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DECEMBER 2007 • VOL. 2 NO. 2

International Journal of Mobile Marketing �0Insights into the Implementation of Mobile Marketing Campaigns

forms of streaming video to the same status. While email and web-based advertising have proven themselves to be potent direct donation solicitation mechanisms, the same can not be said of online streaming, which provides an indirect method to adjusting voters opinions, at best. Nevertheless, streaming video is now considered an invaluable method for campaigns seeking to broadcast their message quickly and easily online. Further, campaigns strongly believe in the inherent viral capability of online video. In fact, some of the most notable advertising of the 2008 season has been created by supporters of a particular candidate, distributed online, and only then featured in the press once it receives web-based acclaim.

Mobile shares many of the same characteristics of online video, namely its wide availability among U.S. voters and viral capability. Users can sign up and manage their SMS interaction with a campaign wherever they can send or receive a text message.

For all its advantages, increasing ease of use and universal availability, however, mobile political outreach will require an explosive event that provides the tipping point between novelty and necessity. Whether it’s a camera phone catching a candidate making an unsavory comment or a homemade political ad that spreads like wildfire via MMS, it is only a matter of time before the fire that is needed to light the kindling that is the 230 million mobile devices carried by America’s voters.

Doug Busk*Vice President-Industry RelationsSinglePointUnited [email protected]

*Corresponding author

(Open Disclosure: SinglePoint, the author’s employer, supplies aggregation services for several parties listed in this document.)

References:

Dale, A. & Strauss, A. (2007).”Mobilizing the Mobiles: How Text Messaging Can Boost Youth Voter Turnout.” New Voters Project. Accessed September 6 from: http://www.newvotersproject.org/research/text-messaging

their mobile device. In doing so, they indicate to the aggregator and carrier their permission to receive messages from that campaign. Political campaigns not familiar with asking formal permission before sending hard copy mail or email may find this a bit unusual because those formats do not require recipients to pay to receive information, whereas a mobile consumer pays for every discrete message they receive.

List Reuse: Political campaigns frequently purchase lists of email addresses from third-parties, like-minded organizations, or other political campaigns. To do so with a list of mobile subscribers would be a direct violation of Consumer Best Practices. It is incumbent upon the political campaign and MPAS to receive the explicit permission of the mobile user before sending messages. For example, the campaign of Senator Clinton cannot purchase the mobile number list of the 2004 presidential campaign of Senator Kerry and initiate message broadcasts to that group.

THE CRYSTAL BALL: WHAT DEFINES SUCCESS IN 2008?

To truly evaluate the success of any campaign tool, two questions must be asked:

Does it result in campaign donations?

Does it influence or otherwise assist in galvanizing or organizing support for the candidate?

Mobile campaign donations may well arrive, but only after some time and creative thinking on the part of the wireless carriers. Based on that objective, mobile is likely to fail, at least for the 2008 cycle. As for the second goal, there is increasing evidence mobile may well succeed.

In their study “Mobilizing the Mobiles: Text Messaging Can Boost Youth Voter Turnout,” Allison Dale and Aaron Strauss conclude, “The results from 38 states demonstrate a strongly positive and statistically significant effect of reminding young people to vote through text messaging.” The ‘millennials,’ as they have been dubbed, view their mobile phone as a natural extension of their online experience. Unlike the generations before them, this group doesn’t compartmentalize their interaction (e.g., political activism occurs only online, whereas social networking can occur via mobile device.) Going further, the next generation may well disregard any tools that don’t have mobile extensions. If a presidential campaign plans to target young voters in 2008, they would be foolhardy to ignore mobile.

What of the rest of the voting public? Will they react well to mobile political outreach? To answer these questions, it may be best to consider other campaign tools considered novel or inconsequential prior to inflection points that rendered them suddenly invaluable. The 2004 presidential cycle evolved email and web-based outreach from a nice-to-have function of a campaign to must-have status. The macaca incident in the 2006 Virginia Senate race elevated YouTube and other

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INTRODUCTION

The use of the mobile channel in the promotion of goods and services is booming due to several reasons, including technological advances that bring forth new and innovative media (Bauer, Reichardt, Barnes, & Neumann, 2005; Li & Stoller, 2007); changes in advertising philosophy toward one-to-one marketing (Barwise & Farley, 2005; Peppers, Rogers, & Dorf, 1999) and interactivity (Vargo & Lusch, 2004); and increased mobile penetration and m-service usage (Nysveen, Pedersen, & Thorbjornsen, 2005; Scharl, Dickinger, & Murphy, 2005; Sultan & Rohm, 2005). Meanwhile, academic research on mobile marketing is flourishing around the world. However, as prior literature on mobile marketing has concentrated merely on the technical aspects of the mobile channel and consumer acceptance (Bauer et al., 2005; Leppäniemi, Sinisalo, & Karjaluoto, 2006), academics have put little effort into the investigation of how mobile marketing campaigns are planned and implemented, who are the responsible parties for the planning and implementation of the campaigns, and whether the planning and implementation differ from each other in traditional and digital advertising campaign management.

It has been stated that academic studies do not provide sufficient insights required for designing mobile marketing campaigns step by step. Thus, calls for further research in this area are being made (Scharl, Dickinger, & Murphy, 2005). Marketers are now in the process of realizing the importance of mobile phones as a viable sales and marketing

Abstract: The paper offers insights into the development and planning of mobile marketing campaigns. In the theoretical section the study develops a model of the mobile marketing campaign development process and management. With the use of a case study method, the empirical section presents an analysis of the implementation process of three mobile marketing campaigns. The case study confirms the theoretical model, as well as adds new elements to campaign management processes that have not previously been identified in literature. The study offers fresh contributions to the existing knowledge of mobile marketing campaign management and gives suggestions for better campaign management.

Keywords: mobile marketing, campaign design, case study, Finland

INSIGHTS INTO THEIMPLEMENTATION OF MOBILE

MARKETING CAMPAIGNSHeikki Karjaluoto, Heikki Lehto, Matti Leppäniemi, Tiina Mustonen

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International Journal of Mobile Marketing ��Insights into the Implementation of Mobile Marketing Campaigns

Campaign Development

The second stage in the campaign implementation process, campaign development, includes the building or acquiring of opt-in lists (Kavassalis et al., 2003). In permission-based mobile marketing consumers give their permission to marketers to send them advertisements or other kinds of communications. It is important to respect the end users’ privacy (Barwise & Strong, 2002; Leppäniemi & Karjaluoto, 2005), and permission-based mobile marketing is regulated in legislation in the EU area (EUR-Lex, 2002) and in the United States. Thus, consumers must have an opportunity to choose whether they accept mobile communications from marketers or not. Corporate websites often serve as the primary source of first contact. That is to say that it is on those websites that the companies ask for the consumers’ permission to receive mobile communications, such as text messages, and participate in campaigns (Scharl, Dickinger, & Murphy, 2005). Other media such as TV, radio and print media are also used frequently in collecting mobile permissions (Mort & Drennan, 2002). Effective mobile

marketing depends on the ability to acquire mobile phone numbers and permissions to establish a point of contact. Only by doing so can the marketers conduct mobile campaigns that offer real value for consumers in the long run.

Campaign Execution

There are different ways to implement a campaign in the mobile channel. Although the SMS still remains the most popular mode, new services like the multimedia messaging service (MMS), mobile e-mailing and a variety of other services based on the mobile Internet are steadily gaining popularity (Haig, 2002, p. 164). SMS advertising is thought to be the most effective when it invites to respond and includes an incentive (Merisavo et al., 2007; Rettie, Grandcolas, & Deakins, 2005). SMS is seen as an immediate, automated, reliable, personal, discreet and customized channel which efficiently allows the marketers to reach customers directly and provides mobile phone users a direct call-to-action (Barnes & Scornavacca, 2004). SMS and WAP, a proprietary format for

requests, competitions, and polls. Good text advertisements are short and compact, funny and entertaining, relevant to the target group, eye-catching, and informative about prizes and promotions (Scharl, Dickinger, & Murphy, 2005).

Marketers must be aware that the language used in messages is extremely important to the success or failure of the advertising message (Mort & Drennan, 2002). In addition to this, the personal nature of the mobile phone makes the content extremely critical. The marketer has to decide what is being said and how to say it. Both of these decisions affect the success of a mobile campaign.

Special Features Of Mobile Marketing Campaigns

It is vital to identify the special features of the mobile channel to better understand the background for campaign planning. For example, wireless devices are accessible, meaning that mobile phones are portable and available to users at all times. The mobile channel is also immediate, intimate and everywhere. Various studies summarize time-sensitiveness, personalization and location awareness as the key drivers of the development of successful mobile services (Leppäniemi & Karjaluoto, 2005; Swilley & Hofacker, 2006).

The essence of mobile services lies in the idea of reaching customers and friends regardless of their location (Siau & Shen, 2003). In other words, the primary advantage of mobile marketing is mobility; users can get any information they want whenever they want, regardless of their location (Mort & Drennan, 2002; Siau & Shen, 2003). The mobile channel is also an interactive two-way communication channel. The mobile phone includes all characteristics necessary to establish a direct dialogue between the marketer and the potential customer (Bauer et al., 2005). In particular, the mobile channel is able to deliver a higher extent of interactivity from the end user’s point of view (Facchetti et al., 2005; Liu & Shrum, 2002). An additional special feature of mobile marketing is its viral marketing element. Short messaging service (SMS) marketing can include a viral element, as recipients can forward messages to their friends (Rettie, Grandcolas, & Deakins, 2005). This type of viral marketing is very beneficial for the advertiser. The mobile phone lends itself to enlarging the reach of a campaign through viral effects (Bauer et al., 2005).

On the grounds of existing literature, the special features of the mobile channel can be listed as: mobility and reachability, direct marketing, interactivity and two-way communication, branding, viral-marketing, time, and personalization. Most of these features are positive in nature, but, for instance, personalization and direct marketing can sometimes be perceived as spamming or as too disruptive.

“Our results suggest that mobile is not an attention media, but rather a call-to-action media…that offers challenges and opportunities due to its unique nature. On the other hand, at its best, mobile marketing can be very efficient if it generates viral effects.”

next phase we will integrate mobile marketing literature into other advertising literature in order to present the phases of mobile marketing campaign process in a new light.

