scispace - formally typeset
Search or ask a question

Showing papers on "Marketing strategy published in 2004"


Journal ArticleDOI
TL;DR: The authors argue that service provision rather than goods is fundamental to economic exchange and argue that the new perspectives are converging to form a new dominant logic for marketing, one in which service provision is fundamental for economic exchange.
Abstract: Marketing inherited a model of exchange from economics, which had a dominant logic based on the exchange of “goods,” which usually are manufactured output The dominant logic focused on tangible resources, embedded value, and transactions Over the past several decades, new perspectives have emerged that have a revised logic focused on intangible resources, the cocreation of value, and relationships The authors believe that the new perspectives are converging to form a new dominant logic for marketing, one in which service provision rather than goods is fundamental to economic exchange The authors explore this evolving logic and the corresponding shift in perspective for marketing scholars, marketing practitioners, and marketing educators

12,760 citations


Journal Article
TL;DR: The continuing convergence of the digital marketing and sales funnels has created a strategic continuum from digital lead generation to digital sales, which identifies the current composition of this digital continuum while providing opportunities to evaluate sales and marketing digital strategies.
Abstract: MKT 6009 Marketing Internship (0 semester credit hours) Student gains experience and improves skills through appropriate developmental work assignments in a real business environment. Student must identify and submit specific business learning objectives at the beginning of the semester. The student must demonstrate exposure to the managerial perspective via involvement or observation. At semester end, student prepares an oral or poster presentation, or a written paper reflecting on the work experience. Student performance is evaluated by the work supervisor. Pass/Fail only. Prerequisites: (MAS 6102 or MBA major) and department consent required. (0-0) S MKT 6244 Digital Marketing Strategy (2 semester credit hours) Executive Education Course. The course explores three distinct areas within marketing and sales namely, digital marketing, traditional sales prospecting, and executive sales organization and strategy. The continuing convergence of the digital marketing and sales funnels has created a strategic continuum from digital lead generation to digital sales. The course identifies the current composition of this digital continuum while providing opportunities to evaluate sales and marketing digital strategies. Prerequisites: MKT 6301 and instructor consent required. (2-0) Y MKT 6301 (SYSM 6318) Marketing Management (3 semester credit hours) Overview of marketing management methods, principles and concepts including product, pricing, promotion and distribution decisions as well as segmentation, targeting and positioning. (3-0) S MKT 6309 Marketing Data Analysis and Research (3 semester credit hours) Methods employed in market research and data analysis to understand consumer behavior, customer journeys, and markets so as to enable better decision-making. Topics include understanding different sources of data, survey design, experiments, and sampling plans. The course will cover the techniques used for market sizing estimation and forecasting. In addition, the course will cover the foundational concepts and techniques used in data visualization and \"story-telling\" for clients and management. Corequisites: MKT 6301 and OPRE 6301. (3-0) Y MKT 6310 Consumer Behavior (3 semester credit hours) An exposition of the theoretical perspectives of consumer behavior along with practical marketing implication. Study of psychological, sociological and behavioral findings and frameworks with reference to consumer decision-making. Topics will include the consumer decision-making model, individual determinants of consumer behavior and environmental influences on consumer behavior and their impact on marketing. Prerequisite: MKT 6301. (3-0) Y MKT 6321 Interactive and Digital Marketing (3 semester credit hours) Introduction to the theory and practice of interactive and digital marketing. Topics covered include: online-market research, consumer behavior, conversion metrics, and segmentation considerations; ecommerce, search and display advertising, audiences, search engine marketing, email, mobile, video, social networks, and the Internet of Things. (3-0) T MKT 6322 Internet Business Models (3 semester credit hours) Topics to be covered are: consumer behavior on the Internet, advertising on the Internet, competitive strategies, market research using the Internet, brand management, managing distribution and supply chains, pricing strategies, electronic payment systems, and developing virtual organizations. Further, students learn auction theory, web content design, and clickstream analysis. Prerequisite: MKT 6301. (3-0) Y MKT 6323 Database Marketing (3 semester credit hours) Techniques to analyze, interpret, and utilize marketing databases of customers to identify a firm's best customers, understanding their needs, and targeting communications and promotions to retain such customers. Topics

