Recumbent Elliptical Exercise Machines - 530 Words

A recumbent elliptical is exercise equipment that enables you to exercise without the awkwardness of sitting in uncomfortable, upright positions. The movements that are made when using a recumbent elliptical are much easier on your joints than other exercise equipment, which means that the risk of injury is lower. Risk of injury is still present however, especially if you are unable to adjust the machine to the proper position to suit your needs. If you are planning on purchasing one of these machines, it is best to familiarise yourself with the different features, materials and designs which will then make your decision much easier. It’s important to try exercise equipment before buying if it is possible. That way you can get a feel of what is comfortable for your body, and it is also advisable to buy equipment of high quality as opposed to cheap, plastic if possible. A stable base is essential also to ensure that it doesn’t rock when you are exercise with is a hazard. Different recumbent elliptical exercise machines come with different features, so you are bound to find one that will suit your needs. The primary movers for require flexion and extension from the knees, as opposed to arms. These types of exercise equipment work out the lower and upper body, and are effective in working out more muscle groups, which results in a more efficient workout. Another feature of recumbent elliptical machines that is useful is adjustable seats. It is important to also find one thatShow MoreRelatedEssay On Best Home Gym Equipment1447 Words   |  6 Pagesyour upper body exercise. You can do 9 awesome and effective exercises with this type of Fitness Chin Up Bar. For pull up exercises and fitness mojo you just need a chin- up bar at home. pull up bar When you got this you have got everything you need to do this exercise. With this exercise you can work every single muscle in your body you just need the bar and body weight. With the chin-up bar, you can work all of the pull muscles: your back and biceps. A wide range of abs exercises is also possibleRead MoreTreadmill Benefits4162 Words   |  17 Pages------------------------------------------------- BENEFITS FROM TREADMILL EXERCISE 0  COMMENTS Jun 10, 2011 | By  Lakshmy Nair Photo Credit inifinity health and condition concept with running woman image by .shock from Fotolia.com The Centers for Disease Control and Prevention recommends a weekly minimum of 150 minutes of moderate-intensity aerobic activity, such as brisk walking, for adults. An alternative is 75 minutes of vigorous aerobic activity such as jogging or running. A treadmill enablesRead MoreA Doctor Of Physical Therapy Essay2004 Words   |  9 PagesSweden founded the royal central institute of gymnastics (RCIG), however later it was referred as â€Å"Medical gymnastics† by 1865. There were some unearthed records discovered. Patients records were tracked, manipulative therapy techniques combined with exercise to help patients with physical problems and injures. Americans later traveled to Sweden to seek out treatment because of the lack of help in the U.S.A. Ironically, Americans live a more easier life then others then the typical American 1800’s. NewRead MoreTypes Of Training, Running, Roads Or Paths Or Mile Makers Essay2347 Words   |  10 Pagesa many pieces of cardio equipmen t including: 25 Precor Elyptical EFX576i Trainers: this features moving handles so arms pump while you work 10 Precor Elyptical EFX546i Trainers: handle bars are stationary 22 Precor Treadmills 6 Startac Recumbent Stationary Bikes 6 Startac Upright Stationary Bikes 4 Stairmaster Freeclimbers 4 Stairmaster Stepmills 1 Sprint Torso Ergonomic 1 Rower All equipment is new and the cardio area features 12 flat screen TVs mounted from the ceilingRead MoreLadies Only Fitness Business Plan5890 Words   |  24 Pagesowner of Ladies Only Fitness, has worked in with numerous women in the past five years She has created Ladies Only Fitness in order to fill a need she has seen in fitness services provided to women over the years. From the selection of workout machines to the organization of the child care center, Ladies Only Fitness will create a supportive experience that will bring in new members by word of mouth. 1.1 Mission The mission of Ladies Only Fitness is the following: †¢ Create a woman-focused workout

Legalization of Marjuana - 637 Words

Marijuana should be legal because it has several medicinal benefits, does not cause as much harm as alcohol or tobacco, and has been used by several dignitaries. The origins of marijuana date clear back to before recorded history, but the earliest written mention of it was in 1500 B.C. in the Chinese Pharmacopoeia, titled the Rh-Ya. Emperor Fu also appears to have mentioned it in 2900 B.C., claiming that cannabis was a very popular medicine that possessed both ying and yang. It’s also mentioned several more times throughout history including usage in the Book of Exodus, Bhang (an Indian drink made of cannabis and milk), and possibly even in Bible. It was medically referenced in several places including Ancient Greece, Egypt, and China. Marijuana was made illegal essentially in 1937 by the Marijuana Tax Act. There are a few considerable reasons That it should be re-legalized, however. Marijuana has several medicinal benefits that some have accepted and started the study and use of, although many still dont. These include better treatment for causes of peripheral neuropathy , a relatively safer and better alternative to a great many cancer treatments, and also has fewer and less severe side effects of opioids used in medicine. Tests show that medicinal marijuana is more effective than most commonly prescribed treatments for peripheral neuropathy, which includes diabetes, HIV/AIDS, multiple sclerosis, and spinal cord injuries. According to the CMCR(Center for MedicinalShow MoreRelatedliterature review- should marijuana be legalised?1457 Words   |  6 PagesIncluding people between the ages of eighteen and twenty nine most in favour of its legalisation, and people sixty five and older proved to be most opposed to it (daily mail reporter, 2011) A predominant question in the debate relating to the legalization of marijuana is whether consumption would rise and by how much. Many people are concerned that if the drug became legal it would become more accessible, affordable, and acceptable in society, making an increase in consumption a big possibilityRead MoreEssay on Legalization Of Weed2582 Words   |  11 Pagessubstance rots the brain or leads inexorably to harder substances. The issue of cannabis legalization has been debated ever since the substance was made illegal on April 14, 1930. nbsp;nbsp;nbsp;nbsp;nbsp;Reformers still press legislation today to make the psychoactive plant available to medical patients as well as the general adult population. On of the more prominent groups that lobbies for the legalization of marijuana is NORML (National Organization for the Reform of Marijuana Laws). Most marijuana

Organisational Change Management and Leadership †Free Samples

Question : What is the Organisational Change Management and Leadership ? Answer : Introduction Rapid changes in the business environment in terms of technology and socio-cultural factors forces companies to implement desired changes in the current processes and systems. It is an structured approach that brings transitions in a team, individual and organization to a desired state from the current state. It is an important aspect of the business as it facilitates in reducing the resistance to change among the employees. People tend to resist change in the organization due to which leaders influence their behavior towards change by adopting and implement desired change in the organization (Anderson and Anderson, 2010). Besides this, implementation of the change in the organization help employees to take full participation in the decision making process in the form of their opinions, thoughts and knowledge. This results in increasing the level of commitment among the employees which in turn results in improving their performance. Introduction and execution of the change in the org anization in a successful manner helps in enhancing the productivity of the organization and reducing the overall cost of the company (Graetz, et al., 2012). In addition to this, it also helps in bringing innovation in the organization