![Natural evolution vs. Disruptive revolution
Customization & Strategic value
Online experiences [+] / []](https://image.slidesharecdn.com/ciprianadampaperpresentation2011-111028220009-phpapp02/85/Cluj-Napoca-Marketing-Conference-2011-4-320.jpg)
![Research methodology
Ecommerce adoption factors
EAF
Ecommerce and online Ecommerce and online
I1[A1-2;B1-2] marketing assessment EMA marketing relationship
Ecommerce adoption risks
EAR I3[A1-3;B1-3]
EAF I1A/B1
I3A/B1
EMA EOP
EAR I1A/B2 I3A/B2
I3A/B3 OMI
EOM
Online shops | A External online consultants | B](https://image.slidesharecdn.com/ciprianadampaperpresentation2011-111028220009-phpapp02/85/Cluj-Napoca-Marketing-Conference-2011-5-320.jpg)
![Online shops profile [2]
IT&C
Fashion
House&Garden
Babies, Children&Toys
Health&Beauty
Categories of online shops at Romanian Ecommerce Hall of Fame 2010](https://image.slidesharecdn.com/ciprianadampaperpresentation2011-111028220009-phpapp02/85/Cluj-Napoca-Marketing-Conference-2011-11-320.jpg)
![Online shops profile [3]
Turnover, market share, net profit, average order value, number of clients evolution](https://image.slidesharecdn.com/ciprianadampaperpresentation2011-111028220009-phpapp02/85/Cluj-Napoca-Marketing-Conference-2011-12-320.jpg)
![Ecommerceonline marketing relationship | online shops
Online shops with moderate turnover increases offered customized experiences.
[2 = 80,003; B coefficient = 0,718]
Online shops with moderate turnover increases confirm an increase in using social media.
[2 = 40,748; B coefficient = 0,593]
No correlation between increase of social media opportunities (adoption factor) and
ecommerce platform facilities to implement online marketing decisions. [2 = 16,723]
No correlation between facilities integration and innovation in terms of social media
and online PR. [2 = 29,322]](https://image.slidesharecdn.com/ciprianadampaperpresentation2011-111028220009-phpapp02/85/Cluj-Napoca-Marketing-Conference-2011-26-320.jpg)
![Ecommerceonline marketing relationship | online shops [2]
Not having specific online objectives did not influence the turnover decrease or increase.
[2 = 20,555]
Online shops with moderate turnover increases confirmed existence of ecommerce know-how
inside the company. [2 = 86,716; B coefficient = 0,730]
Online shops with moderate turnover increases agreed online payments acceptance is an
ecommerce adoption factor. [2 = 35,500; B coefficient = 0,567]
No correlation between the security of online payments (3D Secure, adoption factor) an
ecommerce platform facilities to implement online marketing decisions. [2 = 7,612]
No correlation between influence of structured experiments (AB, MVT) and turnover
evolution. [2 = 17,422]](https://image.slidesharecdn.com/ciprianadampaperpresentation2011-111028220009-phpapp02/85/Cluj-Napoca-Marketing-Conference-2011-27-320.jpg)
Cluj-Napoca Marketing Conference 2011
- 1. Influence of adoption factors and risks on ecommerce and online marketing Ciprian Adam, lecturer, PhD West University of Timisoara, Faculty of Economics and Business Administration Cluj-Napoca, 2011
- 2. Literature review Managerial implications Research methodology Results Conclusions Topics
- 3. Redefining competitive advantage Ecommerce fundamentals Rethinking business strategy Review traditional models of business and generate revenues Redesigning the organization and website Reinventing customer service
- 4. Natural evolution vs. Disruptive revolution Customization & Strategic value Online experiences [+] / []
- 5. Research methodology Ecommerce adoption factors EAF Ecommerce and online Ecommerce and online I1[A1-2;B1-2] marketing assessment EMA marketing relationship Ecommerce adoption risks EAR I3[A1-3;B1-3] EAF I1A/B1 I3A/B1 EMA EOP EAR I1A/B2 I3A/B2 I3A/B3 OMI EOM Online shops | A External online consultants | B
- 6. H1. There is a positive correlation between risk factors and determinants of ecommerce adoption and attitudes towards ecommerce and online marketing Kauffman & Walden (2001); Chong (2005); Karakaya & Stahl (2009) H2. There is a positive correlation attitudes towards ecommerce and online marketing and the relationship between them Lager (2009); Williams et al. (2009); Yeo (2010); Hong (2009); Dillon et al. (2005)
- 7. Survey sampling pretested 5 online experts & 7 academic researchers non-probabilistic sampling two perspectives: internal (127) & external (91), all Romanians channels used for promotion: professional networks; Romanian Ecommerce Hall of Fame 2010 website; Liviu Talois ecommerce Yahoo group; other (Facebook, Twitter, targeted blogs Zelist) internal perspective (127) 1. owner/partner/general manager; 2. marketing/sales/PR/communication/logistics/IT manager; 3. internal consultant external perspective (91) 1. external online consultant/expert/agency; 2. ecommerce or/and online marketing passionate/blogger/affiliate
