Digital Marketing Strategies and their Role in Enhancing the Strategic Capabilities of the Bank's Sector in Erbil Governorate

Abduljabbar Agha Yaseen Akram; Khairi Ali Auso

doi:10.25212/lfu.qzj.7.4.44

المؤلفون

Abduljabbar Agha Yaseen Akram Department of Business Administration, College of Administration and Economics, Lebanese French University, Erbil, Kurdistan Region. Iraq. Department of Business Administration, College of Administration and Economics, Salahaddin University, Erbil, Kurdistan Region, Iraq
Khairi Ali Auso Business Administration, Technical College of Administration, Duhok Polytechnic University, Iraq.

DOI:

https://doi.org/10.25212/lfu.qzj.7.4.44

الكلمات المفتاحية:

Digital Marketing Strategies, Strategic Capabilities, Banking Technology Capabilities, Marketing Capabilities, and Management Capabilities.

الملخص

The main purpose of this research is to examine digital marketing strategies and their role in enhancing the strategic capabilities of the bank sector in the Erbil Governorate. The research used the qualitative method to obtain data and classify the study problem, by exploring several questions and concentrating on the relational impact, and variance between research variables. In this regard, a conceptual model is considered and formed three main hypotheses. For data analysis, statistical tests are used namely, correlation test, and regression analysis. The survey was used to obtain data from bank managers such as bank general managers, CEOs, marketing managers, sales managers, and branch managers. A sample of (245) managers participated in the survey by replying to the survey questions, finally, (233) questionnaire forms were obtained for examination and conduct statistical analysis methods through SPSS version 25. Results of correlation analysis showed that digital marketing strategies jointly, and exclusively have a positive and significant relationship with strategic capabilities based on bank managers' perceptions. Results demonstrated that digital marketing strategies positively impacted strategic capabilities. Results showed that attracting clients, communication, client participation, learning strategy, and retaining clients through digital channels positively and significantly impacted strategic capabilities. Furthermore, results showed there were no variances in digital marketing strategies and strategic capabilities according to the bank managers' profiles such as gender, age, level of education, job position, and overall banking experience

التنزيلات

بيانات التنزيل غير متوفرة بعد.

المراجع

Ali, A., Omar, N., Daud, N. M., and Mohamed, I. S. (2012). Adoption & performance of click & mortar retailers: Malaysia evidence. Advances in Natural & Applied Sciences, 6(8), 1591-1609.

Anumolu, K., Shiva Prasad. H. C., Gopalkrishna, B., and Adarsh, P. K. (2015). A digital marketing: A strategic outreaching process. International Journal of Management, IT and Engineering, 5(7), 254-260.

Atoche, C. (2007). Capability lifecycles: an insight from the innovation capability evolution in emerging economies, Cladea’s Annual Assembly, Florida International University, Miami, FL.

Bang, A., and Hell, J. (2015). Digital marketing strategy social media and its contribution to competitiveness. Master, International business strategy, University Linnaeus, Sweden.

Berger, A. N. (2003). The economic effects of technological progress: evidence from the banking industry. Journal of Money, Credit, and Banking, 35, 2-42.

Campanella, F., Della Peruta, M. R., and Del Giudice, M. (2015). The effects of technological innovation on the banking sector. Journal of the Knowledge Economy, 8(1), 356–368.

Carraresi, L., Mamaqi, X., Albisu, L. M., and Banterle, A. (2012). Strategic capabilities and performance: An application of resource-based view in Italian Food SMEs. In book: System Dynamics and Innovation in Food Networks 2012 (pp.186-209). Publisher: Universität Bonn-ILB Press Editors: Ursula Rickert, Gerhard Schiefer.

Carter, B., Brooks, G., Catalano, F., and Smith, B. (2007). Digital marketing for dummies, John Wiley & Sons, ISBN 9780470057933.

