Exploration Into The Early Success Of I-Mode Product Launch

2011 ◽  
Vol 4 (2) ◽  
Author(s):  
Eric Shiu ◽  
Ayaka Hirayama
Keyword(s):  
Success Factors ◽  
Marketing Strategies ◽  
Mobile Internet ◽  
Product Launch ◽  
Research Issues ◽  
Early Success ◽  
Access Service ◽  
Leading Position ◽  
Company Representative ◽  
A Company

<p class="MsoNormal" style="margin: 0in 0in 0pt;"><span style="font-family: Times New Roman; font-size: small;">In Japan, i-mode was launched in February 1999 and becomes the world&rsquo;s first mobile Internet access service.<span style="mso-spacerun: yes;">&nbsp; </span>Since the launch, the product has rapidly achieved early success and continues to be the dominant force in the market, in spite of escalating challenges by late competitor-comers.<span style="mso-spacerun: yes;">&nbsp; </span>What are the key success factors of i-mode?<span style="mso-spacerun: yes;">&nbsp; </span>This study examines which factors might be more important than the others in accounting for i-mode success.<span style="mso-spacerun: yes;">&nbsp; </span>The study also probes into the trait of early diffusion and the perceived associative image of the product.<span style="mso-spacerun: yes;">&nbsp; </span>In order to address the research issues noted above, this study adopts a mixed-method approach.<span style="mso-spacerun: yes;">&nbsp; </span>First, an interview is conducted with a company representative of i-mode in order to explore conditions leading to the success of the product.<span style="mso-spacerun: yes;">&nbsp; </span>Then, a questionnaire addressing these and other possibly key conditions is administered to a sample of i-mode subscribers as respondents in Japan.<span style="mso-spacerun: yes;">&nbsp; </span>Results demonstrate that the effective manipulation of marketing strategies, particularly the product and promotion strategies, play a pivotal role throughout the six-year period from product launch to the currently leading position of i-mode in Japan&rsquo;s mobile communication market.</span></p>

Follow for follow: marketing of a start-up company on Instagram

2017 ◽  
Vol 24 (3) ◽  
pp. 468-484 ◽  
Author(s):  
Henrik Virtanen ◽  
Peter Björk ◽  
Elin Sjöström
Keyword(s):  
Social Media ◽  
Marketing Strategies ◽  
Social Media Marketing ◽  
Content Type ◽  
Start Up ◽  
Social Media Platforms ◽  
Company Representative ◽  
A Company ◽  
Potential Customers ◽  
Practical Implications

Purpose The purpose of this paper is to analyse the deliberate social media marketing practices of a start-up company. The study aims to measure the effects of these practices (i.e. following potential customers and liking and commenting on their posts on Instagram) on creating and increasing awareness of the company’s business and gaining followers for the company’s Instagram account. Design/methodology/approach The research is exploratory in nature and adopts an approach similar to that of action research. The research was enabled and facilitated by collaboration between the researchers and a company representative. The company offers an application for young mothers. Findings The model developed in this study identifies the effects of the practice of endorsing and interacting with customers for marketing purposes. It points out following as a first-order practice that small- and medium-sized enterprises (SMEs) can employ to gain followers instantly on Instagram. Research limitations/implications The method used limits the generalisability of the findings. However, the findings offer preliminary insights for future studies on Instagram marketing in SMEs. Practical implications Companies can attain success in social media marketing by actively engaging with customers and potential customers on various social media platforms. Originality/value There is a paucity of research focussing on Instagram marketing in SMEs. The model in this study contributes to theory on Instagram marketing and offers a framework that can help managers plan Instagram marketing strategies.

How to Improve Remanufacturing?—A Systematic Analysis of Practices and Theories

2018 ◽  
Vol 141 (2) ◽  
Author(s):  
Tomohiko Sakao ◽  
Erik Sundin
Keyword(s):  
Customer Value ◽  
Success Factors ◽  
Theory And Practice ◽  
Systematic Analysis ◽  
Effect Analysis ◽  
Product Service ◽  
Fishbone Diagram ◽  
Cause And Effect Analysis ◽  
The Right ◽  
A Company

