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Kirsten Mrkwicka
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PublicationSocial Media Guidelines: Aspekte der Realisierung(Gabler Verlag, 2013-11)
;Rauschnabel, Philipp A. ;Koch, VerenaIvens, Björn S.Type: journal articleJournal: Marketing Review St. GallenVolume: 30Issue: 5 -
PublicationLeveraging the Buzz - From Fan to Lead Generation in BMW's Pre-CommunicationBMW has repeatedly attracted attention with innovative marketing ideas that snowballed word of mouth and customer interest. Its latest coup, the introduction of the BMW 1 Series M Coupé, is a prime example for lead generation with an integrated social media campaign. The following case study provides insights into the pre-communication and derives recommendations on how to create and leverage buzz.Type: journal articleJournal: Marketing Review St. GallenVolume: 28Issue: 4
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PublicationType: journal articleJournal: Marketing Review St. GallenVolume: 28Issue: 5
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PublicationManaging Digital Interactions: Distinctive Capabilities and the Influence of the Organizational ModelResearch Question While a Facebook page or Twitter channel are easily set up, firms need distinctive capabilities to manage digital interactions. Extant research reinforces the call for new capabilities but to date has provided little advice how firms can develop and sustain relevant capabilities. A key determinant of a firm's capabilities is its organizational model. Yet, business practice reveals surprisingly different organizational approaches - from junior Social Media Managers to senior-level Chief Digital Officers. To address the identified research gap and support organizational decision-making, the present study aims to investigate how different organizational models influence a firm's capabilities to manage digital interactions. Method and Data To investigate how different organizational models influence a firm's capabilities to manage digital interactions, we have followed the discovery-oriented research approach: First, we have combined exploratory findings from a series of expert interviews and top management workshops with extant research to specify key constructs in managing digital interactions. Then, we have conducted six case studies to investigate the impact of organizational dimensions on interaction-related capabilities in depth. As part of the case analyses, we have interviewed 30 informants from different hierarchical levels and functions (3-7 per firm), observed the firms' actual activities in interactive digital media, and collected additional internal and external documents. Summary of Findings The present study helps to promote the understanding of distinctive capabilities to manage digital interactions and of their organizational determinants: Foremost, our exploratory findings suggest that the management of digital interactions builds on seven specific activities ? content development, community management, consumer integration, customer service, monitoring, analytics, and strategic development. These activities help to define relevant capabilities and to distinguish between different organizational models. Based on dominant patterns in the functional allocation, our case study findings propose a typology of three organizational models: In the centralized model, the majority of digital responsibilities are pooled in marketing, communications, or sales. The collaborative model has distributed select tasks while maintaining a central hub for coordination. The integrated model has merged all digital responsibilities into existing functions and processes. Regarding the influence of organizational models on selected firm capabilities, direct comparison suggests that the collaborative model best support a firm's content development, community management, and monitoring capabilities. The other two models face different organizational constraints. Key Contributions For future research on digital interactions, the present study suggests consideration of both market and interaction orientation literature to capture individual and aggregate user perspectives. Besides, the integrated functional and activity-based organizational analysis helps to refine prior frameworks. Finally, the emergent organizational typology has provided a basis to discuss and conceptualize the influence of the organizational model on selected capabilities for future empirical validation. From a business perspective, the identified distinctive activities define starting points to develop capabilities in managing digital interactions. The characteristics of the three dominant organizational models highlight specific strengths, weaknesses, and general need for action. In addition, the exemplary discussion of organizational effects on content development, community management, and monitoring capabilities has also pointed to a number of specific managerial levers.Type: conference paperJournal: AMA Educators ProceedingsVolume: Volume 27
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PublicationThe Role of Customer Interactions and Internal Cooperation to Enhance FutureReadiness in Customer Centric Companies(American Marketing Association, 2013-02-15)Burroughs, J.In order to create unique customer value and stay competitive also in the long run, customer-centric firms need to develop capabilities to identify relevant trends. The scarce existent research, notably on absorptive capacities, and common management practice suggest that customer interactions and internal cooperation increase future readiness. With data from a cross-industry management survey, we confirm that both factors indeed fully mediate the relationship between customer-centric orientation and future readiness. Multi-group structural equation analyses help to specify how organizational factors impact the creation of future readiness and provide rich managerial implications for resource allocation.Type: conference paperJournal: AMA Educators ProceedingsVolume: Volume 24
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PublicationFernsehsender im Web 2.0 : Potenzial moderner Web-Anwendungen für das Zuschauerbindungsmanagement(Universitätsverlag Göttingen, 2010-02-23)
;Kießling, Matthias ;Kolbe, Lutz ;Schumann, Matthias ;Kolbe, Lutz M. ;Breitner, Michael H.Frerichs, Arne -
PublicationPotential of Web-2.0-Applications for Viewer Retention(Association for Information Systems, 2009-08-06)
;Kiessling, MatthiasKolbe, LutzDigitalization and market deregulation have increased competition among German television broadcasters. To secure audience rates and advertising revenues, viewer retention presents an important success factor. By enabling personal relationships with an otherwise anonymous audience, the internet allows TV-stations to adopt Customer Relationship Management (CRM). Interaction and participation, driving forces of viewer relationships, represent key features of Web-2.0- applications. Based on a content analysis and expert interviews with TV-marketing representatives, this paper describes the status quo of Web-2.0-adoption by German free-to-air broadcasters and evaluates the applications’ contribution to Viewer Relationship Management (VRM). Findings show that Web-2.0-adoption still has explorative character: TV-stations test applications with respect to technological possibilities and user acceptance, while copy-right-restrictions and missing benchmarks currently present obstacles. Offering a wide range of options to promote viewer retention, Web-2.0-applications are eligible to support VRM by collecting user data and enabling individual viewer services as well as direct communication.Type: conference paper -
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PublicationSocial Media als Management-Herausforderung - Ansätze zur erfolgreichen Implementierung von Social Media-Strategien(Springer Fachmedien Wiesbaden, 2013)
;Bruhn, ManfredHadwich, KarstenType: book section -