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The present research aimed to identify the motivations, needs, wants, preferences and limitations of corporate professionals with regard to business social analytics.

Online interviews were conducted with 26 professionals the majority of whom work at the management level at 20 reputable corporations in Turkey. Both qualitative and quantitative data was collected during these interviews, which lasted an average of one hour.

The findings shed light on the motivations of corporate professionals for monitoring social media and other digital media, their perceived capability and limitations in doing so, the media that they monitor and wanted to monitor if possible, their criteria and processes for working with service providers in the field of business social analytics, their needs which are not fully met by service providers, their suggestions on service improvement and their reflections on how internal and external customer data can be analyzed with an integrated approach.

This research is an attempt to bridge the gap between the priorities of engineers who generate artificial intelligence for the purposes of social listening and analytics and the end users, e.g. corporate communication professionals. Only by doing so, this field, which is getting more and more important as people spend more time online, will reach its full potential and benefit corporations by providing fruitful insight upon which strategic steps can be taken.

The study explores internal listening on internal social media (ISM) during a crisis at a large Danish hospital.

The study employs a netnographic qualitative design to analyze 142 posts shared by employees on the hospital's ISM platform “The Word is Free” and how these posts are listened to by employees, support functions and management.

The study finds seven different types of internal listening. Categories of vertical listening included respectful listening, delegated listening, formal listening and no listening, while horizontal listening included confirmatory listening, responsive listening, challenging listening and no listening.

The study focuses on listening on ISM between January 2019 and March 2022. Interviews with employees and managers are needed to further investigate how internal listening at the hospital influences organizational life both in general and during a crisis.

Especially in crisis situations, organizations are encouraged to approach ISM with a holistic understanding of listening and apply three principles: (1) embrace ISM as an employee communication arena where confirmatory, responsive and challenging listening among employees helps them to cope with strenuous situations; (2) monitor the ISM communication arena and (3) conduct respectful listening.

This study focuses on internal listening on ISM during a crisis and suggests a holistic understanding of internal listening that combines vertical and horizontal listening.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Firms should acknowledge and act upon employee views and concerns, especially during times of crisis. Technologies like internal social media (ISM) enable employees to have a voice that must elicit appropriate responses through engagement with relevant types of vertical and horizontal listening.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

This study aims to both identify content-based and interaction-based online consumer complaint types and predict complaint types according to the complaint magnitude rooted in complainants' personality traits, emotion, Twitter usage activity, as well as complaint's sentiment polarity, and interaction rate.

In total, 297,000 complaint tweets were collected from Twitter, featuring over 220,000 consumer profiles and over 24 million user tweets. The obtained data were analyzed via two-step machine learning approach.

This study proposes a set of content and profile features that can be employed for determining complaint types and reveals the relationship between content features, profile features and online complaint type.

This study proposes a novel model for identifying types of online complaints, offering a set of content and profile features that can be used for predicting complaint type, and therefore introduces a flexible approach for enhancing online complaint management.

Artificial intelligence (AI) is transforming consumers' experiences and how firms identify, create, nurture and manage interactive marketing relationships. However, most marketers do not have a clear understanding of what AI is and how it may mutually benefit consumers and firms. In this paper, the authors conduct an extensive review of the marketing literature, develop an AI framework for understanding value co-creation in interactive buyer–seller marketing relationships, identify research gaps and offer a future research agenda.

The authors first conduct an extensive literature review in 16 top marketing journals on AI. Based on this review, an AI framework for understanding value co-creation in interactive buyer–seller marketing relationships was conceptualized.

The literature review led to a number of key research findings and summary areas: (1) an historical perspective, (2) definitions and boundaries of AI, (3) AI and interactive marketing, (4) relevant theories in the domain of interactive marketing and (5) synthesizing AI research based on antecedents to AI usage, interactive AI usage contexts and AI-enabled value co-creation outcomes.

This is one of the most extensive reviews of AI literature in marketing, including an evaluation of in excess or 300 conceptual and empirical research. Based on the findings, the authors offer a future research agenda, including a visual titled “What is AI in Interactive Marketing? AI design factors, AI core elements & interactive marketing AI usage contexts.”

After working through the case, the students should be able to understand Indian political economy and the brand building process of NaMo; identify the media mix strategies used to build the brand NaMo in India; evaluate possible future growth strategies for brand NaMo; and compare and contrast brand NaMo with business brands.

Narendra Modi popularly called as NaMo was the current Prime Minister of India. He belonged to Bhartiya Janata Party (BJP) which won India’s general elections in two consecutive terms 2014 and 2019. NaMo was recognised worldwide for his prudence in leading the country to greater heights of achievement. NaMo started his political journey as the worker of BJP at a tender age. His rise in political career was akin to flagship brand overtaking the parent brand. All the steps taken in the past to position himself as a cult brand, will it fortify to NaMo’s victory in 2024 general elections? Business firms may follow NaMo’s strategies. What can the business brands emulate from NaMo to market and position themselves? Can political success be transpired to business success?

