DEMARKETING

EXECUTIVESUMMARY
Demarketingisanattemptordevicetoreduceorlimitdemandforconsumption
ofaspecificproductorserviceonapermanentortemporarybasis.Thisattemptcanled
toanoutcomeofexcessivedemandwhichmayhavesomeeffectsontheobjectivesofan
organization.Therefore,demarketingisabletobeappliedonbothprivateorpublic
sectorgoals.Marketingisbasicallydealtwiththeproblemofincreasingorstimulating
demandintermsofoversupply.Theuseofthe4P'softhemarketingconcept,however,
becomesthecrucialpointofthisobjective.Marketingfocusesonthedefiningthefirm's
goals,recognizedtheimportantmarket,andunderstandtheneedsanddesiresofthe
customers.Afirms,atthesametime,mightbehamperedwiththeproblemofcustomer
mixandmarketingmixdecision.
Demarketingcanbeusedasadevicetodecreaseorreducetotaldemand,ortypes
ofdemandandusesinrelationtoaparticularstageofsupply.Onceafirmacknowledges
thatdemarketingisamust,thenallthemarketingapproachescanbeapplied.Marketing
hasbeensuggestedasimportancetothedilemmaofdecreasingdemandaswellastothe
dilemmaofincreasingdemand.Demarketingshouldnotbeclassifiedasmeremarketing
intheoppositesidewherethe4P'softhemarketingareusedtoreducedemand.If
demarketingisimplementedappropriately,thenfirmisabletoenjoyaviablefutureanda
moresecure,predictableshortrun.
DEMARKETING
Introduction
Demarketing,themethodsthathavebeenusedtoreducemarketdemandfora
particularitemorproduct.Demarketingusuallyinvolvesthealterationsofmarketing
mixvariabletoeffectlesserdemandwhenitisbiggerthananorganizationcanorableto
tacklethesituation.Oftentimes,demarketingmethodsinvolveraisingprices,reducing
advertisingandpromotionexpenditures,ordeletingproductbenefits.Usually,
demarketingmaybeintendedtodecreasedemandeitherforashorterperiodorforever.
Inselectivedemarketing,acompanymaytrytodecreasedemandinaspecificor
particularmarketsuchastheonethatisconsideredtohavelessprofitablethanothers.
Thiscanbeclassifiedasanappropriateplanningwhenacompanyisencounteredwithan
overfulldemandstate.
Demarketingisconsideredtobethereverseofmarketing.Theversionof
demarketingbecameaveryhotissueintheearlyperiodof1970'sespeciallywiththe
popularincidentwhenthesupplyofavarietyofitemsbecameverylimited.According
toPhillipsandSidney,demarketingisbasicallydefinedas:"....attemptstodiscourage
customersingeneraloracertainclassofcustomersinparticularoneitheratemporaryor
permanentbasis."(1971)

DEMARKETING
Demarketingstrategyisabletobeimplementedinvariousformssuchaskeep
closeattentionofthetimerequirementsofdifferentcustomersorclients.Demarketing
canbeexpressedasarationingsuppliesbydifferentiatingcustomersonanequitable
basis.Thethirdstrategyofdemarketingisexplainedasrecommendingtocustomersto
utilizeasubstituteproducttemporarilyintermsofdemarketing.Thefinaldemarketing
strategyistodivertacustomerwithaspontaneousneedorrequirementfortheitemto
anothercustomerinwhichthecompanyorfirmhasalreadysuppliedorprovidedtheitem
recentlyandwhothecustomerisunlikelytousetheitemuntilacertainperiodoftimein
thefuture.
Demarketingstrategyhasbeenfocusedtowardmaintainingcustomergoodwillat
thetimeswhenthedemandsofthecustomerdonotmatchappropriately.Ontheother
hand,demarketingstrategymayprobablyleadtoimprovedrevenuesinthelongrun.
Thefamousconceptofmarketingistodealwiththedilemmaofexpandingneed
ordemand.Thisconceptisrelatedwiththerisingperiodofitemsthatareoversupply.
However,marketinghasastrongrelationofidentificationwiththedilemmaofbuyer
markets.Inreality,excessdemandismoreorlessthesameinsituationasexcesssupply.
