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Marketing 3.0: From Products to Customers to the Human Spirit
Philip Kotler, Hermawan Kartajaya, Iwan Setiawan · 2010
In a sentence
Marketing 3.0 argues that the next era of marketing treats consumers as whole human beings—mind, heart, and spirit—by embedding mission, vision, and values centered on making the world a better place into every aspect of the business.
Building on the evolution from product-centric Marketing 1.0 to consumer-centric Marketing 2.0, Kotler, Kartajaya, and Setiawan introduce Marketing 3.0, the values-driven, human-centric era shaped by participatory technology, the paradoxes of globalization, and the rise of the creative society. The book shows how companies can win loyalty and profit by collaborating with empowered consumers, communicating authentic missions through compelling stories, aligning shared values with employee behavior, choosing channel partners with matching values, and selling a vision of sustainability to shareholders. It extends the framework to solving global problems—sociocultural transformation, poverty alleviation through social business at the base of the pyramid, and environmental sustainability—and distills everything into the 3i model (identity, integrity, image), the values-based matrix, and ten core credos for integrating marketing with values.
The four lenses
- Science
- Statistics
- Systems
- Strategy
The model
A causal framework in which design levers (authentic mission, shared values aligned with behavior, channel partner fit, sustainability vision) drive psychological and behavioral states (consumer empowerment/engagement, employee commitment, stakeholder trust) that produce outcomes of brand integrity/image, long-term shareholder value, and sociocultural/environmental impact, conditioned by macro forces of participation, globalization paradox, and the creative society.
Authentic Brand Mission (Innovative Practice + Story)design lever
A clearly defined, authentic reason for the brand's existence that offers a transformative new business perspective (breakthrough practice) communicated through compelling stories with character, plot, and metaphor.
Shared Values–Behavior Alignment (Integrity)design lever
The degree to which a company's stated core values (collaborative, cultural, creative) are actually demonstrated in employees' everyday behavior, constituting corporate culture and integrity.
Channel Partner Value Fitdesign lever
The extent to which channel partners share the company's purpose, identity, and values, enabling them to credibly convey brand stories and integrate into the value chain.
Sustainability Vision / Stakeholder Orientationdesign lever
A corporate vision embedding long-term environmental and social sustainability and a multi-stakeholder orientation rather than short-term shareholder profit maximization.
Macro Forces Context (Participation, Globalization Paradox, Creative Society)contextual condition
The contextual conditions of new-wave participatory technology, the paradoxes of globalization, and the rise of the creative society that make consumers more collaborative, cultural, and spiritual.
Consumer Empowerment and Engagementpsychological state
The psychological and behavioral state in which consumers feel ownership of the brand mission and actively collaborate, co-create, converse, and advocate within networked communities.
Employee Commitment and Productivitypsychological state
The psychological state of employees believing in and living the company's values, leading to higher commitment, productivity, retention, and acting as brand ambassadors.
Stakeholder Trustpsychological state
The degree of trust held by consumers, employees, channel partners, and shareholders in the company, restored through authenticity, integrity, and horizontal (peer) credibility.
Brand Integrity and Image (3i Outcome)outcome metric
The outcome of a complete 3i triangle in which authentic differentiation (integrity) validates positioning (identity) and creates a strong, credible brand image in consumers' minds, hearts, and spirits.
Long-Term Shareholder Value / Sustainability Performanceoutcome metric
The financial outcome of cost savings, new market revenue, and corporate brand value that produces long-term profitability, returns, and business sustainability rather than short-term gains.
Sociocultural and Environmental Impactoutcome metric
The outcome of embedding transformation into the business model—improving wellbeing, alleviating poverty, and advancing environmental sustainability—while differentiating the company.
How they connect
- authentic brand mission → predicts consumer empowerment engagement
- consumer empowerment engagement → predicts brand integrity image
- shared values behavior alignment → predicts employee commitment
- employee commitment → predicts brand integrity image
- channel partner value fit → predicts stakeholder trust
- sustainability vision → predicts long term shareholder value
- sustainability vision → predicts social environmental impact
- stakeholder trust → influences long term shareholder value
- macro forces context → moderates consumer empowerment engagement
- brand integrity image → influences long term shareholder value
A candidate measure
Marketing 3.0: From Products to Customers to the Human Spirit — derived measurement candidates
Authentic Brand Mission
mission clarity ratings; story authenticity perception; innovation/transformation claims
self-report suitability: medium
Shared Values–Behavior Alignment
alignment index; behavioral consistency rates
self-report suitability: medium
Channel Partner Value Fit
value congruence score; integration stage level
self-report suitability: medium
Sustainability Vision
index inclusion; sustainability investment level
self-report suitability: medium
Macro Forces Context
connectivity index; creativity index
self-report suitability: low
Consumer Empowerment and Engagement
advocacy/recommendation rate; engagement metrics; WOM volume
self-report suitability: high
Employee Commitment and Productivity
engagement scores; retention rates; productivity metrics
self-report suitability: high
Stakeholder Trust
trust survey scores; reputation rank
self-report suitability: high
Brand Integrity and Image
brand equity valuation; authenticity perception
self-report suitability: medium
Long-Term Shareholder Value
financial returns; stock price; cost ratios; index inclusion
self-report suitability: low
Sociocultural and Environmental Impact
impact metrics; MDG-aligned indicators
self-report suitability: low
The story
The reader A marketer or business leader who wants to build a brand that wins loyalty, grows, and matters in a changing, low-trust world.
External problem
Consumers are empowered, skeptical, and increasingly judge companies by their social and environmental conduct, while old product- and consumer-centric tactics no longer reliably generate demand or trust.
Internal problem
The leader feels their marketing is seen as manipulative or hollow and fears losing relevance, credibility, and meaning.
Philosophical problem
It is simply wrong to treat people as passive targets to be sold to rather than as whole human beings with deep aspirations for a better world.
The plan
- Treat consumers as full human beings—mind, heart, and spirit.
- Define an authentic mission built on innovative practice, moving stories, and consumer empowerment.
- Align shared values with employee behavior to build integrity.
- Choose and integrate channel partners with matching values.
- Sell shareholders a vision of sustainability and long-term value.
- Embed sociocultural, economic, and environmental transformation into the business model.
Success
- A brand owned and championed by loyal, empowered consumers.
- A motivated, productive workforce living the brand's values.
- Sustainable, profitable growth and stronger corporate brand value.
- Meaningful contribution to solving social and environmental problems.
At stake
- Loss of consumer trust and credibility in a low-trust, networked world.
- Brands seen as inauthentic PR or manipulation, exposed by collective consumer wisdom.
- Stagnation in maturing markets and eventual obsolescence.
- Missing growth opportunities at the base of the pyramid and in sustainability.