Proactive Marketing Strategies Research Articles

Drivers of digital currency adoption and their configurational impact assessment in tourism and hospitality: loss aversion under prospect theory

ABSTRACT With accelerated digitalisation in all business sectors, digital currencies (DC) are increasingly popular. This study aimed to identify the effects of central bank digital currency (CBDC) innovation characteristics and perceived risks on CBDC adoption intention in the tourism and hospitality field. This study devised a research model incorporating research hypotheses addressing CBDC customers’ perceptions of CBDC's innovative technology and risks. To test the hypotheses, data were obtained from the USA, Korea, and China. CBDC's innovation characteristics and perceived risks affected the adoption of CBDC for transactions during travel. The results have academic and practical value because they aid understanding of customers’ reactions to the new transaction system and establish proactive marketing strategies such as promotional message development to reduce perceived risks in lieu of strengthening innovative characteristics.

SMM-маркетинг у діяльності виробників пива в Україні

Alcoholic beverage producers contribute significantly to state budget revenues. Among these beverages, beer holds a substantial share, often serving as a vital aspect of social interaction. To stimulate demand, beer producers engage in proactive marketing strategies. This article aims to examine current trends in the Ukrainian beer market, analyze the social media activities of major producers, and propose strategies for their enhancement. It has been established that military actions have had a negative impact on the markets of all goods, including the beer market, where demand and supply began to recover in the second half of 2022. However, there is fierce competition in the beer market. To strengthen their competitive positions, producers strive to build strong brands, introduce innovations, offer new product types, expand distribution networks and communication channels, engage in socially responsible business activities, and disseminate information about them using traditional and online communications. In today’s environment, social media is one of the most important channels for brand promotion and communication with the target audience. Analyzing consumer feedback on social media, studying statistics, and other parameters enable understanding what users like and what manufacturers need to improve. Research has shown that PrJSC “Obolon” and “Persha Pryvatna Brovarnya” Ltd do not pay sufficient attention to the social network Facebook, as evidenced by the low number of posts and interactions with consumers. PrJSC “Carlsberg Ukraine” surpasses these main competitors on this social network in terms of community size, number of posts, and total interactions, but lags behind PrJSC “Abinbev Efes Ukraine” in the number of posts and their shares. On Instagram, although PrJSC “Carlsberg Ukraine” has a small audience, it surpasses “Persha Pryvatna Brovarnya” Ltd in terms of community size and total interactions. The leader in this social network in terms of the number of posts is PrJSC “Abinbev Efes Ukraine”. PrJSC “Obolon” does not have its own page on the Instagram social network. Research has shown that PrJSC “Carlsberg Ukraine” is the leader among competitors in terms of community size, number of videos, and total views on the YouTube social network. PrJSC “Abinbev Efes Ukraine” does not pay attention to this social network. Measures have been developed to intensify the activities of beer producers in various social networks – Facebook, Instagram, and YouTube, and recommended topics for posts have been presented.

A temporal approach to innovation management in recessionary times

Business organizations need to adopt a long-term, proactive mindset to prepare themselves for a major economic contraction. This study examines how firms temporally manage innovation productivity over the course of a recession. A historic analysis of the retail coffee and cryptocurrency industries during the 2020 recession offers a unique theoretical perspective. The emergent temporal framework from the historic analysis segments recession into three periods—atrophy, recovery, and proliferation—where each phase is characterized by distinct time horizons and innovation strategies. In the atrophy stage, firms adopted a short-term time horizon and employed defensive tactics, which negatively affected innovation productivity. In recovery, firms quickly adapted to recession conditions and started playing the “long game” by reinvesting in innovation. In proliferation, firms continued their long-term outlook, and innovation productivity heightened as investments into R&D made in earlier periods manifested into new products, services, and business models. Overall, the results suggest that industry-level innovation productivity spiked (vs. diminished) as a result of the economic crisis, and that firms adopted both retrenchment and pro-active marketing strategies to manage innovation during recessionary times. The results suggest that thriving in post-recession markets is, veritably, a multi-stage, temporal game.

Consumption replaces charity: Altruistic consumption behaviors and motivations targeting vulnerable groups-Research based on poverty alleviation consumption in China.

Poverty alleviation consumption, which we call altruistic consumption, has become a new effective way to help vulnerable groups, but there are a few empirical researches on poverty alleviation through consumption. This article takes China's poverty alleviation actions as the research object, investigates and studies the relationship between altruistic consumption motivations and altruistic consumption behaviors that aim for vulnerable groups. It is found that altruistic consumption behavior is mainly affected by benefit group motivation, benefit morality motivation, benefit demander motivation, and benefit supplier motivation. There is a correspondence between the four altruistic consumption motivations and the four altruistic consumption behaviors. The strength of altruistic consumption motivations changes with changes in altruistic buying behavior. The strength of benefit group motivation decreases with the increase in the times of altruistic purchases, while the strength of benefit morality motivation, benefit demander motivation, and benefit supplier motivation increase with the increase in the times of altruistic purchases. Among the four kinds of altruistic consumption motivations that affect the times of altruistic purchases, the benefit demander motivation has a relatively greater influence. The results of this study have important guiding significance for vulnerable groups to formulating targeted proactive marketing strategies, preventing the altruistic consumption relationship dissolution, and realizing sustainable altruistic consumption.