Inadditiontothisproblem,acompanymayencounteramajordifficultyintermsof
customermixandmarketingmixdecisionsintimesofoverdemand.Thedutiesand
responsibilitiesofdemarketinginthelongrunistoensurethatthedemandhavetobeat
thesamestageandcompositionwhichsuitstheobjectivesandgoalsofthecompany.
Therearethreedifferentformsofdemarketing.theveryfirstiscalledthegeneral
demarketing.Thisformmayprobablyneededespeciallywhenacompanyplansto
reducetheamountoftotaldemand.Thesecondstepisknownastheselective
demarketing.Thissteptakesplacewhenacompanydecidestodiscouragethedemand
occursfromspecificgroupsofcustomer.Thefinaltypeofdemarketingisreferredtoas
anostensibledemarketing,whichincludesthefeatureofplanningtodiscouragedemand
thatactsasadeviceforthepurposeofincreasingthesituation.
Generaldemarketingcanbesubcategorizedastemporaryshortages,chronicover
popularity,andproductelimination.Inthecaseoftemporaryshortages,manycompanies
possesstheproblemofmisfortuneandfortuneespeciallyinsearchingforspecific
productsoritemsinoverdemand.Thesuperiorinthemanagementlevelmayeither
makinganunderestimateddemandoroverestimatedtheproduction.
Herearesomeofthecasesthathavebeendrawnbackfortemporaryshortages.In
theearly60's,EastmanKodaklauncheditsInstamaticcamera,however,thiscompany
realizedthattheywerehamperedwiththeproblemofrunawaydemand.Also,inthe
sameperiodoftime,WilkinsonSwordcameoutwithitslateststainlesssteelblade.Due
tothisintroduction,thiscompanywasbeingcriticizedbybothregularandnewdealers
forsuppliesasnoneofthemfeltthattheyweresatisfied.
Sometimesinthelate1960's,thecompanynamedAnheuserBuschwas
underestimatingthegrowthlevelindemandforitsfamousBudweiserbeer.This

companythendiscoveredthatithastorationsuppliestoitsgooddealersandmarket.
Thelastcaseofthetemporaryshortagesoccurredintheperiodofearly1970betweenthe
savingsandloanassociationsinwhichtheywerehamperedwithproblemofoversupply
ofsavingsinrelationtotheirabilitytoinvestthefundsandatthesametimeto
discouragethesavingscustomers.
Theabovementionedcasesreferredtoastemporaryshortageswherethe
companyenablestobringforwardenoughplantexpansion.Therearevariousstepsbeing
usedtoencouragedeconsumingsuchasreducesalespromotionexpenditure,cutback
salesmen'ssellingtimeontheitemsandtheiractivitiesbudgets,increasethepriceand
othercriteriaofsaleforthebeneficialofthemarketingcompany,andfinally,reduce
productqualityorcontentwhichmayresultindemarketataslowerphase.
Inadditiontotheabovesituation,marketingmanagementneedstodevelopa
goodandreliableplanofproductallocation.Managementshouldbeabletoallocatethe
productsinasituationoffirstcomefirstserveinwhichthedealersandcustomersshould
receivetheirstocksaccordingtotheirordering.Also,managementcanpracticethe
allocationoftheproductbyemphasizingonproportionaldemandbasis.Inaddition,a
companymightalsoallocatesupplytowardafavoredcustomeronlyoracompanycan
puttheproductdemandonthehighestbidbasis.However,thepoliciesforallocating
supplyarenecessaryfortoplevelmanagementtoplayanessentialpartingivingadvise
concerningtheimpactonthealternativesthatmighttakeplaceinthelongrun.
Thesecondsubcategoryofgeneraldemarketing,chronicoverpopularity,where
anorganizationisfacingwiththisproblemrightnowinwhichitistryingtobringthe
demanddowntoapermanentlylowerlevel.Therearetwofactorsinvolvedforchronic
overpopularity.Firstly,theproduct'spresentpopularityseemstobethebiggestdraw
backtothelongrunqualityoftheitem.Secondly,overpopularitycanbeconsideredasa
problemasmoremanagementdonotwanttoholdresponsibilityonallofthedemand.
Thelasttopicofgeneraldemarketingisproducteliminationinwhichadeft
demarketingisneededespeciallywhenacompanyplanstoeliminateaproductorservice
inwhichtheregularandloyalclientsmightstillneededordesiredoftheitem.
