Effective Strategic Marketing Research Articles

Evaluating the Effectiveness of Online Destination Marketing Campaigns from a Sustainability and Resilience Viewpoint: The Case of “This Is Athens & Partners” in Greece

The need for a consistent marketing evaluation framework has been highlighted by destination authorities, who in collaboration with academia and marketing professionals have sought to formulate methodologies for measuring the impact of their campaigns. Although several attempts have been made, no simple solution has emerged for evaluating destination marketing activities. This study draws on This is Athens & Partners to reveal the interaction that should take place when destination authorities employ external experts to implement and evaluate their marketing campaigns. The collaboration required adopting the appropriate destination marketing evaluation methodology, which is presented. The adapted methodology, formulated through consultation, resulted in the selection of the advertising tracking survey as the data collection method and the adaptation of a measurement instrument. The research findings show that destination marketing can positively influence the funnel process potential travelers consider when deciding on a travel destination, only when digital tools are combined with effective strategic marketing planning and, more recently, with references to resilience and sustainability. Insights from this paper regarding the importance of establishing an informative evaluation methodology to mitigate potential deficiencies in planned marketing initiatives may prove of added value to destination authorities and stakeholders.

Social venture performance, impact and strategic marketing effectiveness in turbulent environments

PurposeThe social venture (SV) is an increasingly popular form of organization to pursue social goals using a commercial approach. Although marketing plays an important role in SV research and a key driver of the performance of SVs, how and the extent to which market conditions play a role remains understudied. This study examines if market turbulence can moderate marketing capabilities and performance relationships.Design/methodology/approachThe authors developed several hypotheses rooted in the marketing literature and tested them using data collected from a sample of 109 SVs from East Asia (i.e. Hong Kong and Taiwan). Using multiple regression analysis and structural equation modeling, the authors analyzed the marketing capabilities and financial and social performance relationships and the positive moderating role of market turbulence.FindingsThe results suggested that market turbulence is a positive moderator which influences the effect of the marketing capabilities–financial performance relationship, but not the marketing capabilities and social performance relationship.Originality/valueThis paper attempts to interrogate the SV's marketing capabilities–performance relationship in the East Asian context and how market turbulence may enhance or weaken the relationship. This is one of the earliest papers in this research area. The key findings from this research offer valuable theoretical contribution to the study of SV performance.

Social Venture Performance, Impact, and Strategic Marketing Effectiveness in Turbulent Environments

Social Venture Performance, Impact, and Strategic Marketing Effectiveness in Turbulent Environments

Social Venture Performance, Impact, and Strategic Marketing Effectiveness in Turbulent Environments

Social Venture Performance, Impact, and Strategic Marketing Effectiveness in Turbulent Environments

Application of Big Data Analytics in Telecommunication Sector Company in Sri Lanka: with Reference to Marketing Perspective

The business world is getting competitive and complex day by day. The customer needs and expectations also changing rapidly. Therefore, making effective strategic marketing decisions in a short time is essential to hold a competitive advantage. Especially in the telecommunication sector, there are lots of data to be handled every day. By analyzing all those data and extracting the most critical insights and use those insights for strategic marketing decisions is essential to remain as the market leader. Today, Big Data Analytics is used to analyses massive databases and find patterns and extract valuable information and insights. Therefore, this research investigates on strategic marketing decisions, Big Data Analytics and how Big Data Analytics use in telecommunication sector to make strategic marketing decisions. Moreover, this research examines how Big Data Analytics can be applied to perform customer segmentation based on Psychographic segmentation by analyzing URLs using artificial neural network techniques. This study will provide suitable recommendations for the telecommunication companies to apply big data analytics to improve the revenue, and finally it points out the possible future study areas.

