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e‐Marketing Ireland: cashing in on green dots

Wade Halvorson (S.P. Jain School of Global Management, Singapore and UWA Business School, University of Western Australia, Crawley, Australia)
Anjali Bal (Beedie School of Business, Simon Fraser University, Vancouver, Canada)
Leyland Pitt (Beedie School of Business, Simon Fraser University, Vancouver, Canada)
Michael Parent (Beedie School of Business, Simon Fraser University, Vancouver, Canada)

Marketing Intelligence & Planning

ISSN: 0263-4503

Article publication date: 14 September 2012

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Abstract

Purpose

The purpose of this paper is to analyze an integrated marketing model that includes operations in the real and virtual worlds.

Design/methodology/approach

The authors selected a marketing campaign conducted by a real world enterprise (Tourism Dublin) and examined the virtual world business (Virtual Dublin) model through that lens.

Findings

At the “slope of enlightenment” stage of the Gartner technology hype cycle, it is found that Second Life offers value for its business clients who understand the use of an immersive virtual experience as part of a strategic marketing program.

Practical implications

The paper shows that strategic use of a simulation that provides an immersive experience, such as the virtual exploration of a tourist destination, as part of an integrated marketing program can deliver tangible results and add value to a marketing campaign.

Social implications

With a range of products and services that were previously inaccessible before purchase, consumers can “try before they buy” in a virtual environment such as Second Life.

Originality/value

To the authors’ knowledge, this is the first case study to examine the business model of a company operating in Second Life (a virtual world) that sells the value of an immersive customer experience as an important part of an integrated marketing communications program.

Keywords

Citation

Halvorson, W., Bal, A., Pitt, L. and Parent, M. (2012), "e‐Marketing Ireland: cashing in on green dots", Marketing Intelligence & Planning, Vol. 30 No. 6, pp. 625-633. https://doi.org/10.1108/02634501211262591

Publisher

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Emerald Group Publishing Limited

Copyright © 2012, Emerald Group Publishing Limited

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