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The key elements of advocacy marketing

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dc.contributor.advisor Glen L. Urban. en_US
dc.contributor.author Yamaoka, Takashi, 1968- en_US
dc.contributor.other Massachusetts Institute of Technology. Management of Technology Program. en_US
dc.date.accessioned 2005-06-02T19:01:30Z
dc.date.available 2005-06-02T19:01:30Z
dc.date.copyright 2004 en_US
dc.date.issued 2004 en_US
dc.identifier.uri http://hdl.handle.net/1721.1/17877
dc.description Thesis (S.M.M.O.T.)--Massachusetts Institute of Technology, Sloan School of Management, Management of Technology Program, 2004. en_US
dc.description Includes bibliographical references (leaves 140-142). en_US
dc.description.abstract Customer power is growing, and customers now have tools that inform them of the true state of affairs. This power enables them to avoid the pushy messages of marketers, make their own decisions, and determine what to buy. A company advocates for its customers and earns their trust. It may not be a strategy for everyone, but innovative companies are following this path. The marketing paradigm is shifting from traditional push-based marketing to trust-based advocacy marketing. This research identifies and summarizes the key elements needed to create customer advocacy. It considers the following research questions: What are the key elements to creating customer advocacy? What means or types are there in each key element? Which elements are influential on advocacy marketing in each company and industry? The author sent out requests for interviews to many firms and received affirmative replies from about thirty. Based on the data gathered by the author, twelve new key elements were identified, and several means for realizing these elements, which can be distilled in several ways. These key elements and means are effective for firms in a variety of industries and categories. In addition, the author introduces a new framework which can effectively identify a firm's position in terms of two dimensions: push and trust. This framework is useful for confirming differences between competitors and validating corporate strategies for building and maintaining competitive advantage. Few firms can afford to ignore advocacy marketing as a marketing strategy. Advocacy marketing is associated not only with customer marketing, but also with overall corporate strategy. This research will focus on enriching practical knowledge for the en_US
dc.description.abstract (cont.) real world, and be a useful reference when a company launches its advocacy marketing campaigns. en_US
dc.description.statementofresponsibility by Takashi Yamaoka. en_US
dc.format.extent 142 leaves en_US
dc.format.extent 7349940 bytes
dc.format.extent 7361332 bytes
dc.format.mimetype application/pdf
dc.format.mimetype application/pdf
dc.language.iso eng en_US
dc.publisher Massachusetts Institute of Technology en_US
dc.rights M.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission. en_US
dc.rights.uri http://dspace.mit.edu/handle/1721.1/7582
dc.subject Management of Technology Program. en_US
dc.title The key elements of advocacy marketing en_US
dc.type Thesis en_US
dc.description.degree S.M.M.O.T. en_US
dc.contributor.department Massachusetts Institute of Technology. Management of Technology Program. en_US
dc.identifier.oclc 56628934 en_US


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