Nguyen / Rowley Ethical and Social Marketing in Asia

1. Auflage 2015
ISBN: 978-0-08-100104-2
Verlag: Elsevier Reference Monographs
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 342 Seiten

There is a growing interest in firms' adoption of ethical and social marketing approaches among academics and practitioners alike. Ethical Marketing is the application of ethics into the marketing process, and Social Marketing is a concept that seeks to influence a target audience for the greater social good. Ethical and Social Marketing in Asia examines this so-far unexplored area, investigating why differing cultures and consumption behaviours require different emphasis in different markets. The diversity of the Asian countries provides a perplexing environment to the development and management of ethical and social marketing. The belief that bottom line profits is enough for a company, is often not favourably viewed by Asian countries emphasising collective, social and long term benefits for the people and country. Due to these interesting characteristics and complexities, the study of ethical and social marketing in Asia is a timely topic. The first chapters introduce Ethical Marketing in Asia, followed by case studies of how the approach is used across 14 diverse economies, geographically based on 'clusters'; North East, (China, Taiwan, Japan, South Korea), South East (Singapore, Malaysia, Thailand, Vietnam, Cambodia, the Philippines, Indonesia) and South Asia (India, Pakistan, Bangladesh). The second part discusses Social Marketing using the same sequence of regions and economies and the third part explores the unique link to Fairness Management in Asia, followed by a conclusion.
explores the nature of ethical and social marketing from an Asian perspectivediscusses current ethical and social marketing researches and practices in different areas, industries, commercial and non-commercial sectorsserves as an invaluable resource for marketing academics and practitioners requiring more than anecdotal evidence of different ethical and social marketing applicationscompares and contrasts unethical situations covering important aspects related to ethics, society and fairnessincludes an interesting mix of theory, research findings and practices

Bang Nguyen, PhD, is Associate Professor of Marketing at East China University of Science and Technology (ECUST), Shanghai, China. Previously, he held faculty positions at Oxford Brookes University and RMIT International University Vietnam and was a Visiting Scholar at CEIBS. Bang is an experienced consultant and advises on marketing and brand development for SMEs and start-up, and has extensive knowledge in service organizations (consumer products/services). He has published widely in journals and has published in more than 70 peer reviewed scientific articles and books, as well as presented at national and international conferences. His research interests include customer relationship management, services marketing, consumer behaviour, branding and social marketing.

Autoren/Hrsg.

Nguyen, Bang

Rowley, Chris

Inhaltsverzeichnis

1;Front Cover;1
2;Ethical and Social Marketing in Asia;4
3;Copyright Page;5
4;Dedication;6
5;Contents;8
6;List of figures;14
7;List of tables;16
8;About the editors;18
9;About the contributors;20
9.1;Chapter 2;20
9.2;Chapter 3;21
9.3;Chapter 4;21
9.4;Chapter 5;22
9.5;Chapter 6;23
9.6;Chapter 7;23
9.7;Chapter 8;24
9.8;Chapter 9;24
9.9;Chapter 10;25
9.10;Chapter 11;26
9.11;Chapter 12;27
9.12;Chapter 13;27
10;Foreword by Dr Bradley R. Barnes;28
11;Foreword by Sally Dibb;30
12;Acknowledgements;32
13;1 Introduction to ethical and social marketing in Asia: incorporating fairness management;34
13.1;Introduction;34
13.2;Overview;35
13.3;Coverage;36
13.4;Content;47
13.5;Conclusion;57
13.6;References;58
13.7;Appendix A: Brief overview of the 14 countries;61
14;One. Ethical Marketing;66
14.1;2 Ethical marketing: China, Taiwan, Japan and South Korea;68
14.1.1;Introduction;68
14.1.1.1;Learning objectives;69
14.1.2;Route map: ethical marketing: China, Taiwan, Japan and South Korea;69
