Ethnic Marketing : Theory, Practice and Entrepreneurship / by Guilherme D. Pires and John Stanton.

CHAPTER 1: ISSUES IN ETHNIC MARKETING THEORY, PRACTICE AND ENTREPRENEURSHIP--Conceptual ambiguity--What is ethnic marketing? Definitional differences--Ethnic marketing issues--Other issues identified by researchers--Causes of a gap and approaches to reconciliation -- Recognising the gap -- On the need for pragmatism or theory-in-use--Pragmatism in ethnic marketing theory--Summary -- The path ahead -- References -- CHAPTER 2: ETHNICITY, ETHNIC GROUPS AND ETHNIC IDENTITY--The meaning and relevance of ethnicity--Basis for defining ethnicity --We are all ethnic or are we?--Meaning and centrality of ethnic groups -- Ethnic groups as social networks -- Ethnic group heterogeneity -- The interlinking of ethnic identity with the ethnic group --Development of ethnic identity--Ethnic identity, consumer behaviour and the ethnic group--Summary--References -- CHAPTER 3: ACCULTURATION, THE ETHNIC GROUP AND ETHNIC CONSUMER BEHAVIOUR --What is Acculturation? -- Acculturation Phases--Indicators of Acculturation--Acculturation Forces -- Choice of Acculturation Path -- Individual Acculturation -- Inter-generational differences --Acculturation and ethnic identity--Acculturation and consumer behaviour--Acculturation and Ethnic Group dynamics -- The Acculturation Process in a Culturally Diverse Country -- Summary--References -- CHAPTER 4: RATIONALE FOR ETHNIC MARKETING FOCUS ON AGGREGATES OF MINORITY ETHNIC GROUPS --General requirements for effective market segmentation --Pan-ethnicity -- What is panethnicity?--Marketing reasons for aggregating ethnic groups -- Homophily and ethnic group formation --Homophily and the choice of suppliers to the ethnic community --An EMIC approach to creating panethnic segments -- When ethnic groups can be aggregated -- A Framework for Assessing Panethnic Segments -- The framework -- Summary--References -- CHAPTER 5: PERSPECTIVES ON ETHNIC LOYALTY --Interactions between ethnic consumers, groups and businesses -- Dealing with intra-group heterogeneity -- Loyalty drivers -- Developing loyalty -- Cultural affinity / shared ethnicity and switching costs--Switch motivations--Summary--References -- CHAPTER 6: articulatinG ethnic marketing with ethnic entrepreneurship --From immigrant to ethnic minority consumer--From ethnic minority consumer to ethnic entrepreneur--Socialisation and entrepreneurship --Recognition of ethnic minority business by ethnic communities--From ethnic marketing to marketing by ethnic minority businesses--References -- CHAPTER 7: UNDERSTANDinG ethnic entrepreneurship --Conceptualising ethnic entrepreneurship --Drivers and impediments in the creation of ethnic minority business -- The ethnic enclave theory--The middleman minority model--The disadvantage theory--The cultural theory -- Ethnic minority business creation and consolidation --Business opportunity structures--Group characteristics--Ethnic strategies and the typical ethnic minority businesses--Ethnic groups as natural incubators for ethnic businesses --References -- CHAPTER 8: ethnic minority business growth, demise and failure --Interactive model--Social embeddedness theory--One model doesnt fit all--Mixed embeddedness theory--Mixed embeddedness: the norm and a potential barrier to growth--Considering growth capabilities and the role of the co-ethnic minority group--Ethnic minority business and the acculturation process--Growth and demise--Summary--References -- CHAPTER 9: ethnic NETWORKS AND THE ADOPTION OF RELATIONAL STRATEGIES --Preferred suppliers, ethnic networks and minority ethnic markets--Ethnic networks as relational drivers--Networks imply relational imperatives--Decision to adopt a relational marketing approach--Relationship between consumers and preferred suppliers -- Loyalty to preferred suppliers--Switching preferred suppliers -- Relationships, networks and competitive advantage--Implications for consumer groups not bound by ethnicity--Conclusion--References -- CHAPTER 10:ETHNIC ENTREPRENEURSHIP AND THE MARKETING MIX --Theory, practice, strategy and the segmentation dilemma--A view of the gap between theory and practice--Business opportunities and ethnic minority business--Objectives, strategies, and tactics--Ethnic minority business objectives, strategies and tactics--Outgrowth threshold--Ethnic minority business customer portfolio--Why adopting an ethnic sensitive relational marketing strategy?--Relational embedding of ethnic sensitive tactical activities--Summary--References--Vignette: An alternative view of ethnic minority business -- CHAPTER 11 : product, price, place, physical evidence and process --The product element: Considering tangibility and perceived risk. --Approach to the discussion of the tactical ethnic marketing mix. -- Product. --Price. --Place. --Physical evidence. -- Conspicuous commitment for the long-term. -- Process. -- References -- CHAPTER 12: PROMOTION AND PERSONALISATION --The promotional element--Serving anyone that comes through the door--Marketing communications and minority co-ethnic groups--The challenges of a dynamic environment--Understanding communication as information processing activity --The value proposition--Typical tactical activities -- Language--Media--Message -- Effective ethnic communication - more than just language--Intra-ethnic group segmentation: communicating in portinhol--Communicating to reduce perceived risk -- Word-of-mouth--Grassroots / Viral marketing -- Relational communications for ethnic loyalty -- Co-ethnic business to business cooperation -- The personalisation element--Simultaneity / inseparability as vehicle for responsiveness and personalization--Conclusion--References -- CHAPTER 13: PEOPLE, ETHICS AND SOCIAL RESPONSIBILITY --Ethnocentrism within national boundaries--Dealing with cultural distance -- Cultural distance is not all about language--Language preference matters -- Typical tactical activities deployed by ethnic minority businesses --The choice of people to employ -- Employing family members--Employing co-ethnic staff (other than family members)--Employing staff that share their ethnicity with the target market--Using ethnic networks for recruiting consumers and suppliers -- Ethnic sensitivity skills training -- Management training and skills acquisition -- People tactics for competitive advantage--Ethnic minority business: Ethics and social responsibility -- Statement of Ethics, AMA -- Disadvantage, vulnerability and poor business practices--Exposure to ICT based structural change--Flexibility and evolutionary dynamism--Summary --References -- CHAPTER 14: ENVIRONMENTAL FORCES, ethnic MARKETING AND ETHNIC ENTREPRENEURSHIP --The Political Environment--Ethnicity, migration and the future of ethnic marketing--Implications from differences in immigration policies and acculturation --Longstanding countries of immigration --Australian Migration Policy Sketch -- Current Policy towards Permanent Immigration--Australian Multicultural Policy -- Canada, New Zealand and the USA -- USA -- Past Major Emigration Countries--Germa -- German policies facilitating/hindering multiculturalism--France--United Kingdom -- The potential for ethnic marketing in other environments -- South Africa -- Conclusion--References.

