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Marcus Schögel
Title
Prof. Dr.
Last Name
Schögel
First name
Marcus
Email
marcus.schoegel@unisg.ch
Phone
+41 71 224 2833
Homepage
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1 - 10 of 24
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PublicationZukunftssichere Loyalitätsprogramme - Loyalitätsprogramme sind im Aufwind, aber nicht gut verstanden(Institute for Marketing and Customer Insight, 2023)Loyalty programs are still primarily used as a marketing tool for acquisition and sales promotion. However, due to stricter data protection regulations, access to customer data through these programs is becoming increasingly important. The article includes a current market analysis from the German market, which show that the majority of loyalty programs are mainly used for hard benefits, such as discounts and cash. Customers are trained to be "Coupon Kings & Queens" and "bargain hunters." Genuine service promises, beyond discounts and deals, are found only in exceptional cases. From the perspective of customers and executives, soft and community benefits are becoming increasingly important. The survey indicates that loyalty programs have been primarily used for customer acquisition and less for actual retention. Levers for long-term successful management of loyalty programs focus here: A mix of hard, soft, and community benefits can be sensible to generate first-party data.Type: journal articleJournal: Marketing Delta
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PublicationKnowing is Half the Battle - The Influence of Marketers' Privacy Literacy on SMEs' Privacy OrientationMarketers are in a unique position to improve customers’ data privacy but often lack the necessary know-how. Hence, this study examines the link between marketers’ privacy literacy and their firms’ privacy orientation.Type: journal articleJournal: Marketing Review St. GallenVolume: 2022Issue: 2
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PublicationType: journal articleJournal: GfM ForschungsreiheVolume: 2
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PublicationAddressing the Privacy Paradox on the Organizational Level - Review and Future DirectionsThe discrepancy between informational privacy attitudes and actual behaviour of consumers is called the “privacy paradox”. Researchers across disciplines have formulated different theories on why consumers’ privacy concerns do not translate into increased protective behaviour. Over the past two decades multiple differing explanations for the paradox have been pub-lished. However, authors generally agree that companies are in a strong position to reduce consumers’ paradoxical behaviour by improving their customers’ informational privacy. Hence, this paper aims at answering the question: How can companies address the privacy paradox to improve their customers’ information privacy? Reviewing a sample of improve-ment recommendations from 138 papers that explore 41 theories in total, we determined that companies can generally align their privacy practices more closely with customers’ expectations across 4 interconnected managerial processes: (1) strategic initiatives, (2) structural improvements, (3) human resource management, and (4) service development. The findings of this systematic literature review detail how companies can address both the rational and irra-tional nature of the privacy decision-making process. Furthermore, we propose a dynamic model able to identify weaknesses and strengths in companies’ privacy orientation.Type: journal articleJournal: Management Review Quarterly
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PublicationType: journal articleJournal: Wirtschaftsinformatik & Management : WuM
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PublicationType: journal articleJournal: SWA-JahresberichtVolume: 2020Issue: 1
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PublicationGrowth Hacking – eine neue Methode für das Marketing?(Gesellschaft für Marketing, 2020-08)Type: journal articleJournal: Gesellschaft für Marketing (GfM)Volume: 08/2020Issue: 5
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PublicationCase Study: Leadership at Best Buy-Teaching Case 2023( 2023-09-11)Best Buy was founded in 1966 as an audio specialty store named “Sound of Music” by Richard Schulze and James Wheeler. After a rebranding in 1983, Best Buy found its core business model in selling consumer electronics and related products. Its cur-rent subsidiaries include Best Buy Mobile (cell-phone carrier), the Geek Squad (con-sumer electronics services), Magnolia Home Theater (home theater solution brand) and Pacific Sales (home electronics & white goods retailer). In 2021 the company counted over 102’000 employees worldwide and had a sales revenue of USD 47.3B – making it one of the few companies able to compete in the same market as Amazon. This teaching case looks at the leadership styles of the company's past and current CEOs and their impact on its current position in the market.Type: case study
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PublicationCase Study: Leadership at Best Buy-Teaching Case 2022(Institut für Marketing und Customer Insight, 2022-08-01)Best Buy was founded in 1966 as an audio specialty store named “Sound of Music” by Richard Schulze and James Wheeler. After a rebranding in 1983, Best Buy found its core business model in selling consumer electronics and related products. Its cur-rent subsidiaries include Best Buy Mobile (cell-phone carrier), the Geek Squad (con-sumer electronics services), Magnolia Home Theater (home theater solution brand) and Pacific Sales (home electronics & white goods retailer). In 2021 the company counted over 102’000 employees worldwide and had a sales revenue of USD 47.3B – making it one of the few companies able to compete in the same market as Amazon. This teaching case looks at the leadership styles of the company's past and current CEOs and their impact on its current position in the market.Type: case study
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PublicationCase Study: Leadership at Best Buy(Institut für Marketing und Customer Insight, 2021-09-13)Best Buy was founded in 1966 as an audio specialty store named “Sound of Music” by Richard Schulze and James Wheeler. After a rebranding in 1983, Best Buy found its core business model in selling consumer electronics and related products. Its cur-rent subsidiaries include Best Buy Mobile (cell-phone carrier), the Geek Squad (con-sumer electronics services), Magnolia Home Theater (home theater solution brand) and Pacific Sales (home electronics & white goods retailer). In 2021 the company counted over 102’000 employees worldwide and had a sales revenue of USD 47.3B – making it one of the few companies able to compete in the same market as Amazon. This teaching case looks at the leadership styles of the company's past and current CEOs and their impact on its current position in the market.Type: case study
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