Documente Academic
Documente Profesional
Documente Cultură
PII:
E-Tribalized Marketing?:
The Strategic Implications
of Virtual Communities
of Consumption
ROBERT V. KOZINETS, J.L. Kellogg Graduate School of Management, Northwestern
University, Illinois
On the Internet, electronic tribes structured around
consumer interests have been growing rapidly. To
be effective in this new environment, managers
must consider the strategic implications of the existence of different types of both virtual community
and community participation. Contrasted with database-driven relationship marketing, marketers
seeking success with consumers in virtual communities should consider that they: (1) are more
active and discerning; (2) are less accessible to oneon-one processes, and (3) provide a wealth of valuable cultural information. Strategies for effectively
targeting more desirable types of virtual communities and types of community members
include: interaction-based segmentation, fragmentation-based seg-
252
Introduction
More than three decades ago, Marshall McLuhan
expounded that cool and inclusive electric media
would
retribalize
human
society into clusters of affiliation (see, e.g. McLuhan,
1970). With the advent of
cyberspace,
networked computers and the proliferation of computer-mediated communications, McLuhans predictions seem to be coming true. Not only are people
retribalizing, they are e-tribalizing. Networked computers and the communications they enable are driving enormous social changes. Networked computers
empower people around the world as never before
to disregard the limitations of geography and time,
find another and gather together in groups based on
a wide range of cultural and subcultural interests and
social affiliations. Because many of these affiliations
are based upon consumption activities, including ecommerce, these e-tribes are of substantial importance to marketing and business strategists. Marketers who rigorously understand them and the
opportunities they present will be able to position
themselves to benefit from fundamental changes that
are occurring in the ways people decide on which
products and services to consume, and how they
actually consume them.
By the year 2000, it is estimated that over 40 million
people worldwide will participate in virtual communities of one type or another. Research has
revealed that new users online activities tend to
revolve around rapid surfing activities and e-mail.
However, the longer an Internet user spends online,
the more likely it is that they will gravitate to an
online group of one sort or another. Once a consumer
connects and interacts with others online, it is likely
that they will become a recurrent member of one or
more of these gatherings, and increasingly turn to
them as a source of information and social interaction.
These gatherings have been variously termed
online, virtual, or computer-mediated communities. The term virtual community, was coined by
Internet pioneer Howard Rheingold (1993), who
defined them as social aggregations that emerge
from the net when enough people carry on... public
discussions long enough, with sufficient human feeling, to form webs of personal relationships in cyberspace. McKinsey and Company consultants Arthur
Armstrong and John Hagel (Armstrong and Hagel,
1996) have termed groups of consumers united by a
common interest communities of interest.
In spite of the prevalence of the term community to
describe these groups, there has been considerable
debate regarding its appropriateness. Online groups
often never physically meet. Many participants maintain their anonymity. Many interactions are fleeting
and ostensibly functional. Nevertheless, research into
the diverse and full social interactions of online consumers has revealed that the online environment can
under many circumstances be used as a medium of
meaningful social exchange (e.g. Clerc, 1996; Rheingold, 1993; Turkle, 1995). The term virtual communities usefully refers to online groups of people who
either share norms of behavior or certain defining
practices, who actively enforce certain moral stanEuropean Management Journal Vol 17 No 3 June 1999
dards, who intentionally attempt to found a community, or who simply coexist in close proximity to
one another (Komito, 1998). While sharing computeroriented cyberculture and consumption-oriented cultures of consumption, a number of these groupings
demonstrate more than the mere transmission of
information, but the sacred ceremony that draws
persons together in fellowship and commonality
(Carey, 1989, p. 18). Given this, the term community
appears appropriate if used in its most fundamental
sense as a group of people who share social interaction, social ties, and a common space (albeit a computer-mediated or virtual cyberspace in this case).
E-tribes or virtual communities: whatever one
chooses to call them, at least one thing seems assured.
With 51 per cent of Internet users using the Web
daily, and exponential global growth rates for new
users, prodigious growth in the quantity, interests,
and influence of virtual communities is guaranteed.
Unlikely to replace physical encounters, or information from traditional media, online interactions
are becoming an important supplement to social and
consumption behavior. Consumers are adding online
information gathering and social activities into an
extended repertoire that also includes their face-toface interactions. Online interactions and alignments
increasingly affect their behavior as citizens, as community members and as consumers. The prospect of
advancing marketing thought and practice may come
from an enhanced understanding of these groups
of consumers.
A detailed account of the strategic implications of virtual communities will be provided herein, informed
by four years of empirical and conceptual research
on the online interactions of groups of consumers.
New developments in consumer behavior research
and marketing will be conceptualized, focusing on
the revolutionary changes wrought by online interactions. First, terms will be defined, and several different aspects of these groups will be theorized. Next,
these concepts will inform a comparative analysis
between the ways in which traditional relationship
marketing theory has been implemented online, and
the difference suggested by a newer framework
based on the existence and utility of retribalized virtual communities of consumption. Strategic options
will be explored and discussed. The final section
overviews the practical implications of these changes
for a revised online marketing strategy and suggests
appropriate cyberspace locations through which to
pursue it.
Theoretical Basis
Virtual Communities of Consumption
Online, at this very moment, millions of consumers
are forming into groups that communicate social
253
Figure 1
254
255
corporation could be assessed by loyalty-based segmentation to be minimal, their value as an influencer in a virtual community is actually quite high.
