Holistic Marketing Management, Volume 4, Issue 4, Year 2014 by Romanian Distribution Committee

Editorial Board of “Holistic Marketing Management” (A refereed journal published four times annually by the School of Management-Marketing of the Romanian-American University) Editor-in-Chief Theodor Valentin PURCĂREA Editorial Board President of European Retail Academy; President of EuCVoT, Member of the Astana Economic Scientists Club; Former Managing Director EHI Retail Institute, Germany, Chairman of the Advisory Board of EuroShop, Bernd HALLIER Chairman of the Board of the Orgainvent, Trustee of EHI Retail Institute at GLOBALG.A.P. President - Association of Global Management Studies (USA), Editor-inChief, Journal of Entrepreneurship and Sustainability Issues &, Former Editor-in-Chief, Journal of Management Systems, USA; Australian John SAEE Graduate School of Entrepreneurship, the Faculty of Business and Enterprise, Swinburne University of Technology; Member of France’s National Academy of Scientific Research (CNRS) Professor of Food Marketing, Erivan K. Haub School of Business, Saint Joseph’s University Philadelphia, USA; Director, Institute John L. STANTON of Food Products Marketing, Editor, Journal of Food Products Marketing Secretary General, International Association of the Distributive Trade, AIDA Brussels; Member of France’s Academy of Commercial Sciences; Léon F. WEGNEZ Doctor Honoris Causa of NUPSPA (SNSPA) Bucharest Internet Marketing Professor, College of Business, San Francisco State University, USA William PERTTULA Professor of Strategy and Entrepreneurship, Research Area Leader, Oxford School of Hospitality Management, Faculty of Business, Oxford Levent ALTINAY Brookes University, UK Faculty of International Economic Relations, University Dana ZADRAZILOVA of Economics, Prague, Czech Republic University of Turin, Italy Riccardo BELTRAMO University of Belgrade, Yugoslavia Sinisa ZARIC Memorial University, Grenfell Campus, Corner Brook, Canada Gabriela SABĂU Hélène NIKOLOPOULOU University of Lille 3, France Szent Istvan University, Hungary Vasa LÁSZLÓ Comenius University in Bratislava, Slovakia Peter STARCHON Faculty of Business, Dublin Institute of Technology, Ireland John MURRAY Faculty of Economics,University of South Bohemia in Ceske Kamil PÍCHA Budejovice Deputy Head of Department of Business Economics, University of Irena JINDRICHOVSKA Economics and Management, Prague, Czech Republic Holistic Market ing Management

Norbert HAYDAM Constantin ROŞCA Hans ZWAGA Roxana CODITA Dumitru MIRON Valeriu IOAN-FRANC Iacob CĂTOIU Virgil BALAURE Gheorghe ORZAN Luigi DUMITRESCU Marius D. POP Petru FILIP Ion VOICU SUCALA Virgil POPA Alexandru NEDELEA Olguța Anca ORZAN Ana-Maria PREDA Ileana PONORAN Ovidiu FOLCUȚ Doinița CIOCÎRLAN Marius Dan DALOTĂ Mihai PAPUC Gheorghe ILIESCU Alexandru IONESCU Olga POTECEA Oana PREDA Nicoleta DUMITRU Monica Paula RAȚIU Costel NEGRICEA

Faculty of Business, Marketing Department, Cape Peninsula University of Technology, South Africa President of Romanian Scientific Society of Management - SSMAR Kemi-Tornio University of Applied Sciences, Finland Technische Universität München, TUM School of Management Academy of Economic Studies in Bucharest National Institute for Economic Research, Romanian Academy; Romanian Marketing Association; Romanian Distribution Committee Academy of Economic Studies in Bucharest Academy of Economic Studies in Bucharest Academy of Economic Studies in Bucharest Lucian Blaga University of Sibiu Babes-Bolyai University, Cluj-Napoca Dimitrie Cantemir University, Bucharest Technical University of Cluj-Napoca, Management and Economic Engineering Department; University of Glasgow, UK, College of Social Sciences, School of Social & Political Sciences; Managing Editor, Review of Management and Economic Engineering Valahia University of Târgovişte Ştefan cel Mare University of Suceava Carol Davila University of Medicine and Pharmacy Bucharest Romanian-American University Romanian-American University Romanian-American University Romanian-American University Romanian-American University Romanian-American University Romanian-American University Romanian-American University Romanian-American University Romanian-American University Romanian-American University Romanian-American University Romanian-American University

Associate Editors Diana SOCA Irina PURCĂREA Dan SMEDESCU Art Designer Director Alexandru BEJAN Holistic Market ing Management

“Holistic Marketing Management” (A refereed journal published four times annually by the School of Management-Marketing of the Romanian-American University) Volume 4, Issue 4, Year 2014

Contents

Theodor Valentin PURCĂREA - Editorial: What We Want Readers to Remember from this HMM Reading Experience..............................................................................................................4

Theodor PURCĂREA - A Review of the Different Marketing Opinions on Marketers’ Maturity and Challenges in the Second Half of 2014…………………………..………………………...5

Costel Iliuță NEGRICEA - Digital Marketing and a Better Understanding of the Consumer Mobile Ioan Matei PURCĂREA

Journey……………………...........................................................................................15

Léon F. WEGNEZ - The 14th International Conference of Urbanicom: “Commerce and the City”……................ 22

Theodor PURCĂREA - Professional Readers Challenged Again by Prof. Dr. Bernd HALLIER with “Food Waste Management” …………………………………………………………… …28

John STANTON & Mark LANG - Doctoral Dissertation Award: The Institute Of Food Products Marketing…...32

Theodor Valentin PURCĂREA - The Latest Issue of our Partner Journal, „Marketing Science and Inspirations”, Comenius University in Bratislava, Slovakia ………………………………….35

Theodor PURCĂREA - The Venerable Professor BENIAMIN COTIGARU passed away…………………….....37

The responsibility for the contents of the scientific and the authenticity of the published materials and opinions expressed rests with the author.

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Editorial: What we want readers to remember from this HMM reading experience We all know that communication (the broker of the marketing relationship) is the foundation of the progress. But IT is not always so easy to “communicate” through the last content of a Holistic Marketing Management (HMM) Journal in a year ready to close, by prioritizing the most important things we want to share and to inspire, to challenge readers or may be to transform or even disrupt some undesirable trends, including right impacting on digitally-enabled journal content consumers, so as to keep the journal brand on the readers’ mind, while keeping the desire to read it alive. On the other hand, if I am well remembering, it was frequently argued that nothing equals a friendly direct conversation (always considered to be a powerful tool for the desired change). Trying to put myself in our readers’ place, I viewed the HMM Journal as a gift during the current holidays, and suddenly came into my mind two opinions: - One published at the beginning of December this year by MarketingProfs (Ivan Serrano - Having a Giveaway? Ask Yourself These Questions First, December 3, 2014, available at: www.marketingprofs.com/opinions/print/2014/26610/having -a-giveaway-ask-yourself-these-questions-first) .

According to this first opinion, it is important (paraphrasing, of course) to make everything count: the elements of the “giveaway”, what we want readers to remember from this HMM reading experience, the target demographic, collaborating with others, and so on; - The second one published a week after by CustomerThink (Bettina Nyffenegger - Should We Focus on Service Quality or Emotions? How to Build Customer-Brand Relationships to Increase Marketing Performance, Dec 10, 2014, available at: http://customerthink.com/should-we-focus-on-service-quality-or-emotions-how-to-buildcustomer-brand-relationships-to-increase-marketing-performance/) . According

to this second opinion (also paraphrasing, of course), we have to decide if we will focus on improved services and functional features or on a more emotional content to develop strong reader-brand relationships. But in order to make the right decision, we must involve into a research project on HMM brand relationship quality, a HMM reader-based indicator of the strength and depth of the person-brand relationship, by starting from two questions: Should emotions or quality-related, more functional aspects have more weight in the HMM brand’s marketing campaign? How do they affect HMM marketing performance (such as HMM reader’s willingness to participate, word-of-mouth, consideration set and so on)? What do you think? Please do not hesitate to tell us if you have some suggestions in this respect. And looking forward to your comments, please allow us to convey to you: Best Wishes for the New Year 2015! Meilleures Vœux de Bonheur, de Santé et de Prospérité pour 2015! Gesundheit, Glück und Erfolg für das kommende Jahr 2015! Theodor Valentin Purcărea Editor - in - Chief Holistic Market ing Management

