Reassessing the Marketing Mix: Transitioning Towards a Customer-Centric Framework

Reassessing the Marketing Mix: Transitioning Towards a Customer-Centric Framework

Munyaradzi Mhaka

Business Management Department, Lupane State University, Zimbabwe

DOI: https://doi.org/10.51244/IJRSI.2025.120700037

Received: 05 June 2025; Accepted: 09 June 2025; Published: 30 July 2025

ABSTRACT

This paper examines the transition from the traditional marketing mix framework, commonly referred to as the 4Ps, to a customer-centric approach in contemporary marketing. While the 4Ps have historically guided marketing strategies, they increasingly fall short in addressing modern consumer behaviour and the complexities of digital dynamics. This critique advocates for a customer-centric framework that emphasizes understanding consumer needs, leveraging advanced technologies for hyper-personalization, and fostering a culture of ethical data practices. Synthesizing empirical studies and case analyses, this critique pronounces the imperative for organizations to adopt customer-centric strategies to achieve sustainable growth in a competitive landscape. It further highlights significant implications for both marketing theory and practice, suggesting a necessary evolution in how marketers conceptualize and implement their strategies.

Key Terms: Marketing Mix, Customer Centricity, Hyper-Personalization

INTRODUCTION

The marketing mix, traditionally framed as the 4Ps, Product, Price, Place, and Promotion, has served as a foundational model within marketing theory since McCarthy introduced it in 1960. This framework has provided a structured approach for marketers to develop strategies that align offerings with consumer demands. However, the rapid evolution of the marketing landscape, driven by technological advancements and significant shifts in consumer behaviour, necessitates a critical reassessment of the 4Ps. This reassessment reveals substantial inadequacies in their application, particularly in today’s dynamic environment (Lemon & Verhoef, 2016; Kotler & Keller, 2021).

Gronroos (1994) argues that the traditional marketing mix is increasingly obsolete in an era that prioritizes relationship marketing. Successful marketing must now transcend transactional exchanges to cultivate enduring customer relationships and service excellence. This perspective is echoed by Payne and Frow (2017), who highlight the shift towards more integrated marketing strategies. Furthermore, Kumar et al. (2019) emphasize the need for a holistic approach that incorporates customer insights across all facets of marketing strategy, which is essential for navigating the complexities of modern consumer behaviour. In the context of global markets, the limitations of the 4Ps framework are significant.

Scholars point out that cultural differences and local market dynamics necessitate more flexible and adaptive marketing strategies (Lemon & Verhoef, 2016; Lusch & Vargo, 2017). In a world where consumers are empowered by information and connectivity, the rigid structures of the 4Ps fail to accommodate the fluidity required for effective engagement (Lusch & Vargo, 2016). The emergence of Service-Dominant Logic, as asserted by Kotler et al., (2021), further challenges traditional product-centric paradigms, positing that value is co-created through collaborative interactions between businesses and consumers.

Digital transformation complicates the relevance of the marketing mix. Researchers such as Lemon and Verhoef (2016) argue for a redefinition of marketing frameworks to prioritize customer experience and value creation. Traditional models are increasingly inadequate for delivering meaningful value in a digitally driven marketplace (Kotler et al., 2021). The rise of big data analytics and artificial intelligence (AI) allows organizations to tailor marketing strategies effectively, thus enhancing customer satisfaction and loyalty (Pappas et al., 2019; Gomez-Uranga et al., 2021). Given these critical perspectives, it is imperative to analyze the shortcomings of the 4Ps framework within the context of modern marketing practices. This paper aims to propose a customer-centric model that better addresses the evolving expectations and behaviours of today’s consumers. Synthesizing empirical studies and case analyses, it advocates for a framework that emphasizes understanding consumer needs and leveraging advanced technologies for hyper-personalization, while also fostering a culture of ethical data practices (Hassan & Craft, 2021; Mikalef et al., 2019). The implications of this shift extend beyond marketing theory, suggesting a necessary evolution in how organizations conceptualize and implement their strategies to ensure sustainable growth in an increasingly competitive landscape (Teece, 2018; Keller, 2020). Embracing innovative approaches and leveraging technology can help businesses forge deeper connections with consumers, ultimately driving brand loyalty and long-term success.