14.1.3;The state of art in ethical marketing: China, Taiwan, Japan and South Korea;71
14.1.3.1;China;71
14.1.3.2;Taiwan;76
14.1.3.3;Japan;77
14.1.3.4;South Korea;78
14.1.4;New research directions;80
14.1.5;Practising ethical marketing: China, Taiwan, Japan and South Korea;81
14.1.6;Practice case study;82
14.1.6.1;Da Vinci furniture scandal in China;82
14.1.7;Further investigation;83
14.1.8;References;83
14.1.9;Further reading;86
14.2;3 Ethical marketing: Singapore, Malaysia and Thailand;88
14.2.1;Introduction;88
14.2.1.1;Learning objectives;88
14.2.2;Route map;89
14.2.3;The state of the art in ethical marketing: Singapore, Malaysia and Thailand;89
14.2.3.1;Country-branding framework: an ethical perspective;90
14.2.3.2;Cross-cultural marketing: the role of face, status and collectivism;94
14.2.3.3;Issues in ethical marketing in Singapore, Malaysia and Thailand;97
14.2.3.4;Singapore;97
14.2.3.5;Malaysia;98
14.2.3.6;Thailand;100
14.2.4;Conclusion;102
14.2.5;New research directions;103
14.2.6;Practising ethical marketing in Singapore, Malaysia and Thailand;103
14.2.7;Practice case study;104
14.2.7.1;Ethical beliefs and intention of young Malaysian consumers;105
14.2.8;Further investigation;107
14.2.9;References;107
14.3;4 Ethical marketing: India, Pakistan and Bangladesh;114
14.3.1;Introduction;114
14.3.1.1;Learning objectives;114
14.3.2;The state of the art in ethical marketing: India, Pakistan and Bangladesh (IPB);115
14.3.2.1;Ethics and business ethics defined;115
14.3.3;Ethics from the perspective of Hinduism and Islam;116
14.3.3.1;Ethics in Hindu religion;116
14.3.3.2;Ethics in Islam;116
14.3.4;Framework for understanding ethical marketing in India, Pakistan and Bangladesh;117
14.3.5;Ethical marketing in India, Pakistan and Bangladesh;117
14.3.5.1;The context;118
14.3.5.1.1;Population, income and competitiveness;118
14.3.5.1.2;Impact of poverty and inequality;118
14.3.6;Critical issues in ethics in marketing in India, Pakistan and Bangladesh;119
14.3.6.1;Formal values, codes of conduct and their enforcement;120
14.3.6.1.1;Internal marketing;120
14.3.6.1.2;Integrated marketing;122
14.3.6.1.3;Relationship marketing;122
14.3.6.1.4;Performance marketing;123
14.3.6.2;Summary of major issues;123
14.3.7;New research directions;123
14.3.8;Implications for practising marketing in India, Pakistan and Bangladesh;124
14.3.9;References;125
14.4;5 Ethical marketing in Vietnam, Cambodia, the Philippines and Indonesia;128
14.4.1;Introduction;128
14.4.1.1;Learning objectives;128
14.4.2;Route map: ethical marketing – Vietnam, Cambodia, the Philippines and Indonesia;129
14.4.3;The state of art in ethical marketing: Vietnam, Cambodia, the Philippines and Indonesia;130
14.4.3.1;Marketing as a profession;130
14.4.3.2;The emergence of the marketing profession in Vietnam;131
14.4.3.3;What are ethics?;132
14.4.3.4;Making ethical decisions;133
14.4.3.5;Ethics by outcome: egoism, altruism and utilitarianism;134
14.4.3.5.1;Problems with consequentialism;135
14.4.3.6;Ethics by process: rights, justice and fairness, and due process;135
14.4.3.7;Problems with process;136
14.4.3.8;Ethics by virtue or character;136
14.4.3.9;Vietnam;137
14.4.3.10;Cambodia;138
14.4.3.11;The Philippines;139
14.4.3.12;Indonesia;140
14.4.4;New research directions;141
14.4.5;Practising ethical marketing: Vietnam, Cambodia, the Philippines and Indonesia;142
14.4.5.1;Responsible decision-making;142
14.4.5.2;Duties of a marketing professional;142
14.4.5.3;Marketing regulation;143
14.4.6;Practice case study;144
14.4.6.1;Public discourse on marketing ethics;144
14.4.6.1.1;Questions;145
14.4.7;References;145
15;Two. Social Marketing;148
15.1;6 Social marketing in China, Taiwan, Japan and South Korea;150
15.1.1;Introduction;150
15.1.1.1;Learning objectives;150
15.1.2;The state of the art in social marketing in China, Japan and South Korea;150
15.1.2.1;Cross-cultural frameworks and marketing;151
15.1.2.2;The framework for cross-cultural social marketing;154
15.1.2.3;Issues in social marketing;156
15.1.2.4;Message framing in China, Taiwan, Japan and South Korea;157
15.1.2.5;Source credibility;157