5,537 citations


Journal ArticleDOI
TL;DR: For too long, marketers have not been held accountable for showing how marketing expenditures add to shareholder value as mentioned in this paper, and this lack of accountability has undermined marketers' credibility, threatened the standing of the marketing function within the firm, and even threatened marketing's existence as a distinct capability.
Abstract: For too long, marketers have not been held accountable for showing how marketing expenditures add to shareholder value. As time has gone by, this lack of accountability has undermined marketers’ credibility, threatened the standing of the marketing function within the firm, and even threatened marketing’s existence as a distinct capability within the firm. This article proposes a broad framework for assessing marketing productivity, cataloging what is already known, and suggesting areas for further research. The authors conclude that it is possible to show how marketing expenditures add to shareholder value. The effective dissemination of new methods of assessing marketing productivity to the business community will be a major step toward raising marketing’s vitality in the firm and, more important, toward raising the performance of the firm itself. The authors also suggest many areas in which further research is essential to making methods of evaluating marketing productivity increasingly valid,...

1,026 citations


01 Jan 2004
TL;DR: Holt et al. as mentioned in this paper present a systematic model to explain how brands become icons, which is based on extensive historical analyses of some of America's most successful iconic brands, including ESPN, Mountain Dew, Volkswagen, Budweiser, and Harley-Davidson, and show how iconic brands create identity myths that, through powerful symbolism, soothe collective anxieties resulting from acute social change.
Abstract: Coca-Cola. Harley-Davidson. Nike. Budweiser. Valued by customers more for what they symbolize than for what they do, products like these are more than brands--they are cultural icons. How do managers create brands that resonate so powerfully with consumers? Based on extensive historical analyses of some of America's most successful iconic brands, including ESPN, Mountain Dew, Volkswagen, Budweiser, and Harley-Davidson, this book presents the first systematic model to explain how brands become icons. Douglas B. Holt shows how iconic brands create "identity myths" that, through powerful symbolism, soothe collective anxieties resulting from acute social change. Holt warns that icons can't be built through conventional branding strategies, which focus on benefits, brand personalities, and emotional relationships. Instead, he calls for a deeper cultural perspective on traditional marketing themes like targeting, positioning, brand equity, and brand loyalty--and outlines a distinctive set of "cultural branding" principles that will radically alter how companies approach everything from marketing strategy to market research to hiring and training managers. Until now, Holt shows, even the most successful iconic brands have emerged more by intuition and serendipity than by design. With How Brands Become Icons, managers can leverage the principles behind some of the most successful brands of the last half-century to build their own iconic brands. Douglas B. Holt is associate professor of Marketing at Harvard Business School.

984 citations


Journal ArticleDOI
TL;DR: In this article, the authors discuss a framework of central processes in relationship marketing, which includes an interaction process as the core, a planned communication process as marketing communications support through distinct communications media, and a customer value process as an outcome of relationship marketing.
Abstract: The objective of the article is to discuss a framework of central processes in relationship marketing. The framework includes an interaction process as the core, a planned communication process as the marketing communications support through distinct communications media, and a customer value process as the outcome of relationship marketing. If the interaction and planned communication processes are successfully integrated and geared towards customers' value processes, a relationship dialogue may merge.

