TEMCI WK6 PDF
Document Details
Uploaded by ChampionSerpentine6531
University of Amsterdam
Tags
Summary
This document explores consumer behavior, focusing on how identity and authenticity are developed through consumption choices. It identifies how consumers seek identity benefits from goods and services, drawing attention to the relationship between consumption and identity formation. The author examines how consumer behaviour can affect their preferences.
Full Transcript
Reminder: you are known for what you are by your consuming choices - Toproducers - Toother consumers - Toyourself; you become who you are by consuming (the more so if the goods you consume are ‘creative’, and even more so if they are about what someone like you is or want to be)...
Reminder: you are known for what you are by your consuming choices - Toproducers - Toother consumers - Toyourself; you become who you are by consuming (the more so if the goods you consume are ‘creative’, and even more so if they are about what someone like you is or want to be) -Your consumption of identity goods can affect your preferences for all goods → valuable to know for all marketeers 6.1 Market demands vs. artistic integrity in reality TV Identity Work Actively constructing one’s identity to maintain a positive self-image, of who they are as creative peopleespecially when artistic and commercial demands clash. Identities arenot fixed but dynamic and shapedby social and professional contexts. Artistic Integrity vs. Commercial Success:Professionals in TV industry use identity work to mantian artistic integrity while creating marketable drama Key Findings 1. Paradox of the Art Career:artist pursue careers to derive psychological income, and so they will accept more precarious or low-paying jobs. BUT to meet commercial demands, artists often compromise their creative vision. - Tension between creativity and financial stability →emotional toll 2. Identity Work Strategies: Distancing: separating personal artistic goals from commercial work Evaluative Tweaking:finding small ways to take pride in work despite commercial pressures 3. Work Power Dynamics: Managerswith more responsibility, justify their decision withevaluative tweakingto find ways to make the work seem valuable. Employeesoften usedistancingto cope with dissatisfaction in project involvement. Additional Questions: Can identity work only be used to maintain a positive self-image as a successful artist, or can it also preserve one's identity as a struggling artist? How much of identity work is also marketed to audiences or used to present a particular image in a professional setting? 6.2 Consumers’ pursuit of authenticity Consumers and Authenticity:Consumers seek authenticobjects to achieve specific personal goals, driven by the desire to extractidentity benefits.These benefits manifest in three key ways: 1. Control(sense of agency, Mastery over their environment) 2. Connection(Being linked to communities or cultural symbols; shared experiences) 3. Virtue(Aligning with moral values, universal standards or purity of intent) Cycle of Authentication: Self-authentication happens through the interaction of cues, strategies, and standards (e.g., how closely an object or experience aligns with the consumer's idea of authenticity). Producers’ shape perception of authenticity, by meeting consumer desire to extract identity benefits Authenticity… it is Complicated Authenticity in Consumption– Consumingwhat one truly likes. Consumingto become what one desires to be. Consumingwhat seems authentic to become authentically oneself. Authenticity as a process of negotiation(not fixed), often found in objectsor experiences that may even be staged or fake but feel real to the consumer. - So theNature of Authenticity is Contestedas it can be explained in many ways: as original, staged, hypothetical, literal etc. Authenticating Strategies(to achieve identity benefits) 1. Placement: going to particular environments or contexts (such as traveling or attending specific events) to experience authenticity Reduction: eliminating superficial elements to find the "essence" of a product or brand, helping consumers connect with what feels most authentic. Projectionof one’s values/desires onto objects/experiences reinforcing personal narratives Cues for Authenticity: Indexical cues:Refer to something real (e.g., proof of origin). Iconic cues: Symbolic images that resonate with authenticity. Cultural Desire for Authenticity:the pursuit of authenticity is culturally informed, where individuals assert their authentic selves by consuming objects that align with personal and cultural narratives of what is real, pure, and connected to their identity. 6.3 The personality of Performing Art Venues Key Concept: Performance arts venues have distinct personalities that can be measured and influence consumer behavior. Main Claims and Findings: 1. Venue Personalities: ○ Performing arts venues have measurable personalities, primarily along the dimensions ofprestigeandtrendiness. ○ These personalities can impact how consumers perceive and engage with the venues. 2. Consumer-Venue Congruence: ○ Consumers are drawn to venues that reflect their own perceived levels of prestige and trendiness. ○ Prestige: Consumers react negatively to venues theyperceive as more prestigious than themselves, preferring venues with equal or slightly lower prestige. ○ Trendiness: Consumers respond positively to venuesthey perceive as trendier than themselves, finding them more appealing. 3. Congruence Hypotheses: ○ The greater the congruence between a consumer's personality and the venue’s personality, the more positive the consumer's evaluation and the more frequent the attendance. ○ Familiarity with a venue reduces the impact of personality congruence on both evaluations and attendance. 4. Role of Familiarity: ○ While familiarity with a venue reduces the impact of perceived personality congruence (prestige and trendiness) on behavior, it does not eliminate these effects. ○ Familiarity neither strengthens nor weakens the relationship between personality congruence and consumer behavior. Implications for Venues: 1. Target Audience Alignment: ○ Venues should aim to match or slightly exceed thetrendinessof their target audience to attract more frequent visits. ○ Venues shouldnot be too much more prestigiousthantheir audience, as excessive prestige can be intimidating and off-putting. 