15.1.2.6;Media and integration issues;158
15.1.2.7;Summary;159
15.1.3;New research directions;159
15.1.4;Practising social marketing in China, Japan and South Korea;160
15.1.5;Practice case study;160
15.1.6;Further investigation;161
15.1.7;References;161
15.2;7 Social marketing: Singapore, Malaysia and Thailand;164
15.2.1;Introduction;164
15.2.1.1;Learning objectives;165
15.2.2;What is social marketing?;165
15.2.3;Benchmark criteria for social marketing;168
15.2.3.1;Behaviour change;170
15.2.3.2;Audience research;171
15.2.3.3;Segmentation;172
15.2.3.4;Exchange;172
15.2.3.5;Marketing mix;173
15.2.3.6;Competition;175
15.2.4;Conclusion;175
15.2.5;References;175
15.3;8 Social marketing: India, Pakistan and Bangladesh;178
15.3.1;Introduction;178
15.3.1.1;Learning objectives;178
15.3.1.2;Challenges;179
15.3.2;Route map: social marketing: India, Pakistan and Bangladesh;181
15.3.2.1;Social marketing in India;181
15.3.2.2;Social marketing in Pakistan;182
15.3.2.3;Social marketing in Bangladesh;183
15.3.3;The state of the art in social marketing: India, Pakistan and Bangladesh;184
15.3.3.1;Challenges and barriers to social marketing campaigns in India;184
15.3.3.1.1;Effects of coercive policies;184
15.3.3.1.2;Selling-focused approaches;185
15.3.3.1.3;Barriers to contraceptive social marketing;185
15.3.3.2;Challenges and barriers to social marketing campaigns in Pakistan;185
15.3.3.3;Challenges and barriers to social marketing campaigns in Bangladesh;186
15.3.4;New research directions;186
15.3.5;Practising social marketing: IIM contraceptive social marketing campaign proposal in India;187
15.3.5.1;Product;187
15.3.5.2;Price;187
15.3.5.3;Place;187
15.3.5.4;Promotion;188
15.3.6;Practice case study: the BlueStar Programme;188
15.3.6.1;BlueStar providers;188
15.3.6.2;Segmentation and targeting;188
15.3.6.3;User satisfaction;189
15.3.7;Further investigation;189
15.3.8;References;190
15.4;9 Social marketing: Cambodia, Indonesia, the Philippines and Vietnam;194
15.4.1;Introduction;194
15.4.1.1;Learning objectives;194
15.4.2;Route map: social marketing in Cambodia, Indonesia, the Philippines and Vietnam;195
15.4.2.1;Level 1 campaigns – socio-cultural;199
15.4.2.2;Level 2 campaigns – community;199
15.4.2.3;Level 3 campaigns – local;200
15.4.2.4;Level 4 campaigns – individual;201
15.4.2.5;The types of social marketing activities undertaken at each level;202
15.4.3;The state of the art in social marketing in Cambodia, Indonesia, the Philippines and Vietnam;204
15.4.4;New research directions;211
15.4.4.1;Socio-cultural-level research;213
15.4.4.2;Community-level research;213
15.4.4.3;Local-level research;213
15.4.4.4;Individual-level research;213
15.4.5;Practising social marketing in Cambodia, Indonesia, the Philippines and Vietnam;214
15.4.6;Practice case study: helmets and beyond: the Asia Injury Prevention Foundation in Vietnam;214
15.4.6.1;Upstream social marketing;214
15.4.6.2;The strategy;216
15.4.6.3;The outcomes;217
15.4.7;Further investigation;218
15.4.8;Conclusion;218
15.4.9;References;218
15.4.10;Further reading;224
16;Three. Fairness Management;226
16.1;10 Fairness management: China, Taiwan, Japan and South Korea;228
16.1.1;Introduction;228
16.1.1.1;Learning objectives;229
16.1.2;Current research in fairness management in China, Taiwan, Japan and South Korea;229
16.1.2.1;Comparison standards of fairness perceptions;229
16.1.2.2;Fairness principles and moderators;231
16.1.2.2.1;Goal of the task;232
16.1.2.2.2;Justifiability of the actions;233
16.1.2.2.3;Relationship between involved parties;234
16.1.2.3;Distributive and procedural fairness;235
16.1.2.4;Self-serving bias of fairness perceptions;236
16.1.2.5;Emotions of fairness perceptions;236
16.1.3;New research directions;237
16.1.4;Practising marketing in China, Taiwan, Japan and South Korea;238
16.1.5;Practice case study;239
16.1.5.1;Case questions;241
16.1.6;Further investigation;241
16.1.7;References;242
16.2;11 Fairness management: Singapore, Malaysia and Thailand;248
16.2.1;Introduction;248
16.2.1.1;Learning objectives;249
16.2.2;Route map – fairness management: Singapore, Malaysia and Thailand;249
