Denna studie framför vår forskning om hur underhållning används på ett shoppingcenter som en strategisk marknadsföringsstrategi. En fallstudie med ett kvalitativt angreppssätt valdes eftersom vi ville få ett djup i studien. Fallstudien gjordes på Mall of America genomdatainsamling i form av dokumentstudie och en semi-strukturerad intervju medshoppingcentret. Denna metod valdes eftersom det i forskningsöversikten framkom att mycket av den tidigare forskning gällande förhållandet mellan shoppingcenter och underhållning, var fokuserad på surveyundersökningar med inriktning på besökarna. Forskningsöversikten visade också på bristande forskning inom ämnet, vilket gjorde det intressant för oss att studera. För att besvara syftet ställdes tre forskningsfrågor som behandlade marknadsmixen, kundfokus och kundrelationer. Det är även dessa teman som genomgående tas upp i såväl teori, resultat samt diskussion. Marknadsmixen beskriver de 6Pna som Preston (2012) menar bör användas vid evenemang istället för de traditionella 4Pna. Kundfokus tar uppsegmentering, targeting, differentiering och positionering. Kundrelationer är fokuserat till hur shoppingcentret skapar kundvärde och kundtillfredsställelse med hjälp av underhållning. Utifrån dessa teman togs en teoretisk analysmodell fram. Denna modell låg till grund för vårt resultat och kan även komma att replikeras för framtida forskning. .Resultatet i denna studie visade att samtliga av marknadsmixens delar användes på Mall of America, dock med större och mindre påverkan på deras strategiska arbete. Mall of America vet vad deras varumärke står för och vilken position de vill åstadkomma. Detta skildras i deras sätt att arbeta med kundfokus i olika utsträckning. De arbetar strategiskt för ett emotionellt band med sina besökare vilket bidrar till deras goda och långsiktiga kundrelationer. Vår studie bidrar med en teoretisk analysmodell som kan användas för att visa på det samspel som är av vikt för företag/shoppingcenter att anamma när de strategiskt vill implementeraunderhållning. Dessutom bidrar vår studie med en djupare förståelse för hur Mall of America strategiskt använder underhållning som visat sig vara en framgångsfaktor. / This study shows our research on how entertainment is used in a shopping center as a strategic marketing strategy. As we wanted to get a depth in the study, a qualitative case study method was made. The case study was made on Mall of America through the research designs document study and a semi structured interview with the shopping center. This method was chosen as in the research overview of the previous research regarding shopping center and entertainment, the focus was on survey studies aimed at visitors. The research overview also showed the lack of research within the subject, which made it interesting for us to study. Three research questions regarding the marketing mix, customer focus and customer relationship were asked to answer the purpose. These are also the themes that are used through the theory, result and discussion. The marketing mix describes the 6Ps that Preston(2012) means should be used instead of the traditional 4Ps regarding events. Customer focus covers segmentation, targeting, differentiation and positioning while customer relationships is about how the shopping centre creates customer value and customer satisfaction through entertainment. A theoretical analysis model was created from these themes. This model was the basis for our results and can be replicated in future research. The results on this study show that all elements of the marketing mix were used at Mall of America, with more or less impact in their strategic work. Mall of America is aware what their brand stands for and what position they want to reach. This is portrayed in their way of working with customer focus to different extents. They strategically work to reach an emotional connection with their visitors that contributes to their well executed and long-term customer relationships. Our study contributes with the theoretical analysis model which can be used to show the interplay that is important for a company/shopping center to embrace when they want to strategically implement entertainment. This study also contributes with a deeper understanding on how Mall of America strategically works with entertainment that has become a success factor.