so as to meet the changes occurred in the business environment. Effective implementation of the changes occurred in the organization helps in gaining competitive advantage over the rivals present in the market. This is because introduction of the change in the organization help employees to deal with the customer objections in an effective way which facilitates in increasing the customer base and profits of the business. In addition to this, there is also an improvement in the quality and production capacity of the organization due to implementation of the changes made in manufacturing processes and technology (Hussey, 2000). This report mainly emphasizes on the changes occurred in the hospitality and tourism industry in Thailand which are aligned to leadership style followed by it. The hotel in a Thailand is located near prime dive sites due to which people can reach there in 30 minutes through a boat ride. The prime sites is located 40 points far away from the hotel. The hotel only captures 12% of divers due to the fact that it caters services to big groups like families and group travelers. There is a need to bring changes in different processes and procedures of the hotel due to the reason to overcome the threat from new entrants in the region. 3 new hotels are entering the market with more than 900 beds and located within a kilometer from the hotel (Dawson, 2003). Marketing The hotel has to bring changes in different business operations for the purpose to keep a pace with a business environment. It is requisite for the organization to bring changes as three new hotels are established near the hotel which creates competition in terms of price for the hotel. The hotels in Thahiti provide accommodation at low cost. Besides this, hotels in Maldives are offering underwater view to the customers which is a unique feature of the hotels. This attracts potential customers and tourists in the hotel. This has become a big competition for the hotel. The hotel needs to provide training to its employees to deal with the customers in an effective manner which in turn helps in increasing the level of satisfaction of the customers. Besides this, it is also necessary for the hotel to provide high quality products to its customers which is manufactured with hygiene (Cameron and Green, 2015). The provision of tasty food and good ambience of the hotel helps in attracting large number of customers. Besides this, provision of tasty and fresh food items at reasonable price helps in reducing the price competition in the market. Nowadays, hotels provide a facility to its customers to make their order by the use of internet (Anderson and Anderson, 2010). Hotel provides a free home delivery facility to its customers so that they receive the products at their door steps by making an order through the use of online mode or through telephone. In addition to this, the three hotels which has become the prime competitors of the hotel has a large customer base in comparison to the hotel. In order to increase the customer base of the hotel, there might be a possibility to implement different promotional techniques such as advertisement on banners near airport, provision of accommodation on reasonable rates and provision of discounts if customers make advance booking by an online mode (Zu mitzavan and Michie, 2015). Along with this, the hotel also needs to provide pick and drop facility to its customers At reasonable price from and to the airport. This also helps in attracting new and potential customers. Besides this, the other changes that needs to be made include provision of different reasonable tour packages to tourists also helps in increasing the overall productivity and profitability of the organization. Besides this, in order to implement the aforementioned changes, it is required for the hotel to adopt transformational leadership style in the organization. Transformational leadership style facilitates in providing opportunity to employees to take part in the decision making process (Kotter, 2013). It can help in bringing changes as it helps in gaining knowledge regarding the customer buying behavior by tracking changes in the tastes and preferences of the customers. Transformational leadership style facilitates leaders to bring the needed change in the organization by working together with their subordinates. In context to the hotel, the manager needs to gain the information regarding the change to be implemented in the organization by receiving feedbacks from the customers online regarding the services and products offered by the hotel. Besides this, waiters and other staff of the organization also provides information related to the changes occurred in the preferences of the customer which help leaders of the organization to take effective decisions related to the strategies to be implemented in the organization (Bertocci, 2009). Vision and tangible outcomes of the change management in hotel The implementation of the potential changes in the organization facilitates in increasing the engagement of the employees in the business operations. This results in increasing their productivity and performance in the organization. The vision of the change management is to increase the customer base of the organization. There is a positive impact of the change management on the productivity and performance of the whole organization. The hotel has added new features in its website which has helped in attracting more number of customers. Customers can provide feedback and attain information regarding different tourist destinations or places that are considered to be visited in Thailand along with their distances from the hotel. In addition to this, it also provides a facility to its customers to take a taxi on rent from the hotel to visit the tourist places in the country (Baker, 2007). Adoption and implementation of Change by implementation of a Transformational Leadership Adoption of transformational leadership by the managers of the hotel has helped in creating a cohesive environment in the organization which in turn facilitates in increasing the productivity and performance of the employees of the organization. Besides this, execution of the transformational leadership has also facilitated in the provision of the pick and drop facility from the airport in a reasonable prices for which customers are ready to pay premium prices. This is because, it results in save of time of the tourists. Besides this, the company has also established an electronic communication network that helps employees and customers to interact with each other in order to make effective decisions. Access to an important information through the use of internet and telephone within the organization help employees to discuss their problems so as to take decisions in an effective manner to handle customer objections and achieve high level of customer satisfaction (Lippke, 2013). It leads to increase in the number of customer base as customers are persuaded to get services provided by the hotel by viewing the reviews of the existing customers on the internet regarding their experiences with the hotel. Transformational leadership as the name suggests refers to the leadership style which is concerned with the bringing transformation in the processes and procedures of the organization to meet the changes occurred in the business environment. This helps the hotel to gain a competitive advantage over its rivals. The company has also provided a facility to its customers of planning a tour for tourists so that they can easily visit different tourists places in a cost effective manner. Besides this, organization also provides training to its employees in order to upgrade their skills and abilities for the purpose increasing their performance and productivity (Aitken and Higgs, 2010). Before the implementation of the change in the hotel through autocratic leadership Before change is implemented in the organization, hotel provides accommodation facilities to its customers at reasonable prices. It has 1117 keys and provide dive sight scene view from the rooms of the hotel which is the good sign of attracting customers. But it does not have large volume of customers. Besides this, there is a presence of autocratic leadership style followed by the people at managerial level in the organization. Autocratic leadership style has a characteristic that it involve central decision