Peter, Marc K.
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Peter, Marc K.
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- PublikationMobile applications at music festivals in Portugal(Springer, 2020) Fonseca, Daniel; Reis, José Luís; Teixeira, Sandrina; Peter, Marc K.; Rocha, Álvaro; Reis, José Luís; Peter, Marc K.; Bogdanović, Zorica [in: Marketing and Smart Technologies. Proceedings of ICMarkTech 2019]04A - Beitrag Sammelband
- PublikationThe residents' perception of the impacts of tourism in Porto(Springer, 2020) Carvalho, João M. S.; Ribeiro, Sandrina; Peter, Marc K.; Rocha,Álvaro; Reis, José Luís; Peter, Marc K.; Bogdanović, Zorica [in: Marketing and Smart Technologies. Proceedings of ICMarkTech 2019]04A - Beitrag Sammelband
- PublikationSocial Media: Schritt für Schritt zum Erfolg(Beobachter Edition, 2020) Dalla Vecchia, Martina; Vogel, Tanja; Zachlod, Cécile; Peter, Marc K.; Niedermann, André [in: Digital Marketing für KMU. Wie Unternehmen sich digital vermarkten und kommunizieren]Social Media Marketing für KMU. Mit einem Überblick der Methoden und dem Social Media Framework im Besonderen: 1. Social Media Strategie. 2. Social Media Organisation, 3. Social Media Plattformen, 4. Social Media Publikation 5. Social Media Monitoring.04A - Beitrag Sammelband
- PublikationThe digital marketing toolkit: a literature review for the identification of digital marketing channels and platforms(Springer, 2020) Peter, Marc K.; Dalla Vecchia, Martina; Dornberger, Rolf [in: New trends in business information systems and technology]Digital transformation, driven by technological advances and changing customer requirements, is stimulating the use of digital marketing. 11% of Swiss organizations regard digitalmarketing as a key investment area as part of their overall digital transformation strategy, with over one third of Swiss organizations currently investing in new sales and marketing tools. Unfortunately, there are implementation gaps between Swiss small and medium-sized enterprises (SME) and large enterprises (LE). In short, SME are lagging behind LE and generally do not use digitalmarketing tools, channels, and platforms. Barriers that prevent SME from adopting higher digital marketing tools are cultural change, limited resources/high costs, technology, and expertise. The objective of this study is to close the knowledge gap and provide SME with an overview of the most important digital marketing tools based on a literature review in order to leverage the opportunity of digital technology in the marketing discipline and reduce the distance to LE. The literature review identified nineteen relevant articles. These articles include 162 citations of tools, channels, platforms, and methods, which can be used by SME to close the knowledge gap and thus take advantage of a new, digital marketing portfolio. The twenty-four unique digitalmarketing tools are presented based on a comparative analysis, with the eleven most often cited tools being defined and described. Potential for further research was identified.04A - Beitrag Sammelband
- PublikationSearch Engine Optimisation: Geklickt wird, was gefunden wird(Beobachter-Edition, 2020) Griesser, Simone; Zachlod, Cécile; Peter, Marc K.; Niedermann, André [in: Digitales Marketing für KMU. Wie Unternehmen sich digital vermarkten und kommunizieren]04A - Beitrag Sammelband
- PublikationWie umsetzen? Der Workshop-Canvas für Ihre Arbeitswelt 4.0(Hochschule für Wirtschaft FHNW, 2019) Peter, Marc K.; Peter, Marc K. [in: Arbeitswelt 4.0. Als KMU die Arbeitswelt der Zukunft erfolgreich gestalten. Forschungsresultate und Praxisleitfaden.]04A - Beitrag Sammelband
- PublikationForschungsresultate zum Stand der Arbeitswelt 4.0(Hochschule für Wirtschaft FHNW, 2019) Peter, Marc K.; Ruf, Alessia; Zahn, Carmen; Peter, Marc K. [in: Arbeitswelt 4.0. Als KMU die Arbeitswelt der Zukunft erfolgreich gestalten. Forschungsresultate und Praxisleitfaden.]04A - Beitrag Sammelband
- PublikationAction fields of digital transformation - a review and comparative analysis of digital transformation maturity models and frameworks(edition gesowip, 2019) Bumann, Jimmy; Peter, Marc K.; Verkuil, Arie Hans; Hinkelmann, Knut; Aeschbacher, Marc [in: Digitalisierung und andere Innovationsformen im Management]04A - Beitrag Sammelband
- PublikationThe evolving approach to strategic corporate foresight at Swiss bank PostFinance in the age of digital transformation(Palgrave Macmillan, 2019) Peter, Marc K.; Schreiber, Deborah A.; Berge, Zane L. [in: Futures thinking and organizational policy. Case studies for managing rapid change in technology, globalization and workforce diversity]There are numerous advantages to adopting a foresight-centric approach to strategy management. In addition to formal output from the process, PF has shown that there is a strong link between foresight and innovation as a foresight-centric planning process, which reflects more open debate and reveals more divergent scenarios for consideration. Through the open conversations (i.e., community-of-practice), employees are more willing to present and debate ideas across all levels of the organization, in turn re-energizing strategic debate and supporting innovation. Quantifiable output from foresight in 2005/2006 includes the development of two scenario-based future “worlds”. The executive team acknowledged that these are the two scenarios which are used as a basis to test the bank’s strategic plans and organization’s readiness for change. After long debates and many workshops, management defined a list of actions required under each scenario, but decided to implement the changes required to prepare for the “convenience” world.04A - Beitrag Sammelband
- PublikationMarketing automation. A project framework in support of digital transformation(Springer, 2018) Dalla Vecchia, Martina; Peter, Marc K.; Dornberger, Rolf [in: Business information systems and technology 4.0. New trends in the age of digital change]While the benefits of marketing technologies in organizations were already being discussed in the 1960s, the contemporary approach to Marketing Automation has only been in existence for a few years. This chapter addresses the digital opportunities in marketing as an important component of an organization’s digital transformation initiative. Driven by various business challenges centered around the organization’s customers and market channels, the goal of this literature review is to provide an overview of the potential applications of Marketing Automation and the growing market of available software solutions. A particular focus is set on a pragmatic best practice framework for Marketing Automation that includes all major components, ranging from strategic considerations, customer journey analysis to use cases along with data management, content marketing and channel management. While there are some simple implementation opportunities, a best practice framework will support an organization to achieve its ambitious goals. However, the opportunities for Marketing Automation are still evolving as new tools and channels come on to the market.04A - Beitrag Sammelband