The article describes the existing knowledge of how mobile marketing can increase value for consumers and retailers. Mobile device shopping, and consumers' use of mobile devices while shopping is shown to be both an extension of consumers' shopping behaviours developed on Internetconnected desktop and laptop computers (PC), and potentially new behaviours based on a mobile devices' uniquely integrated features such as camera, scanners and GPS. The article focuses on how mobile marketing creates value for consumers and retailers, enabling more precise research and development of managerial concepts and tools while providing both managers and academics with increased understanding of mobile marketing and it's value outcomes for retailers. Keywords:Mobile marketing, integration, and value creation. 3 1.0 INTRODUCTION Mobile devices and mobile applications offer retailers more than just the opportunity to exploit a new channel to reach customers. Mobile devices offer opportunities to combine information search, phone functionality and interaction while shopping in-store or using a product. A mobile device is a constant companion to the consumer, a gateway to a relationship between the consumer and the retailer, making it an ideal supplementary channel for distance selling and physical retailing (Shankar, Venkatesh, Hofacker et al, 2010). An industry study showed that half of US mobile consumers The major impacts of the Internet on retailing are the reduced search costs for the consumer (Bakos, 1997, Lynch & Ariely, 2000, an increasing variety of products offered (Brynjolfsson, Hu & Smith, 2003) lower prices (Brynjolfsson & Smith, 2000), empowering consumers to make better choices for themselves, and increasing the relationship with the purchased brand after purchase (Edelman, 2010). As an example, Court, Elzinga, Mulder et al, (2009) found that 60% of consumers of facial skin care products conducted online research after purchase. But in purchasing situations when consumers want an experience, a product trial, in-store atmosphere, or interaction with a salesperson, the Internet distance selling falls short of expectations (Daugherty, Li & Biocca, 2008).In conceptual studies, the additional value created by mobile services for consumers derived from being accessible independent of time and place (Balasubramanian, Peterson & Jarvenpaa, 2002, 4 Chen & Nath, 2004), and being customized based on time, location and personal profile (Figge, 2004), self-ascribed roll categories (Professional (on duty), private (off duty)) and stance categories (busy, time on hand, waiting) (Dholakia & Dholakia, 2004). According to Kumar and Zahn (2003), the real business drivers for mobile technology were customer interaction and operational efficiency, potentially increasing retailer effectiveness and efficiency. Conceptual studies presented suggestions on mobile marketing value chains consisting of several activities performed by multiple actors (Barnes, 2002, Buellingen & Woerter, 2004, improving communication and sales (Mama...
Online consumer reviews have become an increasingly important source of information for both consumers (i.e. about whether to buy) and marketers (i.e. about product strengths and weaknesses). However, online consumer reviews are unstructured and unsystematic in nature, making interpretation of these reviews an enormous challenge. The current paper sheds light on a particular methodology that can be used to investigate what consumers say about companies, brands or products. Consumer reviews of the four best-selling games available on Apple's App Store were compiled. Leximancer, a content analysis package, was used to compare comments from users who provided games with a five-star rating versus a one-star rating. Results from the Leximancer analysis reveal the most common themes and concepts that consumers use to describe their experience with these games. Specifically, five-star reviewers describe games as fun, awesome, amazing and addictive; one-star reviewers describe games as boring, easy and stupid. Additionally, negative reviews include themes regarding the presence of ads, technological difficulties and value. Future research should explore how consumers and marketers use this information.
The smartphone has become the uniquely personal computing device choice for consumers. Applications (apps) for smartphones are set to reach revenues of £25 billion according to Gartner. This presents great opportunities for marketing as apps can provide great benefits for consumers and firms. However it is Information Systems (IS) departments that have traditionally been tasked with the acquisition and/or development of such information technologies within organisations. With such strong implications for marketing, this exploratory research has focused on the sources of app ideas within firms, locations for app development and perceptions of app development success. Results indicate that while most ideas for apps currently come from IS and marketing departments within the organisation, and development of apps is also done mainly within the organisation, these development strategies are not necessarily the most effective. Managerial implications' regarding the role of IS, Marketing and the customer in app development, are discussed
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