Perceptions of visitor relationship marketing opportunities by destination marketers : an importance-performance analysis

Customer relationship marketing (CRM) initiatives are increasingly being adopted by businesses in the attempt to enhance brand loyalty and stimulate repeat purchases. The purpose of this study was to examine the extent to which destination marketing organisations (DMOs) around the world have developed a visitor relationship marketing (VRM) orientation. The proposition underpinning the study is that maintaining meaningful dialogue with previous visitors in some markets would represent a more efficient use of resources than above the line advertising to attract new visitors. Importance-performance analysis was utilised to measure destination marketers’ perceptions of the efficacy of CRM initiatives, and then rate their own organisation’s performance across the same range of initiatives. A key finding was that mean importance was higher than perceived performance for every item. While the small sample limits generalisability, in general there are appears to be a lack of strategic intent by DMOs to invest in VRM.

Perceptions of visitor relationship marketing opportunities by destination marketers : an importance-performance analysis

Customer relationship marketing (CRM) initiatives are increasingly being adopted by businesses in the attempt to enhance brand loyalty and stimulate repeat purchases. The purpose of this study was to examine the extent to which destination marketing organisations (DMOs) around the world have developed a visitor relationship marketing (VRM) orientation. The proposition underpinning the study is that maintaining meaningful dialogue with previous visitors in some markets would represent a more efficient use of resources than above the line advertising to attract new visitors. Importance-performance analysis was utilised to measure destination marketers’ perceptions of the efficacy of CRM initiatives, and then rate their own organisation’s performance across the same range of initiatives. A key finding was that mean importance was higher than perceived performance for every item. While the small sample limits generalisability, in general there are appears to be a lack of strategic intent by DMOs to invest in VRM.

Social marketers playing to win? Experiential value creation in social marketing mobile games

The rapid change of technological trends in the marketplace has increased the difficulty for social marketers to reach consumers using traditional marketing channels (Della et al., 2008). Traditionally, social marketing interventions have typically used more conventional supporting products and services such as water counters for water conservation or condoms for sex safety. However, recently social marketers are witnessing the diminishing effectiveness of more traditional social products and services in encouraging the uptake and maintenance of behaviour. In light of the technological trends in the marketplace and diminishing effect of previous social products and services (Lefebvre, 2009), social marketers have been encouraged to look to alternate means of delivering valuable offerings...

The voice of the consumer speaks forcefully in brand identity: user-generated content forces smart marketers to listen

User-generated content (UGC) is attracting a great deal of interest - some of it effective, some misguided. This article reviews the marketing-related factors that gave rise to UGC, tracing the relevant development of market orientation, social interaction, word of mouth, brand relationships, consumer creativity, co-creation, and customization, largely through the pages of the Journal of Advertising Research over the last 40 (or so) of its 50 years. The authors then discuss the characteristic features of UGC and how they differ from (and are similar to) these concepts. The insights thus gained will help practitioners and researchers understand what UGC is (and is not) and how it should (and should not) be used.

Memo to marketers: quantitative evidence for change: how user-generated content really affects brands

Developed in response to the new challenges of the social Web, this study investigates how involvement with brand-related user-generated content (UGC) affects consumers’ perceptions of brands. The authors develop a model that provides new insights into the links between drivers of UGC creation, involvement, and consumer-based brand equity. Expert opinions were sought on a hypothesized model, which further was tested through data from an online survey of 202 consumers. The results provide guidance for managerial initiatives involving UGC campaigns for brand building. The findings indicate that consumer perceptions of co-creation, community, and self-concept have a positive impact on UGC involvement that, in turn, positively affects consumer based brand equity. These empirical results have significant implications for avoiding problems and building deeper relationships between consumers and brands in the age of social media.

Painting equality : female artists as cultural entrepreneurial marketers

Purpose – There is growing interest by marketers in historical accounts that paint early female artists as entrepreneurial marketers. The purpose of this paper is to challenge the traditional view of entrepreneurship to incorporate a feminist theory of cultural entrepreneurship by considering the role of two female artists.
Design/methodology/approach – Using calls for historical research and new methods of enquiry in marketing, this paper traces early female artists and applies modern entrepreneurial theory to their marketing methods to identify their innovation, adaptability to change and planned marketing approach.
Findings – The paper suggests that entrepreneurial marketing is fused with the artists’ persona resulting in their celebrated status being widely recognised. It contributes an important fresh body of knowledge to the wider entrepreneurship debate by offering a new model of cultural entrepreneurial marketing. The three concepts of innovation, adaptability and marketing approach have not previously been applied to link women artists as entrepreneurs, however, this article argues that there is plenty of evidence to do so.
Research limitations/implications – While these artists are Australian (which could be seen to be a limitation), the art market is indeed international. In this respect, these artists join a longer international history as producers and consumers involved in entrepreneurial organisations from early days.
Originality/value – The artists’ significance falls within the context of emerging modernism, feminism and cultural identity during the 1920s and 1930s in Sydney, Australia. It is combined with and explains the actions and the success of two female artists’ unusual marketing approach. It is of value to readers interested in historical context regarding equality in the visual arts.

Who receives the most help? The most needy or those with the best marketers? (Editorial)

Presents an editorial overview of the tussle between who is best at the receiving end- the needy or the best marketer. Adoption of traditional marketing strategies to counter challenges from charitable organizations; Development of the entire market into focusing of the product's social responsibility; Shifting of practice from effective marketing to simply generating more resources from donors; Provision of a neutral field by evaluating charities on what they do rather than their marketing strategy.

Structure, people and process challenges of mutichannel marketing : insights from marketers

The aim of this study was to explore the utility of strategic implementation theory as a guide for dealing with issues marketers face when implementing multichannel marketing. Although marketers attempt to harness the potential of emerging marketing channels, implementation is proving difficult. This is because the complexity of multichannel marketing has implications for existing organisational structures, people and processes. Further, the reliance on external suppliers and vendors in implementing new channels is causing organisational conflict and the development of new management processes. A qualitative research approach using insights from senior marketers of 'Bluechip' organisations was used to identify multichannel marketing implementation difficulties. The major contribution of this article was to show the areas for which strategic implementation theory provides practical implementation guidelines and future research directions.

Exploring marketing to marketers : a content analysis of advertisements in marketing news over 15 years

This paper explores advertising to marketers within Marketing News over four periods 1992, 1997, 2002 and 2007. The results identified the types of advertisements, in terms of appeal; products (most of which were for marketing research related activates) and coverage were relatively stable over time. There were increases in the number of advertisements, the appearance of web related services and a slight increase in products with a global focus and a reduction of a regional focus were evident.

Marketers' perceptions of the implementation difficulties of multichannel marketing

This paper identifies implementation difficulties associated with multichannel marketing as perceived by senior marketers. While, multichannel marketing is being increasingly used because of its revenue enhancing and cost reduction opportunities, it appears more difficult to implement than 'traditional' single channel marketing. Traditional strategy implementation frameworks as typified by Miles and Snow and Porter, do not appear to address the implementation complexities of multichannel strategies especially when considering the dynamism of contemporary external environments. Using the methodology of thematic analysis, three implementation difficulty themes were identified: (1) understanding multichannel customer behaviour; (2) delivering sales, service and pre-purchase information; and (3) dealing with organisational politics and conflict caused by emerging channels. We propose that dynamic strategic frameworks can better address complexity and uncertainty, and overcome implementation difficulties. The paper concludes with general and specific research propositions to test the effectiveness of dynamic strategic frameworks in terms of the three themes.