Marketing after the COVID-19: crisis adaptation, innovation and sustainable technological advances
Today’s world changed tremendously after the COVID-19 pandemic. This crisis has, in turn, started or accelerated some of the globalisation processes that took root after the fall of the Berlin wall. A free to movement of people and goods without borders restrictions has allowed free zones, foreign direct investment, and so forth. This continuous evolution was perceived to be unbounded. With COVID 19, the beginning of a new era started. The increased closure of countries, appearance of regional differences, and the return to the state as a player limiting and regulating the markets is a reality. This was not anticipated before the COVID-19 global crisis. On the backdrop of this, technological advancements have facilitated the raise of new global powers. There seems to be an involution to the times of the cold war with all its mechanisms of restrictions. To complicate matters further, the use of the medical discoveries such as COVID vaccination have been deployed in the battle of political and economic influence.
In these scenarios, marketing tools are indubitably evolving as well. This evolution is rather catalysed by these challenging times. Marketing has traditionally versed with the themes of competitiveness, problem-solving and providing and understanding the customer and their connected buyer and seller systems (Gamble et al, 2011). In the 21st century, the theory of marketing have focused on the exchange of service, putting service as the fundamental basis of exchange (Vargo & Lusch, 2004). This has been termed as service dominant logic theory (SDL). This theory is particularly appealing. However, this view is not free of criticisms because it seems to blindly advocate technological advancement at the expense of explanatory theory (O'Shaughnessy & O'Shaughnessy, 2009).
Consumers today should not be seen as passive objects to be targeted, segmented and researched. On the contrary, with their skills, imagination and capacity for innovation, they can create experiences and value. Consumers are not individuals, but they are more interconnected and part of networks (Baron et al, 2010). Marketing must play a key role for innovativeness. Efrat et al (2017) suggested that companies should develop key marketing-related capabilities for innovation efforts and for value creation. Amongst them, they included market intelligence, marketing adaptability, and task cohesion. These authors findings’ highlight the vital importance of adaptability as a moderator for innovativeness.
On the other hand, this crisis has highlighted the needs for sustainability marketing. As posited by Font & McCabe (2017) sustainability marketing has the potential of employing tools and techniques of marketing for good purposes. For example, tourism marketing should not be guided by hedonistic and consumerist pursuits. On the contrary, marketing should help in designing more sustainable products and services. Marketing communication must be focused on communication with the aim to bring behavioural change.
In light of all of the above, this special issue calls for scholarly contributions such as research papers, literature reviews and discussion papers regarding these important themes. The guest editors invite submissions that look into the issues of crisis adaptation, marketing paradigms, shifts, marketing and innovation, market and service development, sustainable use of technological advances, conscientious brand development, sustainable services marketing and so forth.
Baron, S., Patterson, A., Warnaby, G., & Harris, K. (2010). Service-dominant logic: marketing research implications and opportunities. Journal of Customer Behaviour, 9(3), 253-264.
Efrat, K., Gilboa, S., & Yonatany, M. (2017). When marketing and innovation interact: The case of born-global firms. International Business Review, 26(2), 380-390.
Gamble, J., Gilmore, A., McCartan-Quinn, D., & Durkan, P. (2011). The Marketing concept in the 21st century: A review of how Marketing has been defined since the 1960s. The marketing review, 11(3), 227-248.
O'Shaughnessy, J., & O'Shaughnessy, N. J. (2009). The service‐dominant perspective: a backward step?. European Journal of Marketing, 45(5/6), 784-793
Vargo, S.L., & Lusch, R.F. (2004). Evolving to a new dominant logic for marketing. Journal of Marketing, 68(1), 1-17.
Dr. Katia Iankova, Higher Colleges of Technology, UAE. Email: firstname.lastname@example.org
Dr. Pedro Longart, Higher Colleges of Technology, UAE. Email: email@example.com
Prof. Dr. Ibrahim Sirkeci, University of Wales Trinity Saint David, UK. Email: firstname.lastname@example.org