Campaign Design

Before companies rush into mobile marketing, they need to understand in what ways mobile marketing differs from traditional approaches and how it should be integrated within a firm’s overall marketing strategy (Sultan & Rohm, 2005). All marketing communication should be designed with a particular target market in mind (Shimp, 1997, p. 224). In other words, in order to be successful, a marketing campaign should target specific groups with specific needs and wants that the advertised product or service could satisfy. The target audience influences what to say, how to say it, when to say it and where to say it (Kotler, 2003, p. 566). Mobile marketing facilitates the targeting of an ad on the most precise level possible. In theory, it enables targeting individual consumers anywhere and anytime based on their preferences and past purchases (Gopal & Tripathi, 2006; Karjaluoto & Alatalo, 2007). Moreover, mobile phones offer a real chance to advertise interactively. In the future, ads will be more and more targeted not only to individuals based on their user profiles but also based on the context in which they are (Facchetti et al., 2005; Merisavo et al., 2007; Turban et al., 2002, p. 184).

The advertising budget is the most important decision made by advertisers in the planning stage. On one hand, if too little money is invested in advertising, the sales volume will not usually achieve its

potential. On the other hand, if the company spends too much money, unnecessary expenses will reduce the profits (Shimp, 1997, pp. 238–239). Budgeting decisions are quite similar when implementing a mobile marketing campaign. However, in the case of new media channels, budgeting can become problematic due to the lack of previous experience with the channel and the lack of knowledge of the channel and its costs. The main cost in a text messaging campaign, for instance, can be the acquisition of an opt-in database. However, it is a necessary cost only if the company does not already have a database or if it cannot convince consumers to opt in. On the other hand, in the European Union (EU) area, for example, it is not allowed to sell or buy permission databases without the customer’s permission. In other words, the subscriber should be informed of the possibility that the data might be transmitted to one or more third parties (EUR-Lex, 2002).

The message is in the key position in implementing a successful campaign. Once the budget is established, the advertising message has to be chosen. Mobile marketing messages can include text, games, ringtones, icons, screensavers, pictures, sound, music, and other entertainment. The content can cost money or be free. According to Barwise and Strong (2002), the content can include six types of advertisements: brand building, special offers, timely teasers,

channel due to several reasons, such as the growing penetration of mobile phones and the ability of the channel to target marketing communication on a one-to-one basis (Balasubramanian, Peterson, & Järvenpää 2002; Barnes & Scornavacca, 2004; Barwise & Strong, 2002). Marketers, agencies and carriers need to know how to design mobile marketing campaigns and how to use this new marketing channel effectively. Because mobile marketing creates new opportunities for companies (Sultan & Rohm, 2005) and because as a business mobile marketing is a new and constantly developing area (Mort & Drennan, 2002), it is important to investigate it further. In spite of the increasing number of companies investing in mobile marketing campaigns, the nature and implications of this marketing channel are not yet fully understood (Bauer et al., 2005).

On this basis there are both theoretical and practical justifications for this study. In order to fill this gap in the literature, the objective of this paper is to provide new insights into the implementation of mobile marketing campaigns. For the purposes of this article, the term mobile marketing is understood broadly, in accordance with the definition of the Mobile Marketing Association (2006), as “the use of wireless media (primarily cellular phones and PDAs) as an integrated content delivery and direct response vehicle within a cross-media marketing communication program.” According to this definition, mobile marketing is seen to include both push and pull type marketing in all mobile technologies ranging from SMS to mobile web.

The next section of the paper deals with the theoretical background of the study. In this part, we review the relevant literature on mobile marketing campaign process (Kavassalis et al., 2003) and reflect this process with traditional models of advertising campaign management (Kotler, 2003). This will be followed by a discussion of the case study and its results. Finally, we present the conclusions, provide the contributions, outline the main limitations and suggest avenues for further research.

LITERATURE REVIEW

To get an overview of the implementation of a mobile campaign, it is essential to discuss the steps involved in developing an advertising campaign in general. An advertising campaign usually follows a five-step procedure, labeled the five M’s of advertising (Kotler, 2003, pp. 590-609): 1) setting the advertising objectives (Mission), 2) deciding on the advertising budget (Money), 3) choosing the advertising message (Message), 4) deciding on media (Media) 5) and measuring effectiveness (Measurement). With the help of the five Ms, the major decisions involved in developing an advertisement campaign can be made. The development of a mobile marketing campaign loosely follows the same procedure (Kavassalis et al., 2003). Kavassalis divided mobile marketing campaign management into four phases: 1) campaign design, 2) campaign development, 3) campaign execution, and 4) tracking, analysis, and reporting. In the

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Campaign Development

The second stage in the campaign implementation process, campaign development, includes the building or acquiring of opt-in lists (Kavassalis et al., 2003). In permission-based mobile marketing consumers give their permission to marketers to send them advertisements or other kinds of communications. It is important to respect the end users’ privacy (Barwise & Strong, 2002; Leppäniemi & Karjaluoto, 2005), and permission-based mobile marketing is regulated in legislation in the EU area (EUR-Lex, 2002) and in the United States. Thus, consumers must have an opportunity to choose whether they accept mobile communications from marketers or not. Corporate websites often serve as the primary source of first contact. That is to say that it is on those websites that the companies ask for the consumers’ permission to receive mobile communications, such as text messages, and participate in campaigns (Scharl, Dickinger, & Murphy, 2005). Other media such as TV, radio and print media are also used frequently in collecting mobile permissions (Mort & Drennan, 2002). Effective mobile

marketing depends on the ability to acquire mobile phone numbers and permissions to establish a point of contact. Only by doing so can the marketers conduct mobile campaigns that offer real value for consumers in the long run.

Campaign Execution

There are different ways to implement a campaign in the mobile channel. Although the SMS still remains the most popular mode, new services like the multimedia messaging service (MMS), mobile e-mailing and a variety of other services based on the mobile Internet are steadily gaining popularity (Haig, 2002, p. 164). SMS advertising is thought to be the most effective when it invites to respond and includes an incentive (Merisavo et al., 2007; Rettie, Grandcolas, & Deakins, 2005). SMS is seen as an immediate, automated, reliable, personal, discreet and customized channel which efficiently allows the marketers to reach customers directly and provides mobile phone users a direct call-to-action (Barnes & Scornavacca, 2004). SMS and WAP, a proprietary format for

requests, competitions, and polls. Good text advertisements are short and compact, funny and entertaining, relevant to the target group, eye-catching, and informative about prizes and promotions (Scharl, Dickinger, & Murphy, 2005).

Marketers must be aware that the language used in messages is extremely important to the success or failure of the advertising message (Mort & Drennan, 2002). In addition to this, the personal nature of the mobile phone makes the content extremely critical. The marketer has to decide what is being said and how to say it. Both of these decisions affect the success of a mobile campaign.

Special Features Of Mobile Marketing Campaigns

It is vital to identify the special features of the mobile channel to better understand the background for campaign planning. For example, wireless devices are accessible, meaning that mobile phones are portable and available to users at all times. The mobile channel is also immediate, intimate and everywhere. Various studies summarize time-sensitiveness, personalization and location awareness as the key drivers of the development of successful mobile services (Leppäniemi & Karjaluoto, 2005; Swilley & Hofacker, 2006).

The essence of mobile services lies in the idea of reaching customers and friends regardless of their location (Siau & Shen, 2003). In other words, the primary advantage of mobile marketing is mobility; users can get any information they want whenever they want, regardless of their location (Mort & Drennan, 2002; Siau & Shen, 2003). The mobile channel is also an interactive two-way communication channel. The mobile phone includes all characteristics necessary to establish a direct dialogue between the marketer and the potential customer (Bauer et al., 2005). In particular, the mobile channel is able to deliver a higher extent of interactivity from the end user’s point of view (Facchetti et al., 2005; Liu & Shrum, 2002). An additional special feature of mobile marketing is its viral marketing element. Short messaging service (SMS) marketing can include a viral element, as recipients can forward messages to their friends (Rettie, Grandcolas, & Deakins, 2005). This type of viral marketing is very beneficial for the advertiser. The mobile phone lends itself to enlarging the reach of a campaign through viral effects (Bauer et al., 2005).

On the grounds of existing literature, the special features of the mobile channel can be listed as: mobility and reachability, direct marketing, interactivity and two-way communication, branding, viral-marketing, time, and personalization. Most of these features are positive in nature, but, for instance, personalization and direct marketing can sometimes be perceived as spamming or as too disruptive.

“Our results suggest that mobile is not an attention media, but rather a call-to-action media…that offers challenges and opportunities due to its unique nature. On the other hand, at its best, mobile marketing can be very efficient if it generates viral effects.”

next phase we will integrate mobile marketing literature into other advertising literature in order to present the phases of mobile marketing campaign process in a new light.

Campaign Design

Before companies rush into mobile marketing, they need to understand in what ways mobile marketing differs from traditional approaches and how it should be integrated within a firm’s overall marketing strategy (Sultan & Rohm, 2005). All marketing communication should be designed with a particular target market in mind (Shimp, 1997, p. 224). In other words, in order to be successful, a marketing campaign should target specific groups with specific needs and wants that the advertised product or service could satisfy. The target audience influences what to say, how to say it, when to say it and where to say it (Kotler, 2003, p. 566). Mobile marketing facilitates the targeting of an ad on the most precise level possible. In theory, it enables targeting individual consumers anywhere and anytime based on their preferences and past purchases (Gopal & Tripathi, 2006; Karjaluoto & Alatalo, 2007). Moreover, mobile phones offer a real chance to advertise interactively. In the future, ads will be more and more targeted not only to individuals based on their user profiles but also based on the context in which they are (Facchetti et al., 2005; Merisavo et al., 2007; Turban et al., 2002, p. 184).

The advertising budget is the most important decision made by advertisers in the planning stage. On one hand, if too little money is invested in advertising, the sales volume will not usually achieve its

potential. On the other hand, if the company spends too much money, unnecessary expenses will reduce the profits (Shimp, 1997, pp. 238–239). Budgeting decisions are quite similar when implementing a mobile marketing campaign. However, in the case of new media channels, budgeting can become problematic due to the lack of previous experience with the channel and the lack of knowledge of the channel and its costs. The main cost in a text messaging campaign, for instance, can be the acquisition of an opt-in database. However, it is a necessary cost only if the company does not already have a database or if it cannot convince consumers to opt in. On the other hand, in the European Union (EU) area, for example, it is not allowed to sell or buy permission databases without the customer’s permission. In other words, the subscriber should be informed of the possibility that the data might be transmitted to one or more third parties (EUR-Lex, 2002).

