Volume 7 Issue 1

The study has mainly focused on exploring the characteristics of mobile phone applications that correspond to the need of customers at various phases of Buying Decision Process (BDP). This was mediated with reference to the biggest e-supermarkets in Saudi Arabia. Methods: A two-phase methodology was implemented by combining qualitative and quantitative methods and evaluated 647 responses. E-supermarkets attempted to influence customers' behavior in all 5 stages of the BDP, as reflected in their mobile applications. However, some mismatches were found with customer expectations. The research increases understanding of the relationship between marketing activities on the e-supermarkets application and consumers' needs during the purchasing stages offering a new context.

In the context of digital marketing mode, the traditional retail industry encounters unprecedented impact and competitive edges of traditional marketing are disappearing. This paper comprehensively explores and analyzes retail precision marketing strategies based on the digital marketing model. Firstly, the predicament faced by the traditional retail industry from the aspects of commodity and consumer, sales technology and sales thinking is analyzed. Secondly, the strategic implementation of precision marketing in retail industry is presented. Finally, cases of precision marketing applications in reality are studied to analyze the digital marketing mode in three aspects: customer segmentation in marketing market, positioning of shopping basket and targeted customer marketing. It is demonstrated that using big data, changing the traditional marketing mode, implementing precise marketing strategy, accurately gathering limited marketing resources to valuable customers, and establishing a new marketing mode are of great significance for long-term sustainable development in the era of new retail.

The study examines the perceptions of entrepreneurs and innovators regarding radical innovation (RI). Emphasis was squarely on the perceptions innovators hold of RI, to lay bare psyche and mindset in this regard. Given this specific focus, experience of RI was not deemed necessary, only general entrepreneurship and innovation experience. It is believed that any sufficiently experienced innovator would have constructed some perception of RI, and that this greatly impacts attitude towards RI. The study considers comprehension regarding general RI principles, perceived requirements for RI, and general knowledge of RI method. Overall, incremental innovation (II) dominates, and RI enjoys little regard and preference. This is due to the perceived risk, lack of support, and consequently, the cost to the entrepreneur. It may also be impacted by innovation style, and broader factors, like innovation culture and environment. Understanding of RI is simultaneously promising and lacking. There are evident gaps, yet signs of potential. In general, RI is seen as very risky, perceived requirements for RI are conventionally appraised, and understanding of RI method is not comprehensive. It is believed that RI thinking and method itself can form the middle ground and bridge between II and RI. The entrepreneur versed in RI thinking and method, may more willingly consider RI, once he is able to apply RI thinking and method to II, and benefit from it. Also, sustained and sustainable RI requires proper innovation culture and environment.

This study aims to reduce the number of Tuna processing in Aceh products that will be exported to Japan. The decline in the defect level of this product is a critical point to reduce the number of customer complaints so that business continuity with trading partners abroad is maintained. The main fish products export from Aceh are fresh tuna loin fish. There are often complaints from customers in export destination countries because the fresh Tuna Loin products received by them are not up to standard. The color of the tuna is less red and tends to be pale, the fish looks less fresh, and the texture of the fish is broken and mushy. To solve this problem, the PDCA method is used, which consists of Planning by doing observation in the fish processing unit starting from the reception of the fish until the final product processing. It does by improving the weakness of the process such as tightening the time of purchasing fish, adding fish containers, improve cooling room temperature, standardization of production process providing dry ice inside the packaging to maintain the quality of loin. Control by evaluating the number of complaints and compare it to the previous one. Action by doing standardization of the process and publish Standard Operation Procedures booklet as a guide to be followed during the production stage. This effort was supported by the use of 7 quality control tools, namely check sheet, histogram, Pareto chart, control chart, cause and effect diagram, and FMEA. There was also one expert Tuna from Japan is staying in Aceh to ensure the quality of Tuna delivered in accordance with Japanese market expectations. Improvements have been made to reduce the number of defects and complaints from customers. The number of defects items, both the color and texture of Tuna meat as of July to August 2018 felt by 45% and 42% respectively compare to the period of March-May 2018. Consequently the number of fresh tuna loin complaints has also decreased because all of the loin shipped to them were already in good quality. This research only takes samples on the processing of Tuna fishermen product in in Banda Aceh, and only for Japanese market. Further research suggested to cover area beyond Aceh and also for other countries apart from Japan, for export destination. Research on improving the quality of Tuna with PDCA method as long as the author's knowledge has never been done in Aceh because the export of Loin Tuna Aceh to Japan has only recently developed.

