Author :
Abstract
Dijital trasformasyon iş dünyasında devrimsel bir rekabet başlattı. Şirketler bu değişime uyum göstermek, hayatta kalabilmek,rekabetin gereğini yerine getirebilmek ve konumlarını koruyabilmek için işlerini yürütebilmenin yeni yollarını keşfetmek durumundalar. Mobil iletişim ve sosyal medya « dijital kanallar » diyebileceğimiz, özetle şirketler ve müşterileri arasında yeni dijital iletişim kanalları yarattı. Dijital kanallar bağlanabilirlik özelliği ile dijital devrimde önemli bir rol oynamıştır. Dijital trendler insanlara bireylerin zaman ve mekan sınırı olmadan iletişim kurabilme, bilgiyi dünyada yayabilme ve işlemler yapabilme imkanı. Buradan hareketle müşteriler artık sadece statik bir bilgiyi arama ya da kaydetme işlemi yanında etkileşimde bulunabilme, bilgi yükleme ve kendi içeriklerini ağlara yayma imkanına sahiptir. Müşteri etkileşimleri iş stratejilerini etkilemiştir.Şirketlerin karşılaştığı en büyük zorluk bu kanallar aracılığıyla müşteri ihtiyaçlarını anlayabilmek, zira dijital dünyada artık geleneksel müşteri segmentasyonu mevcut değildir. Dijital kanalları geliştirip, başlatmaktan ziyade onları işletebilmek ve müşteriye değer yaratabilmek önemlidir. Pazarlama ve dizayn edilmiş araştırma, duyguları marka tutum ve davranışlarına etkisi olduğunu ispat ettiği gibi uzun dönemli müşteri ilişkilerinin de ekonomik değerini etkilemektedir. Bu makale Forbes’in 2015 en değerli markaları arasında 94. sırada olan ve 2016’da dijital IQ derecelendirmesinde 1. sırada olan Burberry markasının lüks markaların dijital pazarlamasındaki mevcut konumunu değerlendirerek, lüks moda ve marka pazarlamasına genel bir bakış sağlamaktadır. Bu makale aynı zamanda başarı elde etmek için dijital pazarlamanın tamamlayıcı önemini göstermektedir. Bu çalışma Burberry’nin dijital müşteri deneyimine duyguların, iş iletişiminin ve dijital kanalların kesişerek nasıl bir fikir verdiğini anlatmaktadır.
Keywords
Abstract
Era of digital transformation has created an entirely new class of competitionacross businesses. Companies have to keep up withthese changes and in turndeveloping new ways of doingtheir businesses in order to survive, and to respond and adapttheir position in suchcompetitiveenvironments. The mobile internet and social media have created new digital communication channelsbetween a company and itscustomerslabelled as ‘digital channels’ (Edelman, 2010 :62). Digital channels have played a significantrole in the digital revolutionthrough online connectivity. Digital trends in society have enabledindividuals to communicatewithout the boundaries of time or place, accessing information worldwide and making multiple transactions in real time (Brand & Henning, 2002). Movingfromhere, customers are no longer justdownloading or searching for static data, but are able to interact, upload and sharetheirown content to a wider online network. Customer interactions through digital channels have influenced business strategy(Schultz & Peltier 2013). The main challenge faced by companiesisunderstandingtheircustomer’sneedsthroughthesechannels, as traditionalcustomer segmentation is no longer valid in a digital world (Numes&Cespedes 2003 :104). Ratherthandeveloping and launching digital channels; makingthemtrulyengaging and valuable to the customerisdifficult(Schultz & Peltier, 2013). Marketing and design research has proventhatemotions have influence on attitudes and behaviourstowards brands and the economic value of long-termcustomerrelationships (Hill, 2010; Mattila, 2001). This paperintends to provide an overviewonluxuryfashion marketing and luxury brand marketing, by looking at thecurrentrole of digital marketing in luxuryfashion brand Burberry, (rankingninety-fourth on the 2015 Forbes list of Woldmostvaluable brands, eighth on the 2015 Luxury Institute of New York list and first ranked by Digital IQ Score on 2016) The paperalsohighlights the significance of integrating digital marketing as a key component to drive success.The studyalsoshows an illustration ofintersecting the areas of emotions, business communications and digital channel to provide insights into the Burberry’s digital customerexperience.
