UNDERSTANDING HOW TO USE MOBILE MARKETING IN SMALL BUSINESSES

by

John P. Doleman

PERRY HAAN, DBA, Faculty Mentor, and Chair

JUDY BLANDO, DM, Committee Member

ERVIN CARABALLO, DIBA, Committee Member

Rhonda Capron, EdD, Dean

School of Business and Technology

A Dissertation Presented in Partial Fulfillment

Of the Requirements for the Degree

Doctor of Business Administration

Capella University

May 2017




ProQuest Number: 10621908




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© John P. Doleman
 Abstract

Mobile marketing is a marketing technique which uses established systems that give businesses

the ability to communicate directly with customers through smartphones or other mobile devices.

Small businesses lack experience in developing and using mobile marketing strategies to

increase sales. The fundamental idea of mobile marketing is to improve the business marketing

performance to maximize profits. The purpose of this qualitative case study was to explore how

five small business marketers successfully created and implemented mobile marketing strategies

to increase brand awareness and sales. The research focused on successful, small, independent

businesses that have successfully used mobile marketing. This study is motivated by two

research questions: (1) How are successful mobile marketing strategies created to increase brand

awareness and sales? (2) How is mobile marketing used in the small business marketing

communication mix? Participants were the primary people in charge of creating and

implementing mobile marketing strategies for the small businesses. Data was obtained from

semi-structured interviews with small business marketers, collection of mobile marketing

documents, observation of mobile marketing processes and mobile marketing platforms. The six

themes that emerged were: thinking strategically, identifying mobile channels for consumer

engagement, analyzing the purpose of mobile marketing, developing mobile marketing

objectives, evaluating the use of SMS/MMS, and measuring the value of mobile marketing

strategies. The findings of this study may help small business marketers gain insight into

planning and implementation of mobile marketing strategies that can be used to influence

consumer acceptance and use of mobile marketing. Also, understanding how mobile channels are

used in the sales funnel, from the initial contact, to the final purchase, and measuring the value of
mobile marketing strategies may help marketers create and implement the strategies needed to

increase brand awareness and sales.

 Dedication

I would like to dedicate this dissertation to my grandmother Ethel Doleman, who believed in me

unconditionally and Elizabeth Hart, who supported me with a deep passion for my educational

journey. I also dedicate this work to my son Johnon, and my wife Michelle, who provided great

inspiration and the desire to keep pursuing my dream.

iii
 Acknowledgments

I would like to acknowledge everyone who provided unconditional love, support, and

served as reliable guides to point me in the right direction and stay the course as I embarked

upon this journey. My family friend, Elizabeth Hart, for helping through rough times and was

constantly there for my family and me. Thank you for always believing in me. My lovely wife

Michelle, for allowing me to maintain my faith, words of encouragement and praying over me at

nights. My son Johnon for giving me the inspiration I needed to fuel my desire to keep going and

be a good role model to him. My stepdaughter Mikayla, for providing words of encouragement

and helping me smile at times I needed it the most.

I would like to thank the community of prayer warriors, members of Capella University

for assisting me. I want to thank Dr. Perry Haan, and Dr. Judy Blando, for their feedback and

words of encouragement. I especially want to acknowledge Dr. Vinny Caraballo, for his passion,

dedication, and love for the doctoral program. Finally, I thank the Lord for allowing me to stay

active and providing me with the knowledge to perform the requirement to excel at high

academic level.

iv
 Table of Contents

Acknowledgments.................................................................................................. iv

List of Tables ....................................................................................................... viii

List of Figures ........................................................................................................ ix

CHAPTER 1. INTRODUCTION ........................................................................................1

Introduction ..............................................................................................................1

Background ..............................................................................................................2

Business Problem .....................................................................................................5

Research Purpose .....................................................................................................6

Research Questions ..................................................................................................6

Rationale ..................................................................................................................7

Conceptual Framework ............................................................................................8

Significance............................................................................................................11

Definition of Terms................................................................................................11

Assumptions and Limitations ................................................................................12

Organization for Remainder of Study ....................................................................13

CHAPTER 2. LITERATURE REVIEW ...........................................................................14

Introduction ............................................................................................................14

History of Mobile Marketing .................................................................................17

Consumer Attitude Toward Mobile Marketing Approaches .................................19

Mobile Marketing Strategy Planning .....................................................................25

Mobile Marketing Objectives ................................................................................28

Integrated Marketing Communication ...................................................................29

Conceptual Framework for Evaluation of Mobile Marketing Communication.....32

v
 Primary Channel Potential to Reach Customer .....................................................33

Summary ................................................................................................................40

CHAPTER 3. METHODOLOGY .....................................................................................43

Introduction ............................................................................................................43

Design and Methodology .......................................................................................45

Participants .............................................................................................................47

Setting ....................................................................................................................48

Analysis of Research Questions.............................................................................49

Credibility and Dependability ................................................................................50

Data Collection ......................................................................................................51

Data Analysis .........................................................................................................55

Ethical Considerations ...........................................................................................56

Summary ................................................................................................................57

CHAPTER 4. RESULTS ...................................................................................................58

Introduction ............................................................................................................58

Data Collection Results..........................................................................................62

Data Analysis and Results .....................................................................................65

Cross-Case Analysis ..............................................................................................67

Conclusion of Participant Strategies ......................................................................79

Summary ................................................................................................................85

CHAPTER 5. DISCUSSION, IMPLICATIONS, RECOMMENDATIONS ....................86

Introduction ............................................................................................................86

Evaluation of Research Questions .........................................................................86

Fulfillment of Research Purpose ............................................................................93

vi
 Contribution to Business Problem .......................................................................101

Recommendations for Further Research ..............................................................105

Conclusions ..........................................................................................................105

REFERENCES ................................................................................................................107

STATEMENT OF ORIGINAL WORK ..........................................................................115

APPENDIX A. QUALIFYING QUESTIONNAIRE ......................................................117

APPENDIX B. INTERVIEW GUIDE ............................................................................120

APPENDIX C. CONCEPTUAL FRAMEWORK FOR DEVELOPING MOBILE MARKETING

COMMUNICATION .............................................................................123

vii
 List of Tables

Table 1. Mobile Marketing Channels Used by Participants .............................................70

Table 2. SMB1 Mobile Marketing Channels ...................................................................80

Table 3. SMB2 Mobile Marketing Channels ....................................................................81

Table 4. SMB3 Mobile Marketing Channels ...................................................................82

Table 5. SMB4 Mobile Marketing Channels ....................................................................83

Table 6. SMB5 Mobile Marketing Channels ...................................................................84

viii
 List of Figures

Figure 1. Conceptual framework for evaluation of mobile marketing communication ......9

Figure 2. Literary map of strategies that influences consumer’s acceptance of mobile

marketing ............................................................................................................15

ix
 CHAPTER 1. INTRODUCTION

Introduction

Mobile marketing through smartphones has shown a positive effect on all elements of the

marketing mix (Wozniak, 2013). Increased smartphone consumption by end users provides

efficient and effective methods to communicate with customers. Using mobile mediums for

communication will enable advertisers to contact potential customers anytime and anywhere

(Shankar & Balasubramanian, 2009). The benefit of mobile marketing is the diagnostic

capability to convey customized communication in a collaborative approach without the

constraint of a particular schedule and location (Barnes, 2002).

The emergence of the high-speed wireless network has enabled smartphones to gain

importance to serve as communication tools for marketing (Barnes, 2002). Mobile phones have

become a critical tool to conduct business and routine tasks. The suitable employment of mobile

marketing centers on the capabilities of marketers to use this feature sufficiently to engage with

customers (Zegreanu, 2012). The advancement of smartphone technology provides significant

opportunities for mobile marketing (Persaud & Azhar, 2012). According to Scharl, Dickinger,

and Murphy (2005), mobile marketing refers to established systems that provide a business the

ability to correspond, connect directly with consumers, and collaborate through smartphones or

systems. “Mobile marketing refers to the two- or multi-way communication and promotion of an

offer between a firm and its customers using a mobile medium, device, or technology” (Shankar

& Balasubramanian, 2009, p. 118). Mobile marketing is an enhancement of standard marketing

practices.

1
 Background

The fundamental idea of mobile marketing is to improve the business marketing

performance and maximize profits continuously. This approach is accomplished through the

combination of mobile marketing methods resulting from strategies achieved through

coordination and feedback from senior management and marketing executives (Shankar,

Venkatesh, Hofacker, & Naik, 2010; Temesgen, Negi, & Ketema, 2010). Before marketers add

mobile marketing to the marketing mix, appropriate planning and assessment is engaged

(Shankar et al., 2010). According to Thompson and Strickland (2003), assessing business

capability to maximize profits begins with a tactical vision and goal analysis. The effectiveness

of corporate vision and goals depends upon the ability to construct a coherent strategy, including

implementation and regular assessment of these practices. The idea of a mobile marketing

culture is realized when mobile marketing planning and strategy development, decision-making,

implementation, monitoring, and maintenance yield the company’s mobile marketing model and

mobile culture (Smutkupt, Krairit, & Esichaikul, 2010).

Mobile marketing can be challenging to embrace and integrate into a small business

marketing mix, which could leave some traditional marketers confused and unable to take

advantage of mobile marketing strategies (Leppäniemi & Karjaluoto, 2008). Leppäniemi,

Sinisalo, and Karjaluoto (2006) observed marketers need more understanding of the evolving

mobile marketing value system to capitalize on the full capacity of mobile marketing. To bring

awareness to significant success factors of the mobile value chain, Facchetti, Rangone, Renga,

and Savoldelli (2005) explored the experience of small businesses in implementing mobile

marketing. Small business marketers experience deficiencies when addressing significant

2
problems in planning a mobile marketing campaign and strategy implementation (Leppäniemi &

Karjaluoto, 2008).

Many marketing managers are older than the typical mobile device user. Often, such

users are teenagers and young adults who have more diverse lifestyles than the average

marketing director does. As a result, these managers are not well positioned to understand

changes in mobile device use, which may hinder the implementation of effective mobile

marketing strategies (Shankar et al., 2010; Sultan, Rohm, & Gao, 2009). According to Shankar

and Balasubramanian (2009), marketers do not understand the characteristics and use of mobile

marketing in the broader communication strategy to connect effectively with consumers. Persaud

and Azhar (2012) suggested marketers should develop strategies that focus on motivation and

stimulate an emotional connection with consumers. For instance, small businesses that

implement mobile marketing into their marketing mix need to concentrate on developing

strategies that generate awareness, cultivate dialogue, and gain the trust of target customers.

Small business mobile marketers have failed to establish these types of relationships to influence

consumer purchase decisions, and earning loyalty (Rohm, Gao, Sultan, & Ragani, 2012).

Consumers have experienced mobile marketing as an intrusion on confidentiality. In

these situations, marketers send an unsolicited communication to consumer mobile phones,

which can create consumer skepticism and a barrier between the consumer and the brand

(Watson, McCarthy, & Rowley, 2013). Marketers have not ensured user privacy and security

while creating mobile strategies (Shankar et al., 2010). Watson, McCarthy, and Rowley’s (2013)

result suggested small business do not understand how to implement mobile strategies to engage

consumers to achieve sales and brand awareness goals.

3
 Mobile marketing provides the ability for companies to connect with customers by way

of Short Message Service (SMS), mobile apps, mobile websites, and mobile social management

(Watson et al., 2013). Small businesses need to create a culture where mobile marketing plays a

significant role in the overall marketing strategy as well as a corporate strategy to maximize

profits (Shankar et al., 2010). Plans are created for marketing to consumers based on broader

corporate strategies and corporate goals. Customers constitute the sources of revenue, which

makes the alignment of sales with mobile marketing strategy a critical focus (Temesgen et al.,

2010).

Bakopoulos (2014) suggested that the influence of marketing on total sales fluctuates by

industry, 10% to 20% effective for most traditional sales forecast and marketing mix models.

Optimizing spending on mobile marketing can result in a 2.6% net gain generated from a

campaign, by putting more focus on mobile in the marketing mix (Bakopoulus, 2014).

Presuming marketing creates 15% of the firm’s sales, a 2.6% marketing stimulus increase would

boost sales by 0.4% annually. The Smart Mobile Cross Marketing Effectiveness (SMoX) study

provides evidence for this concept, illustrating an opportunity for the brand to enhance the

performance of a company by just reallocating funds to mobile marketing (Bakopoulos, 2014).

Mobile marketing has provided new ways for organizations to share and interact with

consumers in a more efficient and effective manner (Barnes, 2002; Watson et al., 2013). Watson

et al. (2013) showed that optimal strategies would vary between sectors and brands, and

strategies will work based on the marketer's ability to engage with consumers. Since marketers

have limited knowledge of mobile marketing communication, this direct marketing method

remains underutilized (Smutkupt et al., 2010; Watson et al., 2013). The phenomenon has

distorted the approach to mobile marketing strategy planning and development to engage

4
effectively with customers through mobile channels to increase brand awareness, sales and

customer retention (Leppäniemi & Karjaluoto 2008; Watson et al., 2013).

The relationship of mobile marketing and consumer acceptances has been the theme of

several studies producing different findings. These studies related to examining the perception of

mobile marketing, and consumer acceptance of mobile marketing strategies (Barnes &

Scornavacca, 2004). The knowledge of mobile marketing and consumer acceptance was

measured by trust, value creation, social influence, familiarity, and control (Muk, 2007; Sultan et

al., 2009). Perceived regulatory fit and participant intention to redeem the mobile coupon are

measures of consumer acceptance (Khajehzadeh & Oppewal, 2014).

An extensive search of the literature concerning small businesses found a lack of studies

on the relationship between mobile strategic marketing planning and strategy development used

to increase sales of a small business (Holland, 2010). The apparent absence of marketer

understanding on planning successful mobile marketing strategies to engage with customers

indicates a gap in practice. This difference demonstrates an opportunity for existing small

businesses to implement mobile marketing programs and develop mobile marketing strategies

required to generate growth and profitability (Smutkupt et al., 2010; Watson et al., 2013).

Marketers should become more adept at mobile marketing to build sustainable and profitable

relationships with the customer (Ryu, 2013).

Business Problem

Marketers’ inexperience in mobile marketing may contribute to the shortcoming of

implementing successful small business mobile marketing strategies (Smutkupt et al., 2010).

According to Leppäniemi and Karjaluoto (2008), marketers lack the proper knowledge to

integrate mobile marketing into the business marketing communication strategy. Marketers are

5
not implementing mobile marketing strategies as an essential element of the corporate strategy

and designating how the company will engage customers to increase consumer acceptance

(Leppäniemi & Karjaluoto, 2008; Temesgen et al., 2010; Wozniak, 2013). The general problem

is small businesses are losing profit when not utilizing mobile marketing effectively. The specific

problem is small businesses lack experience in developing mobile marketing strategies to

increase sales.

Research Purpose

The qualitative case study explored what successful mobile marketing strategies are

required for small businesses to increase sales, improve brand awareness, and retain customers.

This research may help develop an understanding of how strategic mobile marketing planning

and strategy development increase sales, brand awareness, and keep customers within a small

business. The research population for this study consists of successful, small, independent

businesses that have successfully used mobile marketing. The purpose of this study is to

contribute to scientific knowledge about how small businesses utilize mobile marketing to

increase profits. The goals of this study include defining the reasons for developing successful

mobile marketing strategies and barriers that limit stakeholder use of mobile marketing.

Research Questions

The intention of the qualitative case study research is to develop an understanding of the

influence of mobile marketing planning and strategies to increase sales within a small business.

The case study conducted is explorative, and its purpose is to reveal how small businesses create

and use mobile marketing strategies in their communication program to increase brand

awareness and sales.

6
 RQ1: How are successful mobile marketing strategies created to increase brand

awareness and sales in a small business?

RQ2: How is mobile marketing used in the small business marketing communication

mix?

Rationale

This research is relevant to scholars and practitioners because previous research suggests

mobile marketing was implemented as a stand-alone marketing tactic, and there is no connection

between the small business mobile marketing plan and marketing communication plan

(Leppäniemi & Karjaluoto, 2008). Although various studies have supplied significant awareness

into consumer acceptance of mobile marketing, the ability of small businesses to develop

strategies and implement mobile marketing into the small business marketing communication

campaign remains deficient (Holland, 2010; Leppäniemi & Karjaluoto, 2008). This study serves

to fill the gap of extending the knowledge of primary strategies needed to help small businesses

use mobile marketing to increase brand awareness, customer retention, and sales. The study may

also provide insight on how the client relationship influenced profitability.

The qualitative case study investigated the response of mobile marketing in the

communication campaign and explored what successful mobile marketing strategies are required

to increase brand awareness and sales. The study serves to extend the current knowledge of how

small businesses incorporate mobile marketing into the marketing communication program.

Also, the study may contribute to understanding how to formulate and implement successful

mobile marketing strategies within the realm of small businesses.

7
 Conceptual Framework

To understand and assess the opportunities and limitations of each mobile marketing

medium a conceptual framework is required (see Figure 1). A marketer should have an outline

guide to review and access the influences of various mobile marketing medium communication

strategies. A conceptual framework and recommendation for designing, implementing and

evaluating a mobile marketing program are primary requisites for marketers (Mirbagheri &

Hejazinia, 2010). The conceptual framework will allow marketers to determine if the mobile

marketing strategy is capable or the right choice to connect with the appropriate audience to

achieve increased sales, brand awareness, and customer retention (Mirbagheri & Hejazinia,

2010). The conceptual framework should rely on the consumer, product, communication,

situation, response, and the factors that influence the success of mobile marketing

communication (Mirbagheri & Hejazinia, 2010). The theories used in this study include the

theory of planned behavior and a technology adoption model. These theories indicate consumer

perception is a significant factor in marketing strategies.

Theory of Planned Behavior

The theory of planned behavior is the determinant of any intentional conduct. It focuses

on intentions to act, which is a function of attitude toward behavior and perceived social

pressure. Researchers may use the theory to predict behavior in a broad range of situations. The

theory of planned behavior is often employed in studies to establish consumer preference, as well

as to determine how users come to identify with brands, building trust in and worth of products

(Ajzen, 1991).

8
Technology Acceptance Model

The technology acceptance model suggests there may be efficient ways of implementing

new technology that meets with user expectations (Venkatesh & Davis, 2000). The conceptual

framework establishes a base to comprehend consumer perception on accepting new technology.

Consumer attitude toward mobile marketing includes perceptions of technology, beliefs, and

credibility of the mobile marketing medium (Mishra, 2014).

• Buyer Readiness
• Involvement
• Prior Knowledge
• Product Life
• Attitude
• Marketing
• Segment

Consumer Product

Response

Communication
Situation
Approach

• Objectives
• Task • Content
• Location • Creative Execution
• Time • Design

Figure 1. A conceptual framework for developing mobile marketing communication. Adapted

from “Mobile Marketing Communication: Learning from 45 Popular Cases for Campaign
Designing,” by S. Mirabagheri and M. Hejazina, 2010. International Journal of Mobile
Marketing, 5, p. 178. Copyright 2010 by the Mobile Marketing Association. Reprinted with
permission.

9
 The findings of this research have the potential to provide insight into explaining

marketing communication strategies that make consumers willing to engage with companies

through mobile channels (Watson et al., 2013). This research may have the capacity to provide a

sound theoretical foundation for future research on mobile marketing strategies that increase

sales, brand awareness and retain consumers, and provide mobile marketing recommendations

for practitioners implementing new mobile marketing strategies for small businesses. In this way,

marketers are better equipped to understand consumer perceptions and develop mobile marketing

strategies to influence consumer acceptance. Developing effective mobile marketing strategies

improves consumer perception.

Nature of the Study

Small business marketers can create effective mobile marketing strategies to increase the

adoption of consumer acceptance and sales (Leppäniemi & Karjaluoto, 2008; Watson et al.,

2013). The study explored five successful small independent businesses from different industries

that use mobile marketing strategies to increase sales, brand awareness, and customer retention.

The research examined the effect of mobile marketing strategies through smartphones on

consumer buying behavior, including factors affecting consumer decision to purchase and

customer preference of marketing strategy.

A qualitative case study is the design of this research. A qualitative method develops new

insight into the decision process of a study (Yin, 2009). A case study is appropriate to implement

when the research goal is to answer how and why questions. Also, such an approach is warranted

when the behavior of those implicated is not manipulated, nor does it cover contextual conditions

better explored in a natural setting. A case study is relevant to use when the boundaries are not

clear between phenomenon and context (Yin, 2009).