The message is in the key position in implementing a successful campaign. Once the budget is established, the advertising message has to be chosen. Mobile marketing messages can include text, games, ringtones, icons, screensavers, pictures, sound, music, and other entertainment. The content can cost money or be free. According to Barwise and Strong (2002), the content can include six types of advertisements: brand building, special offers, timely teasers,

channel due to several reasons, such as the growing penetration of mobile phones and the ability of the channel to target marketing communication on a one-to-one basis (Balasubramanian, Peterson, & Järvenpää 2002; Barnes & Scornavacca, 2004; Barwise & Strong, 2002). Marketers, agencies and carriers need to know how to design mobile marketing campaigns and how to use this new marketing channel effectively. Because mobile marketing creates new opportunities for companies (Sultan & Rohm, 2005) and because as a business mobile marketing is a new and constantly developing area (Mort & Drennan, 2002), it is important to investigate it further. In spite of the increasing number of companies investing in mobile marketing campaigns, the nature and implications of this marketing channel are not yet fully understood (Bauer et al., 2005).

On this basis there are both theoretical and practical justifications for this study. In order to fill this gap in the literature, the objective of this paper is to provide new insights into the implementation of mobile marketing campaigns. For the purposes of this article, the term mobile marketing is understood broadly, in accordance with the definition of the Mobile Marketing Association (2006), as “the use of wireless media (primarily cellular phones and PDAs) as an integrated content delivery and direct response vehicle within a cross-media marketing communication program.” According to this definition, mobile marketing is seen to include both push and pull type marketing in all mobile technologies ranging from SMS to mobile web.

The next section of the paper deals with the theoretical background of the study. In this part, we review the relevant literature on mobile marketing campaign process (Kavassalis et al., 2003) and reflect this process with traditional models of advertising campaign management (Kotler, 2003). This will be followed by a discussion of the case study and its results. Finally, we present the conclusions, provide the contributions, outline the main limitations and suggest avenues for further research.

LITERATURE REVIEW

To get an overview of the implementation of a mobile campaign, it is essential to discuss the steps involved in developing an advertising campaign in general. An advertising campaign usually follows a five-step procedure, labeled the five M’s of advertising (Kotler, 2003, pp. 590-609): 1) setting the advertising objectives (Mission), 2) deciding on the advertising budget (Money), 3) choosing the advertising message (Message), 4) deciding on media (Media) 5) and measuring effectiveness (Measurement). With the help of the five Ms, the major decisions involved in developing an advertisement campaign can be made. The development of a mobile marketing campaign loosely follows the same procedure (Kavassalis et al., 2003). Kavassalis divided mobile marketing campaign management into four phases: 1) campaign design, 2) campaign development, 3) campaign execution, and 4) tracking, analysis, and reporting. In the

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not sent beforehand to the interviewees in order to be able to gather more spontaneous and unaffected answers. The interviews were recorded, verified with handwritten notes and transcribed afterwards. The themes of the interviews were the same for all interviewees, but each interviewee talked about a specific campaign. After the interviews were held and transcribed, the material was read several times, notes were made, and themes outlined. Items that related to same themes were colored correspondingly. Besides the interview material, the case study included material from the campaigns, campaign data, company reports and meetings as well as seminars in which the researchers were present.

RESULTS

An Overview of the Three Campaigns

The first campaign was labeled “Ginger Cookie Friday,” a digital direct marketing campaign organized by SK-Restaurants to its opt-in mobile and e-mail customers. The campaign invited night club customers to a special theme night in December 2006. During the campaign, close to 40,000 invitations were sent in five different messaging formats (SMS, MMS, e-mail, mobile web page, accessed via a WAP-push message, and a downloadable JAVA solution) in order to examine the response rates in the various message delivery formats. In other words, around 7160 messages were sent in each format. The pull (response) percent for the whole campaign was around 3%, resulting in 1.055 registrations for the theme night. The most used reply mode was SMS with a proportion of 33% of all registrations, followed by the mobile web page opened via the WAP push message with 28%, and e-mail with 16%. The messaging formats and response logic are displayed in Figure 2.

Figure 2: Campaign Logic of “Ginger Cookie Friday”

As can be seen, four out of five messaging formats offered a reply (a confirmation of the invitation) in the same messaging format. For example, if a respondent received a text message, he/she could reply to the message by SMS. The only exception was MMS, which could only be replied by SMS.

welcome in new situations where only a little is known about the phenomenon and in situations where current theories seem inadequate (Eisenhardt, 1989). Most of the research questions in the interviews conducted with practitioners were ‘how-questions,’ which are typical for a case study research. ‘Why-questions’ were also presented as part of the ‘how-questions,’ as cases that address why-questions are most appropriate when the purpose of the study is to explore a new phenomenon (Yin, 2003, pp. 5–9).

Certain cases for the study were chosen because it is believed that understanding them will lead to better understanding of a larger collection of cases. The purpose of a case report is not to represent generalizable results, but to represent the specific case under study (Stake, 2000). This research conducts a single case study method with three example cases. The case study was carried out by interviewing four individuals who work in the mobile marketing field (see Table 1). The key interviewees within each firm were chosen because of their special knowledge and experience of mobile marketing campaigns, as suggested by Kumar, Stern and Anderson (1993).

Table 1: List of Interviewees

Interviewee/Company Title of the IntervieweeInterview

Date

BrandSon Ltd, Digital Marketing Agency CTO, Owner March 2007

Max Rumpus Ltd, Technology Provider CEO March 2007

SK-Restaurants Ltd, Advertiser Marketing Manager April 2007

FS Film Ltd, Advertiser Marketing Manager April 2007

The authors felt that four interviews were enough because answers were quite similar between the interviews and the saturation point was reached after these interviews. Besides, these interviews were based on three example campaigns, and these campaigns were supposed to provide an extensive view of campaign management. The two advertisers are among the most innovative digital direct marketers in Finland. Both advertisers have large opt-in mobile marketing lists that are used on a weekly basis in various direct marketing campaigns. The agency BrandSon was chosen in the study not only due to the fact that the advertisers are its customers, but also because it is one of the agencies in Finland specializing in digital direct marketing (e-mail and mobile marketing). BrandSon designs and executes all digital marketing for these two clients. Max Rumpus either provides technological grounds for BrandSon or implements campaigns itself.

The length of the interviews ranged from 50 minutes to nearly an hour and a half, and the total time spent conducting interviews was around four hours. All interviews were conducted in Finnish because it is the native language of all the interviewees and the interviewer. The questions were

campaigns while they are still running. Traditional media can be effective as well when companies transmit messages to consumers, but it can hardly pass on messages in the opposite direction, from consumers to companies like the mobile channel is able to do (Hoffman & Novak, 1996).

Summary Of The Literature Review – A Conceptual Model

On the basis of the discussion of the phases of a mobile marketing campaign, Figure 1 shows the four phases and highlights the overall process. In sum, a mobile marketing campaign includes four main phases: campaign design, campaign development, campaign execution and campaign control. In the first stage, the target audience is designed; the business objectives are set; the budget and the media are determined; the campaign type, either push or pull, is chosen; and the special features of mobile marketing are taken into account. The second stage, campaign development, includes collecting permissions. In this stage, opt-in lists are either bought or created with the help of other media, or the company uses an existing opt-in database. In the third stage the campaign is executed. This stage is divided into four phases. First, the mobile technologies or the mobile channels are decided. Then the message is delivered and responses are received and processed. Decisions concerning cross-media marketing and mobile customer relationship marketing are made in this stage. The final stage is campaign control, which includes measuring and analyzing the campaign, producing reports and collecting customer feedback.

Figure 1: Conceptual Model

METHODOLOGY

This empirical study follows a case study research method (Yin, 2003). The aim of the case study was to attain as specific, comprehensive and detailed a description of the phenomena as possible. Case research is particularly

web pages on small devices like mobile phones, are considered the key platforms in Europe and in the United States (Barnes & Scornavacca, 2004). Barwise and Strong (2002) report that the low cost and high penetration of SMS among wireless subscribers make it an attractive service not only for ad deliveries but also for most other wireless data services. According to Rettie, Grandcolas and Deakins (2005), the main disadvantage of SMS is its 160 character text-only format. MMS has suffered around the world from several technological and pricing-related problems, and therefore it still only plays a minor role in today’s mobile marketing campaigns.

Transmission process poses problems to campaign delivery. For SMS, especially in global campaigns, message delivery can take too long, which might affect the whole campaign negatively. However, real problems also occur in the other formats, such as in WAP-based applications, JAVA and MMS (Salo & Tähtinen, 2005; Sultan & Rohm, 2005). Campaign execution includes also the planning of the campaign logic that must be built into the mobile marketing server used for sending and receiving the messages. At minimum, a well designed campaign logic in a mobile context includes plans for the keyword, a storage of the messages, opening up the gateways into operators, and a short code message number (Sinisalo et al., 2007).

Finally, as mobile marketing rarely works alone, it has to be integrated with other media. In doing so we talk about cross-media marketing, which refers to the idea that mobile marketing needs connections to traditional media (Ranchhod, 2007; Wang, 2007) Companies must figure out exactly how to integrate the mobile platform within their overall marketing strategies (Sultan & Rohm, 2005). The mobile marketing channel should be understood as a complementary channel to other marketing channels. In most cases a traditional advertising medium like television, press or flyers is needed in order to broadcast the invitation to participate in a mobile marketing campaign (Kavassalis et al., 2003).

Campaign Control

Most advertisers measure the communication effect of an ad. This refers to the ad’s potential effect on awareness, knowledge, preference or sales. The evaluation of the effectiveness of an ad must be conducted from the point of view of the campaign objectives. For example, if the objective of the campaign was to increase sales, then the growth of sales should be evaluated (Kotler, 2003, pp. 606–609). Measuring and reporting the results of the campaign helps to understand campaign successful (Narez, 2006). Since mobile campaigns allow individual targeting, as opposed to broadcasting in other media, it also helps to measure the ad effectiveness at the individual level (Gopal & Tripathi, 2006).

