Jurnal Review : Alternative persceptive on marketing and the place brand

This journal is about the role of demarketing in the spesific context of the
marketing of places and to introduce a typology of place demarketing and related
to the marketing activity. Marketing places has grown in scale and importance,
both in practice and research academic area. Places have had to become more
entrepreneurial in an increasing competitive environtment. This paper provides a
unique counter to the conventional wisdom of place marketing by introducing
the concept of place demarketing and perverse and dark place marketing which
more explicitly accentuate the negative, rather than accentuating the positive
which is the norm in this marketing context. A typology of such activities is
introduced and the implications for place brands are considered.
Places are increasingly perceived as being in competition, occurring at
various spatial scales and manifested in numerous ways. This competition is
intensifying and consequently places need to develop some form of sustainable
competitive advantage. The importance of image management is manifested by
the fact that much contemporary place marketing activity was initialy developed
by formal industrial cities seeking a new role in the contemporary global
economy, particularly in terms of transforming themselves from centres of
production to centres of consumption.
Places demarketing defined as discouraging customers in general or a
certain class of customers in particular on either a temporary or a permanent basis
(Kotler and Levy, 1971) and this basis premise, of decreasing the consumption of
a product. Demarketing also has been described as the reverse of marketing.
Perverse place marketing is defined where a place is actively marketed, but by
drawing on its negative aspects as a form of attraction.
The above discussion has identified various manifestations of the practices
of place demarketing and also place marketing which accentuates the negative
rather than the positive (i.e. perverse and dark place marketing). It is appreciated
that such practices may only work or apply in certain situations.
Conventional place marketing typically involves a high marketing effort

which emphasises positive place dimensions, often aimed at selected market

segments. Thus the place dimensions emphasised in conventional marketing
activity may in some cases be interpreted by other market segments as not being
for them. This has been described as selective passive place demarketing,
where demarketing occurs by default, rather than specific intention in effort or
emphasis.
Crisis place demarketing inevitably entails high marketing effort by
virtue of the motivation to keep people away from venues and places for very
specific reasons and for finite time periods. The emphasis is always negative,
whether requiring people, for example, to stay away from the countryside because
of the fear they will precipitate the spread of foot and mouth disease, or
discouraging people away from locations hosting contentious events out of
concern they may cause or be caught up in some form of public disorder.
Informational place demarketing, of the kind typified by impartial external
agencies such as the FCO warning against travelling to a particular country, is
generally neutral in marketing effort. The point is largely to inform travellers in
their decisions about the risk places engender rather than to unduly influence.
Information about such risks, however, inevitably involves a focus on negativity.
However, if the reasons for not travelling to particular locations become acute,
such as sudden natural disasters and/or disease epidemics, then the level of
marketing effort may become greater, shifting more towards the concept of crisis
place demarketing.
Perverse place marketing involves significant marketing effort. The
emphasis is still on negativity, but in a more comic/ironic way, the psychology of
which is typically to promote (as opposed to demarket) a particular place through
a celebration of all its faults.
Finally, dark place marketing resembles conventional place marketing in
that it involves a high marketing effort, but this is typically applied to elements of
the place product which, to many, will not have overly positive connotations and
emphasis, and to some will be plain depressing.

Jurnal Review : The three key linkages: improving the connection between
marketing and sales
Exhibiting an effective and efficient connection between marketing and sales
appear to have three key linkages in common: linkages in language, linkages in
organization, and linkage in systems. This paper seeks to outline these linkages,
and explore how they might be strengthened in business-to-business firms.
Linkages in language.
Firms with stronger linkage paid attention to creating a common business
language, and not falling prey to certain problem words. Misunderstandings
around certain key words seem to indicate deeper problems in understanding how
marketing and sales might better work together.
Linkages of organization.
In firms claiming strong practice, the marketing and sales functions were carefully
knit together organizationally by design. Not siloed in separate functions, or
isolated from one another. The organizational structure itself created ongoing
discussion between marketing and sales people.
Linkages of process.
Finally, firms who seem to be on the high-end in terms of their perceived
efficacy of their marketing and sales force, could point to well-defined processes
and process artifacts that linked marketing and sales together with appropriate
rules, responsibilities, and a minimum of hand-offs.
Marketing is often understood in many B-to-B firms as focused on market
communications, relegated to specialists. A deep understanding of how the
marketing function works to anticipate and learn real needs and trends, develops a
picture of the competitive arena, segments and targets markets, and develops
strategy to position a firm in these segments is key to strong marketing/sales
performance. Selling is a professional exercise in showing all your Buying
Influences how your product or service serves their individual self-interest (Miller
and Heiman, 1988).
A key organizational and motivational issue is the linkage of marketing strategy
and sales force compensation. Tales abound of marketers who have great plans,