10
 Significance

The increasing popularity of smartphone use and advanced capabilities have developed

more efficient and effective marketing communication channels such as SMS texting, mobile

websites and mobile apps (Wozniak, 2013). The advanced features of smartphones have

permitted SMS texting, and mobile apps to become attractive methods for marketers to

communicate with consumers (Watson et al., 2013). The number of mobile phone users is

expanding at rapid rates and more consumers are adopting a mobile lifestyle. Many marketing

managers are older than the typical mobile device user. Often, such users are teenagers and

young adults who have diverse lifestyles than the average marketing director. As a result, these

managers are not well-positioned to understand changes in mobile device use, which may hinder

the implementation of effective mobile marketing strategies (Shankar et al., 2010; Sultan et al.,

2009). This research may contribute to filling this gap. The research could increase the body of

knowledge on customer perception, adoption of mobile use, and advertisers’ mobile marketing

strategies to connect with the target market to maximize profits. Also, the current study could

contribute to strategies to connect better with consumers and build trust. There is potential for

this study to provide new information to develop and implement new frameworks on the

adoption of mobile marketing strategies to drive sales on demand within small independent

businesses.

Definition of Terms

Mobile marketing. According to Scharl et al. (2005), mobile marketing refers to

established systems that provide a business the ability to correspond, connect directly with

consumers, and collaborate through smartphones or systems.

11
 Perceived cost. According to Pham (2011), perceived value is the customer's perception

of the cost using the new technology. If the perceived cost is high, the consumer is hesitant to use

the technology. Indicating a high cost of value-added service provided by the technology may

negatively affect their intention to adopt the technology (Pham, 2011).

Perceived risk. The insecurity implicated in the purchasing process is considered

perceived risk (Moser, Bruppacher, & Mosler, 2011).

Subjective norms. Subjective norms characterize the outlook of people regarding the

performance of behaviors and influence the perception of consumer behavior. An individual's

perception and behavior pattern develops from the social milieu of family, friends, and work

environment (Azan & Lubna, 2013).

Assumptions and Limitations

Assumptions

The assumptions of this study are respondents or participants will answer questions

honestly and objectively. Participants will see the value and show an interest in helping further

qualitative research on understanding how to incorporate mobile technology into existing

marketing strategies to increase sales. A second assumption is mobile marketers will have at

least 3 years of designing mobile marketing strategies for small businesses. A third assumption is

the participants will have in-depth diverse mobile marketing knowledge levels and skill sets.

Participants will be knowledgeable of best practices with mobile marketing planning and strategy

development.

Limitations

The selection of sampling strategy could impose constraints on the results, and the data

gathered is limited to the narrow sampling frame of small business owners. The second

12
limitation is the short time frame of the study. Finding a suitable number of participants who

meet the population criteria may pose a challenge and result in a limitation. The third limitation

is participants may have limited documents, storyboards, and audiovisuals to validate verbal

communication of mobile marketing strategies they have developed and implemented

successfully.

Organization for Remainder of Study

Chapter 2 will provide a review of relevant literature. Chapter 3 presents a discussion of

the methodology used, the data collection method, and an overview of how the data is analyzed.

Chapter 4 presents the results of the study. In Chapter 5, the conclusions are summarized,

analyzed, and presented with limitation and recommendation. The dissertation ends with the

reference section and appendices, which include interviews, informed consents, and transcripts.

13
 CHAPTER 2. LITERATURE REVIEW

Introduction

As one of the initial steps in conducting a literature review, I developed a visual map to

provide a visual picture of the literature to illustrate how my study will contribute to the

literature, and positioning my research with a larger body of research (Creswell, 2013).

Additionally, Creswell noted that the map "is a visual summary conducted by others" (p. 36).

Figure 2 displays a visual map of strategies that influence the acceptance of mobile marketing in

independent small businesses. As the main research topic with the history of mobile marketing,

conceptualization of consumer acceptance, consumer attitude, mobile marketing strategy

planning, mobile marketing objectives, integrated marketing communication, and framework for

the evaluation of mobile marketing approaches as variables for literature review and analysis.

In researching mobile marketing and the challenges of consumer acceptance of mobile

marketing, the following databases were used to find credible scholarly books, peer-reviewed

journals, and other literature. ABI/INFORM Complete, Business Source Complete, Emerald

Management Journals, Google Scholar, and ProQuest Central databases were searched. I used

the following keywords: mobile marketing, mobile marketing strategies, mobile adverting, SMS

marketing, mobile campaigns, and mobile application.

The focus of Chapter 2 is to review scholarly literature that relates to the research on

consumer acceptance of mobile marketing. This chapter reviews the scholarly literature that

refers to the research on mobile marketing and consumer acceptance. The focus of this study is

14
to explore which mobile marketing strategies influence consumer acceptance to maximize profits

in a small business. The seven central concepts of the literature examined are the

conceptualization of consumer acceptance of mobile marketing, consumer attitudes toward

mobile marketing approaches, mobile marketing strategy planning, mobile marketing objectives,

integrated marketing communication, and framework for the evaluation of mobile marketing.

Strategies that Influence Consumer

Acceptance of Mobile Marketing in Small
Independent Businesses

History of Mobile Marketing

Consumer Attitude of Mobile Marketing

Approaches

Defining Purpose Mobile Marketing

Mobile Marketing Objectives

Integrated Marketing Communication

Evaluations of Mobile Marketing Approaches

Figure 2. Literary map of strategies that influence the acceptance of mobile marketing.

The first section is an introduction to the history of mobile marketing, leading to a

discussion of on how marketing has evolved with technology and how mobile marketing has

evolved from Short Message Services (SMS) to employing new applications to successful

mobile marketing campaigns. As discussed in Chapter 1, an extensive search of the literature

concerning small businesses found a lack of studies on the relationship between mobile strategic

marketing planning and strategy development used to increase sales of small firms (Holland,

2010). There is limited research on creating successful mobile marketing strategies for small

businesses.

15
 The second section is a review of consumer acceptance focused on the behavioral

intention in the acceptance of mobile marketing, and the theory of planned behavior and

consumer attitudes as they relate to mobile marketing acceptance among consumers. This section

focuses on the influence of consumer attitude literature. The last part of the literature review

explored mobile marketing strategic planning, mobile marketing objectives, integrated marketing

communication, and the conceptual framework for developing mobile marketing

communication. This section begins with the exploration of literature relevant to assessment and

planning of mobile marketing strategies, mobile marketing objectives, and what strategies best

align with communication goals. This section concludes with an assessment of relevant literature

about the evaluation of mobile marketing communication. The exploration of this section

develops the research questions that guide the study: How are successful mobile marketing

strategies created to increase brand awareness and sales in a small business? How is mobile

marketing used in the small business’ marketing communication mix?

The particular focus is to explore theoretical and conceptual research that evaluates how

successful mobile marketing strategies are created for small businesses to increase sales, brand

awareness and retain customers. Small business marketers need to develop an understanding of

how mobile marketing planning and strategy development integrates into the small business

marketing communication mix. The theoretical perspective discussed in this chapter sets the

foundation for the exploration of how mobile marketers can design successful mobile marketing

strategies to influence consumer acceptance of mobile marketing, to increase brand awareness

and sales.

Mobile marketing is a complement to traditional marketing. Small businesses can

increase profits and improve customer retention through developing the right plan for

16
implementing mobile strategies. A mobile marketing strategy is not detached from the

organization's marketing plan. Mobile marketing strategies are integrated into the organization's

marketing communication program (Shankar & Balasubramanian, 2009). The focus of this study

was to explore which mobile marketing strategies influence consumer acceptance to maximize

profits in a small business. Findings from the case study helped discover ways to improve the

current mobile marketing strategy planning, specifically the use of mobile marketing in the

communication mix to support consumer decision-making to maximize profits within a small

business.

The other benefit realized by scholars and practitioners of companies is providing insight

into explaining successful mobile marketing communication approaches that make consumers

willing to engage with businesses through mobile channels. The insight gained may provide a

new theoretical framework in support of mobile marketing strategy development regarding

consumer acceptance and maximizing profitability. The focal point of this qualitative case study

dictates the selection of theoretical literature that will elucidate the basis of mobile marketing

strategy. An essential requirement is to understand how mobile marketing links to the marketing

communication strategy to achieve the desired results of maximizing profits.

History of Mobile Marketing

Marketing has gradually evolved with technology. Marketing has transformed from

focusing on small consumer markets to entering the phase of using one marketing strategy to

attract an entire market. Subsequently, marketing has developed to divide the target markets

according to consumer behavior, as well as defining a particular segment of the market on which

to focus (Tedlow, 1993). The progress of the Internet and improvement in mobile technology

created positive effects on conventional promoting and selling methods. The Internet has

17
changed the standard communication procedures (Barnes, 2002). The Internet has permanently

changed the process of skilled labor training (Hoffman & Novak, 1996). The merging of the

Internet and wireless smartphones has offered marketers a better way to connect with customers

(Muk, 2007).

Scharl et al. (2005) described mobile marketing as an established system that enables the

ability to correspond, connect businesses with consumers, and collaborate through smartphones

or systems. Mobile marketing is exploiting a wireless medium to deliver buyers with time and

location-sensitive, tailored information. The purpose is to advertise products based on data

obtained from customer management strategies, which provides value to all stakeholders.

Internet capacity positions mobile marketing strategies for success (Yadav & Varadarajan,

2005). Marketers participate with the same technology, but the managers who have the skills to

develop a mobile culture are inclined to be more successful at employing mobile marketing

strategies (Huang, 2012). Mobile marketing is a direct approach to communicating through

smartphones. It encompasses communication interaction with consumers regardless of their

location (Smutkupt et al., 2010). Mobile technology allows marketers to connect with consumers

whether they are shopping online or helping deliver marketing offers modified to the needs of

the individual user (Karaatli, Ma, & Suntornpithug, 2010).

Mobile marketing has evolved from Short Message Services (SMS) to employing new

applications to successful mobile marketing campaigns (Ranchhod, 2007). Mobile marketing

provides multiple channels to reach customers. These channels include SMS, mobile websites,

mobile apps, mobile coupons, QR codes, and mobile wallets. Technologies that enable these

applications are WAP, GPRS, EDGE, and 3G networks (Smutkupt et al., 2010). Previous

research on mobile marketing focused on text messages on feature phones; with smartphones,

18
marketing is achieved through text messages, and mobile website content (Watson et al., 2013).

Developments in mobile applications (mobile apps) have created a new realm of possibilities in

mobile relationship marketing (Wozniak, 2013).

Consumer Attitude Toward Mobile Marketing Approaches

In Watson et al.’s (2013) study, respondents strongly agreed that their mobile devices

were primarily for personal use and that mobile contact from companies was annoying and

intrusive. Of the respondents, 97.4% strongly agreed or tended to agree that they would prefer

mobile contact from friends rather than businesses, and 87.2% either strongly agreed or tended to

agree that they considered most texts from companies to be annoying. As for texts from

businesses, 90.4% either strongly agreed or tended to agree that they would delete such

messages, and 82.2.5% either strongly agreed or tended to agree that they would prefer their

mobile phone be for personal use (Watson et al., 2013). Carroll, Barnes, Scornavacca, and

Fletcher (2007) discovered that over half of consumers surveyed regarded the majority practices

of mobile marketing communication as intolerable.

Surveys of consumer attitudes reveal conflicting information. Barwise and Strong (2002)

revealed that mobile marketing could be a valuable method of communicating with customers.

Engaging with customers on the mobile devices should be purposeful and stimulate a positive

emotional connection between the consumer and brand. Customer outlook on mobile marketing

and actions to engage with marketers through mobile devices is dependent on the marketer’s

ability to create successful strategies (Bauer, Reichardt, Barnes, & Neumann, 2005). According

to Rohm, Gao, Sultan, and Pagani (2012), to address privacy and intrusion concerns, marketers

need to recognize that mobile marketing campaigns should convey trust and protection of

personal data.

19
 Leppäniemi and Karjaluoto (2005) suggested consumer readiness to receive mobile

marketing is determined by technology easy to navigate, the growing popularity of mobile

marketing, the successful creation of customized messages to recipients. The improvement of

regulatory assurances of confidentiality is not breached, and the significant connection of the

message to customers, with the added functionality to control the frequency of interaction with

the brand. According to Scharl et al. (2005), communication that is relevant, entertaining,

creative, personalized, and consumer-controlled has a direct effect on the development of

customer perception and the propensity to engage brands through mobile channels. These factors

influence consumer behavior regarding using mobile devices.

Kim, Park, and Oh (2008) studied Korean users and discovered consumers were more

receptive to campaigns that supplied useful information. The survey indicated that perceived

enjoyment, monetary value, usefulness, and ease of use were four primary determinants of the

acceptance of SMS. Results showed that perceived satisfaction increased perceived usefulness

and perceived value. Interface convenience increased perceived usefulness and context control

ability, and interface convenience enhanced perceived ease of use regarding the use of mobile

marketing to communicate with customers (Smith, 2011).

Building on this research, Rohm et al. (2012) conducted a study to “investigate the

drivers of consumer attitude toward mobile marketing and the relationship between young

consumer’s attitude toward mobile marketing and their actual cell phone activity” (p. 487). The

results of the study indicated perceived usefulness, consumer innovativeness, and personal

attachment directly influenced the attitudes toward mobile marketing in the United States, China,

and Europe (Rohm et al., 2012). Managers should recognize the importance of personal

attachment and personalization needs related to mobile phones among youth consumer markets.

20
In doing so, they could develop strategies that stimulate content sharing and successful customer

engagement in mobile marketing campaigns (Sultan et al., 2009).

McCorkle et al. (2013) discovered the influences of consumers’ attitudes toward mobile

marketing, specifically how consumer attitudes affect behavior intentions. The results of

McCorkle et al. showed the ease of use, informativeness; personalization did not have a

significant influence on customer attitude toward mobile marketing, and irritation influenced

customer attitude toward the acceptance of mobile marketing. There were no significant

relationships between easy to use and SMS ability. McCorkle et al. (2013) had several key

findings,

Forty-five percent of females were sometimes satisfied with SMS advertisement, whereas
only 35% of males were sometimes satisfied. Forty-nine percent of females and 59% of
men claimed to be unsatisfied with mobile marketing messages on their phone. When
incentives were offered the situation dramatically changed. Eighty-six percent of female
and males would agree to receive mobile advertisement on their phone. Incentives do not
play a significant role in accepting mobile advertisements since prior permission to send
marketing messaged had and influence too. 53% of females and 40% of males would
accept mobile ads after they had given permission. Result show proves that permission
marketing has a positive impact on the acceptance of this communication channel.
According, 23% females and 29% males would sometimes accept mobile ads if they gave
prior permission. (p. 99)

Im and Ha (2013) revealed consumers without prior experience with mobile coupons rely

on the feeling of danger in developing an attitude towards mobile coupons. Small business

marketers need to proceed with caution when engaging customers who are not familiar with

mobile coupons. According to Im and Ha, small businesses with no experience should focus on

communication tactics to reduce perceived risk and allow customers to feel confident in using

mobile coupons. Subject norms, perceived usefulness, and perceived ease of use create a positive

perception of mobile coupon usage intention.

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 Marketers should develop mobile coupons in a way that all consumers can easily

understand and use. Small businesses should consider the best approach to promote and inform

customers about the usefulness and ease of using mobile coupons to influence adoption. Small

businesses should focus both negative and positive influences to understand mobile coupon

adoption. Perceived risk inhibits potential customers from disclosing personal information,

which in turn affects the use of mobile coupons (Im & Ha, 2013).

Davis’ (1989) conception of consumer acceptance of information technology and Ajzen’s

(1991) theory of planned behavior imply a relationship between consumer attitude and the

observable behavior. Attitudes, perceived usefulness of the mobile service, perceived ease of use

(behavioral control), and peer pressure (subjective norms) influence intentions, which are

antecedent to behavior (Amin et al., 2011). The research results from a study conducted by

Amin, Amin, and Patel (2011) supported ease of use on adopting new technologies. Consumer

motivation to use pleasant and amiable mobile services like SMS can influence consumer

perception of ease of use and usefulness. Convenience is a significant factor in influencing

young consumers to increase the use of SMS. A relevant mobile advertisement that captures a

customer’s attention will affect a positive response.

Mobile phones have become a focus of customer attention in performing daily activities.

Studies have revealed millennials are more familiar with the use of smartphones and are inclined

to partake in communication targeted to their phones (Persaud & Azhar, 2012; Smith, 2011).

Smartphones offer a one-to-one marketing channel for businesses to engage with customers in a

personalized manner. Marketers communicate to the consumer’s smartphone to ensure

appropriate matching of customer needs with marketing messages (Smutkupt et al., 2010). The

Internet has substantially altered the techniques marketers use to engage with consumers

22
(Hoffman & Novak, 1996). Marketers may now use mobile technology to connect with online

shoppers, which allows for individualized marketing offers (Karaatli et al., 2010).

Rohm et al. (2012) stated small business marketers must understand and determine the

extent to which mobile campaigns leverage innovation, personal attachment, and risk avoidance

to influence consumer attitude toward mobile marketing. To establish long-term engagement

with customers; the mobile marketing strategies must define the overarching strategy that will

help facilitate or stimulate ongoing trust with consumers. The Im and Ha (2013) study indicated

subjective norm might be an important factor to promote mobile coupons to first-time users.

Subjective norm plays a more important role among non-users than users, showing social

influence is a major factor in encouraging non-users to adopt mobile coupons because social

influence reduces perceived risks.

Mobile marketing may be difficult to embrace for some small businesses and leave some

traditional marketers wondering how mobile marketing should fit into the marketing strategy.

Leppäniemi et al. (2006) observed marketers need more understanding of the evolving mobile

marketing value system to capitalize on the full capacity of mobile marketing. Facchetti et al.

(2005) concentrated on incorporation of the mobile marketing value chain in small businesses to

help marketers understand the role of mobile marketing. Small business marketers experience

deficiency when addressing significant problems in planning a mobile marketing campaign and

strategy implementation (Leppäniemi & Karjaluoto, 2008).

Marketers do not understand the characteristics and use of mobile marketing in the

broader communication strategy to engage with consumers (Holland, 2010). According to

Watson et al. (2013), users have experienced mobile marketing as an intrusion on confidentiality.

In these situations, marketers send an unsolicited communication to consumer mobile phones,

23
which can create consumer skepticism and a barrier between the consumer and the brand.

Marketers have not ensured user privacy and security while creating mobile strategies (Bauer et

al., 2005; Shankar et al., 2010). The results of Watson et al. suggested small businesses do not

understand how to implement mobile strategies and engage consumers to achieve sales and

brand awareness goals.

Earlier researchers focused on the extent to which consumers had perceived control of the

marketing exchange. A pattern of results revealed giving customers a choice to provide

permission and the ability to control the amount of engagement as a precondition for consumer

acceptance (Amin et al., 2011; Carroll, Barnes, Scornavacca, & Fletcher, 2007; Kim, Park, &

Oh, 2008; Maneesoonthorn & Fortin, 2006; Muk, 2007). Watson et al.’s (2013) study showed

the primary factors that have a positive influence on acceptance are giving permission, trust, and

control. Consumer ability to control the frequency and stop texts quickly is also a critical factor

in determining acceptance. Only 15.7% either strongly agree or tend to agree that they prefer

companies to contact them on their mobile phones rather than by email or post. Factors like

customer predisposition, inclination, individual perception, and attitudes, are significant

considerations in giving a positive response to communications from marketers.

Understanding what customers want from mobile marketing is essential for marketers to

increase the adoption of mobile marketing and profitability (Persaud & Azhar, 2012). These

models do not help marketers to comprehend and use the unique benefits of the mobile medium.

They also do not help marketers create mobile marketing strategies to fit into the marketing

communication plan of small businesses. Previous researchers presented substantial information

on customer’s attitudes toward mobile marketing, but they do not offer guidance in recognizing

how to plan and create mobile marketing campaigns, or when to implement this practice of

24
communication into the promotional mix to influence customer decision-making (Holland, 2010;

Leppäniemi & Karjaluoto, 2008). According to Karjaluoto, Lehto, Leppäniemi, and Mustonen

(2007), studies have not provided sufficient insight required for designing mobile marketing

campaigns. Marketers, agencies, and carriers need to increase their knowledge of how to create

mobile marketing campaigns.

