Purpose The audience for in-app mobile advertising is comparable in size and viewing rate to that for TV but divides its attention across a highly fragmented selection of apps, each competing for advertiser revenue. In market, the assumption is that this audience is deeply segmented, allowing individuals to be contextually targeted on the apps that define their interests and needs. But that assumption is not supported by the Laws of Double Jeopardy and Duplication of Viewing which closely predict usage in most mass media. The purpose of this study is to benchmark in-app audiences against these laws to better understand market structure. Design/methodology/approach The authors collected nearly 3,000 h of screen time data from a panel of Generation Z respondents and tested the predictive validity of two models against observed interactions with 23 popular apps in six categories over a week. Findings Results show that contrary to industry assumptions, audience for in-app advertising is not segmented. Engagement on individual apps and audience sharing rates between apps and app formats is predicted well. Research limitations/implications Optimising in-app advertising for short-term activation only limits its potential for brand building. These findings encourage advertisers to schedule online campaigns for brand reach as well as sales lift, by advancing current understanding of audience behaviour. Originality/value Many authors have called for consistency in metrics to compare on- and off-line media performance. This study bridges that gap, demonstrating how reach and frequency measures could inform digital scheduling.
Digital loyalty programmes are an increasingly common tool for business-to-business marketers hoping to increase repeat sales through deeper customer engagement. In consumer markets, such programmes do little to influence behavioural loyalty and disproportionately attract the firm's existing heavy buyers. Industrial buying, however, relies on direct sales channels and features negotiation and reciprocity. Loyalty effects may therefore differ in B2B, and although no clear picture yet exists, such knowledge is important as B2C digital loyalty programmes grow in popularity. Here, the authors describe programme membership's evolving characteristics over in a B2B scheme that was launched in the US metal-cutting tools manufacturer customer base. Findings are consistent with the idea that the scheme recruited the heaviest buyers earliest and had an insignificant effect on total revenue. The authors discuss managerial implications, particularly about (1) managing the rollout of similar schemes and (2) refocussing on the programme objectives to maintain sales from the lightest rather than the heaviest buyers.
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