This research examines digital marketing channels (E-mail Marketing, Mobile Marketing, and Retargeting) for marketers. It analyzes the effect of these channels on the consumer buying decision process in the Egyptian market. The author researched an online questionnaire. The questionnaires were administered based on a simple sampling method and obtained in the Egyptian market. 285 questionnaires were distributed, and 213 available samples were collected, except incomplete questionnaires, resulted in a response rate of 74.7% to all those who chose to participate. Findings indicate that e-mail has a profoundly positive influence on consumer buying decisions in two phases (post-purchase) and information research). In the purchase, the decision phase has a negative effect on customer decisions. The mobile, as a digital marketing channel, has a negative impact on consumer decisions through all the stages of the consumer buying decision process in the Egyptian market. Also, re-targeting has a high effect on consumer decisions in the evaluation stage; then, information research needs recognition, purchase decision, and post-purchase. Targeting is the most influential variable in the consumer buying decision process. We can notice that the most significant effect on the consumer decision is in the evaluation stage, and this can be due to that the re-targeting channel directed to the consumer who has already been searching for the product.

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to examine similarities and differences of current state of initial sales training practices of both domestic and multinational corporations (MNCs) in Egypt. This paper begins by reviewing the cross-cultural sales training research and developing hypotheses. Design/methodology/approach -A methodology section follows, including measurement instruments, sample and data collection, and validity and reliability measures. The data were collected from sales managers, marketing managers, and sales supervisors. Findings -Results reveal that MNCs differ significantly from their domestic counterparts in the following sales training phases: needs determination, objective setting, program methods, program contents, and training evaluation. Research limitations/implications -In-depth discussion, managerial implications, and suggestions for future research are provided. Originality/value -There has been very limited research published on sales training practices in the Middle East (Yaseen and Khanfar, 2009) and Egypt in particular (e.g. Attia and Honeycutt, 2012;Honeycutt et al., 2001). This research sheds further highlights on sales training practices in Egypt and adds in filling in the gap in sales training literature by addressing sales training in Egypt.

The rapid globalization of modern business and the challenges to reach sales objectives within tough selling conditions pose major issues for human resource management. One important area that has yet to be fully explored is the management of conflict between sales and marketing functional areas in tough selling conditions. We hypothesize that: 1) marketing and sales task conflict is more likely to involve distributive (win-lose) issues and 2) when win-win (integrative) potential exists, the disputants are more likely to approach conflict from a fixed-pie perspective. Our analysis of data collected from food manufacturing industry supports this hypothesis. The application of different conflict management strategies varies depending on whether they are applied to sales or marketing task conflict. The importance of aligning conflict management strategies with the integrative potential of sales and marketing tasks is presented to managers.