Introduction
Technology has changed different aspects of life and business. Particularly, companies have been impacted by the trend because they seek increased efficacy and profitability, which are two of the main forces driving technological change around the world (Devari, Nikolaev and He, 2017). The sports industry is a neglected area of business that is undergoing transformational change as well. A growing body of literature is showing that the sports industry is undergoing a transformational change from the increased use of technology by customers, entertainers, companies and brands to promote various aspects of the business (Abeza, O’Reilly and Seguin, 2019). For example, social media is one of the most impactful forces affecting the industry based on how it has revolutionized corporate structures and market outreach programs.
As technology advances, it may become easy to forget how brands used to advertise before the advent of the digital age. Print media was one of the most popular platforms where brands used to spend their marketing resources to reach their targeted audiences (Rohm, Stefl and Saint Clair, 2019; Vakulenko et al., 2019). The transition from old forms of communication to new and more effective ways of engagement has largely been fueled by the growth of connected devices using computing technology (Carrington, 2016). These gadgets are further connected to the internet, thereby broadening their information processing capacities (Hing et al., 2015). In the sports industry, the proliferation of connected devices has brought excitement back to the sector as it integrates the functions of different stakeholders, such as fitness experts, equipment manufacturers and personal trainers, on one platform known as the Internet of Things (IoT).
The IoT refers to the interconnectedness of various types of computing devices on one platform – the internet. These devices are connected using existing networks, sensors and software that allow them to communicate with one another (Leung et al., 2018; Kumar, 2018). Based on its functionality, the IoT has been used in various businesses, such as home security solutions, provision of elderly care and transportation (Caretenuto et al., 2018; Berg and Johnston, 2019; Boysen, Schwerdfeger and Weidinger, 2018). The concept has also been implemented in other fields, including health and medicine, industrial development and military software production (O’Farrell, 2020; Ma, 2017). Its adoption in the sports industry is a relatively underexplored area and its effects on sports marketing is even less studied. The present study aims to fill this research gap by providing a holistic understanding of how IoT affects sports marketing plans.
This topic is worthy of review because technology is quickly shaping various aspects of sports marketing plans and stakeholders need to be prepared to exploit opportunities that exist as a result. Thus, this study is useful to stakeholders in the sports industry because they will help them to better plan for changes that are likely to occur due to increased levels of automation. This investigation will also expand the body of existing literature, which is discussing the impact of technology on business and particularly on the sports industry. Consequently, stakeholders can better plan for this change and seize opportunities that may emerge as a result.
Critical Reflection of Methods
The narrative review technique was used to undertake this assessment because the systematic review method lacked universal standards of assessment due to the presence of predisposed bias and conflict of interests by researchers who pursue methodologies that favour them (Boland, Cherry and Dickson, 2017). The narrative review method was justifiably used in this study because it provided the researcher with a theoretical and contextual understanding of the research topic (Treiblmaier et al., 2020). This feature was central to this investigation because it focused on the IoT, which is a rapidly evolving area of technology. It was integral to use the narrative review method to accommodate the flexibility associated with the IoT or its processes and to understand its impact on sports marketing (Onwuegbuzie and Frels, 2016).
The narrative method helped to understand concepts from other disciplines that were related to the research topic. The current knowledge developed from this investigation will help to form a strong foundation for designing future research processes. The main disadvantage associated with the use of the narrative method is the lack of critical scientific rigour associated with other techniques, such as the systematic review, or meta-analyses.
Research Aim
To evaluate the extent that the IoT has changed sports marketing plans
Research Objectives
- To describe the effects of the IoT on product placement strategies in sports marketing
- To find out how the IoT has affected venue selection plans in sports marketing
- To examine how the IoT has impacted pricing strategies in sports marketing
- To establish how the IoT has impacted promotion plans in sports marketing
Literature Review
Introduction
This chapter contains an evaluation of existing literature regarding the effects of IoT on sports marketing. To recap, the study aims to evaluate the extent that the IoT has changed sports marketing plans. Four objectives underlie the investigation; they are focused on examining the effects of IoT on product placement strategies, location options, pricing strategies and promotion plans. These are the main themes that emerged from the review.
Effects on Promotion Plans
The first theme explored in the study focused on marketing promotions and the findings is highlighted in table 1 below.
Table 1. Promotion Theme (Source: Developed by Author).