Thesecondformofdemarketingwhichhasbeenmentionedearlierisknownas
selectivedemarketing.Selectivedemarketingcanbediscussedintotwodifferentways.
First,itreferstoadeliberatedecisionofsegmentsthatneedtobeavoided,andsecondly,
aparticularwayofselectiontodriveofftheunrequiredclients.Usuallyforselective
demarketing,thecompanyhasnochoiceofrefusingtherightsofsales,asaresult,
companiestriestofigureoutwaystodiscouragedemandfromtheunwantedcustomers.
Thiscanbepracticedinasituationwhenacompanymarketsorfocuseditsattentionto
onlyonegroupofsegmentofthepublic.Itismostlikelytodiscouragethosethatneed
theproductoritemdesperately.Insomesituations,marketerisnotgiventhechoiceto
chargeadiscriminatorypriceespeciallytothoseunwantedgroup.
Oftentimes,whenacompanyplansofdiscouraging,itactuallyishopingfor
productavailability.Inrelationtothis,acompanymightofferabadservicetothe
undesirableclientsorgroupofcustomers.Besides,acompanymayalsoputpressurefor
theseundesirableclientstofigureoutthewayforproductchannelsorinformation.
However,anorganizationneedstohavethefreedomofchoiceordefenseitsimportant

customersinasituationwhererevenuesarethemainissue.Onthereverseside,an
organizationshouldnotbeprejudicedorbiasedagainstpotentialbuyerswhodonot
possessedthecriteriathattheorganizationisexpecting,anddiscriminationneedstobe
avoidedcompletely.
Thelastorthethirdtypeofdemarketingiscalledtheostensibledemarketing.
Here,itcreatesthefeatureofrefusingalargeamountornumberofcustomersbyhoping
thattheproductseemstobemorevaluablethanthecustomersthemselves.Most
marketersdecideupontheprincipleorconceptthatpeopleneedwhattheyfeelmay
probablynotthateasytoachievedorfeelhappyiftheywerebeingignoredbytheseller.
Marketersneedtointegratethechangesinthebusinessenvironmentwhich
includeseveralfactorssuchaseffectivenewproduct,pricing,distribution,andpromotion
strategies.Thesefactorsareoftencalledthe4P'sofmarketingconcept.Usually,
demarketinginvolvesinachangingofmarketingorientation."Recentchangesinthe
businessenvironmenthavefocusedattentiononawiderrangeofmarketingtaskswhich
includethatofreducingoverfulldemand,ordemarketing."(PhillipsKotler&SidneyJ.
Levy,pg.7480).Accordingtomarketingmanagementstrategy,marketingwillstayas
animportantpositionofmanagementdecisionmakingandturnouttobethebestformof
choice.
Intermsofintegratedapproach,marketinghaslongbeenrecognizedasthe
changingmanagementinrelationtotheopportunityassessmentinthemarketaswellas
intheintegrationofchangeintoorganizationaldecisionprocedures.This
implementationofmarketingplanningrequiredbothattentionforlongtermandshort
termeffects.Asforthedemarketingposition,itneedstounderstandthatafirmsknows
moreabouttheconsequencesofitsactioninrelatedtothecustomers.However,for
marketerswhoseproductsareheavilydependeduponderiveddemand,thereisaneedto
bemoreawarewiththeproblemsandtrendsintheultimatemarket.
Indemarketing,mostoroftentimesmarketersareencounteredwiththesocial
changethatis,theshiftingofsocialvaluesandattitudesawayfromtheexcessive
consumptiontothelimitedconsumption.However,itisnotthateasytoobtainchanges
indirectionthanitistolaunchexistingattitudesandbehavior.Here,amarketerneedsto
understandtheconceptofmarketingproblemthatis,aproblemtooneorganizationisa
chanceoranopportunitytoanother.
Demarketingisconsideredtobeanintegralcomponentofgeneralmarketingand
needstobepositionedfromaverywiderprospectinsteadofalimitedpointofview.
Marketingmanagementneedstobemoreawareofthesituationsofmarketingmix
elementsintermsofmarketingenvironmentshiftsfromexcesssupplytooverdemand.
Indevelopingasubstitutionstrategy,itisthemarketers'sresponsibilitiestoensure
thepossiblealternativesthroughevaluationintermsofsupplytrends,pricetrends,
technicalcompatibility,productqualityacceptability,timeintervaltoachievechange,
costofchange,andpoliticalstability.However,theimpactofsubstitutesonproduct
qualityneedstofocusonspecialconsideration.Productdemandhasaconnectionwith
thelevelofqualityandconsumerexpectations.