Marketing Management in the Digital Era: A Study at State Vocational High School 1 and 2 Tamiang Layang

Digital Era and globalism need massive transformation when educational change and competition become complex. Educational institutions, such as Vocational High School, need to respond to the changes in the digital era to renew the learning and teaching process. Furthermore, the educational concept help students to acquire life, soft, and hard skills and develop critical thinking, creativity, and open-mindedness. Educational and business competition in the global market allow schools to maintain effective strategic marketing and influence parents and students as prospective customers. Therefore, this study aimed to analyze digital marketing as the answer to these issues using various approaches. For instance, observation helped understand and describe planning, organizing, actuating, and controlling Vocational High Schools in the digital era. Qualitative approaches were used to systematically describe speech, writing, behavior, and facts of the objects. The data were collected through interviews, observation, documentation, and interactive analysis from Miles and Huberman. This involved data collection, reduction, display, conclusion, and single and multi-site analysis verification. Moreover, data validity was examined based on credibility, dependability, and confirmability techniques. The results showed that marketing is planned through goal formulation, target setting, competitor analysis, inhabiting and supporting factors, as well as financial plan and strategy. Organizing began by making a marketing team, a legal decision letter, job descriptions, and resources. The marketing action is actuated from the product, price, promotion, place, and strategy. Furthermore, controlling includes performance monitoring, financial auditing, and achievement measurement. Controlling is also performed yearly based on the successful and failed strategy that needs fixing, the school benefit, and the customers. It is difficult to implement conventional marketing strategies such as socialization, spreading brochures, and arranging school events because of the Covid-19 pandemic. Therefore, marketing through social media, such as Facebook, Instagram, WhatsApp, and Websites is a superior strategy because it is quick, effective, and efficient.

Influence of Key Performance Indicators in Marketing on the Financial Situation of Wine Producers Using ICT

Marketing is one of the key elements of the success of all companies, including the wine sector. Given the importance of wine producers for agriculture, it is important to define and monitor key performance indicators in marketing (KPIs) for a successful stay in the market and a competitive position at home and abroad. Today, the increase in competitive advantage includes mainly marketing, innovation and information and communication technologies. New digital tools and innovations have changed the way we approached data and decisions. A modernly adapted and effective strategic marketing strategy represents for wine companies an understanding mainly of their possibilities as well as the possibilities to influence the customer. This article evaluates the key performance indicators in marketing (KPI) and its relationship and impact on the financial situation of wine producers in Slovakia. The research sample includes 80 respondents. We obtained the primary data through a questionnaire, which was filled in by the leaders of wine companies. We verified the accuracy by means of descriptive statistics and multiple linear regression and Kruskall-Wallis test. We have verified the reliability of the data with the Cronbach alpha test. We have formulated scientific assumptions for in-depth analysis: hypothesis 1 – assumes that key performance indicators have a significant influence on financial situation of selected companies, hypothesis 2 – the use of ICT in marketing is statistically related to the key performance indicators. The results showed a statistically significant impact of KPIs on the financial situation of companies. We have identified significance in customer satisfaction and loyalty, brand awareness and return of investment. However, we were unable to statistically confirm the impact of other indicators (sales growth, market share, gaining new customers). We also identified significant differences in the use of ICT in marketing with key performance indicators in hiring new customers and return on investment. This research contributes positively to the importance of brand building in the eyes of customers as well as customer service, building loyalty and satisfaction, which returns to the loyal approach of customers to the repurchase of wine products and provides advice for professionals. Return on investment helps in more accurate business decisions that can be used when purchasing new equipment (technology), hiring employees, or properly assessing the profitability of marketing strategies.

TOURISTS’ PERCEPTIONS OF LANGKAWI ISLAND AS A WORLD TOURISM DESTINATION

Tourists’ perceptions of a destination play essential roles in determining the purpose behind the behaviour of visiting the place. Hence, it enables the tourism planners to comprehensively predict tourists’ actions. Several studies have debated the importance of researching the perceptions of tourists on destination to develop effective strategic marketing planning. In line with this issue, the main purpose of the study is to investigate tourists’ perceptions of Langkawi Island as a world tourism destination. Today, Langkawi Island has increasingly active in promoting itself to be eminently known as a world tourism destination. A survey was conducted involving 677 tourists including both local and international tourists visiting the island. Interestingly, the findings indicate that most of the tourists are first time visitors and have stayed in Langkawi between 3 – 7 days, travelling in a group of less than 5 and have made their own travel arrangement. Among the purposes of visiting the island are to experience the natural resources and historical places of the island. In fact, the majority of tourists want to experience the interesting life in Langkawi as more as possible. Generally, the findings reveal that tourists have perceived Langkawi Island positively as a world tourism destination. The study eventually would assist the stakeholders particularly the policy makers and tourism marketers to have better and comprehensive information regarding tourists’ perceptions of the island. Additionally, the findings would also assist the tou rism planners to actively promote the beauty and natural resources of Langkawi Island and potray it as a world tourism destination.