Mobile marketing enables interactivity and makes giving and collecting feedback very easy (Liu & Shrum, 2002). Since people carry their mobile phones with them almost all the time, mobile marketing is an extremely fast media. It is possible for marketers to get the first feedback from their

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not sent beforehand to the interviewees in order to be able to gather more spontaneous and unaffected answers. The interviews were recorded, verified with handwritten notes and transcribed afterwards. The themes of the interviews were the same for all interviewees, but each interviewee talked about a specific campaign. After the interviews were held and transcribed, the material was read several times, notes were made, and themes outlined. Items that related to same themes were colored correspondingly. Besides the interview material, the case study included material from the campaigns, campaign data, company reports and meetings as well as seminars in which the researchers were present.

RESULTS

An Overview of the Three Campaigns

The first campaign was labeled “Ginger Cookie Friday,” a digital direct marketing campaign organized by SK-Restaurants to its opt-in mobile and e-mail customers. The campaign invited night club customers to a special theme night in December 2006. During the campaign, close to 40,000 invitations were sent in five different messaging formats (SMS, MMS, e-mail, mobile web page, accessed via a WAP-push message, and a downloadable JAVA solution) in order to examine the response rates in the various message delivery formats. In other words, around 7160 messages were sent in each format. The pull (response) percent for the whole campaign was around 3%, resulting in 1.055 registrations for the theme night. The most used reply mode was SMS with a proportion of 33% of all registrations, followed by the mobile web page opened via the WAP push message with 28%, and e-mail with 16%. The messaging formats and response logic are displayed in Figure 2.

Figure 2: Campaign Logic of “Ginger Cookie Friday”

As can be seen, four out of five messaging formats offered a reply (a confirmation of the invitation) in the same messaging format. For example, if a respondent received a text message, he/she could reply to the message by SMS. The only exception was MMS, which could only be replied by SMS.

welcome in new situations where only a little is known about the phenomenon and in situations where current theories seem inadequate (Eisenhardt, 1989). Most of the research questions in the interviews conducted with practitioners were ‘how-questions,’ which are typical for a case study research. ‘Why-questions’ were also presented as part of the ‘how-questions,’ as cases that address why-questions are most appropriate when the purpose of the study is to explore a new phenomenon (Yin, 2003, pp. 5–9).

Certain cases for the study were chosen because it is believed that understanding them will lead to better understanding of a larger collection of cases. The purpose of a case report is not to represent generalizable results, but to represent the specific case under study (Stake, 2000). This research conducts a single case study method with three example cases. The case study was carried out by interviewing four individuals who work in the mobile marketing field (see Table 1). The key interviewees within each firm were chosen because of their special knowledge and experience of mobile marketing campaigns, as suggested by Kumar, Stern and Anderson (1993).

Table 1: List of Interviewees

Interviewee/Company Title of the IntervieweeInterview

Date

BrandSon Ltd, Digital Marketing Agency CTO, Owner March 2007

Max Rumpus Ltd, Technology Provider CEO March 2007

SK-Restaurants Ltd, Advertiser Marketing Manager April 2007

FS Film Ltd, Advertiser Marketing Manager April 2007

The authors felt that four interviews were enough because answers were quite similar between the interviews and the saturation point was reached after these interviews. Besides, these interviews were based on three example campaigns, and these campaigns were supposed to provide an extensive view of campaign management. The two advertisers are among the most innovative digital direct marketers in Finland. Both advertisers have large opt-in mobile marketing lists that are used on a weekly basis in various direct marketing campaigns. The agency BrandSon was chosen in the study not only due to the fact that the advertisers are its customers, but also because it is one of the agencies in Finland specializing in digital direct marketing (e-mail and mobile marketing). BrandSon designs and executes all digital marketing for these two clients. Max Rumpus either provides technological grounds for BrandSon or implements campaigns itself.

The length of the interviews ranged from 50 minutes to nearly an hour and a half, and the total time spent conducting interviews was around four hours. All interviews were conducted in Finnish because it is the native language of all the interviewees and the interviewer. The questions were

campaigns while they are still running. Traditional media can be effective as well when companies transmit messages to consumers, but it can hardly pass on messages in the opposite direction, from consumers to companies like the mobile channel is able to do (Hoffman & Novak, 1996).

Summary Of The Literature Review – A Conceptual Model

On the basis of the discussion of the phases of a mobile marketing campaign, Figure 1 shows the four phases and highlights the overall process. In sum, a mobile marketing campaign includes four main phases: campaign design, campaign development, campaign execution and campaign control. In the first stage, the target audience is designed; the business objectives are set; the budget and the media are determined; the campaign type, either push or pull, is chosen; and the special features of mobile marketing are taken into account. The second stage, campaign development, includes collecting permissions. In this stage, opt-in lists are either bought or created with the help of other media, or the company uses an existing opt-in database. In the third stage the campaign is executed. This stage is divided into four phases. First, the mobile technologies or the mobile channels are decided. Then the message is delivered and responses are received and processed. Decisions concerning cross-media marketing and mobile customer relationship marketing are made in this stage. The final stage is campaign control, which includes measuring and analyzing the campaign, producing reports and collecting customer feedback.

Figure 1: Conceptual Model

METHODOLOGY

This empirical study follows a case study research method (Yin, 2003). The aim of the case study was to attain as specific, comprehensive and detailed a description of the phenomena as possible. Case research is particularly

web pages on small devices like mobile phones, are considered the key platforms in Europe and in the United States (Barnes & Scornavacca, 2004). Barwise and Strong (2002) report that the low cost and high penetration of SMS among wireless subscribers make it an attractive service not only for ad deliveries but also for most other wireless data services. According to Rettie, Grandcolas and Deakins (2005), the main disadvantage of SMS is its 160 character text-only format. MMS has suffered around the world from several technological and pricing-related problems, and therefore it still only plays a minor role in today’s mobile marketing campaigns.

Transmission process poses problems to campaign delivery. For SMS, especially in global campaigns, message delivery can take too long, which might affect the whole campaign negatively. However, real problems also occur in the other formats, such as in WAP-based applications, JAVA and MMS (Salo & Tähtinen, 2005; Sultan & Rohm, 2005). Campaign execution includes also the planning of the campaign logic that must be built into the mobile marketing server used for sending and receiving the messages. At minimum, a well designed campaign logic in a mobile context includes plans for the keyword, a storage of the messages, opening up the gateways into operators, and a short code message number (Sinisalo et al., 2007).

Finally, as mobile marketing rarely works alone, it has to be integrated with other media. In doing so we talk about cross-media marketing, which refers to the idea that mobile marketing needs connections to traditional media (Ranchhod, 2007; Wang, 2007) Companies must figure out exactly how to integrate the mobile platform within their overall marketing strategies (Sultan & Rohm, 2005). The mobile marketing channel should be understood as a complementary channel to other marketing channels. In most cases a traditional advertising medium like television, press or flyers is needed in order to broadcast the invitation to participate in a mobile marketing campaign (Kavassalis et al., 2003).

Campaign Control

Most advertisers measure the communication effect of an ad. This refers to the ad’s potential effect on awareness, knowledge, preference or sales. The evaluation of the effectiveness of an ad must be conducted from the point of view of the campaign objectives. For example, if the objective of the campaign was to increase sales, then the growth of sales should be evaluated (Kotler, 2003, pp. 606–609). Measuring and reporting the results of the campaign helps to understand campaign successful (Narez, 2006). Since mobile campaigns allow individual targeting, as opposed to broadcasting in other media, it also helps to measure the ad effectiveness at the individual level (Gopal & Tripathi, 2006).

Mobile marketing enables interactivity and makes giving and collecting feedback very easy (Liu & Shrum, 2002). Since people carry their mobile phones with them almost all the time, mobile marketing is an extremely fast media. It is possible for marketers to get the first feedback from their

�5



It also became obvious that according to the interviewees, mobile marketing does not operate alone. The mobile channel is usually utilized to support overall marketing. Mobile marketing is a relatively cost-effective form of marketing, and therefore companies generally want to include it in their overall marketing mix.

“Mobile marketing does not operate alone. I have not seen any digital media or campaign having operated alone. If I have understood correct, SK-Restaurants has used only text messaging and e-mail advertising in their marketing. But that is an exception because restaurants themselves are already one type of media. But otherwise it does not operate alone.” (Interviewee 4)

“This regular customer system, the 180,000 names we have collected during four to five years, has made it possible to carry out multiple marketing operations. Plus, what is essential from our part is that our marketing costs have halved, including all the investments we have done for this system.” (Interviewee 3)

It also appeared that mobile marketing was considered, alongside e-mail marketing, to be an essential part of companies’ marketing mix. As one interviewee said, mobile marketing often goes hand in hand with e-mail marketing.

“We might send an invitation to a party beforehand by e-mail and there is a registration link in the e-mail message and this way we invite people to register and…when the occasion is coming up, possibly one or two days before, we then send a text message to remind customers of the party in the lines of ‘Hi, do you remember…’.” (Interviewee 3)

Message Execution, Technical Infrastructure and Testing

According to the interview data, it would appear that the planning process is followed by message implementation relating to content development, which was not considered as demanding in SMS than in other formats that often require graphics. In the execution phase the needed technical infrastructure, such as a server for message delivery and response mechanisms, is typically already established.

The empirical material supported the view that all mobile campaigns should be tested beforehand, at least in the technical sense. Minimum functionality, different terminal devices and their capability to show messages and graphics in the right format are always tested. Testing the functionality means testing that messages go through the telecommunication networks and that they are received by mobile phones.

“…Certainly we have interest groups with whom we might discuss that we have this kind of idea, what do you think? They, you know, consult us…they are our interest groups and we know they have good comments.” (Interviewee 3)

After the campaign is tested it will be implemented. If a campaign is push-based, then the customers’ mobile phone numbers are needed. After the numbers have been

pull campaigns that do not aim at collecting marketing permissions, but even in those cases the campaign logic usually follows the same procedure as in other pull campaigns. The stages outlined in the conceptual model were also found in the empirical material, although in a much more detailed form.

Planning Phase

The main decisions to be considered in the planning phase include the elements from the conceptual model with more emphasis on the analysis of the target group and its receptiveness to mobile marketing, such as information about target group’s handsets and attitudes to personalized marketing as expressed by the interviewees. In the planning phase, the interviewees agreed that the objectives of mobile marketing are similar to those of general marketing.