Pricing Strategies
Pricing is an important aspect of sports branding because it communicates the value of products or services to customers. This is an important element of the overall sports marketing mix developed by companies in the sector. Owing to its importance to the health of the overall business strategy, the main elements of a marketing mix need to be analyzed with other aspects of branding, including product, promotion and place strategies. According to table 2 below, nine articles, which led to the formation of this theme, are explained.
Table 2. Pricing Theme (Source: Developed By Author).
Product Placement Strategies
Product placement was the third theme that emerged from the literature review. Although most of the articles sampled directly addressed this issue, a majority of them only discussed external or contextual factors influencing planning or strategy development. In this regard, there was a need to expand the scope of the analysis to include articles that discussed any aspect of product development. The final list of articles that discussed this theme is provided in table 3 below.
Table 3. Product Theme (Source: Developed By Author).
Location Options
Location options relate to the place strategy in the sports marketing mix. As a major source of entertainment, sports stakeholders pay attention to decisions involving venue selection and so do sponsors. Table 4 below outlines a list of articles that discussed this theme.
Table 4. Location Theme (Source: Developed By Author).
Summary
The four main themes identified in this literature review relate to the four main research objectives of this study, which explore the effects of the IoT on sports marketing plans. The highest number of articles were linked to the promotion aspect of sports market planning because 12 articles discussed this area of research. Comparatively, the product planning process had ten articles discussing this area of market planning, while pricing and place strategies each had nine articles talking about them. Overall, 40 articles were reviewed in the literature review process and their findings contextualized within the 4Ps marketing framework proposed by Philip Kotler.
Analysis and Critical Discussion
Aims of the Review
As highlighted from the onset of this study, the investigation aimed to evaluate the extent that the IoT has changed sports marketing plans. The investigation was defined by four key objectives that sought to describe the effects of the IoT on product placement strategies in sports marketing, find out how the IoT has affected venue selection plans in sports marketing, examine how it has impacted pricing strategies in sports marketing and establish its effects on promotion plans. The findings are analyzed below.
Effects on Promotion plans
Promotion is an important aspect of sports marketing and management because the industry is dependent on having a constant stream of fans to generate revenue and popularize the sport. Just like other types of businesses, companies need to segment their markets according to various needs and preferences. In this regard, they have to use unique promotion strategies that appeal to distinct groups of customers. For example, fans who watch the English premier league in Europe could have different needs and requirements compared to golf fans in the US. The same could be said for people who watch the Olympics winter sports and the National Basketball Association (NBA) or the National Football League (NFL) in America.
Based on the unique needs and preferences of different customer segments in the sports industry, companies should pursue unique promotion strategies that appeal to their market segments. There is scanty literature on IoT derived from this review, but there has been extensive research done to explore the effectiveness of unique promotion strategies in marketing. Most of the investigations have been domiciled in the areas of television and print media, while more recent studies have focused on email marketing. There is also evidence of nested investigations, which have discussed how alternative forms of marketing promotion, such as celebrity branding, influence customer behaviours and marketing success (Zhoua et al., 2020; Bhattacharjya et al., 2018). Recently, the evidence on internet-based marketing has been growing because of an increased interest in the role that social media is playing in sports marketing. Consequently, the academic interest on marketing has started to be drawn towards understanding the effects of social media marketing tools and platforms, such as Twitter and Facebook.
Relative to the above discussions, Machado et al. (2020) conducted a study to investigate the role of Facebook in sports branding and found that online engagement on sports branding can affect how consumers perceive elements of quality in their purchasing experiences. Their study also showed that social media branding efforts whose success is now pegged on how much companies can keep their audiences engaged have significantly shaped consumer-buying attention. Issues about consumer switching costs have also been explored in this study with a majority of them showing that customer switching costs have significantly declined in a digitized world because people can easily switch their attention from one company or brand to another without any ramifications.
Studies have also shown that social media has expanded customer awareness regarding specific products and services because it has broken down geographical limitations of branding which made it difficult for customers from other parts of the world to know about products or services that exist in other countries. Research evidence indicates that the most interesting aspect of this development is the fluidity of information across traditional channels of marketing, which has made it possible for brands to emerge from nowhere and become big companies in a short time (Hood et al., 2020). To demonstrate the impact that social media has had on promotion strategies, researchers have also demonstrated how viral videos can make or break a brand as multiple pieces of evidence showing how a user can simply report a company’s production practices and have people boycott the brand, thereby causing significant monetary losses.