It is only by recognizing such a person as an insider,
one whose interactions are high in both informational
and social exchanges, that marketers can strategically
deal with such eventualities.
The revised framework of relationship marketing in
environs of retribalized cyberspace virtual communities of consumption is termed Virtual Communal Marketing, or VCM. The marketing strategies of
VCM are informed by theorizing and naturalistic
observation of online consumers in social interaction,
as well as by the principles of network economies.
VCM is based upon three general assumptions that
extend and add complexity to prior assumptions
underlying the basic principles of relationship marketing. First, online consumers are not merely passive recipients of consumption information, but active
creators. Second, customer relationships with marketing companies manifest not simply as binodal
relationships but as multinodal networks. Finally, the
value of online data gathering about consumers lies
not merely in its unidimensional aspects, such as
sales and demographics, but in its multidimensional
potentialities. The following sections provide details
on these fundamental shifts that add complexity to
virtual relationship marketing. The new VCM strategies suggested by this shift will be elaborated
further in the concluding section.
a fairly truncated response set: they either buy, continue to buy, or stop buying.
The actual portrait of consumption drawn by VCM
is quite different. In virtual communities of consumption, consumers are active, deeply involved in articulating and re-articulating their consumption activities.
Insiders and devotees are especially involved in setting standards, negotiating them with other members, redrawing group boundaries in terms of consumption, and constantly assessing the corporations
whose products are important to them. Groups are
not arranged as simple segments that correspond to
marketers quantitatively-derived schemes, but as
groups whose members share certain media forms,
social communication modes and consumption
tastes. These groups often differentiate and break off
into new groups that may or may not retain links
with their old consumption comrades. When necessary, virtual community members also engage in
transformational interactions aimed directly at the
marketer. These interactions are not merely passive,
but highly active, full of nuance and multidimensionality. These findings suggest that effective marketing
to virtual communities of consumption should
account for two of their most important characteristics: (1) the tendency of seemingly uniform groups
to split into factions, and (2) the politicizing of virtual
communities of consumers.
Factions. As Internet usage proliferates, and the constitution of virtual communities of consumption
becomes more representative of the mainstream, virtual communities are increasingly going to be the
place to access devotees and insiders devoted,
loyal, heavy users of a given product or service.
While access to them may become simpler, the online
marketers job overall is in the process of becoming
substantially more complex. One of the chief challenges, and opportunities, facing marketers in this
environment will be fragmentation. The online world
presents a variety of forums and means for social
expression, each of which present challenges and
opportunities that will reach to the heart of the consumermarketer relationship.
Marketers of the loyalty-based segmentation model
seek to differentiate consumers by their loyalty. Consumers, however, differentiate on a variety of
aspects, many of which seemingly have nothing to do
with production or marketing actions. Loyalty-based
segmentation is based upon switching behavior and
its flipside, retention. Yet, as Knox (1998, p. 732)
insightfully points out, loyalty is retention with attitude. Customer involvement in the consumption
activity is truly at the basis of consumer loyalty. Thus
a detailed and dynamic understanding of the bases of
customer loyalty is vital to all relationship marketing.
The strategy of fragmentation-based segmentation can
help to achieve this complex aim.
Fragmentation-based segmentation is based upon the
257
Communal Consumption. With location and accessibility virtually obliterated, loyal consumers are
increasingly creating their tastes together, as a community. This is a revolutionary change. Online, loyal
consumers evaluate quality together. They negotiate
consumption standards. Moderating product meanings, they brand and re-brand together. Individuals
place great weight on the judgments of their fellow
community of consumption members, particularly
the expert judgment of insiders and devotees. The
response of the collective acts as a force that mediates
and complicates the relationships between marketing
organization and individual consumer. Collective
responses temper individual reception of marketing
communications, even one-on-one direct marketing.
Online, marketers do not speak to individuals, but to
a group. This calls for advanced, yet subtle, strategies
that gently co-opt communities by sharing important
information and perhaps associated insider privileges with their most influential and important
members.
259
rooms. Rooms are computer-mediated environments where people socially gather together, interacting in real time without the overt structure
imposed by fantasy role-playing. The process is analogous to a party line telephone call, Rings are
organizations of related homepages, often termed
web-rings. Linked together and structured by interest, Rings provide structured and information-oriented collections of interrelated consumption interests. Lists are groups of people who gather together
on a single e-mail mailing list in order to share information about a particular consumption topic of mutual interest. Lists tend to be the most permanent and
social of virtual communities.
Figure 4
tion
Conclusion
In Dungeons, Rings, Lists, Boards and Rooms, consumers form e-tribes that use networked computer
technology to sharpen their consumption knowledge,
to socialize, to organize, and to play. There are multiple opportunities for marketers to insert, defend,
alter and reinforce brand meanings in all of these
environments. Yet it is also important for marketers
to note that virtual communities are going to present
a notoriously unstable marketing medium. Based in
an ethos of open participation, trade and exchange
among equals is the watchword on the Internet (as
exemplified by, for instance, the online auction community, ebay at http://www.ebay.com). As a recent
official web-page devoted to the unsuccessful movie
Godzilla found, consumers will use the online forums
provided to them both to promote, and to viciously
criticize, products and corporations. In virtual communities, loyalty is something
that, increasingly, cannot be
In virtual
assumed, but must be assured.
263
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