Activewear. What can I say? We millennials love yoga pants. Why? Because, they’re amazing. They are comfortable, stretchy and they hide your gut after eating too many smashed avo’s. What more could you want? But just how much do we love active wear? A study conducted by Roy Morgan (2014), reports that 1.6 million millennial Aussies buy men’s and/or women’s activewear within a month period. That’s a lot of lululemon. The internet has changed the activewear industry in BIG WAYS. Social media was largely responsible for the boom in fashionable athleisure worldwide, with big brands like Tommy Hilfiger and even Gucci releasing their own style variations to meet growing demand from trendy consumers.

Opening an online sports retailing store requires the use of effective marketing tactics in order to maintain a competitive advantage in a hugely saturated market (Yee & Sidek, 2009).

I will be discussing three marketing tips that I believe will generate success in an online sports retailing store.

1. Work out who your target audience is!
2. Use the right channels to reach that audience!
3. Use CRM

I will be breaking down each of these tactics as a set of questions for you guys (my subscriber friends). If you are thinking about opening your own online sports retail business one day, stay tuned.

“Who is my target audience and how can I reach them?”

It is important for any business to work out who their main consumers will be (Chaffey & Ellis-Chadwick, 2019). Millennials make up the majority of activewear sales both online and retail (Roy Morgan, 2014). It is important to note that this age group are also heavy social media users (York, 2017). The number of brands using social media in their marketing strategy is staggering. How will you stand out? There are a few ways that brands can capture the attention of their target audience. The most obvious is through content marketing. Strong content gets the attention of customers as well as strengthens search engine rankings (Ramzan & Syed, 2018).  It is important to track current trends, as well as produce content that your target audience can relate too. Content should be informational as well as interactive, ultimately providing a platform for customer engagement (DeMers, 2019).

“What channels should I use to promote my business?”

It is helpful to check out what your competitors are doing, when starting a business (Ogweng, 2018). When choosing a channel to promote your business, you should look at the channels your competitors generate the most success from. It is also important to make sure the platform you chose is one that is most used by your target audience. For example, you wouldn’t be using LinkedIn to try and sell activewear to millennials (duh). New statistics show that 30% of millennials interact with brands at least once a month on social media, and that a majority of these interactions occur through Instagram and Facebook (York, 2017). Based on social media usage statistics in Australia, it is safe to assume that using social media platforms like Facebook, would have significant reach in an Australian market as figures estimate 91% of Australians interact on the public forum (Yellow social media report, 2018). Successful business will ultimately use the platforms that will generate the most reach.

“How am I going to track my success?”

It is incredibly important for businesses to understand their audience. New CRM software initiatives such as Salesforce, will provide you with the ability to track customer participation and interaction with your brand, as well as direct you to areas that need improvement. CRM software has shown to drastically improve customer loyalty as well as increasing company revenue and sales.

Thanks for tuning in today! I wish you all the best on your future business ventures!

References

Chaffey, D. & Ellis-Chadwick, F. (2019). Digital Marketing: Strategy, Implementation and Practice. United Kingdom: Pearson.

DeMers, J. (2019). 6 Social Media Marketing Tactics That Give the Best Bang for Your Buck. [online] Entrepreneur. Retrieved from: https://www.entrepreneur.com/article/274522 [Accessed 9 Septemner 2019].

Ogweng, S. (2018, December 27). The Ultimate Guide To Choosing The Best Social Media Channels For Your Business [Web log post]. Retrieved from Sked Social: https://skedsocial.com/blog/social-media-channels-for-your-business/

Ramzan, U., & Syed, A. R. (2018). ROLE OF CONTENT BASED SOCIAL MEDIA MARKETING IN BUILDING CUSTOMER LOYALTY AND MOTIVATING CONSUMERS TO FORWARD CONTENT. Journal of Internet Banking and Commerce, 23(3), 1-20. Retrieved from https://search-proquest-com.dbgw.lis.curtin.edu.au/docview/2216873543?accountid=10382

Roy Morgan Research (2014), “More aussie women getting sporty”,Retrieved from: http://www.roymorgan.com/ findings/5876-more-aussie-women-getting-sporty-201410212154 [Accessed 8 September 2019].