963 citations


Book
29 Feb 2004
TL;DR: In this article, the authors discuss the marketing environment, the marketing mix, and the marketing planning process in the context of building brands using marketing mix marketing mix and building brands' marketing mix.
Abstract: PART ONE: THIS IS MARKETING Marketing Today The marketing environment PART TWO: MAKING SENSE OF MARKETS Buyer behaviour Market segmentation, targeting and positioning Marketing research PART THREE: THE MARKETING MIX Product Service products Promotion (marketing communications) Place Price PART FOUR: MANAGING MARKETING Building brands using the marketing mix Marketing planning

616 citations


Journal ArticleDOI
TL;DR: In this article, a structural model that represents key factors in the international success of this important breed of firms is developed and tested via a structural modeling model that suggests that born-global international performance is enhanced in the wake of managerial emphasis on foreign customer focus and marketing competence.
Abstract: Companies that internationalise at or near their founding, “born globals,” are emerging in great numbers world‐wide Characterised by a specific Gestalt of marketing‐related competencies, they are playing an increasing role in international trade Born globals are investigated using data from case and survey‐based studies in Denmark and the USA First introduces and describes the born‐global phenomenon Then, hypotheses are developed and tested via a structural model that represents key factors in the international success of this important breed of firm Results suggest that born‐global international performance is enhanced in the wake of managerial emphasis on foreign customer focus and marketing competence Product quality and differentiation strategy also play important roles, particularly in the US firms These and additional findings are discussed in light of their theoretical and practical implications

400 citations


Journal ArticleDOI
Ian Lings1
TL;DR: In this paper, the internal market orientation (IMO) model is proposed to model the relationship between internal and external market orientations, and the performance implications of IMO are discussed.

388 citations


Journal ArticleDOI
TL;DR: In this article, the authors argue that a firm's market orientation allows it to combine marketing exploitation and exploration strategies effectively by providing a unifying frame of reference focused on customer goals, facilitating market information flows between the two strategy processes, and integrating the two activities by serving as a dynamic market linking capability.

373 citations



Journal ArticleDOI
TL;DR: In this article, a survey of over 400 managers responsible for the main export ventures of Portuguese SMEs (small and medium exporters) showed that past performance plays a crucial role in building SMEs' commitment to exporting and to the determination of their current marketing strategy.
Abstract: This paper argues that performance should be investigated as an independent variable. Using survey data of over 400 managers responsible for the main export ventures of Portuguese SMEs (small and medium exporters), this paper shows that past performance plays a crucial role in building SMEs' commitment to exporting and to the determination of their current marketing strategy. Findings also show that marketing strategy adaptation to the foreign market is particularly noted in firms exporting to the most developed markets, rather than in firms exporting to the most competitive environments. Future international marketing research is encouraged to focus on understanding both the direct and indirect relationships among past performance, firm's commitment to exporting, and current marketing strategy under the influence of external forces. Such a focus has the potential to enrich the theory and generate relevant managerial and public policy implications.

Journal ArticleDOI
TL;DR: In this article, the authors discuss the ongoing efforts to come to grips with the question: Does relationship marketing pay? The question is discussed under the umbrella concept return on relationships, with particular emphasis on business-to-business environments.
Abstract: This article is about ongoing efforts to come to grips with the question: Does relationship marketing pay? The question is discussed under the umbrella concept return on relationships. Much of what is being done in relationship marketing and customer relationship management has a bearing on both business‐to‐business and business‐to‐consumer marketing, and on manufacturing as well as services. Although there is a shortage of empirical research and proven practice, the article aims to show current efforts to generate knowledge of return on relationships, with particular emphasis on business‐to‐business environments. The article ends with action strategies to improve return on relationships, and a summary of conclusions.

Posted Content
TL;DR: In this article, the authors discuss stealth marketing methods used by companies to reach consumers without their motives being obvious, and they feel that brand managers need to consider the strengths and weaknesses of stealth marketing and traditional marketing before they decide on either.
Abstract: Stealth marketing techniques are being driven by a growing criticism of the advertising industry, and are based on the premise that word of mouth and peer group recommendation are the most effective promotional and marketing tools.This article discusses stealth marketing methods used by companies to reach consumers without their motives being obvious. The authors feel that brand managers need to consider the strengths and weaknesses of stealth marketing and traditional marketing before they decide on either.

