MARKETING: INTRODUCTION

A Closer Look at Business Education
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JANUARY 2007
: MARKETING
INTRODUCTION:
In recent years, attention to social and environmental issues in product marketing has become a
mainstream practice and offers opportunities for firms to differentiate themselves in the market. Popular
examples abound: organic produce, hybrid cars, and fair trade coffee, to name just a few. While business
coursework is quickly following practice in the field, our data show that a critical examination of the
social impact of marketing is limited in some instances to issues of legality and ethics. When ethical
concerns are raised, they are commonly discussed in the context of avoiding harmful marketing practices,
especially prohibitive product pricing and deceptive advertising. On the other hand, international
marketing classes do a good job of discussing socio-cultural considerations in the analysis of new target
markets.
It is noteworthy that a handful of MBA programs offer courses specifically addressing “social
marketing”; that is, using concepts from commercial marketing, such as the traditional “four P’s”
marketing mix (i.e., Product, Place, Promotion, and Pricing), to bring about social change. Also,
academic research has highlighted the use of, and further potential for, social marketing for environmental
causes.1 A few of these forward-looking strategic marketing courses are highlighted in the “notable
coursework” section below.
THE BOTTOM LINE:
■ According to Dr. Bruce Hutton, several years ago topics related to the environment and
social issues were considered “add-ons” and were included at the end of marketing texts.
Now, these issues are better integrated throughout such texts.
■ There are many social impact management topics in marketing that are worthy of
inclusion into coursework. Examples include the impacts of product development,
design, and pricing decisions on both consumers and business sustainability, as well as
the impacts of “niche marketing” on both target markets and sustainable competitive
corporate strategy.
A FACULTY POINT OF VIEW:
Dr. Bruce Hutton is a Professor of Marketing at the Daniels College of Business at the
University of Denver. He has also served as Dean and Chairman of the Marketing Department in
his twenty years at Denver. Additionally, Dr. Hutton is a co-founder of the Colorado Ethics in
Business Awards, a unique grassroots effort to recognize individuals, companies, and nonprofit
organizations for ethics and socially responsible actions.
On cutting-edge issues in marketing: “Every aspect of the traditional marketing mix is being affected by
the opportunities provided by the expansion of marketing thought to include social and environmental
issues in the development of marketing strategy. New ways of greening the supply chain, pressuring
suppliers to be environmentally sensitive and have ethical practices with regard to labor and human rights
provide ways of differentiating brands. Engaging in partnerships with civil society organizations as well
as government is providing access to new markets and resources. Perspectives, such as those presented in
1 For example, see Edward Maibach’s “Social Marketing for the Environment: Using Information Campaigns to
Promote Environmental Awareness and Behavior Change”, Health Promotion International, Vol. 9, No. 3, 209-224.
Oxford University Press, 1993. Additionally, Oxford University presented, “Social Marketing for the Environment:
Using Water Wisely”, a conference in November 2006. See http://www.conted.ox.ac.uk/cpd/env/courses/social.asp
for the announcement.
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Prahalad’s book, The Fortune at the Bottom of the Pyramid, are opening up heretofore ignored markets
and are leading to new innovations in meeting the needs of the poor.”
On student interest in environmental, social, and ethical issues in marketing: “Students respond very
positively to such topics when they are presented in the context of the overall marketing process, so they
can see the linkage between these practices and the creation of firm value, customer satisfaction, brand
reputation, innovation, competitive advantage, etc.—and the fulfillment of the marketing concept. It is
also true that, increasingly, students come to the business school seeking training in such issues and
wanting to go to work for socially responsible companies and make a difference, as well as a living, in
their careers.”
NOTABLE COURSEWORK:
The following course descriptions are drawn exclusively from Beyond Grey Pinstripes, a
research survey conducted biennially by the Aspen Institute.
■ ESADE Business School
Managing Marketing from Global HQ (Core Course)
Instructor: Josep Franch
“The course on ‘Managing Marketing from Global HQ’ presents cultural and environmental impact
as an element to be taken into account in the strategy of internationalization. The course is principally
concerned with the application of a genuinely global perspective from headquarters: it insists on the
need for taking the cultural values of each region into consideration in order to design marketing that
respects these values; furthermore, it examines issues concerned with the social reputation of the
company as a result of its contribution to the development of an emerging country, its social investing
and its environmental policy. Moreover, marketing strategy is also planned with reference to socioeconomic
criteria, seeking to favor depressed areas through the implementation of lasting
entrepreneurial projects.”
■ Asian Institute of Management
Marketing Management (Core Course)
Instructors: E.M.P. Santos and A.V. Concepcion
“Marketing Management is a core subject in the two-year Master in Business Administration (MBA)
program. It is given on the first year of the MBM program to introduce students to the concepts and
theories of Marketing Management with focus on ASEAN business systems. It aims to help the
students learn a comprehensive and systematic approach to strategic marketing process and to learn to
think critically (ask intelligent questions) and strategically. Also, it aims to develop an appreciation
and understanding of marketing's roles and social responsibilities in a global society.”
■ Boston University, School of Management (2003 data)
Marketing Social Change (Elective Course)
Instructor: C.B. Battacharya
“Corporations have recently shown tremendous interest in corporate social initiatives by supporting
social causes and non-profit organizations. Many companies now have social responsibility managers.
Phrases such as "cause branding," "strategic volunteerism," and "enviro-preneurial marketing" have
infiltrated the mainstream business vocabulary as companies look for ways to integrate social
perspectives into their marketing strategy. This course trains students to be leaders who will catalyze
this management revolution.”
