The internet as a relationship marketing tool - some evidence from Irish companies

This article explores the strategies underlying the use of the internet as a marketing tool by Irish businesses. Three different approaches to internet Marketing are described: the ornamental, the informational and the relational. It is shown that, theoretically, the internet offers a unique opportunity for marketers to build up and maintain relationships with their clients. However, data collected through a mail survey and a content analysis of web sites reveal that currently the most frequent use of the internet by Irish companies still follows an ornamental or, at most, informational pattern. The authors discuss whether this discrepancy between internet potential and practice is due to the social basis of market relationships or whether it can be seen as evidence that the adaptation of a new marketing tool follows an incremental pattern

Canadian national sport organisations’ use of the web for relationship marketing in promoting sport participation

Sport participation development requires a systematic process which involves knowledge creation, dissemination and interactions between National Sport Organisations, participants, clubs and associations as well as other agencies. Using a relationship marketing approach (Grönroos, 1997, Gummesson, 2002, Olkkonen, 1999), this paper addressed the question ‘How do Canadian NSOs use the Web, in terms of functionality and services offered, to create and maintain relationships with sport participants and their sport delivery partners?’ Ten Canadian NSOs’ websites were examined: functionality was analysed using Burgess and Cooper’s (2000) eMICA model, while NSOs’ utilisation of the Internet to establish and maintain relationships with sport participants was analysed using Wang, Head and Archer’s (2000) relationship-building process model for the Web. It was found that Canadian NSOs were receptive to the use of the Web, but their information-gathering and dissemination activities, which make-up the relationship-building process, appear sparse, and in some cases are lagging behind the voluntary sector in the country

The Web 2.0 as Marketing Tool: Opportunities for SMEs

The new generation of Internet applications widely known as Social Media or Web 2.0 offers corporations a whole range of opportunities for improving their marketing efficiency and internal operations. Web 2.0 applications have already become part of the daily life of an increasing number of consumers who regard them as prime channels of communication, information exchange, sharing of expertise, dissemination of individual creativity and entertainment. Web logs, podcasts, online forums and social networks are rapidly becoming major sources of customer information and influence while the effectiveness of traditional mass media is rapidly decreasing. Using the social media as a marketing tool is an issue attracting increasing attention. The hitherto experience is that large public corporations are more likely to make use of such instruments as part of their marketing and internal operations (McKinsey, 2007).The paper defines the Web 2.0 phenomenon and based on the experience of large corporations examines how SMEs could engage the various Web 2.0 instruments in order to efficiently market their products, improve customer relations, increase customer retention and enhance internal operations

An exploration of the marketing readiness of websites

The aim of the reported study was to assess the marketing readiness of websites using a tool developed from studies in the late 1990s. The research hypotheses suggest that, in line with earlier studies, government websites are more marketing ready than commercial service organisation sites in Australia. The paper reports findings that commercial service organisation websites are not as marketing ready as might be expected. The research hypotheses are partially supported in that Victorian local government websites show evidence of more sophisticated marketing capability than those of commercial service organisations in Australia and that the service organisations sampled are less likely to employ the Web as a marketing channel than local government.<br /

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

Progress in information technology and tourism management: 20 years on and 10 years after the Internet—The state of eTourism research

This paper reviews the published articles on eTourism in the past 20 years. Using a wide variety of sources, mainly in the tourism literature, this paper comprehensively reviews and analyzes prior studies in the context of Internet applications to Tourism. The paper also projects future developments in eTourism and demonstrates critical changes that will influence the tourism industry structure. A major contribution of this paper is its overview of the research and development efforts that have been endeavoured in the field, and the challenges that tourism researchers are, and will be, facing

Accurator: Nichesourcing for Cultural Heritage

With more and more cultural heritage data being published online, their usefulness in this open context depends on the quality and diversity of descriptive metadata for collection objects. In many cases, existing metadata is not adequate for a variety of retrieval and research tasks and more specific annotations are necessary. However, eliciting such annotations is a challenge since it often requires domain-specific knowledge. Where crowdsourcing can be successfully used for eliciting simple annotations, identifying people with the required expertise might prove troublesome for tasks requiring more complex or domain-specific knowledge. Nichesourcing addresses this problem, by tapping into the expert knowledge available in niche communities. This paper presents Accurator, a methodology for conducting nichesourcing campaigns for cultural heritage institutions, by addressing communities, organizing events and tailoring a web-based annotation tool to a domain of choice. The contribution of this paper is threefold: 1) a nichesourcing methodology, 2) an annotation tool for experts and 3) validation of the methodology and tool in three case studies. The three domains of the case studies are birds on art, bible prints and fashion images. We compare the quality and quantity of obtained annotations in the three case studies, showing that the nichesourcing methodology in combination with the image annotation tool can be used to collect high quality annotations in a variety of domains and annotation tasks. A user evaluation indicates the tool is suited and usable for domain specific annotation tasks

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

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

Information Outlook, October 2004

Volume 8, Issue 10https://scholarworks.sjsu.edu/sla_io_2004/1009/thumbnail.jp