Journal ArticleDOI
TL;DR: This article used the de Chernatony Brand Box Model to compare countries, regions and cities and found that regions have more in common with cities from a branding point of view, and this has implications for branding strategies for all three types of tourist destinations.
Abstract: Branding has become one of the most powerful tools in marketing strategy. There has been a general agreement among academics and practitioners that places can be branded in the same way as consumer goods and services. Destination branding is a relatively new concept, however, and there is a lack of empirical academic research on the topic. This exploratory study uses the de Chernatony Brand Box Model and applies it to countries, regions and cities. The study was developed in order to understand and clarify whether the same branding techniques should be applied to these three different types of places. The results point to differences between countries when compared with regions and cities. Countries are so functionally diverse they should leverage the emotive or representational parts of their brand identity, while regions and cities, being smaller in scale, should leverage their more functional facets. It seems that regions have more in common with cities from a branding point of view, and this has implications for branding strategies for all three types of tourist destinations.

Book
01 Jan 2004
TL;DR: In this paper, the authors provide a complete treatment of business-to-business marketing, including market analysis, relationship management, supply chain management, marketing strategy development and electronic commerce.
Abstract: Providing a complete treatment of business-to-business marketing, this text captures and integrates developments in market analysis, relationship management, supply chain management, marketing strategy development and electronic commerce.

Book
01 Jan 2004
TL;DR: An introduction to international marketingThe strategic importance of international marketing, the international marketing environmentDifferences between international and domestic marketing, and international marketing strategies can be found in this article, where the authors discuss the role of marketing research and opportunity analysis in international marketing.
Abstract: An introduction to international marketingThe strategic importance of international marketingThe international marketing environmentDifferences between international and domestic marketingInternational marketing strategiesChapter 2. The international trading environmentWorld trading patternsReasons countries tradeBarriers to world tradeThe development of world institutions to foster international tradeThe development of world trading groupsThe European UnionThe Free Trade Area of the Americas (FTAA)Chapter 3. Social and cultural consideration in international marketingSocial and cultural factorsWhat is culture?Culture and consumer behaviourCross cultural analysisSocial and cultural influences in business to business marketingChapter 4. International marketing research and opportunity analysisThe role of marketing research and opportunity analysisThe role of international marketing researchOpportunity identification and analysisInternational marketing segmentationThe international marketing information systemPrimary research in international marketsSpecial focus: Overcoming barriers to entry in ChinaPart I CasesCar security systems in PakistanDerwent Valley FoodsAmway expands into ChinaPart II: Development IntroductionChapter 5. International marketing planning and organisationThe planning processThe structure of the international marketing planOrganisational structures for international marketingTransnational organisationsChapter 6. International niche marketing strategies for small and medium sized firms (SMEs)The SME sector and its role within the global economyThe nature of international marketing in SMEsInternational fast growthThe future of SME internationalisationChapter 7. GlobalisationAlternative views of globalisationAlternative strategic responsesImplementation issues in building a global presenceGlobal appeal and the changing basis of competitive advantageService globalisationChapter 8. Market entry strategiesIndirect exportingDomestic purchasingDirect exportingForeign manufacturing strategies without direct investmentForeign manufacturing strategies with direct investmentSpecial focus: Jollibee, Japan, Johannesburger and FriesPart II: CasesTZ PipesHarley DavidsonElectronics and the automobile industryPart III: Approaches to ImplementationIntroductionChapter 9. International product managementProducts, services and service marketingThe components of the international product offerFactors affecting international product managementProduct policyManaging products across bordersImage, branding and positioningNew product developmentChapter 10.

Journal ArticleDOI
TL;DR: In this paper, the authors examined the role market-focused learning capability and marketing capability in innovation-based competitive strategy on sustainable competitive advantage and found that entrepreneurship is an important factor in sustained competitive advantage.