making system in which the decisions have been made by the leader by not involving employees and other stakeholders in the decision making. This might results in the inadequate implementation of the changes brought by the leader as people has the tendency to resist change. Therefore, in order to implement change in an effective manner, transformational leadership style is adopted by the management of the hotel as it helps in bringing change in the organization in an intended man ner (Mattiske, 2012). Implementation of a change through the adoption of transformational leadership in hotel Leaders involve workers and employees of the organization in the decision making process which facilitates in convincing the employees that their productivity and performance is improved which results in increasing the sales and profits of the business. Transformational leadership helps in increasing the capture rate from 12% (Beer and Nohria, 2000). This is because, employees have gained a sense of belongingness with the organization and highly motivated to increase their performance by providing superior quality of products and services to its customers at low price and maximum utilization of the available resources. Implementation of the digital communication network helps in providing access of the relevant information to employees so that they can make effective decisions in less time for the purpose of achieving high level of customer satisfaction (By and Burnes, 2012). Current changes made in the hotel and its impact In addition to this, through a communication network, customers can also include their queries online from their convenient place to which solutions are provided by the employees. In addition to this, customer feedback and their queries helps in bringing adequate changes in their policies and procedures for the purpose of remain competitive in the market. Besides this, provision of transportation from and to the airport is also done by slow and fast boats which help customers to reach at the hotel location in less time (Smillie and Hailey, 2001). A GPS system is fitted in the boats that are used to pick and drop from and to the airport. This enables in capturing the information related to the current location of the boat and can easily be communicated with the driver. This also reduces the cost of transportation incurred by the hotel as if there is more number of customers to pick and drop from the airport the driver can collect them and drop them at the hotel (Boonstra, 2012). In or der to implement the change in the information and communication technology, the system developers asks the users of the system regarding different features needed and their needs for the purpose of effective implementation of the system to gain enhanced productivity and performance. This also results in the elimination of the human errors due to the use of automated system in place of manual systems (Bendell, 2016). By the use of automated systems, records can easily be stored and access at any point of time for the purpose of taking decisions in a quick manner. This also results in organizational learning as it results in the development of new skills and upgrading the existing skills for the purpose of carrying out different business operations in an effective manner. If there is an existence of the gap between the expected outcome of the change and actual outcome from the change brought in the organization then corrective actions will be taken by the management in order to improve the performance and productivity of the whole organization (Cummings and Worley, 2014). After the implementation of the new technology in the form of a communication platform in the organization employees can easily share their views, opinions and thoughts with other employees in order to take effective decisions which in turn helps in the increase in the productivity and performance of employees. This also helps in overcoming the competition from the new players in the market (Paton and McCalman, 2008). Provision of the transportation to clients from and to the airport facilitates in spreading awareness regarding the hotel among potential customers which results in an increase in the volume of the customers of the organization. Transformational leaders act as the change agents that provide appropriate information related to the changes that has to be introduced in the organization before bringing change in the organization. People tend to resist change as they are not familiar with the outcomes and the way in which the activities have to be performed by the use of the new technology to be introduced in the organization (Suchy, 2004). Benefit from the adoption of transformational leadership to make changes in the hotel Transformational leadership style is developed in the organization by restructuring the organization. It is requisite to recruit new employees in the organization with the required new skill set. This helps in enhancing the skills of the existing employees by the way of establishment of the common communication platform which enables organizational learning. Autocratic leadership style results in delay of the tasks to be performed by the employees due to non- presence of the proper communication network in the organization. This type of leadership style involves centralized decision making (Hayes, 2014). Besides this, in this type of leadership, employees do not have a direct interaction with the highest level of organization i.e. board of directors. This is the reason, that change in the leadership style is brought in the organization so that the changes in the processes and procedures have been brought by the leaders in order to cope up with the changes occurred in the business env ironment. Besides this, the company also plans to target customers other than the professional divers (Alkhafaji, 2001). The hotel focuses on the customers who are keen to do diving. This is the feature of the hotel that differentiates it from other hotels in the nearby locations. The hotel might adopt differentiation strategy for the purpose of achieving competitive advantage over other players in the market. The hotel is situated near beach due to which customers will be ready to pay premium prices for different activities and facilities especially for diving (Ahmad, Gilkar and Darzi, 2008). This is because Thailand is famous for different water sport due to which providing facilities to international tourists to enjoy different water sports will aid in increasing its revenue. This results in increasing the goodwill of the hotel in the market. Along with this, the hotel also has to adopt cost leadership strategy for the purpose of gaining competitive advantage over the three hotels that are situated within a kilometer from the hotel. The hotel can provide services to its customers at low cost by repl acing manual working to automated systems (Sims, 2006). The hotel has introduced and established intranet through which the information related to customers can be stored in a computer which takes less time in comparison to keeping records of the personal information manually. This has also helped in eliminating the cost incurred in the stationary products such as paper and files. This has also helped in save of time and cost. In addition to this, it also results in increasing the speed of people to make an entry in computer regarding the information related to customers. Use of automated systems has also results in the reducing the number of employees needed to perform the tasks (Ovadje, 2014). It results in reducing the labor cost. In addition to this, installation of the telephones in each room also helps customers to make their order at the reception, so that the people at the desk can make a record in their system which is communicated in the kitchen in an electronic form. This reduces the processing time and waiting time of customers. This also helps in reducing the cost of processing. This also helps in improving the quality of services to be delivered to the customer. Autocratic leadership style does not provide adequate information related to the policies and procedures to be followed in the organization. This has a negative impact on the performance of the employees (Hiatt and Creasey, 2003). Besides this, this also put hurdles in providing information to solve the problems faced by employees. In addition to this, transformational leadership