programs, promotions, emphasis products, etc; and who invest heavily to

communicate these to the sales force, expecting results. If all these plans are not
tuned to sales force compensation the result is usually nothing more than internal
friction.
If marketing and sales are organizationally separate so that there is no dialog
across these two functions on how the sales force is compensated, the results are
frustrating. Marketing investments show no uptake from the sales force, and the
sales people will visualize marketers as fundamentally disconnected from their
day-to-day lives.
Having a strong sub team whose responsibility it is to visualize the entire process
end to end not separated into marketing or sales, but is one entire demand
generation chain. Someone with responsibility for understanding that chain,
documenting it, and optimizing it. Firms who seem to be getting the most from
their marketing/sales teams, have found a way to get diverse source of talents
working together. Mobilized around their strengths, working with common
language, mutually engaged organizational structures and well-defined processes
to produce results.
The study finds that effectiveness of the linkage between marketing and sales
requires strong communication. Often one sees marketing and sales professionals
talking past one another they are not aligned on the definition of key terms,
concepts, the nature of their practice. Firms which pay attention to training and
alignment on language achieve better results. Common definitions of key terms
and attention to communications issues are key in developing a more effective
linkage between marketing and sales. Organizational approaches which favor
mixing marketing and sales, joint meetings and contact, joint sales calls, and a
reduction of the boundaries between marketing and sales seem to produce more
favorable results. Finally, firms that have thought through, mapped, and show
artifacts of a demand generation process where the role of marketing and sales
are clearly defined, and how one feeds the other is charted clearly, appear to get
much better results.

Jurnal Review : Older markets and the new marketing paradigm

Independent of gerontologys influences, marketers views of aging consumers are
distorted by decades of nearly exclusive focus on youth and pre-middle age adult
markets. Biases exalting youth over age permeate advertising. Older people are
commonly shown acting out values more characteristic of younger people in
scenes of self-indulgence reflecting the egocentric me first orientation of youth.
Rarely are older people shown expressing altruistic values which increasingly
influence their consumer behavior as they age.
Having positive feelings about age when life remaining is short may seem
illogical to a young person who loathes his/her own aging, but the point at hand
stands: the inability to feel positive about ones own aging is a barrier to
understanding older people. Mature-minded older people experience aging in selfreassuring ways. They understand that aging is the arrow of time superimposed on
their life trajectories to make possible the yeasty experience of continuous
becoming continuing self-realization.
One of the most important practical implications of the differences between
younger and older people in cognitive operations concerns communication styles.
The disposition of younger minds toward black-and-white interpretations of
reality calls for more concrete and direct expressions in marketing messages. And
this is precisely the character of most advertising targeting younger consumers.
However, the older mind is more disposed toward shades of gray interpretations
of the world. This calls for less concrete and more indirect expressions in
marketing messages. Messages for older consumers that have a level of specificity
which would appeal to younger consumers carry a higher risk of polarizing
consumers between those who identify with the product and those who do not.
More individuated minds produce more individuated perceptions of products.
Younger, less individuated minds are more polarized by opinions of others than by
product attributes.
This paper has concluded with the introduction of a new marketing paradigm,
presented in the context of its application to older markets. However, the broader

intention of this paper is to demonstrate that a rising adult median age,

revolutionary new developments in brain science, and high failure rates in
achieving consumer research and marketing objectives are combining to pave the
way for a new era in research and marketing. Further, the increasing interest in
relationship marketing calls for understanding consumers as individuals so as to
be effective with them on a one-to-one basis. A developmental perspective on
consumer behavior facilitates that objective.