A Review of the Different Marketing Opinions on Marketers’ Maturity and Challenges in the Second Half of 2014 Theodor Purcărea Abstract Marketers are increasingly challenged to understand the topics that customers want to hear about and to make sure they have the correct data on customers they are trying to reach, to make every interaction count by matching content and device with the customer and their context, to ensure the orchestration of the six A’s of marketing performance management. They also need to understand the role of marketing technologists and to increase their ability to link different technologies, being aware that marketing moves at the speed of technology. Within this shift in strategy and mentality, marketers must ensure a successfully intersection with their audience across channels and devices, building a lab marketing culture enabling an understanding of the real value and impact of customer information, and the availability of key customer insights in all parts of the enterprise. They also have to ensure that customers are getting the deserved personalized attention, by merging data acquired across multiple channels into a single customer profile and producing better targeted personalizing messages. There is no doubt that marketers need to constantly innovate and improve the customer experience by concentrating on a trusted brand that makes the customer feeling having someone on its side. Key words: Marketing operations, Social media channels, Marketing technologist, Marketing scientist, CEM, CRM, Data-driven marketing, Cross-channel marketing, Digital marketing technics, Marketing innovator JEL Classification: M31, M14, M15, D83, D03

Using the right data to manage the message, and the strategic partnership between CMOs and CIOs. The six A’s of marketing performance management

One of the top challenges for marketers, according to a Marketing Leadership roundtable (held in June 2014 in New York) of top marketers and industry experts (hosted by Target Marketing and sponsored by Reach Marketing) is breaking through the wall of noise that clients and prospects are staring at each day. (McGee, 2014) The roundtable identified two problems: the proliferation of media messages (exponentially increasing); the actual marketing content. Within this context marketers are challenged: to invest in the brand equity; to have a good communication with the sales team; to use the right data to manage the message; to understand the topics that customers want to hear about; to understand the dynamics and the ramifications of not marketing smarter to their customer base, and to have the IT infrastructure, marketing systems and data in place to make that leap; to make sure they have the correct data on the people they are trying to reach.

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In August 2014, a commissioned study conducted by Forrester Consulting on behalf of Experian Marketing Services (Forrester, 2014) highlighted that in order to make every interaction count by matching content and device with the customer and their context (a â&#x20AC;&#x153;must do right nowâ&#x20AC;?) marketers need to achieve three things: extensive integration of channels (crosschannel marketing remaining a work in progress), mastery of complex processes, and sophisticated use of data. A McKinsey Article (Ariker et all., 2014) from the same month of August 2014 showed that as worldwide volume of data is growing at least 40 percent a year, in order to developing and executing marketing strategy is crucial to have a strategic partnership between CMOs (by defining their vision with precision from the beginning of data analysis to the delivery of a solution to the front lines to the tracking of earnings impact, and helping IT analytics teams question assumptions and pressure test outcomes) and CIOs (by shifting IT from being a cost center to being a business-revenue facilitator and enabler, and helping CMOs understand software-development trade-off decisions and opportunity costs), both of them being forced by the digital explosion to work more closely together and to use technology to mitigate the speed and agility issue, to share both, leadership of the overall analytics effort and a mutual definition of its success, and accountability for business-performance improvement based on specific key performance indicators (such as revenue generation, usage, and retention), by being clear on decision governance, building the right teams, and ensuring transparency. On the other hand, it is interesting to note that today, seven years from the first exploration of the role of marketing operations (when companies were beginning to explore adding marketing ops to the marketing function to help ensure that systems, processes, and tools were in place to support marketing performance measurement and management), and five years from the moment when the scope of marketing operations was typically marketing project management and marketing governance (the 2009 Lenskold Group/MarketSphere Marketing ROI and Measurement Study) the role of marketing operations is expanding, and the 2014 VisionEdge Marketing/ITSMA study found that the top roles for marketing operations function among the Best-in-class (BIC) marketers (considered being value creators) are, in priority order, the following: Customer, market, competitive intelligence, research, and insights; Analytics and predictive modeling; Data management; Campaign analysis and reporting; Budgeting and planning; financial governance and reporting; Organization benchmarking and assessments. And as marketing is facing an increasing pressure to measure its value and contribution, marketing operations is considered the Holistic Market ing Management

logical entity to champion and orchestrate the six A’s of marketing performance management: alignment, accountability, analytics, automation, alliances and assessment. (Patterson, 2014) Using social media channels the way consumers want to use them, and the role of marketing technologists in linking different technologies On August 27, 2014 Social Media Examiner attracted our attention on the fact that one of the lessons to learn from a recent Gallup poll (Redsicker, 2014) published in the State of the American Consumer is that businesses need to use social media channels the way consumers (who use social media to make conversation and connections) want to use them, and not the way the business wants to use them, social media marketing being about making emotional connections through positive customer experiences, exceptional service and engaging conversations. To be engaged, consumers need to be inspired so as to advocate on a company’s behalf, by perceiving company’s messages and intentions as sincere. And, for example, to influence Millennials (the largest, most diverse generation in the U.S. population, valuing community, family, and creativity in their work; hyper-connected and consuming content on multiple platforms and devices; a key social media audience but not easily influenced by; wanting to be in charge of the conversations, and being super-interested in what their friends think) via social media, companies need (according to Razorfish Liminal report) both, to create mobile-friendly content that fits Millennials’ needs and preferences, and to show them that there is no clash between policy and practice. On the other hand (according to the same mentionedabove Gallup poll) consumers must be engaged online and offline by aligning all company’s touch points (while understanding company brand’s emotional connection with consumers and act upon it), and by focusing on open dialogue with them (while not forgetting that social media is 24/7 and how important is to listen for negative feedback and reply accordingly), including enabling them to help each other. But beyond the important place (as target customers) of Millenials (Generation Y, Echo Boomers) marketers need to get to know “Marketing’s Next Big Audience” - Generation Z (under 21 years old) who embraces the DIY culture and is beginning to exhibit influence, consumption, and spending power. (Jarski, 2014) According to an infographic by Marketo: “Generation Z is mature, self-directed, and resourceful” (for example, 52% use YouTube or social media for typical research assignments, while 72% of high school students want to start their own businesses someday). Holistic Market ing Management

At the end of August 2014, a new infographic of Formstack (headquartered in Indianapolis, Indiana; a robust platform that helps users of all industries better engage with their customers and manage data), entitled “7 Skills New Marketers Need to Succeed,” (Lucas, 2014) showed that two of four new marketing hires will require technical skills. And in order to sharpen the marketing knowledge Formstack recommends to: watch webinars (by asking questions and engage in social media conversations); volunteer (by offering to a favorite nonprofit organization your marketing services); find a mentor (smart and personable, and wanting you to succeed); get networking (by finding a networking group that fits you or creating, and focusing on how you might be able to help your networking contacts); take an online course (from Marketing 101 to Branding to New Media, being a life- long learner, and adapting to trends-and even create them so as to set the pace for the future). To connect today with younger customers (born during the digital age), and get their attention (which is more fragmented, customers looking at multiple screens simultaneously), there is no doubt that marketers must do through digital marketing (digital being the fastest growing channel of targeted communications, interaction, engagement, and delivery of products and services), by ensuring the right balance between the user, technology, and business, while strategically and creatively developing each interaction along a well-thought-out customer journey. It is said that the future of marketing will be in the hands of marketing technologists. (McGee, 2014) As consumers are under pressure of quantity limitations or time restrictions, they are more likely to pay attention (and interact accordingly) to the multiplying options offered by new social media such as Snapchat (the mobile app on the smartphone allowing sending images that self-destruct shortly after being viewed), which is already driving engagement by creating: different stories about your company’s offering; a campaign where a random winner is picked among company’s contacts; a video showing a company’s promotional message. (Virgillito, 2014) Just remember that the inability to link different technologies was considered the top challenge cited by 40% from the 24% of US data management professionals (results from June 2014 polling by Experian Data Quality) who said that their companies had a single customer view (on the other positions of the top being: poor data quality - 34% of respondents, and a lack of relevant technology - 32%) (eMarketer, 2014).

