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. http://dx.doi.org/10.1123/JSM.2014-0122 .
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.
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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.
Interactivity, Social Media,
Brands, Consumer Participation,
Social Brand Engagement
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
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
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.,” https://hbr.org/2013/06/marketers-serve-no-ad-before-i “Field Experiments in Marketing,” working paper. http://papers.ssrn.com/sol3/papers.cfm?abstract_id=2630209 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.