The liberalization of information through the IoT is partly responsible for most of the changes to promotion strategies witnessed in the past decade. Indeed, information that was previously held by corporate heads and heavily financed institutions are now available online and small businesses can now purchase software, tools and applications at a fraction of the cost those big companies can pay (Ensign, Fast and Hentsch, 2016). Easy information access through social media has also forced sports brands to redesign their promotion strategies to demonstrate that they are more concerned about their client’s welfare as opposed to their traditional profit-making goals.
Effects on Pricing Strategies
Most of the works of literature sampled in this study highlighted pricing as one of the key tenets of marketing impacted by technology. Indeed, some of the investigations mentioned pricing as one of the key tools used by sports companies to differentiate markets. The concept was also portrayed as a complicated one because it is affected by multiple factors, some of which stem from consumer perceptions and others from product quality concerns (Chena, Wub and Hsua, 2019). Nonetheless, based on the findings sampled in this study, IoT appears to influence pricing strategies to the extent that they create perceptions about quality and value (Weinstein, 2020). The main levers of determining value are based on how well companies keep their audiences engaged. The articles sampled in the review discussed the concept of pricing in the sports industry to the extent that they affected ticket sales and revenue (Chena, Wub and Hsua, 2019). The investigations also addressed pricing issues through sports sponsorship programs and the reasons for failure. The body of evidence analyzed proposes that sports entities should not be in competition with one another but rather collaborate to overcome some of the cost concerns that lead to high prices.
Effects on Place Strategies
The role of place strategy in sports marketing is influenced by the need to find good locations to hold sporting activities. Most of the articles sampled in this review did not address location concerns in the context of technological advancement or the IoT but instead highlighted several areas of location concerns that have been affected by technology. For example, the elimination of geographical barriers in communication was one of the main factors affecting the design of supply chain logistics (Cichosz, Wallenburg and Knemeyer, 2020). The technology was seen as an additional attribute for analysis in this context of review because it helps to increase the efficiency of supply chain processes in not only the sports industry but other supporting industries as well. Several researchers mentioned the tourism and hospitality industries as auxiliary economic sectors supporting sports marketing (Önder, Gunter and Gindl, 2020). Therefore, it is not surprising that collaboration across various sectors was one of the proposals made to improve marketing efficiency.
Effects on Product Strategies
The effects of IoT on product strategies have been investigated within the framework of developing production design plans through value co-creation. Technology has made it possible for fans to be involved in the co-creation of sports events and the value associated with them. Therefore, the value associated with product strategy development is partly attributed to them. Social media has accelerated the involvement of fans in sports marketing. The literature sampled in this study has shown that there should be a careful consideration of context-specific factors when choosing a product placement strategy. To achieve this goal, the internet has made it possible for businesses or marketers to fine-tune their marketing plans in a way that makes it appealing to groups of people. This trend has introduced distinctiveness in sports branding, making it possible for companies to develop products that appeal to specific customer needs.
Implications of Findings to Stakeholders
The findings of this paper have extensive implications on different stakeholder groups involved in the sports marketing business. The subsections below highlight how three stakeholder groups could be impacted by the findings: academicians, policy-makers and practising managers.
Practising Managers: The findings of this study have extensive implications on practising managers in the sports management field because they highlight how different management functions can be effectively addressed using the competencies associated with the adoption of the IoT on the practice. Managers oversee different organisational functions and by failing to understand how the interconnectedness of computing devices affect their functions, they could experience low productivity. Therefore, it is no longer a privilege that practising managers employ the latest technologies in their tasks and processes but a requirement that they do so because of its rapidly evolving nature and relevance to business operations. In the context of this analysis, marketing is one of these rapidly evolving aspects of the business that require a nuanced understanding of how it could be impacted by technology through the IoT.
Policy-Makers: The sports industry is a highly regulated business because it is predicated on the promotion of fairness and equity in gameplay. The use of technologically aided tools in management further draws attention to this fact because IoT creates unique advantages and competencies that have helped to grow the industry. Policymakers would find the findings of this study useful to the task of formulating laws that do not stifle the adoption of new tools in sports management and instead encourage their growth and development. By interrogating some of the findings highlighted in this document, policymakers would also be in a good position of understanding the legal requirements of IoT adoption to aid their integration to the sports industry. By doing so, policy-makers would have a good understanding of the legal environment that characterizes IoT adoption.