LITERATURE REVIEW

Whereas the traditional marketing mix, has been a foundational concept in marketing theory and practice, contemporary practitioners and scholars have started casting aspersions on its usefulness in the current marketing context.  As consumer behaviour evolves, particularly in the digital age, the application of the 4Ps have come under scrutiny. This literature review explores the historical context of the 4Ps, critiques of the framework, and the transition towards customer-centric marketing strategies.

Questioning the Relevance of the 4Ps Framework in Modern Marketing

The 4Ps framework was introduced by E. Jerome McCarthy in 1960 as a way to categorize the essential elements of marketing strategy (Kotler, 1991; Grönroos, 1994). It has served as a guiding principle for marketers, emphasizing the importance of balancing these four components to meet consumer needs effectively. Over the decades, the framework has been widely adopted in both academic and practical settings, becoming a staple in marketing education (Mikalef et al, 2019). Despite its iconic foundational status, the traditional model has faced intense criticism for its limitations in addressing the complexities of modern marketing environments (see, Cateora & Graham, 2011; Czinkota & Ronkainen, 2013; Kotler & Keller, 2016; Hasan & Craft, 2016; Paybne & Frow, 2017; Mikalef et al, 2019). These foregoing and several other critics argue that the framework is overly focused on the producer’s perspective, neglecting the consumer’s role in the marketing process. The producer-centric approach that form the crux of the model, according to Grönroos (1994) can lead to strategies that fail to resonate with today’s empowered consumers, who seek more personalized and engaging interactions with brands.

Critiques of the 4Ps Framework

The marketing mix, particularly the classic 4Ps framework, has faced substantial critique regarding its relevance in the modern marketing landscape. One significant critique is its rigidity, which fails to adapt to the fast-paced changes in consumer behaviour and technological advancements (Grönroos, 1994). In an era characterized by rapid digital transformation, the static nature of the mix becomes increasingly inadequate for capturing the fluidity of consumer preferences. The marketing mix also emphasizes transactional relationships, often overlooking the importance of building long-term customer engagement and loyalty (Grönroos, 1994; Kotler & Keller, 2016). As consumers increasingly seek meaningful interactions rather than mere transactions, this focus becomes outdated (Brodie et al., 2013). The rise of social media platforms has amplified this shift, making it clear that consumers value engagement and community over traditional marketing tactics.

The one-size-fits-all methodology of the marketing mix fails to acknowledge these cultural nuances, limiting its effectiveness in diverse contexts (Czinkota & Ronkainen, 2013; Brodie et al., 2013; Pappas et al, 2019; Kraus et al, 2021). This is to imply that the original framework does not adequately consider the complexities of global markets, where cultural differences necessitate a more tailored approach. In addition, the marketing mix often under-emphasizes the significance of brand storytelling and emotional connections, which have become critical in influencing consumer behaviour (Brodie et al., 2013; Sweeney & Soutar, 2018; Kraus et al, 2021). In today’s marketplace, consumers are not merely interested in product features but are increasingly swayed by the narratives and values associated with brands.

Finally, the mix’s focus on the individual elements – product, price, place, and promotion – can lead to a fragmented understanding of marketing strategies (Czinkota & Ronkainen, 2013; Payne & Frow, 2014; Lemon & Verhoef, 2016). This compartmentalization overlooks the interconnectedness of these elements and how they collectively contribute to the overall customer experience (Payne & Frow, 2014). As such, the marketing mix’s limitations necessitate a reevaluation of its applicability in contemporary marketing practice.

The Shift Towards Customer-Centric Marketing

In response to these critiques, there has been a significant shift towards customer-centric marketing frameworks. This approach prioritizes understanding consumer needs, preferences, and behaviours as the foundation for marketing strategy. Kotler and Keller (2016) advocate for a transition from a transactional mindset to one that values relationship-building and co-creation of value with customers.