Together with the development of transformative technologies that epitomize globalization, the ongoing movements of people across borders and other socio-economic pressures are creating a fast-changing business environment that is difficult for business to understand, let alone control. Dominant social expectations that immigrants should seek to adopt an assimilationist socialization path towards the host country's mainstream are contradicted by minority ethnic group resilience. There is no evidence that these groups naturally disappear within the cultural and behavioural contexts of their adopted countries. Since ethnic minority consumers cannot be expected to assimilate, then they maintain some significant degree of unique ethnicity related consumer characteristics that convert into threats and opportunities for business. The inherent socialisation process also provides opportunities for ethnic entrepreneurship and for proliferation of ethnic minority business. Following from the extensive examination of scholarly perspectives of ethnic marketing theory, there is an acknowledged and marked divide between theoretical exhortations and what is done in practice, a relative oversight of the implications of mixed embedded markets, and a propinquity to overlook the crucial role played by ethnic entrepreneurship and ethnic networks. Opportunity valuations are difficult to enact due to a lack of intelligence about ethnic markets. Variable sentiment about the future of ethnic marketing links to different predictions on how the drivers of globalization will impact on the acculturation paths of ethnic minorities. Keeping a focus on the ethnic group as the unit of analysis, combining ethnic marketing and ethnic entrepreneurship theories provides intelligence about contemporary ethnic marketing and practice perspectives. The ultimate objective is to reduce the theory-practice divide through the development of a collaborative framework between business and scholars that converts into theory-in-use.

Also available in print format.