Chaffey, D. (2013). Definitions of E-marketing vs internet vs digital marketing, smart insight blog, Retrieved October 10, 2021, from http://www.smartinsights.com/definitionsofEmarketingvsInternetvsDigitalmarketin.

Day, G. S. (1995). The capabilities of market-driven organizations. The Journal of Product Innovation Management, 3(12), 257-258.

Frank, A. G., Mendes, G. H., Ayala, N. F., and Ghezzi, A. (2019). Servitization and industry 4.0 convergence in the digital transformation of product firms: A business model innovation perspective. Technological Forecasting and Social Change, 141, 341-351.

Hair, J. F. Jr., Babin, B., Money, A. H., and Samouel, P. (2003). Essentials of business research methods. John Wiley & Sons: United States of America.

Herhausen, D., Mioevi, D., Morgan, R. E., and Kleijnen, M. H. P. (2020). The digital marketing capabilities gap. Industrial Marketing Management, 90, 276-290.

Himanen, M., and Karjaluoto, H. (2011). Social CRM and digital marketing communication in B2B relationships. (Unpublished Master Thesis), the university of Jyvaskyla, School of Business and Economics.

Ibrahim, R. A., Thabet, M., and Khalaf, B. M. (2021). Strategic capabilities practice enhancing organizational ingenuity in light of environmental changes. Administration and Economics Journal, 127, 33-48.

Ifenthaler, D., and Egloffstein, M. (2020). Development and implementation of a maturity model of digital transformation. TechTrends, 64(2), 302-309.

Jacome, R., Lisboa, J., and Yasin, M. (2002). Time-based differentiation-an old strategic hat or an effective strategic choice: an empirical investigation. European Business Review, 14(3), 184-193

Jerry, W., and Vijan, M. (2002). Digital marketing. Symphony emerging issues in management, N.1 46-48.

Kates, M (2013). Making digital and traditional marketing work together, E-consultancy, archived from the original on 25 November 2013.

Kotler, P., and Keller, K. (2012). Marketing management. 14th Edition. Pearson Education. New Jersey. The USA.

Kump, B., Engelmann, A., Kessler, A., and Schweiger, C. (2019). Toward a dynamic capabilities scale: Measuring organizational sensing, seizing, and transforming capacities. Industrial and Corporate Change, 28(5), 1149-1172.

Morgan, N. A., Douglas, W. V., and Charlotte, H. M. (2009). Market orientation, marketing capabilities, and firm performance. Strategic Management Journal, 30: 909–920.

Onishi, H., and Manchanda, P. (2012). Marketing activity, blogging, and sales. International Journal of Research in Marketing, 29(3), 221-234.

Parnell, J. A. (2011). Strategic capabilities, competitive strategy, and performance among retailers in Argentina, Peru, and the United States. Management Decision, 49(1), 130-155.

Pura, K. (2013). Effectiveness of online marketing tools, a Work project,

presented as part of the requirements for the award of a master’s degree in

Management from the NOVA, School of Business and Economics.

Sathya, P. (2017). A study on digital marketing and its impact. International Journal of Science and Research (IJSR) ISSN (Online): 2319-7064, Volume 6 Issue 2, 2017 www.ijsr.net.

Sekaran, U., and Bougie, R. (2016). Research Methods for Business. A Skill Building Approach. Seventh Edition. John Wiley & Sons Ltd.

Simmons, G. J. (2007). E-branding: developing the internet as a branding tool. Marketing Intelligence & Planning, 25(6), 544-562.

Stokes, R. A. (2011). E-marketing is the essential guide to online marketing. South Africa Quirk E-Marketing.

Wang, T. (2010). Marketing capability, analyst recommendations, and firm value. (Unpublished Doctoral Dissertation), the University of Texas at Arlington.

Wangechi, W. C. (2014). The growth of digital marketing and its impact on customer service at Barclays bank of Kenya, Meru Branch. (Unpublished Master Thesis), business administration, school of business, university of Nairobi, Kenya.