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.

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.

The role of enduring involvement in the relationship between reference price and price acceptance in the context of multichannel choice

Understanding online price acceptance and its determining factors can be essential if the companies try to manage different type of channels. The paper aimed to reveal the role of enduring involvement in price acceptance in a multichannel (online and offline) context. The study revealed that the hedonic value of shopping can increase the negative intention of price acceptance in the online channel, but also explored that for the segment without shopping motivations a similar price level can be applied both in the online and in the offline environment.

Visitor Relationship Management (VRM) - Repeat Visitation Opportunities for Destination Marketing Organisations

In competitive tourism markets the consumer-traveller is spoilt by choice of available destinations. Successfully differentiating a destination and getting noticed at decision time is arguably the focus of activities by destination marketing organisations (DMOs). In pursuit of differentiation, three emergent themes in the marketing literature during the past decade have been branding, integrated marketing communications (IMC), and customer relationship management (CRM) a fundamental goal of each being stimulating customer loyalty. However there has been little attention given to destination loyalty in the tourism literature. The purpose of this paper is to report an exploratory investigation of visitor relationship management (VRM) by DMOs. Based on interviews with the management of 11 regional tourism organisations (RTO) in Queensland, Australia, the opportunities for, and immediate challenges of, VRM are discussed. While each RTO recognised the potential for VRM, none had yet been able to develop a formal approach to engage in meaningful dialogue with previous visitors from their largest market.

Consumer appraisals of mobile marketing communications

This paper reports on a study that investigates the emotions elicited from appraising SMS-based mobile marketing (m-marketing) communications under three marketing conditions: product consistency, incentives and permission giving. Results from the experimental design show that appraising m-marketing communications elicits both single emotions and mixed emotions; that is, a mixture of positive and negative emotions in the same response. Additionally, the results show that the influence of specific marketing conditions may increase or reduce the intensity of the emotions elicited. This study contributes to marketing practice by examining consumer appraisals of m-marketing communications under different combinations of marketing conditions. The results provide insights into which emotions are likely to be elicited as a result, and how a specific marketing condition might influence their levels of intensity. The study contributes to marketing theory also through combining appraisal theory with Richins (1997) consumption emotion set.

Mobile phone consumption and implications for SMS marketing

This paper reports on a Q-methodology study on the consumption of mobile phones and opinions on SMS-marketing, extracted from interpretive interviews and focus groups. The Metaphors Q-sort, developed within a framework of Holt's (1995) four metaphors of consumption, identifies three experiential value clusters in the consumption of mobile phones: the Mobile Pragmatists, the Mobile Connectors and the Mobile Revelers. The SMS-marketing Q-sort identifies two key clusters of subjective opinions on various aspects of SMS-based mobile-marketing. By integrating the findings from these two Q-sorts, we demonstrate that while all three value clusters express positive opinions towards ‘location specific’ and ‘customer initiated contact’ SMS-marketing, there are noticeable differences in how marketers should develop their strategies to maximize the consumers’ perceived experiential value derived from the consumption of their mobile phones. Keywords: mobile phones; experiential consumption: SMS-marketing; Q-methodology