- 8. Survey sampling Online shops profile
- 10. Online shops profile Business relationship, no. of employees, market coverage, age of business
- 11. Online shops profile [2] IT&C Fashion House&Garden Babies, Children&Toys Health&Beauty Categories of online shops at Romanian Ecommerce Hall of Fame 2010
- 12. Online shops profile [3] Turnover, market share, net profit, average order value, number of clients evolution
- 13. Ecommerce and online marketing perceptions
- 14. Ecommerce and online marketing perceptions | online shops Effective organic search & PR Social media engagement Customer-centricity, search & support facilities
- 15. Ecommerce and online marketing perceptions | external consultants Effective organic search & PR Social media engagement Customer-centricity, search & support facilities
- 17. Ecommerce adoption risks | online shops Competition Lack of online marketing specialist Missed opportunities (search marketing, email marketing)
- 18. Ecommerce adoption risks | external consultants Lack of online marketing specialist Lack of clear online objectives
- 20. Operational practices in ecommerce | online shops Customization opportunities Use social media Importance of product returns&refunds policy Comments&reviews are important Comprehensive&quality information for clients
- 21. Operational practices in ecommerce | external consultants Customization opportunities Importance of product returns&refunds policy Comprehensive&quality information for clients Customer retention > attracting customers
- 22. Innovation in ecommerce | online shops
- 23. Innovation in ecommerce | external consultants
- 24. Ecommerceonline marketing | online shops
- 25. Ecommerceonline marketing | external consultants
- 26. Ecommerceonline marketing relationship | online shops Online shops with moderate turnover increases offered customized experiences. [2 = 80,003; B coefficient = 0,718] Online shops with moderate turnover increases confirm an increase in using social media. [2 = 40,748; B coefficient = 0,593] No correlation between increase of social media opportunities (adoption factor) and ecommerce platform facilities to implement online marketing decisions. [2 = 16,723] No correlation between facilities integration and innovation in terms of social media and online PR. [2 = 29,322]
- 27. Ecommerceonline marketing relationship | online shops [2] Not having specific online objectives did not influence the turnover decrease or increase. [2 = 20,555] Online shops with moderate turnover increases confirmed existence of ecommerce know-how inside the company. [2 = 86,716; B coefficient = 0,730] Online shops with moderate turnover increases agreed online payments acceptance is an ecommerce adoption factor. [2 = 35,500; B coefficient = 0,567] No correlation between the security of online payments (3D Secure, adoption factor) an ecommerce platform facilities to implement online marketing decisions. [2 = 7,612] No correlation between influence of structured experiments (AB, MVT) and turnover evolution. [2 = 17,422]
- 28. Hypothesis testing results Hypothesis Non-standardized Statistics Significance level Result coefficient value p B t I1A1 .529 5.331 .000 Accepted I1A2 .150 1.714 .091 Rejected I1B1 .585 4.949 .000 Accepted I1B2 .002 .013 .990 Rejected Hypothesis Non-standardized Statistics Significance level Result coefficient value p B t I2A1 .189 1.614 .112 Rejected I2A2 .837 5.441 .000 Accepted I2A3 .740 4.358 .000 Accepted I2B1 .239 2.131 .039 Accepted I2B2 .585 4.485 .000 Accepted I2B3 .367 2.408 .021 Accepted
- 29. Scale reliability Construct Code Cronbachs Alpha Number of online shops | consultans items Ecommerce and online marketing assessment EMA .778 | .761 10 Ecommerce adoption factors EAF .805 | .742 10 Ecommerce adoption risks EAR .870 | .690 9 Ecommerce operational practices EOP .716 | .638 11 Online marketing innovation OMI .882 | .829 10 Ecommerce influence on online marketing EOM .891 | .832 8
- 30. Validated research model EAF EMA OMI EOM Online shops | A EOP EAF EMA OMI EOM External online consultants | B
- 31. Managerial implications. Conclusions. Lack of a structured approach Lack of using essential tools and methods for measuring online marketing performance Low level of professionalization Addressing online operational marketing decisions without a medium and long-term orientation Limited innovation in online marketing activities Inappropriate degree of integration between ecommerce and online marketing
- 32. thank you. ciprian adam west university of timisoara ciprian.adam@ebig.biz