“… We try to respect people’s free time and privacy, so we do not send messages during weekends if it is not a necessity.” (Interviewee 3)

“I would like to say that… in the future we will do it so that we send a message on Friday at six o’clock in the evening. ‘What are you going to do today? Go to a movie.’ That is… the effectiveness of mobile marketing is highest in these kinds of cases because it is not possible to control any other media as efficiently within a day.” (Interviewee 4)

“Well, it depends on the customer. As is the way with marketing in general, the advertiser has its own needs to advertise…” (Interviewee 2)

“Mobile marketing is, in the first place, niche marketing. Because people have registered to our regular customer database and they have shown themselves to be interested in our services and products, it depends on us how we can make a 160-character message so informative and interesting that it appeals to them and activates them…” (Interviewee 3)

The findings also revealed that in many cases the objective of a mobile campaign is to increase sales by creating instant call-to-action.

“...It is an integral quality of mobile marketing that we typically strive to increase sales in very straightforward ways compared to other forms of marketing.” (Interviewee 1)

In the planning phase it is important to utilize the special features of mobile marketing, especially personalization, as highlighted by the advertiser:

“If somebody watches my television, I do not flinch. If somebody uses my PC, I will become irritated. But if somebody reads my text messages, I will become furious.” (Interviewee 4)

Other important features mentioned during the interviews were accessibility, time criticality, allocation, exactness, and cost savings. Relevant target group selection, which can create a viral effect, was also stressed by the interviewees.

Overall, approximately 70,000 people participated in the competition, and 63% of them gave their permission for both mobile and e-mail marketing. The people who participated in the competition received an e-mail just before the film’s premiere. This email encouraged respondents to go to the movie theatre on that specific night and watch the film. The e-mail was targeted to 15- to 25-year-olds and included information on the nearest movie theater of each participant.

Mobile Marketing Campaign Implementation

The interviews dealt with the management process of mobile marketing campaigns in the light of the conceptual model developed. After the empirical data analysis, the following revised model was constructed (see Figure 4).

Figure 4: Revised Model

The empirical model shown in Figure 4 is a more detailed description of a mobile marketing campaign implementation than the conceptual model. According to the empirical data, mobile marketing campaigns can be divided into two categories which are a) campaigns where the opportunity for mobile marketing is created (pull campaigns to build opt-in lists), and b) campaigns aimed at opt-in lists (push campaigns). Besides these, there are various occasional

The second campaign was called “The Club Turku,” a night club opening campaign organized by BrandSon and SK-Restaurants, targeted to opt-in customers of the night club chain in the area of Turku. Each opt-in user was approached with a mobile message, which was a recorded phone call where a female voice said: “Hi, here is Mirella. I had to call you. Next Friday, the 10th, Turku’s hottest night club, the Club, will be open. Would you like to come along with us to the opening party?” This was followed by a male voice: “You will soon get a text message. You can answer to the message by following instructions. The quickest respondents get an invitation to the Club’s opening.” After this the SMS message arrived with instructions. When the person responded to the message by sending his/her name and a friend’s mobile phone number, he/she got the SMS code needed for registering and the friend got the same recorded voice message. The general instructions for how to register in order to receive tickets to the opening night through the Internet were also available in the SMS. Finally, the formal invitation arrived by e-mail. The logic of this campaign is presented in Figure 3.

Figure 3: The Club Turku Opening Campaign

In the first phase 500 invitations were sent to opt-in customers. The viral effect created an eight-fold increase compared to the original amount, as the number of additional voice messages sent reached 3,900. Eventually, a total of 3,000 registrations were made and SK-Restaurants executed two openings because so many people were interested in coming.

The third campaign was the launch of “The Dudesons Movie,” conducted in 2006 by BrandSon and FS Films in cooperation with four other partners (television channel Nelonen, IRC gallery, Suosikki magazine, and Habbo Hotel). In this campaign the mobile channel was a part of the promotion mix. The websites of the partnering organizations were used for attracting people to participate in a lottery with changing prizes.

�5



It also became obvious that according to the interviewees, mobile marketing does not operate alone. The mobile channel is usually utilized to support overall marketing. Mobile marketing is a relatively cost-effective form of marketing, and therefore companies generally want to include it in their overall marketing mix.

“Mobile marketing does not operate alone. I have not seen any digital media or campaign having operated alone. If I have understood correct, SK-Restaurants has used only text messaging and e-mail advertising in their marketing. But that is an exception because restaurants themselves are already one type of media. But otherwise it does not operate alone.” (Interviewee 4)

“This regular customer system, the 180,000 names we have collected during four to five years, has made it possible to carry out multiple marketing operations. Plus, what is essential from our part is that our marketing costs have halved, including all the investments we have done for this system.” (Interviewee 3)

It also appeared that mobile marketing was considered, alongside e-mail marketing, to be an essential part of companies’ marketing mix. As one interviewee said, mobile marketing often goes hand in hand with e-mail marketing.

“We might send an invitation to a party beforehand by e-mail and there is a registration link in the e-mail message and this way we invite people to register and…when the occasion is coming up, possibly one or two days before, we then send a text message to remind customers of the party in the lines of ‘Hi, do you remember…’.” (Interviewee 3)

Message Execution, Technical Infrastructure and Testing

According to the interview data, it would appear that the planning process is followed by message implementation relating to content development, which was not considered as demanding in SMS than in other formats that often require graphics. In the execution phase the needed technical infrastructure, such as a server for message delivery and response mechanisms, is typically already established.

The empirical material supported the view that all mobile campaigns should be tested beforehand, at least in the technical sense. Minimum functionality, different terminal devices and their capability to show messages and graphics in the right format are always tested. Testing the functionality means testing that messages go through the telecommunication networks and that they are received by mobile phones.

“…Certainly we have interest groups with whom we might discuss that we have this kind of idea, what do you think? They, you know, consult us…they are our interest groups and we know they have good comments.” (Interviewee 3)

After the campaign is tested it will be implemented. If a campaign is push-based, then the customers’ mobile phone numbers are needed. After the numbers have been

pull campaigns that do not aim at collecting marketing permissions, but even in those cases the campaign logic usually follows the same procedure as in other pull campaigns. The stages outlined in the conceptual model were also found in the empirical material, although in a much more detailed form.

Planning Phase

The main decisions to be considered in the planning phase include the elements from the conceptual model with more emphasis on the analysis of the target group and its receptiveness to mobile marketing, such as information about target group’s handsets and attitudes to personalized marketing as expressed by the interviewees. In the planning phase, the interviewees agreed that the objectives of mobile marketing are similar to those of general marketing.

“… We try to respect people’s free time and privacy, so we do not send messages during weekends if it is not a necessity.” (Interviewee 3)

“I would like to say that… in the future we will do it so that we send a message on Friday at six o’clock in the evening. ‘What are you going to do today? Go to a movie.’ That is… the effectiveness of mobile marketing is highest in these kinds of cases because it is not possible to control any other media as efficiently within a day.” (Interviewee 4)

“Well, it depends on the customer. As is the way with marketing in general, the advertiser has its own needs to advertise…” (Interviewee 2)

“Mobile marketing is, in the first place, niche marketing. Because people have registered to our regular customer database and they have shown themselves to be interested in our services and products, it depends on us how we can make a 160-character message so informative and interesting that it appeals to them and activates them…” (Interviewee 3)

The findings also revealed that in many cases the objective of a mobile campaign is to increase sales by creating instant call-to-action.

“...It is an integral quality of mobile marketing that we typically strive to increase sales in very straightforward ways compared to other forms of marketing.” (Interviewee 1)

In the planning phase it is important to utilize the special features of mobile marketing, especially personalization, as highlighted by the advertiser:

“If somebody watches my television, I do not flinch. If somebody uses my PC, I will become irritated. But if somebody reads my text messages, I will become furious.” (Interviewee 4)

Other important features mentioned during the interviews were accessibility, time criticality, allocation, exactness, and cost savings. Relevant target group selection, which can create a viral effect, was also stressed by the interviewees.

Overall, approximately 70,000 people participated in the competition, and 63% of them gave their permission for both mobile and e-mail marketing. The people who participated in the competition received an e-mail just before the film’s premiere. This email encouraged respondents to go to the movie theatre on that specific night and watch the film. The e-mail was targeted to 15- to 25-year-olds and included information on the nearest movie theater of each participant.

Mobile Marketing Campaign Implementation

The interviews dealt with the management process of mobile marketing campaigns in the light of the conceptual model developed. After the empirical data analysis, the following revised model was constructed (see Figure 4).

Figure 4: Revised Model

The empirical model shown in Figure 4 is a more detailed description of a mobile marketing campaign implementation than the conceptual model. According to the empirical data, mobile marketing campaigns can be divided into two categories which are a) campaigns where the opportunity for mobile marketing is created (pull campaigns to build opt-in lists), and b) campaigns aimed at opt-in lists (push campaigns). Besides these, there are various occasional

The second campaign was called “The Club Turku,” a night club opening campaign organized by BrandSon and SK-Restaurants, targeted to opt-in customers of the night club chain in the area of Turku. Each opt-in user was approached with a mobile message, which was a recorded phone call where a female voice said: “Hi, here is Mirella. I had to call you. Next Friday, the 10th, Turku’s hottest night club, the Club, will be open. Would you like to come along with us to the opening party?” This was followed by a male voice: “You will soon get a text message. You can answer to the message by following instructions. The quickest respondents get an invitation to the Club’s opening.” After this the SMS message arrived with instructions. When the person responded to the message by sending his/her name and a friend’s mobile phone number, he/she got the SMS code needed for registering and the friend got the same recorded voice message. The general instructions for how to register in order to receive tickets to the opening night through the Internet were also available in the SMS. Finally, the formal invitation arrived by e-mail. The logic of this campaign is presented in Figure 3.

Figure 3: The Club Turku Opening Campaign

In the first phase 500 invitations were sent to opt-in customers. The viral effect created an eight-fold increase compared to the original amount, as the number of additional voice messages sent reached 3,900. Eventually, a total of 3,000 registrations were made and SK-Restaurants executed two openings because so many people were interested in coming.

