Together with four young doctoral students in marketing, we were discussing about writing an article about joining some basic ideas of consumer culture theory to the discussion of market orientation. Naturally, an article with a “complete” description would be a huge task so we probably have to choose a more narrow focus. Without going into details on this occasion, I would like to raise one central point: can old firms truly adopt structures and processes that allow honest dialogue with customers?

First, what is honest dialogue and what does it require from firms? Honest dialogue is something where there is a decent amount of trust and transparency between the parties. Both sides are being heard, understood and taken seriously. Starting from the fundamentals, the dialogue would require getting rid of the strict separation of the firm and the customer. Firms would no longer market to customers, they would market with them. Instead of asking what kind of products customers might want, firms would invite them to design and create products and services for best mutual benefit. Going a bit further, firms would understand where customers are coming from – their culture(s).

Cultural understanding is not possible if people inside firms are just minding their own business. With the old mindset, the organization chart tells workers where they belong, they have their routines, they have their NDAs. If someone sees a customer, it’s the salesperson. Even if the salesperson would have the incentive and the passion to understand customers, (s)he would probably not be able to transmit this understanding to engineers and designers, let alone the management.

You might have started to anticipate that my answer to the question, can the old catch up, would be no. I’m not sure. At least my job as a researcher would be to find out ways the old firms could catch up. Our article might give you the answer.

Do you, dear reader, have any older firms in mind that are engaging in honest dialogue with their customers?