Mobile Marketing Strategy Planning

There is a need for appropriate planning and assessment when adding mobile marketing

to the marketing mix. Shankar and Balasubramanian (2009) indicated the need to determine a

business’s ability to maximize profits. For a business to maximize profits, it must create a

tactical vision and goals, as well as construct a strategy, practice plan, and regularly assess

implementation strategies. A vision for mobile marketing culture is realized through planning

and strategy development, decision-making, implementation, monitoring, and maintenance

(Ranchhod, 2007; Smutkupt et al., 2010). Strategy planning involves upper management with

ideas and involvement from various stakeholders within the organizations. Strategic planning

concentrates on the gap between the organization's vision and its present situation. In these cases,

there needs to be a recognition and an emphasis that will close the gap and deliver guidance for

improving operations, marketing, and finance (Temesgen et al., 2010).

An essential requirement of strategy development is to determine and understand what

manner mobile marketing links to business marketing communications strategy (Leppäniemi &

Karjaluoto, 2008; Temesgen et al., 2010). Mobile marketing strategy, planning, and development

consists of analyzing organizational tools and communication channels used to send content that

is most appropriate for the targeted consumer (Karaatli et al., 2010; Leppäniemi & Karjaluoto,

25
2008). To use communication tools effectively, marketers must customize management

strategies to fit the needs of the customers (Ranchhod, 2007).

Strategies are assertions marketers may use to achieve mobile marketing objectives.

Marketers have a variety of strategic approaches relating to mobile marketing communications to

engage with consumers (Leppäniemi & Karjaluoto, 2008). Conversely, marketing programs stem

from selecting the simple push and pull strategies to engage with the customer (Smutkupt et al.,

2010). Pull strategy inspires customers to voluntarily offer their information in return for a

product or service. Push communication strategy involves branded reminders sent (Unni &

Harmon, 2007).

Push-based mobile marketing consists of all branded promotional content delivered by

marketing products or services to a mobile device (Unni & Harmon, 2007). Push mobile

marketing includes auditory, short messages service (SMS) messages, multimedia messaging,

coupons, surveys, or any other pushed advertising or content (Unni & Harmon, 2007). Pull based

mobile marketing is described as any content sent to customer upon request or placed on a

mobile browser (Barnes, 2002; Unni & Harmon, 2007). Marketing campaign planning and

strategy implementation needs careful consideration. Marketers should plan mobile marketing

strategies that link to the business’ marketing communications strategy and mobile marketing

campaigns (Leppäniemi & Karjaluoto, 2008).

According to Sultan et al. (2009), marketers must identify different factors and barriers

that create acceptance of mobile marketing mediums among consumers. To create effective

mobile marketing strategies that establish consumer acceptance, marketers must consider how

consumers use their smartphones. Efficient use of technology provides managers the leverage to

26
compete in the mobile space and develop insight into what influences affect marketing

communication (Huang, 2012).

Effective mobile marketing strategies result from understanding what drives consumer

acceptance and understanding mobile marketing in the consumer-decision making process

(Shankar & Balasubramanian, 2009). Research on successful mobile marketing strategies

conducted to interact with customers, generate sales, and improve customer retention could

disclose significant insight on determining the level of value required to motivate consumer

involvement with mobile mediums using smartphones (Watson et al., 2013).

Upper management should demonstrate experience in evaluating customers and the

business capabilities to maintain competitive advantages (Barnes, 1991). The abilities and assets

of marketers, communication intelligence, and information technology resources assist in

practicing solid, competitive strategies in the electronic market space (Barnes, 1991). Efficient

use of technology provides managers the leverage to compete in the mobile space and establish

insight on what influences effective marketing communication (Huang, 2012).

To use mobile marketing mediums and create effective strategies, marketers must

understand what drives consumer acceptance. Gaining an understanding of consumer acceptance

of mobile marketing will provide marketers with insight to develop and implement marketing

strategies to deliver value and service (Leppäniemi & Karjaluoto, 2008; Smutkupt et al., 2010;

Sultan et al., 2009). Marketers must recognize and comprehend the qualities of mobile marketing

practices and customer interaction channels before constructing mobile marketing

communication strategies that create consumer acceptance (Shankar & Balasubramanian, 2009).

Marketing campaign planning and strategy implementation need careful consideration

(Shankar & Carpenter, 2012). Mobile marketing needs planning and linking to the traditional

27
marketing customer interactions strategy (Leppäniemi & Karjaluoto, 2008). An essential

requirement of strategy development is to determine and understand in what manner mobile

marketing connects to the marketing infrastructures of the business (Leppäniemi & Karjaluoto,

2008; Temesgen et al., 2010).

Mobile Marketing Objectives

According to Pousttchi and Wiedemann (2009), six objectives of mobile marketing exist.

These objectives are categorized as primary and secondary. Primary objectives are brand

awareness, altering the brand image, growing sales, and brand loyalty. Secondary objectives are

constructing a consumer database and influencing mobile viral marketing.

Main Objectives

Building brand awareness aims at the ability of customers to recognize and recall brands

during purchase and use. Changing brand image seeks to alter the customer perception of brands.

Increasing sales stimulate quicker or greater purchase of a product or service. Enhancing brand

loyalty aims at consumer commitment to repurchase brands (Pousttchi & Wiedemann, 2009). In

analyzing 30 mobile campaigns conducted in Europe, Pousttchi and Wiedemann (2006)

determined the main purpose of mobile marketing is to build brand awareness, change the brand

image, and improve brand loyalty. Mirbagheri and Hejazinia (2010) showed similar results after

analyzing communication objectives in 45 successful mobile marketing case studies. Brand

awareness was the main objective, but brand association or image and purchase intention were

also important for gathering valuable information to use for future marketing activities.

Secondary Objectives

Marketers use the customer database to assemble profiles of customers (Pousttchi &

Wiedemann, 2009). Maintaining a reliable database is required to understand the needs of

28
consumers and allows marketers to achieve established goals (Sultan et al., 2009). The collective

capacity of mobile marketing permits firms to acquire customer information and use it to build

individual profiles, which reflect the actual needs of the individual. Marketers also collect and

retain customer information for future marketing activities (Pousttchi & Wiedemann, 2009). The

SMoX study revealed opportunities to increase mobile influence by target group optimization

(Bakopoulos, 2014). SMS Marketing provides small business marketers the ability to create

brand recognition and recollection with push advertising. Sending ad text messages assures high

consumer exposure to the brand because messages are more likely to reach customers

consistently (Smutkupt et al., 2010).

Mirbagheri and Hejazinia (2010) conducted a study on proper tools and options for

different mobile marketing communication objectives. The results showed mobile websites,

mobile application software, and SMS are more appropriate for brand awareness. Websites,

SMS, WAP push Bluetooth, and mobile videos were found to be more suitable for stimulating

consumer purchase. Results also showed mobile websites, mobile apps, SMS, WAP, and CRM

were most appropriate for changing consumers’ attitudes toward the brand. Also, the study

demonstrated that SMS and WAP push combined with the mobile website used to obtain user

information had the highest usage rate (Mirbagheri and Hejazinia, 2010).

Integrated Marketing Communication

Marketing strategies guide integrated marketing communication (IMC) planning

processes and ultimately lead to a plan that outlines decisions about marketing communication

activities and resource allocation (Leppamiemi & Karajalouto, 2008). The IMC plan sets

guidelines for mobile marketing communication activities. “IMC is a concept of marketing

communication planning that recognizes the added value of using a comprehensive program to

29
evaluate the strategic roles of a variety communication disciplines” (Peltier, Schibrowsky, &

Schultz, 2003, p. 93). Marketers communicating with an IMC approach need to consider all

forms of communication (Kitchen, Brignell, Li, & Jones, 2004). The successful mobile strategies

are created by considering a particular set of activities that a firm undertakes to perform a mobile

marketing campaign. Success is also determined by how companies employ a combination of

communication tools and integrate different communication channels to deliver a clear,

consistent, and compelling message about the company and its products (Leppäniemi &

Karajoulot, 2008).

The starting point of IMC planning process is an analysis of the situation of the company

or brand. This analysis provides a foundation for determining marketing communication target

audience (Leppäniemi & Karjouloto, 2008). All marketing communication is designed with a

particular customer base in mind. Marketing strategy is the cornerstone of small business

marketing activities (Leppäniemi & Karajulouto, 2008). The marketing mix is a set of

controllable tactical marketing tools that firms combine to produce the desired response among

the target audience (Armstrong & Kotler, 2005).

Mobile marketing is integrated with traditional and online marketing (Shankar et al.,

2010). Marketing is a combination of objectives and strategic methods to accomplish a particular

goal in the target market. The marketing mix involves strategies combined to promote and sell ad

products or service. The combination of strategic tools is associated with price, product, place,

and promotion (Armstrong & Kotler, 2005). From the buyer's view, price, product, place, and

promotion are more efficient when they focus on customer solution, customer cost, convenience,

and communication (Armstrong & Kotler, 2005). Marketers can use price, product, place,

promotion, customer solution, customer cost, convenience, and communication to develop and

30
implement strategies to engage with prospects and customers on their mobile smartphones

(Smutkupt et al., 2010).

Small businesses must understand the effects of consumers shifting media habits, as well

as optimizing their marketing mix by rebalancing investments and better business results of the

same budget (Bakopoulos, 2014). According to Bakopoulos (2014), the Smart Mobile Cross

Marketing Effectiveness (SMoX) study examined the influence of AT & T’s marketing

campaign for its customized brand Moto X smartphone (the campaign consisted of TV, print,

online and mobile) based on its KPI of building brand awareness for new devices among the over

18-year-old demographic. The results revealed that at 92% of the campaign budget, TV drove

most of the awareness for the new device offering. The SMoX study showed that just 1% of the

campaign budget delivered nearly twice the effectiveness per dollar spent compared to TV.

Traditional marketing improves with Internet-based technologies such as mobile

marketing Karjaluoto et al., 2007). Early MMA research results in 2014 on the ROI of mobile

marketing suggested that it should be more than two times the current aggregate estimates

(Bakopoulos, 2014). Advertising, sales promotion, and direct marketing are influenced by the

effectiveness of mobile devices (Leppäniemi & Karjaluoto, 2008). According to Mirbagheri and

Hejazinia (2010), mobile campaigns using corresponding channels were more successful than

campaigns not using corresponding channels.

A well-designed customer engagement plan is dependent on the products for sale and

customers (Ajzen, 1991). behavior patterns. Small business marketers must consider and

establish communication objectives, strategies, and tactics (Armstrong & Kotler, 2005). The

success of mobile marketing communication plans is derived from the marketers' ability to

evaluate and determine the appropriate mobile marketing medium and how theses mobile

31
marketing mediums are used to accomplish communication objectives (Leppäniemi &

Karjaluoto, 2008). Marketers can send personalized content based on the customer's purchasing

behavior and location to influence retention and sales (Clark, 2001). Small business marketers

need to understand the influence of mobile communication and how it impacts customers’

engagement with the business.

Conceptual Framework for Evaluation of Mobile Marketing Communication

Small business mobile marketers need a mobile conceptual framework to plan and

develop successful strategies and evaluate efficiency and effectiveness of mobile campaigns

(Leppäniemi & Karjaluoto, 2008). According to Shankar, O’Driscoll, and Reibstien (2003), a

framework is useful in formulating a business mobile marketing strategy. The strategy is viewed

along two dimensions: the degree of change to the business model and the level of organizational

transformation required. Depending on the combinations of the levels of these dimensions, a firm

can adopt one of the three mobile marketing strategies (Shankar & Balasubramanian, 2009). The

operational performance approach is useful when a change to the business model and

organizational transformation are small. When there is increased need to amend the company

model and change the organization, the recommended strategy is to enhance product/service

range, improve customer retention, and increase sales (Shankar et al., 2003). When the needs are

high, the business should adopt a new business model strategy. Under this strategy, the firm

fundamentally alters its structure and marketing strategy (Shankar & Balasubramanian, 2009).

According to Mirbagheri and Hejazinia (2010), marketers need both a conceptual

framework and a guideline for designing, implementing, and evaluating an integrated

communication program. This will allow marketers to appraise the influence of different

methods to engage with consumers. The conceptual framework consists of five categories of

32
factors: consumer, product, communication, situation, and response (Mirbagheri & Hejazinia,

2010). Marketers can use the first four factors to formulate the marketing communication plan to

forecast whether a communication channel can influence the desired response objectives

(Mirbagheri & Hejazinia, 2010).

Primary Channel Potential to Reach Customer

Customer Access

Mobile phones have become a focus of customer attention in performing daily activities.

Studies have revealed millennials are more familiar with the use of smartphones and are inclined

to partake in communication targeted to their phones (Persaud & Azhar, 2012; Smith, 2011).

Smartphones offer a one-to-one marketing channel for business to engage with customers in a

personalized manner. Marketers can send timely information to the consumer’s smartphone to

match marketing message with consumer need (Smutkupt et al., 2010). The Internet has

substantially altered the techniques marketers use to engage with consumers (Hoffman & Novak,

1996). Mobile technology combined with the Internet allows marketers to connect with

consumers if they are shopping online, and help in delivering marketing offers modified to the

needs of the individual customer (Karaatli et al., 2010).

Adjustments in mobile devices and improvements in technology have produced

significant benefits for marketing firms (Dehkordi, Rezani, Rahman, Fouladivanda, & Jouya,

2012). Smartphones have provided new and more efficient medium for businesses to contact and

convert shoppers into buyers (Christen & Overdorf, 2000). The increasing adoption of

smartphone technology opens up more possibilities for mobile marketing (Watson et al., 2013).

The mobile device is a valuable interaction tool that allows marketers to engage with prospects

and customers anywhere and anytime in real time (Smutkupt et al., 2010).

33
 For a successful marketing campaign, the marketer needs potential customers at the

place where they are going to deliver their message. Marketers need to engage with customers

where they are devoting a significant portion of time (Edelman, 2010). Mobile phones travel

with the user. This communication channel has equipped businesses with better opportunities to

engage directly with consumers and convert shoppers into buyers (Smutkupt et al., 2010).

Mobile phones make mobile marketing strategy viable. Mobile marketing is appropriate for

marketing oriented companies, as it aligns marketing activities with mobile user behavior

(Temesgen et al., 2010).

Consumer Insight

Maintaining a reliable database is required to understand the needs of consumers and

allows marketers to achieve established goals. Encouraging mobile marketing acceptance

through trust and value-based methods may strengthen consumer acceptance of mobile

marketing efforts (Sultan et al., 2009). According to Shankar et al. (2010), marketers need to be

aware of customer preference and behavior of mobile mediums to make strategies assessments

on which application provides the most practical use. Marketers may use organizational

competencies, consumer data, and information technology to leverage the Internet to develop

consumer trust and participation in mobile marketing (Yadav & Varadarajan, 2005).

As Watson et al. (2013) explained, marketing managers should identify factors that

influence customer acceptance of mobile marketing communication. Studies suggest marketers

need to understand consumer desire for control over marketing communication, thereby

developing communication approaches that enhance consumer trust (Barnes & Scornavacca,

2004). Persaud and Azhar (2012) explained that consumer acceptance is dependent on

motivating customers to connect emotionally with their brand. Segmenting consumers by age,

34
gender, and education is not sufficient to understand consumer acceptance. Customers are

segmented according to behavioral variables such as perceived value, shopping style, and brand

trust. Segmenting customers provides a foundation to gain more in-depth insight into consumer

behavior and acceptance (Barnes & Scornavacca, 2004).

Customer acquisition and retention depends upon positive customer brand experience.

Smartphones and value-based content that take into consideration trust and privacy can help

facilitate this for marketers (Watson et al., 2013). To create consumer acceptance, marketers

must understand mobile marketing from a consumer perceived perspective (Karaatli et al., 2010).

Knowing how the user behaves on mobile devices may influence mobile advertising strategies.

Consumer Dialogue

Mobile marketing takes into consideration the way customers want to communicate.

Mobile marketing can facilitate this communication through text messages, mobile apps, mobile

websites, and QR codes (Watson et al., 2013). Consumers are spending a significant portion of

their time on their mobile devices. Evidence suggests consumers utilize their smartphones as a

tool to conduct activities, which provides an opportunity to engage mobile users (Persaud &

Azhar, 2012). Sending marketing communication to consumer mobile devices enables marketers

to reach desired customers quickly and more cost effectively (Vigar-Ellis, Ellis, & Barraclough,

2007).

Consumer Decision-Making Process

The mobile marketing message can act as an external cue that helps customers recognize

a need by triggering a decision-making process that might result in a purchase (Karaatli et al.,

2010). For instance, a reminder received on mobile devices for an upcoming birthday

accompanied by a gift, discount, or link to a website address can motivate the recipient to start

35
the buying process. The consumer decision-making process consists of five stages: need

recognition, information search, alternative evaluation, purchase decision, and post-purchase

behavior (Karaatli et al., 2010). The success of a mobile marketing campaign starts with need

recognition, such as in consumer response to external motivators and mobile services used to

improve customer experience.

In mobile marketing, need recognition is the ability to receive and access information

about factors that make mobile services more convenient for consumers than any other

communication tool (Karaatli et al., 2010). Mobile services help customers save time, effort, and

money, and this may motivate consumers to start the buying process. Permission based (opt-in)

information delivery services such as alerts, reminders, updates, coupons, discounts, and specials

for mobile devices can act as external drivers, which can motivate the recipient to start the

buying process (Karaatli et al., 2010).

Information Search

Not every buyer decision may require an extensive external information search, but in

most cases, consumers are involved in information searches. The mobile environment offers

convenience and flexibility of accessing and sharing information beyond capabilities of any other

communication medium (Karaatli et al., 2010). Mobile services can allow access to all types of

products, store related information based upon user access, access information previously stored

by consumers, and communicate with companies and other consumers via text with the aid of

mobile devices (Mihart, 2012). The mobile information offers the ability to search and access

information regardless of time and place. A buyer can locate and get directions for store hours,

menu items, and available sales promotions. Mobile marketing services can improve the

shopping experience at the information stage (Karaatli et al., 2010).

36
Evaluation of Alternatives

By combining the benefits of in-store and online shopping environments, mobile devices

and services can help consumers enjoy the best of both shopping modalities (Stokes & Jensen,

2011). The ability to share the information in the form of text images or video with other

decision makers helps to reduce time, effort, and financial risks associated with the evaluation of

alternatives (Karaatli et al., 2010). Marketers can expect consumers to rely on mobile services at

this stage of the decision-making process when convinced these mobile services can improve

their experiences (Karaatli et al., 2010).

Purchase

Mobile marketing informs customers on current sales promotions (Leppäniemi &

Karjaluoto, 2008). The mobile marketing value chain can make product ordering convenient

(Karaatli et al., 2010). Mobile is quickly shifting the customer’s conventional purchase method

and massively disrupting consumer shopping patterns. Customers in pursuit of value are driven

to research and browse the best possible offer at the very beginning of their purchase journey.

Post-Purchase

Existing knowledge, social norms, and appealing sales promotions can aid in the

consumer’s purchase decisions. A shopping environment supported with mobile marketing

infrastructure can enhance the quality of customer purchase decisions and allow customers to be

more confident in their purchase decisions (Karaatli et al., 2010). Purchase order updates and

interactive content makes consumer-purchasing decisions easier. Additionally, mobile marketing

can provide decoded mobile tickets, reservation information, and electronic coupons to consumer

mobile phones. Also, such marketing approaches can help notify guests of restaurant table

availability, as well as notification of purchase orders ready for pickup (Karaatli et al., 2010).

37
The use of mobile services can offer convenience, savings, and instant communication and

reduce risks, which may lead to more satisfactory post-purchase experiences for consumers, as

well as an enhanced shopping experience.

Among the five stages of the consumer making process, more respondents seem to agree

that mobile services can improve the customer experiences at the need recognition stage

(Karjaluoto et al., 2007). To increase the number of customers that use mobile services and

connect with mobile marketing campaigns, the marketer should know what consumers value,

especially in the context of the consumer decision-making process and shopping preference

(Karaatli et al., 2010). Understanding how mobile services affect the consumer decision-making

process can help marketers develop and target marketing strategies at customers with different

needs during various stages of the process. Also, this approach can also help marketers

understand these various beliefs regarding mobile services, so as to influence consumer shopping

experience.

