New Consumer Marketing

Author: Dr. Susan Baker
Publisher:
Publish Date: 2005-05-01
Features: Why do marketing techniques that have always worked no longer do? Is marketing still important to businesses? Is marketing really facing a survival crisis? The emergence of new types of consumers is making traditional marketing methods redundant. They are not only well-informed and powerful but also, overall, more dynamic. To establish effective connections with them, businesses must adopt new strategies. We are transitioning from a production-driven economy to a consumer-guided economy. The relatively certain market environment has been replaced by a dynamic, complex, and uncertain one, and the nature of transactions has changed. This transformation is posing significant challenges to customer marketing: accepting new types of consumers, addressing the concerns of brand manufacturers and retailers, helping businesses establish real-time customer response mechanisms, and freeing marketing from its crisis.
The New Consumer Marketing Model provides theoretical guidance for industry professionals in creating and managing transaction processes under competitive conditions. It helps businesses describe and position the framework of their marketing strategies, identifies the customer segments they seek to serve, and determines their competitive scope and methods. This book mainly includes the following sections: the marketing crisis businesses face, the characteristics of new consumers, the concerns of brand manufacturers and retailers, new consumer marketing and the model, value definition, value creation, value delivery, and demand system management.
The author raises the question of how marketing needs to transform in response to the ongoing economic structural shift—from production-driven to consumer-guided. She perfectly combines marketing with the changing business trends in the market, highlighting the true challenges faced by many businesses in their efforts to expand their market, increase their market share, and boost profits.