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This study investigates the influence of e-marketing risks on a Corporation’s Reputation (CR) resulting from its online marketing of products and services.

A comprehensive analysis was conducted to enhance the company’s e-marketing strategies and bolster its reputation in the market. This involved an investigation into key factors of e-marketing risks, such as customer confidence, product quality, marketing fraud, credibility and customer knowledge and proficiency in using online platforms. These factors have directly impacted the company’s reputation, including aspects such as product/service quality, attractiveness, performance and commitment to social responsibility.

Its finding indicates that customers' lack of confidence in e-marketing has a strong impact on CR, followed by product quality and credibility. The absence of consumer awareness about e-marketing websites and e-fraud frequently negatively affects the organizational reputation.

To enhance the corporation’s reputation, it is recommended that companies provide educational resources on online shopping, including guidance on using the company’s website, comparing prices and other services that facilitate online purchases. This will help to support the credibility of e-marketing and enhance customer trust.

This research is an exploration of how e-marketing has affected a Corporation’s Reputation. It provides modern knowledge about the dynamic interplay between digital strategies and brand perception. Investigating this relationship provides valuable insights into the evolving landscape of consumer trust in the digital age. By analysing the various ways in which e-marketing influences a company’s reputation, innovative approaches can be developed to enhance its online presence and build lasting customer trust.

This chapter presents the e-marketing practices followed by the micro, small and medium enterprises (MSMEs) in India. It explored the owner-managers perceptions of MSMEs regarding their average expenditures, budget allocations, management, policy, sources of information, return on investment and their desire for formal training on e-marketing activities in future. Data were collected from 253 MSME owner-managers through an e-questionnaire. The researchers found that the majority of the MSME owner-managers allocate a monthly budget for e-marketing initiatives, and they have increased it over the past few years. However, the total expenditure on e-marketing activities is between 1% and 10% of their total marketing budget. These businesses are partly or fully outsourcing search engine optimization (SEO), display advertising and referral marketing, whereas other e-marketing activities are managed in-house. Generally, these MSMEs are not measuring the success of their digital marketing efforts. If they do it, they are not doing it in a professional manner. MSMEs were found to be slow in posting content and engaging their followers on social media. Surprisingly, two-third of the MSMEs that participated in this study did not show any desire to pursue courses in digital marketing. In conclusion, this study puts forward key implications to practitioners as well as to the government agencies that are involved in the promotion of information technology among MSMEs.

The purpose of this study is to empirically explore the predictors of e-marketing use continuance intention in the pharmaceutical business to business (B2B) supply chain during the COVID-19 pandemic.

This study adopted survey research strategy, and data were collected from managers dealing with marketing in 127 pharmaceutical firms in Harare Zimbabwe using a self-reported questionnaire. Partial least squares structural equation modeling (PLS-SEM) was employed to test the hypotheses.

Leadership support and perceived usefulness are significant predictors of e-marketing continuance intentions. The effect of perceived susceptibility and perceived severity on e-marketing use continuance intention was not significant. Perceived usefulness is a positive moderator in the relationship among leadership support, perceived susceptibility and e-marketing use continuance intention. However, the moderating effect of perceived usefulness created a significant but negative relationship between perceived severity and e-marketing use continuance intention.

This study provides empirical evidence of the moderating role of perceived usefulness in the relationships between e-marketing continuance intention and its predictors.

The purpose of this paper is to present an empirical investigation of the critical determinants for the adoption of e‐market in Australian small‐and‐medium sized enterprises (SMEs) within the technology‐organization‐environment (TOE) framework.

A conceptual model is proposed for better understanding the adoption of e‐market in Australian SMEs. Structural equation modelling is used for testing and validating the proposed conceptual model based on the survey data collected from Australian SMEs. A logistic regression analysis is conducted for identifying the relationship between the critical determinants and the adoption of e‐market in Australian SMEs.

A positive relationship is identified between the perceived direct benefit, top management support, external pressure, trust and the adoption of e‐market in Australian SMEs. The top management support emerges as the most critical determinant. The perceived indirect benefit, size and organization readiness, however, do not show a significant influence on the adoption of e‐market in Australian SMEs.