Using technology, consumers are now demanding more accountability from their preferred brands while shareholders are pushing to have more transparency in the management of sports organisations and leagues around the world. These developments have significant implications on policy development in the sporting arena because organisations have also had to rethink their rules of engagement and accommodate more diversified means of communication and decision-making. For example, the use of VAR technology in the world cup to influence referee decisions has been accommodated in the rules and procedures of the football governing body FIFA (Burton, 2019). This example shows that technology is not only shaping how sports organisations and entities reach out to their customers but also how games are played and managed. These developments suggest that the effects of technology on sports not only spans the field of marketing but also touches on policy management and decision-making processes. Research studies have also highlighted this fact but their focus has mostly been on social media engagement (Wang et al., 2020). New evidence is growing to show how various technological platforms can be broadly investigated within the wider scope of the IoT and its effects on sports marketing and planning.
Academicians: The findings presented in this document are useful in expanding the body of literature discussing the effects of technology on businesses. Particularly, the insights presented in this document capture some of the latest developments of technology in the sports business because, as highlighted in the first chapter of this report, few researchers have explored how the IoT affects the sports marketing field. The findings highlighted in this study provide a foundation for designing future studies to understand the impact of IoT on the competitiveness of the sports industry as a unique business segment. Here, an industry comparative analysis can be done to establish how the IoT has not only shaped the sports industry but also other interconnected sectors, such as the travel and trims sector. Therefore, the findings presented in this paper can be used to undertake a comparative review of the effects of the IoT on the sports industry.
Learning Statement
From the onset of this study, the objectives of carrying out the investigation were clear. The investigation aimed to evaluate the extent that the IoT has changed sports marketing plans. Four key objectives defined the study and they sought to describe the effects of the IoT on product placement strategies in sports marketing, find out the effects of IoT on venue selection plans, examine its impact on pricing strategies in sports marketing and establish its effects on promotion plans. Based on the accomplishment of these objectives, stakeholders can have a broader understanding of how IoT affects sports marketing in totality.
I have always had a passion for sports and consistently been curious about the “business” side of it. For example, I have always wondered how the industry has been able to withstand many negative forces, such as economic crises, that have been detrimental to other businesses. The fact that it is an entertainment-based industry comes as no surprise because people watch games or attend tournaments to relax and “get away” from their busy schedules. The sentimental attributes of the industry notwithstanding I had a clear plan of how I was going to complete this study in a short time. Notably, I was to investigate the sports marketing field within the context of how the internet has shaped marketing planning activities in the last decade or so. However, in the course of undertaking the study, I discovered that the sports industry is wide. Therefore, what may be true for one aspect of its existence may become false in another context. This is why some of the researchers mentioned in this study highlighted the need to undertake a context-specific understanding of the impact of technology on marketing.
By undertaking this research process from the start to the end, I have also learned that the business world is undergoing fast-paced reforms and it may be difficult to be completely conversant with all changes that are happening. Stemming from these observations, technology has emerged as the most disruptive force in business and it is solely responsible for most of the changes mentioned in sports marketing. The IoT is only one example of how this revolutionary force is changing the industry. Marketing is equally only a small segment of the larger business environment that is undergoing change and transformation. From these developments, I believe that there will be a heightened need to undertake more studies to understand the full impact of digitization on sports marketing and other tenets of the industry. Overall, my biggest challenge in completing this project was limited time. I underestimated the period it would take to review the literature and write the final report, paying attention to observing format guidelines and such requirements. If I were to do it again, I would do it differently by spending less time on the literature search and more on the review process. Additionally, I would start the research process early to create enough time to complete other aspects of the project design and implementation.
Conclusion
The investigation aimed to evaluate the extent that the IoT has changed sports marketing plans. Four key objectives defined the study and they sought to describe the effects of the IoT on product placement strategies in sports marketing, find out the effects of IoT on venue selection plans, examine its impact on pricing strategies in sports marketing and establish its effects on promotion plans. The body of literature sampled in this narrative review was relevant in understanding the extent that the IoT could affect sports marketing planning because it highlighted several key areas of implementation control. They also mentioned challenges and barriers to IoT adoption and proposed solutions to solve them. Although the materials sampled were useful to the analysis, they mostly domiciled IoT investigations in the social media space. However, the IoT is a broad concept that involves an understanding of interconnected devices and their influence on market planning. Thus, it covers more media platforms and services than smartphones and social media. Future research should focus on conducting a primary study to highlight interconnectivity as one of the key variables influencing performance in the sports industry.
