【正文】 and poorly municated to practitioners。 Hunt, 1976) has closed its ample flesh around practically every idea of mercial and organisational life (Hackley, 2020). In this regard, as a superordinate principle embracing all human exchange, marketing bees no less than a universalised synonym for organised human exchange. But have the countless definitions/arguments on the marketing concept actually helped practitioners? The broadening debate has been well documented in the literature – that is not the problem. The popular success of textual marketing in the brave, new gullible world of university business education, however, contrasts quite starkly to the indifference of the world of business itself. That is not to say that it is not useful – it’s just that the relevancy to practice needs to be questioned. By our own admission we have illdefined theoretical underpinnings, have borrowed more than we have developed, and our (academic) work seems to prise of “measuring the constructs that... we haven’t found yet” (Hackley, 2020). Another “problem” is that the vitality of the marketing field depends on a continual crossdisciplinary input, even though the more populist textual versions of marketing management neglect to acknowledge any interdisciplinary debt in their enthusiasm for an atheoretical discourse of practice. That is not to say, however, that we need to forget about all that has e before. On the contrary, it is more important to subject a popular and powerful discourse such as marketing to a sustained and thorough reexamination, not to ultimately reinvent the whole or to privilege a new rhetoric as an advance on the old (Hackley, 2020). Bearing this in mind, therefore, we should be searching to align marketing management with academia. Managerial marketing refers broadly to the idea that academic marketing thought, research, and teaching should be concerned with the codification and translation of research into the business vernacular of actionable marketing management principles. Two new developments or paradigms seem to be well suited for this purpose. They are retromarketing and experiential marketing. These new developments represent new and exciting challenges to both academics and practitioners. The strength of these two new developments is that they seem to work. As such, the academic munity has a role to play in diffusing these concepts to provide methods that enable practitioners and academics alike to distil facts and valid inferences from the plethora of information that is beginning to build up. Retromarketing Whereas the contemporary marketing concept and societal marketing concept is concerned with the customer satisfaction, customer value and petition, Brown (2020) stated boldly and clearly “torment your customers (they’ll love it)”. This is a fundamental shift away from the traditional doctrines of the marketing texts. But does it work in practice? The essence of retromarketing is founded in the principle that: ... consumers are sick of being pandered to ... they yearn to be teased, tantalised, and tortured by marketers and their wares ... just like in the good old days (Brown, 2020). Brown has a problem with the notion of customer centricity. He stated that: ... customers do not know what they want ... they never have ... they never will ... the wretches don’t even know what they don’t want ... (Brown, 2020). His retromarketing paper is full of very clever observations, ones which are easily observable. He states that: ...a mindless devotion to customers means metoo products, copycat advertising campaigns, and marketplace stagnation (Brown, 2020). Furthermore, he hints that the modern marketing philosophy is overplayed: ... whatever people want they do not want kowtowing from the panies that market to them. They do not want us to prostrate ourselves in front of them and to promise to love them, till death do us part. They’d much rather be teased, tantalized and tormented by deliciously insatiable desire (Brown, 2020). To this end, Brown introduces the concept of retromarketing. Although a formal definition is still in progress, retromarketing may be seen as a revival or relaunch of a product or service from a prior historical period. The principles of this paradigm are simple and to the point. Marketers get more by playing hard to get and as such retromarketing represents the very antithesis of modern marketing (Brown, 2020). A cursory observation of the marketplace provides examples that retromarketing is being conducted: cars (VW Beetle), clothing (that 1970s look) and furnishing (