Watts, L., & Chi, T. (2018). Key factors influencing the purchase intention of activewear: an empirical study of US consumers. International Journal Of Fashion Design, Technology And Education, 12(1), 46-55. doi: 10.1080/17543266.2018.1477995

Yee, W. F. & Sidek, Y. (2009). “Influence of brand loyalty on consumer sportswear”. International Journal of Economics and Management, 2, pp. 221-236.

Yellow social media report 2018: Part 1 – consumers. Canberra: Yellow; 2018.

York A. (2018). 7 Steps in Creating a Winning Social Media Marketing Strategy in 2018. SproutSocial. Retrieved from: https://sproutsocial.com/insights/social-media-marketing-strategy/ [Accessed 10 September 2019].

Netflix is an industry leader in online streaming services. Digital streaming has transformed the way in which we consume media. Online streaming services are slowly replacing expensive television and cable companies such as Foxtel, that require installation and equipment. Incorporating a Business-to-Consumer (B2C) model, Netflix supply content to their customers using an affordable monthly subscription rate. Netflix offer their customers the option to choose from three different subscription packages; basic, standard and premium (Donnelly, 2018).

Netflix’s value proposition lies greatly in the affordability of its subscription prices, their basic package priced at a low $9.99 a month in Australia makes the service viable to low income owners who traditionally were unable to pay the high prices demanded by companies like Foxtel (Donnelly, 2018). In addition to their low prices, Netflix offers their customers an extensive range of both original and licensed content, accessible on multiple devices simultaneously, meaning there is something to watch for everyone (Hayden, 2016). Netflix has 93 million subscribers in more than 90 countries, their target market “anyone who can afford an internet connection” (Lotz, 2017).

Netflix is easily accessible, customers gaining access content through the company’s Netflix.com website and Android and Apple Apps (Hayden, 2016). Using an algorithm, Netflix customers are provided with customised content recommendations centred around previously watched films and tv shows, this feature greatly improves the customer experience of its users. Innovation in their mobile and tablet App adds value to the product with subscribers being able to download and watch content offline which has greatly contributed to the company’s continues success.

Netflix customer relationship strategy has proven to be successful. Giving their subscribers a “voice”, they are able to interact with their content through ratings, providing them with a sense of freedom and control over content (Smith, 2017).  A 24-hour customer service and technical support line also provides streamers with all necessary support and creates a virtual community (Haydon, 2016). Netflix’s revenue source depends solely off monthly subscription’s (Netflix Business Revenue Model, n.d.). Massive investment of revenue into creating original content is risky, however, it differentiates the company from competitors which can potentially grow Netflix’s market share (Radak, 2016).

References

Donnelly, T. (2018). How much does Netflix cost in Australia?. Retrieved from https://www.whistleout.com.au/PayTV/Guides/how-much-does-netflix-cost-in-australia

Hayden, J. (2016). Netflix’s Business Model Canvas. Retrieved from https://www.slideshare.net/JacintaHayden/netflixs-business-model-canvas

Lotz, A. (2017). The unique strategy Netflix deployed to reach 90 million worldwide subscribers. Retrieved from https://theconversation.com/the-unique-strategy-netflix-deployed-to-reach-90-million-worldwide-subscribers-74885

NETFLIX BUSINESS REVENUE MODEL | HOW IT WORKS. Retrieved from https://futureworktechnologies.com/netflix-business-revenue-model-works/

Radak, D. (2016). Breaking Down the Netflix Business Model. Retrieved from https://www.business2community.com/business-innovation/breaking-netflix-business-model-history-future-vod-giant-01582436

Smith, A. (2017). How To Create A Customer-Obsessed Company Like Netflix. Retrieved from https://www.forbes.com/sites/anthonysmith/2017/12/12/how-to-create-a-customer-obsessed-company-like-netflix/#322121a36d22

Salesforce is a cloud-based stakeholder engagement platform that provides users with a truly contemporary interactive experience in many business areas including marketing, sales, service, commerce, analytics and more.

Salesforce.com was founded in 1999, by Chairman and co-CEO Marc Benioff, gaining an early-mover advantage, the company was the first to provide on-demand software solutions for Customer Relationship Management (CRM) through cloud computing technology (Sraders, 2019). Innovation within the business model, is most notable in the company’s unique product offering. The very first to offer enterprise “software as a service” (SaaS), Salesforce.com offers affordable business solutions to customers, employees and other stakeholders (Desisto, 2017).  The platform is focused on customer acquisition and retention, as well as improving employee productivity and efficiency. Continuously integrating market trends into business strategy, Salesforce.com holds a competitive advantage in the market (DaSilva et al., 2013). A recent example of this is the integration of analytics, machine learning and Artificial Intelligence offerings in the core platform (Henschen, 2017).