"Marketresearch,ontheotherhand,hasputmoreattentiononthegrowing
profilesofpurchasebehaviorsandstyles.Also,researchershavetobemoreawarein

termsofmakingprogressintheirabilitytoassessforthecomingbehaviorandneedto
continueobservingthetrendapproachthatoffersinterestingpotentials."(JackJ.
Honomich,pg.3031)
Duringthetimesofoversupply,thepricingstrategieshavebeendevelopedto
achievesalesvolumesasameanforcorporateprofitabilityandthenfocusedtheattention
onthepenetrationpricelevels.Whilemarketersrecognizedthebasicessentialof
keepingpricesatalowerlevel,theshortagesituationhasbeenconnectedwiththefast
changingcostthatneedtobereconcilediftheproductoritemplanstostayona
profitableposition.
"FairchildCameraandInstrumentCorporationrecentlybowedoutofapricewar
withTexasInstrumentsfortwocontrolmodulesforPolaroidCorporationsSX70
camera,becausetheprofitmarginwouldnotbesufficientgiventhenewbusiness
environment."(BusinessWeek,pg.4246).Marketersareabletoreducedemandfor
theirproductbyincreasingorputtinganextremelyhigherprice.However,thismethodis
basicallynarroweddownbothbycontrolregulationsandbythenatureofcompetitive
pricelevelsandconsumerexpectations.Asaresultofthismethod,companieshaveto
offerarangeofservicefactorsconcerningtheirproductsinordertoreceiveabetter
positionofthesalesgrowthinthemarket.
Thebestmethodforthegrowingofthechannelsofdistributionhasputalotof
emphasizesontime,andinrelationtothis,thereiscontrolledflexibilityforshortterm
changes.However,theconceptofmassdistributionishamperedbythepressureinthe
presentenvironment,andalso,marketersneedtorealizeoftheopportunityandthe
potentialityfortheoverallplannedrestructuringofthedistributionchannel.Since
marketersfocusmoreattentiononreducingconsumerdemand,thismightenable
marketerstoimplementthestrategyoftargetsegmentdistribution.However,the
problemthatthemarketingmanagementisencounteringtoday,basically,dealswiththe
questionsofhowtoallocatetheavailableproductsuppliesandhowtomaintainthe
goodwillofthedistributorsandcustomers.
Oneareaorfieldofuncertaintyandinsecurityistheevaluationforthecost
effectivenessespeciallyforpromotionprogram.Here,quitealargenumberofmarketers
plantoreduceadvertisingandsalesforcebudgetsinrelationwiththesituationof
declininginsupply.Asatraditionandcustom,salesforceperformancehasbeenbased
onsalesvolumeandquotarequirement."Inthepresentmarketenvironment,however,
anextensionofperformancecriteriaisnecessaryandshouldincludeserviceorientation
andmarketingintelligence.Theservicefocusrequiresthatsalesmensolvetheir
customers'supplyproblemsandbewellinformedontheproductavailabilityand
allocationprocedures."(BusinessWeek,pg.5461).Theattentioninadvertisingneedto
beoncreatingnewtrendsandwavesthathaveconnectionwiththeemergingsocialvalue
patternsandthatspecifyactionalternativesforcustomersifthereisaneedsor
requirementsindevelopingimportantchangesinconsumerbehaviorandorientation.
Hereareseveralwaysofassessingandimplementingthestrategiesof
demarketing.Demarketingstrategiesincludeawiderangeofapplications.Marketing
strategiesarechangingduetovariousfactorssuchasscarcityofmaterials,problemof
inflation,andhighercostineveryaspectofabusiness.Demarketingcanbecomeamore

commonplacesinceresourcesturnouttobemorescarceandhigherpricedaswellas
governmentsplacemorepressureonmarketers.
