Implementing of digital models in marketing, impact and perspectives
DOI:
https://doi.org/10.15549/jeecar.v11i3.1437Keywords:
Digital marketing, Models, production management, consumer behavior, ecosystem, modern economyAbstract
The paper aims to study digital marketing models and their impact. Partly in response to the new digital age and partly due to the emergence of new marketing methods. Companies need to use different models to control their digital marketing plans. Due to the growing need for digital marketing models, they have investigated what models are in use today and whether it is possible to offer a new model to the market to make things easier for marketers. A new model was created based on one of the companies that use different digital tools. Marketers can learn helpful information from models when developing a digital marketing strategy, conducting an audit, or reviewing online communications. Company leaders must be aware that the marketing strategies they have adopted in the past year will not work under current conditions, which means they should be adapted to current trends.
References
Benjamin, K; Potts , H W;. (2018). Digital transformation in government: Lessons for digital health? Digital Health, 4. https://doi.org/10.1177/2055207618759168 DOI: https://doi.org/10.1177/2055207618759168
Bouncken, R B; Kraus, S; Roig-Tierno, N;. (2021). Knowledge- and innovation-based business models for future growth: digitalized business models and portfolio considerations. Review of Managerial Science, 15(1), 1–14. https://doi.org/10.1007/s11846-019-00366-z DOI: https://doi.org/10.1007/s11846-019-00366-z
Brynjolfsson, E; McAfee, A; (2014). The Second Machine Age: Work, Progress, and Prosperity in a Time of Brilliant Technologies. New York: W.W. Norton. https://doi.org/10.1080/15228053.2014.943094 DOI: https://doi.org/10.1080/15228053.2014.943094
Davenport, T H;. (2018). From Analytics to Artificial Intelligence. Journal of Business Analytics, 1- 8. https://doi.org/10.1080/2573234x.2018.1543535 DOI: https://doi.org/10.1080/2573234X.2018.1543535
Eaton, B; Elaluf-Calderwood, S; Sørensen, C; Yoo, Y;. (2015). Distributed Tuning of Boundary Resources: The Case of Apple’s IOS Service System.” MIS Quarterly 39 (1): 2017–2243. MIS Quarterly 39 (1), 2017–2243. https://doi.org/10.25300/misq/2015/39.1.10 DOI: https://doi.org/10.25300/MISQ/2015/39.1.10
Evans, N; Price, J;. (2020). Development of a holistic model for the management of an enterprise’s information assets. International Journal of Information Management, 54, Article 102193. https://doi.org/10.1016/j.ijinfomgt.2020.102193 DOI: https://doi.org/10.1016/j.ijinfomgt.2020.102193
Heavin, C; Power, D J;. (2018). Challenges for digital transformation–towards a conceptual decision support guide for managers. Journal of Decision Systems, 27, 38–45. https://doi.org/10.1080/12460125.2018.1468697 DOI: https://doi.org/10.1080/12460125.2018.1468697
Henfridsson, O; Nandhakumar, J; Scarbrough, H; Panourgias, N; (2018). Recombination in the OpenEnded Value Landscape of Digital Innovation. Information and Organization 28 (2): 89–100. https://doi.org/10.1016/j.infoandorg.2018.03.001 DOI: https://doi.org/10.1016/j.infoandorg.2018.03.001
Hess, T., Benlian, A., Matt, C., & Wiesbock, F. (2016). Options for formulating a digital transformation strategy. MIS Quarterly Executive 15 (2), 123-139. https://doi.org/10.4324/9780429286797-7 DOI: https://doi.org/10.4324/9780429286797-7
Kallinikos, J; Aaltonen, A; Marton, A;. (2013). The Ambivalent Ontology of Digital Artifacts. MIS Quarterly 37 (2), 357–370. https://doi.org/10.25300/misq/2013/37.2.02 DOI: https://doi.org/10.25300/MISQ/2013/37.2.02