2. Marketing Strategy: ○ Managers should assess how consumers perceive the venue in terms of prestige and trendiness, aligning the venue’s personality with that of their audience to foster better engagement. ○ Symbolic and Hedonic Dimensions: Venues need to considerthe emotional and self-expressive factors that influence cultural consumption when positioning their brand. Organizational Personality Scales: Store and Brand Personality: Similar to how brandsand stores have personalities, performing arts venues can be evaluated on human-like traits. "Big Five" Personality Dimensions: Organizations (likevenues) can be conceptualized through these psychological traits: ○ Openness(creativity, open to experience) ○ Conscientiousness(organized, dependable) ○ Extraversion(sociability, energy) ○ Agreeableness(friendly, compassionate) ○ Neuroticism(emotional instability) Conclusion: H1 (Positive evaluation from congruence) and H2 (More frequent attendance with congruence)were confirmed. H3 (Familiarity reduces the effect of personality congruence)was not significant. Practical takeaway: Venues should aim to be slightlytrendier but not excessively prestigious compared to their target audience, as excessive prestige can deter potential consumers. 6.4 Competition, Selection and Rock & Roll Key Concepts 1. Selectors and Selection Process: ○ Selectorsare individuals or entities (e.g., radioDJs, TV networks) that decide which products (songs, artists) succeed. ○ Competition in Selection: Selectors don't just evaluateproducts; they also compete among themselves for influence (e.g., DJs vs. TV networks). ○ Theauthenticityof selectors is critical. Challengingthe authenticity of competing selectors can be an effective strategy for dominance. 2. Payola: ○ Definition: Payola refers to the practice of offeringmoney or incentives to selectors (e.g., DJs) for favorable exposure of a song. ○ It was used byindependent labelsto promote new artistsby paying local radio stations. ○ Caves (2000): Defines payola as a bribe to influencea gatekeeper's choice among creative products. ○ Coase (1979): Argued payola is an efficient economicmechanism that improves customer welfare by preventing resource waste. 3. Authenticity: ○ Authenticity has grown in importance, especially in cultural industries like music. ○ It's linked to both the authenticity of theproducer-productrelationshipand the cultural or ideological stancethe product represents. ○ Challenging the authenticity of others became a major strategy in the music industry, withmajors attacking indie selectorsas"inauthentic." Historical Context 1. 1950s Music Industry: ○ Major Labels: Dominated the industry, producing reliablehits through their established artists and using larger broadcasting networks (e.g., TV). ○ Independents: Thousands of smaller record labels,initially overshadowed by majors, gained influence due torock & rolland changes intechnology (e.g., transistor radios). 2. Rise of Independents: ○ Rock & Rollempowered indies like those producingElvis and Johnny Cash, as they leveraged local radio stations for exposure. ○ Local Radio: With the advent of car radios, local stations became crucial platforms, giving indies direct access to consumers. 3. Majors Fight Back: ○ Worried about losing market share, major labels attacked indie selectors (e.g., local DJs) during thepayola scandal. ○ US Congress Hearings: Focused on corruption, accusingindies of bribing selectors, thus positioning majors as more authentic (e.g., promoting Frank Sinatra over rock & roll). ○ Outcome: By the 1960s, the majors regained control,aligning closely with dominant selectors likeTV networks. Competitive Dynamics 1. Direct Competition: Offering better products thatselectors favor. 2. Indirect Competition: Aligning with influential selectors,ensuring that those allied with you outperform competitors. Implications & Findings 1. Role of Selectors: ○ The power of selectors (e.g., DJs) in shaping industry success is crucial. ○ Indies relied heavily onlocal DJs, while majors usedTV networksand broader alliances. 2. Impact of Payola: ○ Payola was critical in the rise ofrock & roll. Indiesused it to gain airtime on local stations. ○ Majors countered with larger-scale partnerships (e.g., major TV shows) and political pressure, leading topayola's criminalization. 3. Importance of Authenticity: ○ Authenticity became increasingly vital in music, not just for the artists but also for the selectors promoting them. ○ The majors successfully argued that their products were more "authentic," using cultural arguments (e.g., rock & roll as unnatural) to delegitimize their competition. 4. Shifts in Consumer Demographics: ○ The rise of teenagers as a primary market for music reshaped the industry's focus, contributing to the growth of rock & roll. ○ Majors overlooked this initially, focusing on olderaudiences via television, while indies seized the opportunity through radio. Conclusions 1. Selector Influence: The competitive success of productsin the music industry is highly dependent on relationships with powerful selectors. 2. Authenticity Matters: The increased focus on authenticityin cultural industries like music is pivotal for both consumer identity and competitive positioning. 3. Industry Control: The majors' strategic use of politicalinfluence and authenticity narratives allowed them to regain control from indies after the payola scandal. Practical Applications 1. Music Industry Strategy: ○ Firmsshould cultivate strong relationships with influentialselectors and focus on presenting their products as authentic to capture consumer trust. ○ Understanding the dynamics ofselector competitioncan help in developing strategies for gaining exposure. 2. Broad Implications: ○ Insights from the study are applicable beyond music, especially in industries where cultural productsandauthenticityare central toconsumer decisions. ○ Companies should be mindful of shifts inconsumerdemographicsand the power of newtechnologiesthat could reshape selection systems.
