Marketing

1. CHAPTER – I
INTRODUCTION OF THE STUDY
DIGITAL MARKETING AND EVENT MANAGEMENT
Marketing programs are all about connecting with the right audience, at the right time,
in the right location. Over the past decade, that has increasingly meant a shift to online, or
digital marketing tactics. But despite this shift to digital marketing channels, events have
remained one of the top-performing marketing tactics, comprising of 25-30% of total
marketing spend for organizations across all industries.
In most marketing departments, the event marketing and digital marketing disciplines
remain separate, with a digital marketing or demand generation team responsible for
delivering online, digital marketing tactics and the events or event marketing team
responsible for delivering offline, in-person marketing events. Rarely would these two groups
meet, and even more rarely would companies aggregate the data they collected from events
with the data collected from their digital channels.
As the 2020 COVID-19 global pandemic has cancelled almost all in-person events for
the foreseeable future, it has forced events online and into the digital world. Now is the time
for these two groups to come together and embrace the future of event marketing as a digital
tactic, not just for the short-term, but long-term even once events return to in-person.
The Future of Event Marketing is Digital
The primary focus of event marketers has historically been executing the event. The
top success metrics typically measured include registration numbers, attendee satisfaction,
cost per attendee, and net promoter score. Compare this to the typical reason companies host
events – brand awareness, lead generation, and to drive sales – and you quickly see the
disconnect between event goals and event success metrics.
This disconnect occurs because the knowledge and expertise to measure goals like
brand awareness, lead generation, and revenue attribution typically lie within the digital
marketing teams. To truly measure the success of your events, event data must be brought
online. Virtual events create a unique opportunity to bridge this gap now.

2. MEANING OF DIGITAL MARKETING
To grasp the impact of virtual events, and how we bridge the gap between event
marketing and digital marketing, we have to understand digital marketing. According to
digitalmarketer.com, “digital marketing is the act of promoting and selling products and
services by leveraging online marketing tactics such as social media, search engine, and
email marketing.” It focuses on nurturing the customer through a journey of digital
interactions with the product or service. Digital marketing relies heavily on content offers to
engage the customer while ensuring that content can be found at the right time in the
customer’s unique buying journey. As contacts engage with content, their marketing
engagement score increases, and when it reaches a level set by the organization, the contact
becomes an MQL (marketing qualified lead) and is passed to the sales team for sales follow-
up.
The Historical View of Events
In-person events have always been delivered in the right place, to the right audience.
Their success lies in the inherent focus on qualified, engaged prospects and customers that
are well into the buying process. Event attendees spend hours, if not days, of their “real life”
to engage with your content and company. This level of investment by the attendee was
assumed to be the buying signal, and little to no thought was given to the actions an attendee
took at the event and an individual’s specific interest.
As we said before, event success would be measured on attendee satisfaction and that
metric alone often provided the view for marketing leaders that events are a successful tactic.
In fact, 40% of marketers believe that live events are their top marketing channel, and if they
could do more in-person events, they would.
But in-person events are expensive, both in hard cost as well as time to produce. And
traditionally, they did not produce a digital footprint. So, when digitally-minded marketing
leaders started to dig into conversion metrics and cost per lead, many started to shift
marketing program dollars away from in-person events to digital tactics. This is because
event data could not readily be tied back to the same marketing KPI metrics.

3. The Shift to Virtual Events
Virtual events are different. By the sheer nature of their virtual delivery, they are a
digital channel and should be embraced by digital marketing. And, as compared to in-person
events, they are less expensive and arguably easier to produce.
Like digital marketing, virtual events focus on content delivery. But to truly be a
unique experience, virtual events need to be more than just a webinar. A virtual event
requires the mind of a television producer delivering content for entertainment, enjoyment,
and consumption. You need to captivate your audience’s attention and keep them tuned in.
And, you need to capture the online activity and tie it into your other digital marketing
programs to nurture the leads from your virtual event.
The Value of Virtual Events to Digital Marketers
As compared to in-person events, virtual events can attract a much wider audience. As
companies have shifted to virtual events, many have seen 5x – 10x the number of registrants
they would see for their in-person event. At our own customer conference, Cvent
CONNECT, we saw 40,000+ registrants for the virtual event in 2020 as compared to 4,500 at
the in-person event in 2019.
These numbers far surpass the lead numbers digital marketers are accustomed to
generating in their digital programs. But unlike your typical in-person event, many of these
virtual event attendees are likely earlier in the sales and marketing funnel. This makes them
the perfect audience for the digital team to step in and work with the events team to nurture
virtual event attendees through the sales and marketing funnel. For those who are already
more engaged, they can be delivered directly to sales as qualified leads, hopefully increasing
sales and marketing velocity from MQL to SQL (sales qualified lead) to opportunity to close.
Take Action on Virtual Event Attendance
Digital marketers are accustomed to being able to track the online behavior of their
audience. Virtual event management technology gives event marketers and digital marketers
this same trackable insight into the virtual event behavior of attendees. These tools provide