Kane, G C; Palmer, D; Phillips, A N; Kiron, D; (2015). Strategy, not technology, drives digital transformation. MIT Sloan Management Review, 14, 19-28. https://doi.org/10.7551/mitpress/11633.003.0006 DOI: https://doi.org/10.7551/mitpress/11633.003.0006
Kling, Rob; (1999). What Is Social Informatics and Why Does It Matter? D-Lib Magazine 5 (1):, 1–27. https://doi.org/10.1045/january99-kling DOI: https://doi.org/10.1045/january99-kling
Kraus, Sascha; Durst, Susanne; Ferreira, Joao J.; Veiga, Pedro; Kailer, Norbert; Weinmann, Alexandra ;. (2022). Digital transformation in business and management research: An overview of the current status quo, International Journal of Information Management, Volume 63, https://doi.org/10.1016/j.ijinfomgt.2021.102466 DOI: https://doi.org/10.1016/j.ijinfomgt.2021.102466
Leavitt, H; Whistler, T L.; (1958). Managers in the 1980s. In Chicago: The University of Chicago Press., 578-592. https://doi.org/10.1007/978-1-349-04230-2 DOI: https://doi.org/10.1007/978-1-349-04230-2
McGrath, K; Maiye, A;. (2010). The role of institutions in ICT innovation: learning from interventions in a Nigerian e-government initiative. Information Technology for Development, 16(4), 260–278. https://doi.org/10.1080/02681102.2010.498408 DOI: https://doi.org/10.1080/02681102.2010.498408
Mintzberg, H;. (1973). The Nature of Managerial Work. New York: Harper & Row. “Rounding out the Managerial Job.”. Sloan Management Review Fall: 11–26. https://doi.org/10.3917/mana.182.0186 DOI: https://doi.org/10.3917/mana.182.0186
Peppard, J; (2018). Rethinking the Concept of the IS Organization. Information Systems Journal 28 (1), 76–103. https://doi.org/10.1111/isj.12122 DOI: https://doi.org/10.1111/isj.12122
Rockart, J; (1988). The Line Takes Leadership – IS Management in a Wired Society. Sloan Management Review Summer, 57–64. https://doi.org/10.2307/41164279 DOI: https://doi.org/10.2307/41164279
Schwarzmueller, T; Brosi, P; Duman, D; Welpe, I M;. (2018). How Does the Digital Transformation Affect Organizations? Key Themes of Change in Work Design and Leadership. Management Revue, 29(2),, 114–138. https://doi.org/10.5771/0935-9915-2018-2-114 DOI: https://doi.org/10.5771/0935-9915-2018-2-114
Snow, C; Fjeldstad, Ø; Langer, M;. (2017). Designing Digital Organisations. Journal of Organizational Design 6 (1):, 1–13. https://doi.org/10.1186/s41469-017-0017-y DOI: https://doi.org/10.1186/s41469-017-0017-y
Sousa, M J; Rocha, A;. (2019). Skills for Disruptive Digital Business. Journal of Business Research 94, 257–263. https://doi.org/10.1016/j.jbusres.2017.12.051 DOI: https://doi.org/10.1016/j.jbusres.2017.12.051
Svahn, F; Mathiassen, L; Lindgren, R;. (2017). Svahn, F., L. Mathiassen, and R. Lindgren. Embracing Digital Innovation in Incumbent Firms: How Volvo Cars Managed Competing Concerns. MIS Quarterly 41 (1), 239–253. https://doi.org/10.25300/misq/2017/41.1.12 DOI: https://doi.org/10.25300/MISQ/2017/41.1.12
Tengblad, S; (2006). Is There a ‘New Managerial Work’? A Comparison with Henry Mintzberg’s Classic Study 30 Years Later. Journal of Management Studies 43 (7), 1437–1461. https://doi.org/10.1111/j.1467-6486.2006.00651.x DOI: https://doi.org/10.1111/j.1467-6486.2006.00651.x
Terlizzi, A M; Albertin, A L; de Moraes, H R;. (2017). IT Benefits Management in Financial Institutions: Practices and Barriers. International Journal of Project Management 35 (5), 763–782. https://doi.org/10.1111/j.1467-6486.2006.00651.x DOI: https://doi.org/10.1016/j.ijproman.2017.03.006
Vial , G;. (2019). Understanding digital transformation: A review and a research agenda. Journal of Strategic Information Systems, 28(2), 118–144. https://doi.org/10.1016/j.jsis.2019.01.003 DOI: https://doi.org/10.1016/j.jsis.2019.01.003
Yoo, Y;. (2012). The Tables Have Turned: How Can the Information Systems Field Contribute to Technology and Innovation Management Research? Journal of the Asso- Citation for Information Systems 14, Article 4. https://doi.org/10.17705/1jais.00334 DOI: https://doi.org/10.17705/1jais.00334