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One of the numerous messages on the Agenda of Integrated Marketing Virtual Conference 2015, (Target Marketing, 2014) which attracted our attention was that of the speaker Tim McMullen (Executive Creative Director, redpepper): “Think Like a Marketing Scientist”. In his opinion, marketing moves (requiring both a shift in strategy and in mentality) at the speed of technology, and it’s about time marketers restructure the marketing processes to reflect the constantly evolving trends, by releasing their stranglehold on any one tech platform and be willing to experiment (even if that means messing up along the way). He pledges for successfully intersection of marketers with their audience across channels and devices, building a lab marketing culture by giving marketers’ team space and trust, and effectively using technology as a means, not an end. Building desired customer behavior Marketers can use, for example, Customer Relationship Management (CRM) systems in order to develop a full- lifecycle view of their customers, the profitability of a customer being influenced by key factors (such as the cost of acquisition, rates of new customer acquisition and monitoring the renewal process) analyzed with the help of the CRM Platform that allow the evaluation of the customer experiences (from engagement to acquisition and through to retention), purchases and metrics, and better understanding this way key behaviors of the most profitable customer groups at each stage of the customer journey, and realigning all organizat ion accordingly, while re-evaluating brand messaging, and creating win-back messages to convert the losses into customers down the road. (Barkan, 2014) The well-known Michael Lowenstein argued, for instance, that today marketers need more than ever an understanding of the real value and impact of customer information, and a disciplined plan for sharing and using the data. (Lowenstein, 2014) In his opinion, in building desired customer behavior a good analogy for Customer Experience Management (CEM) and loyalty program effectiveness or ineffectiveness may be the so-called “car-fuel relationship”, in customer’s case this car being Customer Relationship Management (CRM) and its key data-related systems components (data gathering, integration, warehousing, mining and application), the destination being optimized customer lifetime value and profitability, while the fuel being the proper octane and amount of customer data. Lowenstein showed that in this respect leading-edge companies are collecting the right data

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and using the right skills, processes, tools and customer information management technologies to make sure that key customer insights are available in all parts of the enterprise. Data-driven marketing and cross-channel marketing As todayâ&#x20AC;&#x2122;s customers expect to be able to talk to brands on any channel, it is important to clarify the challenges (finding and understanding customer feedback, prioritize it and evolve with it) marketers face when trying to understand customer feedback (a mix of structured and unstructured data), and sharing it actively throughout the organization, by considering all corners both of the web and of your organization, being well equipped to handle and integrate unstructured with structured data, offering recommendations based on the data and the corporate goals, constantly monitoring for new feedback on all business initiatives, improve the customer journey as they interact with the organizationâ&#x20AC;&#x2122;s (marketing, operations, sales, services) teams and everyone in the business, so as customers are getting the deserved personalized attention. (Ganeshan, 2014) Allow us to mention within this context that, at the end of October 2014, the actuality of data-driven marketing (collecting traditional offline data and connecting it with online data, including browsing behaviors and social networks, analyzing all that data, and producing a highly personalized marketing campaign that is tailor-made for customers, and forming much deeper customer relationships) was underlined (event.on24.com, 2014), within the explosion of sales channels and rising consumer expectations. To make their data work for them, it is also important for marketers to understand: trends in personalization (with online and offline tools), the need to deliver a personalized experience; how service providers and marketers are collaborating to leverage data and drive sales; actionable tips to start with deep-dives on their data today. Just the following month, in November 2014, another invitation to a Webinar (Target Marketing, 2014) argued that now is the time to develop a data-driven marketing strategy, because digital marketing strategies, including social, will influence 80% of buying decisions by 2015, and marketers are challenged to break down the data silos, compile insights, and automate their marketing processes with integrated technology to deepen and flourish consumer relationships to drive ongoing loyalty and drive business with personalized, relevant, and timely offers. It was underlined that an integrated marketing solution can help them realize measureable results including savings in acquisition and implementation and reductions in operational and maintenance costs. Holistic Market ing Management

It is also interesting to note that a May 2014 study by Econsultancy in association with Oracle Marketing Cloud (eMarketer, 2014) showed that: cross-channel marketing was a top priority for the majority of client-side marketers worldwide; 62% of respondents agreed that their messaging, execution and delivery strategies weren’t aligned across touchpoints; mobile plays a huge role in cross-channel marketing (76% of marketers were focused in 2014 on integrating this channel into their strategy, vs. 60% in 2013, but just 23% had integrated mobile messaging). A month later, in June 2014, Ascend2 polling found that a large proportion of marketing professionals worldwide didn’t view integration as a barrier to mobile success. The digital marketing technics are helping retailers According to a recent report (based on data from a survey of 302 people responsible for marketing and technology at US retail companies across a range of sizes, geographies, and verticals) from Extole (Nanji, 2014), display advertising (28% spent less), content marketing (28%), and paid search (24%) were marketing channels with a significant decline in investment by retailers this year. Additional key findings showed that: the two most used digital channels by retailers (employed by 85% of respondents) are social media and email, social media ranking as the most effective tactic for acquiring customers (with 50% of respondents listing it in the top three); referral marketing, SEO, and email marketing are also seen as being effective channels for customer acquisition, while email marketing is seen as the most effective channel for converting retail customers. But let’s take a look, for example, at the customer journey in today’s omnichannel retail environment which has been impacted by the intersection of commerce and analytics, marketers needing to connect customer data points across channels, categories, products, time durations and more. The norm today is inbound or “pull” marketing, where consumers seek out brands while expecting a relevant, seamless experience each time they interact with them, while marketers are merging data acquired across multiple channels into a single customer profile, producing better targeted personalizing messages, and this way determining more sales. And all this by having the right technology combined with a commitment to commerce marketing (a retail specific solution of eBay Enterprise which has developed a new Commerce Marketing Platform to tie all the pieces together for retailers), commerce marketers being responsible and accountable for driving transactions, protecting

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already-slim margins and retaining customers. (eBay Enterprises with Retail Online Integration, 2014) According to a L2 (a business benchmarking service) report (ranking retailers – on the proficiency of their website and e-commerce capabilities, digital marketing techniques, social media presence, and mobile functionality – in five categories: genius, gifted, average, challenged, feeble), three retailers have been named “geniuses”: Nordstrom, Macy’s and Sears. (Sullivan, 2014) Another report (Adweek and L2) found that department store chains are expected to grow 22 percent globally over the next five years, with the help of a smart digital strategy. And we also have to take into account that as customers expect seamless integration of digital and analog channels, in today omnichannel world it is necessary to understand that seamless internal integration should be the end goal, digitization as marketing being challenged to offer something for each of the customers. (Negricea & Purcărea, 2014) And as a conclusion: Now is the time for Marketing Innovation It is well-known that innovation is the successful exploitation of new ideas (according to Peter Drucker innovation means exploiting change as an opportunity), being particularly important for economies as they approach the frontiers of knowledge, and critical to such a culture of innovation are the SMEs which have proved themselves to be the engines of economic growth, and the main source of new employment (Purcărea, 2009). At the beginning of November 2014, a new feature, of the widely read blog Ernan’s Insights on Marketing Best Practices was launched, called: “4 Questions for Marketing Innovators. ” (Roman, 2014) . These 4 Questions for Marketing Innovators were: What is one marketing topic that is most important to you as an innovator? Why is this so important? How will concentrating on this help improve the customer experience? How will concentrating on this help improve the overall effectiveness of marketing? Alexis Maybank (inducted into the US Direct Marketing Association - DMA Hall of Fame, on the occasion of the recent DMA Annual Conference), Founder and Strategic Advisor of Gilt (an innovative online shopping destination), was the first person interviewed. In the opinion of Maybank, adding a “face” in the faceless world of the Internet is one marketing topic that is most important to an innovator considering the importance of building a relatable “face” to the business, one that the customers could relate Holistic Market ing Management

