The Impact of Human Resource Management Policies on Business and Marketing Strategy Implementation within the Marketing Organization

During the last three decades, significant research has been undertaken on the characteristics and relationships of the marketing organization with the implementation of strategies. These are the structure, culture, processes, and influence and leadership characteristics of the marketing institution. However, there has been little attention given to the human resources management policies of the marketing staff. These policies are one of the strongest sensations of people and organizations, when properly implemented, to conduct themselves correctly. In this study, we show that mid-level marketer implementation of HR policies differ substantially in the type of marketing strategy adopted by the companies. Companies with aligned enterprise and marketing strategies have achieved considerably stronger performance than companies with unequalled business and marketing strategies.

Master of digital media major research paper assessing the engagement of social media marketing: the case study of a tourism Toronto video-based marketing campaign

The purpose of this research is to assess user engagement for a video-based social media campaign by a destination marketing organization (DMO). A case study methodology was applied to examine the Tourism Toronto video-based campaign of 2017 on Instagram and Twitter. Social interactions were analyzed to compare the relative engagement rates across platforms. This determined that Instagram had a higher relative engagement rate compared to Twitter. Instagram can be considered as a more desirable tool for DMOs to share videos digitally. The limited sample size presents research limitations through potentially not representing a larger population opinion’s on the content. It enables practical implications for destination marketers who have limited resources by highlighting that Instagram may be a preferred channel over Twitter due to higher engagements rates. There is a lack of research on the comparison of relative engagement rates from an academic perspective and this is the first study to explore the topic for a video-based marketing campaign in the DMO industry.

Master of digital media major research paper assessing the engagement of social media marketing: the case study of a tourism Toronto video-based marketing campaign

The purpose of this research is to assess user engagement for a video-based social media campaign by a destination marketing organization (DMO). A case study methodology was applied to examine the Tourism Toronto video-based campaign of 2017 on Instagram and Twitter. Social interactions were analyzed to compare the relative engagement rates across platforms. This determined that Instagram had a higher relative engagement rate compared to Twitter. Instagram can be considered as a more desirable tool for DMOs to share videos digitally. The limited sample size presents research limitations through potentially not representing a larger population opinion’s on the content. It enables practical implications for destination marketers who have limited resources by highlighting that Instagram may be a preferred channel over Twitter due to higher engagements rates. There is a lack of research on the comparison of relative engagement rates from an academic perspective and this is the first study to explore the topic for a video-based marketing campaign in the DMO industry.

The O-Bento Principle for Successful Multi-sector Collaboration: A Case Study of DMO Roppongi

This article presents empirical research that seeks to investigate the principles of management that lead towards successful multi-sector collaboration through the analysis lens of effectuation theory. The target of this empirical research is a destination marketing organization (DMO) considered to be a classic example of multi-sector collaboration focusing on the destination management performed by DMO as a case study. DMO Roppongi in Tokyo has been selected as the sample for this empirical research, and in particular, Nogi Shrine (Nogi-Jinja) has been selected as a venue for inbound meetings and a successful case of destination management. In Japan, shrines are considered as sacred sites; hence, the research began with the question: ‘Why was Nogi Shrine provided as a venue?’. We interviewed both the executive director of DMO Roppongi and the contact person at Nogi Shrine and conducted a qualitative analysis by focusing on the management features emerged during the process of venue selection. In the world of start-ups, entrepreneurs are required to search for business opportunities proactively, but this research has investigated that in the multi-sector collaboration, the abundant resources are mainly possessed by the participating stakeholders that can be associated with the business opportunities. Hence, the key management point in this case is the impartial use of the resources ‘that are already there’ and available for use. This research has formulated this discovery, as ‘the O-Bento principle’ in line with the effectuation theory.

Tourism Development Options in Marginal and Less-Favored Regions: A Case Study of Slovakia´s Gemer Region

Marginal and less-favored regions are characterized by negative migration balance, lower living standards, aging of the population, a lower number of employment opportunities, lower educational level, and lower investments in the territory. Gemer is one of these regions in Slovakia. On the other hand, the Gemer region has a very interesting history and many cultural monuments, nature protection areas, and UNESCO World Heritage sites that create options for tourism development. The monuments of the Gothic Road have the potential for religious tourism. Karst relief and the sites and monuments related to mining present on the Iron Road provide suitable conditions for geotourism and mining tourism. Local villages contain traditional agricultural landscapes, which create suitable conditions for active rural tourism associated with creative tourism or agrotourism. There is also the promising possibility of cross-border cooperation with Hungary. However, the revenues from tourism do not reach the same level as in other, similar regions of Slovakia. The main failings of tourism development include the insufficient coordination of destination marketing organization stakeholders, lack of care for monuments, and underestimation of the potential of Roma culture and art production. However, analyzed state policy instruments on the promotion of tourism did not mitigate but rather exacerbated regional disparities in Slovakia.

Artificial Intelligence and Ethical Marketing

In this chapter, the author argues that technologies will transform the marketing organization and reshape the marketing activities of companies. The aim of the chapter is to summarize the main challenges of digital disruption as well as to identify their implications to the legal and ethical aspects of digital and interactive marketing activities. The research aims driving this chapter are related to the identification of the main challenges regarding the legal protection of social media customers. Survey results about social media behaviour and cybersecurity issues are presented and discussed.

The Reconfiguration of Marketing Organization in the Age of Digital Transformation: A Paradox Perspective

For most companies, digital transformation is at the top of the agenda. This article digs into the tensions faced by the marketing organization, which, along with other departments dealing with business intelligence, is particularly affected by the ongoing digital transformation. The goal of this research, which builds on the theory of paradox, is to explore how and to what extent these tensions produce changes inside large marketing organizations, which, in turn, leads to potential reconfigurations. A qualitative thematic study was conducted. It included 16 in-depth interviews with high-level internal and external consultants and data collected at 12 conferences. The findings show that the digital transformation of marketing is leading to unprecedented complexity. More specifically, they show the tensions resulting in three paradoxes: a learning paradox (the combination of traditional and digital marketing skills), an organizing paradox (both expertise and a holistic view), and a performing paradox (both customer and brand centricity). The findings also highlight the resolution strategies that these organizations adopt as they attempt to respond to these paradoxes. On this basis, different possible scenarios emerge and are discussed regarding the reconfiguration of the marketing organization.