16.2.3;The state of the art in fairness management: the CRM paradox;249
16.2.3.1;Perceptions of fairness;250
16.2.3.2;The role of social networking sites, online fora and blogs;251
16.2.3.3;Singapore;252
16.2.3.4;Malaysia;255
16.2.3.5;Thailand;257
16.2.3.6;Conclusion;258
16.2.4;New research directions;258
16.2.5;Practising marketing;258
16.2.5.1;Five steps to creating a fairer organisation;259
16.2.5.1.1;1. Are you ready for fairer one-to-one marketing?;259
16.2.5.1.2;2. How well can your organisation adopt a fairer approach?;259
16.2.5.1.3;3. Can your organisation differentiate the fairness training from other corporate courses?;259
16.2.5.1.4;4. How well do you interact and develop interest in the implementation among your customers?;259
16.2.5.1.5;5. Does your organisation truly support fairness and effectively evaluate and monitor progress?;260
16.2.6;Practice mini cases;260
16.2.6.1;Examples of favouritism;260
16.2.6.2;Examples of the CRM paradox – differential treatment;261
16.2.6.3;Examples of the CRM paradox – expert favouritism;261
16.2.6.4;Case study – SAS;262
16.2.6.4.1;Questions;262
16.2.7;References;262
16.3;12 Fairness management: India, Pakistan and Bangladesh;266
16.3.1;Introduction;266
16.3.1.1;Learning objectives;267
16.3.2;Route map – fairness management: India, Pakistan and Bangladesh;267
16.3.3;The state of the art in fairness management: a brand fairness perspective;268
16.3.3.1;Brand fairness;269
16.3.3.2;India;269
16.3.3.3;Pakistan;273
16.3.3.3.1;(1) Awareness and problem diagnosis;275
16.3.3.3.2;(2) Managing both the targeted and non-targeted stakeholders;275
16.3.3.3.3;(3) Emphasis on positive associations and goodwill;275
16.3.3.4;Bangladesh;276
16.3.3.4.1;(4) Highlight morality in marketing;277
16.3.3.5;Conclusion;278
16.3.4;New research directions;279
16.3.5;Practice case study;280
16.3.5.1;Questions;281
16.3.6;References;281
16.3.7;Further reading;284
16.4;13 Fairness management: Vietnam, Cambodia, the Philippines and Indonesia;286
16.4.1;Introduction;286
16.4.1.1;Learning objectives;287
16.4.2;Route map: fairness management – Vietnam, Cambodia, the Philippines and Indonesia;287
16.4.3;The state of the art in fairness management;290
16.4.3.1;Comparison;290
16.4.3.2;Attributions;291
16.4.3.3;General social norms and beliefs;291
16.4.3.4;Vietnam, Cambodia, the Philippines and Indonesia;292
16.4.4;New research directions;298
16.4.4.1;Transaction fairness;298
16.4.4.2;Aggregate fairness;298
16.4.4.3;Consumer knowledge;299
16.4.4.4;Fairness management implementation;299
16.4.4.5;Management of emotions;300
16.4.5;Practice case study;300
16.4.5.1;The hotel industry;300
16.4.5.2;What does the case study mean for fairness management?;301
16.4.5.3;What can managers do to overcome unfairness?;303
16.4.6;References;304
17;Four. Conclusion;308
17.1;14 Conclusion to ethical and social marketing in Asia: incorporating fairness management?;310
17.1.1;Introduction;310
17.1.2;Managerial implications in Asia;311
17.1.3;Conclusion;324
17.1.4;References;325
18;Index;328

Leseproben

About the contributors
Chapter 2
Ruizhi Yuan is a doctoral student in the Marketing Department at the Nottingham University Business School China. She received an MSc Distinction degree in Marketing at University of Nottingham. Her research interest centres around the determinants of green consumption, particularly with regard to perceived green value and utilities of consumption. Ruizhi has presented several papers at the International Conference of the Association for Consumer Research (ACR) and European Marketing Academy (EMAC). Her dissertation research has been placed as the finalist in the EMAC 2014 Best Paper Award. Martin J. Liu, PhD is an assistant professor in Marketing and Innovation at the Nottingham University Business School China and associate fellow at the University of Warwick. Martin’s primary research interests lie in the areas of branding, marketing innovation and e-marketing. He publishes in leading refereed journals including Journal of Business Research, Journal of Marketing Management and Expert System with Applications. He also has