to, define and ultimately root for due to their deeper sense of connection to our brand. He argued that: the customer experience can be improved by concentrating on a recognized, trusted brand (relatable “face” to the business thanks to the right policies, advice and friendly person on the other side of an email and phone call), that makes the customer feeling having someone in its corner; the overall effectiveness of marketing can be improved by concentrating on this recognized, trusted brand, considering the contribution of this added “face” as personal handshake or eye contact in establishing a sense of personal connection. References Thorin McGee - Marketing's Biggest Challenges: 1. Cutting Through the Clutter, September 2, 2014, available at: http://www.targetmarketingmag.com/article/ marketings -biggest-challenges-1-cutting-through-clutter/1 Forrester Study: The Road to Cross -Channel Maturity, A commissioned study conducted by Forrester Consu lting on behalf of Experian Marketing Services - August 2014, available at: http://www.experian.com/ marketingservices/ccm-road-to-cross-channel-maturity-study.html Matt Ariker, Martin Harrysson and Jesko Perrey - Getting the CMO and CIO to work as partners, McKinsey Article, August 2014, available at: http://www.mckinsey.com/insights/business_technology/getting_the_cmo_and_cio_to_work_as_partners Laura Patterson - Marketing Ops Is Now a Must Have: The Six A's of Marketing Performance Management, available at: http://www.marketingprofs.com/articles/print/2014/25875/ marketing -ops-is-now-a-must-have-the-sixas-of-marketing-performance-management Patricia Redsicker - 5 Ways You Can Influence Consumer Purchasing Decisions: New Research, August 27, 2014 , available at: http://www.socialmediaexaminer.co m/5-ways-brands-can-influence-consumer-purchasing-decisions/ Verónica Maria Jarski - Get to Know Generation Z: Marketing’s Next Big Audience [Infographic], September 18, 2014, available at: http://www.marketingprofs.com/chirp/2014/26050/get-to-know-generation-z-marketings-next big-audience-infographic?adref=nlt091814 Chris Lucas - 5 Quick Ways to Hone Your Marketing Skills, August 29, available at: http://www.targetmarketingmag.com/article/5-quick-ways-hone-your-market ing-skills/1 Thorin McGee - What Is Engagement? DMA14's VIP Roundtable, October 30, 2014, availabe at: http://www.targetmarketingmag.com/article/d ma14-v ip-roundtable/1 Dan Virgillito - Can Snapchat Really Work for Marketing? September 12, 2014, available at: http://www.marketingprofs.com/opinions/print/2014/25994/can -snapchat-really-work-for-marketing Without the Right Tools Marketers Can't Get Personal, Sep 3, 2014, available at: http://www.emarketer.com/Article/Without-Right-Tools-Marketers-Cant-Personal/1011156/2 Think Like a Marketing Scientist, presented by Target Marketing, August 7th, 2014, available at: http://www.integratedmarketingconf.com/session/think-like-market ing-scientist/

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Rebecca Barkan - 3 Revenue-Generating CRM Strategies, September 2014,available at: http://www.targetmarketingmag.com/article/3-revenue-generating-crm-strategies/1 Michael Lowenstein - Marketing Success Is (Almost) All About the Data: Optimizing Customer Loyalty Behavior Initiative, October 7, 2014, available at: http://www.targetmarketingmag.com/blog/market ing-success-is-almost-allabout-data Susan Ganeshan - 4 Challenges to Understanding Customer Feedback – And How to Solve Them, October 16, 2014, available at: http://www.targetmarketingmag.com/article/how-solve-customer-feedback-challenges/1 The Silver Bullet for Driving Sales and Impressions DATA, Webinar, Wed., Oct. 29, 2014, available at: https://event.on24.com/eventRegistration/EventLobbyServlet?target=registration.jsp&eventid=864315&sessionid=1 &key=93B9E878A 0C5A3A 80B078CCA67CF0756&partnerref=004&sponsor=newsletter%2Ftoday -targetmarketing&sourcepage=register Technology & Solutions Session: Data-Driven Marketing, Target Marketing, November 17th, 2014, available at: http://www.integratedmarketingconf.com/session/technology-solutions-session-data-driven-marketing/ Cross-Channel Marketing: Hot, but Not Happening, Sep 4, 2014, available at: http://www.emarketer.com/Article/Cross -Channel-Marketing-Hot-Not-Happening/1011165/2 Ayaz Nanji - Retail Marketers' Top Digital Channels, October 23, 2014, available at: http://www.marketingprofs.com/charts/print/2014/26318/retail-marketers-top-digital-channels Partner Voices (eBay Enterprises with Retail Online Integration): Commerce Marketing: The Future of Retail, October 7, 2014, available at: http://www.retailonlineintegration.com/partner/commerce-marketing-the-futureretail/1 Caitlin Sullivan - Sears a Digital Retail Genius? September 12, 2014, available at: http://www.retailonlineintegration.com/article/sears -a-digital-retail-genius/1 Costel Iliuță Negricea, Ioan Matei Purcărea - Chief Marketing Officer and the Challenge of Digital Maturity, Holistic Marketing Management, Volume 4, Issue 3, Year 2014 Irina Purcărea - The process of innovation in Romanian small and medium enterp rises, chapter in the book: Management in the New Economy. Classic and modernity, Druck und Verlag Europaische Akademie der Naturwissenschaften Hannover, 2009, Editors: Marcin W. Staniewski and Piotr Szczepankowski, Die wissenschaftliche Rezension: Prof. Dr. Dr.h.c. multiplex Helmut Hahn, Prof. Dr. Marie Lemonnier, p. 201-218 Ernan Roman - Gilt’s Founder Answers 4 Questions for Marketing Innovators, November 3, 2014, available at: http://erdm.com/blog.php?utm_medium=email&ut m_source=Ernan+Ro man+Direct+Marke ting&ut m_campaign=49 72911_Nov141+%7c+Issue+172+%7c+Gilt+Founder&utm_content=blog&dm_i=10O1,2YL4F,FQ6838,A OAZB,0#ufh -i31000882-gilts-founder-answers-4-questions-for-marketing-innovators

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Digital Marketing and a Better Understanding of the Consumer Mobile Journey Dr. Costel Iliuță NEGRICEA Ioan Matei PURCĂREA

Professors Matthew R. Lee, Mitsuhiro Shimmen, William Perttula, Costel Negricea, and RAU Student Ioan Matei Purcărea

Abstract In the era of the Chief Executive Customer, marketers are faced with various challenges which lead them to position digital customer engagement as a top strategic priority, by taking advantage globally of digital t echnology. Companies are now trying to better use the digital self by servicing basic needs around it. In this respect, marketers are missing the inbound call channel even though they are tracking the digital user experience across the various touch points and marketing channels. In the today’s fast-moving world of online retail, marketing strategies have to keep pace with the consumer –related changes. The mobile screen targets to be the primary screen, while mobile strategy targets to be fully integrated into the overall marketing plan as mobile is a critical channel for engaging customers. It is also argued that as people become ever more wedded to digital devices, it is increasingly critical to understand what really matters in mobile, and that digital competition may dictate a new organizational architecture. Key words: Chief Executive Customer, Digital Technology, Digital Marketing, Digital Self, Mobile Marketing, Digital Dialogue JEL Classification: L81, L86, M15, M31, O33

Introduction Digital Marketing in the Era of the Chief Executive Customer Two years ago, IBM Vice President, Business Analytics, Deepak Advani, announced the Era of the Chief Executive Customer, (Advani, 2012) by attracting our attention that: “From digital marketing and mobile commerce, to websites and social media, marketers are inundated some say paralyzed - by data amassed from consumers via searches, purchase histories, pricescanning apps on mobile phones, Facebook “likes” and comments on Twitter. Combine that with data about in-store traffic, conversations with call centers and updates from suppliers, and Holistic Market ing Management

today’s marketers confront a daily cacophony of data waiting to be sifted for nuggets of intelligence they can act upon to boost their business. Big Data is creating a world of changing conventions in the C-suite”… Three month ago, in 2014, we explained (Negricea & Purcărea, 2014) why digital is the new normal today, the digitally transformation allowing, step by step, a closer connection with customers, and answering accordingly to the new requirements of the supply chain management (well understanding, of course, in today omnichannel world, that seamless internal integration should be the end goal), while the rules of engagement are changed by the digital lives of customers, and the digital leaders are creating value across physical/digital products, services, and experience. We also showed how digital customer engagement became a top strategic priority, followed closely by the digital innovation of products, operating models, or business models. There is no doubt that marketing is profoundly disrupted by digitization. And we agree that marketing (considered to be the corporate equivalent of a central nervous system, an art and also a management science calling for the implementation of rigorous processes and metrics) is challenged to be more and more creative and accountable, more real-time offering personalized, content delivered across channels, and more focused on what is important to customers, consumers and users, within the rise of social media, big-data analytics, and smart mobile devices, differentiating social media marketing from social business. (Purcărea, 2014) Taking advantage globally of digital technology and top digital marketing priorities for 2015 Johnson & Johnson’s vice president of digital strategy explained in October 2014 how a global company does take advantage of digital technology, (Horwood, 2014) by sharing a platform so as any brand small or large can benefit from improvements, and valorizing the opportunities (brought by digital) to streamline and leverage certain capabilities that are really common across the businesses. And as social makes any communication global (on the basis of content management, digital asset management, and a new production model - setting up the appropriate processes, governance, channels and so on), to consider social media (managed internally in the organization) thanks to a new way of thinking, including about tolerance and