Purchase decision is a decision to choose one from two or more alternative options. It can be assumed that all behaviors are deliberately based on the desire that are produced when consumers consciously and rationally choose one of the alternative actions. This study was conducted in Hardy's Retailindo, Sanur Branch. The sample included 100 respondents. The techniques of data collection were through observation, interviews, and questionnaire. The techniques of data analysis were through a validity test, reliability test, path analysis, and Sobel test. The results of this study showed that service quality has a significant effect on the purchase decision in Hardy's Retailindo, Sanur Branch. The level of significance for service quality on the purchase decision is 0.000 is lower than 0.05. Moreover, the service quality also had a significant impact on the corporate image for the retail outlet that was examined in this paper. Another significant effect was established between service quality and purchase decision. All hypotheses displayed levels of significance lower than 0.05. This paper also aimed to explore the mediation role of corporate image in the ‘services quality' – ‘purchase decision' relationship.

The objective of this paper is to identify the Strengths, Weaknesses, Opportunities, and Threats (SWOT) of Sailing Yacht tourism based on empirical evidence, mainly on demand aspects. The results will be very useful for decision-makers to design, launch and control marketing strategies and policies including promotional aspects to increase the awareness of the yacht sailors from various parts of the world, arouse their intention to come, increase spending and length of stay in Sabang as a free trade zone in west part of Indonesia. Data collection was conducted qualitatively by using the Focus Group Discussion (FGD) technique conducted in four sessions. Each session involves ten sailors who serve as respondents. The data were then analyzed using both score and weight associated with IFAS and EFAS aspects. The output is mapped in Cartesian graphs. The main finding of this study is that the strategy that must be implemented by Sabang is an Aggressive strategy, which uses the Strength to seize the profitable Opportunities. This is in line with the combined strategy that recommends Strength Opportunity (SO) as a priority strategy because it has the highest value of 16.92. In sequence, the next strategy is Weakness Opportunities (WO) that is meant to fix the Weakness in other to be able to grab the profitable Opportunities so that untapped opportunities can be utilized for the benefit of the sailors and tour operators. Then, ST and WT strategies will be implemented to complete all 4 strategies recommended. With the implementation of these four strategies based on the priority scale, it is expected to maximize the utilization of limited resources, but also at the same time maximize the efforts made to achieve the goal of increasing the number of sailor visits to Sabang, Indonesia and increasing their length of stay.

This article aims to identify and develop policies and proposals of primary importance for a sustainable tourism development and a competitive Greek tourist product. As the tourist product is an amalgam of services and resources that are offered and controlled by various businesses, organizations and agencies, the implementation of proposals is the collective responsibility of all, as it involves the cultivation and development of synergies and a climate of cooperation among all the tourist partners. These proposals also refer to the necessary actions both at the macroeconomic level of destination and at the microeconomic level of tourism enterprises. To locate these proposals, the article begins by exploring the tourism development and policy pursued in Greece over the last decades. On the basis of this analysis, the analyzed proposals focus on the following (Mihalic, 2016): (1) organizational, management and institutional reforms required by emphasizing the establishment and operation of a National Agency for Destination Management with clear roles, objectives and functions (Dodds and Joppe, 2017); (2) exploiting new technologies to increase competitiveness, innovation and sustainability of tourist destinations and businesses. Gravity is given to the development of Electronic Management Systems and Destination Marketing with specific services, purposes and functions (Budeanu et al., 2016); (3) the continuous development of key factors in tourism, such as human resources, tourist facilities, infrastructure and businesses (Song, 2016); (4) the development and continuous modernization of tourist attractions and products, with emphasis on the creation of inter-company networks aiming at the development of integrated thematic tourist packages that can enrich and diversify the tourist product as well as support a more sustainable tourism development.

This article tends to explain the differences between the Outbound Marketing strategy and the Inbound Marketing strategy, by offering a comparison of these techniques used by these two approaches. This paper aims to determine the impact of the “new marketing strategies” on the existent ones, and clarifies if these two strategies are complementary or independent for a company operating in a highly competitive environment.