Understanding the effect of mobile marketing strategies on various stages of the

consumer making process can help businesses to create marketing strategies that target

customers at different stages of the process, and possibly improve the influence on the client's

shopping experience (Karaatli et al., 2010). Marketers use anchoring to guide the consumers

through the decision-making process. Psychological pricing is a marketing practice that has a

psychological influence on the decision-making process of the consumer (Petkovski &

Petkovska Mirevska, 2013).

Some information speeds up the process of decision-making, and some make it more

durable and hard to pinpoint the accurate decision. Anchoring can be part of a customer making

a decision by being led to a particular product. Anchoring consists of price, promotion of the

38
goods, and placement of the products (Petkovski & Petkovska Mirevska, 2013). Anchoring is a

practice that influences decision-making in the marketing mix.

Businesses can provide additional services to influence the decision-making process of

customer purchasing in the mobile environment (Karaatli et al., 2010). The stores often offer a

variety of coupons and buy-one-get-one free campaigns. Providing different coupons anchors the

customers to purchase often-unwanted products to get one free or to get a free coupon used for

further services or discounts. These types of products do not necessarily have to be

complementary. Their sole purpose is to anchor the decision of the customer toward buying

(Petkovski & Petkovska Mirevska, 2013).

Situation

Situational factors refer to the context of the marketing audience, and they include all

factors other than communication that influence marketing effectiveness. Situational factors

include three categories that need attention during marketing communication planning: time,

location, and condition of physical surroundings. These factors help in understanding what the

consumer is doing while receiving communication messages (Mirbagheri & Hejazinia, 2010;

Park, Shenoy, & Salvendy, 2008).

Mobile marketing allows marketers to take advantage of the unique situation of the

recipients. As Hovancakova (2011) explained, unique situations might include idle time, a search

for information, emergencies, and microstructures, such as the unique time and location of

consumers. Customization is not limited to keeping a profile of a customer database. A database

for customer information along with situation factors offers rich and detailed information on the

customer behavior patterns. Unique situational factors create opportunities for marketers to

develop adequately customized messages to customers. According to Hovancakova (2011),

39
“situational adequacy is the primary success factor in mobile marketing” (p. 213). Situational

factors need consideration when marketers are planning to create customized content adequate to

the consumer’s proximity (Mirbagheri & Hejazinia, 2010).

Summary

The objective of Chapter 2 was to explore theoretical and conceptual research that

describes successful mobile marketing strategies. Such successful approaches create increased

sales, brand awareness, and customer retention. Also, the chapter provided information on how

strategic mobile marketing planning and strategy development integrates with the marketing

communication plans within a small business environment. The objective of the literature review

section was also to identify and evaluate significant research associated with influencing the

adoption of mobile marketing strategies implemented by small businesses. With the advent of the

Internet and mobile technology, mobile marketing has changed marketing practices. Determining

consumer need is a necessity for devising cost-effective marketing strategies (Persaud & Azhar,

2012).

The literature revealed mobile marketing campaign success comes from consumer

response to external motivators and mobile services used to improve customer experience

through enhanced decision-making (Karaatli et al., 2010). Consumer response is a sequential

movement among cognitive, affective, and behavioral stages (Mirbagheri & Hejazinia, 2010).

Marketers must take into consideration these factors when exploring mobile marketing links to

the overall business marketing communication strategy.

Mobile marketing strategy planning and development requires understanding the right

organizational mixture of communication tools and various communication channels to engage

effectively with consumers (Leppäniemi & Karjaluoto, 2008). Sultan, Rohm, and Gao (2009)

40
identified that marketers must understand different factors and barriers that create acceptance of

mobile marketing mediums among consumers. To use mobile marketing mediums and create

effective strategies, marketers must know what drives consumer acceptance. With this

knowledge, marketers can gain greater insight to develop and implement marketing strategies

that build brand awareness and maximize profits (Smutkupt et al., 2010).

Once the important marketing objectives and success factors are identified, the decision-

making process to use the appropriate mobile marketing channels available starts with customer

information and individual profiles maintained in company customer databases (Pousttchi &

Wiedemann, 2009). The marketing communication mix offers a broad range of tools to reach

customers. Each approach has a unique character and design. Marketers must make sure their

mobile marketing campaign is using the right application for the right target audience (Smutkupt

et al., 2010). Marketers need to understand the potential and implication of utilizing mobile

technology in consumer marketing (Karaatli et al., 2010). The challenge lies in marketers

recognizing and comprehending the characteristics of both mobile marketing practices and

communication tactics that create consumer acceptance to generate sales (Leppäniemi &

Karjaluoto, 2008).

Marketers should plan mobile marketing campaigns with careful consideration of

respecting customer privacy and security issues. The campaign should focus on receiving

permission, and stipulate appropriate laws and codes of conduct (Smutkupt et al., 2010).

Marketers should obtain permission from customers first before engaging with them. According

to Holland (2010), contest or incentive sign up campaigns provide a safe practice to get customer

permission and phone numbers. Permission marketing is a significant factor in direct marketing

and enhancing customer loyalty (McCorkle et al., 2013).

41
 Successful mobile marketing strategies are dependent upon the marketer’s ability to

manage and use mobile technologies, as well as understand their features and implement them

(Huang, 2012). Small businesses should attentively look for new mobile technology

improvement opportunities and integrate them into their marketing strategies. Small business

marketers should focus on the power of the personal nature of mobile marketing to achieve the

full benefits from mobile marketing features. Successful mobile marketing campaigns consist of

using the right applications to reach the particular target audience. Small business marketers need

to understand the level of difficulty of using mobile applications (Huang, 2012). Certain

applications are more appropriate for specific groups of customers than others. A lack of

knowledge in using an application may prevent customers from responding to the campaign.

Mobile marketing is a complement to traditional marketing. Small businesses can

increase profits and improve customer retention through developing the right plan for

implementing mobile strategies. Mobile marketing strategies are integrated into the

organization's marketing communication program (Shankar & Balasubramanian, 2009). The

focus of this study is to explore which mobile marketing strategies influence consumer

acceptance to maximize profits in a small business. The case study may discover and present a

new understanding that can improve the current mobile marketing strategy planning. Also,

findings from this study may illuminate mobile marketing use to aid in the consumer decision-

making process to maximize profits within small businesses.

42
 CHAPTER 3. METHODOLOGY

Introduction

The intent of this qualitative case study was to explore mobile marketing strategies

required for small businesses to increase brand awareness and sales within a small business

environment. The research population consists of small business owners and marketing

professionals who have successfully implemented mobile marketing. This study serves to extend

the knowledge of primary strategies needed to help small business use mobile marketing to

increase brand awareness and sales. The goals of this study include defining the reason for

developing successful mobile marketing strategies and examining the influence of stakeholder

relationship of not implementing mobile marketing.

This research is important to scholars and practitioners because previous research

suggests mobile marketing is implemented as a stand-alone marketing tactic, and there is no

connection between the small business mobile marketing plan and marketing communication

plan (Leppäniemi & Karjaluoto, 2008). Although various studies have supplied significant

awareness into consumer acceptance of mobile marketing, the ability of small businesses to

develop strategies and implement mobile marketing into the small business marketing

communication campaign remains deficient (Holland, 2010; Leppäniemi & Karjaluoto, 2008).

This study serves to fill the gap of extending the knowledge of primary strategies needed to help

small businesses use mobile marketing to increase brand awareness, customer retention, and

43
sales. The study may also provide insight on how the customer relationship is influenced in a

positive manner that leads to profitability.

The qualitative case study investigated the response of mobile marketing in the marketing

communication campaign and explored what successful mobile marketing strategies are required

to increase brand awareness and sales. The study serves to extend the current knowledge of how

small businesses incorporate mobile marketing into the marketing communication program.

Also, the study may contribute to understanding how to formulate and implement successful

mobile marketing strategies within the realm of small businesses.

Role of the Researcher

The role in this qualitative case study was to develop an understanding of the

contemporary human experience of mobile marketing experts (Rowley, 2002). When performing

this qualitative research, the researcher was mindful of potential bias that may occur as a result

of my decisions. The researcher gathered data from personal interviews with participants. The

researcher's responsibility was to examine contextual understanding through inductive reasoning.

The purpose was to comprehend the processes taking place in creating successful mobile

marketing strategies to achieve consumer acceptance and the integration of mobile marketing

into the marketing communication strategy (Cooper & Schindler 2013; Yin, 2009, 2014).

Semistructured qualitative interviews were used to collect valid and reliable data (Tracey,

2010). Also, the researcher collected and analyzed qualitative data to find patterns that provided

insight into the ways small businesses successfully integrate mobile marketing into their

marketing campaign, as well as mobile marketing strategies that increase customer engagement

and sales.

44
 Design and Methodology

“Qualitative research focuses on understanding how people interpret their experiences,

how they construct their worlds, and what meaning they attribute to their experience” (Merriam

& Tisdell, 2015, p. 6). A qualitative case study is the design of this study. A qualitative method

develops new insight into the decision process of a study (Yin, 2009). A case study is appropriate

to implement when the research goal is to answer how and why questions. This approach is also

appropriate when manipulation of participant behavior is not possible, or when contextual

conditions are better explored in a natural setting. A case study is relevant to use when the

boundaries are not clear between phenomenon and context (Yin, 2009).

According to Creswell (2013), three components are involved in the research design

planning phase. A researcher needs to think through the philosophical worldview assumptions

that they bring to the study, the strategy of inquiry that is related to this worldview, and the

specific methods or procedures of research that translate the approach into practice. For this

study, the researcher chose a qualitative research approach. The intention of this qualitative case

study research was to develop an understanding of the influence of mobile marketing planning

and strategies to increase brand awareness within a small business environment (Merriam &

Tisdell, 2015).

Small business marketers are not using effective mobile marketing strategies to increase

brand awareness and sales (Gröne, Friedrich, Hölbling, & Peterson, 2009; Leppäniemi &

Karjaluoto, 2008). The qualitative case study explored the influence on mobile marketing

campaigns customized for a specific brand on the KPI of brand awareness. The qualitative case

study explored what successful mobile marketing strategies influence brand awareness and sales

within a small business environment.

45
Specific Case Study Design

The particular case study design the researcher selected for this study is the multiple

exploratory case study design. A multiple exploratory qualitative case study design was chosen

based on two factors. These factors are the complexity of the phenomenon of small business

utilizing mobile marketing strategies to generate maximum profitability, the limitation of

existing research and the desire to obtain an in-depth understanding of the influences of mobile

marketing planning and strategies used in a small business marketing campaign to maximize

profit. The researcher will attempt to discover maximum detail as permitted about the

phenomena under study by providing a detailed narrative description of the phenomena rather

than statistics calculations. As a result, the qualitative researcher will study small groups, where

sample size carries less importance (Moustakas, 1994).

Various small businesses have implemented mobile marketing strategies to create

consumer acceptance and increase sales. A multiple-case study design provides the researcher

the opportunity to explore similarity and variation between cases with a goal of reproducing

discoveries across cases (Yin, 2009). The researcher employed a cross-case analysis and

replication of findings to explore multiple facets and variations of cases through the multiple-

case study research design (Baxter & Jack, 2008). Multiple case studies provide a complete

picture of business activities and theories and produce a more compelling argument to

understand phenomena, behaviors, events, or conditions within and across the scope of an

industry (Eisenhardt, 1989; Huberman & Miles, 2002; Yin, 2014). The specific case study the

researcher selected for this study is the multiple exploratory case study design.

Implementing the exploratory multiple-case study design enabled the researcher to

compare strategic and business analytics on marketing strategies for stable growth and profit in

46
five independent small businesses. The researcher focused on the nature of the research

questions, the level of control cover over participants, and the level of contemporary focus

(Rowley 2002; Yin, 2009). The primary research question influencing and giving direction to the

case study research is: How are successful mobile marketing strategies created to increase brand

awareness and sales in a small business? The researcher investigated the responses of mobile

marketing in the marketing communication campaign and explored what successful mobile

marketing strategies are required to increase brand awareness and sales. The case study offers a

better approach when the researcher is seeking to answer how and why questions about current

events, especially when the researcher has little or no control over participant behavior (Yin,

2009).

Participants

In this study, the researcher conducted semistructured interviews with mobile marketing

professionals who have demonstrated successful customer engagement with the use of mobile

marketing channels (Gronhaug, 2011). Marketing professionals selected had a minimum of 3

years of experience in communicating with the customer through mobile marketing channels.

The participants held full-time employment in decision-making roles that plan and design mobile

marketing campaigns for small businesses.

The research population consisted of one marketing professional and managers of five

mobile marketing-empowered small businesses, with the expertise to implement mobile

marketing strategies within the small business environment. The mobile marketing-empowered

small businesses, including the population of marketing professionals and managers, are in

California. The researcher used purposive sampling to locate a sample size of five participants

with experience in mobile marketing from each small business, with the intent of identifying at

47
least six separate small businesses with participants (Yin, 2009). The level of knowledge and

expertise regarding mobile marketing were the primary criterion for sample selection (Patton,

2002; Yin, 2009). The sample size was dependent upon organization approval and the number of

marketing professionals and managers who have in-depth subject matter knowledge (Wynn &

Williams, 2012).

Purposeful sampling was employed to collect the sample for this study. To gain contact

information on potential participants, and professional contacts, the researcher used a list of

contacts made available from several national marketing associations. The researcher contacted

participants by email and informed participants that participation would remain anonymous and

confidential. Participants knew of the time commitment, which entailed an approximately 60-

minute interview via telephone or Skype. Participants understood they had the option to

withdraw from the case study at any time without any ramifications. Participants were informed

and understood that all consent forms, archive transcripts, and recordings are stored for 7 years

on a secure hard drive after completion of the study.

Setting

When collecting data from interviews and observations, it is important to define research

setting (Creswell, 2013). Participants of the case study were marketing professionals who

implement marketing strategies for small businesses. For this case study, various small

businesses operating in the state of California served as the appropriate setting to gain access to

successful mobile marketing strategy planning and implementation regarding marketers’ abilities

to increase brand awareness and sales.

48
 Analysis of Research Questions

The intention of the qualitative case study research was to develop an understanding of

the influence of mobile marketing planning and strategies to increase sales within a small

business. The case study was exploratory, and its purpose was to reveal how small businesses

create and use mobile marketing strategies in their communication program to increase brand

awareness and sales.

RQ1: How are successful mobile marketing strategies created to increase brand

awareness and sales in a small business?

RQ2: How is mobile marketing used in the small businesses marketing communication

mix?

Interview Questions

Interview Question 1: What is the mobile marketing planning process?

Interview Question 2: Describe what types of mobile marketing strategies that you as a

marketer design or develop for mobile marketing campaigns. Why do you use these specific

strategies?

Interview Question 3: From your experience as a marketer for small businesses, please

describe the most difficult aspect of creating a mobile marketing strategy. Why is it difficult?

How can it be improved? What will additional marketing strategies be used improve mobile

marketing strategies?

Interview Question 4: Describe your best mobile marketing campaign experience from

designing mobile strategies for a small business setting. What made it such a good experience?

How did you incorporate the mobile marketing strategies to make the mobile campaign

successful?

49
 Interview Question 5: Describe the mobile marketing strategies that you believe are

necessary to develop a mobile communication that is effective for campaign objectives.

Interview Question 6: How do managers’ experiences influence the decision -making

related to implementing mobile marketing strategies?

Interview Question 7: What role does mobile marketing have in the marketing

communication plan?

Interview Question 8: What do you think are the most important mobile marketing

strategies to be used by marketers for the planning or development of mobile marketing

campaigns?

According to Creswell (2013), a research design is composed of philosophical

assumptions, the inquiry strategy related to the philosophy, and the method that translated the

methodology into action. A social constructivist philosophy seeks to establish the perception

gathered through group collaboration with the researcher, qualitative strategy of inquiry designed

to grasp the concepts of targeted individuals in a case study, and a single rooted case study

methodology that equips the researcher with the natural environment to explore the problem.

Using the three components identified by Creswell (2013), the research design provides an

adequate capability to achieve answers to the research questions imposed in this study.

Credibility and Dependability

Yin (2009) argued that internal validity seeks to create an underlying condition and

is found only in informative studies and not in descriptive or exploratory studies. The purpose of

this study is to explore rather than to demonstrate hypotheses. Internal validity may not be

critical in this study. Internal validity is mainly a concern for explanatory case studies when the

researcher is trying to explain how and why an event leads to another event. Exploratory case

50
studies are not concerned with the causal situation (Yin, 2014, p. 47). Yin (2009) suggested that

construct validity is met by describing particular theories about the original purpose of the study

and recognizing effective procedures that match the theories. Construct validity in this case study

is supported by providing consistent terminology when discussing the research goals with a

participant.

A case study protocol was used as a guide before, during, and after data collection to

ensure reliability (Yin, 2009). Ali and Yusof (2011) suggested reliability guides researchers in

implementing the same data collection and analysis protocol to arrive at similar results.

Construct validity and reliability are confirmed by validating participant answers through

comparison with different data sources (Thomas & Magilvy, 2011). Yin (2009) suggested this

process of triangulation from multiple sources is appropriate to conduct a qualitative case study.

Threats to external validity were addressed by ensuring the data collection process followed

consistent procedures and is replicated for an alternative study (Thomas & Magilvy, 2011; Yin,

2009).

Data Collection

To begin this process, I created a research protocol to guide data collection. The data for

case study research originated from observations, interviews, documents, and anything else that

informs the questions under study (Patton, 2002; Yin, 2009). I triangulated the data from three

sources: interviews, documents, and audiovisual material (Creswell, 2013).

Interviews

The essential supply of information for this study comes from interviews with business

owners, managers, and marketing professionals with expertise in mobile marketing within the

case study sample population. The open-ended questions were used to develop a more in-depth

51
conversation with participants. Often data collection requires the use of instruments (Yin, 2009).

“To arrive at the essence or basic underlying structure of the meaning of an experience, the

phenomenological interview is the primary method of data collection” (Merriam & Tisdell, 2015,

p. 6). A pre-interview questionnaire (see Appendix A) was used to screen sample participants,

allowing for identification of qualified participants. An interview questionnaire built on in-depth

questions for interviewing purposes was the primary instrument in the data collection procedure.

Interview questions were derived from the research questions and were aligned with the themes

discovered within the literature review. I assume that respondents answered interview questions

using their words and thoughts (Yin, 2009). The interview questions are open-ended and require

participants to initiate an unprompted response.

Field Test

The field testers selected were marketing professionals with at least 5 years of experience

working in the marketing field and with small businesses. A field test was conducted with three

expert mobile marketing professionals, who have degrees in marketing to validate the usability

of the interview questions (Creswell, 2013). Gay and Airasian (2000) recommended performing

a field test of questions before completing interviews. Simon (2010) recommended the use of a

field test to ensure that study interview questions were appropriate and not too complex for the

study. A field test was conducted on interview questions with professionals in the field of mobile

marketing and small business marketing. The field test served as a formative evaluation for the

instrument. The instrument in this study included an interview protocol that consisted of semi-

structured, open-ended interview questions (see Appendix B) and participant questions (see

Appendix A).

52
 The three-expert mobile marketing participants were asked to determine and assess the

clarity of the interview questions and if each interview question relates to the research questions

(Simon, 2010). Field-testing of interview questions for the case study took place via e-mail. I

encouraged open-ended feedback from participants. Each of the interviewers sent feedback by

email in Microsoft Word documents received from the field test formative evaluation. The field

testers suggested a few changes, including changing the order of some questions, deleting some

questions irrelevant to the research question, and adding additional questions. I used this

feedback to assess question clarity and how each interview question relates to the research

questions (Simon, 2010). Based on the comments received from the field test formative

evaluation, the researcher revised the interview questions.

Data Collection Procedures

The most practical data collection method for obtaining information is interviewing a

participant when conducting qualitative research (Yin, 2014). Rocha, Jansen, Lofti, and Fraga

(2013) used open-ended questions when doing a semistructured interview with companies to

explore the use of social networks in building customer relationships. Stewart and Gapp (2012)

used semi-structured interviews as a data collection method to explore participants’ experiences

of CSR activities within their work area. Semistructured interviews provide a directive role for

the researcher that encourages breadth and depth of data (Creswell, 2013; Patton, 2002; Yin,

2014).

For this study, the primary data collection method was asking in-depth, open-ended,

interview questions with managers (Stewart & Gapp, 2012). Before the case study, I obtained

approval from management and participants (Wynn & Williams, 2012). I used semistructured

qualitative interviews to collect data that is reliable and valid (Tracey, 2010). The second method

53
of data collection was gaining access to and reviewing documents, studies related to mobile

marketing strategies (Yin, 2014). The third method of data collection for the purpose of

triangulation was examining physical artifacts (Creswell, 2013).