Investigating the impact of external environment on strategic marketing planning: a case study for NetSol Technologies Inc.

The objective of this paper is to propose a model for effective strategic marketing planning process by investigating the impact of external environmental factors on the international strategic marketing planning of NetSol Technologies, Inc. For an effective marketing strategy to be designed, the analysis of internal and external environment holds crucial importance. Following multiple theoretical approaches, the paper investigates and analyses international strategic marketing planning for NetSol Technologies, Inc. This paper also investigates if this analysis supports these theoretical models. Finally, the paper proposes a strategic marketing planning model that is proposed based on the strategic marketing planning applied by NetSol Technologies during its successful expansion throughout 30 countries. This model is proposed for all industries; primarily the tech industry.

Investigating the impact of external environment on strategic marketing planning: a case study for NetSol Technologies Inc.

The objective of this paper is to propose a model for effective strategic marketing planning process by investigating the impact of external environmental factors on the international strategic marketing planning of NetSol Technologies, Inc. For an effective marketing strategy to be designed, the analysis of internal and external environment holds crucial importance. Following multiple theoretical approaches, the paper investigates and analyzes international strategic marketing planning for NetSol Technologies, Inc. This paper also investigates if this analysis supports these theoretical models. Finally, the paper proposes a strategic marketing planning model that is proposed based on the strategic marketing planning applied by NETSOL Technologies during its successful expansion throughout 30 countries. This model is proposed for all industries; primarily the Tech Industry.

CSR 활동과 제품차별화 및 마케팅 성과의 관계 연구 : 확장제품 차별화로서 서비스 제공시점의 매개적 영향을 중심으로

CSR activities are effective strategic marketing devices that improve consumer`s perceived trust and marketing performance. The purpose of this study is to investigate the mediating role of services performed at each service point in relation to CSR activities and marketing performance. In other words, this study investigates the structural relationship between before service and after service in relation to CSR activities, brand equity. Based on the data of 510 questionnaires, the proposed hypothesis was tested by the structural equation model. The verification found that the five hypotheses were all significant. First, CSR activities influence on consumers` evaluation of before service and after service positively. The path coefficient of the relationship of CSR activities and after service was .449(t value =16.228, p<.001), a little lower than the relationship of CSR activities and before service, which was .473(t value=17.282, p<.001). The difference of before service and after service were statistically significant(t value=12.165, p<.001). This suggests that CSR activities can make the consumers` value of the before service activities and after service activities higher. Second, CSR activities directly influence on the corporate marketing performance positively. The path coefficient of the relationship of CSR activities and brand equity was .333(t value =12.045, p<.001). In other words, CSR activities positively affect brand equity. This result indicate that CSR activities more influence product differentiation than brand equity. Third, service activity at a specific service point affects firm`s marketing performance. The path coefficient of the relationship of after service and brand equity was .210(t value =5.513, p<.001), a little lower than the relationship of before service and brand equity, which was .267(t value =7.076, p<.001). The difference of before service and after service were statistically significant(t value=28.892, p<.001). In other words, before service affects brand equity, and after service affects brand equity positively. This result implies that before service and after service act as a mediating role in the relationship between CSR activities and marketing performance of firm. That is, before service is commonly a more important factor than after service in the relationship of CSR activities and brand equity. In other words, CSR activities of firms have a positive effect on consumers` evaluation of service performance at specific service timing. Therefore it indicates that CSR activities influence product differentiation as the perspective of extended product. And also it contributes to improving the marketing performance of the company. This paper has a meaningful differentiation in that a performance study at the product level, unlike the performance study at the enterprise level which is mainly dealt with in the existing CSR study. And this study distinguishes the existing CSR activities from investigating the mediating effect of the service timing of the company as the perspective of extended product.