Cs marketing model: 2 models with the same acronym | Smart Insights. (n.d.). Retrieved from https://www.smartinsights.com/marketing-planning/marketing-models/4cs-marketing-model/
Digital Marketing Models: 6Cs of online customer motivation | Smart Insights. (n.d.). Retrieved from https://www.smartinsights.com/marketing-planning/marketing-models/digital-marketing-models-6cs-online-customer-motivation/
Digital marketing models guide | Smart Insights. (n.d.). Retrieved from https://www.smartinsights.com/guides/digital-marketing-models/
Digital Marketing Models: The Honeycomb model | Smart Insights. (n.d.). Retrieved from https://www.smartinsights.com/social-media-marketing/social-media-strategy/digital-marketing-models-honeycomb-model/
RACE Marketing Model: 4 Steps of Performing a Digital Marketing Plan. (n.d.). Retrieved from https://cgifurniture.com/race-marketing-model-4-steps/
Rodrigues Pinho, J. C. M., & Soares, A. M. (2011). Examining the technology acceptance model in the adoption of social networks. Journal of Research in Interactive Marketing, 5, 116–129. https://doi.org/10.1108/17505931111187767 DOI: https://doi.org/10.1108/17505931111187767
The Evolution of the Consumer Decision Journey | by Chris Greenough | Everise | Medium. (n.d.). Retrieved from https://medium.com/everise/the-evolution-of-the-consumer-decision-journey-c2d45203f6c2
Sari, R. P. (2022, February 4). The Interaction of User Experiences with Digital Economy Platforms and Creative Writing: Empirical Evidence from Indonesia. Journal of Eastern European and Central Asian Research (JEECAR), 9(1), 120–128. https://doi.org/10.15549/jeecar.v9i1.868 DOI: https://doi.org/10.15549/jeecar.v9i1.868
Soeryanto Soegoto, E., Luckyardi, S., Jumansyah, R., Saputra, H., & Kruger, N. A. (2022, November 5). The relationship between e-learning and student satisfaction as a marketing strategy: A case study at a private university. Journal of Eastern European and Central Asian Research (JEECAR), 9(5), 763–775. https://doi.org/10.15549/jeecar.v9i5.1052 DOI: https://doi.org/10.15549/jeecar.v9i5.1052
Silalahi, I. V., Hurriyati, R., Rahayu, A., Gaffar, V., Wibowo, L. A., Dirgantari, P. D., & Warlina, L. (2022, November 5). Digital way to increase consumer purchase intention for local fashion products in developing countries. Journal of Eastern European and Central Asian Research (JEECAR), 9(5), 838–850. https://doi.org/10.15549/jeecar.v9i5.1070 DOI: https://doi.org/10.15549/jeecar.v9i5.1070
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2024 Nino Tchanturia, Rusudan Dalakishvili, Zurab Mushkudiani, Ekaterine Gulua
This work is licensed under a Creative Commons Attribution 4.0 International License.
The JEECAR journal allows the author(s) to hold the copyright and publishing rights of their own manuscript without restrictions.
This journal applies the Creative Attribution Common License to works we publish, and allows reuse and remixing of its content, in accordance with a CC-BY 4.0 license.
Authors are free to: Share — copy and redistribute the material in any medium or format and Adapt — remix, transform, and build upon the material for any purpose, even commercially.
Under the following terms: Attribution — You must give appropriate credit, provide a link to the license, and indicate if changes were made. You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use.
No additional restrictions — The author may not apply legal terms or technological measures that legally restrict others from doing anything the license permits.
The JEECAR Journal is committed to the editorial principles of all aspects of publication ethics and publication malpractice as assigned by the Committee on Public Ethics.