Jurnal Review : Entrepreneurships relevance to marketing

The purpose of this paper is to better define the contribution of entrepreneurship
to the advancement of marketing thought. This charge is not as straightforward as
it might seem, as marketing is not a one dimensional discipline. An important
consideration as Kirchhoff (1991) noted in a similar attempt to discuss
entrepreneurships contribution to economics that economics really is not one
discipline but (at least) two: macroeconomics and microeconomics.
Marketing has fragmented over time into a multitude of different sub-disciplines
as represented by the emergence of area specific journals and special interest
groups associated with both the USAs American Marketing Association (Wilkie
and Moore, 2006) and the UKs Academy of Marketing. Marketing can also be
considered from either a positive/descriptive analysis of what doesmarketing do
or a normative assessment ofwhat should marketing do (Hunt, 1976). In a similar
vein entrepreneurship scholars have also begun studying their discipline from
not simply the positive (rational logic controlling our behaviour) but the
normative (what is wise and good) perspective as well (Dunham, 2009). This
suggests that the nature and scope of entrepreneurship can be defined by a matrix
with two levels of analysis, micro-entrepreneurship (at the firm/individual level)
and macro-entrepreneurship (at the level of society), and if the analysis is positive
(what entrepreneurs do) or normative (what entrepreneurs should do) (adapted
from Hunt, 1976). The remainder of this paper is organized in an exploratory
discussion on entrepreneurships ability to advance:
. positive micromarketing;
. normative micro-marketing;
. positive macro-marketing; and
. normative macro-marketing thought.
Entrepreneurship does have contributions to make in the advancement of
marketing theory, and we think that marketers could usefully integrate
entrepreneurship into their scholarship and teaching. The interface of marketing
and entrepreneurship has significant strategic implications for the field. As other
disciplines grow and become more interfunctional, marketing is in danger of

losing its relevance, its key domains become dominated by other disciplines.
Supply chain research is becoming increasingly focused in operations
management and industrial engineering. E-business is an important domain in the
MIS literature, and entrepreneurship is becoming cantered in the management
literature. While there is room for many disciplines in any strategic arena,
marketing should not become less relevant in emerging areas. Day (1992) and
Hunt (1994) have both argued that marketing as a discipline has been making
fewer contributions to the strategy dialog. If we allow other disciplines to
dominate strategy, a concept at the interdisciplinary core of business, the field will
be in danger of academic marginalization. Attention to the implications of
entrepreneurship and other related concepts for marketing is critical for the field
to remain relevant.

Jurnal Review : Good marketers know the score

Several specific issues have formed the focus of the debate on the ethics of
marketing, including: the contribution of marketing to materialism; rising
consumer expectations as a result of marketing pressure; and the use of
advertising to mislead or distort.
Marketing, it has been suggested, helps to feed the materialistic and acquisitive
urges of society, and in turn feeds on them itself. Implicit in such criticism is the
value judgement that materialism and acquisitiveness are inherently undesirable.
The argument is that marketing contributes to a general raising of the level of
consumer expectations. These expectations are more than simple aspirations: they
represent a desire to acquire a specific set of gratifications through the purchase of
goods and services. The desire for those gratifications is fuelled by marketings
insistent messages. Further, if the individual lacks the financial resources with
which to fulfil such expectations, then marketing inevitably adds to a greater
awareness of differences in society and to dissatisfaction and unrest among those
in that situation.
Much of the criticism levelled at marketing is in fact directed at one aspect of it:
advertising. Advertising practitioners themselves are fully conscious of this
disapproval, which includes the propositions that advertising: makes misleading
claims about product or services; uses hidden, dangerously powerful techniques of
persuasion; encourages undesirable attitudes; works through the exploitation of
human inadequacy; and thereby has adverse social consequences.
Closely connected with the issue of the ethics of marketing is the issue of
consumerism (in the sense of the existence of a consumer movement and
consumer activists). Ironically, this movement is pro-marketing; it wants the
marketing approach to business implemented in a sincere rather than cynical
spirit. The cynical implementation, which consumerists claim has been too widely
practiced, is no better than high-pressure salesmanship or misleading puffery. The
sincere implementation of the marketing approach entails respect from each
individual consumer served. Better marketing has always emanated from a deep

understanding of consumer expectations combined with their right to be informed

and protected and their right to quality of life.
Management does not necessary mean good management or even honest
management, and can be mismanagement in practice. This is an important
issue, but successful marketers and marketing institutions have already absorbed
the message, embraced the notion, and taken the steps.

Jurnal Review: Alternative persceptive on marketing and the place brand,

The three key linkages: improving the connection between marketing and
sales, Older markets and the new marketing paradigm, Entrepreneurships
relevance to marketing, Good marketers know the score
(Research Metodolgy Assignment)

by :
Tia Utari

1411011132

DEPARTMENT OF MANAGEMENT
ECONOMICS AND BUSINESS FACULTY
UNIVERSITY OF LAMPUNG
2016