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Artificial Intelligence (AI) in the price management process is being applied in business practice and research to a variety of pricing use cases that can be augmented or automated, providing opportunities as a forecasting tool or for price optimization. However, the complexity of evaluating the technology to prioritize implementation is challenging, especially for small and medium enterprises (SMEs), and guidance is sparse. Which are the relevant stakeholder criteria for a sustainable implementation of AI for pricing purpose? Which type of AI supported price functions meet these criteria best? Theoretically motivated by the hedonic price theory and advances in AI research, we identify nine criteria and eight AI supported price functions (AISPF). A multiple attribute decision model (MADM) using the fuzzy Best Worst Method (BWM) and fuzzy combined compromise solution (CoCoSo) is set up and evaluated by pricing experts from Germany and Spain. To validate our results and model stability, we carried out several random sensitivity analyses based on the weight of criteria exchange. The results suggest accuracy and reliability as the most prominent attribute to evaluate AISPF, while ethical and sustainable criteria are sorted as least important. The AISPF which best meet the criteria are financial prices followed by procurement prices. [ABSTRACT FROM AUTHOR]

Online social environments provide attractive platforms for firms to connect and engage with consumers. The objective of this paper is to optimize marketing efforts by brands to improve engagement and market share in social media. To this end, we define and conceptualize the digital social media space using the concepts of homophily and social distance. For quantification purposes and a more tangible practical implementation we build on Huff's retail gravity model, which is transposed to the social media space. The model allows the calculation of the expected engagement and social media market participation at the brand level, based on the positioning of the brand and its' competitors and the distribution of consumer activity in different social media, thus enabling the optimization of marketing efforts through digital (re-)location. The model is applied to leading brands in the athletic footwear market to test its robustness. [ABSTRACT FROM AUTHOR]

The increasing use of digital technology‐based retail services provides new opportunities for digital marketing. In this paper, we investigate how augmented reality (AR) technology can be leveraged as part of the firm's strategy. We explore the online purchase intention through AR smart glasses (ARSG), considering consumers' value assessment through a cost–benefit analysis and the influence of technical, experiential and social AR value drivers. We develop an augmented value‐based adoption model addressing four main objectives: (1) Evaluate the effect of the perceived value of ARSG, (2) Evaluate the effect of immersion (experiential dimension), (3) Evaluate the effect of AR devices and technical complexity (technical dimension) and (4) Evaluate the importance of subjective norms (social dimension) on the online purchase intention through AR technology. Based on an ESIC Tech Lab experiment with two types of ARSG from market leaders and AR retail apps, the study uses survey data from 253 participants. The results suggest that the technical dimension has an ambiguous effect, with tech‐complexity enhancing directly the perceived value of ARSG for online purchase while reducing the net value of consumers' economic cost–benefit analysis. We find strong evidence that the experiential and social AR dimensions (in the form of immersion and subjective norm) have a significant positive influence on consumers' purchase intention online, which are better predictors than the pure economic cost–benefit assessment (through usefulness and difficulty). Furthermore, the technical innovativeness of consumers is found to increase directly the online purchase intention through ARSG. [ABSTRACT FROM AUTHOR]

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The emergence of web analytics software has changed the way marketing is researched, monitored, planned, and managed, which suggests a new dimension of marketing interactions between firms. This paper describes digital marketing results in terms of customer attraction to e-commerce websites from different angles (cross-country, firm type, evolution) and investigates empirically how competitors' marketing activities affect a focal firm. Using a vector autoregression model applied to data for grocery e-commerce in the US, the UK, and France, we find differences across American and European firms in the composition of digital marketing techniques and the existence of interaction effects across firms. [ABSTRACT FROM AUTHOR]