Remanufacturing has gained attention from industry, but the literature lacks the scientific comprehension to realize efficient remanufacturing. This hinders a company from commencing or improving remanufacturing efficiently. To fill this gap, the paper proposes a set of practical success factors for remanufacturing. To do so, it analyzes remanufacturing practices in industry through interviews with staff from remanufacturing companies with long experience. The practical success factors are found to be (1) addressing product and component value, (2) having a customer-oriented operation, (3) having an efficient core acquisition, (4) obtaining the correct information, and (5) having the right staff competence. Next, the paper further analyzes remanufacturing processes theoretically with both cause and effect analysis and means-ends analysis. Since the factors show that, among other things, the product/service system (PSS) is highly relevant to remanufacturing in multiple ways, theories on the PSS are partly utilized. As a result, the distinctive nature of remanufacturing underlying in the processes is found to have high variability, high uncertainty and, thus, also complexity. The obtained insights from practice and theory are found to support each other. In addition, a fishbone diagram for remanufacturing is proposed based on the analysis, including seven m's, adding two new m's (marketing and maintenance) on top of the traditional five m's (measurement, material, human, method, and machine) in order to improve customer value. The major contribution of the paper lies in its insights, which are grounded in both theory and practice.

Are jacks-of-all-trades successful entrepreneurs? Revisiting Lazear's theory of entrepreneurship

2020 ◽  
Vol 15 (3) ◽  
pp. 411-430
Author(s):  
Agnieszka Kurczewska ◽  
Michał Mackiewicz
Keyword(s):  
Design Methodology ◽  
Success Factors ◽  
Negative Influence ◽  
The Body ◽  
Entrepreneurial Success ◽  
Content Type ◽  
Logit Regression ◽  
Managerial Experience ◽  
A Company

PurposeThe purpose of this paper is to identify human capital factors that pertain both to setting up and successfully running a business. To achieve this objective, the authors apply and extend the theory of career choice offered by Lazear (2005) that explains individual selection into entrepreneurship.Design/methodology/approachThe authors hypothesise that individuals with broader educational and professional backgrounds are more likely to start a business and are more likely to run a business in the long term. The authors tested the hypotheses using unique data from 800 current entrepreneurs, 800 employees who were previously entrepreneurs and 842 employees with no entrepreneurial experience, by means of a logit regression with robust standard errors and extensive robustness checks.FindingsThe authors empirically show that individuals with more diverse educational and professional backgrounds tend to have both greater chances of starting a company, as well as a higher probability of entrepreneurial success. Surprisingly, having managerial experience proved to exert a negative influence on the likelihood of starting a business while having an insignificant impact on the odds of entrepreneurial success.Research limitations/implicationsThe findings are informative for those planning or pursuing an entrepreneurial career, but they are also relevant for the purpose of entrepreneurship education.Originality/valueThe author's extend the body of research supporting Lazear's (2005) theory by showing that broad education and professional experience not only contribute to a higher propensity to start a company but they are also success factors in business per se.

scholarly journals «Сталин и Мао слушают вас»: образы лидеров СССР и КНР на страницах журнала «Огонек» (1949–1953 гг.)

2021 ◽  
Vol 14 (3) ◽  
pp. 581-594
Author(s):  
Andrey A. Avdashkin ◽  
◽  
Igor V. Sibiryakov ◽  
Tatyana V. Raeva
Keyword(s):  
Soviet Union ◽  
Soviet Society ◽  
Chinese Society ◽  
Research Issues ◽  
Republic Of China ◽  
Leading Role ◽  
Positive Attitudes ◽  
The Soviet Union ◽  
Leading Position ◽  
The One

The aim of the article is to examine the process of constructing the images of Stalin and Mao Zedong in the material of Soviet central newspapers on the themes of the Peoples’ Republic of China (PRC) and Soviet-Chinese friendship. Our focus on the techniques of such constructions allow for dealing with a number of research issues, such as which conceptions of the political leaders were rendered to the Soviet audiences and in which way was this implemented; was there a potential for dynamics in treating the subjects and if this was the case what were the factors that played a role in such dynamics. Data and methods. For our database of primary sources we have chosen the ”Ogonyok” issues published in the period between October 1949 and March 1953. The authors of the present article were interested in references in the magazine texts but also in the images of Stalin and Mao. Hence, the research lens of historical imagology allowed us to examine the images under study as complex synthetical constructions, the constructions that were impacted by inner and outer factors in play in the Soviet society itself, including its political culture, the specific features of representations in the sphere of internationl relations, etc. The illustrative material was used for the sake of further verification and detailization. Results. The ”Ogonyok” material on the theme of Soviet-Chinese friendship included a considerable amount of texts and their visual supplements, with Stalin and Mao as their central personages. The thematical distribution of the database has shown that its main themes are Soviet-Chinese friendship described in hierarchical terms as the ”teacher-pupil” relationship, the achievements of socialist transformation in China, etc. Conclusions. The personification of the images of the leaders of the USSR and the PRC was designed to promote the positive attitudes towards the main Soviet ally, on the one hand, and, on the other hand, to contribute to the legitimization of the USSR’s leading position not only in the Soviet-Chinese interaction, but in the whole of the Socialist world as well. Mao’s leading role in the transformations of the Chinese society confirmed to the Soviet audiences the correctness of the development model in the Soviet Union itself. Numerous presentations of the good will with which the Chinese side was ready to follow the ”Stalin recipe” in building socialism served as a marker that the ”great friendship” was under Moscow’s control.