This study focuses on the investigation of the critical determinants in the adoption of e‐market in Australian SMEs. In order to gain an holistic understanding of the e‐market adoption in Australian SMEs, the impact of adopting e‐market on the performance of SMEs should be examined. Furthermore, this study does not distinguish the adoption of e‐market in SMEs between Australian metropolitan and rural areas. SMEs located in rural areas by the nature and location own specific characteristics such as a limited access to resources and less influenced by external pressure. The issues of their concern in the adoption of e‐market might be different from those located in metropolitan areas.

This study contributes to the e‐market adoption research in proposing and validating a research model for the e‐market adoption within the TOE framework, and by highlighting the criticality of the determinants of adopting e‐market in Australian SMEs.

E‐marketing is growing at a dramatic pace and is significantly impacting customer and business market behaviors. As a result, most firms have started developing e‐marketing strategies for the web. However, the evolution and strategic direction of e‐marketing strategies in international environments has not been discussed and is the focus of this paper.

In this paper, the authors examine two issues based on extant literature and our previous research in this area. The authors discuss e‐marketing in an international context and develop a framework that will allow researchers and managers to understand the impact of country level effects on e‐marketing strategies. The paper proposes that the evolution of e‐marketing strategies is based on the countries infrastructure and marketing institutional development.

It is found that international e‐marketing strategies are fundamentally changing, and will continue to change, marketing thought and practice in international markets. The paper suggests that the e‐markets of tomorrow may have little resemblance to the markets of today.

The paper suggests that additional conceptual and methodological research is required in this area. Propositions are derived that will provide directions for future research.

Firms need to better monitor their international environments to determine the type of strategy that they need to follow. The proposed strategies are – brick and click strategies, digitization, disintermediation, buying groups and alternative infrastructure, firm driven e‐marketing strategies, and corporate exchanges.

This paper is the first attempt to examine the relationship between a country's infrastructure, marketing institutions and the appropriate e‐marketing strategies.

There is an increasing interest in the role of business orientations in relation to why organizations vary in e-marketing adoption. Nevertheless, there is still scant evidence on electronic marketing orientation (EMO) within the Small and Medium-sized Enterprise (SMEs) context. This paper aims to shed light on the key factors that affect the degree of e-marketing adoption among SMEs from an organizational orientation perspective.

The study uses a cross-sectional survey of just over 135 European SMEs. The constructs are measured using multi-item indicators to capture the underlying theoretical domains.

The results show that EMO in SMEs is a high order construct that consists of three main components, principally: management beliefs, initiation and implementation activities. The degree of EMO is primarily affected by perceived relative advantage and customer pressure.

The study focuses on for-profit SMEs in developed economies. Future researchers may replicate this study using qualitative methods in different contexts (i.e. developing countries) across several technologies and platforms (i.e. websites, internet of things, mobile applications and social media networks).

This study further extends the literature on EMO and provides answers to the questions related to the variation in SMEs’ e-marketing adoption. Practitioners can apply the EMO construct to evaluate their orientation towards e-marketing, and most importantly, to take the required remedial action to improve their performance in digital commerce.

The study aims to use the inter‐relationship between market orientation and e‐marketing in order to investigate alternative mechanisms through which both contribute to tourism services performance.

Direct and indirect effects of market orientation on performance are examined using structural equation modelling in a sample of 216 tourism firms.

Market orientation is found to contribute to performance through a dual mechanism in that it contributes both directly and indirectly, through e‐marketing, to the relationship.

The results indicate that academics and managers should consider the inter‐relationships between multiple sources of competitive advantage when looking for explanations of services performance and particularly, tourism services.

This is the first study, to the authors' knowledge, that investigates the inter‐relationship between market orientation and e‐marketing on service performance within the context of travel and tourism services.

The objective of this paper is to explore and determine a set of factors that are critical to the success of business‐to‐business (B2B) e‐markets in the aerospace and defence, healthcare, higher education and local government industry sectors, in order to advance our current understanding of what factors facilitate e‐market adoption and success. The paper examines critical success factors (CSFs) for e‐markets from a strategic fit perspective.