Marketingstrategyneedstoaccommodatechangingenvironmentalandinternal
influences.Ademarketingstrategyquiteoftenhasbeenreferredtoasareactiontoactual
orthreatenedshortagesofrawmaterials.Inordertocoincideormatchwithsupply,the
marketerisrequiredtoreduceorrationdemand.Assupplyofresourcesbecome
increasinglystrained,thegrowthanddevelopmentofthemarketexpansionespeciallyfor
thestrategiesseemedtobeamajordifficultytoimplement.Sofar,afewnumbersof
effortshavebeenimplementedinordertoidentifydifferentcategoriesofdemarketing
whichhadbeenexplainedearliersuchasgeneral,selective,andostensibledemarketing
thatreferredtoasasametermoftryingtodiscouragedemand.Basically,thebreakdown
ofdemarketingisbasedontheportionofthemarketthatisaffectedbythestrategy.
Cullwick(1975)mentionedtwodifferenttypesofdemarketingstrategies."A
demarketingstrategywilleitherrationdemandorreduceddemand.Whenrationing
demand,themarketerattemptstospreadlimitedsupplyofproductsthroughoutthe
market.Whenreducingdemand,activeeffortsaremadetolowertheoveralldemandfor
theproduct."
Demarketingstrategiescanbegroupedaccordingtothedegreeofwhichthey
reduceorcontroldemand.Demarketingstrategiesincludepassivedemarketing,active
demarketing,andcompletedemarketing.Passivedemarketingisbeingidentifiedasa
situationwhereconsumersmaynotusetheproductbutstillitavailabletothose
consumersunpersuadedbythedemarketingstrategies.However,asforactive
demarketing,itwouldusethemarketingmixtoration,decrease,orrestrictdemandin
severaloreverymarketsegment.Thethirdstrategyiscalledthecompletedemarketing
whichwillceasesalesoftheproduct.
Consumeristsandmarketingcriticshaveputtingsomepressuresonmarketersto
bemoresociallyresponsible.Ifthereisdemandoccurredfortheproduct,thenthe
marketercouldprobablybeinanowinpredicament.Consumerswillswitchto
competingbrandsifthemarketerdiscontinuesmarketingtheproductoritemunilaterally.
Ontheotherhand,ifmarketersplantocontinuetomarkettheproduct,thenspecial
governmentagenciescouldplaceatremendouspressuresorregulationsonthefirm.
Anotheralternativeistohavetradeassociationpracticeselfregulation.
"Therearetwospecificobjectivesforapassivedemarketingstrategy.Firstly,
consumerswouldbeeducatedastothenegativeimpactoftheproductonsociety,the
economyoftheenvironmentand,ifthealternativeproductsandbehaviortothatproduct.
Thecompanywouldcontinuetokeeptheproductonthemarketsoastomaintainsalesto
consumersunaffectedbythedemarketingeffort.Secondly,specialinterestgroups,
regulatoryagencies,andexecutivesofthefirmwantingthefirmtobemoresocially
responsiblewouldbeevidencethatthefirmismovinginapositivedirection.Ifthe
marketingeffortissuccessful,pressureonthefirmwillthenbereduced."(Stern,1971).
Theinvestmentinademarketingcampaigncouldledtoareductioninsalesif
thereisnoalternativeproductisavailabletoconsumers.However,thedemarketing
effortmustbeabletosatisfythecriticsofthefirm.Thosewhoexpectthefirmtoactin
moresociallyresponsibleattitudesandbehaviormustputatotalconfidencethatthefirm

istryingitsverybestefforttoadjustthebehavioroftheconsumers.Besidesinfluencing
customers,demarketingeffortneedstobeconductedespeciallywhenthereisachanceor
opportunitytosuccess.
Aconsumereducationprogramfordemarketingstrategycanbeeffectiveifit
followssomeofthestepsmentionedbelow."Areasonablesegment
ofconsumers
shouldbereceptivetoaneducationalprogramandwillbelikelytoaltertheirbehavior.
Aprogrammusthaveanexistingattitudinalbasetobeeffective.Aneducation
demarketingcampaignwillmeetwithmoresuccessifitisconductedinconjunctionwith
otherdemarketingefforts.Thedemarketingeffortshouldnotbeviewedasashortrun
strategy.Thesupportwithinthefirmshouldbesubstantiabeforeacampaignisbegun."