provide opportunity to employees to interact with top level management to solve their problems in an effective manner. This has also helped in increasing their level of commitment of employees in the organization. Employees feel a sense of belongingness with the organization. In addition to this, establishment of a new system that hewlps in providing instant information to employees at different levels helps them to make a decision related to the standard of the quality maintained in the services provided to customers. This help employees to maintain the quality of the services rendered as per the set standard. This has also helped in increasing good experiences of the customers through the services provided to them (Hughes and Wearing, 2016). Key stakeholders of the change initiatives and strategies used to build commitment and engagement Stakeholders are the entities which have some interest in the business operations of the organization. The key stakeholders of the organization include employees, managers, financial institutions and customers. There is a significant impact of the change initiatives and strategies on the stakeholders of the organization. In the beginning people tend to resist change to be brought in the organization. This is because, they are familiar with the tasks to be carried out in a routine manner, although, training has been provided to the existing staff regarding the skills that are required to perform the task by the use of new technology or system to be incorporated in the business (Babaita, Sipos, Ispas and Nagy, n.d). The adoption of the transformational leadership in place of autocratic leadership helps in providing information related to different business operations which helps in bringing transparency in the information provided to the stakeholders. Transparency in the business operations helps in attracting investors to make investment in the business for the purpose of its expansion. This in turn also helps in widening of the target market for the hotel. The hotel not only provides accommodation and transportation facilities but also provide fresh and high quality of food to its customers. Customers are given the priority by the business as it has a direct impact on the sales and profits of the business. Besides this, transformational leadership helps in increasing the engagement and level of commitment of the employees in the organization as itr results in the delegation of authority and responsibility at lower levels in the organization which helps in provision of high quality of services to customers. This is because, the decisions can be taken in prompt manner by the employees (Ogbonna and Harris, 2000). Conclusion It can be concluded that nowadays, it is essential for the business to make changes in the processes and procedures as per the changes taking place in the business environment in order to sustain in the market. Entry of new firms in the hotel industry results in increasing the completion in the industry for existing hotels. A small hotel in Thailand has bought changes in their processes and procedures along with the leadership style which helps it to attain an advantage over its competitors. It can also be concluded the hotel has adopted transformational leadership style as it facilitates in delegation of the authority and responsibility at lower levels in the organization. Along with this, transformational leadership also helps in providing a sense of belongingness among the employees as it provide opportunity to employees to take part in the decision making process. This leads to an increase in the engagement and level of commitment of the employees towards the organization. This r esults in the attainment of the common goals and objectives of the hotel. This helps employees to take quick decisions to provide high quality services and products to its customers. This has resulted in an increase in the customer satisfaction. In addition to this, there is also a change taken place in the communication platform in the form of intranet which help employees to discuss their problems and issues with other employees in a quick manner which aids in enhancing the skills of the employees. Besides this, it also leads to organizational learning in the organization. Besides this, other change have been brought is the installation of the telephone in the rooms so that customers can make order at the reception which transfers information in the kitchen which results in quick delivery of the service to a specified room. It can also be summarized that it results in reducing the labor cost as installation of the automated system has reduced the requirement of the manpower in the organization. Along with this, it also provides opportunity to customers other than the customers living in the hotel to make online booking and make order of the food products online so that the products have been delivered at the doorsteps of t he customers without charging money for the delivery. References Ahmad, S.F., Gilkar, N.A. and Darzi, J.A. 2008. Organisational Behaviour. Atlantic Publishers Dist. Aitken, P. and Higgs, M. 2010. Developing Change Leaders: The Principles and Practices of Change Leadership Development. Routledge. Alkhafaji, A.F. 2001. Corporate Transformation and Restructuring: A Strategic Approach. Greenwood Publishing Group. Anderson, D. and Anderson, L.A. 2010. Beyond Change Management: How to Achieve Breakthrough Results Through Conscious Change Leadership. John Wiley Sons. Anderson, L.A. and Anderson, D. 2010. The Change Leader's Roadmap: How to Navigate Your Organization's Transformation. John Wiley Sons. Babaita, C., Sipos, G., Ispas, A. and Nagy, A. n.d. Leadership style and culture for innovation in hotel industry. Proceedings of the 5th WSEAS International Conference on Economy and Management Transformation 2, pp. 526-531. Baker, D. 2007. Strategic Change Management in Public Sector Organisations. Elsevier. Beer, M. and Nohria, N. 2000. Breaking the Code of Change. Harvard Business Press. Bendell, T. 2016. Building Anti-Fragile Organisations: Risk, Opportunity and Governance in a Turbulent World. Routledge. Bertocci, D.I. 2009. Leadership in Organizations: There is a Difference Between Leaders and Managers. University Press of America. Boonstra, J.J. 2012. Cultural Change and Leadership in Organizations: A Practical Guide to Successful Organizational Change. John Wiley Sons. By, R.T. and Burnes, B. 2012. Organizational Change, Leadership and Ethics: Leading Organizations Toward Sustainability. Routledge. Cameron, E. and Green, M. 2015. Making Sense of Change Management: A Complete Guide to the Models, Tools and Techniques of Organizational Change. Kogan Page Publishers. Cummings, T.G. and Worley, C.G. 2014. Organization Development and Change. Cengage Learning. Dawson, P. 2003. Understanding Organizational Change: The Contemporary Experience of People at Work. SAGE. Graetz, F., et al. 2012. Managing Organisational Change, Google eBook. John Wiley Sons. Hayes, J. 2014. The Theory and Practice of Change Management. Palgrave Macmillan. Hiatt, J. and Creasey, T.J. 2003. Change Management: The People Side of Change. Prosci. Hughes, M. and Wearing, M. 2016. Organisations and Management in Social Work: Everyday Action for Change. Sage. Hussey, D.E. 2000. How to Manage Organisational Change. Kogan Page Publishers. Kotter, J.P. 2013. Leading Change, With a New Preface by the Author. Harvard Business Press. Lippke, T. 2013. Organisational Change and Change Management. GRIN Verlag. Mattiske, C. 2012. Managing Organizational Change. AudioInk. Ogbonna, E. and Harris, L.C. 2000. Leadership style, organizational culture and performance: Empirical evidence from UK companies. International Journal of Human Resource Management 11(4), pp. 766-788. Ovadje, F. 2014. Change Leadership in Developing Countries. Routledge. Paton, P.R.A. and McCalman, J. 2008. Change Management: A Guide to Effective Implementation. SAGE. Sims, R.R. 2006. Human Resource Development: Today and Tomorrow. IAP Smillie, I. and Hailey, J.M. 2001. Managing for Change: Leadership, Strategy, and Management in Asian NGOs. Earthscan. Suchy, S. 2004. Leading with Passion: Change Management in the 21st-Century Museum. Rowman Altamira. Zumitzavan, V. and Michie, J. 2015. Personal Knowledge Management, Leadership Styles, and Organisational Performance: A Case Study of the Healthcare Industry in Thailand. Springer.

