Ethics Of Marketing Term Paper

Length: 3 pages Sources: 3 Subject: Engineering Type: Term Paper Paper: #92201591 Related Topics: Innovation, Cigarette, Integrated Marketing Communication, Social Work Ethics
Excerpt from Term Paper :

¶ … marketing that was previously considered ethical but that is now considered unethical. What caused this change?

The marketing and selling of tobacco-related products has gone through one of the most fundamental shifts in marketing ethicacy ever seen in the United States in the last century. From being seen as a symbol of confidence and commonly prescribed by society as a means to reduce stress and enjoy life, today the impact of tobacco consumption has shown to cause a multitude of cancers (Fairchild, Colgrove, 2004). Tobacco companies often crossed the line and began to market many of their tobacco products to children as well, with the idea of getting 12 and 13-year-old addicted to cigarettes and chewing tobacco to make their lifetime customer value as customers even more lucrative for tobacco companies (Fairchild, Colgrove, 2004). Of the many approaches relied on to accomplish this goal the most insidious was the Joe Camel commercials and cartoons, which were deliberately aimed at young teenagers and their curiosity with smoking. In addition to this specific use of child-friendly imagery studies have found over 100 instances of using comic book-like characters to sell tobacco and the "coolness" of it over providing a more balanced view of its many health dangers.

Based on the pervasive use of marketing tactics that sought to enslave children at a very early age to tobacco products, a series of federal laws were passed to protect minors from deceptive advertising (Fairchild, Colgrove, 2004). Today it is considered illegal to create and sustain marketing campaigns aimed at minors using images and messages that most resonate with them. Thankfully the ethics and moral obligation of tobacco companies have become more regulated, saving children from becoming addicted to tobacco in the


Correspondingly, the most effective leadership styles for ensuring the effective managing of the innovation process must also be flexible, agile and very transformational in approach yet able to use emotional intelligence (EI) to determine when it is best to use specific approaches and leadership strategies (Gumusluoglu, Ilsev, 2009). From the myriad of leadership strategies completed on this topic, it's clear that a transformational leader is more adept at EI while keeping innovation teams anchored in a framework or taxonomy that guides their efforts. It is a delicate balance that only the most insightful transformational leaders are capable of navigating, making their value to innovation strategies and initiatives invaluable (Ryan, Tipu, 2013).

(3) Which School(s) of Management Thought would be most effective for the innovation process -- and why.

Of the many schools of management thought that have been integrated into the innovation processes of companies to gain greater time-to-market and competitive advantage, the most effective is one that concentrates on creating a culture of trust supported with a strong focus on egalitarianism (Gumusluoglu, Ilsev, 2009). This skill set is exceptionally difficult to find in leaders; it often must be cultivated over time within an organization to further support the innovation process (Ryan, Tipu, 2013). The orientation of leaders with these skills is to create a culture that…

Sources Used in Documents:


Fairchild, A., & Colgrove, J. (2004). Out of the ashes: The life, death, and rebirth of the "safer" cigarette in the United States. American Journal of Public Health, 94(2), 192-204.

Gumusluoglu, L., & Ilsev, A. (2009). Transformational leadership, creativity, and organizational innovation. Journal of Business Research, 62(4), 461-473.

Kenny, C., & Sandefur, J. (2013). Can Silicon Valley save the world? Foreign Policy, (201), 72-77.

Manzano, Porteros, C., 2013. Innovation and new trends in the field of philanthropy. Informacion Comercial Espanola, 872, 19-28.

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