Growth Strategies and Performance of Faith Based Universities in Kenya: A Case of Catholic University of Eastern Africa (CUEA)

Faith based universities in Kenya faces  challenges of enrolling students and acquiring qualified teaching staff due to the coming up of many institutions of higher learning as well as the competition from companies and senior public positions which remunerate highly and offer better terms of service inconsideration to what the universities offer. The purpose of this study was to establish the effect of growth strategies on the performance of faith based universities in Kenya: A case of Catholic University of Eastern Africa. The study was anchored on Resource Based View Theory of Partnership, theory of new product development social cognitive theory and diversification theory. This study adopted a mixed methods research design in which both quantitative and qualitative approaches were combined. The study targeted top level, middle level and lower level staffs of CUEA categorized into 1 VC, 3 DVCs, 4 deans, 190 university teaching staffs, 10 administrative staffs and 117 support staffs made up of 108 cleaners and 9 supervisors. Simple random sampling technique was used to obtain a sample of 30% of the university teaching staffs, while purposive sampling approach was used to obtain sample for VC, DVC and deans. The qualitative data collected using questionnaire was analyzed using both descriptive and inferential statistics. The study used a multiple regression model to show the relationship between the study variables. The findings revealed that partnership strategy had a positive and significant effect on the performance (ß =.327, p=.012<.05), product development strategy had a positive and significant effect on the performance (ß =.227, p=.045<.05), product proactive marketing strategy had a positive but insignificant effect on the performance (ß =.211, p=.123>.05), while diversification strategy had a positive and significant effect on the performance (ß =.283, p=.020<.05). Based on the findings, the study concluded that growth strategies adopted had positive and significant effect on the performance of the Catholic University of Eastern Africa, except for the variable on proactive marketing strategy that did not affect the performance significantly. The study thus recommended that the Catholic university of Eastern Africa should consider fully implementing growth strategies such as partnership, product development, proactive marketing and diversification strategies as ways of enhancing their performance. Keywords: Partnership, Product, Development, Proactive, Marketing, Diversification, Strategy, Growth, Performance.

Profiling The Needs and Wants of Millennials in The Tourism Industry: Implications for Zimbabwe

Purpose: The main purpose of the paper is to profile the needs and wants of millennials in the tourism industry and their implications for tourism operators in Zimbabwe. 
 Methods: The study adopted a qualitative design approach with document analysis being the data collection method. Data were analyzed thematically. 
 Results: The major finding was that millennials desire authentic and memorable experiences, they are highly knowledgeable, have strong digital skills, they are social media creatures and are permanently connected online, they are particular and question everything, they prefer leisure and recreational activities, they prefer hotel facilities with health-oriented facilities like fitness centers and they practice volunteer tourism. Millennials are different, they think and act differently, and their travel choices and preferences are different from the generations before them. 
 Implications: Tourism operators including hotels should adapt their service delivery systems to the needs and wants of millennials to achieve superior business performance. There is a need for the adoption of proactive marketing strategies as well as taking full advantage of the opportunities presented by millennials in the tourism industry in Zimbabwe.

Adoption and impact of marketing performance assessment systems among travel agencies

PurposeThe purpose of this paper is to assess whether travel agencies that implement comprehensive marketing performance assessment systems (MPASs) enjoy superior overall performance. Drawing on the knowledge-based view, the authors propose and test a model demonstrating that the relationship between MPASs and overall performance is fully mediated by the depth of market-related knowledge absorbed by the travel agency.Design/methodology/approachA survey was administered to a sample of Italian travel agencies; 171 complete questionnaires were received. The suggested relationships were assessed using a covariance-based structural equation modeling approach, including the estimation of both the measurement model and the structural model.FindingsThe findings indicate that the implementation of sophisticated MPASs has a significant and positive effect on performance and that this relationship is fully mediated by the depth of market-related knowledge absorbed by the travel agency. In addition, the results highlight that the number of marketing metrics monitored by the travel agency has no effect on its performance.Research limitations/implicationsThe specific features of the travel agency sector in Italy include a remarkable level of fragmentation. The cross-sectional design does not permit an assessment of the medium-term effects of the adoption of an MPAS.Practical implicationsTravel agencies selecting proactive marketing strategies can particularly benefit from the adoption of sophisticated MPASs. Suggestions are provided to assist managers in designing their MPAS.Originality/valueThis study enriches the field’s knowledge about marketing performance measurement and proactive marketing strategies, and indicates that the implementation of well-designed MPASs improves a firm’s overall performance. It also explains the knowledge-related processes that produce this positive effect.