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risk, and a better understanding of the consumer journey, this consumer who is continuously expecting updates, improvements, messaging. According to a report (based on a survey conducted in July 2014 of 402 senior marketers from global organizations, with more than $500 million in revenue, 56% having revenues over $3 billion) from Teradata and Econsultancy (Nanji, 2014): some 69% of senior marketers at enterprise companies anticipate an increase in digital spend beyond inflation in 2015, and only 6% foresee a decrease; marketers expect digital budgets to increase roughly 10% annually for the next five years, with average digital spend reaching 40% of total budgets by 2019. There were also other interesting additional key findings such as: in 2014 content creation was the third biggest spend, after display and search accounted for the largest share of enterprise marketers’ budgets on average, while in 2015 it is expecting significant increases both, in mobile spend and in content marketing spend next year, while SEO is appearing as the only digital channel with more than 10% of enterprise marketers expecting reductions. “Services for the Digital Self” and a “scary truth” A year ago (Bernoff, 2013), Josh Bernoff (senior vice president of idea development at Forrester Research in Cambridge, Mass., and co-author of two well-known books published by the Harvard Business Review Press, one of them being named book of the year by the AMA in 2009), showed that the job of analysts is to identify the non-obvious consequences of technology change, the so-called process WIM (“what it means”), and explained how this process work on the basis of the report called “Services for the Digital Self” by Forrester analyst Frank Gillett, because today more people are putting their digital “stuff” into the cloud, storing it this way in places (accessible from all new modern devices) like Google Drive or Dropbox. More and more companies are trying to better use this “digital self”, by servicing basic needs around the digital self (beginning with scanning all of company’s financial statements and making recommendations on where they should invest, or offering to review people medical records and tell them what to ask your doctor for next). In Bernoff’s opinion, by 2018, it is expected that the Internet giants (Google, Microsoft, Apple, Amazon and maybe Facebook or… Wal-Mart, Citibank and AARP) will compete on managing all of the services for this “digital self.”

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But in the same period of time we find out - thanks to AMA’s Resource Library (Holmen, 2013) - of the existence of a “scary truth”: many marketers are actually overlooking one of the biggest marketing channels, and in doing so, are abandoning their customers. Despite the fact that marketers are tracking the digital user experience across the various touch points and marketing channels (by using marketing automation software and analytics platforms as a solution in place to manage the digital map of their customers, so as to track every step that goes into their ultimate goal, the conversion), they are missing the inbound call channel (which is growing at a meteoric rate thanks to the proliferation of mobile, 70% of local mobile searches resulting in a phone call). As emphasized by a 2013 report by Gartner Research (“Cool Vendors in Mobile Marketing 2013”): “The foundation for any good mobile marketing strategy includes platforms, analytics and the ability of a brand or service provider to tie online and offline worlds via mobile devices.” Eric Holmen (RingRevenue CMO, after being SVP of marketing and sales at Silverpop and SmartReply President) is categorical about the fact that you are abandoning your customers when they are most ready to buy without a smart inbound call strategy. And that is why now is the time for marketers to refresh their mindset, needing the right tools and data to manage both the digital and offline footprint of their consumers. Online consumer behavior trends in 2014 and major themes of mobile marketing expected to be seen in 2015 On November 10, 2014 (Arno, 2014), Christian Arno (managing director of Lingo24, a translation service provider) highlighted that in the today’s fast-moving world of online retail consumer constantly changes and marketing strategies also have to change to keep pace. He argued that in this ready to close year there were tree clear major trends (all of them revolving around consumer empowerment) of buyer behavior across search, social, email and the wider web: typically becoming better informed (they can do it from anywhere thanks to the rise of the smartphone; more useful than engaging in conversation with in-store staff was to access data via their mobile devices, according to a Motorola survey); increasingly knowing how to opt out of marketing communications (messages should be permission-based, personalized and relevant); having higher expectations (marketers should consider “the expectation economy”, while facing the today critical and demanding shopper, and in order to provide a better service the must cover a true chain: collecting, interpreting and using personal data, habits and histories; also not Holistic Market ing Management

forgetting that only in return for financial rewards or better service consumers are willing to share additional personal information). At the beginning of November 2014 we find out from MarketingProfs (Kumar, 2014) that the mobile screen has become the primary screen in US, this meaning a real impact on both, the mobile landscape and all digital media strategy in 2015, when the expectations seem to be as follows: the wearable trend has the potential to redefine and reignite the entire mobile ecosystem (taking into account that wearables became in 2014 a consumer reality with the much-anticipated Apple Watch announcement); it will occur more consolidation of advertising technology companies (in digital advertising, real-time bidding – RTB and programmatic buying are top of mind); location-based ad buying will become possible at scale (thanks to growth in smartwatches combined with wide distribution for Apple Pay); mobile video advertising will grow at the expense of rich media (it is considered that we will witness in 2015 the death of mobile rich media and most HTML5 rich media creation platforms); app usage will accelerate to account for 65% of total digital media consumption (it is argued that the superior user experience of apps will find the mobile Web relegated to fewer uses, although the mobile Web and in particular mobile search will remain popular); one of the fastest-growing sectors in digital advertising, programmatic buying, will exceed 50% of mobile ad buys (as more consumers and ad spends shift toward mobile). Ash Kumar is also categorical about the personal touchpoints to reach a consumer: “Never before have there been so many personal touchpoints to reach a consumer via smartphones, tablets, and, in 2015, wearables.” At the middle of November 2014 (Nanji, 2014), MarketingProfs made reference to a recent report (based on data from survey of 250 marketing leaders conducted by the CMO Council) from the CMO Council and SAS founding that only 17% from the surveyed marketing leaders believe their mobile strategy is already fully integrated into their overall marketing plan (with an additional 44% indicating that integration is in progress), while 39% of respondents say they have either not tried to integrate their mobile strategy or do not have a mobile strategy to begin with. Additional key findings indicate that: (as for mobile strategy”) 64% of respondents believe mobile is a critical channel for engaging customers; (as for mobile tactics) 75% of respondents who are currently using mobile tactics have mobile-optimized sites, and so on; (as

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for mobile metrics) 49% of respondents measure mobile performance via click and response rates, and so on. Instead of conclusions: Understanding what really matters in mobile, and the new organizational architecture dictated by digital competition In December 2014, three McKinsey representatives (Ericson, Herring & Ungerman, 2014) argued that today, as people become ever more wedded to digital devices, is increasingly critical to understand what really matters in mobile (understanding what customers want and need being the foundation of retailing), and that additional digital functionality can help differentiate brands and engage customers over time. Key findings of a McKinsey research revealed that: survey respondents were twice as likely to use mobile sites rather than apps, apps do appearing better at engaging the best customers than attracting new ones, and having an app doesnâ&#x20AC;&#x2122;t always translate into traffic; building an app may make sense if it provides additional features that customers really value; basic functionality is far more important than novelty or dazzle; the three most important functionalities: smooth checkout, the ease of adding and dropping items from a basket, and site navigation (by reducing the biggest frustrations associated with mobile shopping); more than half of smartphone owners use their phones in stores, and two-thirds of those compare prices; most people showrooming end up buying from the retailer eventually, and 58 percent of them do so at brick-and-mortar stores (most of them at the very store where they started); the share of sales influenced by mobile is much greater than sales actually made by mobile; while price is important, other factors such as the in-store experience and convenience continue to play major roles in purchasing decisions; the right digital tools may make other employees more valuable than ever (shoppers view mobile-enabled sales assistants - particularly in showrooms and large-format stores - as enhancing the shopping experience, underlining the need for retailers to find and train motivated, well-prepared, and well-equipped employees). It is also worth pointing out that in the same month of December 2014, other three McKinsey representatives (Bossert, Laartz & Ramsoy) showed that digital competition may dictate a new organizational architecture in which emerging digital processes coexist with traditional ones, a two-speed architecture helping companies navigate whatâ&#x20AC;&#x2122;s likely to be a tricky

