The Impact of Digital Marketing Channels on Consumer Buying Decision

Recent reports show how Malaysians are increasingly turning to digital channels for purchasing and making decisions. However, some issues that arise in different digital marketing channels, including email marketing, search engine marketing, and social media marketing, can lead to negative consequences such as email overload, misinterpretation of search results, and the spread of false or offensive content. The study aimed to examine the impact of email marketing, search engine marketing (SEM), and social media marketing on consumer buying decisions. The study used a quantitative method, with 384 respondents from the region Johor, Malaysia, surveyed using convenience sampling. The results of the study indicated that email marketing has a negative relationship with consumer buying decisions, whereas search engine marketing and social media marketing have a positive relationship with consumer buying decisions. Therefore, the study recommends that marketers focus on digital marketing channels such as search engines and social media marketing to improve their marketing efficiency since they have a more significant impact on consumer buying decisions compared to email marketing

Examining the Effect of TikTok on the Moroccan Consumer Buying Decision Process after the Pandemic

After the pandemic of covid 19, the growth in social media has provided and created opportunities for both consumers by simplifying the buying process to simple clicks and product searching for companies to merge and strengthen their online presence. Given the importance for marketers to recognize the consumer way of making the buying decisions, acknowledging the consumer decision-making process starts with the awareness of identifying needs passing by collecting information in the form to satisfy these needs, evaluating the options available and alternatives to making the final decision of buying and finally explaining the satisfaction or dissatisfaction by considering this purchase decision. This study aims to understand how social media marketing channels can impact the five stages of the buying decision process after the pandemic. This paper will analyze the effect of social media marketing on the buying decision process. It has been designed to work and focus on TikTok as a social media marketing channel since it occupied an important role during the pandemic and has extensive growth and a global community. Furthermore, an online questionnaire is administered to investigate how this platform can impact Moroccan customers' purchasing decisions to meet their demands after the pandemic of covid-19

When Does the Influencer Matter?

The purpose of this research is to identify what factors contribute to the effectiveness of social media influencers’ posts. The first phase of this project studied people’s initial feelings towards social media influencers using a focus group. The results indicated that social media influencers are in fact effective and influential. The second phase of this study tested what factors increase and decrease the effectiveness of a social media influencers post, and what factors will get them the most engagement. This was tested through sixteen experimental conditions with different variations of a fake social media influencer post. Five dependent variables were tested, willingness to share the post, willingness to buy, attitude toward the brand, attitude towards the ad, and attitude towards the influencer. Four independent variables were also measured, size of the influencer (micro or macro), picture (present or not), discount (present or not), and level of purchase involvement (high or low), as well as several contributing variables about personality. The results contended that the presence of a picture in a social media influencers ad was had a positive effect on willingness to share the post, willingness to buy, attitude toward the brand, and attitude towards the ad. Discount also was significant to consumers’ attitudes towards the brand and the ad. Level of involvement and size of the influencer only proved to be statistically significant towards the effectiveness of the post when interaction effects were found between one or more of those variables. The research and analysis conducted will provide valuable information regarding the effectiveness of social media influencers and the relevance of them pertaining to technological shifts and advancements in the marketing field

Implementation of Digital Marketing Strategies through Social Media Marketing, Supply Chain Management and Online Sales of Bill Chilly Product

This research discusses the implementation of digital marketing strategies through social media marketing and online sales at the startup business of Chilly Bin products. Nowadays, companies have to market their products and services through digital marketing online without also leaving offline sales. The study enumerates that supply chain management has a significant impact on new business products. Companies that use digital marketing as a promotion strategy either with social media or online sales can increase company revenue or enhance consumer purchasing decisions. The overall data obtained from the online users of marketing and sales and PLS-SEM was employed to test the hypotheses. Here the researchers strive to recommend marketing strategies through social media and marketing strategies applied to sell products online. There are still many marketing channels that have not well utilized for consumers to aware, appeal, ask, act and advocate. Marketing 4.0 integrates forms of online and offline sales. The most important thing is that which is easily found on the internet that drives consumers to know and to buy products resulting in more profits. Selling and promoting products must be attractive, up to date, follow the trends, and increasing e-commerce marketplaces and social media usage