extensive consultancy experience in the UK, USA and China. Jianchang Liu is the Associate Dean and Associate Professor at Business School of Zhejiang Fashion Institute of Technology, P.R. China. He received his MBA from Zhejiang University in 2004. He worked as a Visiting Scholar supported by China Scholarship Council at MBA Centre of Springfield College, Massachusetts, USA from July 2012 to January 2013. He attended a small business conference in New York City and his paper was well received and published in the Eastern Small Business Institute’s Conference Proceedings for 2012. He was awarded a 2012 University of Chinese Academy of Sciences Case Competition Certificate for the case study entitled ‘Feixiang to Fotile: growth of a family business’. The case study and teaching notes written by him and Dr Kathryn Carlson Heler were published in Emerald Emerging Markets Case Studies in 2012. He does research in the areas of strategic management, marketing and strategy for the fashion industry. He had a series of books and papers published in China. He is one of the expert consultants of the Ningbo Private Entrepreneurs’ Association. Since April 2014, he has been one of the expert reviewers of Emerald Emerging Markets Case Studies. Chapter 3
Steve Chen is a senior lecturer in marketing at Oxford Brookes University, UK. He is also MSc Marketing Subject Coordinator there. His research interests include consumer behaviour, trust and information technology-related studies. Steve has extensive knowledge in consumer behaviour in luxury consumption, in-game advertising and trust establishment in online marketplace. His work appears in Service Industries Journal, Journal of Targeting, Measuring and Analysis for Marketing, Journal of Internet Commerce and Review of Business Research. Steve has presented at national/international conferences, including the Academy of Marketing and European Marketing Academy. Sharon Wu is a Teaching Fellow in Fashion Management and Fashion Marketing Branding at Winchester School of Art, University of Southampton. She is also a PhD candidate at Royal Holloway, University of London. She earned her MBA (Marketing and International Business) and BA (Economics) from Willamette University and the University of Oregon, USA. She came from an international businesses background and obtained a Certificate of Educator qualification in Taiwan before pursuing her PhD. Her PhD research focuses on luxury consumer behaviour, e-luxury consumption in the digital era, self-concept and conspicuous consumption. She has been involved in several research projects in the past three years. Previously, she has been lecturing various subjects in marketing management, consumer behaviour, advertising and promotion at Royal Holloway, University of London and Fooying University (Taiwan). Her works have appeared in Qualitative Market Research: An International Journal, The Academy of Marketing, and Collougue Luxe et Contrefacon, Monaco Symposium on Luxury. Dr T.C. Melewar (BSc, MBA, PhD) is Professor of Marketing and Strategy at Middlesex University Business School, London, UK. He has previous experience at Brunel, ZHAW School of Management and Law, Switzerland, Warwick Business School, MARA Institute of Technology in Malaysia, Loughborough University and De Montfort University. Dr Melewar teaches Brand and Marketing Management, and International Marketing on a range of undergraduate, MSc, MBA and executive courses with companies such as Nestlé, Safeway, Tata and Sony. He is a Visiting Professor at the University of Lincoln. His research interests include branding, corporate identity and international marketing strategy. He has published in the Journal of Marketing Management, Management Decision, Journal of Brand Management and International Journal of Management Reviews, among others. Chapter 4