Market share for Salesforce.com is currently at 19.5%, more than doubling its main competitors SAP (8.3%) and Oracle (5.5%) (Cuofano, 2019). Deploying a mass marketing strategy, Salesforce.com provides businesses of all shapes and sizes the necessary tools to succeed in today’s digital age of business.

Salesforce continues to develop new business model’s through brand acquisition and partnerships, most notably its recent 2018 acquisition of MuleSoft, which allows Salesforce customers to “connect any application, data and device” through innovative products enabling continued market success (Salesforce Completes Acquisition of MuleSoft, 2018). Adding to its value proposition Salesforce’s partnership with Google, allows customers to increase their marketing effectiveness through the amalgamation of industry leading solutions. Salesforce’s decision to partner with Google, means “customers can now purchase Google Marketing Platform products” such as Google Analytics 360, directly from Salesforce, providing them with a singular integrated platform for online marketing activities (‘The Salesforce and Google Partnership Keeps Getting Better’, 2019).

Salesforce.com employs two revenue models. Its subscription-based licencing model drives 93% of the company’s revenue, whilst the remaining 7% coming from Professional Services fees (Cuofano, 2019).

Salesforce’s most increasingly show of innovation is in the evergreen technology platform, transitioning their offering into a predominantly automated process platform “driven by intelligent software” (Angell, 2015).  

References

Angell, B. (2015). Why Evergreen IT Must Be Part Of Your Long-Term IT Strategy. Retrieved 5 September 2019, from https://blog.juriba.com/evergreen-it-concept-or-reality

Cuofano, G. (2019). Salesforce: The Multi-Billion Dollar Subscription Based CRM – FourWeekMBA. Retrieved 4 September 2019, from https://fourweekmba.com/salesforce-business-model/

DaSilva, C., Trkman, P., Desouza, K., & Lindič, J. (2013). Disruptive technologies: a business model perspective on cloud computing. Technology Analysis & Strategic Management, 25(10), 1161-1173. doi: 10.1080/09537325.2013.843661

Desisto, R. (2017). Why Have Thousands of Companies Selected Salesforce? It’s the Value. Retrieved 5 September 2019, from https://www.salesforce.com/blog/2016/10/why-companies-select-salesforce.html

Henschen, D. (2017). Inside Salesforce Einstein Artificial Intelligence. Retrieved 7 September 2019, from https://www.salesforce.com/content/dam/web/en_us/www/documents/reports/inside-einstein.pdf

Konrad, A. (2014). Salesforce Innovation Secrets: How Marc Benioff’s Team Stays On Top. Retrieved 3 September 2019, from https://www.forbes.com/sites/alexkonrad/2014/08/20/marc-benioffs-innovation-secret/#7de7d3583349

Sraders, A. (2019). What is Salesforce and What Does It Do in 2018?. Retrieved 5 September 2019, from https://www.thestreet.com/technology/what-is-salesforce-14796378

Salesforce Completes Acquisition of MuleSoft. (2018) MuleSoft. Retrieved 7 September 2019, from https://www.mulesoft.com/press-center/salesforce-acquisition-completed

The Salesforce and Google Partnership Keeps Getting Better. (2019). Salesforce.com. Retrieved 4 September 2019, from https://www.salesforce.com/blog/2018/09/salesforce-google-partnership-keeps-getting-better.html

Gone are the days of standing in line at your nearest financial banking branch to cash a cheque or deposit some money.  Innovation in technology has improved the way in which consumers handle their finances. In this current social media age, financial service institutions that embrace social media have a competitive advantage, being able to spot online customer complaints and respond before their reputation is damaged (Kumar & Devi, 2014).

Following on from my previous blog we are going to use the SMFF to discuss how the financial services industry is incorporating social media into their marketing strategy. To quickly review, the SMFF frame work consists of four dimensions:

1. Scope
2. Culture
3. Structure and,
4. Governance

Scope

Financial service industries were previously defenders when it came to use of social media, operating their platforms’ as a way to inform their viewers through one-way dialogue. However, we now know that social media is a “collective rather than a monologue” (Kumar & Devi, 2014).  When customers have a bad experience with a company they often turn to social media to vent. Many financial service institutions have altered their use of social media in response to this trend, using two-way communication and interacting with customers on a variety of social media channels in order to reduce negative commentary on public platforms (Eldridge, 2017). Small banks are gaining prominence in the industry, responding to consumer behavioural changes and the growing attachment to smartphones in their social media approach, which is largely a result of fintech and branchless brands (Rooney, 2019).