4. the data points that digital marketers are accustomed to such as web analytics, content
tracking, and engagement scoring.
These data points can then be integrated into marketing automation, CRM, and other
marketing technologies to truly bring your event program and digital marketing program
together.
Next Steps and Recommendations
Now that you see the value of event marketing and digital marketing teams partnering
for success on virtual events, do not let this opportunity pass you by. The first step is to
engage the right teams – if you don’t know who runs your event team (or digital team if
you’re an event planner), find out. Set some time to understand what each group is thinking
regarding virtual events. Start simply with a knowledge exchange.
Second, now that you know each other, outline your goals. What is the digital
marketing team looking to get out of virtual events? What is the events team looking to get
out of virtual events? Your goals are likely more aligned than you may think. Once you can
align on your goals, you can start to outline a plan of action.
A piece of that action plan should be to look at the technology options for virtual
events. What tools do you already have in place, and what opportunities exist? Just like the
content and production of a virtual event should not look like a webinar, webinar technology
tools likely are not the best fit for a high-quality virtual event. You want to look for a virtual
event platform that provides everything you need to support both the logistical needs from a
planning perspective and the digital needs and reporting from a marketing perspective.
ROLE OF DIGITAL MARKETING IN EVEN MANAGEMENT
Digital marketing is playing an increasingly important role in event management. As
more and more people turn to the internet and social media to find information about events,
it’s becoming more and more important for event organizers to have a strong online presence.
There are a number of ways that digital marketing can be used to promote events, including:
 Creating a website or blog for the event
 Using social media to promote the event

5.  Creating an email marketing campaign
 Running online ads
All of these techniques can be very effective in promoting an event, but they should be
used in conjunction with traditional marketing techniques such as print advertising and word
of mouth.
Digital marketing is a great way to reach a large audience with relatively little effort.
However, if you want to expand your business with a larger clientele and want to use
advertising to reach your intended market, then Incrementors New Jersey advertising
marketing strategy can help you in promoting your event or products to your target audience.
IMPORTANCE OF DIGITAL MARKETING IN EVENT MANAGEMENT
The importance of digital marketing in event management is to create and promote
the online presence of an event. This involves creating a website or landing page for the
event, as well as promoting the event through social media and other online channels.
Digital marketing is important for event management because it allows event
managers to reach a wider audience with their message. It also allows event managers to
track and measure the success of their marketing campaigns, which is essential for making
informed decisions about future events.
Digital marketing is playing an increasingly important role in event management.
Here are four reasons why digital marketing is essential for event management:
1. Reach a wider audience:
With digital marketing, you can reach a global audience with your event message.
You can use social media, email marketing, and other digital channels to promote your event
to a wider audience than you could reach with traditional marketing methods.
2. Engage your audience:
Digital marketing allows you to interact with your audience before, during, and after
your event. You can use social media to answer questions, address concerns, and build
excitement before the event. And you can use email marketing and other digital channels to
follow up with attendees after the event and keep the conversation going.

6. 3. Save time and money:
Digital marketing is more efficient and cost-effective than traditional marketing
methods. With digital marketing, you can target your audience more precisely, track results
more easily, and get more bang for your buck.
4. Stand out from the competition:
With so many events competing for attention these days, it’s more important than ever
to stand out from the crowd. Digital marketing can help you do that by creating an event
brand that’s unique and memorable.
5 STEPS TO MAKE A DIGITAL MARKETING STRATEGY FOR EVENT
MANAGEMENT
The Event management industry has undergone a major shift in the way it operates,
and digital marketing has played a pivotal role in this change. Event managers are now
turning to digital platforms to reach a wider audience and promote their events more
effectively.
However, with so many different digital marketing channels available, it can be
difficult to know where to start. Here are 5 steps to help you create a digital marketing
strategy for your event management business:
1. Define your goals and objectives
Before you even start thinking about which digital marketing channels to use, you
need to first define what you want to achieve with your digital marketing campaign. What are
your goals and objectives? Do you want to increase brand awareness, generate leads, or sell
tickets? Once you know what your goals are, you can start planning your strategy.
2. Choose the right channels
There are a number of different digital marketing channels that you can use to
promote your event, but not all of them will be right for your business. It’s important to

