Favouritism of customers reveals great benefits, as focusing on the most profitable customers ensures better use of marketing resources. Scholars suggest, however, that such favouritism imposes a danger to customer management, potentially creating perceptions of discrimination. We explore the fairness of differential customer management practices and propose a framework contributing to fairer marketing practices with implications for social businesses.
|Number of pages||24|
|Publication status||Published - 1 Sep 2014|
Bibliographical noteAuthor Posting © Westburn Publishers Ltd, 2014. This is a post-peer-review, pre-copy-edit version of an article which has been published in its definitive form in the Social Business, and has been posted by permission of Westburn Publishers Ltd for personal use, not for redistribution. The article was published in Social Business Vol.4, Autumn 2014, No.3, pp.207-230, doi: http://dx.doi.org/ 10.1362/204440814X14103454934177
- CUSTOMER MANAGEMENT
- DIFFERENTIAL TREATMENT
- SOCIAL BUSINESS