The third campaign was the launch of “The Dudesons Movie,” conducted in 2006 by BrandSon and FS Films in cooperation with four other partners (television channel Nelonen, IRC gallery, Suosikki magazine, and Habbo Hotel). In this campaign the mobile channel was a part of the promotion mix. The websites of the partnering organizations were used for attracting people to participate in a lottery with changing prizes.

�7



learn how to use electronic channels like mobile efficiently, customers and the company will benefit.

According to the case study, Finnish advertisers utilize mobile marketing in varying ways. Some companies use mobile as a part of a campaign out of a desire to try it, whereas others utilize mobile as a communication channel in CRM. Regardless of the role, it is essential to use some other media simultaneously, and by doing so integrate mobile marketing into other marketing channels. Thus, organizations should not consider implementing mobile applications without a deep consideration of its role and position in the overall marketing and promotion mix.

Our results suggest that mobile is not an attention media, but rather a call-to-action media. Mobile is a medium that offers challenges and opportunities due to its unique nature. One

of the most important things to remember is that sending too many messages to customers might create a message blizzard. In addition to these points, being different and standing out among others is crucial. On the other hand, at its best, mobile marketing can be very efficient if it generates viral effects.

From the point of view of a marketer, the final framework gives marketers and advertisers advice on how to implement a mobile marketing campaign. The implementation differs from traditional marketing and advertising campaigns because mobile campaigns include special features that other campaigns do not. Finally, the importance of the timing of the campaign has to be stressed. If marketing messages arrive at 7:00 a.m. on a Sunday, for instance, they will most likely annoy people and the marketing campaign will not be successful.

Limitations and Further Research

Since the present study is among the first to offer insights into the area of campaign implementation, more conceptual and empirical work is needed in order to validate and generalize the results. We observe three main limitations of the study. Firstly, as mobile marketing evolves, the campaigns and their implementation processes might be very different in the future than they are now. Secondly, the theoretical framework needs further work, as the model was constructed mainly based on one similar study. The third limitation relates to the empirical case. The case study offers insights into only three campaigns and their implementation, which might affect the reliability and validity of the results.

The conclusions as well as the limitations of this study bring forth some fruitful and interesting possible avenues for future research. We suggest further research tackle the implementation of campaigns using different technologies (e.g. MMS, mobile web); outline success factors of successful or unsuccessful campaigns; review channel combinations and cross-media integration; and investigate the timing decisions of campaigns.

Technical testing also includes device-specific testing, such as checking that messages appear on screen as they ought to and that everything functions as it should. Meanwhile, content testing includes checking spelling mistakes and evaluating the content in general. This kind of testing is not very common, but it is good to be done. In the fifth stage the campaign is executed. Finally, there is the follow-up and evaluation phase.

Theoretical Contributions

Previous research on the implementation of mobile campaigns is scarce. Thus, while considering the contributions of this research, the handful of studies used in building the conceptual model will be used as the main source in outlining the contributions of the study. The theoretical framework was formed based on the mobile marketing campaign process, traditional advertising campaign development and other literature concerning mobile marketing. By comparing the empirical model to the theoretical framework, only minor modifications are needed. In line with the theoretical framework, the empirical study shows that a mobile marketing campaign includes defining the target audience, deciding the budget and objectives, and designing the message. As the theoretical framework already proposed, permission marketing is key to mobile marketing (Barwise & Strong, 2002; Leppäniemi & Karjaluoto, 2005).

The main difference between the theoretical and empirical models relates to the planning process. Based on the case study, planning includes much more than the theoretical framework expected. For example, this stage also includes planning the campaign content and the content for each mobile channel and the technology involved. Special features of mobile devices are observed in tandem with content planning. Based on the interviews, there are more channels than those that were disclosed in the theory (Barnes & Scornavacca, 2004; Scharl, Dickinger & Murphy, 2005). Different kinds of applications, as well as voice calls, are used in campaigns. The results of the case study confirmed that the mobile channel should be integrated with other channels, and that the integration should be planned in the campaign planning phase (Ranchhod, 2007; Scharl, Dickinger & Murphy, 2005; Wang, 2007). Although prior literature did not emphasize the delivery time of messages in the campaign, our results emphasize the importance of timing in the implementation process. Moreover, our results are the first to discuss the importance of testing the campaigns beforehand.

Managerial Implications

This research provides several specific managerial insights. Currently, electronic channels like mobile, the Internet and e-mail are used increasingly frequently, and for some companies they act as the most important marketing channels, as occurred in the case study. When marketers

content and message sending play the most important part. In the latter case, it is common that the campaign is lead by the web and the mobile either redirects to the web or there is some supplementary service marketed on the web but executed via mobile. In this case the main implementation concentrates on the development of the web page.

CONCLUSION

This research was born out of a need to better understand the implementation process of mobile marketing campaigns. The research presented here provides a theoretically and empirically grounded exploration of the subject. The main findings of the research indicate that mobile marketing campaign implementation follows six main stages:

PlanningExecution of the messageTechnical infrastructure (systems for sending and receiving messaging)Testing (both technical testing and content testing)Execution of the campaignFollow-up and evaluation

In the campaign planning stage the target group is selected and their terminal devices are mapped, if possible. This will be followed by the decisions of the campaign objectives and the budget. The planning stage also includes the designing of the content of the messages. Moreover, if more than one mobile technology or mobile channel is to be used, the content has to be planned individually for each of those technologies. The next step is, then, to decide the campaign type, which can be either push or pull. If the campaign is push-based, the time when the messages will be sent will be decided. Because mobile marketing rarely works alone, connections to other media are planned.

After the campaign is planned, the message is executed. This includes planning and executing the keywords and the content made separately for each technology. First, the message or the text is drafted, entered into the application platform and sent. For MMS messages content providing is similar to SMS, but it is possible to include pictures and videos in a message. Other possible ways to create MMS messages are to use SMIL, a description language in which MMS messages are constructed, and the mobile Internet, which requires webpage production. Then, for example, a WAP push message is sent to customers as an SMS message. This way the customers access web pages where they can use various functions. Different kinds of applications, like Java-applications, can also be used for marketing.

Technological infrastructures refer to the required technological systems. Systems which relate to the execution of the campaign, such as systems for content providing as well as systems for message receiving, are created or handled some other way in this stage. In the fourth stage the campaign is tested. The idea behind technical testing is to find out whether messages are received by mobile phones.

1.2.3.

4.5.6.

entered into the system and the message is ready to go, the execution of the campaign is done.

“In digital marketing almost always, especially when we are talking about text-based advertising, everything becomes concrete after pressing a button, and at the same time everything comes true and, typically, after a few seconds nothing is reversible and the whole advertising is actually over already after a few hours, and damages are in the know. That is one thing that distinguishes mobile marketing and digital marketing as a whole from other ways of marketing. When you think about publication advertising or print advertising, you probably send some kind of paper somewhere and after a couple of weeks it is published somewhere. But in digital and mobile marketing specifically, there is no concrete moment when the marketing is actualized.” (Interviewee 1)

The last stage of the implementation process is the measuring and analyzing of the campaign. It was mentioned that one of the biggest advantages of mobile marketing is that it allows the company to monitor very closely how things are evolving.

“After all, marketing is not worth doing without monitoring what happens.” (Interviewee 2)

“Results are directly measurable. And that is clearly what we want. And evaluation takes place afterwards. Indeed, we check how much money and time and efforts have been spent and what kinds of results we have attained.” (Interviewee 3)

Participants in the Campaign Implementation

Based on the empirical material it would appear that there are only few partners participating in the planning and implementation of a mobile marketing campaign. An advertiser/marketer is usually one participant. However, its role varies depending on its background and knowledge of mobile campaigns. Usually they are the customers of an agency. Agencies and technology providers are often involved in some part of campaign development and implementation. Carriers are involved in message delivery, but their role is often just to provide the pipeline. Both advertisers that participated in this research have outsourced the technology side of mobile marketing.

“They have earlier coded some SMS gateways and application platforms and then they have made some user interfaces through which others can use them, and in this way they are purely technological providers who have given their product to the use of others and they do not directly take part either in the implementation or the planning.” (Interviewee 1)

In the case when a mobile marketing agency implements the whole campaign there seems to be two alternatives. First, the campaign can be implemented alongside an existing campaign. Second, the campaign can be planned for the mobile environment from the start. In the first case, the

�7



learn how to use electronic channels like mobile efficiently, customers and the company will benefit.

According to the case study, Finnish advertisers utilize mobile marketing in varying ways. Some companies use mobile as a part of a campaign out of a desire to try it, whereas others utilize mobile as a communication channel in CRM. Regardless of the role, it is essential to use some other media simultaneously, and by doing so integrate mobile marketing into other marketing channels. Thus, organizations should not consider implementing mobile applications without a deep consideration of its role and position in the overall marketing and promotion mix.

Our results suggest that mobile is not an attention media, but rather a call-to-action media. Mobile is a medium that offers challenges and opportunities due to its unique nature. One

of the most important things to remember is that sending too many messages to customers might create a message blizzard. In addition to these points, being different and standing out among others is crucial. On the other hand, at its best, mobile marketing can be very efficient if it generates viral effects.

From the point of view of a marketer, the final framework gives marketers and advertisers advice on how to implement a mobile marketing campaign. The implementation differs from traditional marketing and advertising campaigns because mobile campaigns include special features that other campaigns do not. Finally, the importance of the timing of the campaign has to be stressed. If marketing messages arrive at 7:00 a.m. on a Sunday, for instance, they will most likely annoy people and the marketing campaign will not be successful.

Limitations and Further Research

Since the present study is among the first to offer insights into the area of campaign implementation, more conceptual and empirical work is needed in order to validate and generalize the results. We observe three main limitations of the study. Firstly, as mobile marketing evolves, the campaigns and their implementation processes might be very different in the future than they are now. Secondly, the theoretical framework needs further work, as the model was constructed mainly based on one similar study. The third limitation relates to the empirical case. The case study offers insights into only three campaigns and their implementation, which might affect the reliability and validity of the results.

The conclusions as well as the limitations of this study bring forth some fruitful and interesting possible avenues for future research. We suggest further research tackle the implementation of campaigns using different technologies (e.g. MMS, mobile web); outline success factors of successful or unsuccessful campaigns; review channel combinations and cross-media integration; and investigate the timing decisions of campaigns.

