About

Brass Glasses is a blog that looks at the different ways people make sense of and explain marketing work (cf Svensson P. 2007.  Producing marketing: towards a social-phenomenology of marketing work. Marketing Theory 7: 271)

The basic idea of this blog is based on the belief that that ‘how’ something is conceptualised affects the way it becomes a reality. The way something is characterised determines the way it is understood. I assume therefore  that the idea of Marketing is socially constructed. This means that people construct alternative versions of what marketing is and what marketing means through their language and discourse. I don’t believe there is one objectively superior definition of what marketing.

My posts are written from a position that recognises that our management world view is often based on taken for granted assumptions about how the world works. These assumptions influence the way we make sense of our world. They affect how we define problems and challenges and how we create solutions.

I hope  to engage readers in sharing their perspectives about what this thing we call marketing ‘is’, the relationship between theory and practice, and how our tacit assumptions influence how marketing is explained and done.

Additionally I  seek to broaden interest and debate about Marketing beyond the conventional mainstream view that it is exclusively a managerial problem solving and decision making technology based on ‘positivistic’ and managerialist principles. The conventional view of marketing approaches it as a science more than art. I think it best explained as a combination of the two.

I am very sceptical about whether  one absolutely ‘right way’ to do marketing exists, and that multiple perpsectives offer the prospect of continuous adapatability and innovation. On the other hand it doesn’t accept that ‘anything goes’. Some ways of doing things are more carefully thought through, imaginative and make more of a meaningful and relevant difference to businesses and customers.

Significantly I believe  that the ‘marketing practioner’, and the ‘organisation’, the human dimension of marketing practice cannot be conveniently airbrushed out of the marketing picture and substituted with grids, matrices and process flow diagrams. I don’t believe marketing practice can be understood as if the human beings didn’t originate every idea and interpretation.

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