Digital marketing as a determinant variable for improving the business performance
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Author(s)Ernani HadiyatiLink to ORCID Index: https://orcid.org/0000-0003-1360-0470
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Sugeng MulyonoLink to ORCID Index: https://orcid.org/0000-0002-4382-2587
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GunadiLink to ORCID Index: https://orcid.org/0000-0003-3915-6996
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DOIhttp://dx.doi.org/10.21511/im.20(3).2024.03
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Article InfoVolume 20 2024, Issue #3, pp. 28-41
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228 Downloads
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Creative Commons Attribution 4.0 International License
This study analyzes the complex relationships between digital marketing, Customer Relationship Management (CRM), сompetitiveness, and business performance in the creative industry Small and Medium Enterprises (SMEs), focusing on craft-leading products in urban areas of East Java province. According to the sample size, the number of survey respondents was 172. There were 86 male entrepreneurs (50%) and 86 female entrepreneurs (50%). Primary data were collected by distributing the questionnaires according to the number of respondents to SME entrepreneurs who are managers or company owners with competence in the business field and more than five years of business experience. The analysis used Partial Least Squares Structural Equation Modeling (PLS-SEM). The results emphasize that digital marketing affects business performance through CRM by 0.126 with p-value of 0.006, and competitiveness by 0.260 with p-value of 0.000. It can be explained that digital media can identify, recruit, and turn potential customers into loyal customers. Higher demands from customers for online services are becoming increasingly crucial for digital marketing and business activities. The essence of the results of this study is that the more effective digital marketing is, the more influential the company’s CRM is to improve the company’s business performance, including profit growth, sales growth, and employment growth. The critical role of digital strategy, CRM, and competitiveness on business performance can overcome the challenges posed by the pandemic and drive success in creative industry SMEs of superior products in East Java, highlighted in this study.
Acknowledgment
The author would like to thank the Ministry of Education, Culture, Research and Technology. Directorate General of Higher Education, Research and Technology of The Republic of Indonesia, which has supported the research implementation and permitted publication of this article.
- Keywords
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JEL Classification (Paper profile tab)M21, M31
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References55
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Tables7
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Figures1
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- Figure 1. Structural model analysis results
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- Table 1. Convergent validity test results
- Table 2. Reliability test results
- Table 3. The coefficient of determination (R2) results
- Table 4. Predictive relevance test results (Q2)
- Table 5. Direct effect results
- Table 6. Indirect effect results
- Table A1. Digital Marketing, CRM, Competitiveness, Business Performance*
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Factors affecting service quality at Vietnamese retail banks
Tran Phi Hoang
doi: http://dx.doi.org/10.21511/bbs.13(2).2018.04
Banks and Bank Systems Volume 13, 2018 Issue #2 pp. 39-48 Views: 6514 Downloads: 1396 TO CITE АНОТАЦІЯSustainable growth and development can be the most important lesson that banks have learned in recent decades. Banks would gain many benefits, win the competition and develop sustainably if there have been more and more loyal customers. Customer satisfaction will help build customer loyalty. In order to have loyal customers, service quality must be good. Quality customer service of the bank is to ensure customer satisfaction and take their needs into consideration to improve service quality. High customer service quality will generate value not only to meet customer needs but also the expectations of customers and make banks more prominent than their competitors. This study identifies factors that affect customer satisfaction with the service quality at Vietnamese retail banks. The results are obtained by qualitative and quantitative method. The research model with a questionnaire consisting of 22 variables, 5 scales for a survey of 554 customers, is identified and developed through interviews with experts and group discussions. The findings show that customer satisfaction with the service quality at retail banks is influenced by “reliability”, “responsiveness”, “empathy”, “security”, and “tangibles”. Based on the findings, solutions for improving service quality are proposed for Vietnamese retail banks.
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Knowledge management technology: human-computer interaction & cultural perspective on pattern of retrieval, organization, use, and sharing of information and knowledge
Knowledge and Performance Management Volume 1, 2017 Issue #1 pp. 46-54 Views: 4942 Downloads: 1136 TO CITEKnowledge Management (KM) implementation is as much a challenge as it is a great opportunity for businesses worldwide in several sectors. The controversy over its worthwhile application persists among practitioners and scholars, with claims having arisen that business opportunities and performance are enhanced through KM adoption. Conversely, challenges regarding effective implementation of KM concerning individuals’ behaviors, beliefs, and practices prompt significant questioning regarding its complex basis: individual-technology-process-production. The purpose of this work is to shed light on some perspectives for the effective adoption of knowledge management technology, the consolidation of a favorable and aligned organizational culture, and patterns of use and retrieval of information in organizations. This study brings into focus the concept of knowledge management and technology, and culture in the organization through a systematic literature review and based on the researcher’s hypothesis and observations that successful KM implementation results from a clear understanding of its multidisciplinary, complex, and multifaceted process, which requires a methodical and strategic business practice concerning the application of technological tools, the establishment of a learning culture through shared vision of business’ and individuals’ needs, and consequential enhancement of processes and solutions. It concludes that investment in KM practice and the consolidation of a learning culture are correlated, reflecting a type of leadership that is favorable to the flow of information, generation, and sharing of knowledge (the intellectual capital) and optimization of decision making and business performance.
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Human resource management in promoting innovation and organizational performance
I Gede Riana ,
Gede Suparna ,
I Gusti Made Suwandana ,
Sebastian Kot 
,
Ismi Rajiani
doi: http://dx.doi.org/10.21511/ppm.18(1).2020.10
Problems and Perspectives in Management Volume 18, 2020 Issue #1 pp. 107-118 Views: 3558 Downloads: 851 TO CITE АНОТАЦІЯHuman resource management (HRM) is one of the elements enabling an organization to remain competitive in turbulence conditions. The effective practice of HRM makes competent and innovative employees contributing to the achievement of organizational objectives. This study aims to analyze HRM practices in creating innovation and organizational performance. The questionnaire was used to measure the respondents’ perceptions of variables used by a Likert scale. A survey of 126 manager samples and middle managers at export-oriented short and medium enterprises (SMEs) in Bali, Indonesia, was conducted to test the model. The analysis has shown that the proposed model was proven to be compliant with the research hypotheses. HRM significantly affects organizational performance and innovation, and it was found out that innovation can improve organizational performance. However, in the process of simultaneous testing, it was found out that innovation cannot improve organizational performance. The lack of attention to investments in human resources became one of the barriers to SMEs in creating innovation.