Social Responsibility, Consumerism, and the Marketing Concept Essay Example

Social Responsibility, Consumerism, and the Marketing Concept Essay SOCIAL RESPONSIBILITY, CONSUMERISM, AND THE MARKETING CONCEPT Robert D. Winsor, Loyola Marymount University ABSTRACT This paper compares the often-criticized selling orientation or selling concept with the commonly-praised societal marketing concept from the perspectives of consumer rationality and persuasibility. It is suggested that both orientations view consumers as relatively irrational and as easily prone to manipulation by marketers. The implications of this similarity are explored from the perspectives of consumerism and social responsibility. INTRODUCTION Critics of marketing have consistently attacked the discipline for discounting consumers intelligence and capacity for rational choice and for deliberately confounding consumers in their efforts to make rational, informed, unbiased, and free economic choices. At the same time, societal trends have pushed U. S. businesses in the direction of increasing concern for social issues and attention to long-run consumer welfare. The aforementioned criticisms and pressures for increasing social responsibility are largely driven by the same social paradigms and constituents. Yet, it is noteworthy that the ultimate result of an expanded social responsibility of business is the concomitant diminishment of free consumer choice. Moreover, this obstruction of consumer discretion is the inevitable consequence of presumptions of consumer irrationality. Thus, while groups such as consumerists have often criticized marketers explicitly for rejecting notions of consumer rationality, these same groups and sentiments have forcefully promoted the social responsibility of business and the societal marketing concept as advancements in business thought and practice. We will write a custom essay sample on Social Responsibility, Consumerism, and the Marketing Concept specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Social Responsibility, Consumerism, and the Marketing Concept specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Social Responsibility, Consumerism, and the Marketing Concept specifically for you FOR ONLY $16.38 $13.9/page Hire Writer As a result, contradictions can be seen to exist within the consumerist agenda, and are apparent (but unacknowledged) in the societal marketing concept and calls for increasing the responsibility of business toward social issues and concerns. The goal of this paper is to expose these contradictions and to elaborate upon their implications for business and society in general. THE EVOLUTION OF THE MARKETING CONCEPT In January of 1960, the marketing discipline entered a new age. In this year, we were presented with no ground-breaking theory, no pioneering methodology, no brilliant adaptation of another disciplines construct, and no monumental grant. We were, however, given something we would come to treasure much more highly than any of these. We were provided a raison detre and a philosophical foundation. It was on this date that the Journal of Marketing published an article by Robert Keith (1960) entitled The Marketing Revolution. And, since its publication, marketers have been able to feel justified in believing that their efforts were not only indispensable, but that they have been instrumental in bringing about sweeping improvements in the evolution of business practice. Although the revolution described by Keith has been tamed to become the evolution of the marketing concept, and the generalizablity of the evolution it described has been questioned by some (e. g. Fullerton, 1988), the transformation in American business described by Keiths model has no netheless served as a source of explanation and justification for marketing academicians. The post-evolution marketers have been lent a degree of dignity and a sense of purpose which was conspicuously lacking before. Prior to this date, marketers were perceived to be at best superfluous, and at worst dishonest or unscrupulous. Not that the average citizen considers marketing in any different light today, but the belief in an evolution of the marketing concept has allowed the academic marketing community a certain degree of self-respect. In his article, Keith described four eras or periods of thought and practice through which his organization, The Pillsbury Company, progressed. Keith believed that these eras were characteristic of most businesses which were contemporaries of Pillsbury, and thus speculated that an overall movement was in evidence. Since the publication of Keiths article, other writers have modified, refined, and extended the basic thesis advancing this evolutionary process: The most noteworthy and well-known of these descriptions is that of Philip Kotler. Kotler describes five alternative concepts or philosophies through which most businesses have evolved. Although any given business can operate under any of the philosophies, the underlying precept of the evolution thesis is that these philosophies form a hierarchy, with later philosophies being superior to those of earlier eras (Keith, 1960; Kotler, 1994). The implication is that to move from a lower level (earlier) philosophy to that on a higher level (later) is not only insightful, but also good business. The first eras or business philosophies are termed the product and the production concepts. The product concept emphasizes product quality and/or performance, and assumes that at least some consumers are knowledgeable enough to recognize and respect superior attributes in these areas. The production concept focuses upon systems for producing large volumes of products in an effort to drive down costs by exploiting economies of scale. This philosophy is based upon the assumption that most consumers not only recognize, but prefer high value (benefits price) offerings and are knowledgeable and rational in selecting among alternative products. A later era is known as the selling concept, and is based upon the premise that consumers are relatively uninformed regarding product attributes, or base their selection upon fashion or other non-rational criteria. Moreover, this orientation assumes that consumers are easily influenced. As a result, organizations employing the selling concept typically resort to aggressive selling and promotional efforts, with the goal of seducing or coercing customers into purchasing the product. A considerably higher plane of enlightenment is represented by the marketing concept era. The marketing concept is considered to be a quantum leap up the evolutionary hierarchy, and continues to be embraced by a great number of marketing scholars and businesses. The marketing concept holds that the key to achieving organizational goals consists in determining the needs and wants of target markets and delivering the desired satisfactions more effectively and efficiently than competitors (Kotler, 1994, p. 18; 1977a). The motto of the marketing concept is find a need and fill it, and its credo is The Customer is King. Like the product and production concepts, but unlike the selling concept, the marketing concept is founded upon the assumption that consumers are knowledgeable, intelligent, and rational, and base their product purchases upon a careful consideration of the relationship between their own needs and product attributes. As a result, the fundamental premise of the marketing concept becomes a focus on the consumer as the pivotal point for all business activity (Barks dale and Darden, 1971). The thinking underlying the marketing concept was espoused as early as the 1940s and 1950s (Samli, Palda, and Barker, 1987; Bell and Emory, 1971). In 1958 the term marketing concept was coined to describe the philosophy behind this approach (see McKitterick, 1958), and by 1965 practically all introductory marketing texts included some discussion of the new marketing concept (Bell Emory, 197 1). The