Customer-centric marketing emphasizes the importance of data-driven insights to tailor marketing strategies effectively. Leveraging consumer data, organizations can develop personalized marketing campaigns that resonate with their target audience, enhancing customer satisfaction and loyalty (Payne & Frow, 2014; Lemon & Verhoef, 2016; Sweeney & Soutar, 2018; Kraus et al, 2021). This shift is particularly relevant in the context of the developing markets, where understanding local consumer behaviours and cultural nuances is essential for successful marketing strategies (Lemon & Verhoef, 2016; Binsardi & Ekwulugo, 2016). Additionally, the concept of customer journey mapping has gained traction as businesses seek to understand the various touchpoints consumers encounter in their interactions with brands (Verhoef et al., 2015). When mapping the customer journey, organizations may identify pain points and opportunities for improvement, ultimately leading to a more seamless and satisfying customer experience.

Overall, while the traditional marketing mix framework has historical significance, it exhibits notable limitations in addressing evolving consumer expectations and technological advancements (Verhoef et al., 2015; Hassan & Craft, 2016). Extant literature underscores the necessity for a shift towards customer-centric marketing frameworks that prioritize relationship-building, co-creation of value, and enhanced consumer engagement (Verhoef, 2015; Kotler & Keller, 2016; Lemon et al., 2016) . As organizations navigate this transition, embracing innovative approaches and leveraging technology will be paramount in crafting effective marketing strategies that resonate with today’s empowered consumers.

The future of marketing lies in the ability to adapt to changing consumer landscapes and technological innovations. When moving beyond the confines of the 4Ps and embracing a holistic, customer-centric approach, businesses are awake to deeper connections with their consumers, ultimately driving brand loyalty and long-term success (Kotler & Keller, 2016; Lemon et al., 2016). Integrating precedent successful cases into this narrative enriches the discourse, emphasizing the necessity for adaptable and culturally informed marketing strategies.

Comparative Case Analysis

The transition from the traditional marketing mix to customer-centric frameworks has been evidenced by various case studies across industries. It is important to explore notable examples that illustrate the efficacy of customer-centric strategies, providing a comparative analysis of organizations that have successfully pivoted from the 4Ps to more dynamic, relational approaches.

Nike’s Customer-Centric Innovation

Nike exemplifies the power of customer-centric marketing through its innovative strategies that prioritize consumer engagement and personalization. The Nike By You program allows customers to customize their footwear, enabling them to express their individuality while fostering a deeper emotional connection with the brand (Kumar & Reinartz, 2016). This move away from a one-size-fits-all approach not only enhances customer satisfaction but also drives brand loyalty, showcasing the effectiveness of co-creation in marketing. In a comparative analysis, Nike’s approach stands in stark contrast to traditional sports apparel brands that have relied heavily on the 4Ps. For instance, Adidas, while also investing in customization, has historically focused more on product-centric promotions and endorsements by high-profile athletes (Lemon & Verhoef, 2016). Nike’s emphasis on consumer engagement through personalization has yielded significant competitive advantages, as evidenced by its robust growth in market share and customer loyalty metrics.

Starbucks and the Experience Economy

Starbucks is another prime example of a brand that has successfully transitioned from a product-centric model to a customer-centric one. The company’s emphasis on creating an inviting atmosphere in its stores—often referred to as the third place between home and work – exemplifies the principles of experiential marketing (Schmitt, 2010; Lemon & Verhoef, 2016). In that vein, Starbucks has cultivated a loyal customer base that values the brand not just for its coffee but for the holistic experience it offers by prioritizing customer experience.  A comprehensive appraisal of Starbucks and Dunkin’ Donuts illustrates this shift. While Dunkin’ has traditionally focused on speed and convenience – core elements of the 4Ps, Starbucks has invested in creating a unique customer experience that fosters community and connection. As such, Payne & Frow (2017) argue that this strategic differentiation has allowed Starbucks to command higher price points and maintain a premium brand image

Unilever’s Sustainable Living Plan

Unilever’s Sustainable Living Plan showcases how a global corporation can effectively integrate customer-centricity with social responsibility. Unilever has successfully redefined its marketing strategy to resonate with increasingly conscientious consumers through aligning its product offerings with consumer values around sustainability and ethical sourcing (Hassan & Craft, 2016).  This approach enhances brand loyalty while positioning Unilever as a leader in corporate social responsibility.