Sponsorship selections: corporate culture, beliefs and motivations

PurposeSponsorship can be an effective strategic marketing tool yet it attracts criticism as a corporate indulgence shaped by the personal interests of senior executives. While research into the outcomes of sponsorship is extensive, the practices involved in sponsorship selections have been largely ignored. Today, sponsorship selection in large corporations is recommended to be a formal process involving evaluation criteria aligned to corporate policy and strategic priorities. Yet, in reality, corporate culture influences sponsorship selection, as do sponsorship managers’ beliefs about sponsorship types and motivations. The purpose of this paper is to explore sponsorship selection practices and to consider the interplay between corporate culture and sponsorship managers’ beliefs about sponsorship types and their motivations. The findings provide not only new interpretation of the literature but also reveal a detailed picture of sponsorship selection.Design/methodology/approachThis exploratory qualitative study comprises in-depth interviews with senior sponsorship managers from eight large Australian companies that use sponsorship as a strategic marketing tactic.FindingsThis study concludes that the sponsorship selection process is strongly influenced by corporate culture as well as the sponsorship manager’s beliefs about sponsorship types and their motivations.Originality/valueThis study contributes to the sponsorship management research stream by providing important insights into under-researched factors that influence the sponsorship selection process.

A Model of Strategic Marketing Decision Premises

&lt;p&gt;The paper utilized some relevant empirical and conceptual works in extant literature to sketch a model of the relations among marketing environment, strategic marketing decisions and effectiveness. The paper reveals that some forms of supports exist in extant literature regarding the impacts of marketing environment on strategic marketing decisions and effectiveness, and impacts of strategic marketing decisions on strategic marketing effectiveness. However, relevant extant literature seems to have ignored the impacts of strategic marketing decisions on marketing environment. Also, relevant extant literature contains some gaps regarding the impacts of strategic marketing effectiveness on marketing environment and strategic marketing decisions. The paper concludes that these important relationships in strategic marketing decisions, omitted in extant literature, should be incorporated for a more comprehensive understanding of the relevant issues in strategic management decisions. The paper proposes an empirical research agenda to test the model in some business functions, sectors, cultures, contexts or premises.&lt;/p&gt;

Marketing effectiveness: Metrics for effective strategic marketing

The topic of marketing effectiveness is considered to be a very up-to-date subject in the highly competitive environment. Marketing effectiveness may be characterized as the function of improving the process where marketers go to market with the goal of optimizing their own marketing resources spent to achieve even better results for both of the short- and long-term strategic marketing objectives. Not only the improved visibility into marketing effectiveness has helped companies to better prioritize their efforts, but it also has improved the quality and precision of the marketing resources demanded by the sales force. Finding the appropriate key metrics should contribute to the evaluation of marketing effectiveness. Strategic marketing is included in strategic management, which helps to improve the company’s market share. However, there is an increasing trend of creation effectiveness in companies and it is necessary to check returns of finance and search for efficiency of the funds put into marketing. Performance management can be defined as a system utilizing the information to introduce appropriate changes in the organizational culture, systems and processes to achieve optimal performance agreement targets, and the allocation of resource and information management on possible modifications of business strategy. The scientific objective of the paper is to look for the set of metrics, which is important from the marketing strategic point of view, and includes the specific performance group. Data from primary research was used. The entire primary research focused on the evaluation of enterprises in the area of business and marketing activities (and their performance) in the Czech Republic due a questionnaire survey. DOI: http://dx.doi.org/10.5755/j01.ee.26.2.3826

Exploring the 'Cultural Tourism-Sustainable Development' Nexus: the Case of Croatia