The Media Consumer Theories and Emergent Constructs in Post-Post Modern Advertising in Nigeria

The media consumer, otherwise known as the audience is considered to react actively or passively towards media messages based on existing modern theories. However, the emergent constructs evolved primarily by the advertising media audience in reacting to media messages have deconstructed the pillars that exist as strongholds of modern media audience theories. This study is set to identify and justify the rationale for the evolvement of sociocultural factors among advertising media audience in Nigeria. The study adopts the analytical method in examining outcomes of media adverts in Nigeria. Expectedly, the opportunities created by the post-post modern era are explanatory of the fact that uncelebrated sociocultural factors are paramount in determining the significant level of influence of media adverts over the audience. The study concludes that the consideration of emergent sociocultural factors in addition to modern approaches in advertising will result to more effective media advertising in Nigeria and beyond

"Why Don't Consumers Care about CSR?" - A Qualitative Study Exploring the Role of CSR in Consumption Decisions. Empirical Paper

There is an unresolved paradox concerning the role of corporate social responsibility (CSR) in consumer behavior. On the one hand, consumers demand more and more CSR information from corporations. On the other hand, research indicates a considerable gap between consumers' apparent interest in CSR and the limited role of CSR in purchase behavior. This paper attempts to shed light on this paradox by drawing on qualitative data from in-depth interviews. The findings show that the evaluation of CSR initiatives is a complex and hierarchically-structured process, where consumers distinguish between core, central, and peripheral factors. This paper describes these factors in detail and explains the complexity of consumers' assessment of CSR. These insights then serve as a basis for discussing the theoretical and managerial implications of the research findings. To this end, the paper contributes to a better understanding of the role of CSR in consumption decisions

Mktg

A new approach to learning the principles of marketing, MKTG is the Asia–Pacific edition of a proven, innovative solution to enhance the students' learning experience. Concise, yet complete, coverage supported by a suite of online learning aids equips students with the tools required to successfully undertake an introductory marketing course. Paving a new way to both teaching and learning, MKTG is designed to truly connect with today's busy tech-savy student. Students have access to online interactive quizzing, videos, podcasts, flashcards, marketing plans, games and more. An accessible, easy-to-read text along with tear out review cards complete a package which helps students to learn important concepts faster

Consumption of Organic Foods from a Life History Perspective: An Exploratory Study among Danish Consumers

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To boardrooms and sustainability: the changing nature of segmentation