■ The University of North Carolina at Chapel Hill, Kenan-Flagler Business School
Legal and Social Environment of Marketing (Elective Course)
Instructor: Paul Bloom (now at Duke’s Fuqua School of Business)
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“Students become familiar with various topics, including the design of more effective campaigns for
socially- or environmentally-beneficial behaviors (for instance, a “stop smoking” or “don’t litter”
advertising campaign). Students also learn about corporate societal marketing initiatives that earn
profits and promote social welfare, antitrust issues, and public policies that protect consumers from
making poor marketplace choices and encourage vigorous competition for customers. Students
acquire skills and an improved ability to market socially and to assess government and corporate
social initiatives.”
■ Stanford University, Graduate School of Business
Global and International Marketing (Elective Course)
Instructor: Wasim Azhar
“This course addresses the opportunities and challenges associated with the development and
implementation of marketing strategy in international markets. It aims to develop frameworks and
knowledge that will enable future managers to better formulate and effectively implement marketing
plans in different regions of the world. Topics covered include global brand management; analysis of
various international market structures; market entry strategies in developed and emerging markets
including country selection and marketing program design based on consumer, country and
competitive analysis; international marketing mix strategies including the globally standardized
versus locally adapted marketing program debate; and international pricing, advertising and
promotion strategies.”
■ Georgetown University, Robert E. McDonough School of Business
Social Marketing (Elective Course)
Instructor: Alan Andreasen
“This course gives students a set of frameworks and tools valuable in bringing about socially
desirable behavioral outcomes beyond the economic marketplace. We consider the need for structural
change as well as changes in behavior by those carrying out undesirable practices. We discuss
challenges of raising issues on the public, media and political agendas, developing strategies to
influence legislators, business leaders, community leaders and the media to bring about social change.
Many of the examples discussed in class are in public health, violence prevention and economic
development.”
For additional courses on related subjects, search 1,672 descriptions at Beyond Grey Pinstripes.
NOTABLE TEACHING MATERIALS:
Materials referenced are meant to represent the diversity of related teaching resources available
at Caseplace.org. Most are available as free downloads to registered faculty members.
■ Case Study: Procter & Gamble and Population Services International (PSI): Social Marketing for
Safe Water
Source: INSEAD, 2006
PuR, the water purification product sold in small sachets, had suffered a string of failed market tests,
but the public health benefits of the product had been demonstrated repeatedly in bottom of the
pyramid (BOP) markets where finding clean drinking water can be a daily calamity. As part of its
global CSR (corporate social responsibility) expansion initiative, Procter & Gamble (P&G) move the
product from the commercial to the corporate sustainable development (CSD) unit, which took the
pressure off PuR brand managers to meet market sales projections. This move created new pressures,
however, for those managing CSR initiatives - to take the product global on a philanthropy budget.
Partnering with Population Services International (PSI), the global NGO (non-governmental
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organisation) with offices in over 65 countries, and expertise in social marketing, P&G would play a
supporting role. Building a sustainable social market for water treatment, in places like Haiti and
Uganda, presented challenges, but also presented unexpected benefits, measured in terms of P&G's
stakeholder engagement.
■ Suggested Reading: Marketing that Matters by C. Conley and E. Friedenwald-Fishman (Berrett-
Koehler Publishers, 2006)
Many business leaders view marketing as the crass, ugly side of business. This new book proves that
"marketing" isn't a dirty word — it's the key to advancing both business ideals and the bottom line.
Written by two down-to-earth, experienced entrepreneurs, Marketing That Matters is an in-thetrenches
guide to building a marketing plan that embodies personal values instead of exploiting them.
This compact volume provides overworked entrepreneurs, who want to match their mission with their
values but who lack the time or training to develop a strategy, with the steps needed to incorporate
effective marketing into their business plan.
■ Concept Paper: “What Research in Marketing Can Teach Managers About Improving Corporate
Social Performance” by Dr. Paul Bloom, Fuqua School of Business at Duke University
This paper presents an overview of the research undertaken by marketing scholars concerned with the
social impact of marketing practices. The author outlines the field and discusses: the recent research
focus to help managers to improve their company's performance; the study of harmful marketing
practices; the legislative and judicial treatment of certain marketing practices; the study of macromarketing
issues; the identification of practices which hinder and promote corporate social
performance and key questions which animate this research.
ONGOING QUESTIONS:
■ What type of academic collaboration is necessary for useful metrics to be developed that
effectively measure the impact of social and environmental marketing?
■ Are the expectations of corporate recruiters of marketing professionals changing at a
similar pace to changes in corporate practice itself?
■ What will the 2007 Beyond Grey Pinstripes survey results reveal about curricular shifts
over the past two years in marketing courses?
RESOURCES:
BeyondGreyPinstripes.org – World’s biggest MBA database, including detailed records on 1,672 courses,
1,730 extracurriculars, and 216 research articles at 128 schools on six continents.
CasePlace.org – A free and practical on-line resource for up-to-date case studies, syllabi, and innovative
teaching materials on business and sustainability. Created for the educators who will shape our next
generation of business leaders!
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A Closer Look is a monthly series of briefing papers on topical issues in MBA education, based on the research and programs of the
Aspen Institute. The Aspen Institute Business and Society Program works with senior corporate executives and MBA educators to
prepare business leaders who will effectively manage the financial, social, and environmental impacts of the private sector.
􀃆 Contact Justin.Goldbach@aspeninstitute.org to order reprints or to offer feedback.