To start the process, I e-mailed mobile marketing executives located in California to

describe the rationale for the case study. I gained permission to contact employees for qualitative

research. Specifically, information requested included employee names, contact information, and

job position. Also, e-mail addresses and telephone numbers of marketing executives were

obtained from personal introductions, LinkedIn and Google searches, as well as reviews of

company websites. I e-mailed a formal introduction letter to the owners specifying the capacity

and summary of the case study to interview top executives and employees. I requested a response

within 2 days. An Informed Consent Form was sent to senior executives and staff seeking reply

within 2 days.

Participants were provided and understood the opportunity to consent by replying to the

email with the words I agree to and I have read and comprehend the conditions indicated in the

Introductory Letter, Letter of Sponsorship, and Letter of Consent." All documents were e-mailed

to participants for the purpose of obtaining consent, securing confidentiality and protection of the

moral rights of all participants. Participants received and understood the opportunity to sign all

documents electronically.

Interviews conducted by telephone were audio recorded through Free Conference Call

Participants were notified and understood that the phone calls would be recorded. Other sound

recording devices considered were Uptivity Call Recording and Conference America. Free

Conference Call offers convenience and the most affordable option. The researcher is familiar

54
with Free Conference Call and uses it for conference calls. The software provides the ability to

assign participants a reference number to identify all calls recorded in a user-friendly method.

Data Processing

Data was organized by the time of collection. Interviews conducted were transcribed

verbatim. Interviewed participants received a copy of their interview transcripts to review and

validate. Yin (2009) suggested the use of a centralized database to house all study documents as

well as assist in the chain of evidence. The NVivo 11 software program was set up as a

centralized database for the research project and to help validate the data. Processing consists of

the organization, reviewing, and re-organizing data (Tight, 2010). Data processing consisted of

reviewing the data to determine if data was categorized appropriately.

MAXQDA is software for qualitative and mixed methods data analysis. MAXQDA

organizes and categorizes any unstructured data, searches for and retrieves information, tests

theories and creates awesome illustrations and reports. Atlas.ti 7 is a qualitative tool used to

import data type, interface, codes, links, and memos. NVivo 11 is a software program designed

for qualitative researchers to analyze, organize, and recognize themes in data collection. NVivo

is the best qualitative research tool for this study to code and identify themes

Data Analysis

I coded relevant data by theme or construct and used a coding system for all participants.

Data analysis began by applying the Preliminary List of Start Codes established from the study’s

theoretical framework and the literature review (Miles & Huberman, 1994). I used pattern

matching to identify common patterns within the coded data (Creswell, 2013; Yin, 2009).

Analysis of the data consisted of comparisons and contrasts of data with that of the themes that

emerged from the literature review (Wynn & Williams, 2012). As part of the data analysis, I

55
examined the interview recordings, analyzed for patterns in the speech of words and phrases.

Patterns in phrases and words were sorted and examined on an individual, case-specific, and

participant level. Finally, I sorted and cross-examined patterns to discover potential themes in the

data obtained (Patton, 2002).

Ethical Considerations

For this research, I conformed to ethical research standards by obtaining agreement

from participants without coercion. I implemented measures to prevent single-source

subjectively prejudice data. The ethical standards will create guidelines for the research

(Sungsoo, Kyunghee, & Hyang-yon, 2010). Participants were informed of the purpose and

ethical standards of the study before agreeing to participate. I recognized the importance of

protecting participants’ rights and committed to protecting all rights of the participants while

performing research (Thomas & Magilvy, 2011). As such, I used a log to document

participants’ voluntary choices to participate in the study.

The privacy and rights of all participants were respected. I provided all participants the

purpose of the study, including an overview of data collection and storage and issued informed

consent forms to all participants before data collection began. The consent form served as a

measure to protect participants' privacy and anonymity. Information that establishes the identity

of the interviewee was not collected or stored outside of the consent form. All data is securely

saved in an encrypted file with a password for 7 years (Federman, Hanna, & Rodriquez, 2003).

Data printed on paper is kept in a locked file cabinet. I deleted all interviews from the Free

Conference Call account after data transcription and verification, and I used Permanent Erase for

permanent deletion of electronic data files and Hard Disk Scrubber to eliminate any trace of the

files on the hard drive. Paper data is shredded. Finally, I provided participants a numerical code

56
to reference the individual identity. The participation in this study was voluntary, and

participants were provided the option to opt-out at any time during the study.

Summary

The qualitative case study explored what successful mobile marketing strategies are

required to increase brand awareness and sales, and investigate the responsibility of mobile

marketing in the marketing communication campaign to increase consumer acceptance. The

intent of this case study was to examine and describe the experiences of marketing professionals

and other managers planning and developing successful mobile marketing strategies in small

businesses. The qualitative multiple-case study research method is the chosen approach for the

proposed study. Case study research helped with the examination of the research topic through

participant experiences and were triangulated through multiple sources of data (Taylor, Dossick,

& Garvin, 2011).

In this study, I collected data through interviewing and discussion with mobile marketing

professionals at five different organizations. The interview questions were open-ended. I

conformed to all ethical principles by documenting all interaction with participants and

agreements made through the duration of the case study. Participation was solely voluntary, and

participants received and understood the right to decline at any time.

57
 CHAPTER 4. RESULTS

Introduction

The intent of this qualitative case study was to explore how successful mobile marketing

strategies are used by small businesses to increase brand awareness and sales within a small

business environment. The goal of the study was to determine if developing successful mobile

marketing strategies had an influence on consumer acceptance and increasing sales. The

qualitative case study was used to investigate the responsibility of mobile marketing in a small

business marketing communication campaign and explored what successful mobile marketing

strategies are required to increase brand awareness and sales. A multiple case study using

interviews, physical artifacts, and artifact documentation were analyzed to provide responses to

research questions:

RQ1: How are successful mobile marketing strategies created to increase brand

awareness and sales in a small business?

RQ2: How is mobile marketing used in the small businesses marketing communication

mix?

Chapter 4 provides a detailed description of data collected from the five interviews

conducted, mobile marketing physical artifacts, and Microsoft PowerPoint artifact document

related to designing mobile marketing strategies from various small businesses located in

California. Data collected from the three sources were analyzed to identify emerging themes

within the case study. The chapter is organized into the role of researcher, a brief description of

58
sample and methodology, followed by a review of data collected, interviews collected, and a

summary of findings.

Role of the Researcher

In this study, semistructured interviews were conducted with mobile marketing

professionals who have demonstrated successful customer engagement with the use of mobile

marketing channels (Gronhaug, 2011). The researcher’s role in this qualitative case study was to

develop an understanding of the contemporary human experience of mobile marketing experts

(Rowley, 2002). When performing this qualitative research, the researcher was mindful of

potential bias that may occur. The researcher gathered data from personal interviews, documents,

and physical artifacts with participants. The responsibility was to examine contextual

understanding through inductive reasoning. The purpose was to comprehend the processes taking

place in creating successful mobile marketing strategies to achieve consumer acceptance and the

integration of mobile marketing into the marketing communication strategy (Cooper & Schindler

2013; Yin, 2009, 2014). Semistructured qualitative interviews were used to collect valid and

reliable data (Tracey, 2010). Also, qualitative data was collected and analyzed to find patterns

that provide insight into the ways small businesses successfully integrate mobile marketing into

their marketing campaign, as well as mobile marketing strategies that increase customer

engagement and sales.

The other data sources were mobile marketing platforms, physical artifacts, mobile

marketing planning, Microsoft PowerPoint, and Word artifact documents provided by the

participants. The artifact documents on mobile marketing metrics, the process of channel

selection, mobile strategy scorecard, and traditional marketing collateral were analyzed to

identify how participants created and used mobile marketing strategies to influence the

59
acceptance of mobile marketing. Physical artifacts such as mobile websites, online

advertisement, social media posts, mobile applications, mobile coupons and SMS platforms were

also analyzed to identify how participants created and used mobile marketing strategies to

influence the acceptance of mobile marketing. The analysis of the participants' artifact

documents and physical artifacts were then compared with the process of creating and using

mobile marketing strategies identified in the interview data. The three sources of data collected

from participants were coded and analyzed using NVivo 11 software.

Description of Participants

The research population consisted of small business owners and marketing professionals

who have implemented mobile marketing success. I interviewed representatives from five small

businesses for this study. The participants were marketing practitioners and owners of small

businesses. Each participant was the primary person in charge of creating and implementing

mobile marketing strategies for the small business. Selected marketing professionals had a

minimum of 3 years of experience in communicating with the customer through mobile

marketing channels. The participants were employed full-time in decision-making roles that plan

and design mobile marketing campaigns for small businesses. The small businesses consisted of

a party planner, restaurant, coffee shop, hair salon, and pizza shop. The small businesses are in

California.

Specific Case Study Design

The particular case study design selected for this study is the multiple exploratory case

study design. A multiple exploratory qualitative case study design was chosen based on two

factors. These factors are the complexity of the phenomenon of small businesses utilizing mobile

marketing strategies to generate maximum profitability, the limitation of existing research and

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the desire to obtain an in-depth understanding of the influences of mobile marketing planning

and strategies used in a small business marketing campaigns to maximize profit. The researcher

attempted to discover maximum detail as permitted about the phenomena under study by

providing a detailed narrative description of the phenomena rather than statistics calculations. As

a result, the qualitative researcher studied small groups, where sample size carries less

importance (Moustakas, 1994).

Various small businesses have implemented mobile marketing strategies to create

consumer acceptance and increase sales. A multiple-case study design provided the researcher

the opportunity to explore similarities and variations between cases with a goal of reproducing

discoveries across cases (Yin, 2009). A cross-case analysis and replication of findings were used

to explore multiple facets and variations of cases through the multiple-case study research design

(Baxter & Jack, 2008). Multiple case studies provide a complete picture of business activities

and theories, producing a more compelling argument to understand phenomena, behaviors,

events, or conditions within and across the scope of an industry (Eisenhardt, 1989; Huberman &

Miles, 2002; Yin, 2014). Implementing the exploratory multiple-case study design enabled the

researcher to compare strategic and business analytics on marketing strategies for solid growth

and profit in the five independent small businesses. The study focused on the nature of the

research questions, the level of control cover over participants and the standard of contemporary

focus (Rowley 2002; Yin, 2009). The primary research question influencing and giving direction

to the case study research: How are successful mobile marketing strategies created to increase

brand awareness and sales in a small business? The researcher investigated the responses of

mobile marketing in the marketing communication campaign and what successful mobile

marketing strategies are required to increase brand awareness and sales. The case study offers a

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better approach when the researcher is seeking to answer how and why questions about current

events, especially when the researcher has little or no control over participant behavior (Yin,

2009).

When conducting multiple case studies, Yin (2011) showed six sources of evidence that a

researcher can employ. These include the review of documents and organization artifacts, direct

and participant observation, and interviews. In the documentation stage, the researcher looks at

various forms of documentation including reports, minutes and notes from the organization,

newspaper articles, and other documents. The documentation phase validates and verifies

material found during the research process. In this stage, the researcher methodically reviews

documentation for specific elements that will validate the research.

Data Collection Results

The most practical data collection method for obtaining data is interviewing a participant

when conducting qualitative research (Yin, 2014). Semistructured interviews provide a directive

role for the researcher that encourages breadth and depth of data (Creswell, 2013; Patton, 2002;

Yin, 2014). For this study, the primary data collection method was asking in-depth, open-ended,

interview questions with managers (Stewart & Gapp, 2012). Before the case study was

conducted the researcher gained approval from management and participants (Wynn & Williams,

2012). Semi-structured qualitative interviews were used to collect data that is reliable and valid

(Tracey, 2010). The second method of data collection was gaining access to and reviewing

documents, studies related to mobile marketing strategies (Yin, 2014). Participants provided

documents about mobile marketing metrics, process of channel selection, mobile strategy

scorecard, traditional marketing collateral that supported mobile marketing campaigns, and

marketing communication budgets. The third method of data collection for triangulation was

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reviewing physical artifacts (Creswell, 2013). The researcher observed the mobile websites,

online advertisements, social media posts, mobile applications, mobile coupons, and SMS

platforms of participants.

Purposeful sampling was employed to collect the sample for this study. Professional

contacts and a list of contacts made available from several national marketing associations were

used to identify participants. Participants were contacted directly by email. Twenty-five email

invitations were sent to marketing professionals from the list contacts made available by several

national marketing associations. None of the 25 participants responded to the request. Seven

messages were to participants identified by professional contacts. Five participants responded to

the email messages.

The researcher used professional contacts to implement purposeful snowball sampling to

recruit participants from seven small businesses. Using purposeful snowball sampling allowed

the researcher to recruit participants based on their professional network with other small

business owners or full-time marketing professionals with a minimum of 3 years' experience in

creating mobile marketing strategies for small businesses. To identify potential participants, the

researcher targeted small businesses that use mobile marketing to engage with their customers. I

used initial qualifying interview questions to qualify participants (See Appendix A).

Emails were sent to mobile marketing executives located in California to describe the

rationale for the case study and gain permission to contact employees for qualitative research.

Formal introduction letters to the owners specifying the capacity and summary of the case study

were emailed to interview top executives and employees. Participants were provided the

opportunity to consent by replying to the email with the words I agree to and I have read and

comprehend the conditions indicated in the Introductory Letter, Letter of Sponsorship, and Letter

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of Consent.” All documents were emailed to participants for the purpose of obtaining consent,

securing confidentiality and protection of the moral rights of all participants. Participants were

provided the opportunity to sign all documents electronically.

The principle supply of information for this study derived from interviews with business

owners, managers, and marketing professionals with expertise in mobile marketing within the

case study sample population. The open-ended questions were used to develop a more in-depth

conversation with participants. Often data collection requires the use of instruments (Yin, 2009).

“To arrive at the essence or basic underlying structure of the meaning of an experience, the

phenomenological interview is the primary method of data collection” (Merriam & Tisdell, 2015,

p. 6). Asking participants open-ended questions helped the researcher to gain meaningful insight

into the participant's experiences of creating mobile marketing strategies.

Interviews were conducted by telephone and recorded through Free Conference Call. The

researcher notified all participants that calls were recorded. Free Conference Call offered

convenience and the most affordable option. The researcher was familiar with Free Conference

Call. The website program offered the ability to assign participants a reference number to

identify all calls recorded in a user-friendly method.

To begin this process, a research protocol to guide data collection was created. The data

for case study research originated from observations, interviews, documents, and anything else

that inform the questions under study (Patton, 2002; Yin, 2009). Data regarding creating mobile

marketing strategies to influence the acceptance of mobile marketing was collected by the

researcher. Relevant data including marketing systems and processes the business had

implemented was collected. The data collection process consisted of a variety of data collection

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methods. The primary method of collecting data derived was from semi-structured interviews,

the second method of collecting data came from documents, observations, and artifacts.

Data Processing

Data was organized by the time of collection. Interviews were transcribed verbatim.

Interview participants received a copy of their interview transcripts to review and validate. Yin

(2009) suggested the use of a centralized database to house all study documents as well as assist

in the chain of evidence. In addition to conducting semi-structured interviews with participants,

the performance of their current mobile marketing strategies through mobile marketing analytics,

and the participants’ mobile marketing presence were reviewed. The analysis of the participants’

artifact documents and physical artifacts were then compared with the process of creating and

using mobile marketing strategies identified in the interview data.

NVivo 11 software was set up as a centralized database for the research project and

available to validate data. Processing consisted of the organization, reviewing, and re-organizing

data (Tight, 2010). An analysis of the data was implemented to determine if data was categorized

appropriately. NVivo 11 qualitative software was used to distinguish and analyze data for

emerging themes from data supplied by participants. The three sources of data collected from

participants were coded and analyzed using NVivo 11 software.

Data Analysis and Results

Thematic analysis and triangulation were used to analyze data from participants

(Creswell, 2013). To help eliminate personal bias when conducting data collection, the

researcher took notes on processes and observational detail during data gathering and analysis; a

reflective journal was used to take note during participant interviews and data analysis. During

the interview, notes on the researchers' observations, feelings, and thoughts as well the tone of

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each participant’s voice were taken. Relevant marketing planning and evaluation documents

related to mobile marketing strategic planning, budgets and metric reports for marketing

campaigns were collected and analyzed. The researcher conducted an observation of how

participants implemented mobile marketing and used traditional marketing to support mobile

marketing strategies.

The researcher used a coding system for all participants. The data obtained was coded by

theme or construct. Data analysis began by applying the Preliminary List of Start Codes

established from the study’s theoretical framework and the literature review (Miles & Huberman,

1994). The researcher used pattern matching to identify common patterns within the coded data

(Creswell, 2013; Yin, 2009). Analysis of the data consisted of comparing data with that of the

themes that emerged from the literature review (Wynn & Williams, 2012). As part of the data

analysis, an evaluation of the interview recordings was conducted and analyzed for patterns in

the speech of words and phrases. Patterns in phrases and words were sorted and examined on an

individual, case-specific, and participant level. Finally, the researcher sorted and cross-examined

patterns to discover potential themes in the data obtained (Patton, 2002).

To code data from participants, the researcher used the thematic analysis technique to

analyze participants' responses to find patterns and emerging themes (Moustakas. 1994). To

triangulate data, the researcher relied on more than one source to support the participants’

interview responses (Yin, 2014). The sources used to triangulate data to provide reliable

evidence were open-ended semi-structured interviews, direct observation of marketing processes,

mobile platforms used to engage with customers, and a review of marketing documents. A

thematic analysis approach was appropriate for this study. Thematic analysis is a qualitative

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research technique in which the researcher observes and identifies themes and patterns in the

data (Moustakas, 1994).

Six core themes were revealed after transcribing and importing data obtained from semi-

structured interviews, observations, and documents provided by participants into NVivo 11

qualitative software. The first theme that emerged was thinking strategically, which was a

process small business marketers used to help design mobile marketing strategies and identify

appropriate mobile marketing channels for the implementation. The second theme was mobile

channels for customer engagement. The third theme was the purpose of mobile marketing. The

fourth theme to emerge was mobile marketing objectives. The fifth theme was short message

services messaged, multimedia messaging service and Sale Funnel. The sixth theme that

emerged was measuring the value of mobile marketing.

Cross-Case Analysis

Theme 1: Thinking Strategically

The participants' responses revealed the success of creating mobile marketing strategies

that influence the acceptance of mobile marketing resulted from strategically thinking was an

important process of mobile marketing planning. All participants indicated thinking strategically

was an important process in mobile marketing planning. When planning mobile marketing

strategies, small business expressed thinking and evaluating was a key process to creating

successful mobile marketing strategies to increase consumer acceptance. For example,

P1 stated,

Well, my process, I like first to try and think like a customer. Think, you know, if I'm a
customer, what I like to be offered to me. I go from that perspective, the next thing I do is
try to offer exclusive deals that are hard to beat.

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 To triangulate the data, I compared P1’s interview answers to the observation of how the

mobile marketing planning process managed the collaboration process and documents P1

provided. The evidence was present in the P1 interview, in the party planning web site (physical

artifact) and Microsoft Word artifact document. The Microsoft Word artifact provided mobile

marketing design strategies and emphasized the importance of content, features, and rewards to

increase customer engagement.

P2 stated, “Our mobile marketing planning process consists of evaluating and grading

mobile channels to recognize how each channel helps us to create brand awareness, generated

quality leads and determine the best mobile marketing strategy to implement." The evidence was

present in P2’s interview evidence in the mobile application artifact and document. The

document provided the requirements needs to build features into the app that focused on

customers’ expectation, needs, and wants. The document emphasized the importance of content,

features, technology to connect with customers through their mobile devices.

P3 stated,

Our mobile marketing planning process consists of thinking about incentives to entice
customers to sign up for our SMS text alerts. A lot of thought goes into offering
incentives that provide significant value and useful to our targeted customer.
Understanding how our audience consumes content and developing compelling content to
engage users.

Through interviews and marketing documents, the researcher discerned that P3 marketing

plan focused on building a database of happy customers. The researcher observed when

customers check through SMB3 physical artifact Kiosk or cell phone at every purchase to gain

points towards their reward, P3 can automatically capture the frequency of customers purchase,

time of day and what motivates them to buy.