Journal ArticleDOI
TL;DR: In this article, the authors discuss the emergence of reverse marketing, customer-centric marketing, effective efficiency, adaptation, expectation management, marketing process focus and fixed cost marketing in the context of marketing theory and practice and discuss customer behaviors such as cocreation, universal availability, use of infomediaries, temporal shifts, open pricing and a move toward bricks to clicks.

Journal ArticleDOI
TL;DR: In this paper, the authors draw from the resource-based view of the firm to illustrate a paradox firms may face: a strong marketing planning capability may not only reduce the incidence of postplan improvisation but also contain inherent process rigidity.
Abstract: Strategy scholars have long debated the value of formal planning, and research has offered inconsistent support for planning to enhance firm performance. Given these mixed empirical effects, we draw from the resource-based view of the firm to illustrate a paradox firms may face. In particular, a strong marketing planning capability may not only reduce the incidence of postplan improvisation but also contain inherent process rigidity. Since both of these can also increase performance, results illustrate a performance paradox in marketing planning.

Book
01 Jan 2004
TL;DR: Hakansson, IJ Henjesand and A Waluszewski as discussed by the authors proposed a new understanding of marketing: Gaps and Opportunities (S Troye and R Howell).
Abstract: List of ContributorsPrefaceChapter 1 Introduction: Rethinking Marketing (H Hakansson, IJ Henjesand and A Waluszewski)PART ONE: MARKET FORMSChapter 2 Perspective and Theories of Market (I Snehota)Chapter 3 The 'Market Form' Concept in B2B Marketing (K Blois)Chapter 4 Market Forms and Market Models (G Easton)PART TWO: INTERACTION BETWEEN MARKET ACTORSChapter 5 Exploring the Exchange Concept in Marketing (H Hakansson and F Prenkert)Chapter 6 Interactions Between Suppliers and Customers in Business Markets (D Ford and T Ritter)Chapter 7 A Dynamic Customer Portfolio Management Perspective on Marketing Strategy (F Selnes and M Johnson)Chapter 8 From Understanding to Managing Customer Value in Business Markets (J Anderson)Chapter 9 Developments on the Supply Side of Companies (L-E Gadde and G Persson)PART THREE: SCIENTIFIC APPROACHESChapter 10 The Marketing Discipline and Distribution Research: Time to Regain Lost Territory? (G Gripsrud)?Chapter 11 Research Methods in Industrial Marketing Studies (L Araujo and A Dubois)Chapter 12 Toward a New Understanding of Marketing: Gaps and Opportunities (S Troye and R Howell)Chapter 13 Conclusions: Reinterpreting the Four Ps (H Hakansson and A Waluszewski)Index

Journal ArticleDOI
TL;DR: In this article, the authors investigated project-level antecedents and outcomes of marketing strategy comprehensiveness (MSC) and found that MSC has a more positive effect on performance when implementation speed is higher.
Abstract: Comprehensiveness has long been recognized as a key feature of marketing strategy decision making. However, few studies have examined its antecedents and the conditions under which it influences performance. This study attempts to contribute to a better understanding of marketing strategy by investigating project-level antecedents and outcomes of marketing strategy comprehensiveness (MSC). Drawing on contingency and institutional theories perspectives, the authors develop and test the effects of output and process rewards, task conflict, and project members’ intra- and extraindustry relationships on MSC. They find that whereas process reward and extraindustry relationships are positively related to MSC, task conflict (when combined with conflict avoidance) hinders its development. Furthermore, the results indicate that MSC has a more positive effect on performance when implementation speed is higher. Finally, the authors discover that technology and market uncertainties differentially moderate th...

