Marketing Accountability: How to Measure Marketing Effectiveness20111Malcolm McDonald and Peter Mouncey. Marketing Accountability: How to Measure Marketing Effectiveness. London: Kogan Page 2009. 278 pp. £30; US$49.95, ISBN: 978 0 7494 5386 2 (hardback) Edited by Geoffrey P. LantosStonehill College, North Easton, MA

2011 ◽  
Vol 20 (6) ◽  
pp. 499-500
Author(s):  
Ana Isabel Canhoto
Paradigma ◽  
2020 ◽  
Vol 17 (1) ◽  
pp. 1-15
Author(s):  
Indriyani ◽  
Rizal Fahlevi

The purpose of this study is to see the level of marketing effectiveness carried out by Bank BNI Syariah using social media Instagram. The rapid development of Instagram in Indonesia has made Bank Negara Indonesia Syariah actively use this social media as a forum for promotion on Instagram under the account name @ bni.syariah. So it is recorded that as of January 2019 the @ bni.syariah account has the most followers or followers of 37.8 thousand. Then followed by the account @banksyariahmandiri 36.4 thousand followers, @brisyariah 32.5 thousand followers, @ bank.muamalat 25.7 thousands followers, @bankbjbsyariah 8,095 followers, @bankmegasyariah 5,619 followers, @hababankaceh 5,399 followers, @bank_syariahbukopin 2,736 followers, and @ panindubaisyariah.bank 263 followers. Instagram is effectively used as a marketing medium for Islamic banks, especially for BNI Syariah, which is effectively used as a media for promotion and communication media with BNI Syariah customers. With the existence of Instagram as a marketing medium for Islamic banks, in this case BNI Syariah is very helpful in introducing Islamic bank products and helping to increase BNI Syariah revenue itself. Although, currently Instagram social media is only used as a promotional media or the first media for BNI Syariah to introduce Islamic banking products and is also used as a medium of communication with active BNI Syariah customers. So that any complaints or problems, especially related to service, customers can immediately submit complaints to BNI Syariah via Instagram, and problems can be resolved according to the customer's needs.


2021 ◽  
pp. 097226292110225
Author(s):  
Ritu Srivastava ◽  
Diptiman Banerji ◽  
Priyanka Nema ◽  
Shubham Choudhary

Value creation, customer engagement and employee engagement have emerged as important organizational outcomes for continued success. At the turn of the new decade, it is imperative to identify new research directions for these outcomes to improve the marketing effectiveness of organizations while keeping people at the centre of this pursuit. The present study is propelled by this motivation. The study started with the exploration of the relationship of customer and employee engagement in value creation, while limiting the scope to services. The extant literature has not studied the three together. The second phase of the study dwelled on identifying common links among the three to develop a conceptual model that brought the concepts of customer engagement, employee engagement and value creation together. Perceived risk was identified as the underlying phenomenon that connected all three to be part of a social system. A conceptual framework has been proposed for connecting perceived risk to customer engagement and employee engagement that would create value in service organizations. The study identifies future research directions for theory building and practice.


Author(s):  
Wu Jun ◽  
Shi Li ◽  
Yu Yuanzhou ◽  
Ernesto DR Santibanez Gonzalezc ◽  
Hao Weiyi ◽  
...  

2006 ◽  
Vol 21 (2) ◽  
pp. 223-233 ◽  
Author(s):  
Sunil Mithas ◽  
Daniel Almirall ◽  
M. S. Krishnan

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