On the other hand, Procter & Gamble (P&G), while also pursuing sustainability initiatives, has often relied on traditional marketing tactics focused on product features and benefits (Sweeney & Soutar, 2018; Mikalef et al., 2019; Kraus et al, 2021). Unilever’s focus on consumer engagement through shared values has proven to be more effective than P&G’ s in fostering brand advocacy among younger consumers who prioritize ethical consumption.

Take-aways from Case Studies

The foregoing case studies examined pronounce the profound impact of customer-centric marketing strategies across various industries. Organizations that have embraced this paradigm shift, including Nike, Starbucks, and Unilever, demonstrate that prioritizing consumer engagement, experience, and values can yield substantial competitive advantages. In contrast, those that cling to traditional 4Ps frameworks often find themselves at a disadvantage in today’s dynamic market landscape. As businesses continue to navigate this evolving landscape, the lessons gleaned from these case studies will be invaluable in shaping future marketing initiatives that resonate with an increasingly diverse and discerning consumer base.

Theoretical Implications of Customer-Centric Marketing

The evolution of marketing paradigms has led to the emergence of customer-centric marketing as a dominant approach in contemporary business practices. This shift is not merely a trend but a fundamental transformation in how organizations perceive and engage with their customers. The theoretical implications of customer-centric marketing are profound, influencing various aspects of marketing theory, consumer behaviour, and organizational strategy.

Reframing Marketing Theories

Customer-centric marketing challenges traditional marketing theories that primarily focus on the 4Ps (Product, Price, Place, Promotion). The shift towards a customer-centric approach necessitates a re-evaluation of these foundational concepts. Scholars argue that marketing should be viewed as a relational process rather than a transactional one, emphasizing the importance of building long-term relationships with customers (Kumar & Reinartz, 2016; Lemon & Verhoef, 2016). This relational perspective, as suggested by Vargo & Lusch (2016) aligns with the Service-Dominant Logic which posits that value is co-created through interactions between firms and customers.

Theoretical frameworks including the Customer Experience Management (CEM) model have gained traction, highlighting the need for organizations to understand and manage the entire customer journey (Lemon et al., 2018). This model emphasizes the importance of touchpoints and the cumulative impact of customer interactions on overall satisfaction and loyalty. Integrating CEM into marketing theory, researchers can better understand how customer-centric practices influence consumer perceptions and behaviours.

Consumer Behaviour Insights

The shift towards customer-centric marketing has significant implications for consumer behaviour theories. Traditional models often depict consumers as rational decision-makers who evaluate products based on objective criteria. However, customer-centric marketing recognizes the emotional and psychological dimensions of consumer behaviour. Insightful empirical studies by Pappas (2016), later revisited by Morrison et al (2019) have shown that emotions play a critical role in shaping consumer preferences and purchase decisions. The concept of customer engagement has emerged as a key area of interest, reflecting the active participation of consumers in the value creation process. Engaged customers are more likely to develop emotional connections with brands, leading to increased loyalty and advocacy (Brodie et al., 2017). This shift necessitates a deeper understanding of the factors that drive customer engagement, including social media interactions, personalized marketing, and community involvement (Hollebeek et al., 2016; Kraus et al, 2021). In addition, the rise of digital technologies has transformed consumer behaviour, enabling new forms of interaction and engagement.

Theoretical frameworks that incorporate digital touchpoints and online communities are now essential for understanding how customers navigate their purchasing journeys in the digital age (Kumar et al., 2020; Kraus et al, 2021). This evolution calls for an interdisciplinary approach, integrating insights from psychology, sociology, and information technology to develop comprehensive models of consumer behaviour.

Organizational Strategy and Structure

The adoption of customer-centric marketing has profound implications for organizational strategy and structure. Organizations must align their internal processes, culture, and resources to support customer-centric initiatives (Gummesson, 2017; Teece, 2018). This alignment often requires a shift in organizational mindset, moving from a product-centric focus to one that prioritizes customer needs and preferences.