7. choose the right channels for your target audience and your budget. Some popular options
include email marketing, social media marketing, and pay-per-click advertising.
3. Create engaging content
Once you’ve chosen your channels, you need to start creating engaging content that
will resonate with your target audience. Your content needs to be relevant, informative, and
interesting if you want people to pay attention to it. Think about the kind of content that
would appeal to your target audience, and make sure that you deliver it in an engaging way.
4. Promote your event
Once you have some great content, it’s time to start promoting your event. There are a
number of ways to do this, but some of the most effective include social media marketing and
email marketing. Make sure that you’re promoting your event regularly and across multiple
platforms to maximize your chances of success. Use channels like TikTok. You can even buy
TikTok followers to build your online presence fast.
5. Measure your results
Finally, don’t forget to measure the results of your digital marketing campaign so that
you can see what’s working and what isn’t. Keep track of things like website traffic, ticket
sales, and social media engagement so that you can adjust your strategy as necessary. By
tracking your results, you can ensure that your digital marketing campaign is as effective as
possible.
EVENT MANAGEMENT FUTURE WITH DIGITAL MARKETING
Digital marketing is slowly but surely taking over the event management industry. It’s
not hard to see why – digital marketing is more efficient, cost-effective, and measurable than
traditional marketing methods. And as the world becomes more and more digital, it’s only
natural that event management should follow suit.
There are a number of ways in which digital marketing can be used in event
management, from promoting events online to using social media to engaged with attendees.
Here are just a few examples:

8. 1. Event Promotion
You can use digital marketing to promote your events more effectively. By creating a
strong online presence for your event, you can reach a wider audience and generate more
interest. This can be done through a variety of means, such as creating a website or blog for
your event, using social media to spread the word, and even running online ads.
2. Engaging with Attendees
Digital marketing can also be used to engage with attendees before, during, and after
an event. Social media is a great way to connect with attendees and keep them updated on
what’s happening. You can also use email marketing to stay in touch with attendees and
ensure they have all the information they need about your event.
3. Measuring Results
One of the biggest advantages of digital marketing is that it’s highly measurable. This
means you can track your results and see exactly how effective your marketing efforts have
been. This data can then be used to improve your future events.
Digital marketing is essential for any event manager who wants to stay ahead of the
curve. By using digital marketing techniques, you can reach more people, engage with
attendees more effectively, and measure your results to improve your future events.

9. 1.2 OBJECTIVES OF THE STUDY
 The study mainly focus on effectiveness of digital marketing among conference
planning in the organization.
 To study the sources of digital marketing among conference planning in organization
 To study the factors influencing the benefits of conference planning in digital
marketing.
 To study the how the firm promote the digital conference planning.
 To identify the strategy for event management in digital marketing among client
relationship.
 To suggest and recommendation level of improve the digital marketing for conference
planning.

10. 1.3 SCOPE OF THE STUDY
Event management is an industry but digital marketing is more of a function within an
organization. So essentially cannot be compared to pulsus Health Tech. Digital Marketing as
a industry could be more focused on Business to Companies and in such a scenario has equal
scope. Digital Marketing agencies in a Business to Business scenario, perhaps the scope
could be limited especially with big players. But Event Management could take a edge here

11. 1.4 LIMITATION OF THE STUDY
 Types of specific channels have not been evaluated in this research, especially interm
of digital marketing such as weblogs, blogs and portals which heve been widely
popular in the technology era.
 The respondents may not be true in filling up the questionnaires.
 The study was only confined to 150 respondents.
 The reliability of the data may not be dependable.

