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Many markets are conceptualized as a stratified low- and middle-income “pyramid” of consumers. Emerging markets are sites of rapid consumer mobility, and thus the middle class there is connected to, and often supports, low-income relatives and employees. Therefore, this paper aims to establish that African income groups are not insular, but rather interrelated and have strong social ties reinforced with longstanding communal values, such as ubuntu.

Using a between-subjects experimental vignette design, the propensity of the middle class to cover low-income individuals on an insurance product was assessed.

Income strata are interrelated and can inform value propositions, which is demonstrated in this paper with insurance, where the middle class are willing to include others, depending on their social proximity, on their insurance cover.

The context for this study was personal home insurance; hence, the generalisability of the results is circumscribed. Other more tangible forms of cover, such as medical, funeral or educational insurance, may engender far stronger effects.

Marketers tend to view low- and middle-income consumers as independent. A view of their interrelation will change the design of many products and services, such as a service catered to the poor but targeted at their support networks. An example of such a service is insurance, which is traditionally hard to sell to the poor. A less atomistic approach to income strata could have implications for vicarious consumption, as well as a reconsideration of the disposable income of both groups.

The pyramid is an interconnected network of social and economic ties.

Describes the winning formula at Neiman Marcus that has made it the No. 1 luxury retailer in the United States in terms of sales per square foot and profitability. Highlights Neiman Marcus' efforts to define who its customers are and are not and to achieve superior focus on its customers by aligning location, price, service, and merchandise to fulfill these customers' every need. Describes ways in which Neiman Marcus prevents typical silo behavior between merchandising and selling and how it ensures that the right merchandise gets to the right customer, despite the challenge of doing this in 36 micromarkets.

To show how a company integrates two strong high-performance functions—merchandising and sales—to get the right merchandise to each customer in more than 30 diverse selling locations while consistently providing exceptional customer service.

The resurgence of VR began in 2009 with Palmer Luckey's project to create a head-mounted 3D VR gaming device, leading to the development of Oculus. This movement was heavily influenced by hardcore gaming values, particularly those of John Carmack, a pioneer in first-person shooter games. The Oculus Kickstarter in 2012 emphasised VR for hardcore gamers, aiming for high graphical fidelity and immersive experiences. However, this focus has limited VR's potential. The chapter examines two case studies: SuperHot VR and Beat Saber. SuperHot VR challenges the emphasis on photorealism by offering immersion-through-proprioception, providing a unique VR experience without relying on high graphical fidelity. Beat Saber, though often seen as a casual game, has become the bestselling VR game by offering a pleasurable, short-play experience reminiscent of Nintendo Wii's casual games. The success of these games suggests that VR can thrive by appealing to a broader audience beyond hardcore gamers. By focusing on embodiment rather than purely visual immersion, these games highlight the potential for diverse VR experiences. This chapter argues that the fixation on hardcore gaming values, characterised by hyper-realistic graphics and intense gameplay, has restricted VR's growth. The success of games like SuperHot VR and Beat Saber demonstrates that VR can achieve broader appeal and greater success by catering to more varied gaming preferences and moving beyond the narrow confines of hardcore gamer culture.