reason that the marketing concept was considered a major breakthrough in business philosophy is that it represented the antithesis of the product, production, and selling concepts. Rather than taking an existing product and endeavoring to modify demand for it by adding features, reducing price, or varying promotional technique, the marketing concept holds that businesses should first determine the existing needs in the marketplace and then design and produce a product to satisfy this need. In this sense the marketing concept is driven by the needs of the marketplace, rather than the existing abilities of the firm. The fifth, and supposedly highest stage of evolution in marketing philosophies is what Kotler terms the societal marketing concept. In each of his writings referencing the marketing concept, Kotler (1972, 1977b, 1994) clearly states his belief that the societal marketing concept embodies a higher and more enlightened plane of marketing thought and practice, and suggests that this new concept represents an attempt to harmonize the goals of business to the occasionally conflicting goals of society. As such, it postulates that the the organizations task is to determine the needs, wants, and interests of target markets and to deliver the desired satisfactions more effectively and efficiently than competitors in a way that preserves or enhances the consumers and societys well-being (Kotler, 1994, p. 29). It should be noted that the societal marketing concept is founded upon one dominant and critical proposition. This is the assumption that consumers wants do not always coincide with their long-run interests or societys long-run interests, and that, given this, marketers should place the emphasis on long-run consumer and societal well being (Kotler, 1977b). As a result, the societal marketing concept represents an endorsement and justification for the social responsibility of business in contemporary society, and a refutation of Milton Friedmans infamous assertion that the social responsibility of business is to make a profit (Friedman, 1962). THE CONSUMERISM MOVEMENT AS THE CATALYST FOR THE SOCIETAL MARKETING CONCEPT The latest consumerism movement is a cause that has been accumulating momentum for over 30 years in the U. S. , and its disciples assert that all consumers have an inherent right to products which are: safe in use (and even misuse), effective for the use designed, economical, reliable, honestly labeled and advertised, and benign in their impacts upon the environment. Moreover, consumerists have been very proactive in seeing that these rights are guaranteed to individual consumers, either by the firms selling the products, or by the government of this country. Adherents of consumerism tend to believe that businesses are so overwhelmingly motivated by the desire to make a profit that they commonly compromise the quality of the product offerings, thereby jeopardizing the safety of consumers. Consumerists cite examples of this greed, such as the Beech-Nut case involving the sale over 10 years of millions of cases of apple juice which was in reality only sweetened, flavored water (Business Week, 1988). The fact that such a large number and variety of these cases exist and continue to be exposed on a regular basis lends a great deal of credibility to the consumerism movement and its underlying assumptions. In explaining the rise of consumerism, Peter Drucker blamed the marketers for failing their consumers and publics in using the marketing concept: We have asked ourselves where in the marketing concept consumerism fits or belongs. I have come to the conclusion that, so far, the only way one can really define it within the total marketing concept is as the shame of the total marketing concept. It is essentially a mark of failure of the concept (Drucker, 1969) This quote is now famous to marketing practitioners, scholars, and critics alike, and the legitimacy of Druckers view is generally conceded. In the same year that Drucker made this accusation, Business Week (1969) also asserted that In the very broadest sense, consumerism can be defined as the bankruptcy of what the business schools have been calling the marketing concept. These condemnations of the marketing concept reflected a general assumption within both the business and academic spheres regarding the implications of consumerisms growing popularity. A substantial portion of scholars and managers surveyed in 1971, for example, believed that the rise in consumerism was a direct reflection of the inadequacy of the marketing concept (Barksdale and Darden, 1971). As the presumed response to the failure of the marketing concept, then, the consumerist movement became the foundation for a revised marketing concept which Kotler (1972) proposed as the successor to the failed marketing concept. As in earlier stages of the marketing philosophy evolution, the societal marketing concept was ostensibly constructed upon the ruins of its immediate predecessor. Since the most recent consumerist movement in the U. S. served as the catalyst for todays conceptualization and implementation of the societal marketing concept, it would seem important to understand the modern origins of this movement. ORIGINS OF THE MODERN CONSUMERISM MOVEMENT Writing in 1987, the Auto Editors of Consumer Guide described one car as perhaps the most sophisticated (certainly one of the most ambitious) cars ever to come from Detroit (Langworth and Robson, 1987, p. 51). These authors went on to proclaim that these were the kind of cars we should have had in the 1970s, and didnt. The car was the Chevrolet Corvair of the 1960s, and its conspicuous absence in the 1970s was the direct result of what many consider to be both consumerisms explosive postwar debut and also its finest hour. Indeed, the tomb of the Corvair became the foundation of consumerism as we know it today. While business historians (e. g. , Halberstam, 1986) are eager to criticize Detroits apparent indiff erence and ineptitude regarding the 1970s invasion of small, economical automobiles from foreign countries and the oil crisis which precipitated this invasion, this blame has been clearly misplaced and undeserved. In 1959, General Motors, acknowledging an existing need in the marketplace for a small, inexpensive, sporty, and fuel-efficient automobile, designed and marketed a vehicle to fill this need. This automobile, the Corvair, was indeed revolutionary in many respects, having four-wheel independent suspension, a rear-mounted air-cooled six-cylinder engine, the option of turbo-charging (a first), and an exhaust system design which would be used on a majority of automobiles for years to come. Both the Corvair and its functional, but considerably more primitive predecessor, the Volkswagen Beetle, were designed, built, and marketed with the highest regard for the marketing conceptoffering lower-income consumers the opportunity to own an economical, reliable, and fun-todrive automobile. Both cars were strong sellers, and appeared to satisfy a number of preexisting needs in the marketplace. In 1960, Consumer Reports praised the Volkswagen for its good workmanship, and handling and roadability which were well ahead of the U. S. average. Additionally, about the worst thing that Consumer Reports could find to say about the Corvair was a remark about its unimpressive trim quality (cf. Abernathy, Clark, and Kantrow, 1983). Unfortunately for many consumers, Ralph Nader would use these cars as a catapult for his career, and in so doing, would become synonymous with the consumerism movement. In 1965 he wrote a book entitled Unsafe at Any Speed, in which he criticized General Motors as being irresponsible, greedy, and unconcerned for the publics safety. Nader used the Corvair as the books primary example, developing an elaborate, scathing, but also relatively misplaced criticism of the Corvair. Due to the negative publicity which the book generated, the book dealt a