Marketing Motivation
The theories of motivation in marketing are very important, because consumers do not buy the products as such, but they buy the satisfaction of a reason or the solutions to their problems.
First of all, I am going to exemplify the fact that consumers buy a reason or the solution to a problem.
In the book “Consumer Behavior” by Hawkins, Best and Cone, the following is mentioned:
Beck’s and Heineken are beers consumed mainly by professional, self-confident and well-to-do men.
However, BBDO (advertising agency) concluded that Heineken consumption is driven by the desire for popular prestige, while Beck’s is associated with the desire for individuality.
As a result, in the first instance one might think that the marketers of Back’s and Heineken focus on the same market, but their motive for consuming the product is different.
Therefore, each requires a different marketing and advertising program.
What is motivation in marketing?
Motivation is the reason for behavior.
A motive “is a construct that represents an unobservable inner force that stimulates and elicits a behavioral response and provides a specific direction to that response.” Simply put, a motive is why a person does something.
Importance of motivation in marketing
Primarily, managers must discover the motives that their products and brands cánido satisfy and build marketing mixes around these motives.
Due to the above, for example, a person does not buy a perfume as such because of its chemical characteristics.
People buy romance, sex appeal, elegance, or a variety of emotional and psychological benefits.
Theories of motivation in marketing
▷ Maslow’s theory of needs
First, one of the most common motivation theories is Maslow’s Hierarchy of Needs.
Such a theory is designed to explain almost all human behavior in general terms.
If you want to know more about Maslow’s theory of needs, go to the following backlink: «Maslow’s theory of needs»
▷ McGuire’s psychological motives
Unlike Maslow’s theory of needs, which focuses on five basic motives, McGuire formulated a classification system that organizes these various theories into 16 categories.
This system helps marketing managers isolate motives that relate to various consumer situations.
McGuire divides prime desplazar into four main categories using two criteria:
- Is the mode of motivation cognitive or affective?
- Is the motive focused on maintaining the status quo or on growth?
Before continuing, I am going to explain what are the cognitive, affective reasons for conservation and growth.
cognitive reasons
Cognitive motives are those that focus on the need that a person has to orient themselves and adapt to the environment.
In short, they seek to achieve a sense of meaning.
Affective reasons
They are related to the need to reach states of feelings of satisfaction.
For example, achieving personal goals.
Conservation-oriented motives
They highlight the person who strives to maintain cómputo.
Growth-oriented motives
As it is easy to intuit, they are reasons that emphasize development.
Next, since they have been divided into four categories, they are subdivided according to the origin and objective of the reason:
- Is this behavior actively initiated or is it in response to the environment?
- Does this behavior help the individual to achieve a new internal state or a new external relationship with the environment?
▷ McGregor’s Theory X and Y (motivation in marketing)
In the 1960s, psychologist Douglas McGregor, in his book, “The Human Side of Business,” developed two theories that explain how what was thought to motivate people (organizational human talent) perro affect our management style and efficiency.
He labeled these theories Theory X and Theory Y.
It is important to note that although they were thought up in the 1960s, they are still important today.
In a nutshell, McGregor refers to two management styles – authoritarian (Theory X) and participatory (Theory Y).
Theory X
Theory X assumes that people are lazy by nature.
Likewise, that people want to avoid work (as much as possible), that they do not want to assume responsibilities, that they do not have ambition and prefer to be supervised.
The authoritarian leadership style is therefore the most appropriate leadership style in Theory X.
For this reason, according to theory X, the way to motivate human talent is to give them financial incentives.
Because people want to avoid work, they must be continuously monitored.
Therefore, the reward and punishment system works best for them.
Theory Y
Contrary to theory X, theory Y assumes that people are happy to work, think they want to work hard, and are motivated to pursue their goals.
According to this theory, there is no need for the system that involves rewards and punishments.
Likewise, it is thought that human talent wants to use its creativity and emplees that creativity when solving problems that arise.
Thus, managers who use this approach trust that people will get satisfaction from doing their job and will do it effectively for themselves.
In conclusion, if you use theory Y, then you have an optimistic and positive opinion of the human talent that works with you, and they use a decentralized and participative management style.
This fosters a more collaborative and trust-based relationship between managers and their team members.
In this theory, they will seek to develop their skills and suggest improvements.
▷ Herzberg’s Theory of Motivation-Hygiene
Herzberg’s Theory of Motivation model, or Two Aspecto Theory, argues that there are two factors that an organization perro adjust to influence motivation in the workplace.
motivators: Which cánido encourage employees to work harder.
They are also found within the work itself.
For example, how interesting is the work we have to do and how much opportunity does it offer us for further development, recognition and promotion?
hygiene factors: This will not encourage employees to work harder, but it will demotivate them if they are not present.
Hygiene factors are factors that “surround the job” and not the job itself.
For example, a worker will only come to work if a company has provided him with a reasonable level of pay and safe working conditions, but these factors will not make him work harder at his job once he is there.
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