scholarly journals Strategi Pemasaran Produk Olahan Hasil Perikanan pada UMKM Cindy Group

2018 ◽  
Vol 13 (1) ◽  
pp. 19
Author(s):  
Eviet Sri Setiyorini ◽  
Bambang Pramudya Noorachmat ◽  
Muhammad Syamsun
Keyword(s):  
Marketing Strategy ◽  
External Factor ◽  
Marketing Strategies ◽  
External Factors ◽  
Raw Material ◽  
Internal Factor ◽  
Factor Evaluation ◽  
Processed Products ◽  
Internal And External Factors ◽  
A Company

Cindy Group is a company grouped as SMEs which produces boiled fish, both traditional and hygienic. Companies to keep their survival in order to survive in a competitive market, must have a strategy to attract consumers to buy their products. One of the best strategy is to evaluate and develop appropriate marketing strategies. The objectives of this research are: (1) to identify and analyze internal and external factors influencing Cindy Group marketing strategy, (2) to formulate Cindy Group marketing strategy, and (3) to prioritize Cindy Group marketing strategy. Based on internal and external factors, Cindy Group formulated strengths, weaknesses, opportunities and threats toward marketing strategy using Internal Factor Evaluation (IFE) and External Factor Evaluation (EFE). The total score in the IFE and EFE matrices illustrated that the firm's stable position in responding to external situations. The total IFE score of 3.3436 indicated that the strengths of Cindy Group could overcome the weaknessess very well. Total EFE score of 2.5545 indicated that Cindy Group was good enough to respond the opportunities and minimize threats. Based on QSPM analysis, the priority strategy to be applied in the marketing of fishery processed products at UMKM Cindy Group which was expanding marketing network, maintaining quality, increasing sales service and increasing cooperation with related institutions and cooperatives/other SMEs in order to get raw material access.

scholarly journals Marketing technologies of customer relationship management: digital ecosystems

2022 ◽  
pp. 31-38
Author(s):  
G. V. Butkovskayakaya ◽  
E. V. Sumarokova
Keyword(s):  
Customer Relationship Management ◽  
Success Factors ◽  
Relationship Management ◽  
Customer Relationship ◽  
Digital Environment ◽  
Research Issues ◽  
Digital Ecosystems ◽  
Customer Expectations ◽  
Key Success Factors ◽  
Research Findings

Digital technologies are changing customer expectations and reshaping the boundaries of industry markets forming ecosystems. At the same time, ecosystems are built on customer needs and go beyond a simple partnership between players from different industries to bring together digitally available services or products, providing an end-to-end experience for consumers. The article summarises research findings in the field of digital marketing and digital ecosystems. Theoretical and research issues of changes in marketing techniques for customer relationship management in the digital environment have been reviewed. The experience of the world’s leading ecosystems has been systematised, the main archetypes of digital ecosystems and key success factors have been highlighted. 

