Digital Marketing Strategy for Affinity Marketing

2016 ◽  
pp. 1-19 ◽  
Author(s):  
Aster Mekonnen
Keyword(s):  
Marketing Strategy ◽  
21St Century ◽  
Business Strategy ◽  
Added Value ◽  
Digital Marketing ◽  
Competitive Environment ◽  
Successful Implementation ◽  
Marketing Scheme ◽  
Affinity Marketing

Integration of digital marketing into overall business strategy is no longer an option, it is imperative for success. Yet, not all have tapped into this. Another opportunity that could leverage an organisation in today's competitive environment is affinity marketing. Successful implementation of affinity marketing has the potential to enhance participation, raise revenue, increase retention and provide a mutually beneficial arrangement for the partners involved. Yet, despite its appeal and the popularity it achieved in the late 1980s and early 1990s, uptake of the scheme has slowed down. Whilst some affinity partners have embraced digital marketing to an extent, most are not using it effectively to drive and sustain their affinity marketing scheme. Cognisant that affinity marketing is still a lucrative area, this chapter sets forth a digital marketing strategy for affinity marketing, e-affinity marketing, as this is where the added value for the 21st century customer is envisioned.

Digital Marketing Strategy for Affinity Marketing

2018 ◽  
pp. 1142-1160
Author(s):  
Aster Mekonnen
Keyword(s):  
Marketing Strategy ◽  
21St Century ◽  
Business Strategy ◽  
Added Value ◽  
Digital Marketing ◽  
Competitive Environment ◽  
Successful Implementation ◽  
Marketing Scheme ◽  
Affinity Marketing

Integration of digital marketing into overall business strategy is no longer an option, it is imperative for success. Yet, not all have tapped into this. Another opportunity that could leverage an organisation in today's competitive environment is affinity marketing. Successful implementation of affinity marketing has the potential to enhance participation, raise revenue, increase retention and provide a mutually beneficial arrangement for the partners involved. Yet, despite its appeal and the popularity it achieved in the late 1980s and early 1990s, uptake of the scheme has slowed down. Whilst some affinity partners have embraced digital marketing to an extent, most are not using it effectively to drive and sustain their affinity marketing scheme. Cognisant that affinity marketing is still a lucrative area, this chapter sets forth a digital marketing strategy for affinity marketing, e-affinity marketing, as this is where the added value for the 21st century customer is envisioned.

Digital Marketing Strategy for Affinity Marketing

2017 ◽  
pp. 87-105
Author(s):  
Aster Mekonnen
Keyword(s):  
Marketing Strategy ◽  
21St Century ◽  
Business Strategy ◽  
Added Value ◽  
Digital Marketing ◽  
Competitive Environment ◽  
Successful Implementation ◽  
Marketing Scheme ◽  
Affinity Marketing

Integration of digital marketing into overall business strategy is no longer an option, it is imperative for success. Yet, not all have tapped into this. Another opportunity that could leverage an organisation in today's competitive environment is affinity marketing. Successful implementation of affinity marketing has the potential to enhance participation, raise revenue, increase retention and provide a mutually beneficial arrangement for the partners involved. Yet, despite its appeal and the popularity it achieved in the late 1980s and early 1990s, uptake of the scheme has slowed down. Whilst some affinity partners have embraced digital marketing to an extent, most are not using it effectively to drive and sustain their affinity marketing scheme. Cognisant that affinity marketing is still a lucrative area, this chapter sets forth a digital marketing strategy for affinity marketing, e-affinity marketing, as this is where the added value for the 21st century customer is envisioned.

New Marketing Strategy

2021 ◽  
pp. 14-29
Author(s):  
Lazaro Florido-Benitez
Keyword(s):  
Marketing Strategy ◽  
21St Century ◽  
Weather Forecast ◽  
Business Communication ◽  
Positive Influence ◽  
Added Value ◽  
Communication Tool ◽  
Marketing Model ◽  
Sense Of Security ◽  
Security Control

Mobile applications (apps) on smartphones are being increasingly used to access news, entertainment, weather forecast, etc. As apps gain a stronger footing in the 21st century, large airports are taking advantage of this new marketing outlet by developing apps for branding and (business) communication purposes. In recent years, due to its multi-functionality, which provides added value to the service content offered, this marketing model has established itself as a communication tool. This research aims are twofold: First, to evaluate how an airport app is having a direct and positive influence on passengers' sense of security-control; second, to analyse how this tool can improve passengers' satisfaction and their perceived image of an airport. To analyse the influence an app has on passengers-users at airports, 103 passengers-users were surveyed. The results are particularly relevant for passengers as they are more efficient during their leisure time in terminals, and their stress levels decrease.

scholarly journals B2B digital marketing strategy: a framework for assessing digital touchpoints and increasing customer loyalty based on Austrian companies from heating, ventilation and air conditioning industry

2017 ◽  
Vol 8 (3) ◽  
Author(s):  
Elina Bakhtieva
Keyword(s):  
Marketing Strategy ◽  
Customer Loyalty ◽  
Business Strategy ◽  
Air Conditioning ◽  
Information Overload ◽  
Value Added ◽  
Digital Marketing ◽  
Product Portfolio ◽  
Chief Marketing Officers ◽  
Multiple Case

Research background: Digital marketing has changed the nature of company-to-customer communication. With rising information overload and reduced decision-making time, touchpoints have gained additional importance by yielding customer loyalty. Yet, the existing digital marketing tools have failed to keep pace with these trends. Companies are lacking a simple framework that focuses on a digital marketing strategy built around touchpoints and customer loyalty. This is especially relevant for B2B companies, which due to their specifics are more dependent on customers and less flexible in adapting of new digital trends. Purpose of the article: A B2B business strategy tailored to digital trends demands a re-evaluation of prior understanding of a product portfolio, a company’s internal and external environment. The purpose of the article is to present a framework that helps to undertake the necessary changes and enables the connections with industry. Methods: The suggested model has been drawn from the literature review and extended based on the findings of a multiple case study of Austrian Heating, Ventilation and Air Conditioning (HVAC) industry companies. The fieldwork was conducted in early 2017.  Findings & Value added: Aspiring to follow trends in digital marketing and to help B2B companies to adapt their strategy to ongoing changes in company-to-customer communication, a new framework has been developed. The framework aims to increase customer loyalty and focuses on channels/touchpoints, assets, skills, audience and customer journey. The model could be beneficial for Chief Marketing Officers (CMO) and other C-levels by offering a simple and reliable tool for improving a company's position in the digital marketplace. Moreover, it enables continuous adjustment of an already existing business strategy.