Reference List
Abeza, G., O’Reilly, N. and Seguin, B. (2019) ‘Social media in relationship marketing: the perspective of professional sports managers in the MLB, NBA, NFL, and NHL’, Communication and Sport, 7(1), pp. 80-109.
Abuljadail, M. H. and Ha, L. (2019) ‘What do marketers post on brands’ Facebook pages in Islamic countries? An exploratory study of local and global brands in Saudi Arabia’, Journal of Islamic Marketing, 10(4), pp. 1272-1287.
Aggerholm, H. K. and Andersen, S. E. (2018) ‘Social media recruitment 3.0: toward a new paradigm of strategic recruitment communication’, Journal of Communication Management, 22(2), pp. 122-137.
Ahmad, S. Z., Abu Bakar, A. R. and Ahmad, N. (2019) ‘Social media adoption and its impact on firm performance: the case of the UAE’, International Journal of Entrepreneurial Behavior and Research, 25(1), pp. 84-111.
Berg, J. and Johnston, H. (2019) ‘Too good to be true? A comment on Hall and Krueger’s analysis of the labour market for Uber’s driver-partners’, ILR Review, 72(1), pp. 39-68.
Bhattacharjya, J. et al. (2018) ‘Creation of unstructured big data from customer service: the case of parcel shipping companies on Twitter’, The International Journal of Logistics Management, 29(2), pp. 723-738.
Boland, A., Cherry, G. and Dickson, R. (2017) Doing a systematic review: a student’s guide. London: SAGE.
Boysen, N., Schwerdfeger, S. and Weidinger, F. (2018) ‘Scheduling last-mile deliveries with truck-based autonomous robots’, European Journal of Operational Research, 271(2), pp. 1085-1099.
Burton, N. (2019) ‘Exploring user sentiment towards sponsorship and ambush marketing’, International Journal of Sports Marketing and Sponsorship, 20(4), pp. 583-602.
Caretenuto, P. et al. (2018) ‘Comparison of various urban distribution systems supporting e-commerce. Point-to-point vs collection-point-based deliveries’, Transportation Research Procedia, 30(2), pp. 188-196.
Carrington, B. (2016) ‘The shifting landscape of sports media with Dave Zirin’, Contexts, 15(3), pp. 8-11.
Chena, M., Wub, P. and Hsua, Y. (2019) ‘An effective pricing model for the congestion alleviation of e-commerce Logistics’, Computers and Industrial Engineering, 129(1), pp. 368-376.
Chepurna, M. and Rialp Criado, J. (2018) ‘Identification of barriers to co-create on-line: the perspectives of customers and companies’, Journal of Research in Interactive Marketing, 12(4), pp. 452-471.
Cichosz, M., Wallenburg, C. M. and Knemeyer, A. M. (2020) ‘Digital transformation at logistics service providers: barriers, success factors and leading practices’, The International Journal of Logistics Management, 31(2), pp. 209-238.
Cluley, R. and Green, W. (2019) Social representations of marketing work: advertising workers and social media’, European Journal of Marketing, 53(5), pp. 830-847.
De Souza-Leão, A. L. M. et al. (2020) ‘No shame to play: Ludic prosumption on Brazilian fan videos’, Revista de Gestão, 9(3), pp. 1-10.
Devari, A., Nikolaev, A. and He, Q. (2017) ‘Crowdsourcing the last-mile delivery of online orders by exploiting the social networks of retail store customers’, Transportation Research, 105(3), 105-122.
Dey, B. L. et al. (2018) ‘Selfie appropriation by young British South Asian adults: reifying, endorsing and reinforcing dual cultural identity in social media’, Information Technology and People, 31(2), pp. 482-506.
Duffett, R. G. (2015) ‘Facebook advertising’s influence on intention-to-purchase and purchase amongst Millennials’, Internet Research, 25(4), pp. 498-526.
Duffett, R. G. (2017) ‘Influence of social media marketing communications on young consumers’ attitudes’, Young Consumers, 18(1), pp. 19-39.
Ensign, P. C., Fast, J. and Hentsch, S. (2016) ‘Can a technology enterprise transition from niche to wider market appeal in the turbulent digital media industry?’, Vikalpa, 41(3), pp. 247-260.
