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...

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Purpose Backcasting helps managers involve and align the organization throughout a strategy process. Its core idea is creating a logical path from a depicted future back to the present, to share, analyze and manage strategic challenges. Still its use in strategic management is under-researched. The purpose of this paper is to verify the relevance and validity of backcasting as a strategic management tool. It also analyzes and structures knowledge about backcasting and its practical application in strategic management. Design/methodology/approach This paper employs desktop research method to outline the benefits and limitations of backcasting for strategy formation under VUCA conditions. Findings Backcasting can help organizations overcome cognitive barriers and broaden the scope of options when analyzing future positions. The research provides insights regarding the potential and limitations of backcasting when addressing uncertainty and its drivers. For instance, it helps managers to assess and align visions; increase the understanding and clarity regarding complex dependencies; as well as improve strategic agility. Practical implications Backcasting is exceptionally useful for investigating possible futures and alternative paths to it. Backcasting is an interactive workshop-based method that challenges prevailing mindsets by assuming we are in the future, looking back towards today to find a feasible path when major transitions are necessary. With it, managers can deal with even the most uncertain decisions in a structured manner. Originality/value Backcasting for many reasons has a great potential as a tool for strategy development. It has been successfully applied in other fields but only to a limited extent in business. This paper formally examines its applicability in this context and demonstrates its relevance for dealing with VUCA challenges.

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