Cementing the basis of this review, Teece (2018) contends that new paradigms such as the Resource-Based View (RBV) and Dynamic Capabilities Theory provide valuable insights into how organizations can leverage their resources to create customer value, without necessarily leaning on abstract traditional rubrics that lack relevance in the present circumstances. The Resource-Based View (RBV) posits that a firm’s competitive advantage is derived from its unique, valuable, and inimitable resources and capabilities (Thompson & Strickland, 2008; Teece, 2018). This internal focus underscores the importance of leveraging distinctive strengths to achieve sustainable success in an ever-evolving marketplace.

On the other hand, the Dynamic Capabilities Theory Dynamic Capabilities Theory posits that a firm’s ability to adapt, integrate, and reconfigure internal and external resources in response to changing market conditions is paramount for achieving competitive advantage (Wheelen & Hunger, 2018).  According to Ladhari et al (2019), unlike the traditional marketing mix perspective, which emphasizes static elements like product, price, place, and promotion, this theory focuses on the processes and competencies that enable organizations to innovate and respond effectively to evolving consumer needs.

Furthermore, the implementation of customer-centric strategies often necessitates cross-functional collaboration within organizations. Marketing, sales, customer service, and product development teams must work together to create a seamless customer experience (Schultz & Peltier, 2013). This collaborative approach aligns with the concept of integrated marketing communications (IMC), which emphasizes the importance of consistent messaging and branding across all customer touchpoints.

Ethical Considerations and Social Responsibility

As organizations embrace customer-centric marketing, ethical considerations and social responsibility become increasingly important. Consumers are more informed and socially conscious than ever, demanding transparency and accountability from brands (Ladhari et al., 2019). This shift has implications for marketing ethics, as organizations must navigate the fine line between personalization and privacy. Theoretical frameworks that address ethical marketing practices are essential for guiding organizations in their customer-centric efforts. The insistence by academics on the need for marketers to assimilate the corporate social responsibility (CSR) orientation and ethical consumerism highlight the importance of aligning marketing strategies with societal values and expectations (Kotler & Lee, 2018). Through integrating ethical considerations into their marketing practices, organizations can build trust and credibility with consumers, ultimately enhancing brand loyalty and reputation.

Future Research Directions

The theoretical implications of customer-centric marketing are vast and multifaceted, presenting numerous opportunities for future research. Scholars are encouraged to explore the intersection of customer-centricity with emerging trends such as artificial intelligence, big data analytics (BDA), virtual reality (VR), augmented reality (AR), and sustainability. Understanding how these trends influence customer behaviour and organizational strategies will be critical for advancing marketing theory and practice. Additionally, longitudinal studies examining the long-term effects of customer-centric marketing on brand equity and customer loyalty will provide valuable insights into the sustainability of these strategies. It is suggested that research that investigates the impact of cultural differences on customer-centric practices across global markets will also contribute to a more nuanced understanding of this evolving field.

From an overall perspective, the theoretical implications of customer-centric marketing are profound, reshaping traditional marketing paradigms and offering new insights into consumer behaviour and organizational strategy. As businesses continue to navigate the complexities of the modern marketplace, the integration of customer-centric principles into marketing theory will be essential for driving innovation and fostering meaningful connections with consumers.

Practical Applications of Customer-Centric Marketing

As the marketing landscape evolves, organizations increasingly recognize the importance of adopting customer-centric marketing strategies to enhance customer engagement, satisfaction, and loyalty. It is important to outline practical suggestions of customer-centric marketing, providing insights into how businesses can implement these strategies effectively based on recent scholarly research, case studies and the prevailing market circumstances.

Appreciating Customer Needs and Preferences

The foundation of customer-centric marketing lies in a deep understanding of customer needs and preferences. Organizations must invest in market research and customer insights to gather data that informs their strategies. Techniques such as surveys, focus groups, and social media listening can help businesses understand consumer expectations and pain points.

Most contemporary business entities utilize advanced analytics and machine learning algorithms to analyze customer behaviour and preferences. Through leveraging big data, Amazon, for a case in point, offers personalized recommendations, enhancing the shopping experience and driving sales (Liu et al., 2019; Zhang et al., 2020; Wang et al., 2021). This approach increases customer satisfaction while fostering loyalty, as consumers feel that their individual preferences are recognized and valued. Organizations should adopt a customer journey mapping approach to visualize the entire customer experience. This method enables businesses to identify critical touchpoints and interactions across various stages of the customer life cycle, from awareness to post-purchase (Zhang et al., 2020; Verhoef et al., 2021). In mapping the customer journey, organizations can pinpoint areas for improvement and tailor their marketing efforts to enhance the overall experience.