Foà, C. (2019) ‘Crowdfunding cultural projects and networking the value creation: experience economy between global platforms and local communities’, Arts and the Market, 9(2), pp. 235-254.
Garcia, J. M., et al. (2020) ‘Factors affecting satisfaction and loyalty to online group buying’, Revista de Gestão, 27(3), pp. 211-228.
Gillooly, L. et al. (2020) ‘The importance of context in understanding football fans’ reactions to corporate stadia naming rights sponsorships’, European Journal of Marketing, 54(7), pp. 1501-1522.
Giroux, M., Pons, F. and Maltese, L. (2017) ‘The role of perceived brand personality in promotion effectiveness and brand equity development of professional sports teams’, International Journal of Sports Marketing and Sponsorship, 18(2), pp. 180-195.
Happ, E. et al. (2020) ‘Insights into customer experience in sports retail stores’, International Journal of Sports Marketing and Sponsorship, 9(2), pp. 1-10.
Harwood, T. and Garry, T. (2017) “Internet of Things: understanding trust in techno-service systems”, Journal of Service Management, 28(3), pp. 442-475.
Hing, N. et al. (2015) ‘Maintaining and losing control during internet gambling: a qualitative study of gamblers’ experiences’, New Media and Society, 17(7), pp. 1075-1095.
Hood, N. et al. (2020) ‘Sociodemographic and spatial disaggregation of e-commerce channel use in the grocery market in Great Britain’, Journal of Retailing and Consumer Services, 55(1), pp. 1-14.
Kaartemo, V., Nenonen, S. and Windahl, C. (2020) ‘Institutional work by market-shaping public actors’, Journal of Service Theory and Practice, 30(4), pp. 401-435.
Koranteng, F. N. et al. (2020) ‘Understanding trust on social networking sites among tertiary students: an empirical study in Ghana’, Applied Computing and Informatics, 6(3), pp. 1-11.
Kumar, V. (2018) ‘Transformative marketing: the next 20 years’, Journal of Marketing, 82(4), pp. 1-12.
LaGree, D., Wilbur, D. and Cameron, G. T. (2019) ‘A strategic approach to sports crisis management: assessing the NFL concussion crisis from marketing and public relations perspectives’, International Journal of Sports Marketing and Sponsorship, 20(3), pp. 407-429.
Leminen, S. et al. (2018) ‘The future of the Internet of Things: toward heterarchical ecosystems and service business models’, Journal of Business and Industrial Marketing, 33(6), pp. 749-767.
Leung, K. H. et al. (2018) ‘A B2C e-commerce intelligent system for re-engineering the e-order fulfilment process’, Expert Systems with Applications, 91(8), pp. 386-401.
Lin, F. et al. (2019) ‘Managing and building B2B SME brands: an emerging market perspective’, PSU Research Review, 3(3), pp. 191-214.
Ma, S. (2017) ‘Fast or free shipping options in online and Omni-channel retail? The mediating role of uncertainty on satisfaction and purchase intentions’, The International Journal of Logistics Management, 28(4), pp. 1099-1122.
Ma, Y., Minqiang, C. and Yun, L. (2020) ‘A political-economic explanation of “internet space'”, China Political Economy, 3(1), pp. 141-160.
Machado, J. C. et al. (2020) ‘Motives to engage with sports brands on Facebook and Instagram – the case of a Portuguese football club’, International Journal of Sports Marketing and Sponsorship, 21(2), pp. 325-349.
Martensen, A., Brockenhuus-Schack, S. and Zahid, A. L. (2018) ‘How citizen influencers persuade their followers’, Journal of Fashion Marketing and Management, 22(3), pp. 335-353.
Marx, R., Magalhães, P. S. and Lara, F. (2019) ‘Low-cost bus business models and the case of Brazil’, Revista de Gestão, 27(1), pp. 100-115.
Mikl, J. et al. (2020) ‘The impact of digital logistics start-ups on incumbent firms: a business model perspective’, The International Journal of Logistics Management, 7(1), pp. 1-10.
Moura, B. M. and de Souza-Leão, A. L. M. (2020) ‘Consumption attachments of Brazilian fans of the National Football League: a netnography on Twitter interactions’, Innovation and Management Review, 17(3), pp. 251-266.
O’Farrell, H. (2020) ‘Developments in online, social media marketing in China and the west: an overview of different approaches’, Journal of Entrepreneurship and Innovation in Emerging Economies, 6(2), pp. 383-403.
