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The goal of the article is to declare and describe the methodology of research about Internet and mobile applications in work life and private life of digitals marketers. This article is a reflection on the research methods used, their adequacy and potential results that the research team should achieve during the research. The article is the justification for the selected research method (both quantitative and qualitative), describes the research group. The authors, based on the pilot study, also make some conclusions, which will then be verified using subsequent - more extensive and implemented on a larger scale research tools.


During times of change, when companies are going through major transformations like mergers, acquisitions, organizational re-structuring or culture change, marketing faces the challenge to implement the new strategy as scheduled, with no delays or changes. Internal customer change acceptance plays a significant role in this endeavor and marketers need to expand their role and complement Human Resources strategy to building trust between decision makers and employees, to learn and understand past issues and to find solutions. In this circumstance, marketers’ have to identify the variables that generally influence internal customer satisfaction and develop them in marketing tools aimed to increase it to the level that strategy is accepted and implemented faster than using only Human Resources mechanisms. This paper is a result of marketing practice in medium and large companies that went through organizational change. The goal of this case study is to create, based on time, discipline and cross-functional skills variables, a model of efficient processes and evaluation of marketing actions that will increase employees’ trust in change management decisions and will lead to their support and engagement. The three independent variables allowed researcher to study the complex relationship between internal client satisfaction phenomena, organizational change context and thirty-six cross-functional employees including management, ultimately to answer how these variables can be used by marketers to get the internal customer change buy-in. The research showed that the new developed marketing tools, that is to say a process flow associated with sustainable procedures and Service Level Agreements, increased internal customer satisfaction and contributed to smooth and consistent marketing strategy implementation, as scheduled. This result means the theory that marketers role in times of organizational change, besides regular Key Performance Indicators regarding the external client, expanded to complement Human Resources towards increasing internal customer satisfaction, determines a faster change acceptance, was validated.

blame for the flickering of the flame?, Psychology & Marketing , 15(4), 367–383. Wolfsteiner, E., Grosh, R., Wagner, U. (2015). What Drives Ambush Marketer Misidentification?, Journal of Sport Management, 29, 137-154. .


New technologies have made today’s marketing faster, more mobile, more location-based, more digital, more virtual, and more automatized than ever. In this new world, marketers need to be “real-time relevant” – to gain awareness, to change perceptions and to spur action. They need to have their content in the right channel, format, time and context – from a consumer’s perspective. Only then do they at least have a chance of the consumer attending to the information and being influenced by it. In such an environment new skills and competences are required. The amount of available data has virtually exploded. To gain any perspective or apparent “control” in these environments, successful managers must embrace the complexity and learn to analyze, integrate and interpret all this data. A critical skill for marketers will be to identify the metrics that best reflect the desired outcomes of the organization and that sufficiently reflect specific indicators of critical processes. Furthermore, insights from other disciplines such as architecture, design, information-processing, biology or engineering will be important for creating customer experiences. The marketer of the future will need to be supremely curious and creative and to balance and integrate different worlds. It will all come down to delivering memorable and lasting experiences in a constantly and fast changing environment.

. 2014. (26 September 2015). Strong, K. C., Ringer, R. C., Taylor, S. A. 2001. The* Rules of Stakeholder Satisfaction (* Timeliness, Honesty, Empathy). Journal of Business Ethics , 32: 2019-230. Szeinbach, S., Rallapalli, K. and Vitell, S. 1995. Marketers’ Norms and Personal Values: An Empirical Study of Marketing Professionals. Journal of Business Ethics , 65-75. Vitell, S., Lumpkin, J. and Rawwas, M. 1991. Consumer ethics: An investigation of the ethical beliefs of elderly consumers

takes turns with a machine or interacts with facets of oneself. So, play is our word for the tomfoolery of much of the current online activity: Interaction is present in all of it. And turn- taking, or at least engagement between the communicator and the communicated-with, is a feature of each case. We can see shades of intent, from benign to exploitative. Now we will take a look at some of the consumer-marketer games in the context of digital marketing. keywords Interactivity, Social Media, Brands, Consumer Participation, Social Brand Engagement • the authors

marketers can learn valuable lessons from these weird consumer associations and the mixed feelings they entail. In general, sociological consumer research into users’ relation- ships with technologies suggests that there are deep cul- tural roots to such paradoxical reactions. Marketers need to anticipate and respond to the conflicting feelings that many consumers have even toward technologies they own and use. But how can IoT marketers avoid or handle these paradoxical responses and foster consumer trust? Turns out the answer lies in storytelling. The power of

, and then build it. Is the social media hype about being cool or about making money? For Adam Froman, the answer is easy: Marketers need to be very clear about how social media activity supports overall business strategy. Only if the digital experience fi ts into the whole customer journey will consumers become engaged and add value to the company … and only then will the social brand become cool. MIR Interview with Adam Froman, CEO of Delvinia and AskingCanadians™ mir: So, in those early years was it mostly creating websites for clients? adam froman: Yes

to marketers and to fashion insiders alike, and the interest of both increased their audience sizes and its approbation for them. This, in turn, recharged not only the fashion- system loop, but also the inner cultural-capital loop in Figure 2. Interestingly, increased com- mercialization of fashion blogs did not damage the authenticity of the bloggers or alienate followers. Rather the opposite effect could be observed: Unusual privileges and a bounty of gifts served to confi rm a blogger’s taste leadership. However, the new privileges posed a different risk

References Lambrecht, A.; Tucker C. (2015): “When Does Retargeting Work? Information Specificity in Online Advertising,” Journal of Marketing Research, Vol. 50 (5), pp. 561-576. “When Personalized Ads Really Work.,” “Field Experiments in Marketing,” working paper. Lewis, R. A.; Rao, J. M. (2015): “The Unfavorable Economics of Measuring the Returns to Advertising,” Quarterly Journal of Economics, Vol. 130 (4), pp. 1941-1973.