Chapter 2 Phân tích môi trường marketing (analyzing the marketing environment)

2021 ◽  
Author(s):  
Dao Duy Tung
Keyword(s):  
Marketing Strategies ◽  
Customer Relationships ◽  
Changing Environment ◽  
Marketing Environment ◽  
A Company

marketing operates in a complex and changing environment. Other actors in this environment such as suppliers, intermediaries, customers, competitors, public, and others including may work with or against the company. Major environmental forces demographic, economic, natural, technological, political, and cultural shape marketing opportunities, pose threats, and affect the company’s ability to engage customers and build customer relationships. To develop effective marketing strategies, a company must first understand the environment in which marketing operates

Marketing Strategy of the Uber Company in the Global Taxi Service Aggregator Market

2021 ◽  
pp. 170-176
Author(s):  
Irina Kh. Kuchieva ◽  
Zarina Yu. Kaloeva ◽  
Sofiya S. Triandofilova
Keyword(s):  
Marketing Strategy ◽  
Global Market ◽  
Marketing Strategies ◽  
Leadership Positions ◽  
Russian Market ◽  
Technological Support ◽  
Service Portfolio ◽  
Direct Competition ◽  
A Company ◽  
Offensive Strategies

The article focuses on the consideration of the marketing strategy of the Uber company. A strategy is essential when a company enters new markets. It is a difficult task for any business and requires managers to understand the specifics of the formation, management of marketing strategies in both local and global markets. The above factors determine the relevance of the research topic. In connection with the processes of globalization and significant modifications in the technological support of business, activities in modern markets are changing significantly. The purpose of this article is to analyse the implementation of the marketing strategy of Uber in the global market to indicate the characteristics and directions of development. In research, the following methods applied: a comparative, analysis and methodology for developing marketing strategies. The American service Uber is striving to gain leadership positions in the development of the Russian market. This drive drives offensive strategies that combine direct competition for low prices and strategies that increase resources and customers by engaging an audience that competitors have missed. As the analysis of the company’s activities showed, Uber implements a specific marketing strategy as an offensive strategy. As part of the confrontation with the main competitors, Uber actively invests in the promotion and advertising of the service, pays attention to pricing policy to provide opportunities for participation in price competition. The American service Uber is striving to gain leadership positions in the development of the Russian market. This commitment drives offensive strategies that combine direct competition for low prices and plans that increase resources and customer base by engaging an audience that competitors have missed. As a result of the analysis of the market of services-aggregators of taxi services, we can conclude that competition is intensifying both from the main competitors, Gett and Yandex.Taxi, and from indirect competitors. Hence, launching a third-party service will be a reactive strategy for Uber, as chief competitors have already diversified their service portfolio. Thus, the marketing strategy in modern conditions of development is an efficient mean for promoting a company in the international market.

What We Know and Do Not Know About Mobile App Usage and Stickiness

2016 ◽  
pp. 117-141 ◽  
Author(s):  
Christopher P. Furner ◽  
Pradeep Racherla ◽  
Jeffrey S. Babb
Keyword(s):  
Mobile Applications ◽  
Mobile App ◽  
Marketing Strategies ◽  
Research Issues ◽  
Research And Practice ◽  
Area Of Interest ◽  
Frequent Use ◽  
The Way

Mobile applications (apps) have transformed the way firms and consumers communicate with each other, and have now become integral to firms' marketing strategies. However, in a marketplace characterized by myriad choices, one of the biggest challenges that Marketers face is to foster continued and frequent use, or stickiness. This brings forth two important questions: what factors affect consumers' decision to use and “stick” to apps? What are the key outcomes of stickiness for both consumers and firms? This study maps the conceptual and research issues underlying consumers' decision journey and outcomes with respect to mobile app use. We build a framework based on the central tenets of interactivity combined with the insights gleaned from a survey of interdisciplinary literature. We discuss the implications for research and practice in this emerging area of interest.

Deployment and Success Factors for the Mobile Internet

2012 ◽  
pp. 1852-1867
Author(s):  
Krassie Petrova ◽  
Raymond Yiwen Huang
Keyword(s):  
Communication Networks ◽  
Mobile Networks ◽  
Success Factors ◽  
Data Communication ◽  
Mobile Internet ◽  
Mobile Service ◽  
Study Approach ◽  
Critical Success ◽  
Generation Network ◽  
Fixed Line

The mobile Internet is a fast-growing technology that provides access to the traditional stationary (fixed-line) Internet from devices connected to mobile communication networks. It is predicted that the convergence between mobile networks and the fixed-line Internet will be a core feature in the next generation network architecture, achieving fast ‘anywhere’ Internet access and global mobility management. Applying a case study approach, this paper reviews the New Zealand mobile Internet market mix, competition, and mobile service provision. The key mobile Internet deployment requirements are determined and analyzed in order to identify a set of mobile Internet critical success factors and to investigate the impact of the shift from fixed-line to mobile and wireless Internet data communication infrastructure.

Sign in / Sign up

Export Citation Format

Share Document