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period of transition: a fast speed (for functions that address evolving customer experiences and must change rapidly) and a transaction speed (for the remaining functions, where the pace of adjustment can remain more measured). McKinsey representatives recommend making the digital dialogue more strategic and to evolve the organization. References Deepak Advani - Welcome to the Era of the Chief Executive Customer, available at: http://www.smartercommerceblog.co m/articles/2012/ 08/ 28/ welco me -to-the-era-of-the-chief-executive-customer/ Costel Iliuță Negricea, Ioan Matei Purcărea - Chief Marketing Officer and the Challenge of Digital Maturity Holistic Marketing Management, Volume 4, Issue 3, Year 2014 Theodor Valentin Purcărea - Marketing’ s continuous rise and shine, Holistic Marketing Management, Volume 4, Issue 3, Year 2014 Gail Horwood - Developing a global digital strategy, October 2014, Commentary available at: http://www.mckinsey.com/insights/strategy/developing_a_global_digital_strategy?cid=other-eml-alt-mip-mck-oth1410 Ayaz Nanji – Enterprises’ Top Digital Marketing Priorities for 2015, October 16, 2014, available at: http://www.marketingprofs.com/charts/print/2014/26239/enterprises -top-digital-marketing-priorities-for-2015 Josh Bernoff - The Digital Self and What It Means for Your Business, 10/8/2013, available at: http://www.marketingpower.com/ResourceLibrary/MarketingNews/Pages/2013/10 -13/josh-bernoff-fo rresterresearch-digital-self-internet-cloud-technology.aspx Eric Holmen - Why Are Digital Marketers Abandoning Their Customers? 10/2/2013, available at: http://www.marketingpower.com/ResourceLibrary/Pages/newsletters/mne/2013/10/digital-market ing-ringrevenue.aspx Christian Arno - Online Consumer Behavior Trends in 2014, November 10, 2014 By Christian Arno, available at: http://www.retailonlineintegration.com/article/online-consumer-behavior-trends-2014/1 Ash Kumar - Six Mobile Marketing Predictions for 2015, November 3, 2014, available at: http://www.marketingprofs.com/articles/print/2014/ 26365/six-mobile-marketing-pred ictions-for-2015 Ayaz Nanji - The State of Mobile Marketing Strategy, November 18, 2014, available at: http://www.marketingprofs.com/charts/print/2014/26504/the-state-of-mobile-marketing-strategy Liz Ericson, Louise Herring, and Kelly Ungerman - Busting mobile shopping myths, McKinsey, December 2014, available at: http://www.mckinsey.com/Insights/Consumer_And_Retail/Busting_mobile_shopping_myths?cid=other-eml-altmip-mck-oth-1412 Oliver Bossert, Jürgen Laartz, and Tor Jakob Ramsoy - Running your company at two speeds, December 2014, available at: http://www.mckinsey.com/insights/business_technology/Running_your_company_at_two_speeds?cid=other -emlalt-mkq-mck-oth-1412

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The 14th International Conference of Urbanicom: “Commerce and the City”1 Léon F. Wegnez Directeur Général C.R.B.D. Directeur Général Urbanicom Abstract The International Association for Urbanism and Commerce, Urbanicom, organized in Brussels, on October 23, 2014, in close collaboration with the Royal Belgian Committee for Distribution, in the conference room of the Ministry of Economy, the 14th International Conference, under the general theme “Commerce and the City.” A “Golden Stars” Awards Handover Ceremony took place on this special occasion. Key words: Urbanism and Commerce, Shopping centers, Retail, PopItUp JEL Classification: A13, D83, H83, L81, M14, M31, M38

L’association internationale Urbanisme et Commerce Urbanicom a organisé, en étroite collaboration avec le Comité Royal Belge de la Distribution, le 23 octobre 2014, à Bruxelles, dans la salle de conférences du Ministère de l’Economie, son 14ème congrès international, sous le thème général « Le commerce et la ville ». Le programme des travaux s’est révélé particulièrement intéressante nous en reprendrons quelques éléments dans cet article.

Charles Picqué, Président du Parlement bruxellois et Bourgmestre de Saint -Gilles, Lucien Van Boxstael, Président du CRBD et d’Urbanicom, Eric Nachtergaele, Conseiller Général au SPF Economie. (de g. à dr.)

Initially published in “Distribution d’Aujourd’hui”, Bruxelles, Octobre - Novembre - Décembre 2014, pp. 12-15

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Le congrès était placé sous la présidence de Lucien Van Boxstael, Président d’Urbanicom et Président du Comité Royal Belge de la Distribution, qui a d’emblée mis l’accent sur le rôle essentiel joué par le commerce pour un sain développement du centre des villes. Accueillant les participants au nom de son Département ministériel, Eric Nachtergaele, Conseiller Général à la Direction générale des Analyses économiques et de l’Economie internationale, au SPF Economie, rappelle notamment que les règles d’urbanisme doivent intégrer la function commerciale ; mais aussi que les problems d’accessibilité et de mobilité dans les villes doivent faire partie intégrante de tout projet d’implantation commerciale en zone urbaine. Quant à Charles Picqué, Président du Parlement bruxellois et Bourgmestre de SaintGilles, invité d’honneur du congrès, il observe notamment que les magasins de vente au détail font historiquement partie du centre des villes et ont même, parfois, été à l’origine de la naissance des agglomérations urbaines. Il est vrai, d’ailleurs, que la notion même d’ «urbanisme commercial», qui mobilise désormais tant le secteur public que le secteur privé, est une résultante de cette réalité historique. C’est pourquoi le respect du patrimoine architectural de nos villes s’impose aux commerçants qui souhaitent y developer leurs activités. L’ÉVOLUTION DU COMMERCE DANS LES VILLES EN FRANCE Dans son exposé consacré aux tendances récentes de l’évolution du commerce dans les villes en France, Pascal Madry, Directeur de l’Institut pour la Ville et le Commerce, à Paris, observe que si le nombre moyen de commerces dans les centres des villes a régressé de l’ordre de 2,2% au cours des douze dernières années, le nombre de magasins de prêt à porter a progressé de 10,7% durant la même période. La part des enseignes nationales a, elle, fortement augmenté de 27,9%, tandis que le taux de progression des emplacements commerciaux inoccupés était de 23%, durant ces mêmes douze années. Il est intéressant de relever, par ailleurs, que si les magasins de grande et de moyenne surfaces représentent ensemble 11% seulement du nombre total des points de vente, leurs surfaces de vente cumulées représentent 70% de la surface totale de l’ensemble des magasins, 63% du chiffre d’affaires global et 49% des personnes occupées par l’ensemble des entreprises de distribution concernées. L’orateur présente également une répartition du chiffre d’affaires du commerce de détail, par forme de vente, qui s’établit comme suit: 16% pour les indépendants, 39% pour le commerce associé et 45% pour le commerce Holistic Market ing Management

intégré. Quant à la répartition du chiffre d’affaires du commerce de détail en France, par type de pôles marchands, elle s’établit comme suit : 25% dans le centre des villes, 13% dans les quartiers et 62% dans la périphérie des cités.

DES SHOPPING CENTERS EN WALLONIE

Peter Wilhelm, Administrateur Délégué de Wilhelm & Co, présente plusieurs des grandes réalisations de centres commerciaux urbains conçus, créés et gérés par son entreprise Les réussites exceptionnelles du centre commercial L’Esplanade à Louvain- la-Neuve, et du centre commercial Médiacité à Liège, et le projet en cours à La Louvière, témoignent à la fois de la capacité de Wilhelm & Co de concevoir, réaliser et exploiter de grands shopping centers de centre-ville qui constituent des projets très complexes, multifonctionnels, dans des localisations géographiques aux difficultés multiples et considérables ; et cela en développant des formules de collaboration avec les pouvoirs publics très imaginatives et empreintes d’une réelle philosophie de responsabilité partagée et de réussite commune. Quant à Guénaël Devillet, Directeur du Segefa de l’Université de Liège, il présente, à l’aide de nombreuses cartes géographiques, une analyse en profondeur du commerce de détail en Wallonie, et il développe les trois grandes problématiques suivantes: les facteurs dynamiques qui caractérisent le commerce de détail dans la Wallonie d’aujourd’hui et qui s’expriment dans l’évolution même du commerce de détail et le dimensionnement actuel de l’appareil commercial; la problématique des friches commerciales depuis les causes de leur formation et les étapes de leur concretization en Wallonie ; et une intéressante étude comparative des situations existantes, sur base de la typologie des nodules commerciaux, de la typologie des communes et des bassins de consommation.

