Implementasi Strategi Marketing Public Relations dalam Membangun Citra Batik untuk Generasi Muda

Batik telah diakui oleh UNESCO sebagai warisan budaya dunia, namun ketertarikan generasi muda terhadap batik kian menurun. Di tengah keadaan ini, tahun 2015 muncul merek batik premium ”Negarawan” dengan market generasi muda. Negarawan berkembang menjadi merek yang kuat dibuktikan dengan pengikutnya di Instagram hingga 24 ribu. Negarawan menggunakan strategi marketing public relations untuk membentuk citra merek. Penelitian ini menggunakan pendekatan kualitatif dengan metode penelitian studi kasus. Pengumpulan data primer dilakukan melalui wawancara dan observasi partisipatif. Data sekunder didapat melalui studi kepustakaan dan dokumentasi dan data primer diperoleh dari dua informan kunci Chief Executive Officer, Chief Marketing Officer dan tiga konsumen Negarawan.Hasil penelitian menunjukkan implementasi three ways strategy marketing public relations saling mendukung dalam membentuk citra merek. Push strategy berperan dalam mendorong penjualan, pull dalam meningkatkan partisipasi masyarakat dan konsumen, sementara pass dalam membentuk opini positif masyarakat.

Marketing accountability and marketing automation: evidence from Portugal

PurposeThe present study seeks to outline the role of marketing automation (MA) in measuring the return on marketing activities and the challenges associated with reaching accountability in marketing.Design/methodology/approachTo investigate the objective of the study, the authors adopted a qualitative approach, conducting an exploratory study among ten key informants located in Portugal.FindingsBased on the results of the qualitative analysis, a conceptual framework is proposed, which includes both strategic- and operational-level factors with the goal of creating a value-based agenda. In this agenda, executives such as the Chief Marketing Officer emerge as value creators, fostering business scalability, and further arguments are provided to justify budget allocation to MA activities.Originality/valueThrough careful research of the elements that characterize the phenomenon under study, the present paper ultimately contributes to a better understanding of MA and accountability within the current business paradigm.

Customer Satisfaction and Implied Cost of Equity: Moderating Effects of Product Market Conditions and Chief Marketing Officer

A handful of prior marketing studies have examined the impact of customer satisfaction (CS) on the cost of equity (COE). These studies have estimated the COE using the ex post proxy (e.g., stock market beta) that may be susceptible to market fluctuations. Going beyond the conventional COE approach, we thus reestimate the effect of CS on COE, measured by the more robust ex ante expected returns (implied cost of equity [ICE]). Furthermore, we examine whether this relationship is subject to both external (product market conditions) and internal (chief marketing officer [CMO] presence) factors. Using 753 firm-year observations in the period 2000–2014, we find that firms with high satisfaction ratings have lower equity financing costs. The significant moderating effects of product market conditions and the presence of a CMO in firms are also observed. The negative relationship becomes weaker under conditions of greater product market competition and demand uncertainty, but stronger when a firm has a CMO in its senior management. Our findings provide useful insights for managers who need to justify and refine their marketing strategies in respect of CS to acquire a firm’s required level of equity financing costs. In addition, we highlight the importance of CMOs as significant contributors to the COE reduction. The results are also useful for investors when valuing a firm through the COE.

Executives with customer experience and firm performance in the B2B context

Purpose This paper aims to examine the presence of an executive with customer experience (ECE) in a supplier firm’s top management team (TMT). The role of ECE presence remains understudied in the marketing literature. This study attempts to examine the relationship between ECE presence and firm performance. Design/methodology/approach This paper draws on the resource-based view of the firm and adopts a panel firm fixed effects estimator to test the proposed hypotheses. The empirical analysis uses a sample of 1,974 firm-year observations with 489 unique supplier firms. Selection-induced endogeneity is mitigated through the Heckman procedure. Findings ECE presence improves firm performance. Additionally, firms benefit less from ECE presence if a board member with customer experience (BCE) is also present, if a chief executive officer commands a higher pay slice (compared to other executives), and if a TMT is more functionally diversified. However, ECE presence is particularly beneficial if the overall economy is in contraction. Comparing the functional positions held by ECEs reveals that ECE in the marketing function (as a chief marketing officer) offers the largest benefit to an average supplier firm. ECE presence is also associated with other firm outcomes (e.g. bankruptcy odds, innovation and customer orientation). Research limitations/implications This study makes four contributions to the literature. First, this research contributes to existing studies that investigate marketing expertise in the upper corporate pyramid. Second, the study contributes to the burgeoning body of work across business disciplines that attempt to understand the impact of CxOs on firm performance. Third, the study contributes to the vast literature on customer orientation indirectly. Finally, this paper contributes to the broader literature studying the influence of board and TMT characteristics. Practical implications The findings are of particular importance to business-to-business firms. This paper shows that suppliers can benefit significantly from managers with customer experience. Four contingency factors moderate the relationship between ECE presence and firm performance. Among the various functional positions held by an ECE, the findings suggest that hiring an ECE for the marketing functional area is the most beneficial. ECE stands out as a better option for a company than BCE to improve firm performance. ECE presence is also associated with bankruptcy odds, innovation and customer orientation. Originality/value This paper provides the first empirical evidence regarding how ECE affects firm performance and also extends prior research on the value of human capital in TMT.

Chief marketing officer and internationalization—a resource-based view

PurposeThis study aims to examine whether the selection of a new outsider chief marketing officer from a developed-country incumbent firm with an established brand can serve as an alternative strategy to the acquisition of developed-country firms in benefiting the internationalization of a postselection emerging-market brand marketer that suffers from late-mover disadvantages.Design/methodology/approachA pretest (survey) and two main studies (experiments) were conducted to examine the proposed mediation model of “Chief Marketing Officer background—enhancement of capabilities—brand competitiveness”.FindingsAn emerging-market brand marketer gains enhanced resources and capabilities when a new chief marketing officer is recruited from a developed-country incumbent with a superior reputation, leading to improved brand competitiveness. This positive effect accrues from the new chief marketing officer's background (i.e. prior work organization) spilling over to his/her new emerging-market employer.Originality/valueThis research integrates the research streams of emerging-market firm internationalization, chief marketing officer and executive succession to provide an alternative strategy for emerging-market firms to overcome late-mover disadvantages in global markets.

Harley-Davidson: Rejuvenating an Iconic Brand

Harley-Davidson's first-ever chief marketing officer has his work cut out for him as the classic American motorcycle manufacturer seeks to curb slowing sales from aging customers. The dilemma: what to do with its less known and unprofitable Buell brand, which has a younger customer base? Which of five options continue its dual-brand strategy, double down on Buell, operate Buell as an endorsement brand, sell it, or discontinue the brand entirely will best attract younger buyers without alienating current diehard customers?