Personalization and Customization

Personalization is a crucial component of customer-centric marketing, allowing businesses to tailor their offerings to meet individual customer needs. Organizations can leverage data analytics to create personalized marketing campaigns that resonate with specific customer segments (Lemon et al., 2018; Pappas et al., 2019). For example, Netflix employs sophisticated algorithms to analyze viewer preferences and behaviour, enabling the platform to provide personalized content recommendations (Smith et al., 2020; Gomez-Uranga et al., 2021). This level of customization does not only enhance user satisfaction but also encourages continued engagement and subscription renewals.

In addition to content recommendations, companies can implement personalized email marketing campaigns that address customers by name, suggest products based on past purchases, and offer exclusive promotions tailored to individual preferences (Kumar & Reinartz, 2016; Chaffey, 2019). As indicated earlier, research shows that personalized emails can significantly increase open rates and conversion rates compared to generic messages.

Enhancing Customer Engagement through Digital Channels

Digital channels play a vital role in customer-centric marketing, providing organizations with opportunities to engage customers in real time. Social media platforms, websites, and mobile applications serve as essential touchpoints for communication and interaction. Businesses should actively engage with customers on these platforms to foster relationships and build brand loyalty.  Illustrative brands, including Nike, for example, utilize social media not only for promotion but also for community building.

Through initiatives like the Nike Run Club app, the company encourages customers to share their fitness journeys and connect with like-minded individuals (Keller, 2020; Pappas et al., 2019). This sense of community enhances customer engagement and reinforces brand loyalty.  Further, organizations should prioritize responsive customer service across digital channels. Implementing AR and VR customer support systems can enhance the customer experience by providing immediate assistance and addressing inquiries promptly (Lemon & Verhoef, 2016; Choudhury et al., 2021). This responsiveness improves customer satisfaction and catalyses a commitment to customer-centricity.

Co-Creation and Customer Involvement

Co-creation is a powerful strategy that allows customers to actively participate in the development of products and services. Involving customers in the innovation process fosters a sense of ownership and loyalty, as consumers feel their voices are heard and valued (Prahalad & Ramaswamy, 2017; Frow et al., 2019). Companies can successfully implement co-creation strategies by inviting customers to submit ideas for new products and vote on designs (Böhme et al., 2020; Hatch & Schultz, 2021). This collaborative approach generates innovative ideas while strengthening the bond between the brand and its community of enthusiasts.

Added to the foregoing, organizations can leverage customer feedback and reviews to inform product development and refine existing offerings. Through actively soliciting input from customers, businesses can enhance their product lines and ensure they align with market demands (Brodie et al., 2017). This iterative process of co-creation fosters a customer-centric culture that prioritizes consumer needs.

CONCLUSION

In light of evolving consumer expectations and technological advancements, organizations must transcend the limitations of the traditional 4Ps framework. While historically significant, this model inadequately addresses the complexities of modern consumer behaviour and the dynamic marketplace. To thrive, businesses must adopt a customer-centric paradigm that prioritizes deep insights into consumer needs and fosters meaningful engagement. Leveraging advanced analytics, organizations can tailor their offerings to resonate with individual preferences, thereby enhancing satisfaction and loyalty. The significance of co-creation and consumer involvement is paramount; inviting customers to participate in product development cultivates ownership and strengthens brand loyalty. This collaborative approach not only sparks innovation but also ensures alignment with genuine consumer desires.

Integrating digital channels as essential touchpoints for real-time engagement is critical, necessitating responsive customer service through cutting-edge technologies. Addressing ethical considerations and social responsibility is vital for building consumer trust. Aligning marketing strategies with societal values, organizations can enhance their reputation and forge deeper connections. Ultimately, the traditional 4Ps are insufficient in navigating today’s complex markets. The dynamic capabilities of contemporary businesses demand a focus on unique resources and customer engagement, making a customer-centric approach essential for sustainable success.

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