LE COMMERCE DE DÉTAIL EN FLANDRE

Après que Paul Claes, Porte-parole du village commerçant Beveren et Stefaan Provost, Centrummanager du Winkeldorp Beveren aient présenté la très belle réussite de la réorganisation du centre commercial de leur localité, à la plus grande satisfaction tant des commerçants que de la population et des autorités communales; c’est Willem de Laat, Manager et Senior Expert en Holistic Market ing Management

Immobilier et Développement Territorial, de IDEA Consult, qui fait le point sur l’évolution, la situation actuelle et les perspectives du commerce de détail en Flandre. Ses travaux sont basés sur quelque 33.000 enquêtes par téléphone et l’étude analytique de plus de 61.000 points de vente. Après avoir présenté une intéressante comparaison des évolutions du parc de magasins par province, l’orateur commente les différences de concentration commercial en général et par catégories de magasins, selon ces provinces. Il constate notamment que la surface moyenne des points de vente est en augmentation. Les grands centres commerciaux sont présentés et les emplacements destinés à des commerces mais vides font l’objet d’une approche spécifique, par catégorie de commerce et par province. Suit une riche comparaison entre le commerce de périphérie et le commerce de centre-ville, basée sur les nouveaux comportements des consommateurs.

LES COMMERCES ÉPHÉMÈRES ONT UN AVENIR

Jody Duyck et Els Demey réalisent une présentation très convaincante des potentialités de développement des magasins éphémères, au travers de leurs realizations PopItUp. Face à des consommateurs soucieux de bénéficier toujours davantage de facilités pour la réalisation de leurs achats, qui recherchent la proximité et la rapidité, qui sont séduits par la modernité et la nouveauté des concepts de distribution, les magasins éphémères apparaissent comme une formule d’excellence qui séduit. Elle se prête à de nombreuses applications selon les secteurs d’activités, les assortiments, les localisations disponibles et recherchées. Les commerces éphémères continueront à se diversifier et à répondre, en se diversifiant toujours davantage, aux attentes des consommateurs.

LES GRANDS PROJETS COMMERCIAUX EN REGION BRUXELLOISE C’est à Benjamin Wayens, Professeur de Géomarketing à l’Université Libre de Bruxelles, que revient la charge d’analyser les atouts et les défis des grands projets commerciaux de la périphérie bruxelloise, dans le cadre du plan régional de développement durable. Il constate, d’emblée, que la surface brute des projets de centres commerciaux dans la région urbaine de Holistic Market ing Management

Bruxelles atteint 475.000 m². L’orateur procède à une intéressante comparaison entre l’offre commerciale et le rayonnement d’un shopping center, par rapport à un centre-ville. La question de la complémentarité est posée. Les lieux de réalisation des achats vestimentaires sont clairement définis quantitativement et qualitativement. La fréquentation des centres commerciaux existants est analysée et quantifiée. Pour les nouveaux projets, les critères d’appréciation de la faisabilité et de la rentabilité sont passés en revue ; et l’effet d’interception par rapport à l’hypercentre demande analyse. Le phénomène de baisse de rentabilité globale doit être pris en considération, car tout développement extensif doit être considéré comme peu réaliste dans un marché mature. Parce qu’il s’agit réellement d’une composante essentielle de la qualité de vie de la population, l’orateur rappelle qu’il importe de bien identifier les besoins en matière de commerce de proximité, et il constate que le nombre de magasins de détail en Région de Bruxelles-capitale a diminué de près de 50% au cours des 50 dernières années. Et le commerce de proximité a encore été advantage touché par cette évolution, puisqu’il a été réduit au tiers de son effectif au cours de cette même période. La notion de pôle de commerce de proximité est essentielle car celui-ci contribue de façon très concrète à la vitalité du quartier et à l’amélioration du cadre de vie en milieu urbain. Le professeur Benjamin Wayens procède ensuite à une analyse en profondeur des raisons d’être ou ne pas être des projets de nouveaux centres commerciaux en périphérie de Bruxelles. Il commente les raisons qui sont celles de la Région de Bruxellescapitale, de vouloir combler le déficit d’offre commerciale dans le Nord de Bruxelles, et met en perspective les atouts du Plateau du Heysel. CONCLUSIONS DU CONGRÈS ET ETOILES D’OR D’URBANICOM Après que le Prof. Dr. Bernadette Mérenne-Schoumaker, de l’Université de Liège, VicePrésidente du Comité Royal Belge de la Distribution, aie tiré quelques conclusions des travaux de ce 14ème congrès international d’Urbanicom, conclusions que nous publions dans leur intégralité dans un article suivant; le Président du CRBD et d’Urbanicom, Lucien Van Boxstael, introduisit la cérémonie de remise des Etoiles d’Or d’Urbanicom 2014, qui furent remises par Léon F. Wegnez, Président du Jury, Directeur Général de l’Association international Urbanisme et Commerce Urbanicom, et Directeur Général du Comité Royal Belge de la Distribution. Deux Holistic Market ing Management

Etoiles d’Or ont été décernées cette année, l’une à Pascal Madry, de Paris, Directeur de l’Institut pour la Ville et le Commerce en France, qui contribute depuis plusieurs années à l’étude et à la promotion de l’intégration harmonieuse du commerce dans les cités, dans le cadre d’une bonne collaboration entre le secteur public et le secteur privé ; et l’autre Etoile d’Or Urbanicom 2014, a été décernée à Benjamin Wayens, Professeur de Géomarketing à l’Université Libre de Bruxelles, qui par ses travaux portant sur la problématique de la mobilité en milieu urbain et la recherché d’une meilleure accessibilité au centre des villes, en liaiso n avec les implantations de magasins dans les zones urbaines, contribute à un sain développement de l’urbanisme commercial.

Léon F. Wegnez, Directeur Général du CRBD et d’Urbanicom, Président du Jury, remet une Etoile d’Or Urbanicom 2014 à Pascal Madry, Directeur de l’Institut pour la Ville et le Commerce, à Paris

Léon F. Wegnez, Directeur Général du CRBD et d’Urbanicom, Président du Jury, remet une Etoile d’Or Urbanicom 2014 à Benjamin Wayens, Professeur de Géomarketing à l’Université Libre de Bruxelles

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Professional Readers Challenged Again by Prof. Dr. Bernd HALLIER with “Food Waste Management” Theodor PURCĂREA JEL Classification: A32, F18, O13, Q01, Q18, Q53, Q56, Y30 Prof. Dr. Bernd Hallier, President of European Retail Academy, keeps working and moving “FoRWaRd”… and announces a new challenging book: “Food Waste Management. Systeme gegen Lebensmittelverschwendung”.

Prof. Dr. Bernd Hallier introduced the book to the readers by underlining that this special book should be the print edition of an open international platform for all those believing in a Holistic Market ing Management

Global House of Harmony consisting out of Economics, Ecology and Ethics. It is argued that the reduction of food waste is seen as an important lever for achieving global food security, freeing up finite resources for other uses, diminishing environmental risks and avoiding financial losses (and by suggesting from the very beginning the distinction between “food loss” and “food waste”). The book starts with two pages review „From Mass Distribution to the Affluent Society in the West”, not forgetting to give very interesting examples such as the case of „Harvard Design Guide to Shopping“ in which Rem Koolhaas compared figures from retail with other areas of life (for instance, twelve years ago, in 2002, Wal Mart already generated a higher gross domestic product than Finland or Saudi Arabia; in the USA there were 3.6 stores to every church or synagoBue; and also in 2002 about 1.9 million square kilometers of the earth‘s surface were covered by sales areas). The information in the module concerning “Where and why waste is generated & measurement of food waste” (except for the youtube movies) is derived from “Technology options for feeding 10 billion people, options for Cutting Food Waste Study” (October 2013) written by Carmen Priefer, Project Leader (ITAS), Juliane Jörissen (ITAS) and Klaus-Rainer Bräutigam. While approaching the topic of “Were is food waste generated?” , the following was underlined: although the assessment of global losses along the food chain is fraught with considerable uncertainties, there is no doubt that these losses are substantial. And the amount of food waste was computed along the stages of the food chain: (1) agricultural production, (2) post-harvest handling and storage, (3) processing and packaging, (4) distribution and (5) consumption. As for the module “Approaches to reduce food waste at manufacturing, distribution, wholesale and retail level”, it started from the fact that the reduction of food losses is seen as an important starting point for achieving global food security, freeing up finite resources for other uses, diminishing environmental risks and avoiding financ ial losses (IMECHE 2013; Grethe et al. 2011; Gustavsson et al. 2011; The Government Office of Science 2011), by also grouping the approaches - submitted, and partially already implemented in the current national and international debate in order to encourage the different players along the supply chain to a sparing and responsible handling of food - in persuasive, cooperative, regulatory, economic, organizational and technical measures. Holistic Market ing Management

On the other hand, it was highlighted that “Measuring food waste” is a first step in reducing it, in this respect the Environmental Protection Agency offering useful tools to help businesses track their food waste and measure their success in reducing it: Food Waste Audit Log (a pre-consumer food waste tool that should be tracked every day); The Food Waste Management Cost Calculator (which estimates the cost competitiveness of alternatives to food waste disposal, including source reduction, donation, composting, and recycling of yellow grease); Participants in EPA’s Food Recovery Challenge have access to data management software and technical assistance to help them quantify and improve their sustainable food management practices (they receive an annual climate profile report); EPA Municipal Solid Waste Characterization Reports (which provide national waste generation, recycling/composting, and disposal data that can be used to estimate or compare to local data and trends). This challenging book ends with two pages referring to art and the motto „The level of Civil Society can be judged by its donors and sponsors.” Prof. Dr. Bernd Hallier also added a “Conclusion: it is not the knowledge which is changing the world but the skills of awareness for needs.”