death blow to the Corvair, which immediately began a downward sales spiral toward its eventual extinction in 1969. Inspired by the success of Unsafe at Any Speed, an equivalently brutal and faulty criticism of the Volkswagen Beetle was written in 1971 by a colleague and ally of Nader, and was entitled SmallOn Safety (Dodge, 197 1). Since, by the time of this books publication, millions of Volkswagens were on the road and were well-regarded as providing reliable, economical, and serviceable transportation, the book failed to achieve any credibility, and did little harm to Volkswagens sales. What should have been evident to readers of either book and to consumers in general, but was perhaps not appreciated until much later, was that it was physically impossible to construct a small economy car which was as safe as the leviathan Cadillacs, Lincolns, and Chryslers of the same period. Had a well-designed car such as the Honda Civic (or any other contemporary compact automobile) been introduced into the market in the 1960s, it too would have certainly been labeled as unsafe, and forced off the market. THE SOCIETAL MARKETING CONCEPT AND THEORY X The societal marketing concept is largely congruent with the multiple constituency model of organizations (Kimery and Rinehart, 1998), and general notions of the responsibility or obligation of businesses to social and environmental stakeholders. Contrasted to the marketing concept or orientation, which posits the direct and simple relationship between organizational profitability and responsiveness to customer needs and concerns, the societal marketing concept or multiple constituency model suggests that success is highly dependent upon an organizations attentiveness to all constituencies simultaneously (Kimery and Rinehart, 1998). Yet due to the common opposition between immediate consumer needs and long-term societal and individual needs, the simultaneous satisfaction of all of these demands is frequently difficult if not impossible. Moreover, the focus upon un-stated or long-term customer needs and a concomitant discounting of stated consumer desires have distinct overtones of corporate or governmental paternalism and the assumptions of producer or governmental sovereignty, which this perspective necessarily implies. In short, where the marketing concept is the economic equivalent of the democratic process, the societal marketing concept is antithetical to the tenets of democratic equality and more comparable to economic fascism. In an eloquent paper outlining the conceptual foundations of his societal marketing concept, Kotler adapted Douglas McGregors managerial Theory X / Theory Y to illustrate alternative perspectives of customers (Kotler, 1977b). According to McGregor, Theory X managers view their employees as being lazy, ignorant, gullible, suspicious, and disloyal. In contrast, Theory Y managers view their employees as informed, intelligent, motivated, unique, and rational (McGregor, 1957, 1985). In his adaptation, Kotler makes the assertion that businesses subscribing to the philosophy embodied within the societal marketing concept make assumptions about their customers which are consistent with Theory Y (as opposed to Theory X). In other words, Kotler believes that the societal marketing concept is philosophically consonant with a perspective of the consumer as informed, intelligent, and rational, suggesting the higher plane of enlightenment shared by adopters of this concept and alluding to the concepts supposed capacity for consumer empowerment. Although Kotler makes a valuable contribution in adapting this managerial framework to the marketing discipline, he grossly errs in his interpretation. A far more plausible observation is that the societal marketing concept is solidly built upon Theory X assumptions about consumers on the part of the marketer. According to Kotler (1977b), societal marketers are more attuned to the buyers unexpressed needs than overexpressed wants, and place an emphasis upon long-run consumer and societal well being. Because of this, the societal marketing concept clearly forces or compels marketers to make judgments about what is best for consumers, and what needs are valid (as opposed to those that are spurious or unwholesome). It is in this way that the societal marketing concept becomes the ultimate subscriber and underwriter to the Theory X mentality. The conceptual foundation of the societal marketing concept (as well as of the consumerism movement) rests eavily upon the belief that the individu al consumer is unable to look out for him/herself, is gullible, ignorant, easily misled, does not know what is actually in his/her own best interest, and thus needs to be protected from powerful and unscrupulous marketers. In this way, the belief that the role of the marketer is to interpret what is best for society and individuals necessitates the assumption that individuals do not and cannot know what is best for themselves. Nor is this an overstatement of the societal marketing concepts goals and assumptions. Bell and Emory (1971, p. 40), proponents of this concept, assert that The typical consumer is at such a disadvantage that he cannot assure his own effectiveness. Business has the responsibility to help him, and if business fails then the government or other parties must act on the consumers behalf. In addition, in circumstances where the buyer is unwilling or unable to make rational decisions, Bell and Emory believe that It is the duty of business to promote proper consumption values (Bell Emory, 197 1, p. 40, emphasis added). Yet these are precisely the paternalistic attitudes which characterize the Theory X manager according to McGregor. The fact that some consumers may choose to buy a subcompact automobile because they prefer economy over a certain degree of safety, or that some choose to subsist on McDonalds hamburgers, fries and milkshakes despite their unhealthfullness does not imply that these individuals are stupid, or gullible, or that they need to be enlightened by consumerism or societal marketing techniques, This is in fact the precise point at which the evolution of the marketing concept breaks down. The marketing concept holds that marketers should strive to supply products for every consumer need, provided these needs are not grossly threatening to society, and that any decision the customer makes to serve his own perceived selfinterest is rational (Bauer Greyser, 1967). It is thus impossible to interpret the societal marketing concept as anything but a move backward into the period where the selling concept ruledwhere consumers were ignorant, irrational, and easily anipulated by more insightful marketers. CONCLUSIONS AND IMPLICATIONS While consumerists and other critics of the selling concept regularly and loudly chastise business organizations for employing marketing strategies and campaigns which are ostensibly based upon assumptions of consumer ignorance and irrationality, these same guardians of consumer interest are typically synonymous with those pushing organizations most forcefully into programs of social responsibility and the societal marketing concept. Yet, as noted above, the agenda of social responsibility in business is clearly based upon assumptions of equal (or even greater) degrees of consumer ignorance and irrationality. Disciples of the societal marketing concept appear to be largely oblivious to the relatively absurd levels that businesses have been pushed by forces in concert with their agenda. (Witness the warning on McDonalds coffee cups: Caution: HOT! . . . CAUTION: CONTENTS HOT! Caution: HOT! . . . Caution: HOT! . . . WARNING: HOT! /! .. which are combined with a corollary reduction in the temperature of the liquid itself actions which were necessitated by the infamous multimillion dollar legal claim against the company a lawsuit which was applauded by numerous consumerist groups. ) But, as Levitt noted in 1958, self-conscious dedication