Abstract Modern environment in which operate tourism-economic factors is characterized by a high level of instability and the dynamics of change. Changes with its influences determine external operating conditions, over which micro organizational units have no control. In order to successfully survive it is necessary to identify and adapt to them. Marketing strategy of cultural heritage tourist valorisation, in this context, appears as an adequate approach. Strategic management enables planning on an analysis of past events, and in a special way takes into account estimates and projections of future conditions of the environment. Also, it should take into account that the coexistence of cultural heritage with the achievements of modern life is defined with sustainable development syntax. This paper in which research, formulation and presentation of the results were used the methods of analysis and synthesis, comparative, descriptive and historical methods outlines the development and analyzes the current state of cultural tourism in Croatia, and discusses approach to effective strategic marketing management of cultural heritage tourist valorisation, focusing on the sustainable development of tourism.

Market Orientation, Organisational Learning Capabilities and Strategic Competitiveness: An Inquiry into the Causes of Sustain Competitive Success

The nature of effective strategic marketing decision making is rooted in the dynamic processes by which firms develop their learning capabilities to acquire knowledge of their markets, reflect on that knowledge and develop the organization capabilities to respond to the strategic challenges faced. It is the organizational learning processes that provide the dynamics within firm, to manage effectively the interplay between the strategies of the firm and the global market environment. This article explores the link between strategic competitiveness and organization learning capabilities. In particular, the authors develop a conceptual model arguing that the effect of learning capabilities on strategic competitiveness is moderated by market orientations. Proposed to guide future research, the authors discuss the Implications for strategic marketing decision making at both the corporate levels and the public policy domains.

How does marketing effectiveness mediate the effect of organizational culture on business performance? The case of service firms

Addresses two important and interrelated questions: (1) Do firms showing an identifiable set of organizational cultural values demonstrate superior strategic marketing effectiveness? (2) What effect does strategic marketing effectiveness have on business performance? The findings from 388 service firms located in Hong Kong suggest that organizational cultural values are related to dimensions of strategic marketing effectiveness. Furthermore, the findings suggest that dimensions of strategic marketing are related to profitability but not to market share. Finally, the findings further show that organizational cultural values affect both directly and indirectly the performance of the company through its impact on marketing effectiveness.

Is the Eco-Management and Audit Scheme (EMAS) Regulation an effective strategic marketing tool for implementing industrial organisations?

This article focuses upon one recent innovation in European environmental policy, law and management, and in doing so presents the findings of a recent survey of UK Eco-Management and Audit Scheme (EMAS) Regulation registered organizations. These organizations include leading innovators in European environmental policies and programmes such as Ciba Clayton, Volvo, ICI, Rank Xerox, DuPont and Vauxhall. This article examines the reasons why these organizations have participated in the EMAS Regulation and the ‘issues’ encountered during the implementation process. The article reveals that many benefits can arise for participating companies but not before they overcome many implementation barriers. That said, one very important conclusion arising from the article is that the EMAS Regulation can act as an effective strategic marketing tool for companies attempting to raise their organizations' environmental performance standards and in demonstrating this to important organizational stakeholders. Finally, this article concludes by outlining a series of important recommendations, which the British Government may wish to consider in the effective promotion of the EMAS Regulation. Copyright © 1999 John Wiley & Sons, Ltd and ERP Environment.

The Marketing Planning Index: A Tool for Measuring Strategic Marketing Effectiveness

Managers practice in a consistently changing environment necessitating the need for an effective strategic marketing process. Nevertheless, measurement of marketing effectiveness has tended to be ignored in the literature. This study proposes a new managerial tool called the marketing planning index, which measures the effectiveness of marketing. The tool is tested on the service industry-in this case the hotel sector. Our findings indicate that the marketing planning index is a simple but powerful managerial tool that helps develop the diagnostic information needed to generate corporate and business level initiatives designed to improve strategic marketing effectiveness.

Strategic Marketing Effectiveness and Its Relationship to Corporate Culture and Beliefs: A Cross-National Study

(1988). Strategic Marketing Effectiveness and Its Relationship to Corporate Culture and Beliefs: A Cross-National Study. International Studies of Management & Organization: Vol. 18, Strategic Management Research, pp. 83-100.