The Psychology of Marketing: Cross-Cultural Perspectives

The Psychology of Marketing: Cross-Cultural Perspectives

The Psychology of Marketing: Cross-Cultural Perspectives

The Psychology of Marketing: Cross-Cultural Perspectives


This comprehensive guide to both the theory and application of psychology to marketing comes from the author team that produced the acclaimed Customer Relationship Management. It will be of immeasurable help to marketing executives and higher level students of marketing needing an advanced understanding of the applied science of psychology and how it bears on consumers; on influencing; and on the effective marketing of organizations themselves, as well as of products and services. Drawing on consumer, management, industrial, organizational, and market psychology, The Psychology of Marketing's in-depth treatment of theory embraces: - Cognition theories. - Personality, perception and memory. - Motivation and emotion. - Power, control, and exchange. Complemented by case studies from across the globe, The Psychology of Marketing provides a trans-national perspective on how the theory revealed here is applied in practice. Marketers and those aspiring to be marketers will find this book an invaluable help in their role as 'lay psychologists'.


The following textbook is oriented toward all students interested in gaining an overview of those psychological theories that may be considered relevant within market psychology. Each theory is presented in its key propositions. Subsequently possible applications are given. At the beginning there is an introductory chapter dealing with market psychology and its theoretical, scientific classification. Then we start in with an examination of cognition-oriented theories. Cognitions are all elements of thought that a person can experience of himself or of his environment: opinions, insights, hopes, expectations, memory contents. All of these cognitive theories have something in common: they show how people deal with information (that is, with possible new cognitions) and how they change in the process of doing so. People do not experience the world the way it really is, but do so rather in a distorted manner. They proceed according to existing assumptions, look for comparisons that correspond with their worldviews, adapt information to their expectations, experience many items of information as constricting of freedom and as threatening, explain the world, process information more or less intensively, and make use of prefabricated concepts in information processing. For all of these statements there is a cognitive theory, or several cognitive theories, dealt with in Chapters 2 to 9.

The next section (Chapters 10 to 13) deals with a person’s development, with the ensuing personality, capacity to learn, perception, and cognition, and the resultant memory contents and structures.

This is followed by emotion and motivation theories (Chapters 14 and 15), which in many ways can be seen as complementary to cognitive theories. It is said that in psychology there is a cognitive school on the one hand, and an emotional/motivational school on the other hand. We do not subscribe to this. We tend more to see overlaps and supplementations.

The theories of “power, control, and exchange” are particularly relevant for a market psychology. These are the topics of Chapters 16 to 18. Power is any potential a person or authority has to influence the behavior of other people. In markets, influence is exercised over the behavior of other market participants to a significant degree. On the other hand everyone seeks to have control over him or herself; they seek to avoid external influence. The relevance of exchange theories in turn arises directly out of the essence of markets. Markets are oriented toward exchange. Thus markets can be explained via power structures.

Chapter 19 is of particular interest for prospective managers. Everyone who is trusted with marketing or other leadership tasks in the management of all manner of organizations will attempt to exercise influence over others. In this regard they have developed assumptions concerning the possibilities of exercising influence. They also have hypotheses regarding the psychology of the people to be influenced. However, these are largely lay hypotheses. In the psychological sense these managers engage in a lay search for insight into the psychology of the other market participants. They are “amateur psychologists”. It is exactly this that is the subject matter of lay psychology. Here, so to speak, the mirror is held up to management.

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