Culture

The social media culture in the financial services industry is still very traditional. However, to handle the ever-changing social environment, many services are incorporating social media elements in order to respond to the rise in online presence amongst customers. For example, many banks have partnered with Apple Pay, allowing quick and easy payments for products on a variety of websites.

Structure

It is evident that the financial services industry incorporates a network structure, using aspects of social media across all areas, from credit ratings to feedback and referral (Eldridge, 2017).

Attached is an interesting article discussing 5 ways banks use social media in 2019.

https://everfi.com/insights/blog/social-media-marketing-for-banks/

Governance

The financial services industries use an autocratic governance system, enforcing guidelines for both advertising and personal interaction on social media. It is important to maintain a level of professionalism when dealing with customers, and to ensure that all social media activity is in line with the company’s image and values.

Although this topic was rather dry, it is interesting to see the way in which social media has influenced something almost all of us use in our day to day lives, and the progress in change the industry has undergone with initiatives like Apple Pay and PayId making transactions easier than ever.

References

Kumar, K., & Devi, V. (2014). Social Media in Financial Services – A Theoretical Perspective. Procedia Economics And Finance, 11, 306-313. doi: 10.1016/s2212-5671(14)00198-1

Rooney, K. (2019). Small banks you’ve never heard of are quietly enabling the tech takeover of the financial industry. CNBC [online]. Available at: https://www.cnbc.com/2019/02/15/small-banks-youve-never-heard-of-quietly-power-the-booming-fintech-industry–.html

Eldridge, R. (2016). How Social Media Is Shaping Financial Services. Huffpost [Online]. Available at: https://www.huffpost.com/entry/how-social-media-is-shapi_b_9043918?guccounter=1

Kylie Jenner is one of the most renowned household names of the 21^st century. The youngest of the Kar-Jenner Klan, Kylie’s rise to fame is largely a result of her social media use. If you’re an OG Kylie fan, you will remember her from “Vine” (If you don’t know what Vine is, LOOK IT UP). If you’re only recently jumping on the Kylie bandwagon and have lived under a rock for the last decade, Kylie Jenner is a social media sensation with 22 million followers on Facebook, 28 million on Twitter and whopping 144 million on Instagram she’s the real deal when we think of the term “Influencer”. Let us not forget the Kylie Jenner lip challenge, RIP to all the girls who had to explain to their parents why their lips were blue with bruises.

Kylie is also a successful business woman, launching her first business in 2015 “Kylie Cosmetics” and later “Kylie Skin” in May 2019. Kylies monumental success as a businesswoman is evident, recently being declared as the world’s youngest “self-made billionaires” (Meija & Huddleston, 2019).

SHE MAKING SHMONEYYY!

To understand Kylie’s use of social media in her business strategy I will be using the Social Media Marketing Framework (SMMF).

The SMMF proposes four dimensions to social media marketing:

• Scope
• Culture
• Structure and;
• Governance

What is scope?

Scope refers to how we use social media platforms in marketing. Within this scope, there are defenders and explorers (Felix et al., 2016, p. 120). Defenders use social media to communicate and inform their viewers using one-way communication, where as, explorers focus their social media on integrating, interacting and collaborating with viewers through a two-way communication channel (Felix et al., 2016, p. 120).

Kylie uses her social media presence to interact and engage with her viewers, building a “community” around her brand “Kylie Cosmetics” (Hillier, 2019). Not only does Kylie use her personal social media accounts to showcase her products, she encourages customers to engage with the brand by posting photo’s of themselves wearing her products using the hashtag #KylieCosmetics. Tagging “Kylie Cosmetics” in their photos, Kylie’s customers are given the chance to be reposted on the Kylie Cosmetics Instagram. Through doing this, customers feel involved in the brand and likely to post more about the brand, further generating hype.

What is culture?

