage of the market opportunities through inside-out capabilities to create a unique value proposition that can improve the organizational capacity to be a competitive and profitable going concern. The desire to comprehend the principles and the ripple effects of marketing capability led to several empirical studies in marketing strategy (Day, 2014;Kumar, 2015;Mu et al, 2018;Musarra & Morgan, 2020;Sun et al, 2019). Mu et al (2018), conceptualized the Outside-in marketing capability as a marketing orientation that seeks to solve marketing problems by seeking information from the market (outside of the organization) on what it requires, how it requires it, and when to deliver.…”

Section: The Mediating Effect Of Ambidextrous Marketing Capabilitymentioning

confidence: 99%

Adaptive Capability, Social Media Agility, Ambidextrous Marketing Capability, and Business Survival: A Mediation Analysis

2021

Marketing and Branding Research

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This study assessed the effect of adaptive capability and social media agility on survival firms in multiple industries in five countries. Furthermore, it established the mediating effect of ambidextrous marketing capability on the interaction between adaptive capability, social media agility, and firm survival, and examined the interaction between social media agility and adaptive capability. The study adopted a survey design and a sample of 416 firms in Nigeria, Canada, the United States, Australia, and the United Kingdom, and conducted the regression analysis to test the hypotheses formulated therein. The results showed that adaptive capability and social media agility had a positive and significant effect on business survival. Further analysis showed that when ambidextrous marketing capability was incorporated into the two models respectively and forming multiple regression analysis, the coefficient of ambidextrous marketing capability had a significant effect on business survival; however, the coefficient of adaptive capability and social media agility became insignificant suggesting that a full mediation effect was established. Lastly, social media agility had a positive and significant effect on the firm's adaptive capability. The findings suggest that adaptive capability and social media agility enhance firm survival through the mechanism of ambidextrous marketing capability. The study recommends that firms strengthen their adaptive capability infrastructure; develop a robust, agile social media interface, and commit resources to enhance connectivity with the market, supplier, and customers (outside-in). Likewise, enhance internal organizational knowledge, skill, and ability (inside-out) to offer incremental and radical products to address changing market demand.

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“…In the past decade, marketing has proposed new organizational perspectives for thriving in the presence of these forces. A significant theoretical development is the concept of the "outside-in" perspective of the firm, which has enjoyed increasing popularity in recent years (Day & Moorman, 2010;Hunt & Madhavaram, 2019;Moorman & Day, 2016;Mu, 2015;Mu, Bao, Sekhon, Qi, & Love, 2018;Musarra & Morgan, 2020;Quach, Thaichon, Lee, Weaven, & Palmatier, 2019;Rust, 2019). The outside-in perspective shifts managerial focus outside the traditional boundaries of the firm to facilitate understanding of external forces that may significantly influence firm performance and expand knowledge of how different participants inside and outside the firm interact to create value.…”

Section: Introductionmentioning

confidence: 99%

Marketing ecosystem: An outside-in view for sustainable advantage

Zhang

Watson

2020

Industrial Marketing Management

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In the modern business environment, consumers are increasingly influenced by megatrends involving marketplace, technology, socioeconomics, geopolitics, and natural environment. Simultaneously, the data and insights that can inform consumer attitudes and behaviors often reside outside of firms' direct control. Consciously incorporating these interdependent factors into firms' decision-making is essential for adaptability and sustainable profitability. Building on the "outside-in" perspective, we propose that firm strategies should be informed through the lens of the marketing ecosystem that considers the interrelated and dynamic megatrends. By leveraging advances in data and technology, firms can sense-make the marketplace by extracting insights from massive amounts of diverse consumer data with modern-day analytics. By mapping out the megatrends with marketing analytics, firms can 1) more accurately predict consumers' changing preferences and formulate appropriate strategies to engage with them; and 2) become more market-adaptable and competitive in the present and the future. To deliver sustainably compelling value to customers, firms should adopt an ecosystem mindset and cooperate with various stakeholders. A broad-thinking, agile, and humble firm culture can enable the development of more robust outside-in capabilities. We elaborate on the megatrends in the interconnected world of the marketing ecosystem, and propose emerging research directions in each area.

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Outside-in marketing: Renaissance and future

Cited by 19 publications

References 15 publications

Empathy‐based marketing

Empathy‐based marketing

Adaptive Capability, Social Media Agility, Ambidextrous Marketing Capability, and Business Survival: A Mediation Analysis

Marketing ecosystem: An outside-in view for sustainable advantage

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