Technical testing also includes device-specific testing, such as checking that messages appear on screen as they ought to and that everything functions as it should. Meanwhile, content testing includes checking spelling mistakes and evaluating the content in general. This kind of testing is not very common, but it is good to be done. In the fifth stage the campaign is executed. Finally, there is the follow-up and evaluation phase.

Theoretical Contributions

Previous research on the implementation of mobile campaigns is scarce. Thus, while considering the contributions of this research, the handful of studies used in building the conceptual model will be used as the main source in outlining the contributions of the study. The theoretical framework was formed based on the mobile marketing campaign process, traditional advertising campaign development and other literature concerning mobile marketing. By comparing the empirical model to the theoretical framework, only minor modifications are needed. In line with the theoretical framework, the empirical study shows that a mobile marketing campaign includes defining the target audience, deciding the budget and objectives, and designing the message. As the theoretical framework already proposed, permission marketing is key to mobile marketing (Barwise & Strong, 2002; Leppäniemi & Karjaluoto, 2005).

The main difference between the theoretical and empirical models relates to the planning process. Based on the case study, planning includes much more than the theoretical framework expected. For example, this stage also includes planning the campaign content and the content for each mobile channel and the technology involved. Special features of mobile devices are observed in tandem with content planning. Based on the interviews, there are more channels than those that were disclosed in the theory (Barnes & Scornavacca, 2004; Scharl, Dickinger & Murphy, 2005). Different kinds of applications, as well as voice calls, are used in campaigns. The results of the case study confirmed that the mobile channel should be integrated with other channels, and that the integration should be planned in the campaign planning phase (Ranchhod, 2007; Scharl, Dickinger & Murphy, 2005; Wang, 2007). Although prior literature did not emphasize the delivery time of messages in the campaign, our results emphasize the importance of timing in the implementation process. Moreover, our results are the first to discuss the importance of testing the campaigns beforehand.

Managerial Implications

This research provides several specific managerial insights. Currently, electronic channels like mobile, the Internet and e-mail are used increasingly frequently, and for some companies they act as the most important marketing channels, as occurred in the case study. When marketers

content and message sending play the most important part. In the latter case, it is common that the campaign is lead by the web and the mobile either redirects to the web or there is some supplementary service marketed on the web but executed via mobile. In this case the main implementation concentrates on the development of the web page.

CONCLUSION

This research was born out of a need to better understand the implementation process of mobile marketing campaigns. The research presented here provides a theoretically and empirically grounded exploration of the subject. The main findings of the research indicate that mobile marketing campaign implementation follows six main stages:

PlanningExecution of the messageTechnical infrastructure (systems for sending and receiving messaging)Testing (both technical testing and content testing)Execution of the campaignFollow-up and evaluation

In the campaign planning stage the target group is selected and their terminal devices are mapped, if possible. This will be followed by the decisions of the campaign objectives and the budget. The planning stage also includes the designing of the content of the messages. Moreover, if more than one mobile technology or mobile channel is to be used, the content has to be planned individually for each of those technologies. The next step is, then, to decide the campaign type, which can be either push or pull. If the campaign is push-based, the time when the messages will be sent will be decided. Because mobile marketing rarely works alone, connections to other media are planned.

After the campaign is planned, the message is executed. This includes planning and executing the keywords and the content made separately for each technology. First, the message or the text is drafted, entered into the application platform and sent. For MMS messages content providing is similar to SMS, but it is possible to include pictures and videos in a message. Other possible ways to create MMS messages are to use SMIL, a description language in which MMS messages are constructed, and the mobile Internet, which requires webpage production. Then, for example, a WAP push message is sent to customers as an SMS message. This way the customers access web pages where they can use various functions. Different kinds of applications, like Java-applications, can also be used for marketing.

Technological infrastructures refer to the required technological systems. Systems which relate to the execution of the campaign, such as systems for content providing as well as systems for message receiving, are created or handled some other way in this stage. In the fourth stage the campaign is tested. The idea behind technical testing is to find out whether messages are received by mobile phones.

1.2.3.

4.5.6.

entered into the system and the message is ready to go, the execution of the campaign is done.

“In digital marketing almost always, especially when we are talking about text-based advertising, everything becomes concrete after pressing a button, and at the same time everything comes true and, typically, after a few seconds nothing is reversible and the whole advertising is actually over already after a few hours, and damages are in the know. That is one thing that distinguishes mobile marketing and digital marketing as a whole from other ways of marketing. When you think about publication advertising or print advertising, you probably send some kind of paper somewhere and after a couple of weeks it is published somewhere. But in digital and mobile marketing specifically, there is no concrete moment when the marketing is actualized.” (Interviewee 1)

The last stage of the implementation process is the measuring and analyzing of the campaign. It was mentioned that one of the biggest advantages of mobile marketing is that it allows the company to monitor very closely how things are evolving.

“After all, marketing is not worth doing without monitoring what happens.” (Interviewee 2)

“Results are directly measurable. And that is clearly what we want. And evaluation takes place afterwards. Indeed, we check how much money and time and efforts have been spent and what kinds of results we have attained.” (Interviewee 3)

Participants in the Campaign Implementation

Based on the empirical material it would appear that there are only few partners participating in the planning and implementation of a mobile marketing campaign. An advertiser/marketer is usually one participant. However, its role varies depending on its background and knowledge of mobile campaigns. Usually they are the customers of an agency. Agencies and technology providers are often involved in some part of campaign development and implementation. Carriers are involved in message delivery, but their role is often just to provide the pipeline. Both advertisers that participated in this research have outsourced the technology side of mobile marketing.

“They have earlier coded some SMS gateways and application platforms and then they have made some user interfaces through which others can use them, and in this way they are purely technological providers who have given their product to the use of others and they do not directly take part either in the implementation or the planning.” (Interviewee 1)

In the case when a mobile marketing agency implements the whole campaign there seems to be two alternatives. First, the campaign can be implemented alongside an existing campaign. Second, the campaign can be planned for the mobile environment from the start. In the first case, the

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Turban, E., King, D., Lee, J., Warkentin, M. & Chung, H.M. (2002). Electronic commerce 2002: a managerial perspective, Upper Saddle River (N.J.): Prentice Hall.

Vargo, S.L. and Lusch, R.F. (2004). “Evolving to a new dominant logic for marketing.” Journal of Marketing, 68(1), 1-17.

Wang, A. (2007). “Branding over mobile and internet advertising: the cross-media effect.” International Journal of Mobile Marketing, 2 (1), 34-42.

Yin, R.K. (2003). Case study research: design and methods (3rd ed), Thousand Oaks, California: Sage Publications.

Kotler, P. (2003). Marketing management (11th. ed.), NJ: Prentice Hall.

Kumar, N., Stern, L.W. & Anderson, J.C. (1993). ”Conducting interorganizational research using key informants.” Academy of Management Journal, 36(6), 1633–1647.

Leppäniemi, M. & Karjaluoto, H. (2005). “Factors influencing consumers’ willingness to accept mobile advertising: a conceptual model.” International Journal of Mobile Communications, 3(3), 197–213.

Leppäniemi, M., Sinisalo, J. and Karjaluoto, H. (2006). “A review of mobile marketing research.” International Journal of Mobile Marketing, 1(1), 2-12.

Li, H. & Stoller, B. (2007). “Parameters of mobile advertising: A field experiment.” International Journal of Mobile Marketing, 2 (1), 4-11.

Liu, Y. & Shrum, L.J. (2002). “What is interactivity and is it always such a good thing? Implications of definition, person, and situation for the influence of interactivity on advertising effectiveness.” Journal of Advertising, 31(4), 53–64.

Merisavo, M., Kajalo, S., Karjaluoto, H., Virtanen, V., Salmenkivi, S., Raulas, M., and Leppäniemi, M. (2007), “An empirical study of the drivers of consumer acceptance of mobile advertising.” Journal of Interactive Advertising, 7(2), http://www.jiad.org/index.htm

Mobile Marketing Association (2006). Annual mobile marketing guide. Recognizing leadership & innovation. Special Advertising Section of Advertising Age.

Mort, G.S. & Drennan, J. (2002). “Mobile digital technology: emerging issues for marketing.” Journal of Database Marketing, 10(1), 9–23.

Narez, A. (2006). How to guide for going off-portal. Air2Web. Mobile Marketing Association.

Nysveen, H., Pedersen, P.E. & Thorbjørnsen, H. (2005). “Intentions to use mobile services: antecedents and cross-service comparisons.” Journal of the Academy of Marketing Science, 33(3), 330-346.

Peppers, D., Rogers, M. & Dorf, B. (1999). “Is your company ready for one-to-one marketing?” Harvard Business Review, 77(1), 151-160.

Ranchhod, A. (2007). “Developing mobile marketing strategies.” International Journal of Mobile Marketing, 2 (1), 76-83.

Rettie, R., Grandcolas, U. & Deakins, B. (2005). “Text message advertising: response rates and branding effects.” Journal of Targeting, Measurement and Analysis for Marketing, 13(4), 304–312.

Salo, J. & Tähtinen, J. (2005). “Retailer use of permission-based mobile advertising.” In: Clarke, I. & Flaherty, T., Advances in electronic marketing, Hershey, PA, USA: Idea Group Publishing, 139–155.

Sinisalo, J., Salo, J., Leppäniemi, M. & Karjaluoto, H. (2007). ”Mobile customer relationship management - underlying issues and challenges.” Business Process Management Journal, 13 (6).

Scharl, A., Dickinger, A. and Murphy, J. (2005). “Diffusion and success factors of mobile marketing.” Electronic Commerce Research and Applications, 4(2), 159-173.

Shimp, T.A. (1997). Advertising, promotion and supplemental aspects of integrated marketing communications (4th ed), Fort Worth (Tex.): The Dryden Press.

Siau, K. & Shen, Z. (2003). “Mobile communications and mobile services.” International Journal of Mobile Communications, 1(1/2), 3–14.

Stake, R.E. (2000). “Case studies.” In: Denzin, N.K. & Lincoln, Y.S. Handbook of qualitative research, Thousand Oaks (CA): Sage, 435–454.

Sultan, F. and Rohm, A. (2005). “The coming era of ‘brand in the hand’ marketing.” MIT Sloan Management Review, 47(1), 83-90.

