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Abstract:
During the past half century, marketers generally have heeded Levitt's (1960) advice to avoid "marketing myopia" by focusing on customers. We argue that they learned this lesson too well, resulting today in a new form of marketing myopia, which also causes distortions in strategic vision and can lead to business failure. The New Marketing Myopia stems from three related phenomena: 1) a single-minded focus on the customer to the exclusion of other stakeholders; 2) an overly narrow definition of the customer and his/her needs; and 3) a failure to recognize the changed societal context of business that necessitates addressing multiple stakeholders. We illustrate these phenomena and then offer a vision of marketing management as an activity that engages multiple stakeholders in value creation, suggesting that marketing can bring a particular expertise to bear. We offer five propositions for practice that would help marketers correct the myopia: 1) map the company's stakeholders, 2) determine stakeholder salience, 3) research stakeholder issues and expectations and measure impact, 4) engage with stakeholders, and 5) embed a stakeholder orientation. We conclude by noting their implications for research.

Marketing Myopia, Stakeholders, Corporate Social Responsibility, Marketing and Society

Abstract:
Teaching Modules are sets of cases, references, and other materials organized around a special theme. While a single case or reading can be illuminating, a set of materials can show you multiple points of view on an issue, the main debates around an issue, or how a case comes to life through supplementary articles from the business press. For faculty members, Teaching Modules are closer to the kinds of integrated assignments that would appear on a course syllabus. We welcome your comments on how you might use the Teaching Modules or ideas for creating or adding to Teaching Modules.

When the challenges of HIV/AIDS in developing countries are integrated into Management Education, they are often addressed in Business & Society courses or Business Ethics courses. However, this teaching module provides a set or readings for students as well as some background readings for faculty that illustrate the importance and relevance of raising this topic in core Strategy courses.

Abstract:
We are living in an era when the power, wealth and impact of multinational corporations not only exceed that of many national governments, but no longer strike a good number of the world's citizens as even surprising. We are living in a time when the very fact of that power and wealth has created an expectation on the part of many citizens that these corporations have a responsibility to manage their impacts on the wider social context in which they operate. And what's more, as these multinational corporations begin to feel the press of this growing expectation, they in turn pass that pressure on to the smaller, local businesses who serve as their suppliers, their customers, and simply their fellow participants in the capitalist system.

Abstract:
Teaching Modules are sets of cases, references, and other materials organized around a special theme. While a single case or reading can be illuminating, a set of materials can show you multiple points of view on an issue, the main debates around an issue, or how a case comes to life through supplementary articles from the business press. For faculty members, Teaching Modules are closer to the kinds of integrated assignments that would appear on a course syllabus. We welcome your comments on how you might use the Teaching Modules or ideas for creating or adding to Teaching Modules.