Keywords
- Ahrendts, A. (2013), ‚Burberry’s CEO on turning an aging British icon into a global luxurybrand‛, Harvard Business Review, Vol. 91 No. 1, pp. 39-42.
- Atwal, G. and Williams, A. (2009), ‚Luxury brand marketing – the experience is everything!‛,Journal of Brand Management, Vol. 16 Nos 5-6, pp. 338-346.
- Bl{zquez, M. (2014), ‚Fashion shopping in multichannel retail: the role of technology in enhancing the customer experience‛, International Journal of Electronic Commerce, Vol. 18 No. 4, pp. 97-11
- Brandt, D. and Henning, K. (2002), ‚Information and communication technologies: perspectives and their impact on society‛, AI & Society, Vol. 16 No. 3, pp. 210-223.
- Burberry.com (2019), available at: https://www.burberryplc.com/en/index.html
- Davis, S. (2014), ‚Burberry’s blurred lines: the integrated customer experience‛, available at:www.forbes.com/sites/scottdavis/2014/03/27/burberrys-blurred-lines-the-integratedcustomerexperience/2/
- Edelman, D. (2010), ‚Branding in the digital age you’re spending your money in all the wrong places‛, Harvard Business Review, December, pp. 62-69.
- Franke, N. &Schreier, M., 2007. Product uniqueness as a driver of consumer utility in mass customisation. Marketing Letter, 19(2), pp.93–107.
- Hill, D. (2010), Emotionomics: Leveraging Emotions for Business Success, Kogan Page, London.
- Kim, AJ. and Ko, E. (2012), Do social media marketing activities enhance customer equity? An empirical study of luxury fashion brand. Journal of Business Research, 65(10), 1480–6.
- Ko, E., and Megehee, C. M. (2012), Fashion marketing of luxury brands: Recent research issues and contributions. Journal of Business Research, 65(10), 1395–1398.
- Mattila, A. (2001), ‚Emotional bonding and restaurant loyalty‛, The Cornell Hotel and Restaurant Administration Quarterly, Vol.42 No.6, pp.73-79.
- Moore, C.M. and Birtwistle, G. (2004), ‚The Burberry business model: creating an international luxury fashion brand‛, International Journal of Retail & Distribution Management, Vol. 32 No. 8, pp. 412422.
- Numes, P. and Cespedes, F.V. (2003), ‚The customer has escaped‛, Harvard Business Review, November, pp. 96-105.
- Okonkwo, U. (2007), Luxury Fashion Branding: Trends, Tactics, Techniques, Palgrave Macmillan Ltd, New York, NY.
- Phan, M., Thomas, R. and Heine, K. (2011), ‚Social media and luxury brand management: the case of Burberry‛, Journal of Global Fashion Marketing, Vol. 2 No. 4, pp. 213-222.
- Sirgy, J. (1982), ‚Self-concept in consumer behavior: a critical review‛, The Journal of Consumer Research, Vol. 9 No. 3, pp. 287-300.
- Schultz, D.E. and Peltier, J. (2013),‚Social media’s slippery slope: Challenges, opportunities and future research directions‛, Journal of Research in Interactive Marketing,Vol.7No.2,pp.86-99.
- Straker, Karla and Wrigley, Cara (2016) Emotionally engaging customers in the digital age: The case study of ‘Burberry love’. Journal of Fashion Marketing and Management: An International Journal, 20(3), pp. 276-299.
- Willems K, Janssens W, Swinnen G, Brengman M, Streukens S, Vancauteren M., (2012), From Armani to Zara: impression formation based on fashion store patronage. Journal of Business Research, 65(10), 1487–94.