Master of Agribusiness / Department of Agricultural Economics / Aleksan Shanoyan / In recent years across the United States, product sales have seen a downward trend when compared to the robust sales figures posted around the 2010 time period across the major players in the product manufacturing space. Due to depressed commodity prices, large product sales have caused a lot of the dealers to shift in its prioritization of sales from a predominant large product business model, to a more diverse large product and small product strategy portfolio to stay profitable amidst economic headwinds. This study will look into ways that the Company A dealer channel could pivot their internal processes around targeting customers who are engaged in the purchase funnel of purchasing small products and how Company A could change the way the company equips their trusted dealer channel to combat competition in this segment. This study will examine new strategies that may be executed through the Company A dealer network and their subsequent retail showrooms to increase sales by focusing on key product differentiating characteristics, unique technical selling points, dealer facility positioning in high potential Metropolitan Statistical Areas, and new retail digital marketing technologies that should be leveraged throughout the sales process to improve market share. Company B is considered to be the primary rival competitor in this small product market, as this firm is one of the fiercest competitors to Company A’s quest for total product sales superiority. This study conducted a mixed method survey to ascertain what areas of marketing and promotional assistance should be prioritized by Company A, to outfit the company’s existing dealer channel with the right tools to combat Company B and other competitors in the U.S. small product market. Additionally new retail showroom technologies and strategies were based upon existing market research studies, focused on which customer’s and product characteristics were the most impactful for positively impacting small product sales in the United States.

Developments in digital marketing are putting pressure on companies to keep up in the rapidly changing market environment. To do so, companies must take proactive steps in identifying new strategies to optimize their customers’ experiences in a digital era of increasing customer demands for online solutions. Among the most promising technological developments is the growth of Augmented Reality (AR) applications. While the future of augmented reality is relatively unknown, its unique attributes of bridging the digital and physical world have gotten investors excited. Yet, the knowledge of how to utilize AR’s unique attributes in marketing strategies is still limited, and the discussion on how to get the restless new generation to accept this emerging technology is accelerating. Within the retail industry, IKEA is considered a pioneer in deploying augmented reality in their customer experience. This project is a case study on IKEA’s implementation of augmented reality, a source of inspiration for future deployment strategies. The research data consists of interviews with respondents from both IKEA and IKEA’s innovation lab SPACE10, representing the industry practitioners, and two focus groups representing the low- and high-involvements customer perspectives. Supported by both theoretical and case study findings, this study develops a conceptual framework for AR deployment within the retail industry. The framework highlights the main elements to consider for an effective deployment of AR within a retail context. Firstly, companies should identify which customer values the AR program aims to provide, evaluate whether or not the AR technology is more effective than traditional methods for the intended value creation and thereafter design the program objectives accordingly. Secondly, the deployment stage consists of three entangled dimensions that are intertwined with a customer feedback loop. The three dimensions represent AR deployment success factors, and they are: (1) User experience (2) Utilizing unique attributes and (3) Strategy coherence.

The adoption of Green Marketing within the Swedish forest industry has raised questions as to why there has been an increase in implementation of the concept, and what the results have showed. After conducting eight semi-structured qualitative interviews with companies involved with forestry in Sweden, this paper has been able to showcase an in-depth analysis. The companies interviewed include a forest owner, five forestry companies, a packaging company, and a lobby initiative in Sweden. This has allowed the research to explore different perspectives in the forest industry. The answers derived from the interviews were for the most part in correlation to each other, and highlighted the similar ways to approaching Green Marketing within the Swedish forest industry. Public concern, governmental regulations, and opportunity to form strong relationships were all seen as reasonings behind the usage of Green Marketing. The Swedish forest industry has done very well in avoiding many Green Marketing mistakes, and has also showcased a strong effort in following what is known as the ‘Golden Rules of Green Marketing’.