to social responsibility may have started as a purely defensive maneuver against strident attacks on big corporations and on the moral efficacy of the profit system. But defense alone no longer explains the motive. The motive for corporate social responsibility and the overwhelming push for social responsibility in the pursuit of sales now arises out of the industrial sectors near-total dependence on social trends and the sentiment of a minority of consumers. Corporations that have been beaten into submission by frivolous lawsuits and that are afraid to arouse consumerist accusations of indifference have been forced to pander to the lowest common denominator of consumer passivity, ignorance, and laziness. As predicted by McGregor, these Theory X attitudes and actions have subsequently bred and reinforced the very passivity, ignorance, and laziness in consumers they were designed to anticipate and amend. Ironically, the similarities between the selling concept and the societal marketing concept regarding their shared assumption of consumer ignorance can be seen as forming the perfect foundation for either societal altruism or, alternatively, opportunistic exploitation. In many cases, these efforts can be difficult to distinguish from one another, and apparent acts of altruism or social responsibility can provide the perfect camouflage for exploitation. Because organizations are rapidly becoming aware of the power of greenconsumers, for example, there is a significant temptation to advance this agenda through the marketing program as a powerful device for cultivating customer loyalty and anesthetizing consumer prudence and vigilance. As Kotler (1994, p. 30) notes, a number of companies have achieved notable sales and profit gains through adopting and practicing the societal marketing concept. One of the two shining examples Kotler cites is The Body Shop, started by Anita Roddick in 1976. This organization has experienced phenomenal sales growth by actively promoting its products as all-natural, environmentally friendly, and non-animal-tested, and its business practices as sociallyconcerned. Moreover, Roddick has frequently and publicly ridiculed other cosmetics companies, noting that they are run by men who create needs that dont exist (Zinn, 1991). Indeed, The Body Shop became in the 1980s the prototype that all earth-friendly businesses would seek to emulate. As the vanguard of social responsibility, The Body Shop and its founder became the beneficiary of huge volumes of positive publicity, international acclaim, and consumer goodwill. Yet recent explorations into The Body Shops products and business practices have found elements which yield a stark contrast to the public images and perceptions noted above. Products of the company have been found to be largely petrochemical-based and of relatively poor-quality, and a large proportion of them have been tested on animals. In addition, the socially-enlightened business practices of this company have been exposed as creative public relations efforts, and the FTC has nvestigated the firm for fraudulent business dealings (Entine, 1993; Buszka, 1997). Clearly, it must inevitably be those organizations which are encouraged to view their consumers as ignorant or irrational that can and will most easily extend that notion to discover opportunities for exploiting that ignorance and irrationality. It is for this reason that those espousing the societal marketing concept and the social responsibility of business can be seen as the greatest danger to consumer sovereignty and con sumer welfare. As Lord Acton observed, power corrupts, and absolute power corrupts absolutely. Yet it is a corollary rule that in reducing one individuals power, all others with whom that person deals have their relative power increased. By forcing consumers into the roles of ignorant, helpless, and mindless children in need of protection and corporate welfare, advocates of the societal marketing concept have liberated consumers from both responsibility and power, and have concomitantly made business more powerful. REFERENCES Abernathy, W. Clark, and Kantrow (1983), Industrial Renaissance; Producing a Competitive Future for America, New York: Basic Books. Bauer, R. and S. Greyser (1967), The Dialogue That Never Happens, Harvard Business Review, (November-December), 186-190. Barksdale, Hiram C. and Bill Darden (1971), Marketers Attitudes Toward the Marketing Concept, Journal of Marketing, 35 (October), 28-36. Bell, M. and W. Emory (1971), The Faltering Marketing Concept, Journal of Marketing 35, (Oc tober), (37-42). Business Week (1969), Business Responds to Consumerism, September 6, 95. Business Week (1988), What Led Beech-Nut Down the Road to Disgrace, February 2, 124-127. Buszka, Sharlene (1997), A Case of Greewashing: The Body Shop, in Proceedings of the Association of Management and the International Association of Management l5th Annual International Conference, Organizational Management Division, Volume 15, Number 1, 199-294. Dodge, Lowell (1972), SmallOn Safety: The Designed-In Dangers of the Volkswagen, New York: Grossman. Drucker, P. (1958), Marketing and Economic Development, Journal of Marketing, (January), (252-259). _________(1969), Consumerism: The Opportunity of Marketing, address before the National Association of Manufacturers, New York, April 10, later printed as The Shame of Marketing, Marketing Communications, August, 1969, 60. Entine, Jon (1994), Shattered Image: Is the Body Shop Too Good to Be True? Business Ethics, (September/October). Friedman, Milton (1962), Capitalism and Freedom, Chicago: University of Chicago Press. Fullerton, Ronald A. (1988), How Modern is Modern Marketing? Marketings Evolution and the Myth of the Production Era,' Journal of Marketing, 52 (January), 108-125. Halberstam, David (1986), The Reckoning, New York: Avon Books. Keith, R. (1960), The Marketing Revolution, Journal of Marketing, 24(January), 35-3 8. Klein, T. (1979), Contemporary Problems, Marketing Theory, and Futures Research, in Conceptual and Theoretical Developments in Marketing: AMA Proceedings, 258-263. Kimery, Kathryn M. and Shelley M. Rinehart (1998), Markets and Constituencies: An Alternative View of the Marketing Concept, Journal of Business Research, 43, 117-124. Kotler, P. (1977a), From Sales Obsession to Marketing Effectiveness, Harvard Business Review (November-December), 67-75. _______(1972), What Consumerism Means for Marketers, Harvard Business Review, (May-June), 48-57. ________(1977b), Considerations In a Theory of Humanistic Marketing, Working Paper, Graduate School Of Management, Northwestern University. ________(1994), Marketing Management: Analysis, Planning, and Control, eighth edition, Englewood Cliffs, New Jersey: Prentice-Hall, Inc. ________, and S. Levy , (1969), Broadening the Concept of Marketing, Journal of Marketing, (January), 10-15. Langworth, Richard M. nd Graham Robson (1987), The Complete Book of Collectible Cars, 1930-1980, New York: Beekman House. Levitt, T. (1958), The Dangers of Social Responsibility, Harvard Business Review, 36, 5(September-October), 41-50. _______(1960), Marketing Myopia, Harvard Business Review, (July-August). _______(1977), Marketing When Things Change, Journal of Marketing, (NovemberDecember), 107-113. McGregor, D. (1957), The Human Side of Enterprise, Management Review (November), 22-28. McGregor, D. (1985), The Human Side of Enterprise, New York: McGraw-Hill. McKitterick, J. (1958), What is the Marketing Management Concept? in The Frontiers of Marketing Thought and Science, Chicago: American Marketing Association, 71-82. Nader, Ralph (1965), Unsafe At Any Speed: The Designed In Dangers of the American Automobile, New York: Grossman. Samli, A. , K. Palda, and A. Barker (1987), Toward a Mature Marketing Concept, Sloan Management Review (Winter), 45-5 1. Zinn, Laura (1991), Whales, Human Rights, Rain Forests And the Heady Smell of Profits, Business Week, July 15, 114-115.