Önder, I., Gunter, U. and Gindl, S. (2020) ‘Utilizing Facebook statistics in tourism demand modelling and destination marketing’, Journal of Travel Research, 59(2), pp. 195-208.
Onwuegbuzie, A. J. and Frels, R. (2016) Seven steps to a comprehensive literature review: a multimodal and cultural approach. London: SAGE.
Pinochet, L.H.C. et al. (2018) ‘The influence of the attributes of “Internet of Things” products on functional and emotional experiences of purchase intention’, Innovation and Management Review, 15(3), pp. 303-320.
Popp, N., McEvoy, C. and Watanabe, N. (2017), ‘Do college athletics marketers convert social media growth into ticket sales?’, International Journal of Sports Marketing and Sponsorship, 18(2), pp. 212-227.
Prathap, S. K. (2020) ‘Determinants of purchase intention of traditional handloom apparels with geographical indication among Indian consumers’, Journal of Humanities and Applied Social Sciences, 4(1), pp. 1-10.
Rohm, A. J., Stefl, M. and Saint Clair, J. (2019) ‘Time for a marketing curriculum overhaul: developing a digital-first approach’, Journal of Marketing Education, 41(1), pp. 47-59.
Rondan-Cataluña, F. J., Escobar-Perez, B. and Moreno-Prada, M. A. (2019) ‘Setting acceptable prices: a key for success in retailing’, Spanish Journal of Marketing, 23(1), pp. 119-139.
Saqib, N. (2019) ‘A positioning strategy for a tourist destination, based on analysis of customers’ perceptions and satisfaction: a case of Kashmir, India’, Journal of Tourism Analysis, 26(2), pp. 131-151.
Shin, D. (2017) ‘An exploratory study of innovation strategies of the internet of things SMEs in South Korea’, Asia Pacific Journal of Innovation and Entrepreneurship, 11(2), pp. 171-189.
Tarhini, A. et al. (2019) ‘An analysis of the factors affecting mobile commerce adoption in developing countries: towards an integrated model’, Review of International Business and Strategy, 29(3), pp. 157-179.
Treiblmaier, H. et al. (2020) ‘The physical internet as a new supply chain paradigm: a systematic literature review and a comprehensive framework’, The International Journal of Logistics Management, 31(2), pp. 239-287.
Trihatmoko, R. A. and Mulyani, R. (2019) ‘Channel capability and the effectiveness of new product strategies: deepening the FMCG’s business’, Journal of Asian Business and Economic Studies, 27(1), pp. 99-114.
Vakulenko, Y. et al. (2019) ‘Online retail experience and customer satisfaction: the mediating role of last-mile delivery’, The International Review of Retail, Distribution and Consumer Research, 29(3), pp. 306-320.
Valentini, C. et al. (2018) ‘Digital visual engagement: influencing purchase intentions on Instagram’, Journal of Communication Management, 22(4), pp. 362-381.
Van Rijn, M., Kristal, S. and Henseler, J. (2019) ‘Why do all good things come to an end? An inquiry into the discontinuation of sports sponsor–sponsee relationships’, International Journal of Sports Marketing and Sponsorship, 20(2), pp. 224-241.
Vashisht, D., Mohan, H. S. and Chauhan, A. (2020) ‘In-game advertising: the role of newness congruence and interactivity’, Spanish Journal of Marketing, 24(2), pp. 213-230.
Von Felbert, A. and Breuer, C. (2020) ‘How the type of sports-related endorser influences consumers’ purchase intentions’, International Journal of Sports Marketing and Sponsorship, 7(2), pp. 1-10.
Wang, X. et al. (2020) ‘The four facets of self-collection service for e-commerce delivery: conceptualisation and latent class analysis of user segments’, Electronic Commerce Research and Applications, 39(2), pp. 1-10.
Weinstein, A. (2020) ‘Creating superior customer value in the now economy’, Journal of Creating Value, 6(1), pp. 20-33.
Yao, B. et al. (2019) ‘Standing out from the crowd – an exploration of signal attributes of Airbnb listings’, International Journal of Contemporary Hospitality Management, 31(12), pp. 4520-4542.
Zhoua, M. et al. (2020) ‘Understanding consumers’ behaviour to adopt self-service parcel services for last-mile delivery’, Journal of Retailing and Consumer Services, 52(2), pp. 101-111.