De acordo com empresários do setor agropecuário, em 2014, dos 40 milhões de cabeças abatidas no Brasil, apenas cerca de 2%, ou seja, 800 mil cabeças foram direcionadas para o mercado de produtos gourmet. No entanto, este é um mercado em expansão e, segundo especialistas do setor, é esperado que a participação deste nicho alcance cerca de 5% do total abatido nos próximos anos, o que significa uma taxa de crescimento de aproximadamente 250% para o setor (CAVALCANTI, 2015). Neste sentido, este trabalho objetivou estudar a percepção do consumidor de carnes especiais de alto valor agregado na cidade de Ribeirão Preto (interior do Estado de São Paulo), bem como os serviços oferecidos em estabelecimentos específicos e diferenciados de varejo (também conhecidos como \"açougues gourmet\"). Com consumidores cada vez mais exigentes e preocupados com os atributos oferecidos em relação ao produto consumido, e um mercado em plena expansão, a cadeia da carne bovina deve se organizar para enfrentar o desafio de transformar o produto hoje vendido como \"commodities\", em um produto diferenciado com alto valor agregado percebido pelos seus clientes. Para tanto, se faz necessário que o mercado se utilize de estratégias de marketing focada na segmentação dos clientes, produtos diferenciados e marcas próprias, além de proporcionar ao consumidor uma experiência inesquecível dentro do ponto de venda durante a compra e depois no momento do consumo. Sendo assim, para que ao final deste trabalho se tenha conseguido demonstrar qual a percepção do consumidor ribeirão-pretano quanto a carne gourmet, foram realizadas 158 entrevistas dentro de 4 boutiques de carne da cidade de Ribeirão Preto - SP, possibilitando revelar o perfil socioeconômico dos consumidores, bem como os atributos, serviços e cortes de carne gourmet preferidos pelos respondentes. / According to agribusiness, in 2014, of the 40 million heads slaughtered in Brazil, only about 2%, that is, 800 thousand heads were directed to the market of gourmet products. However, this is an expanding market and, according to industry experts, the share of this niche is expected to reach about 5% of the total slaughtered in the coming years, which means a growth rate of approximately 250% for the sector (CAVALCANTI, 2015). In this sense, the objective of this study is to study the consumer perception of high value-added specialty meats in the city of Ribeirão Preto (interior of the State of São Paulo), as well as the services offered in specific and differentiated retail establishments (also known as \"Gourmet butchers\"). With consumers increasingly demanding and concerned about the attributes offered in relation to the product consumed, and a market in full expansion, the beef chain must organize itself to face the challenge of transforming the product now sold as commodities, into a differentiated product with high added value perceived by its customers. To do so, it is necessary for the market to use marketing strategies focused on the segmentation of customers, differentiated products and own brands, as well as providing the consumer with an unforgettable experience inside the point of sale during the purchase and then at the time of consumption. Therefore, in order to demonstrate the consumers\' perception of gourmet meat, 158 interviews were carried out in 4 beef boutiques in the city of Ribeirão Preto, SP, in order to reveal the socioeconomic profile of consumers, as well as the gourmet attributes, services, and cuts preferred by respondents.

The purpose of this study is to investigate how Swedish IoT companies use online marketing strategies and online communication to reach out to their prospects and customers.