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 P4 indicated, "Our mobile marketing planning process consists of thinking about

incentives to entice customers to sign up." P4 provided a Microsoft document that emphasized

the importance of creating value in customer everyday life. To further corroborate this

information, P4’s interview and marketing document provided, the researcher observed SMB4

mobile marketing campaign was personalized to make the customer feel valued and offered their

customers something of value. For example, "Hi ….! 35% off all styles and cuts with ….

tomorrow. April 1 only. Only three appointments left."

P5 explained, "We identify how the mobile channel is aligned with our business goals

and objectives." The researcher observed through artifact Microsoft PowerPoint documents,

understanding how the mobile channel is brought into line with increasing sales and bringing

awareness to SMB4 was an important factor in creating successful mobile marketing strategies.

To triangulate the data further, the researcher compared P5 interview to documents that

identified how P5 evaluated and ranked mobile marketing channels. Most of the participants

interviewed felt thinking strategically was an important process in creating sustainable customer

relationships to increase sales and help them be successful with mobile marketing.

Theme 2: Mobile Channels for Customer Engagement

The second theme that emerged from data analysis was mobile marketing channels for

customer engagement. Content analysis of the interview discussion and analysis of the

participants' mobile presence revealed five mobile marketing channels were used by participants.

The mobile marketing channels included SMS, MMS, mobile websites, mobile apps, and QR

codes. The table shows a summary of mobile marketing channels used for customer engagement.

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Table 1

Mobile Marketing Channels Used by Participants

Channels Used Participants in Study

P1 P2 P3 P4 P5
SMS Y Y Y Y Y
Multi Media Message Y Y Y Y Y
Mobile Application N Y N Y Y
Local Search Directories
Yelp Y N Y N N
Google Review Y N Y N N
Food Directories N N Y N N
QR Codes N Y N N Y
Websites Y N Y Y Y
Social Media
Facebook Y N N N N

The second theme was related to the use of mobile marketing strategies to engage with

consumers. The small business used a variety of mobile marketing channels to communicate

with customers to achieve mobile marketing objectives.

P2 stated,

The mobile marketing strategies we mainly use are SMS text marketing, mobile app,
mobile coupons, QR codes. We use SMS to connect with customers on a more
personalized level. Using mobile, we provide exclusive offers or coupons tailored to the
customer buying behavior. SMS strategies to promote our business by sending short
messages to our target audience with a discount, once we have their permission to engage
with them.

P3 indicated,

SMS text marketing is an effective strategy to keep customer focused on our brand and
rewarding them for their loyalty. MMS is effective in enticing new SMS subscribers to
our business with visual discounts on items that are not familiar to them.

P4 stated,

The strategy we found effective to obtain users permission is providing an incentive to

sign up to receive the promotion, and appointment reminders via SMS text messaging.
We also have us an app to stay connected with our clients. SMS text messaging allows us
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 to send out reminders, special promotions, happy birthday wishes to our clients. SMS
creates awareness for our business and establishes a foundation for relationship building.
Voting strategies is a significant method to receive positive feedback from our customers;
it provides an opportunity discover which new item or service our customers would
prefer.

“P1 stated, “Well, I have utilized all those you have mentioned. We have our website; we

have the SMS, we have the social media."

P5 stated,

We use a mobile app and QR codes. QR codes help increase customer engagement by
moving customers seamlessly from print to directly to our app. Our mobile app allows
the business to be readily available and easily accessible to customers.

The analysis indicated that 100% of the participants used SMS/MMM and 80% used

mobile websites as mobile marketing channels. All small business participants had mobile

marketing systems in place to cultivate, and manage building brand awareness and increase

sales. Seventy percent of the participants used a mobile application to engage with customers to

build customer loyalty and increase sales. Only 20% of participants used QR codes as a mobile

marketing channel to communicate with customers to increase sales. Twenty percent of the

participants used local search directories to build brand awareness and increase foot traffic.

Theme 3: Purpose for Mobile Marketing

A significant indicator of creating successful marketing strategies among participants was

defining the purpose of using mobile marketing to achieve objectives of the business.

Participants revealed determining and understanding the role of mobile marketing was essential

to the success of customer engagement to increase sales. For example, P2 indicated, "The

functions of mobile marketing can vary per specific objectives. Mobile marketing is used to grab

customer attention and increase sales. Mobile marketing is used to send a relevant message and

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make appropriate contacts." P2 interview response was consistent with marketing documents

provided by P2.

The researcher observed that it was important to understand the role of mobile marketing

to obtain new customers. The grab promotion consisted of a customer sending a text to receive a

free item. Marketers can divide mobile marketing campaigns into categories, a campaign where

the opportunity for mobile marketing is created to build opt-in lists, and campaigns aimed at opt-

in lists (Persaud & Azhar, 2012).

P3 stated, "Mobile marketing is used to leverage the desire of mobile users to

communicate valuable information and keeping prospects and customers engaged. Mobile

marketing is used to send push promotions to get more sales from existing customers, mobile

marketing plays a major role in retaining a customer, by providing loyalty programs."

Comparing P3s interview response with marketing collateral provided by P3 showed it was

important for P3 to drive more sales from existing customers by using mobile marketing

campaigns aimed at P3’s customer database.

Similarly, P5 provided a mobile application marketing plan for the restaurant. In the

marketing document, P5 revealed, "We offer information sharing and convenience." In the same

document P5 indicated the mobile app allows valuable information regarding menu items and

special promotions. P5s push notification is used to inform customers of new store openings and

provide an exclusive coupon. The researcher observed P5s physical artifact mobile application

purpose was delivering information and promotional items in push notification form. Marketers

can send timely information to the consumer's smartphone to match marketing message with

customer need (Smutkupt et al., 2010).

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 P4 stated, "We use mobile marketing to retain a client, reward our customers for their

loyalty and telling others about our business, helps create brand awareness and attract new

customers." The researcher observed that P4 encouraged more frequent purchases with great

rewards. A marketing document provided by P4 indicated rewarding and retaining customers

was an important purpose for using mobile marketing. P4 stated, "Give your clients a means to

keep track and stay connected to our business." P1 shared, "I utilized all of it because we have a

variety of ages for our company. Because we have a [sic] such a wide age range of customers

that try us, I try and hit all the venues so that one of them will get to someone."

Theme 4: Mobile Marketing Objective

Participants tied success to first creating and using successful mobile marketing strategies

to identify marketing objectives and learn how customers use mobile channels to interact with

their businesses. Participants indicated that establishing mobile marketing objectives was a major

factor in creating mobile marketing strategies that influenced acceptance of mobile marketing.

For example, P2 said, “We seek to identify and understand how our customers interact with our

business and determine which mobile strategies best fits our business objectives and how

customers want to communicate with us." I triangulate the data by comparing P2’s interview

response to P2 Microsoft PowerPoint artifact. The document provided evidence on how P2

scored mobile marketing objectives, documenting programs, initiatives, and action to conduct to

help meet objectives.

Similarly, P3 stated, “We look for ways to align our business marketing objectives with

meeting our customer needs. We look at what we are trying to accomplish with mobile and

determine how we can engage with mobile users to increase sales, brand awareness, create, and

sustain a loyal customer base.” The evidence of P3’s interview response was present in P3’s

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artifact document. The researcher observed P3’s physical artifact mobile coupon was used to

enhance communication to establish brand awareness, customer loyalty and increase sales.

Sales

P2 stated,

SMS text messaging allows effective communication in real time and gain immediate
access to mobile coupons. Mobile websites are an effective strategy to increase sales
because it provides the ability act on impulse or the convenience of a search friendly
process to determine if they want to visit or order food from our restaurant.

P5 stated, “Creating smaller more personalized segments and campaigns to boost

conversion. Mobile apps installed on customer’s phone include push notification in the form of

text messages. Push messages help the business grow by generating repeat sales over a short

period.” P5 continued, “Segmenting user audience, grouping users with similar behavior patterns

who have completed the same action in an app within a given period determine the best content

to offer. The researcher observed that P5 targets their customers per their purchasing behaviors,

which allows P5 to send relevant information on services and products to the customer. P5's

response was consistent with an artifact document provided by P5 which indicated using

appropriate mobile action leads to a higher percentage of customer purchases.”

P4 remarked, “Mobile reservation provides the options for customers to make a purchase

before coming to our business for their appointment. Implementing a mobile payment system

into our app helps make the payment process easier.” To corroborate P4’s interview response, I

observed P4 mobile application artifact. P4 stated, "There needs be a purpose and goals for

implementing mobile. It's important to figure out what requirements are needed to engage with

customers over the mobile platform effectively."

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Brand awareness

P2 stated,

SMS strategies help advertises specials; deals of the day and new menu items we want to
implement. Our mobile website helps bring awareness to our restaurant; this is an active
channel to provide essential information to our customers. For example, directions to our
restaurant or searching menu items or contact information.

P3 stated, “SMS and Mobile Websites, Text to Win campaigns helps to create a buzz

about our business. Optimizing our website for mobile devices provides a convenience for our

customer to locate vital information that moves them through the purchasing decision.”

P1 indicated

For me, we're doing a lot of Facebook and Yelp, which I know is a derivative of mobile
marketing. By having people go in and post reviews on Facebook, post reviews on Yelp,
and then also follow our Twitter feed when we put out our tips and our videos and all that
stuff, that's helped our brand a lot because our brand is associated with quality events and
quality parties.

P5 stated

QR codes help increase customer engagement by moving customers seamlessly from

print to directly to our app. This helps create more exposure for our business to develop a
stronger brand presence to increase sales. Mobile apps can engage users and keep
messages on the top of their minds. QR codes make easier to keep customer attention by
giving them instant access to information without maximizing delays or distractions.

Customer Retention

P2 stated, “SMS texting along with the ability to send coupons, and special promotion

has been an active engagement strategy to retain customers. SMS allow us to build a database

based on our customers buy behaviors and how often the visit our restaurant." P3 stated, "With

SMS text messaging we can send our customer birthday wishes, and coupons and implement

loyalty programs.” P5 expressed, “Mobile apps have the ability to engage users and keep

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messages on the top of their minds. QR codes make it easier to keep customer attention by giving

them instant access to information without maximizing delays or distractions.”

P1 stated, "Our blog tips and SMS text messaging plays a key factor in helping our

business to retain customers." P4 said, "SMS loyalty programs, with several levels of perks to

reward the customer with most frequent visits and purchases. Mobile apps are an effective

strategy to sustain customer retention and repeat business, push notification provides the

opportunity to stay connected with our clients, we send out appointment reminders.” These

responses were consistent with the findings in the literature. Participant responses indicated their

primary mobile marketing objectives were building brand awareness, growing sales, and brand

loyalty (Mirbaheri & Hejazin, 2010).

Theme 5: SMS/MMS Marketing and Sales Funnel

The analysis indicated that most of the participants (60%) used SMS marketing to move

consumers through the sales funnel. The analysis revealed SMS text messaging was an effective

strategy among the various types of small business to move the customer through the decision-

making process to increase sales. P2 stated, "SMS texting message is effective at moving

consumers through the decision-making process because around lunch time or dinner time

consumers are thinking about what am I going to eat and where I am going to eat? And when

they receive a message or coupon from us it helps move that decision-making process along in

our favor." The researcher discerned through marketing artifact documents P2 displayed

keyword engagement advertisement across multiple channels. P2 promoted the SMS mobile

program across Twitter and SMB2 Facebook fan page to increase awareness. P2 placed keyword

engagement advertisement in the mailer that offered new and frequent customers buy-one-get-

one-free and 20% off.

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 P3 posited, “SMS text campaigns that provide our customer coupons, free incentives,

sending a push notification." To triangulate P3’s interview response I found evidence in P3’s

marketing documents, and their marketing plan emphasized the importance of strategically

placing signs at SMB3 so new and existing customer could text the keyword FREE to 123456

(short code) provided my SMB3. The researcher observed when the customers texted the

keyword to the short code; the customers were offered an instant coupon to use. Scribers

received new mobile coupons, and free incentives once or twice a week, depending on the

frequency the customer indicated.

P1 stated,

Well, I mean, I can only speak for my business because, I mean, that's where I've had the
experience. I could also express what personally motivates me. I get SMS messages from
my favorite companies that I want to know about sales or things going on. Personally,
those things where I can click something on my phone, look at something, that makes it
easier for me. SMS messages have been very, very successful for me.

P4 conveyed, “Sending out reminders of appointments, and mobile coupons are a process

that helps move customers closer to making a purchase. These strategies allow us to send

relevantly, personalized messages at times customers want them and when they can act." P4

provided an artifact document that revealed P4’s mobile marketing campaign consisted of

designing messages that serve as external signs that help P4 target market identify their need,

initiating a decision-making process that results in a customer making a purchase.

Theme 6: Measuring Value of Mobile Marketing Strategies

Findings from this study indicated measuring the value of mobile marketing was an

important process in creating successful mobile marketing strategies to influence consumer

acceptance. Participants had key performance indicators in place to evaluate how effective their

mobile marketing strategy was working to increase brand awareness and sales. For example,

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 P2 conveyed, “Coupon can take the form of code specified in an SMS message, we

require the customer to bring their mobile device into the location to display the actual message

with the code sent to them. Mobile coupons give us enough information to make a good decision

on our campaigns.” The researcher observed a key performance indicator document that revealed

P2 measured redemption rates, new users, sales generated by SMS and how effective coupon

promotion was working. Evidence in P2 document was consistent with P2 interview response.

P3 stated, “Assigning a value to interaction helps measure the value of our mobile

marketing efforts. We look at how many customers signed up for loyalty memberships and how

many are redeeming their offers, and keep track of opt-outs during the length of the campaign."

To triangulate P3’s interview, the researcher compared a mobile marketing metric artifact

document provided by P3. The researcher discerned P3 tied the success of the campaign to the

number of new opt-in per month; opt-in retention rate and opt-in list size.

P1 stated, "Well, when people come in, or they email in, I always ask how did you hear

about us? That's our main tracking things. That's one of the main ways that I can measure

success, just tracking it by when they book an event with me." P1 provided analytics report for

the party planning business. The researcher observed the number of calls and visits to the

company website or store. The researcher compared P1’s interview responses to the analytic

report provided by P1 and discerned how many prospects converted to customers.

P5 shared, “We look at the open rate and in-app behavior session data. We track how

many times the QR code has been scanned." The researcher observed an artifact document

provided by P5. It was discerned P5 tracked usage and engagement metric downloads by device,

app session, and average time in the app. The percentage of QR scan determined the success of

the campaign and conversion by QR landing page was consistent with the P5 interview. P4

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conveyed, "Customers redeeming their special offers and customers reading their tips. We look

at the effectiveness of specific keywords used for each campaign implemented." P4 provided a

key performance indicator artifact document. I observed the number of appointments made by P4

clients on their mobile devices and how many customers prepaid. The researcher discerned P4

implemented mobile marketing strategies to increase brand awareness, customer retention and

increase sales.

Conclusion of Participant Strategies

The purpose of this qualitative multiple case study was to explore how small businesses

create and use mobile marketing strategies to increase brand awareness and sales. The sample of

participants was from small businesses located in California. I referred to the participants in the

study as P1, P2, P3, P4, and P5; and replaced the names of the small businesses with code names

of SMB1, SMB2, SMB3, SMB4, and SMB5 to protect their confidentiality.

Participant 1- P1. The first participant interviewed was P1. P1 is the owner of SBM1.

SMB1 is a local planner and supplier for kid and adult parties. P1 started her business in 2003.

P1 earned an MBA with a specialization in marketing and DBA. P1’s primary target market

consists of families and parents with children. P1's mission is to expose her target market to

quality service and great memories. P1's mobile marketing strategy was implemented to generate

new leads, increase sales, and customer retention. P1’s mobile marketing yearly budget was

$6,000.

P1’s marketing mix consisted of referrals, email marketing, social media and mobile

marketing. Referrals and word of mouth contributed a major role in P1's marketing mix. To

increase SMB1 brand awareness and sales, P1 implemented mobile marketing with viral sharing.

Table 2 provides details of SMB1’s mobile marketing channel mix. Through social media, P1's

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focus was to reach new customers through content sharing. P1 used SMS text messaging to send

customers reminders, discounts, and free gifts. P1 used mobile email marketing to share tips and

ideas for birthday parties. P1 used SEO to optimize her website, so it showed up in search results

for her targeted keywords.

Table 2

SMB1 Mobile Marketing Channel Mix

Channels Used In-house/Outsourced Measurement/Analytics

SMS Marketing
Text to Win In-house Yes
Coupon Offers In-house Yes
Social Media Marketing
Facebook In-house Yes
Twitter In-house Yes
Mobile Website In-house Yes

P1 was involved in managing mobile marketing activities. P1 relied on Google Analytics,

redemption rates, opt-ins/opt-outs to evaluate mobile marketing strategies implemented. P1 also

measured social media sharing and click-through rates to measure the effectiveness of mobile

marketing strategies.

Participant 2-P2. The second participant interviewed for the study was P2. P2 was a

marketing professional, who managed SMB2 mobile marketing program. SMBS is a small

independent restaurant. P2 has over 15 years of experience creating and delivering innovative

digital marketing solutions to local clients. P2 is co-founder and managing partner of a mobile

marketing software platform for resellers. P2's mobile marketing strategy was designed to

increase customer retention and sales. Mobile marketing helped grab customer's attention and

maintain customer engagement to increase retention rates.

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 The target market consists of moms looking for the optimal balance of convenience value

and health. They offer busy moms wholesome, fresh foods. P2's mobile marketing strategy was

geared towards build brand awareness, increased sales and building a loyal customers base. The

marketing budget allocated for the year was $10,000. P2 used 8% of the total budget towards

mobile marketing. The mobile marketing channel consisted of SMS/MMS texting, mobile apps,

mobile responsive website, and QR codes. Table 3 provides details of SMB2’s mobile marketing

channel mix.

Table 3

SMB2 Mobile Marketing Channels

Channels Used In-house/Outsourced Measurement/Analytics

Mobile Marketing
SMS Texting Outsourced Yes
Multi Media
Messaging Outsourced Yes
QR Code Outsourced
Mobile Application Outsourced Yes
Website Outsourced Yes

P2 managed all SMB2 mobile marketing actives. P2 implemented a responsive mobile

website. The website provided information on menu items, daily specials, and contact

information. The website was optimized for mobile visitors and showed up in local mobile

search result. On the website customers, could place their orders and pay online. The website had

Google Analytics installed to measure the effectiveness of the website presence. P2 used SMS

texting generating new customers by offering them free menu items when they texted FREE to

123456. When customers scanned QR codes, they were sent to a web page to receive their

discount.

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 P2 measured the performance to determine how effective mobile marketing strategies

implemented worked. P2 measured SMS marketing was by list growth and redemption rate. P2

also measured post click measurement and tracked application installs and in-app activities.

Customer reviews also used to measure the effectiveness of SMB2 mobile application to engage

with customers to generate sales. Customers stated the app was easy to use, very convenient, and

worked well, made it easy to order online and the food was ready when they arrived to pick it up.

Participant 3-P3. P3 was the third participant interviewed. P3 was a representative of

SMB3. SMB3 is a coffee house known for its espresso selection and outdoor seating. P3 holds an

MBA with a concentration in marketing. P3 has over 3 years implementing mobile marketing

strategies for small businesses. SMB3s' target market includes customers seeking to enjoy fine

quality coffee in a nice comfortable atmosphere. The mobile marketing strategies focused on

new customer acquisition and retention. The yearly mobile marketing budget for SMB3 was

$3,000.

P3 mobile marketing mix included SMS texting, multimedia messaging. I observed

SMB3 did not have a website presence but used local search directories and Google AdWords to

show up in local listings. Table 4 provides details of SMB3's mobile marketing mix.

Table 4

SMB3 Mobile Marketing Channels

Channels Used In-house/Outsourced Measurement/Analytics

Mobile Marketing
SMS Texting In-house Yes
Multi Media Messaging In-house Yes
Local Search Directories In-house Yes
Yelp
Google Review
Food Directories

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 P3 managed all the mobile marketing activities. P3 oversaw designing mobile marketing

campaigns and getting customers to opt-in to participate in the SMB3 customer loyalty program

and capturing customer contact information. I observed P3 used a kiosk at the counter for getting

customers to sign up for the loyalty program and when customers return they can check in with

their phone number to check current reward status or redeem available rewards. P3 also used

SMS and mobile emails to engage with customers outside of the business.

