Understanding customer experience and the customer journey over time is critical for firms. Customers now interact with firms through myriad touch points in multiple channels and media, and customer ...experiences are more social in nature. These changes require firms to integrate multiple business functions, and even external partners, in creating and delivering positive customer experiences. In this article, the authors aim to develop a stronger understanding of customer experience and the customer journey in this era of increasingly complex customer behavior. To achieve this goal, they examine existing definitions and conceptualizations of customer experience as a construct and provide a historical perspective of the roots of customer experience within marketing. Next, they attempt to bring together what is currently known about customer experience, customer journeys, and customer experience management. Finally, they identify critical areas for future research on this important topic.
Although social media use is gaining increasing importance as a component of firms’ portfolio of strategies, scant research has systematically consolidated and extended knowledge on social media ...marketing strategies (SMMSs). To fill this research gap, we first define SMMS, using social media and marketing strategy dimensions. This is followed by a conceptualization of the developmental process of SMMSs, which comprises four major components, namely drivers, inputs, throughputs, and outputs. Next, we propose a taxonomy that classifies SMMSs into four types according to their strategic maturity level: social commerce strategy, social content strategy, social monitoring strategy, and social CRM strategy. We subsequently validate this taxonomy of SMMSs using information derived from prior empirical studies, as well with data collected from in-depth interviews and a quantitive survey among social media marketing managers. Finally, we suggest fruitful directions for future research based on input received from scholars specializing in the field.
This paper seeks to clarify and refine the relationship between strategic and internal green marketing and firm competitiveness. Despite the significance of corporate environmental strategy to firms ...adopting a triple-bottom line performance evaluation, there is insufficient focus on strategic green marketing and its impact on a firm's competitiveness. This study fills the gap by providing a comprehensive view of strategic green marketing and its impact on competitive advantage. Findings also reveal the moderating role of internal green marketing actions towards the development of a sustained competitive advantage. Specifically, the findings build on contemporary green marketing literature suggesting that a significant interplay between strategy and people exists which enhances the creation of competitive advantage. This in turn increases financial performance. Finally, this research uses an updated approach to build on current literature concerning the drivers and outcomes of strategic green marketing. This provides managers with nuanced insights about environmentally-driven competitive advantage.
•Strategic green marketing orientation (SGMO) positively affects competitiveness.•Internal green marketing orientation (IGMO) has a moderating role in this effect.•IGMO intensifies the positive effect of SGMO on competitive advantage.•Competitive advantage mediates the relationship of SGMO with financial performance.•CSR and stakeholder environmental pressures positively impact the level of SGMO.
Marketing organization is the interface of the firm with its markets and where the work of marketing gets done. This review of the past 25 years of scholarship on marketing organization examines the ...individual and integrative roles of four elements of marketing organization—capabilities, configuration (including structure, metrics, and incentives), culture, and the human capital of marketing leadership and talent. The authors indicate that these four elements are mobilized through seven marketing activities (7As) that occur during the marketing strategy process. These activities enable the firm to anticipate market changes, adapt the strategy to stay ahead of competition, align the organization to the strategy and market, activate effective implementation, ensure accountability for results, attract resources, and manage marketing assets. How well the firm manages these seven activities throughout the marketing strategy process determines the performance payoffs from marketing organization. Future research priorities outlined for the elements of marketing organization, their integration, and their impact on the 7As offer directions for the study of organizing for marketing excellence.
As green marketing becomes an essential tool for sustainable business strategy, companies are adopting green marketing practices to achieve better business performance. However, no research has yet ...operationalized all the organizational facets that are necessary to become a green marketing oriented company. To address this omission, following the literature in measurement theory, this investigation reports a series of 4 studies and develops a scale to capture the holistic approach of green marketing. This study introduces the construct of green marketing orientation, which comprises three dimensions: strategic green marketing orientation, tactical green marketing orientation and internal green marketing orientation. The scale shows internal consistency, reliability, construct validity and nomological validity. Directions for future research and managerial implications of the new construct are discussed.
•Scale development process introduces a novel, holistic concept of green marketing.•4 studies report reliability and validity for the green marketing orientation scale.•2 studies (N=329) confirm the strategic, tactical and internal dimensions of GMO.•Results uncover the effects of three distinct GMO dimensions on performance.•Findings support prior research on the green marketing-performance relationship.
This paper focuses on introducing the marketing strategies used in the agricultural industry. Marketing can be defined as a purposeful way of influencing the behavior of an organization to achieve ...pre-formulated goals. This influence is exercised through the management decisions taken, in the formulation of which modern agricultural organizations focus not on the internal environment but on its interactions with the external environment. In the 1950s, a significant shift in management thought and practice occurred in the management of business organizations with the emergence of the marketing concept of management.
Characteristics of the marketing organization and their relationship with strategy implementation have been the focus of considerable research over the past three decades. These characteristics ...include the marketing organization's structure, culture, processes, influence and leadership, among others. However, little attention has been paid to human resource management policies for marketing personnel. These policies, when properly implemented, are among the strongest motivators for appropriate individual and organizational behavior. We demonstrate in this study that the application of HR policies for mid-level marketing managers (i.e., selection, training, appraisal, and compensation) vary significantly both between firms pursuing alternative business strategies (i.e., Prospectors, Analyzers, Low Cost Defenders and Differentiated Defenders) and within each of those business strategy types by the type of marketing strategy adopted (i.e., Aggressive Marketers, Mass Marketers, Marketing Minimizers, Value Marketers). Firms whose business and marketing strategies align (Fit) demonstrated significantly stronger overall firm performance scores than those whose business and marketing strategies do not align (Misfit).
•Demonstrates the importance of tailoring HR/Marketing polices based on adopted business and marketing strategies.•Demonstrates the comparative importance of marketing employee selection, training, appraisal, and compensation processes.•Demonstrates overall firm performance may be enhanced when appropriate marketing and business strategies are paired.
This study discusses the marketing strategy of the savings product Tabungan and how the marketing strategy can have an impact on the level of company reputation and the level of customer trust in BSI ...Probolinggo . This study aims to (1) understand and find out more about the marketing strategy used by BSI Probolinggo , in maeting its Tabungan savings product. (2) describe the efforts of BSI Probolinggo in marketing its products to continue to maintain the existence of the products they have and overcome the marketing problems they face. (3) to determine the impact of the marketing strategy on the level of reputation and customer trust in the company. Using this type of qualitative research with direct observation and interview methods. From the observations made by the author, the results of the study are as follows: (1) Tabungan savings is a savings product that is most in demand by customers with a percentage of 36.5% of the use of a total of 6 fundraising products offered with 5fivesavings products and 1-time deposit producWorship (2) the use of an effective sales strategy turns out to have an impact on the level of company reputation and the trust given by customers, the more products sold indicate that the public has interest and trust in the product, and automatically increases the reputation of the company (3) the marketing strategy used by the company BSI Probolinggo is still traditional, with direct marketing methods by Customer Service. (4) the lack of use of digital technology in marketing Tabungan savings products. (5) To maintain customer loyalty, usually, BSI Probolinggo gives gifts to customers, shopping discounts and other direct prizes.
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