(MAJOB,pg.36)
Inordertoreducedemandforaproductorservice,amarketerneedstousean
activedemarketing.Activedemarketingisastrategythatisusedinanattempttolimit
anddecreasedemandinordertomatchsupply.Inadditiontothis,activedemarketing
canbeutilizedwhenafirmidentifieslessprofitableproductsinitsproductmix.Besides,
activedemarketingcantargetboththeentiremarketoratspecificmarketsegments.The
marketerisenabletocreaterationingorshortrunactivedemarketingstrategieswhen
temporarydevelopmentstakeplacewithnosignificantlongruneffort.Tohaveaclear
understanding,activedemarketingprogramcanorenabletolimitthesalesofaproduct
whichcouldfocusonamarketsegmentorontheentiremarket.Thisstrategyhasbeen
usedinseveralsituationsandcompaniessuchaschemicalfirm,utilitiesforelectricity,
andwatershortages.
Inordertoadoptanactivedemarketingstrategy,someguidelinesneedtobe
followedbeforethisstrategycanbeperformedsuchasimageofthefirm,personnel
impact,legalization,elasticityofmarketingmix,andsegmentation.
Thefinalstrategyofdemarketingisreferredtoasthecompletedemarketing.
Completedemarketingcanbeimplementedifamarketerfeelsthattheproductisno
longernecessarytobeutilizedortheconsumersarenotrequiredtobuytheitem.In
additiontothissituation,forcedcompletedemarketingwouldbecarriedoutifthe
completedemarketingprogramwasbeingenforcedduetotheoutsidepressure.Good
exampleoftheforcedemarketingprogramisgovernmentrecallingfortheproductsas
theseproductsarenotsuitedtobeinthemarket.Oneoftheincidentsthattookplacewas
theProctorandGambles.ThiscompanyhadtowithdrawoneofitsproductscalledRely
tampons.Besidewithdrawingtheproductfromthemarket,thiscompanyalsohasto
convincethecustomerofnottobuytheproductthroughpromotionalcampaignandthe
productneedstobereturnedtotheretailer.
Acostbenefitdilemmaisencounteredwhenimplementingavoluntarycomplete
demarketingprogramwhichincludethedollarstogrecalltheproduct,theopportunity
costofspendingresourcesforrecallingtheproduct,facingtheimageproblem,and
reactionsfromthedirectorsandstockholders.Iftheproductisnotsuitabletobeused,
customersshouldnotusetheproduct.Then,thecustomersarehighlyprotected.Once
theproductisremovedquicklyfromthemarket,thenthelegalproblemscanbe
minimized.

CONCLUSION
Toconcludethishotissueofdemarketing,itisnotdifficulttoexpressedthat
demarketingisonlymarketingintheoppositesituationthatincludesproduct,price,
place,andpromotionpolicieswhichcanbeusedtodiscouragedemand.However,there
isthedangerofexcessivereducingshortrundemandratherthanincreasingthedemand
excessively.Ontheotherhand,thefunctionsofmarketingarebasicallytoregulatethe
standardandshapeofthedemandsothatitenablestoconformsforbothorganizations
currentsupplypositionandlongrunplanningandgoals.Besides,marketingpossessesa
partintermsofexcessdemandthatisthechallengewhichistodemarketappropriately
andwisely.
Marketersneedtorecognizemarketingasthemanagementofchangeforthe
growthofanenvironmentofshortagesreinforcement.Demarketingstrategyis
consideredasanintegralpartofoverallmarketinganditisimportanttostrongly
emphasizeondecreasingorrationingdemand.Inadditiontothis,marketingresearch
needstopaymoreattentiononsocialandtechnologicaltrendanalysisinrelationwiththe
historicalbackgroundofsalesandpurchasebehavior.Bythis,itcanofferearlysignalof
warningsespeciallywiththechangesinthemarketenvironmentaswellaslaunching
sensitivestrategiestoacknowledgewiththementionedchanges.
Oncemarketingstrategiesbecomemorecautious,thendemarketingstrategies
enableormanagedtobeincreased.Thepassivedemarketingaimstopersuadecustomers
fromusingtheproduct,butatthesametimekeepstheproducttobeavailableinthe
market.Activedemarketingattemptstoreduceoveralldemand.Finally,complete
demarketingtakesplaceespeciallywhenthemarketingofaproductslowlybecome
diminish,andthecustomersareinformedcarefullyofnottousetheproduct.Here,the

marketersneedtobeawareofthedilemmathattheywillprobablyhavetofacewith.In
ordertoovercomethedilemma,differentfactorsshouldbetakenintoaccount,different
questionsshouldbebroughtforward,andtraditionalgoalsofdemarketingarealways
changeableandeasilyaltered.