Culture refers to the differences in how social media is used (Chaffey & Ellis-Chadwick, 2019). Social media marketing culture can be divided into two categories, a modernist approach characterised by its permeability and acceptance of social media platforms and a conservative approach which uses social media as a mass-marketing channel (Felix et al., 2016; Chaffey & Ellis-Chadwick, 2019).

Kylie’s use of social media is very modern, incorporating social media into all aspects of her life, she often gives her viewers insight on her day to day activities (Fahner, 2018).

What is structure?

Structure refers to how social media is organised and implemented. To understand this dimension, we need to talk about hierarchies and networks.

A hierarchy structure means a company has 100% control, leaving control of social media marketing in the hands of a clearly defined assignee (Chaffey & Ellis-Chadwick, 2019). In a network structure, however, the responsibility of social media marketing is decentralised and shared amongst all employees (Chaffey & Ellis-Chadwick, 2019).

Kylie Cosmetics has a massive online presence leading me to believe she has a social media team working as a network to ensure the brand is constantly interacting and engaging with customers.

What is governance?

The final dimension of the SMMF, governance relates to how a company controls social media marketing responsibilities and a company’s rules about what can and cannot be said (Felix et al., 2016; Chaffey & Ellis-Chadwick, 2019). To break this down, we have anarchy and autocracy (Felix et al., 2016).

Autocracy is an extreme position that provides precise guideline’s regulating the use of social media platforms by its employees. In comparison, anarchy means there are no rules or guidelines monitoring the use of social media by employees.

In my opinion, it is important to find a middle ground when governing the use of social media. Kylie Cosmetics utilises a multidimensional approach for governance, I believe there would be guidelines regarding employee conduct expectations. However, the role would require freethinking to handle the unpredictable nature of social media and therefore could not be strictly regulated.

Kylie Jenner is a social media marketing GOD, her status as an influencer is irrefutable whether people like her or not. Let me know if you have succumbed and purchased any of Kylie’s products in the comment section below!

Stay tuned!

References

Chaffey, D. & Ellis-Chadwick, F. (2019). Digital Marketing: Strategy, Implementation and Practice. United Kingdom: Pearson.

Fahner, J. (2018). What You Can Learn About PR Strategy from Kylie Jenner. [online] Spin Sucks. Available at: https://spinsucks.com/social-media/kylie-jenner-pr-strategy/.

Felix, R., Rauschnabel, P. A. & Hinsch, C. (2016). Elements of strategic social media marketing: A holistic framework. Journal of Business Research, 70(1), 118-126.

Hillier, L. (2019). Behind Kylie Jenner’s success in a saturated cosmetics industry – Econsultancy. Econsultancy. Available at: https://econsultancy.com/behind-kylie-jenner-s-success-in-a-saturated-cosmetics-industry/.

Mejia, Z. & Huddleston, T. (2019). How Kylie Jenner became the world’s youngest self-made billionaire at 21. [online] CNBC. Available at: https://www.cnbc.com/2019/03/05/forbes-kylie-jenner-is-the-worlds-youngest-self-made-billionaire.html

It turns out my editing skills are below average! But here is a video I put together of some of my favourite sunsets and sceneries in Perth, Western Australia. Take a minute out of your day to breathe and relax whilst watching this video!

Online shopping is undoubtedly one of the best technological innovations since the invention of the mobile phone. It is also one of the reasons I will never be able to buy a home, screw avocado toast. Online shopping is like the adult version of going to an ice-cream shop, except your choice of ice-cream is practically endless. However, consumers tend to have preferences when it comes to choosing the stores they shop at. Why is this you ask? Great question! Rose and Hair (2011), have developed an Online Customer Experience (OCE) framework that provides insight on how consumer experiences impact businesses and their products, from the beginning of the consumer behaviour process to the end. As a consumer, we choose to buy from stores that we feel provide us the most value both mentally and emotionally.

To break down the different stages of the OCE framework, I will be using one of my all-time favourite online retailers “The Iconic”.

Stage 1: Antecedents

When consumers make the decision to purchase a product, they inspect a products features, such as perceived quality, overall enjoyability as well as the risks and benefits associated with making the purchase. These features are gathered through concepts referred to as antecedents that influence our purchasing behaviour. Concepts that influence our purchasing behaviour include information processing (IP), perceived ease-of-use, perceived usefulness, perceived benefits, perceived control, skill, trust propensity, perceived risk and enjoyment (Chaffey & Ellis-Chadwick, 2019; Rose, Hair & Clarke, 2011).