Journal ArticleDOI
TL;DR: In this paper, a comprehensive literature review and a series of six in-depth interviews are used to develop a theoretical research framework for the strategic marketing decision-making process in small business.
Abstract: Argues that a deeper understanding of the current strategic marketing decision‐making processes in small businesses is necessary to raise the acceptance rates of interventions to improve the quality of strategic marketing decisions and consequently firm performance. Despite extensive interventionist efforts focussed primarily upon application of theory derived from large organisation studies, the small business sector continues to be plagued by high failure rates and poor performance levels. In this study, a comprehensive literature review and a series of six in‐depth interviews are used to develop a theoretical research framework for the strategic marketing decision‐making process in small business. Second, 46 strategic marketing decisions drawn from 32 small businesses are examined within the context of the research framework and, finally, a model of strategic marketing decision‐making process in small business is proposed. The core of the model is a series of three loosely defined steps or tasks (“info...

Journal ArticleDOI
TL;DR: In this article, a program of research in quality-of-life (QOL) marketing is presented, where the authors refer to the dimension pertaining to the enhancement of customer well-being as the beneficence component of QOL marketing, while the preservation of the wellbeing of the firm's other stakeholders is referred to as the nonmaleficence component.
Abstract: This article builds on a program of research in quality-of-life (QOL) marketing by reviewing the research literature dealing with this construct and proposing a set of antecedents and consequences of that construct. QOL marketing is defined as marketing practice designed to enhance the well-being of customers while preserving the well-being of the firm’s other stakeholders. The authors refer to the dimension pertaining to the enhancement of customer well-being as the beneficence component of QOL marketing, while the preservation of the well-being of the firm’s other stakeholders is referred to as the nonmaleficence component. The authors propose that the consequences of marketing beneficence and nonmaleficence are high levels of customer well-being, customer trust and commitment, and positive corporate image and company goodwill. They also propose that the beneficent and nonmaleficent components of QOL marketing are influenced by a set of environmental factors, organizational factors, and individual factors.

Journal ArticleDOI
TL;DR: In this article, the authors employed a random, nation-wide, sample of 10,500 names of household heads drawn from seven age categories to explore factors and events affecting preferences and motives in the selection of food stores.
Abstract: We live in an aging society, thus, it is important for businesses to develop a solid understanding of the older consumer. The food and grocery store industry is no exception since mature consumers spend more money on the average at food stores than their younger aged counterparts. Because there are marked differences within the large, mature consumer market, different marketing strategies are required even within this market to ensure the greatest success. This research employs a random, nation‐wide, sample of 10,500 names of household heads drawn from seven age categories. The literature from a wide range of disciplines was examined to explore factors and events affecting preferences and motives in the selection of food stores. Using factor analysis, four gerontological segments resulted that best describe the mature consumer market. Marketing strategies are offered suggesting how to most effectively appeal to older consumers in general as well as more precise strategies for successfully appealing to the four gerontological segments.

Journal ArticleDOI
TL;DR: The authors argued that resource advantage theory, an evolutionary, disequilibrium-provoking process theory of competition, provides an accurate understanding of the contexts of competition and that it grounds theories of business and marketing strategy.
Abstract: Determining the strategic thrust of the firm, it may be argued, is the principal task of top management. This task is aided by recent theories of business and marketing strategy, including the normative imperatives based on industry factors, resource factors, competences, market orientation, and relationship marketing. Choosing wisely from among the various theories of strategy requires an accurate understanding of the contexts of competition. This article argues that resource‐advantage theory, an evolutionary, disequilibrium‐provoking process theory of competition, provides that understanding. That is, resource‐advantage theory grounds theories of business and marketing strategy.