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It is worth remembering that on June 1st 2011, Romanian American University (RAU) awarded the prestigious “Diploma of Special Academic Merit” to Professor Bernd Hallier in recognition of his outstanding contribution to the promotion of the international transfer of know-how between business and universities, bringing more transparency on retail-research and retail-education, his successful involvement in the Social Dialogue project “Establishing a European Network for Anticipating skill needs in the commerce sector”, the attention paid to the evaluation of philosophies offered by the steady upgrade of retail-technologies, and his active involvement in developing cooperation between Germany and Eastern markets. Diploma was handed over to Professor Bernd Hallier by RAU Rector Ovidiu Folcut.

Prof. Dr. Bernd Hallier at the Romanian American University Photo posted on the European Retail Academy website

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Doctoral Dissertation Award: The Institute Of Food Products Marketing John Stanton and Mark Lang JEL Classification: A23

The Institute of Food Products Marketing was founded (by Drs. Mark Lang and John Stanton) to host conferences around the world in order to provide a dedicated, regular forum where academic food marketers can meet to present their research in various stages of development (from working papers to completed papers) to advance the discipline of academic food marketing.

The Institute of Food Products Marketing conferences welcome multidisciplinary research from quantitative and qualitative methodologies, consumer behavior and management perspectives, and the study of the entire food marketing process. The next conference will take place in Crete, Greece, June 18-19, 2015, at the Mediterranean Agronomic Institute.

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Doctoral food marketing candidates who have completed their dissertation during January 1, 2014 - April 31, 2015 are eligible for the NEW Institute Of Food Products Marketing Dissertation Award.2 The award is sponsored by the Institute's International Food Marketing Research Symposium and the Journal of Food Products Marketing. The winner will receive $1,000 plus free registration to a meeting of the Symposium. A completed dissertation is defined as one successfully defended during the academic year 2014-2015. Dissertations completed in a previous year will not be eligible. To be considered, please submit an electronic version of a dissertation abstract that is no longer than 15 double-spaced pages (including appendices, tables, figures, and references). All submissions should include a separate cover page listing name, current affiliation, contact information, dissertation committee, and degree granting institution. Do not include any identifying information in the submission itself, as these will undergo a blind review. Papers should be formatted using the guidelines for the Journal of Food Products Marketing. The competition welcomes multidisciplinary food marketing research from quantitative and qualitative methodologies, consumer behavior and management perspectives, and the study of the entire food marketing process. Articles with a multinational, broader category perspective will be prioritized over those with a single country, single product scope. Typical areas of food marketing study include the following: Consumer behavior; Marketing Strategy; Retailing / Merchandizing; Product Development / Private Label; Advertising / Promotion; Pricing; Technology / E-commerce; Agribusiness Marketing; Health / Nutrition / Organic; Channels / Supply Chain; Global Issues / Perspective; Sustainability. The purpose of the award is to garner greater academic interest in the area of food marketing. The food industry is the largest in the world with a global impact. Food marketing should be a major area of academic interest and contribution and the Institute of Food Products Marketing encourages and supports greater academic involvement. Contact the chairs of this competition for additional information or submit an Electronic copy of the paper no later than January 31st, 2015.

Announcement made by John Stanton and Mark Lang , Friday, November 21, 2014

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Competition Chairs: John Stanton, Ph.D., Department of Food Marketing, Saint Joseph's University, Philadelphia, PA Jstanton@sju.edu [mailto:Jstanton@sju.edu] Mark Lang, Ph.D., Department of Food Marketing, Saint Joseph's University, Philadelphia, PA Mlang@sju.edu [mailto:Mlang@sju.edu]

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The latest issue of our partner journal, „Marketing Science and Inspirations”, Comenius University in Bratislava, Slovakia Theodor Valentin PURCĂREA

JEL Classification: Y30 We are happy to receive by post the latest issue of our partner journal, „Marketing Science and Inspirations”, Vol. IX, 2014, Number 3. „Marketing Science and Inspirations” is an academic journal addressed to academics and practitioners. The latest issue of this journal covers challenging topics in the marketing research field: “Marketing, personnel marketing and their application in university practice” (Vanda Lieskovska); “The using of the model race in the project partnership for local development” (Miroslav Foret); “Methodology for performance evaluation of loyalty programs” (Katarina Gubiniova); “Brand as companies’ intangible asset and related valuation practice on the Czech market” (Monika Harantova, Marie Heskova); “The issue of protecting brand and intellectual capital” (Eva Smolkova); “Marketing and forms of family business” (Lubomira Strazovska); “Ethnocentrism of Slovak consumers” (Lucia Vilcekova).

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The „Marketing Science and Inspirations” journal also includes other sections such as: Marketing Briefs (Pavel Strach – “List price: What do they mean and why should we care”), Reviews (Dusan Pavlu – “Lubos Barta - Public relations,” Praha: Radix, 2013), Dictionary of Useful Marketing Terms.

It is worth to remember that the Editor-in Chief, Professor Peter Starchon, Faculty of Management, Comenius University in Bratislava, Slovakia, is also Member of the Editorial Boards of the “Holistic Marketing Management” Journal and of the “Romanian Distribution Committee Magazine”. We will always remember with pleasure our meeting in Koln, Germany, in 2011, on the occasion of the working meeting of the European Retail Academy (ERA). Holistic Market ing Management

The venerable Professor BENIAMIN COTIGARU passed away Theodor Purcărea JEL Classification: B32 The venerable Professor BENIAMIN COTIGARU passed away on October 2, 2014. It is a tremendous loss for all those who knew him, but also for the academic world. His funeral took place in Bucharest on Sunday, October 5, 2014. Professor BENIAMIN COTIGARU is an Honorary Member of the Romanian Distribution Committee (CRD). It is well known that as Romanian Distribution Committee’s status clearly points out the importance of seeking to promote sustainable development (http://www.distribution- magazine.eu/about/), in 2000, CRD organized, together with the “International Foundation Health – Environment – Sustainable development ” and in partnership with “ION RATIU” Romanian Parliamentarians Club, the Symposium “The Economy of Ideas and Sustainable development”, first reported by the well-known Magazine “Tribuna Economica”, no. 18/3 May 2000. The discussions that took place at the Parliament House, on the occasion of the works of the Symposium on May 16, 2000, were based on a study (“Sustainable development : principles and action”, BENIAMIN COTIGARU, Theodor Purcarea, coordinators, Millenium Publishing House, May 2000), interdisciplinary research representing a turning point in developing a national strategy for sustainable development.

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On April 3, 2013, on the special occasion of the celebration of the centennial of the Bucharest University of Economic Studies (ASE Bucharest), the Romanian Ministry of National Education awarded the Diploma of Honor to venerable Professor BENIAMIN COTIGARU for his significant contribution to the development of education and scientific research in the field of Commodity Science, in honor of his outstanding performance.

It is also worth mentioning that on May 24, 2006, Professor BENIAMIN COTIGARU, received the “RESPAD Trophy” Diploma awarded by CRD on the occasion of the Symposium “Institutional-spiritual reconstruction of enterprises, requirement for sustainable development in the knowledge society”, organized by the Romanian Distribution Committee in collaboration with the Bucharest University of Economic Studies (ASE Bucharest) and UGIR 1903 (on the basis of the volume which appeared in April 2006 at ASE Publishing House and in which, at page 488, reference is made to „RESPAD Trophy” offered by CRD, among other things emphasizing the correlation between real success and the vision of the training team.

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Two years later, Professor BENIAMIN COTIGARU was the special guest of the Romanian-American University, the School of Management-Marketing, on the occasion of the International Conference â&#x20AC;&#x153;Business innovation, Competitiveness and Ethicsâ&#x20AC;?, 10-11 October, 2008.

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May his memory be for a blessing.

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