Information processing (IP) refers to how we as consumers interpret the information provided to us throughout the purchase decision-making process (Chaffey & Ellis-Chadwick, 2019; Rose, Hair & Clarke, 2011). The Iconic’s logo in itself acts to influence purchasing behaviour, its classic evenly spaced black and white text presenting a feeling of class and organisation, translating directly to the luxury of the brand. IP refers to a consumer’s interpretation of stimuli.  

Perceived ease-of-use refers to how easily consumer can navigate the web/ mobile site. (Chaffey & Ellis-Chadwick, 2019; Rose, Hair & Clarke, 2011). The Iconic’s, website is easy to navigate, offering product categories on its home page, a search bar, order info (including returns and tracking) as well as a direct link to contact information.

In addition to their website The Iconic offer a mobile app for both Apple and Android users that allow for shopping on the go, or for when you have a really bad day and need some material happiness *please tell me that I’m not the only one*

Perceived usefulness refers to how the digital offer will fit into the day to day life of the consumer (Chaffey & Ellis-Chadwick, 2019). For me having access to The Iconic on my phone, means that I can buy on the go. There have been countless times, I have had last minute events pop up (or forgotten about) and needed to buy an outfit ASAP, The Iconic lets me shop from wherever I am, the only two requirements for making a purchase being an internet connection and money in the bank (I’m seriously never buying a house).

Consumers who feel as though they are being rewarded through their engagement with a digital offer, are more likely to support an online brand. Perceived benefits relate to the positive consequences arising from interacting with a digital offer. The Iconic, offer customers discounts through promotional codes allowing them to nab their favourite products at a cheaper price! Customers are also notified when items in their Wishlist go on sale. As a Uni student, The Iconic also offer special discounts for people studying through partnering with UniDays Australia.

Perceived control refers to the feeling of confidence in the environment resulting from the ease of using the web/mobile site. As someone who is constantly on their phone *sorry mum* I am a QUEEN at finding hidden fashion treasures in the deep dark web.

The more you visit a site, the greater your exposure and in turn the easier it is to engage with the content. This is referred to in the OCE framework as “Skill”. When I am shopping at The Iconic, I often utilise their filter option, which allow me to narrow down my search to products more suited to what I am looking for. For instance, I DESPISE cropped shirts, mostly because fashion retailers these days seem to have forgotten that the majority of the human race DO have a torso that continues below their belly button, and that maybe just maybe I don’t want half my stomach on display (especially during a Canberra winter).

Trust and risk play a significant role in determining how a customer behaves online. Customers should feel as though they are not being exposed to risk when reaching their purchasing goals. The Iconic, offers free shipping and returns on products, which allows customers to minimise the risks associated with online shopping *cough cough* unpredictable sizing. Although you cannot always guarantee safety against hackers (Princess Polly I’m looking at you!) secured payment methods are provided to ensure there is a very minimal risk of personal information being stolen.

Lastly, the outcome of a positive online experience or ENJOYMENT. I can confirm I am a huge fan of The Iconic and cannot wait for them to start trialling their drone delivery service in Canberra (insider goss *stay tuned*).

Stage 2: Experience

Shopping experiences are both cognitive and affective, this has been scientifically proven in almost all 90’s and 2000’s films. *Get in loser, we’re going shopping*. Our cognitive state is about how we think about our experiences where as our affective state is how we feel.

When shopping on The Iconic my experience was positive as I was able confident in the brands stocked by the store, I was able to navigate the website easily and find what I was looking for and I was able to use AFTERPAY (the holy grail company for broke millennials) just because your credit rating sucks doesn’t mean your wardrobe should.

Stage 3: Consequence

Following antecedents and experience is consequence. There are two consequences in the OCE framework, customer satisfaction and repurchase intention (Chaffey & Ellis-Chadwick, 2019). Customer satisfaction relates to the positive thoughts and feelings you get from engaging with a digital offer, which influences your intent to repurchase from the same online retailer.

PSA: If you haven’t shopped at The Iconic, you should

References

Chaffey, D. & Ellis-Chadwick, F. (2019). Digital Marketing: Strategy, Implementation and Practice. United Kingdom: Pearson.

Rose, S., Hair, N. & Clark, M. (2011). Online Customer Experience: A Review of the Business-to-Consumer Online Purchase Context. International Journal of Management Reviews, 13(1), 24-39.