This case is designed for use in a graduate-/postgraduate-level marketing course in segments on brand management, brand expansion and the marketing strategies of a market leader. The case can also be used in a brand management course to discuss brand management models (e.g. Keller’s brand resonance pyramid and brand value chain). This case has particular application for classes that focus on brand equity, STP for any brand (segmentation, targeting and positioning) and brand value chain. The case looks in detail at the Indian political market and brand building process of NaMo and examines competitive moves since its inception. This case can be used in brand management, media management courses. The dilemma can be explained as part of a marketing course for postgraduate and executive programmes.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

CSS 8: Marketing.

To combat climate change, protect biodiversity, maintain water quality, facilitate a just transition for workers and engage citizens and communities, a diversity of stakeholders across multiple levels work together and collaborate to co-create mutually beneficial solutions. This paper aims to illustrate how a 7.5-year collaboration between local communities, researchers, academics, companies, state agencies and policymakers is contributing to the reframing of industrial harvested peatlands to regenerative ecosystems and carbon sinks with impacts on ecological, economic, social and cultural systems.

The European Union LIFE Integrated Project, Peatlands and People, responding to Ireland’s Climate Action Plan, represents Europe’s largest rehabilitation of industrially harvested peatlands. It makes extensive use of marketing research for reframing strategies and actions by partners, collaborators and communities in the evolving context of a just transition to a carbon-neutral future.

The results highlight the ecological, economic, social and cultural reframing of peatlands from fossil fuel and waste lands to regenerative ecosystems bursting with biodiversity and climate solution opportunities. Reframing impacts requires muddling through the ebbs and flows of planned, possible and unanticipated change that can deliver benefits for peatlands and people over time.

At 3 of 7.5 years into a project, the authors are muddling through how ecological reframing impacts economic and social/cultural reframing. Further impacts, planned and unplanned, can be expected.

This paper shows how an impact planning canvas tool and impact taxonomy can be applied for social and systems change. The tools can be used throughout a project to understand, respond to and manage for unplanned events. There is constant learning, constantly going back to the impact planning canvas and checking where we are, what is needed. There is action and reaction to each other and to the diversity of stakeholders affected and being affected by the reframing work.

This paper considers how systemic change through ecological, economic, social and cultural reframing is a perfectly imperfect process of muddling through which holds the promise of environmental, economic, technological, political, social and educational impacts to benefit nature, individuals, communities, organisations and society.

This paper aims to explore the dimensions that foster the effectiveness of artificial intelligence (AI) within a business strategy.

The paper reviews recent contributions to AI and business success and identifies the key pillars that support the achievement of good results.

The paper proposes that there are four critical dimensions for developing an effective business strategy with AI. This research finds that AI has the potential to drive significant development when it is leveraged along four main axes: a focused strategy for AI, knowledge of the customers, effective interactions with customers and effective implementation of AI. These four dimensions are essential for nurturing the critical dimensions of AI that enable successful integration with the business strategy. To achieve this integration, the business strategy must take advantage of the insights and capabilities provided by AI while also understanding and deeply knowing the customers through effective interactions with them. The development is structured in an organizational alignment where AI helps employees and learns from them. By continuously learning from the exploitation of knowledge and big data, the organization can enrich its use of AI.

The paper identifies four pillars of AI integration with the development of business strategy as areas for further empirical analysis by business researchers.

This paper offers strategies for managers and professionals to effectively integrate AI into business strategy.

The authors provide a novel perspective on using AI in business strategy by identifying four key axes of success in the current business landscape.

The versatility of customer relationship management (CRM) systems has kept these technologies popular over the years. These solutions have been integrated into organizations of all sizes, from large corporations to small- and medium-sized enterprises. Similarly, CRM systems have also found applications in all types of industries and business sectors. All this has been the driving force behind the proliferation of CRM solutions around the world. In this chapter, the author not only reflects on the impact and democratization of CRM systems on business management and marketing strategies but also explores how these technologies can determine the company's income. In particular, the author presents an experiment that analyzes the extent to which the volume of annual investment in CRM solutions can be used to predict annual net income in a sample of companies. Using time series analysis and applying the autoregressive integrated moving average modeling technique, the researcher examines a sample of 10 companies from different industries, and countries, over a 20-year period. The results show the efficiency of the predictive models developed in nine of the 10 companies analyzed. The findings of this study allow us to conclude that there seems to be an association between the investments made in CRM solutions and the income of the companies that invest in these technologies.