The study adopted a semi‐inductive qualitative approach based on a review of the literature, followed by a pilot study and 58 indepth semi‐structured interviews with senior level executives in buyer, supplier, e‐market and third‐party organisations. Qualitative data analysis software, QSR N6, was used to code and analyse the interview data for citations that corresponded with the candidate e‐market CSFs that had been identified either in the literature, pilot study or during the course of the interviews with respondents. The CSFs for e‐markets were ranked by the frequency of respondents citing a particular CSF.

The study found eight factors that are critical to e‐market success and four factors (critical mass, integration issues, value proposition, and leadership participation) were found to be conducive to e‐market success in all four industry sectors. Likewise, four factors (industry knowledge, revenue model, branding and reputation, and rich content) were found to be only conducive to e‐market success in three of the four industry sectors.

The paper can help academic researchers, managers, consultants, practitioners and other professionals better understand what factors are critical to the success of e‐markets and other online enterprises operating in the B2B marketspace.

There have been numerous calls for more empirical research on the dynamics of e‐market adoption for more than a decade. To date, research on the CSFs for e‐markets has been largely anecdotal and sporadic with a paucity of studies noting factors that are likely to be favourable to e‐market success. This study addresses the call for more research on e‐markets and imparts empirical evidence on factors that are perceived to be conducive to the success of e‐markets. It contributes to the base of knowledge on e‐markets by relating the concept of CSFs with the theory of strategic fit as, to date, no known study has examined CSFs for e‐markets from a strategic fit perspective. The study also presents the benefits capabilities‐industry participants’ needs fit conceptual model as a precursor for theory building in future studies on B2B e‐markets and informs stakeholders involved in developing e‐markets or other online B2B ventures to better comprehend the conditions and determinants of success.

The purpose of this paper is to report on a study that re‐examines the impact of the internet on small to medium‐sized enterprise marketing activities, following a similar study four years earlier (2000) in order to see what, if any, changes have occurred.

A qualitative research approach was adopted using one‐to‐one, in‐depth semi‐structured interviews with the marketing managers or IT professionals of ten small and medium sized enterprises (SMEs) who were directly involved in introducing the internet and e‐marketing activities within their respective company.

The all‐encompassing role of the internet in today's business world and the findings of this study raise some serious issues for the future of SMEs operating in a peripheral location and their e‐marketing provisions. It is still very much in its infancy for some SMEs although its use has generally continued since 2000. SMEs still do not use it to its full scope and potential.

The outcomes of the study illustrate the specific barriers and implementation issues encountered by SMEs, identify the consequences of implementing e‐marketing on the SME businesses, and identify how SMEs within regional economies could better use e‐marketing and facilitate better implementation in the future.

Effectively evaluating the efficiency of individual e-markets for better understanding the efficiency-oriented critical drivers for individual e-markets is of great significance to the development of electronic business. The purpose of this paper is to develop an approach through adequately integrating data envelopment analysis (DEA) and bootstrapped Tobit regression analysis for identifying the efficiency-oriented critical drivers on the development of e-market in electronic business.

A review of the related literature is conducted for adequately formulating the e-market evaluation problem. DEA is appropriately used for assessing the efficiency of available e-markets, leading to the identification of the efficient e-market. Tobit regression analysis is then employed to examine the outcome of the DEA analysis for identifying the efficiency-oriented critical drivers in the development of e-markets in electronic business.

A better understanding of the operations of individual e-markets with respect to their overall efficiency in electronic business can be achieved with the use of the developed approach. Such understanding is built on the identification of the efficiency-oriented critical drivers on the development of e-market in electronic business.

This paper develops a novel approach for better understanding of the operations of individual e-markets with respect to their overall efficiency in electronic business. The adoption of this approach helps existing e-markets improve their efficiency by focussing on the efficiency-oriented critical drivers and provide new players in e-markets with guidelines for developing their efficient e-markets.