PERAN DIGITAL MARKETING DALAM EKSISTENSI BISNIS KULINER SEBLAK JELETET MURNI

2016 ◽  
Vol 1 (2) ◽  
pp. 133-144
Author(s):  
Nadya Nadya
Keyword(s):  
Social Media ◽  
Consumer Behavior ◽  
Marketing Strategy ◽  
Marketing Strategies ◽  
Digital Marketing ◽  
Social Media Marketing ◽  
Digital Era ◽  
Marketing Social ◽  
Technological Developments ◽  
Product Sales

Technological developments have significantly changed the way how a business works, especially the culinary business named Seblak Jeletet Murni, that has located in Jakarta. This business is still relatively new, but consumers continue moldy and this spicy culinary product sales have been continue to increase. This phenomenon is a result of business which has entered the digital era in social media. Marketing of this product is not done intensively by the owner of this business, but consumers who moved to market virally in social media, especially social media video youtube. In this article the author analyzed descriptively about consumer behavior in digital marketing that has affected the sales of the culinary products. The analyzes were performed with case studies and associated in the literature on consumer behavior and digital marketing strategies. This article aims to describe the behavior of consumers in the digital age so that it can be input in determining the marketing strategy culinary efforts forward and be used for thought on the future of consumer research. Keywords: Digital Marketing, Social Media, Consumer Behavior

Strategies and Outcomes in the Two Sectors of the Japanese Shipbuilding Industry

2001 ◽  
Vol 17 (03) ◽  
pp. 174-182
Author(s):  
Philip C. Koenig ◽  
Hitoshi Narita ◽  
Koichi Baba
Keyword(s):  
Business Strategy ◽  
Technological Development ◽  
Competitive Environment ◽  
Corporate Structure ◽  
Shipbuilding Industry ◽  
Second Tier ◽  
Two Sectors

The Japanese ocean-going shipbuilding industry has evolved into two distinct sectors and today's second tier or medium-sized firms build close to half the nation's output of large ocean-going vessels. Many vessels recently delivered by the major and the medium-sized shipbuilders are of similar size and complexity. However, the medium-sized shipbuilding companies of Japan differ considerably from the majors in business strategy and corporate structure. To date, studies published in English on the Japanese shipbuilding industry have focused mainly on the seven major firms. In this paper Japan's medium-sized shipbuilders are introduced. Their competitive environment, operations, and strategies are compared with those of the seven major firms. The relative strengths and weaknesses of the major and medium-sized shipbuilders are considered and the role of technological development in the long-term prospects of both is discussed.

scholarly journals Marketing Strategy in Wine Tourism: Tradition Versus Innovation

2020 ◽  
Vol 4 (3) ◽  
pp. 6-12
Author(s):  
Alla Levitskaia ◽  
◽  
Nadejda Ianioglo ◽  
Svetlana Curaxina ◽  
◽  
...  
Keyword(s):  
Marketing Strategy ◽  
Digital Marketing ◽  
Mobile Marketing ◽  
Competitive Advantages ◽  
Global Trends ◽  
Wine Tourism ◽  
Republic Of Moldova ◽  
Initial Stage ◽  
Tourism Activity ◽  
The Republic

The tools and technologies of traditional marketing cannot ensure the effective functioning of companies in the field of tourism and services. In this regard, the use of digital marketing technologies becomes a prerequisite for successful tourism activity. The results of the study confirm that the use of the digital marketing strategy approach in Moldovan wineries is at an initial stage while global trends prove the effectiveness of their application in the development of competitive advantages of wine tourism. In this article the authors consider it important and relevant to develop potential in the Republic of Moldova through the implementation of a digital marketing strategy in wine tourism promotion activity. Key words: wine tourism, digital strategy, mobile marketing.

scholarly journals New technologies in consulting sector – the paradigm of agility

2017 ◽  
Vol 12 (2) ◽  
pp. 133-146
Author(s):  
Celina SOŁEK-BOROWSKA
Keyword(s):  
Data Collection ◽  
Knowledge Sharing ◽  
Knowledge Economy ◽  
New Technologies ◽  
Competitive Environment ◽  
Successful Implementation ◽  
Global Teams ◽  
Global Marketplace ◽  
Changing Knowledge

In order to keep pace with the demands of the ever-changing knowledge economy, organizations must be aware of the knowledge sharing tools that are in use today, customizing the technology to help them maintain a competitive advantage in the global marketplace. Moreover because of the competitive environment the shift is towards agile paradigm. The outcome of this study will enable further under­standing of knowledge sharing in consulting companies and will therefore contribute towards successful implementation of knowledge sharing as part of organizational knowledge sharing culture. The limita­tions identińed were the use of interview as the only form of data collection, since the company did not authorize the collection of documents, the interviews were conducted via Skype®. The ńndings are based on one case study and the ńndings are not generalizable. The results of this research may be useful for academics and organizations because they deepen the discussion on knowledge sharing in global teams.

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