Swilley, E. and Hofacker, C.F. (2006). “Defining mobile commerce in a marketing context.” International Journal of Mobile Marketing, 1 (2), 18-23.

Heikki Karjaluoto*Professor in MarketingSchool of Business and EconomicsUniversity of Jyväskylä[email protected]

Heikki LehtoChief Technology OfficerBrandson [email protected]

Matti Leppäniemi, Researcher in MarketingTiina Mustonen, Research Assistant in MarketingFaculty of Economics and Business AdministrationUniversity of [email protected]@mail.student.oulu.fi


Acknowledgements: The financial support of the Finnish Funding Agency for Technology and Innovation is gratefully acknowledged.

References:

Balasubramanian, S., Peterson, R.A. & Järvenpää, S.L. (2002). ”Exploring the implications of m-commerce for markets and marketing.” Journal of the Academy of Marketing Science, 30(4), 348-361.

Barnes, S.J. & Scornavacca, E. (2004 ). ”Mobile marketing: the role of permission and acceptance.” International Journal of Mobile Communications, 2(2), 128-139.

Barwise, P. & Farley, J.U. (2005). “The state of interactive marketing in seven countries: interactive marketing comes of age.” Journal of Interactive Marketing, 19(3), 67-80.

Barwise, P. & Strong, C. (2002). “Permission-based mobile advertising.” Journal of Interactive Marketing, 16(1), 14–24.

Bauer, H.H., Reichardt, T., Barnes, S.J. & Neumann, M.N. (2005). “Driving consumer acceptance of mobile marketing: A theoretical framework and empirical study.” Journal of Electronic Commerce Research, 6(3), 181-92.

Eisenhardt, K.M. (1989). “Building theories from case study research.” Academy of Management Review, 14(4), 532–550.

EUR-Lex (2002). The European Union’s directive 2002/58/EC. http://europa.eu.int/eur-lex/pri/en/oj/dat/2002/l_201/l_20120020731en00370047.pdf

Facchetti, A., Rangone, A., Renga, F.M. & Savoldelli, A. (2005). “Mobile marketing: an analysis of key success factors and the European value chain.” International Journal of Management and Decision Making, 6(1), 65–80.

Gopal, R. & Tripathi, A. (2006). “Advertising via wireless networks.” International Journal of Mobile Communications, 4(1), 1–16.

Haig, M. (2002). Mobile marketing: The message revolution, London: Kogan Page.

Hoffman, D.L. & Novak, T.P. (1996). “Marketing in hypermedia computer-mediated environments: conceptual foundations.” Journal of Marketing, 60(3), 50–68.

Karjaluoto, H. and Alatalo, T. (2007). ”Consumers’ attitudes towards and intention to participate in mobile marketing.” International Journal of Services Technology and Management, 8 (2/3), 155-173.

Kavassalis, P., Spyropoulou, N., Drossos, D., Mitrokostas, E., Gikas, G. & Hatzistamatiou, A. (2003). “Mobile permission marketing: framing the market inquiry.” International Journal of Electronic Commerce, 8(1), 55–79.

��



Turban, E., King, D., Lee, J., Warkentin, M. & Chung, H.M. (2002). Electronic commerce 2002: a managerial perspective, Upper Saddle River (N.J.): Prentice Hall.

Vargo, S.L. and Lusch, R.F. (2004). “Evolving to a new dominant logic for marketing.” Journal of Marketing, 68(1), 1-17.

Wang, A. (2007). “Branding over mobile and internet advertising: the cross-media effect.” International Journal of Mobile Marketing, 2 (1), 34-42.

Yin, R.K. (2003). Case study research: design and methods (3rd ed), Thousand Oaks, California: Sage Publications.

Kotler, P. (2003). Marketing management (11th. ed.), NJ: Prentice Hall.

Kumar, N., Stern, L.W. & Anderson, J.C. (1993). ”Conducting interorganizational research using key informants.” Academy of Management Journal, 36(6), 1633–1647.

Leppäniemi, M. & Karjaluoto, H. (2005). “Factors influencing consumers’ willingness to accept mobile advertising: a conceptual model.” International Journal of Mobile Communications, 3(3), 197–213.

Leppäniemi, M., Sinisalo, J. and Karjaluoto, H. (2006). “A review of mobile marketing research.” International Journal of Mobile Marketing, 1(1), 2-12.

Li, H. & Stoller, B. (2007). “Parameters of mobile advertising: A field experiment.” International Journal of Mobile Marketing, 2 (1), 4-11.

Liu, Y. & Shrum, L.J. (2002). “What is interactivity and is it always such a good thing? Implications of definition, person, and situation for the influence of interactivity on advertising effectiveness.” Journal of Advertising, 31(4), 53–64.

Merisavo, M., Kajalo, S., Karjaluoto, H., Virtanen, V., Salmenkivi, S., Raulas, M., and Leppäniemi, M. (2007), “An empirical study of the drivers of consumer acceptance of mobile advertising.” Journal of Interactive Advertising, 7(2), http://www.jiad.org/index.htm

Mobile Marketing Association (2006). Annual mobile marketing guide. Recognizing leadership & innovation. Special Advertising Section of Advertising Age.

Mort, G.S. & Drennan, J. (2002). “Mobile digital technology: emerging issues for marketing.” Journal of Database Marketing, 10(1), 9–23.

Narez, A. (2006). How to guide for going off-portal. Air2Web. Mobile Marketing Association.

Nysveen, H., Pedersen, P.E. & Thorbjørnsen, H. (2005). “Intentions to use mobile services: antecedents and cross-service comparisons.” Journal of the Academy of Marketing Science, 33(3), 330-346.

Peppers, D., Rogers, M. & Dorf, B. (1999). “Is your company ready for one-to-one marketing?” Harvard Business Review, 77(1), 151-160.

Ranchhod, A. (2007). “Developing mobile marketing strategies.” International Journal of Mobile Marketing, 2 (1), 76-83.

Rettie, R., Grandcolas, U. & Deakins, B. (2005). “Text message advertising: response rates and branding effects.” Journal of Targeting, Measurement and Analysis for Marketing, 13(4), 304–312.

Salo, J. & Tähtinen, J. (2005). “Retailer use of permission-based mobile advertising.” In: Clarke, I. & Flaherty, T., Advances in electronic marketing, Hershey, PA, USA: Idea Group Publishing, 139–155.

Sinisalo, J., Salo, J., Leppäniemi, M. & Karjaluoto, H. (2007). ”Mobile customer relationship management - underlying issues and challenges.” Business Process Management Journal, 13 (6).

Scharl, A., Dickinger, A. and Murphy, J. (2005). “Diffusion and success factors of mobile marketing.” Electronic Commerce Research and Applications, 4(2), 159-173.

Shimp, T.A. (1997). Advertising, promotion and supplemental aspects of integrated marketing communications (4th ed), Fort Worth (Tex.): The Dryden Press.

Siau, K. & Shen, Z. (2003). “Mobile communications and mobile services.” International Journal of Mobile Communications, 1(1/2), 3–14.

Stake, R.E. (2000). “Case studies.” In: Denzin, N.K. & Lincoln, Y.S. Handbook of qualitative research, Thousand Oaks (CA): Sage, 435–454.

Sultan, F. and Rohm, A. (2005). “The coming era of ‘brand in the hand’ marketing.” MIT Sloan Management Review, 47(1), 83-90.

Swilley, E. and Hofacker, C.F. (2006). “Defining mobile commerce in a marketing context.” International Journal of Mobile Marketing, 1 (2), 18-23.

Heikki Karjaluoto*Professor in MarketingSchool of Business and EconomicsUniversity of Jyväskylä[email protected]

Heikki LehtoChief Technology OfficerBrandson [email protected]

Matti Leppäniemi, Researcher in MarketingTiina Mustonen, Research Assistant in MarketingFaculty of Economics and Business AdministrationUniversity of [email protected]@mail.student.oulu.fi


Acknowledgements: The financial support of the Finnish Funding Agency for Technology and Innovation is gratefully acknowledged.

References:

Balasubramanian, S., Peterson, R.A. & Järvenpää, S.L. (2002). ”Exploring the implications of m-commerce for markets and marketing.” Journal of the Academy of Marketing Science, 30(4), 348-361.

Barnes, S.J. & Scornavacca, E. (2004 ). ”Mobile marketing: the role of permission and acceptance.” International Journal of Mobile Communications, 2(2), 128-139.

Barwise, P. & Farley, J.U. (2005). “The state of interactive marketing in seven countries: interactive marketing comes of age.” Journal of Interactive Marketing, 19(3), 67-80.

Barwise, P. & Strong, C. (2002). “Permission-based mobile advertising.” Journal of Interactive Marketing, 16(1), 14–24.

Bauer, H.H., Reichardt, T., Barnes, S.J. & Neumann, M.N. (2005). “Driving consumer acceptance of mobile marketing: A theoretical framework and empirical study.” Journal of Electronic Commerce Research, 6(3), 181-92.

Eisenhardt, K.M. (1989). “Building theories from case study research.” Academy of Management Review, 14(4), 532–550.

EUR-Lex (2002). The European Union’s directive 2002/58/EC. http://europa.eu.int/eur-lex/pri/en/oj/dat/2002/l_201/l_20120020731en00370047.pdf

Facchetti, A., Rangone, A., Renga, F.M. & Savoldelli, A. (2005). “Mobile marketing: an analysis of key success factors and the European value chain.” International Journal of Management and Decision Making, 6(1), 65–80.

Gopal, R. & Tripathi, A. (2006). “Advertising via wireless networks.” International Journal of Mobile Communications, 4(1), 1–16.

Haig, M. (2002). Mobile marketing: The message revolution, London: Kogan Page.

Hoffman, D.L. & Novak, T.P. (1996). “Marketing in hypermedia computer-mediated environments: conceptual foundations.” Journal of Marketing, 60(3), 50–68.

Karjaluoto, H. and Alatalo, T. (2007). ”Consumers’ attitudes towards and intention to participate in mobile marketing.” International Journal of Services Technology and Management, 8 (2/3), 155-173.

Kavassalis, P., Spyropoulou, N., Drossos, D., Mitrokostas, E., Gikas, G. & Hatzistamatiou, A. (2003). “Mobile permission marketing: framing the market inquiry.” International Journal of Electronic Commerce, 8(1), 55–79.