INNOVATION MARKETING TOOLS IN THE ENTERPRISE MANAGEMENT SYSTEM

The article is devoted to the issue of managing innovative marketing in a modern competitive market environment. As a result of research has been established that innovations play a crucial role in ensuring economic growth. However, there is a problem of inefficient use of innovative marketing among domestic enterprises. The article considers the main trends in innovative marketing and clarifies the importance of managing the marketing activities of the enterprise. Among the main marketing trends were considered the following: digital, conversational and omnichannel marketing. New marketing technologies with elements of artificial intelligence and machine learning are considered, which include: predictive analytics, Programmatic platform, content management systems, SEO / SEM optimization tools, Big Data, ecommerce platforms, data collection and management tools, tag management, tracking unfinished sales. The most popular digital marketing skills in 2020 are identified: coding, development, video editing, copywriting, graphic design, software expertise, SEO / SEM experience, data analysis, marketing automation, software and project management. Due to the reorientation of the business towards customer-centrism, a special place in the publication is given to the indicators of customer uniqueness and the definition of the customer life cycle. Knowledge of the calculation of the customer's vital value is crucial for the marketing success of the business, allows to increase the consumer value of the company's services to consumers through a timely response to the interests and requirements of customers. The confidentiality of customer information is an important issue in the era of digital marketing, so the paper studies some technology and basic ways to identify and protect users' personal data.

Investigating the Situated Culture of Multi-Channel Customer Management

This paper investigates the influence of national culture on customers' behavior and customers' choice of channel through the customer life cycle stages. An exploratory in-depth single case study in a multinational organization in Egypt was conducted. Specifically, 31 in-depth interviews were conducted with members of staff in marketing, IT, retail and customer services departments, and external prospects/customers. Based on an interpretive approach, the authors have articulated a situated cultural approach based on structuration theory to identify the cultural dimensions that have provided an understanding of the cultural influence on customers' channel choice. The results highlighted that verbal, human interaction, traditional shopping, and cash based were the themes for customers' channel choice through the four stages of customer life cycle. The results also show that the customers' channel choices were linked to the following Egyptian cultural dimensions: collectivism, market price relationship, emotional, power distance, low trust, uncertainty avoidance, and universalism.

System Dynamic Simulation of Online Customers for Cruise Travel: Based on the Customer Life Cycle Perspective

Cruise tourism is an emerging tourism industry. Under the current online consumer market, expanding the number of online customers is an important consideration for the sound development of cruise tourism, starting from the reality of cruise travel, integrating life cycle theory, demand theory, and network consumption behavior theory, defining the evolution model of customer life cycle, using system dynamics for simulation analysis to discover the dynamic changes in the number of cruise travel online customers in different life periods. The analysis of the simulation results found that at different stages of the life cycle evolution of cruise travel network customers, travel demand is comprehensively affected by various factors such as basic needs, novelty, offline experience, Internet word-of-mouth, and information quality. The number of potential customers first accelerates and then declines. The trend is flat, the number of waiting customers is normally distributed over time, and the number of existing customers and lost customers tends to stabilize after an accelerated increase. The simulation results with word-of-mouth factor as the test function show that the model has good robustness and sensitivity. The number of waiting customers is sensitive to changes in word-of-mouth impact factors, and the number of existing customers has not increased significantly. Finally, summarize the development strategies of cruise tourism from the perspective of life cycle: increase the promotion of cruise tourism network and expand the range of potential customers, highlight the characteristic orientation of cruise tourism differentiation, induce waiting for customers to pay online, improve the quality of cruise tourism experience and maintain existing customer loyalty, and optimize the quality of travel information on the online platform to attract lost customers to turn back.

Early Adopters to Early Majority - What's Driving the Artificial Intelligence and Machine Learning Powered Transformation in Financial Services?

From retail banking to corporate banking, from property and casualty to personal lines, and from portfolio management to trade processing, the next wave of digital disruption in financial services has been unleashed by the concepts and applications of Artificial Intelligence (AI) and Machine Learning (ML). Together, AI and ML are undoubtedly creating one of the largest technological transformations the world has ever witnessed. Within the advanced streams of research in AI and ML, human intelligence blended with the cognitive reasoning of machines is finally out of the labs and into real-time applications. The Financial Services sector is one of the early adopters of this revolution and arguably much ahead of its leverage compared to other sectors. Built on the conceptual foundations of Innovation diffusion, and a contemporary perspective of enterprise customer life-cycle journey across the AI-value chain defined by McKinsey Global Institute (2017), the current study attempts to highlight the features and use-cases of early-adopters of this transformation. With the theoretical underpinning of technology adoption lifecycle, this paper is an earnest attempt to comment on how AI and ML have been significantly transforming the Financial Services market space from the lens of a domain practitioner. The findings of this study would be of particular relevance to the subject matter experts, Industry analysts, academicians, and researchers focussed on studying the impact of AI and ML in the financial services industry.

Mapping the Patient’s Journey in Healthcare through Process Mining

Nowadays, assessing and improving customer experience has become a priority, and has emerged as a key differentiator for business and organizations worldwide. A customer journey (CJ) is a strategic tool, a map of the steps customers follow when engaging with a company or organization to obtain a product or service. The increase of the need to obtain knowledge about customers’ perceptions and feelings when interacting with participants, touchpoints, and channels through different stages of the customer life cycle. This study aims to describe the application of process mining techniques in healthcare as a tool to asses customer journeys. The appropriateness of the approach presented is illustrated through a case study of a key healthcare process. Results depict how a healthcare process can be mapped through the CJ components, and its analysis can serve to understand and improve the patient’s experience.

CUSTOMER INTIMACY VALUE STRATEGY BY IMPLEMENTING CUSTOMER RELATIONSHIP MANAGEMENT

This article talks about a lot of systems to transform customers into resources proposed for organizations while making faithful customers. The technique that is the focal point in this article is customer Relationship Management (CRM). This is on the grounds that without a CRM system, organizations neglect to reap the advantages of CRM. CRM is fundamentally significant for the organization's future. CRM innovation empowers organizations to all the more likely comprehend customer conduct, foresee their conduct later on, give altered customer encounters, and assemble long haul customer connections. Nonetheless, given that CRM is just restricted by innovation it will be a serious mix-up for the organization. Organizations can't give excellent customer worth, administration and experience just by putting resources into CRM innovation. This article depicts customer life cycle the executives and proposes an all encompassing system for customer life cycle the board. This section finishes by examining methodologies for transforming customers into resources and making satisfied customers.

Customer Relationship Management as a Customer-Centric Business Strategy

CRM is fundamentally essential for the future of the company. CRM technologies enable the company to understand customer behavior better, predict their future behavior, deliver customized customer experience, and establish long-term customer relationships. However, considering that CRM is only limited with technology would be a big mistake for the company. Companies cannot deliver outstanding customer value, service, and experiences only through investing in CRM technologies. Strategic integration of CRM philosophy into company culture and operating processes are required to deliver superior customer service and experience. In the absence of CRM strategy, companies fail to harvest the benefits of CRM. The main purpose of this chapter is to discuss the characteristics as well as the strategic objective of CRM strategy. This chapter explains the customer life cycle management and proposes a holistic framework for customer life cycle management. This chapter ends with discussing the strategies to turn customers into assets and create devoted customers.