Professor Mithileshwar Jha received his engineering degree from the G.B. Pant University of Agriculture and Technology, Pantnagar, Uttarakhand, India (1977) and master’s (1979) and doctoral (1985) degrees in management from the Indian Institute of Management Ahmedabad. He is a member of the American Marketing Association, and life member of the Rural Marketing Association of India. Professor Jha has been a Professor of Marketing at Indian Institute of Management Bangalore since 1993. He held the Escotel-CRM Chair of Marketing at the Indian Institute of Management Lucknow (IIML) and also served as the Dean (Academic) during 2003–05. He was a Visiting Professor at ESCP-EAP, Paris, France in 2006 and Gothenburg University, Sweden in 2009. In an academic career of 25 years, Professor Jha has contributed to the national policy making in the areas of public distribution system, handlooms and bio-gas. In 1988–89, he advised the Planning Commission, Government of India, New Delhi on the setting up of the Public Distribution System. He has been a consultant to the international agencies such as the Swiss Agency for Development and Cooperation (SDC), NORAD and the Canadian Hunger Foundation. He has trained senior managers of most of the important companies in India (e.g. Grasim Industries, HMT Ltd., Indian Telephone Industries Ltd., BPL, Siemens India, Reliance Industries, Ranbaxy Laboratories, Berger Paints). He was a member on the Boards of Governors of the IIM Bangalore (2001–03), the IIM Lucknow (2003–05), and the Gandhi Peace Center (1998–00). Professor Jha has written 12 cases in marketing that are widely used in graduate modules across the globe. Further, his textbook entitled Marketing Management – A South Asian Perspective, co-authored with Philip Kotler, Kevin L. Keller and Abraham Koshy, has gone through three successful editions (12th in 2005, 13th in 2009, and 14th in 2012; Pearson Education, New Delhi). This marketing textbook is used in most of the management schools of South Asia. Chapter 5
Jeremy Pearce is a senior lecturer in strategic management at the University of Lincoln. He has extensive senior management experience in both the public and private sectors, and has worked as a consultant in corporate governance and corporate responsibility with the World Bank in Vietnam and board advisory at KPMG in Australia. He has been instrumental in running MBA programmes in Asia in both the graduate and executive streams. Jeremy has been published in international law, corporate governance and ethics, including as sole author of the book Directors’ Powers and Duties in Vietnam. He is a member of the Australian Sustainability Leaders Forum, the World Council for Corporate Governance and an Associate of the Bond Centre for Commercial Law. Jeremy holds master’s degrees in international law (Sydney University) and law and management (AGSM) and a doctorate of legal science (SJD) from Bond University. During his time at Bond, Jeremy received the law school research candidate of the year award. He is currently completing further studies in international human rights law at new college, Oxford University. Mattia Miani is a manager of enterprise and executive education at RMIT Vietnam where he also teaches into the EMBA. From 2003 to 2010 he worked in Italy as a lecturer at the business school of the University of Bologna, and as a marketing consultant and entrepreneur advising cooperative enterprises, advertising agencies and government organisations on their communication strategies. From 2008 to 2011, Mr Miani served as a director in the board of the Centre for Training and Initiative on Cooperative Enterprise and Business Ethics, a joint venture between the University of Bologna and the Italian cooperative movement. Before coming to Asia, Mr Miani spent time on international assignments in the United States, Canada, Austria, Croatia and Bosnia-Herzegovina. Mr Miani is the author of four books on marketing communication, with a special focus on new media. His research interests include ethics, social enterprise, consumer behaviour and creativity. Michael Segon is a Senior Lecturer at the Graduate School of Business & Law at RMIT University in Australia. He achieved his PhD from Queensland University of Technology. His teaching interests are in the areas of business ethics, governance, organisational...