Piloting proactive marketing to recruit disadvantaged adults to a community-wide obesity prevention program.

Population-wide obesity prevention and treatment programs are fundamental to addressing the increasing overweight and obesity rates in socioeconomically disadvantaged populations. Innovative recruitment strategies, including proactive marketing strategies, are needed to ensure such programs have universal reach and target vulnerable populations. This study aimed to determine the success of proactive recruitment to Australia's Get Healthy Information and Coaching Service® (GHS) and to assess whether the recruitment strategy influenced participants' outcomes. Sociodemographic information was collected from all GHS participants who joined the service between February 2009 and August 2013, and anthropometric information regarding behavioural risk factors was collected from all GHS coaching participants at baseline and six months. Data were analysed according to the participants' referral source (self-referral and secondary referral versus proactive recruitment). Participants recruited through proactive marketing were more likely to be male, aged 50 years or older, have high school education, not be in paid employment and be from the lowest three quintiles of socioeconomic advantage. The risk factor profile of coaching participants recruited through proactive marketing did not vary significantly from those recruited via other mechanisms, although they were less likely to be obese and less likely to have a higher 'at risk' waist circumference measurement. Proactively recruited coaching participants reported significant improvements from baseline to six months (consistent with improvements made by participants recruited through other strategies), although they were significantly more likely to withdraw from coaching before they completed the six-month program.Proactive marketing facilitated use of an obesity prevention service; similar services may have greater reach if proactive marketing recruitment strategies are used. These strategies could be encouraged to assist such services to achieve optimal population impact among hard-to-reach populations.

The Survey of Proactive Marketing Strategies Impacts on Business Performance during Recession; Study of Active Iranian Companies in Abbasabad Industrial Park

The performance of businesses and organizations and even their survival can be severely affected by recessions. However, all firms are not equally affected by a recession. In fact, some firms even experience better conditions in markets during recessions. Past studies and investigations about marketing in economic turbulent times and especially in proactive marketing suggest that some firms view a recession as an opportunity and develop an aggressive marketing reaction, while others cut back, waiting for the recession to pass. We use the term proactive marketing, to represent the strategic reaction of companies to a recession, or more generally, to a turbulent environment. We show that proactive marketing is an important factor for a company to view and react to recessions. Specifically, we develop and test a model of the antecedents and consequences of proactive marketing during a recession. The results of a survey of 45 senior marketing executives in Abbasabad Industrial Park in Iran reveal that some companies do accept and execute proactive marketing during recessions. Our results indicate that if companies have a strategic emphasis on marketing, embody an entrepreneurial culture, possess slack resources, they will more likely to have a proactive marketing reaction during turbulent times especially recessions. Also, results show that proactive marketing plays a significant role in improving both market and business performance during the recession. The implications of our results can be discussed for both marketing theory and managerial practice.

Examining the relationship between customer and entrepreneurial orientation on nascent firms’ marketing strategy

Is entrepreneurial marketing (EM) a “one type fits all” approach? Research suggests that EM is especially suitable for small firms. However, it is obvious that—despite their size—small firms show a myriad of different characteristics. In this paper, it is argued that different firm characteristics can be seen in different business orientations, namely customer orientation (CO) and entrepreneurial orientation (EO). In turn, different amounts of EO and CO lead to different forms of EM strategy. The Panel Study of Entrepreneurial Dynamics (PSED) serves as source to investigate relationships between EO, CO, and respective marketing strategies among nascent firms. The study suggests that innovativeness is strongly related to the importance of several marketing strategies, such as developing new or advanced product or process technologies. However, other strategies, such as lower prices or convenient location, are not related to either significant levels of CO or EO. The paper offers two main implications. Firstly, small business founders have to be aware of the fact that certain strategies cannot come “out of nowhere”. This paper shows that running proactive marketing strategies that aim for ongoing innovativeness require the existence of an underlying EO. Secondly, there are different forms of “small firm EM”; a finding that requires further research in the future.

Growth Strategies for U.S. Colleges and Universities

ABSTRACT In an era of globalization, U.S. colleges and universities should develop proactive marketing strategies to maintain their market share in the U.S. and stimulate sales growth in foreign markets. This paper presents a conceptual framework of formulating growth strategies by higher education institutions in the domestic and foreign markets. In addition, ways to implement these strategies will be discussed.

What presale and postsale services do you need to be competitive

To improve their international competitiveness, industrial marketers must develop more proactive marketing strategies. Such strategies must include services. Industrial marketers must develop their understanding of and sensitivity to customers' needs. To achieve this, they must understand that services need to be classified as presale and postsale, and decide which type of service is more important under what circumstances. Organizing and classifying services along the lines suggested in this article will give companies a competitive edge at almost no cost. A model is presented to demostrate these ideas.