Market segmentation is the process by which customers in markets with some heterogeneity are grouped into smaller homogeneous segments of more ‘similar’ customers. A market segment is a group of individuals, groups or organisations sharing similar characteristics and buying behaviour that cause them to have relatively similar needs and purchasing behaviour. Segmentation is not a new concept: for six decades marketers have, in various guises, sought to break-down a market into sub-groups of users, each sharing common needs, buying behavior and marketing requirements. However, this approach to target market strategy development has been rejuvenated in the past few years. Various reasons account for this upsurge in the usage of segmentation, examination of which forms the focus of this white paper. Ready access to data enables faster creation of a segmentation and the testing of propositions to take to market. ‘Big data’ has made the re-thinking of target market segments and value propositions inevitable, desirable, faster and more flexible. The resulting information has presented companies with more topical and consumer-generated insights than ever before. However, many marketers, analytics directors and leadership teams feel over-whelmed by the sheer quantity and immediacy of such data. Analytical prowess in consultants and inside client organisations has benefited from a stepchange, using new heuristics and faster computing power, more topical data and stronger market insights. The approach to segmentation today is much smarter and has stretched well away from the days of limited data explored only with cluster analysis. The coverage and wealth of the solutions are unimaginable when compared to the practices of a few years ago. Then, typically between only six to ten segments were forced into segmentation solutions, so that an organisation could cater for these macro segments operationally as well as understand them intellectually. Now there is the advent of what is commonly recognised as micro segmentation, where the complexity of business operations and customer management requires highly granular thinking. In support of this development, traditional agency/consultancy roles have transitioned into in-house business teams led by data, campaign and business change planners. The challenge has shifted from developing a granular segmentation solution that describes all customers and prospects, into one of enabling an organisation to react to the granularity of the solution, deploying its resources to permit controlled and consistent one-to-one interaction within segments. So whilst the cost of delivering and maintaining the solution has reduced with technology advances, a new set of systems, costs and skills in channel and execution management is required to deliver on this promise. These new capabilities range from rich feature creative and content management solutions, tailored copy design and deployment tools, through to instant messaging middleware solutions that initiate multi-streams of activity in a variety of analytical engines and operational systems. Companies have recruited analytics and insight teams, often headed by senior personnel, such as an Insight Manager or Analytics Director. Indeed, the situations-vacant adverts for such personnel out-weigh posts for brand and marketing managers. Far more companies possess the in-house expertise necessary to help with segmentation analysis. Some organisations are also seeking to monetise one of the most regularly under-used latent business assets… data. Developing the capability and culture to bring data together from all corners of a business, the open market, commercial sources and business partners, is a step-change, often requiring a Chief Data Officer. This emerging role has also driven the professionalism of data exploration, using more varied and sophisticated statistical techniques. CEOs, CFOs and COOs increasingly are the sponsor of segmentation projects as well as the users of the resulting outputs, rather than CMOs. CEOs because recession has forced re-engineering of value propositions and the need to look after core customers; CFOs because segmentation leads to better and more prudent allocation of resources – especially NPD and marketing – around the most important sub-sets of a market; COOs because they need to better look after key customers and improve their satisfaction in service delivery. More and more it is recognised that with a new segmentation comes organisational realignment and change, so most business functions now have an interest in a segmentation project, not only the marketers. Largely as a result of the digital era and the growth of analytics, directors and company leadership teams are becoming used to receiving more extensive market intelligence and quickly updated customer insight, so leading to faster responses to market changes, customer issues, competitor moves and their own performance. This refreshing of insight and a leadership team’s reaction to this intelligence often result in there being more frequent modification of a target market strategy and segmentation decisions. So many projects set up to consider multi-channel strategy and offerings; digital marketing; customer relationship management; brand strategies; new product and service development; the re-thinking of value propositions, and so forth, now routinely commence with a segmentation piece in order to frame the ongoing work. Most organisations have deployed CRM systems and harnessed associated customer data. CRM first requires clarity in segment priorities. The insights from a CRM system help inform the segmentation agenda and steer how they engage with their important customers or prospects. The growth of CRM and its ensuing data have assisted the ongoing deployment of segmentation. One of the biggest changes for segmentation is the extent to which it is now deployed by practitioners in the public and not-for-profit sectors, who are harnessing what is termed social marketing, in order to develop and to execute more shrewdly their targeting, campaigns and messaging. For Marketing per se, the interest in the marketing toolkit from non-profit organisations, has been big news in recent years. At the very heart of the concept of social marketing is the market segmentation process. The extreme rise in the threat to security from global unrest, terrorism and crime has focused the minds of governments, security chiefs and their advisors. As a result, significant resources, intellectual capability, computing and data management have been brought to bear on the problem. The core of this work is the importance of identifying and profiling threats and so mitigating risk. In practice, much of this security and surveillance work harnesses the tools developed for market segmentation and the profiling of different consumer behaviours. This white paper presents the findings from interviews with leading exponents of segmentation and also the insights from a recent study of marketing practitioners relating to their current imperatives and foci. More extensive views of some of these ‘leading lights’ have been sought and are included here in order to showcase the latest developments and to help explain both the ongoing surge of segmentation and the issues under-pinning its practice. The principal trends and developments are thereby presented and discussed in this paper