P3 monitored the performance of his mobile marketing efforts by viewing check-ins,

promotions redemptions, how and when customers signed up for the loyalty program, opt-in vs.

opt-outs and customer rewards. Monitoring the performance of mobile marketing efforts allowed

P3 to segment users according to buying behavior and engage with them more effectively.

Participant 4-P4. P4 was the fourth participant interviewed. P4 was the owner of SMB4.

SMB4 is a hair salon in California and is known for its dedication to creating perfect hair and

serving the local community. P4 has a Bachelor’s of Science degree in communication with a

concentration in advertising and has been implementing mobile marketing strategies for over 3

years. P4’s customer base consisted of clients wanting personal styles to fit their lifestyle. P4’s

mobile marketing strategy focused on customer retention and customer loyalty. P4’s yearly

marketing budget consisted of $3,000. P4’s mobile marketing channel mix consisted of SMS

texting and mobile application. Table 5 provides details of SMB4’s mobile marketing channels.

Table 5

SMB4 Mobile Marketing Channels

Channels Used In-house/Outsourced Measurement/Analytics

Mobile Marketing
SMS Texting In-house Yes
Multi Media Messaging In-house Yes
Mobile Applications Outsourced Yes
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 P4 managed the daily actives of SMB4's mobile marketing program. An outsourcing

company designed SMB4's mobile application, but P4 monitored the results of the performance

of the app. P4 evaluated the mobile marketing effectiveness by reviewing the number of

appointments booked online. The researcher observed the app had the capability to allow

customers to schedule appointments and require upfront payment. The in-app loyalty feature

allowed P4 to view, analyze, and manage each coupon. P4 gauged the success of each promotion

with back-end monitoring.

Participant 5-P5. The fifth participant was P5. P5 was a representative of SMB5. SMB5

is a local independent pizza shop. SMB5 has been in business for 10 years. P5 has been

implementing mobile marketing strategies for 5 years. P5 has a bachelor's degree in marketing

and handles all SMB5 marketing. P5's target audience includes handcrafted wood fire pizza

lovers. P5’s total marketing budget was $5,000 a year. P5's mobile strategy was geared towards

bringing awareness to SMB5's new location to increase sales and customer loyalty. P5’s mobile

marketing channels consisted of a mobile application, QR codes, and mobile website. Table 6

provides details of SMB5’s mobile marketing channels.

Table 6

SMB5 Mobile Marketing Channels

Channels Used In-house/Outsourced Measurement/Analytics

Mobile Website In-house Yes
QR Codes In-house Yes
Mobile Application In-house Yes

P5 oversaw managing day-to-day mobile marketing activities. P5 was responsible for

planning and designing mobile marketing strategies to influence customers to opt-in to

participate in the customer loyalty program and download SMB5 mobile app. P5 was in charge

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understanding customer behavior and understanding how the customer interacted within the app.

The researcher observed P5 used Flurry to track usage and engagement metrics by device, app

session and average time in the app. P5 was also able to monitor feature usage to determine

which features in the app needed revision, replacement, or removal.

Summary

Chapter 4 presented five participant interview responses, observation of mobile platforms

used and relevant documents related to mobile marketing strategy planning and metrics. The

chapter provided a review of the purpose of the study, research questions, instrument, and

overview of participants, sample population, participant profile, and type of small businesses

where participants planned and implemented mobile marketing strategies.

Six themes were identified from the analysis of all data sources provided by participants.

An in-depth discussion of the findings from the study is included in Chapter 5. Chapter 5

includes a detailed description of the findings from the data analyzed in the study. The chapter

includes a summary of the findings and information about how the findings related to the

previous literature. Additionally, implications of the findings for practice, limitation of the study

and recommendations for future research are provided in Chapter 5.

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 CHAPTER 5. DISCUSSION, IMPLICATIONS, RECOMMENDATIONS

Introduction

The purpose of this study was to explore what successful mobile marketing strategies are

required to increase brand awareness and sales and investigate the responsibility of mobile

marketing in small business marketing communication campaigns. A multiple qualitative case

study was conducted to understand how mobile marketing is planned and implemented by small

businesses. This chapter summarizes the findings of Chapter 4 in relation to the literature and

theoretical frameworks. Chapter 5 concludes with a discussion of the study's implications, and

recommendations for further research.

Evaluation of Research Questions

This research explored how small businesses created mobile marketing strategies and

used mobile marketing to increase brand awareness, and increase sales. The research problem

was small business are losing profits when not using mobile marketing because they lack

experience in developing mobile marketing strategies to increase sales (Smutkupt et al., 2010).

This study focused on the small business process of creating mobile marketing strategies to

increase sales and how small business marketers use mobile marketing strategies in their

marketing communication mix. The research showed how small business is currently creating

and using mobile marketing to influence consumer acceptance and increase sales.

The background of this study derived from several studies, including Smutkupt, Krairit,

and Esichaikul (2010), and Leppäniemi and Karjaloto (2008), who focused on understanding

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what drives consumer acceptance, and Watson et al. (2013) who looked at the marketer's ability

to engage with consumers. The study researcher also used Mirabagheril and Hejazina's (2010)

conceptual framework that allows marketers to determine if the mobile marketing strategy is

capable of the right choice to connect with the appropriate audience to increase sales, brand

awareness and retain customers. This study was also based on theories derived from Ajzen’s

(1991) theory of planned behavior and Venkatesh and Davis’ (2000) technology acceptance

model. The conceptual framework combined with these theories enhanced the research by

improving understanding of how small businesses develop and use mobile marketing to increase

sales and brand awareness. The research questions that guided this research:

Research Question 1: How do small businesses create successful mobile marketing

strategies to increase brand awareness and sales?

Research Question 2: How is mobile marketing used in the small business

communication mix?

The research reviewed various sources to determine how small business marketers

created and used mobile marketing strategies to increase sales. This section includes a discussion

of the findings from the qualitative multi-case approach. The results of the study derived from

three sources of data collected from five participants. The data sources were transcribed

responses from individual interviews, mobile marketing platform artifacts and Microsoft Word

and PowerPoint artifact documents. Although the study participants managed different types of

small businesses within the service industry, the findings of the study provided significant

information to answer research questions. Six themes emerged from analyzing the data. Three of

the six themes related to the first research question and three themes emerged related to the

second research question. The following section includes a discussion of how the themes

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answered each research question and show how the questions, combined, provide in-depth

information about how small business marketers create and implement mobile marketing

strategies to influence consumer acceptance.

The qualitative case study provided an understanding of how mobile marketing planning

and strategies are used to increase sales within a small business. This section provides a

summary of participants' responses to the research questions. The following research questions

were answered and revealed how small businesses create and use mobile marketing strategies in

their communication program to increase brand awareness and sales.

Research Question 1

The first research question asked participants how successful mobile marketing strategies

were created to increase brand awareness and sales. During the interview participants described

the process of creating mobile marketing strategies, three themes emerged to answer the first

research question was thinking strategically, the purpose of mobile marketing, mobile marketing

objective and measuring the value of mobile marketing. Participants acknowledged Theme 1

Thinking Strategically, Theme 3 Purpose of Mobile Marketing and Theme 6 Measuring the

Value of Mobile Marketing Strategies are unique factors that contribute to the success of

influencing consumer acceptance to increase brand awareness and sales within a small business

environment.

Thinking strategically. The participants' processes varied but all reflected thinking and

evaluating were essential to creating successful mobile marketing strategies to increase consumer

acceptance. Participants’ responses linked thinking strategically to increase brand awareness and

sales. Respondents from the case study identified thinking strategically as the process of mobile

marketing planning, although there were different views as for how participants conducted their

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mobile marketing planning process, all participants’ responses indicated thinking strategically

was an in important process in understanding how to develop effective strategies. Knowing what

customers want from mobile marketing is essential for marketers to increase the adoption of

mobile marketing and profitability (Persaud & Azhar, 2012).

The representative of SMB1 shared she "likes to try and think like a customer" for

offering customers and prospects "exclusive deals" as a process of planning strategies to increase

brand awareness and generate sales for the business. A representative of SMB2 felt "evaluating

and grading" was an effective method to understand and determine which mobile marketing

channel provide the best opportunity to increase brand awareness, generate leads, and increase

sales. The representative of the SMB3 process of creating successful mobile marketing strategies

was "thinking about the types of incentives to provide customers to sign up" for the SMB3

mobile marketing campaign. An important process of building brand awareness and increasing

sales for SMB3 was "making sure the incentives provide significant value and are relevant to the

customers need." The representative of SMB4’s ability to create successful consumer

engagement to influence the growth of sales and brand awareness was related to "determining

how effective and efficiently to create a database of customers willing to accept communication

for SMB4 on their mobile devices." P5's process consisted of "identifying" how the mobile

channel aligned with business goals and objectives. Understanding how the mobile channels

align with increasing sales and bring awareness to SMB5 was an important factor in creating

successful mobile marketing strategies.

The findings suggested that strategically thinking was an important process in creating

sustainable customer relationships, increasing brand awareness and sales and helping small

business marketers be successful with mobile marketing. Therefore, it may be an excellent

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opportunity for small businesses to think strategically as a process of creating mobile marketing

strategies.

Purpose for mobile marketing. A significant indicator of creating successful marketing

strategies that influenced consumer acceptance of mobile marketing was participants defining the

purpose of using mobile marketing to achieve the specific objectives in the marketing

communication mix. Participants of the study revealed determining and understanding the role of

mobile marketing was critical to the success of customer engagement to increase brand

awareness and sales. Representatives of the small business had a different reason for using

mobile marketing. Throughout the interviews, each representative indicated the importance of

understanding the purpose of using mobile marketing to communicate with customers to increase

brand awareness and sales.

The representative of SMB2 stated the purpose of mobile marketing could vary per

specific objectives. P2 used mobile marketing to grab customer attention and increase sales.

Understanding the purpose of using mobile marketing allows small businesses to develop and

implement campaigns that focus on brand awareness and increase sales. Participant responses

showed they divided mobile marketing into two categories that focus on creating a database of

customers and a campaign that concentrates on the database of customers to increase sales

(Persaud & Azhar, 2012).

The representative of SMB3 conveyed the purpose of using mobile marketing was to

"leverage the desire of mobile users to receive relevant information on their mobile devices and

keep customers engaged." SMB3 achieved more sales from existing customers by understanding

the purpose of push notification to building brand loyalty within SMB3 customer database. The

representative of SMB5 conveyed the purpose of mobile marketing "was offering information

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sharing and convenience." Understanding the purpose of mobile marketing allowed P5 to think

strategically to build features into SMB5's mobile application to "provide important information

regarding menu items and special promotions."

Measuring value of mobile marketing strategies. Findings from this study indicated

measuring the value of mobile marketing was an important process in creating successful mobile

marketing strategies to influence consumer acceptance. All the participants had key indicators in

place to evaluate how effective mobile marketing strategies were working to increase brand

awareness and sales. The representative of SMB2 shared mobile coupons redeemed provided

useful information to make a good decision on their campaigns. Measuring redemption rates,

new users, sales generated by SMS, and how successfully coupon promotions are working

provide valuable information to revamp mobile marketing strategies to increase sales.

The representative of SMB3 planned and implemented mobile strategies by assigning a

value to the interaction of consumer engagement to help measure the value of mobile marketing

efforts. The representative of SMB4 measures the value by redemption rate and efficiency of

keywords. This information revealed the effectiveness of SMB4 mobile marketing efforts. The

representative of SMB5 observed app open rate and in-app behavior. Usage and engagement

metrics by download provided valuable information to think strategically to create successful

mobile marketing strategies to increase brand awareness and sales. The representative of SMB1

measured the value of mobile marketing strategies by keeping track of appointments booked.

Four (80%) out the five participants measured the value of their mobile marketing

strategies by keeping track of redemption rates, opt in and opt out rates and new customers. Two

(40%) of the five participants measured the value of mobile marketing strategies by keeping

track of appointments booked. Findings of the study showed mobile marketing strategies should

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be a significant role of a small business growth strategy. Measuring the value of mobile

marketing strategies could help increase customer engagement grow, sales, and brand awareness.

The research findings reveal small businesses need to understand what drives consumer

acceptance to use mobile marketing mediums and create effective strategies. Measuring the

value provides small business marketers insight to develop and implement mobile marketing

strategies to deliver value and service.

Research Question 2

The second research question asked participants how are mobile marketing strategies

used in the small business marketing communication mix? During the interview, participants

described mobile marketing strategies and how they were used to engage with customers to build

brand awareness, increase sales, and customer retention. Three themes emerged from the

participants’ interview responses to answer the second research question. The three themes were

mobile channel engagement, mobile marketing objectives, and SMS/MMS marketing and sales

funnel. The mobile marketing strategies that participants used in the small business marketing

communication were SMS/MMS, mobile websites, mobile apps, mobile social management

(Watson et al., 2013). Participants also used local search director and QR codes.

Mobile channels for customer engagement. Analysis of this research showed what type

of mobile strategies participants used and how they used mobile marketing in their

communication mix to increase sales, brand awareness, and customer retention. The analysis

indicated that 100% of the participants used SMS/MMS and mobile websites as mobile

marketing channels for customer engagement. All small businesses had a mobile website in place

to cultivate, and manage building brand awareness and increasing sales. Seventy percent of the

participants used a mobile application to engage with customers to build customer loyalty and

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increase sales. Only 20% of participants used QR codes as a mobile marketing channel to

communicate with customers to increase sales. Twenty percent of the participants used local

search directories to build brand awareness and increase foot traffic.

Mobile marketing objectives. Participants tied the success of using successful mobile

marketing strategies to mobile marketing objectives and understanding how customers use

mobile channels to interact with their business. Findings of the study indicated establishing

mobile marketing objectives were a major factor in determining how to use mobile marketing

strategies to influence the acceptance of mobile marketing.

Four (80%) of the five participants used mobile marketing to increase sales. Four (80%)

of the five participants used mobile marketing to increase brand awareness. All (100%) of the

participants used mobile marketing to build and retain customer loyalty. Participant responses

indicated their primary mobile marketing objective for the small business communication mix

was building brand awareness, growing sales and brand loyalty (Mirabheri & Hejazin, 2010).

Participant responses were consistent with findings in the literature.

SMMS/MMS marketing and sales funnel. The analysis indicated that most (60%) of

the participants used SMS marketing to move consumers through the sales funnel. The analysis

revealed SMS text messaging was an effective strategy among the various types of small

businesses to move the customer through the decision-making process to increase sales.

Fulfillment of Research Purpose

The literature review in Chapter 2 disclosed a deficit of research on the process of

planning and how to create successful mobile marketing strategies for small businesses. Based

on the limited research connecting small business to creating successful mobile marketing

strategies more research was needed. Although various studies have supplied significant

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awareness into consumer acceptance of mobile marketing, the ability of small businesses to

develop strategies and implement mobile marketing into the small business marketing

communication campaign remains deficient (Holland, 2010; Leppäniemi & Karjaluoto, 2008).

This study attempted to add to the existing body of knowledge on how small business marketers

can develop and implement mobile marketing strategies to communicate with the consumer to

influence acceptance of mobile marketing.

The expectation is that the findings from this research is meaningful to scholars and

practitioners because previous research suggested marketers implemented mobile marketing as a

stand-alone marketing tactic, and there is no connection between the small business mobile

marketing plan and marketing communication plan (Leppäniemi & Karjaluoto, 2008). The

findings of this study revealed mobile marketing was supported by traditional marketing and

integrated into the small business communication program to engage with the customer more

effectively and efficiently.

The findings of the research suggest marketers need to be able to design campaigns that

are useful and fun to customers so mobile marketing does not feel like a marketing campaign.

The findings in the study indicate the small business marketers’ mobile marketing planning

process included knowing how each mobile marketing strategy works and understanding how it

contributes to the company's objectives played a major role in implementing mobile marketing

strategies. Managers who lack experience in mobile marketing will not understand the

importance of creating campaigns that provide value and consider the customers’ needs and

wants, and which strategy best fits the communication objective. The findings complement the

research of Persaud and Azhar (2012), who concluded understanding what customers want from

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mobile marketing, is essential for marketers to increase the adoption of mobile marketing and

profitability.

Mobile phones have become a focus of customer attention in performing daily activities.

Findings of the study revealed mobile marketing allowed participants to engage with their

customers in a more direct and personalized manner. Participants used mobile marketing to send

timely information to consumers’ smartphones. The findings of the study showed mobile

marketing strategies helped customers recognize a need and influenced their purchase decisions.

The results of the study complement the research of Smutkupt et al. (2010), who concluded

mobile marketing strategies provide opportunities to convert shoppers into buyers.

The participants' responses revealed the success of creating mobile marketing strategies

that influence the acceptance of mobile marketing resulted from thinking strategically and was

an important process of mobile marketing planning. These findings complemented results from

Karaatli, Ma, and Suntornpithug (2010), and Leppäniemi and Karjaluoto (2008) who said that

mobile marketing strategy planning and development consisted of analyzing organization tools

and communications channels used to send content that is most appropriate for the targeted

consumer interesting in engaging with the business over mobile platforms.

The findings of the study indicated a significant indicator of creating successful

marketing strategies among participants was defining the purpose of using mobile marketing to

achieve objectives of the business. Participants revealed determining and understanding the role

of mobile marketing was essential to the success of customer engagement to increase sales.

Participants of the study tied success to creating and using successful mobile marketing

strategies to first identify marketing objectives and understanding how customers use mobile

channels to interact with their businesses. For example, P2 expressed, "we seek to identify and

95
understand how our customers interact with our business and determine which mobile strategies

best fits our business objectives and how customers want to communicate with us.

Understanding how our customers engage with us helps sends relevant messages and make real-

time contacts to grab customer's attention and increase sales." P3 stated, “We look for ways to

align our business marketing objectives with meeting our customer needs. We look at what we

are trying to accomplish with mobile and determine how we can engage with mobile users to

increase sales, brand awareness, create, and sustain a loyal customer base.” The findings are in

alignment with Ranchhod (2007) who concluded to use communication tools successfully;

marketers must customize strategies to fit the needs of the customer. Also, Karaatli et al. (2010)

concluded that mobile marketing strategy planning and development consist of analyzing

organization tools and communication channel used to send content that is most appropriate for

the targeted consumer.

The findings of the study also supported the research of Smutkupt et al. (2010), who

concluded planning and strategy development, decision-making, implementation, monitoring,

and maintenance are key components of a mobile marketing culture. For example, P2 stated,

"Our mobile marketing planning process consists of evaluating and grading mobile channels to

recognize how each channel helps us to create brand awareness, generated quality leads and

determine the best mobile marketing strategy to implement." P4 stated, "The strategy we found

effective to obtain users permission is providing an incentive to sign up to receive promotions

and appointment reminders via SMS text messaging.” Which is in line with Karaatli et al.

(2010), who concluded permission based on (opt-in) information delivery services such as alerts,

reminders, updates, coupons, discounts, and specials for mobile devices can act as external

drivers, which can motivate the recipient to start the buying process.

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 P4 also stated,

We also have us an app to stay connected with our clients. SMS text messaging allows us
to send out reminders, special promotions, happy birthdays wish to our clients. SMS
creates awareness for our business and establishes a foundation for relationship building.
Voting strategies is a significant method to receive positive feedback from our customers;
it provides an opportunity discover which new item or service our customers would
prefer.

P2 stated,

Coupon can take the form of code specified in an SMS message; we require the customer
to bring their mobile device into the location to display the actual message with the code
sent to them. Mobile coupons give us useful information to make a good decision on our
campaigns.

P3 stated,

Assigning a value to interaction helps measure the value of our mobile marketing efforts.
We look at how many customers signed up for loyalty memberships and how many are
redeeming their offers and keep track of opt-outs during the length of the campaign.

Participants responses are consistent with Sultan et al. (2009), who concluded that

encouraging mobile marketing acceptance through trust and value based methods may strengthen

consumer acceptance of mobile marketing efforts. Findings of the study revealed the success of

using mobile marketing strategies were dependent on mobile marketing objectives and

understanding how customers use mobile marketing channels to interact with small businesses.

These findings are supported by the literature, for example through Hsu, Wang, and Wen (2006)

who found the behavioral mindset is the greatest significant factor guiding behavioral intention

in the acceptance of mobile marketing. The findings are also supported by the research of

McCorkle et al. (2013), who said when customers gave prior authorization, providing incentives

with a mobile message led to a positive influence on intention to give permission to receive

mobile advertisements.