Cette thèse explore la relation entre la structure de propriété coopérative ou actionnariale avec les stratégies de marchés, et la performance et risque financiers. Elle couvre trois terrains d’études appartenant à des secteurs différents : (1) Les PME françaises, (2) le secteur viticole français et (3) les institutions financières américaines, en adoptant à chaque fois une approche comparative avec des données empiriques. Elle contribue à la littérature existante en ayant une vision transversale entre le marketing et la finance tout en considérant la structure de propriété via des échantillons de données représentatifs. Selon les résultats, les coopératives ont un niveau de performance financière plus faible (excepté les institutions d’épargne américaines) et un risque financier moins élevé (excepté les unions de crédit américaines) que les structures actionnariales. De plus, elles détiennent un niveau plus élevé de capitaux propres leur permettant d’amortir les chocs. En effet, les coopératives adoptent des stratégies de marché différentes. Le type de marque a été étudié dans le secteur viticole montrant que les coopératives optent pour des marques collectives alors que les entreprises actionnariales préfèrent les marques privées. Dans le secteur des institutions financières, dépendamment du type de structure, des segments de clientèles sont préférés et l’approche de relation client est différente. Quant à la relation entre la structure de propriété et les stratégies de marché d’une part et la performance et risque financiers d’autre part, les résultats montrent que les stratégies de marché peuvent influencer la performance financière. Néanmoins, le principal facteur qui affecte la réduction du risque est la structure de propriété coopérative indépendamment des stratégies de marché choisies. / This thesis explores the relationship between ownership structure (cooperative versus investorowned), market strategies as well as financial performance and risk. It tackles three databases in three different sectors: (1) French SMEs, (2) French wine sector (3) and financial institutions in the USA, along with a comparative methodology using empirical data. It contributes to the existing literature through a transversal approach between marketing and finance, in the framework of cooperatives with significant samples of data.Results show that cooperatives have lower levels of financial performance (except thrifts) with lower financial risk (except credit unions) compared to investor-owned firms; cooperatives have higher level of capitalization allowing them to face economic crises. Moreover, cooperatives adopt different market strategies. Research in the wine sector show that cooperatives tend to choose collective branding whereas investor-owned firms prefer private brands. As for financial institutions, business lines and relationship lending approaches vary according to ownership structures. In terms of the relationship between ownership structure and market strategies on one hand, and financial performance and risk on the other, results show that market strategies can affect financial performance while the main factor reducing the risk is cooperative structure.

Nowadays business environment becomes more and more competitive; companies are forced to enhance their position through strengthening of their marketing strategies and brand management. To build a brand and to develop brand management is a huge challenge for Taiwanese original design manufacturers (ODMs) or original equipment manufacturers (OEMs) as they focus more on contract manufacturing. The thesis identifies main strength and weakness of Taiwanese original design manufacturers (ODMs) or original equipment manufacturers (OEMs). Moreover, the study focus on the path and development of Taiwanese notebook and PC manufacturers Acer and ASUS and how they can enhance their position in the competitive business world by adopting brand management.

The master thesis explains the concept of marketing strategy of Jazz club Reduta and the improvisational group Improvariace. The theoretical part defines the marketing in general, marketing process and marketing mix focused on culture and the cultural product. This part of the thesis deals with the importance of marketing in culture and it describes the typology of audiences. Following the theory and the facts established in it, the practical part is set on monitoring a particular marketing strategy for improvisational group Improvariace and their performances in Jazz club Reduta. The goal is to critically evaluate their strategy and to propose improvements.

The tourism industry is one of the most thriving industries in the world and nature-based tourism is one of the most expanding sectors in the European tourism industry. However, destinations today have global substitutes which means a destination can easily be exchanged for another destination. Thus, destination market organizations have become a critical component in the tourism industry. While there is a growing interest for nature-based destinations due to international tourism and a growing awareness of environmental issues there is still a need to create a differentiation from the global competition. By setting up strategic plans and continuously market a destination, destination marketing organizations (DMOs) can attract tourist from distant markets. Therefore, the purpose with this report is to examine strategies that DMOs use when it comes to attract tourists to nature-based destinations. With the aim to fulfill the purpose of this study one research question of descriptive and exploratory kind were stated: “What strategies are DMOs using to attract tourists to nature-based destinations?”.   A theoretical framework was conducted by reviewing scholarly journals which generated potential answers for the stated research question. Furthermore, the frame of reference provided the study with a theoretical foundation which was applied during the data collection as well as the data analysis. Methodologically, this study had a qualitative approach and was therefore collecting data through semi-structured and in-depth interviews with employees of different DMOs. The findings and conclusions show that the practical work done by a nature-based DMOs in a high degree follows existing previous research. Where the importance of having a clear market position, being able to segment an audience, as well as promote an appropriate message is of high concern for a DMO. Hence, it helps them to attract tourist to a nature-based destination.