The 4s web-marketing mix model

This paper reviews the criticism on the 4Ps Marketing Mix framework, the most popular tool of traditional marketing management, and categorizes the main objections of using the model as the foundation of physical marketing. It argues that applying the traditional approach, based on the 4Ps paradigm, is also a poor choice in the case of virtual marketing and identifies two main limitations of the framework in online environments: the drastically diminished role of the Ps and the lack of any strategic elements in the model. Next to identifying the critical factors of the Web marketing, the paper argues that the basis for successful E-Commerce is the full integration of the virtual activities into the company’s physical strategy, marketing plan and organisational processes. The four S elements of the Web-Marketing Mix framework present a sound and functional conceptual basis for designing, developing and commercialising Business-to-Consumer online projects. The model was originally developed for educational purposes and has been tested and refined by means of field projects; two of them are presented as case studies in the paper.\ud \u

From physical marketing to web marketing

Reviews the criticism of the 4P marketing mix framework as the basis of traditional and virtual marketing planning. Argues that the customary marketing management approach, based on the popular marketing mix 4Ps paradigm, is inadequate in the case of virtual marketing. Identifies two main limitations of the marketing mix when applied in online environments namely the role of the Ps in a virtual commercial setting and the lack of any strategic elements in the model. Identifies the critical factors of the Web marketing and argues that the basis for successful e-commerce is the full integration of virtual activities into the company's physical strategy, marketing plan and organisational processes. The 4S elements of the Web marketing mix framework offer the basis for developing and commercialising business to consumer online projects. The model was originally developed for educational purposes and has been tested and refined by means of three case studies

Content marketing model for leading web content management

This paper is envisaged to provide the Ukrainian businesses with suggestions for a content marketing model for the effective management of website content in order to ensure its leading position on the European and world markets. Our study employed qualitative data collection with semi-structured interviews, survey, observation methods, quantitative and qualitative methods of content analysis of regional B2B companies, as well as the comparative analysis. The following essential stages of the content marketing process as preliminary search and analysis, website content creation, promotion and distribution, and content marketing progress assessment were identified and classified in detail. The strategic decisions and activities at each stage of the process showed how a company’s on-site and off-site content can be used as a tool to establish the relationship between the brand and its target audience and increase brand visibility online. This study offered several useful insights into how website content, social media and various optimization techniques work together in engaging with the target audience and driving website traffic and sales leads. We constructed and described the content marketing model elaborated for effective web content management that can be useful for those companies that start to consider employing content marketing strategy for achieving business goals and increasing a leadership position

eEnabled internet distribution for small and medium sized hotels: the case of hospitality SMEs in Athens

Advances in information and communications technologies (ICTs) have strategic implications for a wide range of industries. Tourism and hospitality have dramatically changed by the ICTs and the Internet and gradually emerge as the leading industry on online expenditure. The Internet revolutionised traditional distribution models, enabled new entries propelled both disintermediation and reintermediation and altered the sources of competitive advantage. This paper explores the strategic implications of ICTs and the perceived advantages and disadvantages of Internet distribution for small and medium-sized hospitality enterprises (SMEs). Primary research in Athens hotels demonstrates the effects of the Internet and ICTs for secondary markets, where there is lower penetration and ICT adoption. Interviews and questionnaires identified a number of strategies in order to optimise distribution. The analysis illustrates the strategic role of ICTs and the Internet for hospitality organisations and Small and Medium-sized organisations in general. Most hotels employ a distribution mix that determines the level and employment of the Internet. The paper demonstrates that only organisations that use ICTs strategically will be able to develop their electronic distribution and achieve competitive advantages in the future

Travel Agencies: From online channel conflict to multi-channel harmony

The adoption of Internet as a distribution channel and a privileged e-commerce tool has pressed Travel Agencies (TAs) to a latent channel conflict. Our main interest is to understand how the traditional independent travel agencies in Portugal deal with the online channel. We suggest that TAs have to develop an innovative business model based on the online and offline complementary channels, in order to achieve a multi-channel harmony

E-strategy in the UK retail grocery sector

After a decade of Internet trading, retailers in the UK have experienced mixed fortunes with their Internet-based ventures. Online shopping success stories include; Tesco’s, which has positioned itself as a world leader in online grocery retailing by providing an Internet-based home delivery of over 40,000 products and making the service available to almost 95 per cent of UK residents. Similarly, Sainsbury’s offers 71% per cent of UK residents the opportunity to shop online however the company does not have the same international recognition. Waitrose too has expanded its Internet-based shopping services, aided by its acquisitions in OCADO. By contrast, Somerfield, and more recently Iceland have stopped their Internet shopping operations due to poor trading results and economic difficulties, despite the fact that Iceland was the first grocery retailer to offer online shopping to the majority of the UK mainland. The key aims of this paper are to explore how major grocery retailers coming to the one line market; to consider why some are more successful than others and to develop an understanding of the role of strategic thinking in online retailing. More specifically, the paper will initially, investigate the strategic options open to retailers developing activities online and finally, discuss the extent to which e-strategies represent a long-term approach to planning. The paper presents a literature review, which provides the conceptual foundations for investigation of the significance of e-strategy development within retailing. This model is then compared with evidence from secondary data sources and business results from leading UK grocery retailers in order to debate and analyse the likely importance of e-strategies in the success of online grocery retailing in the UK

The driving factors of continuance online shopping: Gender differences in behaviour among students in Saudi Arabia

This study proposes a revised technology acceptance model that integrates expectation confirmation theory to measure student gender differences with regard to continuance online shopping intentions in Saudi Arabia. The 234-respondent sample consists of 61.5% women and 38.5% men. A structural equation model confirms model fit. Perceived usefulness, enjoyment, and subjective norms are determinants of online shopping continuance in Saudi Arabia. Both male and female groups are equivalent. The structural weights are also largely equivalent, but the regression paths from subjective norms to enjoyment and subjective norms to continuance intention (in the men sample) and perceived usefulness to continuous intention (in the women sample) are not supported. The model was operationally generalized across the whole of Saudi Arabia. This research moves beyond online shopping intentions and includes factors affecting online shopping continuance. The research model explains 71% of the intention to continue shopping online. This research suggests that online strategies cannot ignore either the direct or indirect gender differences on continuance intentions in Saudi Arabia. The model can be generalized across Saudi Arabia