Journal ArticleDOI
TL;DR: In this paper, a conceptual framework for knowledge generation and dialogue in relationship marketing is proposed and directions for further research, alongside their practical implications for contemporary firms, delineated, along with the scope, processes and technologies of relationship marketing are discussed and their knowledge content and potential outlined.
Abstract: An organization's ability to enjoy long‐term competitive advantage is closely related to its capacity for knowledge creation, dissemination and use. From a practical point‐of‐view the value of this statement could be increased if suggestions could be made to managers as to what kind of knowledge to seek for their organization, where and how to look for it. This article provides tentative answers to these questions from a relationship marketing perspective. In doing so the scope, processes and technologies of relationship marketing are discussed and their knowledge content and potential outlined. Finally, a conceptual framework for knowledge generation and dialogue in relationship marketing is proposed and directions for further research, alongside their practical implications for contemporary firms, delineated.

Posted Content
TL;DR: In this paper, a market response model for the frozen pizza category was developed to cope with the challenges dynamic environments entail: nonstationarity, changes in parameters over time, missing data and cross-sectional heterogeneity.
Abstract: Product innovation is endemic among consumer packaged goods firms, and is an integral component of their marketing strategy. As innovations impact markets, there is a pressing need to develop market response models that can adapt to such changes. Our model copes with the challenges dynamic environments entail: nonstationarity, changes in parameters over time, missing data, and cross-sectional heterogeneity. We use this approach to model sales response in the frozen pizza category, in which the introduction of rising crust pizza brands represented a major innovation. The model is directly applicable to other domains in which market structure might be non-stationary: changes in promotion strategy, shifts in the retail environment, movements in macro-economic factors, etc. In our application, we find that innovation i) makes the existing brands appear more similar, as indicated by increasing cross-brand price elasticities, ii) decreases brand differentiation for the existing brands as indicated by an increase in the magnitude of own-brand price elasticities and iii) increases the variance of the sales response equations temporarily around the time of the introduction of the innovation, indicating increased uncertainty in sales response. The adjustment of the market to the innovations takes about seven weeks. We conclude by discussing the managerial implications by i) presenting maps of how clout and vulnerability evolve over time, ii) assessing the effect of new brands on cannibalization and iii) considering the strategic implications of introducing a flanker innovation to facilitate the ability of an extant brand to attack an extant incumbent leader.


Journal ArticleDOI
TL;DR: In this article, the authors examined the effects of e-mail marketing on brand loyalty and revealed the kinds of e•mail content valued by consumers, and found that regular e• mail marketing has positive effects on the brand loyalty.
Abstract: The study examines the effects of e‐mail marketing on brand loyalty and also reveals the kinds of e‐mail content valued by consumers. Data were gathered from 890 consumers, who were users of a multinational cosmetics brand and had received regular permission‐based e‐mail messages from the marketer. Results reveal that regular e‐mail marketing has positive effects on brand loyalty. E‐mail‐activated consumers visited retail stores. Consumers exposed to e‐mail marketing recommended the brand to their friends. Loyal customers appreciated regular communication and various other information content from the brand more than mere offers. These results encourage marketers to keep in frequent contact with customers via e‐mail with the aim of enhancing brand loyalty.

Journal ArticleDOI
Jennifer Rowley1
TL;DR: In the digital world, marketing communications is concerned with creating presence, creating relationships, and creating mutual value as discussed by the authors, and e-merchants enter a world of new marketing concepts such as banner ads, click through, affiliate networks, URL's and portals.
Abstract: In the digital world, marketing communications is concerned with creating presence, creating relationships, and creating mutual value. The Internet as a marketing channel is interactive, accessible, ubiquitous, and integrates marketing communication with commercial transactions and service delivery. As a channel, the Internet both sends content to an audience, and acts as a route to a group of customers. In order to build presence, e‐merchants enter a world of new marketing concepts such as banner ads, click through, affiliate networks, URL's and portals. The role and value of brands takes on new dimensions. The potential for building relationships is inherent in every transaction and dialog. No longer does the marketer need to speculate about customer needs; they actually know customer‐purchasing profiles. Customer service, customer profiles and customisation present important marketing opportunities. Value creation both requires and strengthens mutual dependence. Communities, including customer communit...