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 Ajzen’s (1991) theory of planned behavior and the technology acceptance model (Davis,

1989) served as a guiding framework for the study. Researchers, who have studied the theory of

planned behavior and the technology acceptance model, acknowledged that customer behavior

patterns are based on preference and how customers come to identify with brands, establish trust

and value of the product (Ajzen, 1991). A behavioral intention signifies the consumers’

independent likelihood to complete a form of action. The goal of mobile marketing is to engage

with customers to create a need to make a purchase or seek additional information.

The findings of the study revealed participants used mobile marketing to increase the

likelihood of customers making a purchase and establishing brand awareness. For example, P2

stated, “SMS texting message is a good strategy to move consumers through the decision-making

process because around lunch time or dinner time consumers are thinking about what am I going

to eat and where I am going to eat? And when they receive a message or coupon from us it helps

move that decision-making process along in our favor.” P4 stated, “Sending out reminders of

appointments, and mobile coupons are a process that helps move customers closer to making a

purchase. These strategies allow us to communicate relevantly and send personalized messages

at times customers want them and when they can act." To increase the number of customers that

use mobile services and connect with mobile marketing campaigns, the marketer should know

what consumers value, especially in the context of the consumer decision-making process and

shopping preference (Karaatli et al., 2010). Understanding how mobile marketing services affect

the consumer decision-making process can help marketers develop and target marketing

strategies at customers with different needs at various stages of the process.

Findings showed marketers used mobile marketing platform in innovative ways to

change the attitudes of customers so they would engage with small business. The results also

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showed perceived usefulness is a significant stimulating factor from the customers’ perspectives

to increase brand awareness and sales. These findings are consistent with Persaud and Azhar

(2012) and Rohm et al. (2012), who concluded the results of their studies, indicated perceived

usefulness, consumer innovativeness, and personal attachment directly influenced the attitudes

toward mobile marketing in the United States, China, and Europe. The findings of the study

showed there is a direct relationship between consumer attitude and the observable behavior. The

findings are in alignment with the conclusion of Ryu (2013) who found developing effective

mobile marketing strategies improve consumer perception of mobile marketing and increase

sales. For example, P4 provided an artifact document that revealed P4 mobile marketing

campaign was based on designing messages that act as external signs that help P4 target market

identify their need, initiating a decision-making process that result in customer making a

purchase.

The findings from this study have the potential to provide insight into planning and

implementing marketing communication strategies that make consumers willing to engage with

small businesses through mobile channels (Watson et al., 2013). For example, the findings from

the study provide small business marketers a revised conceptual framework to organize ideas and

understand the effects of mobile marketing strategies on various stages of the consumer making

process. A revised conceptual framework may help provide insight to create marketing strategies

that focus on customers at different stages of the process and possibly improve the influence on

customers' shopping experiences (Karaatli et al., 2010).

The original conceptual framework provided in Chapter 2 was revised to include the

findings of the study. Results indicated that strategically thinking, mobile channels for customer

engagement, the purpose of mobile marketing, mobile marketing objective, SMS/MMS

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marketing and sales funnel, and measuring the value of mobile marketing strategies were used by

participants to evaluate mobile marketing communication. The researcher added four out of the

six themes that emerged to the revised conceptual framework. The revised conceptual framework

is provided in Figure 3 (see Appendix F)

Theoretically, this research extends the literature of creating and using successful mobile

marketing strategies by focusing on its implication from the perspective of marketers. According

to Leppäniemi and Karjaluoto (2008), marketers lack the proper knowledge to integrate mobile

marketing into the business marketing communication strategy. The results of this study advance

the understanding of how to successfully create and use mobile marketing strategies to influence

the acceptance of mobile marketing among small business customers.

This research may have the capacity to provide a sound theoretical foundation for future

research on mobile marketing strategies to increase sales, brand awareness and retain customers,

and provide mobile marketing recommendations for practitioners implementing new mobile

marketing strategies for small businesses. For example, participants of the study concluded

thinking strategically, understanding mobile channels for customer engagement, and

understanding the purpose of mobile marketing helped to develop mobile marketing strategies to

influence sales, brand awareness and retain customers. These processes enable marketers to

select the most appropriate mobile marketing tool for customer engagement.

Effective mobile marketing strategies, therefore, depend on the marketer's ability to think

strategically, understanding mobile channels for customer engagement, and understanding the

purpose of mobile marketing. To fully exploit mobile marketing, participants responses

indicated, small businesses need to make sure that their mobile marketing campaigns are using

the right application based on how the customers like to engage with the business. The findings

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are in alignment with Smutkupt et al. (2010) that said marketers' inexperience in mobile

marketing might contribute to the shortcoming of implementing successful mobile marketing

strategies.

Contribution to Business Problem

The findings of the study may contribute to the existing body of knowledge on how

marketers of small businesses develop and implement strategies that influence the acceptance of

mobile marketing. The results of the study may serve as a guide for mobile marketers who

design or use mobile marketing strategies to increase brand awareness and sales within a small

business environment. The first implication is small business owners or small business marketers

who design mobile marketing strategies must think strategically before implementing mobile

marketing into their marketing communication mix. The participants’ responses revealed the

success of creating mobile marketing strategies that influence the acceptance mobile marketing

resulted from thinking strategically, which is an important process of mobile marketing planning.

An essential requirement of strategy development is to determine and understand what manner

mobile marketing links to business marketing communications strategy (Leppäniemi &

Karjaluoto, 2008; Temesgen et al., 2010).

The second implication is small business marketers should implement a process that

evaluates how each mobile marketing strategy works and how it will contribute to the small

business marketing objectives. Participants indicated mobile marketing planning process consists

of evaluating and grading mobile channels to recognize how each channel helps us to create

brand awareness, generated quality leads, and determine the best mobile marketing strategy to

implement. Mobile marketing strategy planning and development consists of analyzing

organization tools and communication channels used to send content that is most appropriate for

101
the targeted consumer (Karaatli et al., 2010; Leppäniemi & Karjaluoto, 2008). Small business

marketers who are interested in incorporating mobile marketing into their marketing

communication mix, but lack knowledge of how to use mobile marketing should consult with

mobile marketing experts that specialize in mobile marketing channels and best practices.

Consulting with a mobile marketing expert will help avoid wasting time and valuable resource.

Working with a consultant that specializes in mobile marketing will help small business owners

and marketers to develop a strategic plan and identify the right mobile channels to implement.

Marketers must recognize and comprehend the qualities of mobile marketing practices and

customer interaction channels before constructing mobile marketing communication strategies

that create consumer acceptance (Shankar & Balasubramanian, 2009).

The third implication is small business marketers should understand the purpose of

mobile marketing. Proper implementation requires defining a purpose of using mobile

marketing. Participants of the study revealed determining and understanding the role of mobile

marketing was crucial to the success of creating mobile marketing strategies to increase brand

awareness and sales. A marketer should understand the role of mobile marketing and understand

how it will be used in the small businesses marketing campaign before implementing mobile

marketing strategies (Karjaluoto, Lehto, Leppäniemi, & Mustonen, 2007).

The fourth implication is small business marketers must establish mobile marketing

objectives and recognize how each mobile marketing strategy is used to move customers through

the decision-making process to make a purchase. Participants in the study indicated that

establishing mobile marketing objectives was an important factor in creating mobile marketing

strategies and recognizing how mobile marketing strategies are used to increase sales influenced

acceptance of mobile marketing. The mobile marketing message can act as an external cue that

102
helps customers recognize a need by triggering a decision-making process that might result in a

purchase (Karaatli et al., 2010). For instance, a reminder received on a mobile device for an

upcoming birthday accompanied by a gift, discount, or link to a website address can motivate the

recipient to start the buying process.

The fifth implication is measuring the value of mobile marketing strategies. Findings

from this study indicated measuring the value of mobile marketing was an important process in

creating successful mobile marketing strategies to influence consumer acceptance. Small

business marketers should have key performance indicators established to evaluate how effective

each mobile marketing strategy is working to increase brand awareness and sales. Successful

mobile marketing strategies are dependent on measuring customer opt-ins, usability and

redemption rate (Huang, 2012).

The sixth implication is small business owners or marketers who want to use mobile

marketing to communicate with the customer to build brand awareness, increase sales, and

customer retention should first become familiar with mobile marketing by taking a short course,

case studies, and tutorials on how to use and integrate mobile marketing into the business.

Mobile marketing may be difficult to embrace for some small businesses. The difficulty of

marketers embracing mobile marketing could leave some traditional marketers wondering how

mobile marketing should fit into the marketing strategy. Marketers need to increase their

knowledge of how to create mobile marketing campaigns. Marketers should become more adept

at mobile marketing to build sustainable and profitable relationships with the customers (Ryu,

2013). Many marketing managers are older than the typical mobile device user. Often, such users

are teenagers and young adults who have diverse lifestyles than the average marketing director.

As a result, these managers are not well positioned to understand changes in mobile device use,

103
which may hinder the implementation of effective mobile marketing strategies (Shankar et al.,

2010; Sultan et al., 2009). Figure 3 provides a summary of implication for professional practice.

Implications
that Influence Consumer Acceptance of
Mobile Marketing in Small Independent
Businesses

Strategically Thinking Case Studies and Tutorials on Mobile

Marketing
Analyze Mobile Marketing Channels

Define Purpose of Mobile Marketing

Mobile Marketing Objectives

SMS/MMS and Sales Funnel

Evaluations of Mobile Marketing Approaches

Figure 3. The implication for practices that may influence the acceptance of mobile marketing.

Limitations

The study achieved the goal of identifying the process of creating mobile marketing

strategies and how they are used to increase brand awareness and sales within a small business.

The study identified mobile marketing strategy development process and reveal how mobile

marketing strategies were used consistent with the literature. Possible limitations were identified.

The first limitation identified was the selection of sampling strategy could impose constraints on

the results, and the data gathered is limited based on a narrow sampling frame of small business

owners. A qualitative multiple case study was used. Although smaller samples sizes are often

used in multiple case studies, smaller sample sizes reduce the generalization across all small

businesses. The second limitation was data samples provided by the participants. Participants

provided limited documents, storyboards, and physical artifacts to validate verbal

104
communication of mobile marketing strategies they have developed and implemented

successfully. The third limitation was the short time frame of the study and inexperience of the

researcher. The lack of experience of the researcher may have inhibited richer data source from

participants. The researcher could have asked open-ended questions that created a dialogue to

establish a rapport with participants, before proceeding with the interview.

Recommendations for Further Research

This section includes five recommendations for further research based on the limitation

of the study. The first limitation was the sample size of the study. Future research could conduct

a study with a larger sample size. The second limitation was data samples provided by the

participants. Future research could obtain more mobile platform artifacts and mobile marketing

planning documents. Collecting additional artifacts could lead to additional mobile marketing

planning processes to show how small businesses are using innovation to influence the

acceptance of mobile marketing. A third and important limitation is the inexperience of the

research and time restriction on conducting research. Future research could replicate this study

with an experienced interview specializing in mobile marketing. The research explored various

small business within the service industry. Future research could replicate the study to focus

strictly on small independent restaurants. Future research could include the exploration of the

collaboration of planning mobile marketing strategies and understand how small business

marketers establish a mobile marketing culture to support mobile marketing to influence the

acceptance of mobile marketing.

Conclusions

A qualitative multiple case study was conducted for gaining insight into how small

business marketers created and used mobile marketing strategies to influence consumer

105
acceptance of mobile marketing to increase brand awareness and sales within a small business

environment. The researcher conducted interviews with five small business marketers located in

California. The findings of the study revealed that small business marketers who want to create

and implement mobile marketing strategies need to think strategically and have a strategic plan

to identify and evaluate mobile channels for customer engagement. Small business marketers

need to understand and establish mobile marketing objectives. Marketers need to understand how

mobile marketing strategies will contribute to achieving those objectives.

Marketers employed a variety of different mobile marketing strategies to engage with

customers, however, most their mobile marketing efforts focused on SMS and MMS to move

customers through the decision-making process to increase sales. Findings from the study also

indicated measuring the value of mobile marketing strategies was tied to the success of creating

successful mobile marketing strategies to increase brand awareness and grow sales. Limitation of

the study was identified. The implication for practice was reported and recommended for future

research mentioned. The findings from this study may help current, and future small business

marketers gain insight into planning and implementing mobile marketing strategies to influence

consumer acceptance of mobile marketing.

The findings from this research have the potential to provide insight into explaining

marketing communication strategies that make consumers willing to engage with small

businesses through mobile channels. This research may have the capacity to provide a sound

theoretical foundation for future research on mobile marketing strategies to increase sales, brand

awareness and retain customers, and provide mobile marketing recommendations for

practitioners implementing new mobile marketing strategies for small businesses.

106
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http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.663.7489&rep=rep1&type=pdf

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 STATEMENT OF ORIGINAL WORK

Academic Honesty Policy

Capella University’s Academic Honesty Policy (3.01.01) holds learners accountable for the
integrity of work they submit, which includes but is not limited to discussion postings,
assignments, comprehensive exams, and the dissertation or capstone project.
Established in the Policy are the expectations for original work, rationale for the policy,
definition of terms that pertain to academic honesty and original work, and disciplinary
consequences of academic dishonesty. Also stated in the Policy is the expectation that learners
will follow APA rules for citing another person’s ideas or works.

The following standards for original work and definition of plagiarism are discussed in the
Policy:
Learners are expected to be the sole authors of their work and to acknowledge the
authorship of others’ work through proper citation and reference. Use of another person’s
ideas, including another learner’s, without proper reference or citation constitutes
plagiarism and academic dishonesty and is prohibited conduct. (p. 1)

Plagiarism is one example of academic dishonesty. Plagiarism is presenting someone

else’s ideas or work as your own. Plagiarism also includes copying verbatim or
rephrasing ideas without properly acknowledging the source by author, date, and
publication medium. (p. 2)

Capella University’s Research Misconduct Policy (3.03.06) holds learners accountable for research
integrity. What constitutes research misconduct is discussed in the Policy:
Research misconduct includes but is not limited to falsification, fabrication, plagiarism,
misappropriation, or other practices that seriously deviate from those that are commonly
accepted within the academic community for proposing, conducting, or reviewing
research, or in reporting research results. (p. 1)

Learners failing to abide by these policies are subject to consequences, including but not limited to
dismissal or revocation of the degree.

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 Statement of Original Work and Signature

I have read, understood, and abided by Capella University’s Academic Honesty Policy (3.01.01)
and Research Misconduct Policy (3.03.06), including Policy Statements, Rationale, and
Definitions.
I attest that this dissertation or capstone project is my own work. Where I have used the ideas or
words of others, I have paraphrased, summarized, or used direct quotes following the guidelines
set forth in the APA Publication Manual.

Learner name
and date John Doleman January 21, 2017

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 APPENDIX A. QUALIFYING QUESTIONNAIRE

Created by John Doleman

Directions: Please circle or enter the best response for each study qualifying question.

1. Are you experienced with mobile marketing?

Yes No

__________________________________________________________________

What is the highest degree that you have received?

Associates

Bachelors

Masters

Doctoral

2. What is the discipline of your degree(s) and its title?

3. Have you had any formal teaching, training or instructional mobile marketing training

as part of your educational degree? If yes, what type of formal training?

Yes, _________________________________________________________

No

4. Do you work for small businesses or are you self-employed?

Small business

Self-employed

Other (Please explain) _______________________________________________

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5. Have you ever designed mobile marketing strategies for a small business setting?

Yes No

6. How many mobile marketing strategies have you designed and implemented?

One

One to two

Five or more

7. How many years of experience do you have as a mobile marketing professional?

One year

Two to Four years

Five or more years

8. How many years of experience do you have planning and implementing a

comprehensive mobile marketing strategy?

One year

Two to Four years

Five or more years

9. Do you have experience in mobile site design, app development, multi-channel

marketing and mobile commerce?

Yes No

Are you interested in being interviewed for this Mobile Marketing Research Study? If

yes, please provide your contact information:

Yes No

Name: ______________________________________________

Phone number: _______________________________________

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E-mail address: ______________________________________

SKYPE name: (If applicable) ___________________________

10. When is the best time to contact you for an interview?

11. Is there anyone else in the mobile marketing field that you would recommend I try to

interview on this topic before closing my research? If so, please identify the person, their

area of expertise, and how best to contact him/her.

Name: ______________________________________________

Area of expertise: Implementing mobile marketing strategies, mobile website/app

designer, marketing managers using mobile marketing applications. Best method to

contact (e-mail address, phone number)

_________________________________________________________

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 APPENDIX B. INTERVIEW GUIDE

Thank you for taking the time to meet with me today. I look forward to your insights as a
participant for this study. The purpose of the study is to explore what successful mobile
marketing strategies are required for small businesses to increase sales, brand awareness and
retain customers and to develop an understanding of how mobile marketing strategies are
integrated into the marketing communication plan to increase sales, brand awareness and retain
customers within a small business. This research study is expected to discover the procedures for
conducting planning and mobile marketing strategies small business have successfully
implemented to increase consumer acceptance of mobile marketing.

Now that I have explained the purpose of this study and the expected outcome, we will go ahead
and get started on the interview. Please feel free to stop me if you have questions at any time. As
a reminder, you are free to stop participating in the study at any time. Are you ready to begin?

Interview Question 1: What is the mobile marketing planning process?

Interview Question 2: Describe what types of mobile marketing strategies that you as a
marketer design or develop for mobile marketing campaigns. Why do you use these
specific strategies?

Interview Question 3: From your experience as a marketer for small businesses, please
describe the most difficult aspect of creating mobile marketing strategies. Why is it
difficult? How can it be improved? What additional marketing strategies might be used
improve mobile marketing strategies?

Interview Question 4: Describe your best mobile marketing campaign experience from
designing mobile strategies for a small business setting. What made it such a good
experience? How did you incorporate the mobile marketing strategies to make the mobile
campaign successful?

Interview Question 5: Describe the mobile marketing strategies that you believe are
necessary to develop a mobile communication that is effective for campaign objectives.

Interview Question 6: How do managers’ experiences influence the decision -making

related to implementing mobile marketing strategies?

Interview Question 7: What role does mobile marketing have in the marketing
communication plan?

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Interview Question 8: What do you think is most important mobile marketing strategies
to be used by marketers for the planning or development of mobile marketing
campaigns?

Interview Question 9: What do you think is least important mobile marketing strategy to
be used by marketers for the planning or development of mobile marketing campaigns for
small businesses?

Interview Question 10: What are the barriers to your business in creating consumer
acceptance of mobile marketing strategies?

Interview Question 11: What mobile marketing strategies do marketers believe from their
experiences enhance brand awareness?

Interview Question 12: What mobile marketing strategies do marketers believe from their
experiences increase sales?

Interview Question 13: What mobile marketing strategies do marketers believe from their
experiences increase customer retention?

Interview Question 14: What strategies have been successful influencing consumer
acceptance and maximizing profits?

Interview Question 15: How do managers decide which mobile marketing strategies to
use? What factors influence their decision?

Interview Question 16: What were the primary drivers for the mobile marketing strategy?

Interview Question 17: What are the important characteristics of your company’s brand
that guide the mobile marketing strategies?

Interview Question 18: How did group collaboration occur during the mobile marketing
strategy process?

Interview Question 19: How is the mobile marketing culture conveyed to successful
support mobile marketing campaigns?

Interview Question 20: What mobile strategies are the most effective to move consumer
to through the consumer decision making process?

Interview Question 21: How did you acquire the needed mobile marketing skills required
for you to successfully design mobile marketing strategies?

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 Interview Question 22: Were there any mobile marketing design strategies that you
learned through formal education programs that apply directly to your development of
mobile marketing campaigns?

Interview Question 23: How much of your mobile marketing planning and strategy
development skills did you learn through on-the job experience?

Interview Question 24: If you were mentoring a marketer interested in learning how to
design or develop mobile marketing campaigns, what strategies would you consider to be
essential?

Interview Question 24a: How would you recommend they acquire the knowledge about
the developing mobile marketing strategies?

This completes our session. I want to thank you again for taking the time to speak with me about
your experiences. I also wanted to remind you that I will transcribe our interview from today and
send you a copy for approval and verification.

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 APPENDIX C. CONCEPTUAL FRAMEWORK FOR DEVELOPING MOBILE
MARKETING COMMUNICATION

Figure 3. Conceptual framework for developing mobile marketing communication.

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