Search results

The extant literature provides much-needed support to understand marketing accountability and how marketing actions are related to financial performance (FP). However, we have limited understanding of the relationships between marketing actions and firms' social performance (SP) and environmental performance (EP). Understanding these links is critical to enhancing sustainable FP, SP, and EP. Moreover, the literature provides limited understanding of the measures by which SP and EP may be operationalized, or the data necessary to reach a conclusion. This study bridges these gaps by extensively reviewing the extant literature to offer a set of measures and data sources to operationalize SP and EP, and empirically show their relationships with marketing actions. We find that greenhouse gas (GHG) emission, environmental disclosure score, waste reduction, energy consumption, and recycling are prominent measures of EP, and that social disclosure score, philanthropy or community spending, and diversity of gender and race are prominent measures of SP. The KLD, ASSET4, and Bloomberg are prominent sources of data that can be used to operationalize SP, to which CDP may be added for EP. We also show that marketing actions positively affect EP and SP. This study contributes to the extant literature on SP and EP by identifying measures and data sources and linking marketing actions to both performance types. It contributes to policy development by identifying the importance of EP and SP and how marketing actions can help achieve such performance.

The purpose of this research is to study the emerging nature of on‐line marketing and define the next generation strategies for online marketers.

It is a qualitative research to explain a few factors. Surveys were conducted to determine the view points of consumers. Existing literature and current trends are considered

On the basis of the study, author has tried to forecast certain major factors and strategic approaches, which will dominate the on‐line marketing world in the near future.

It is difficult to predict trends. Extreme technological revolution, huge changes in market dynamics, economy of the nations and few other factors may affect the trends suddenly. So the intensity of the result may vary with time.

It will add value to the strategic thinking of the organizations. Especially for the start‐ups firms and for the firms, which are following the traditional on‐line marketing strategies, it will give a new outlook.

The paper attempts to showing the critical factors, which are neglected while building the online marketing strategies. Also, author tries to show the original market trends and the necessity of innovative strategies

Disruptive external forces can bring businesses to a standstill and make their strategic plans obsolete overnight. COVID-19 exemplifies such a disruptive force, which has caused worldwide havoc and ongoing disruption in many sectors of the economy, while concurrently providing great opportunities for others. The goal in this study is to examine the experiences of firms that have been impacted by a prior disruptive force, offer five theoretical lenses for framing and examining such events, and provide a set of axioms based on the research findings.

The authors used a qualitative approach involving five short international marketing case studies of firms based in South Korea and Taiwan. These nations and firms were selected on the bases of their overall judicious navigation of the conditions presented by the COVID-19 pandemic. The authors gathered information about these firms through primary sources of information (personal and remote interviews as well as other communications), which the authors augmented with information from secondary sources.

The results indicate that external forces can bring both opportunities and threats to firms' international marketing strategies. The authors found that two strategies help firms cope with managerial issues associated with both the demand and the supply sides in successful firms in these nations: (1) leveraging opportunities presented by the pandemic through the successive introductions of new product and (2) the expansion of both the domestic and international markets.

The research provides five theoretical lenses to articulate the impact of disruptive external forces on international marketing strategies.

The research offers thirteen demand and supply side axioms for marketing managers involved in international business (e.g. exporters, importers, MNCs) to cope with disruptive external forces, like COVID-19.

Disruptive external forces, such as the pandemic, have enormous impact on firms and consumers alike. This research aims to limit the negative impact of future disruptions by engaging in contingency planning and added resilience, through which firms may continue to function and, to a large extent, consumers are able to acquire the necessary goods and services to maintain their quality of life.

The authors attribute the quicker response of these firms to their agility in managing the market impacts related to COVID-19 and to their prior conditioning in their respective geopolitical spheres. The authors summarize the findings in a set of nine supply side and a set of four demand side axioms.