12. 1.5 PROFILE OF THE STUDY
PULSUS HEALTH TECH LLP PROFILE
To publish, promote and disseminate the work of medical researchers in a manner that
exemplifies the highest standards in research integrity.
Established in the year 1984, Pulsus was focusing on American region and presently
expanding to healthcare informatics platform to the medical and pharma professionals
throughout Europe, America, Asia, Australia and all other continents. Since its inception,
Pulsus received the endorsements of the medical associations and industries of the
international reputation. This support allowed Pulsus Group to gain excellent reputation from
the scientific and industrial community and able to bridge relations between industries and
practicing physicians.
Pulsus Healthtech is a medical and healthcare publisher since 3 decades and received
accolades from the contributors and the readers. At present, Pulsus Group is diversifying its
publishing portfolio to other realms by incorporating all major Science, Technology, Medical
journals as an ardent scientific publisher of open access and hybrid access peer reviewed
journals. With a view to preserve, pursue, share and distribute scientific discoveries and
knowledge, Pulsus Healthtech currently focusing towards expanding healthcare informatics
and pharmacovigilence market studies of the current and future prospects of the global
healthcare market.
Headquartered at Singapore, PULSUS has its offices in London (UK), Ontario,
(Canada), Chennai (India) and Hyderabad (India). Endorsed by the medical associations and
scientific societies, PULSUS Healthtech LTD is an ardent international medical research
publisher and science event organizer that promotes peer reviewed medical journals in
association with International medical associations and scientific societies.
Pulsus Healthtech Llp is a Limited Liability Partnership firm incorporated on 19 June
2017. It is registered at Registrar of Companies, Hyderabad. Its total obligation of
contribution is Rs. 20,000,000.

13.  Designated Partners of Pulsus Healthtech Llp are Anitha Gedela and Srinu Babu
Gedela.
 Pulsus Healthtech Llp's last financial year end date for which Statement of Accounts
and Solvency were filed is N/A and as per records from Ministry of Corporate Affairs
(MCA), date of last financial year end date for which Annual Return were filed is
N/A.
 Pulsus Healthtech Llp's LLP Identification Number is (LLPIN)AAJ-7420. Its Email
address is ceo@pulsus.com and its registered address is Building No. 6,15th Floor,
South Block, Raidurgam, Divyasree NSL Special Economic Zone (SEZ ) Campus,
Hyderabad Telangana 500032
Company Details
LLP Identification Number AAJ-7420
Company Name PULSUS
HEALTHTECH LLP
Company Status Active
RoC RoC-Hyderabad
Main division of business activity to be
carried out in India
Health and Social Work
Description of main division Health and Social Work
Number Of Partners 0
Number of Designated Partners 2
Date of Incorporation 19 June 2017
Age of Company 5 years, 8 month, 15 days

14. CHAPTER – II
REVIEW OF LITERATURE
Peter S.H. Leeflang ed all (2014)1 Internet usage continues to explode across the world with
digital becoming an increasingly important source of competitive advantage in both B2C and
B2B marketing. A great deal of attention has been focused on the tremendous opportunities
digital marketing presents, with little attention on the real challenges companies are facing
going digital. In this study, we present these challenges based on results of a survey among a
convenience sample of 777 marketing executives around the globe. The results reveal that
filling “talent gaps”, adjusting the “organizational design”, and implementing “actionable
metrics” are the biggest improvement opportunities for companies across sectors.
Filipe Oliveira ed all (2014)2 Traditional marketing has been using the Internet as a mean of
transport for advertising, usually through the use of banners or sponsored links. However,
new tendencies in digital marketing are focusing on added interactivity, where the use of
games as a marketing tool is not new. Moreover, the portion of population engaged in social
networks is quickly increasing, turning these into preferred targets for marketing actions,
considering the potential of retrieving valuable personal, demographic and geographic data.
Forwarding recent advances in data mining and knowledge extraction to this model would
therefore turn it into a powerful tool to measure the impact of marketing and branding
actions, while reinforcing marketing strategy. In this paper we present GameFoundry, a new
online platform that aims at creating an innovative Web Game Engine and Game Distribution
system, which will provide support for knowledge management and game activity monitoring
based on simple network games.
Mayank Yadav ed all (2015)3 The powerful smartphone and other mobile devices have
given birth to lots of social media applications and many more in the pipeline. This paper
aims at throwing some light on the evolution of mobile social media, introducing the mobile
marketing and mobile social media and various concepts and classification of mobile
1
Peter S.H. Leeflang ed all (2014) - European Management Journal, Challenges and solutions for
marketing in a digital era, Volume 32, Issue 1, February 2014, Pages 1-12.
2
Filipe Oliveira ed all (2014) - Procedia - Social and Behavioral Sciences, Social Gaming Platform for
Digital Marketing, User Profiling and Collective Behavior, Volume 148, 25 August 2014, Pages 58-66.
3
Mayank Yadav ed all (2015) - Procedia - Social and Behavioral Sciences, Mobile Social Media: The New
Hybrid Element of Digital Marketing Communications, Volume 189, 15 May 2015, Pages 335-343

15. marketing. An extensive literature review of papers on social media and mobile phone
applications is done to develop an understanding of the mobile social media usage. A
discussion on usage of mobile social media for various corporate as well as marketing
communications, sales enhancement and developing cordial relationships with the customer.
Finally, recommendations on its usage and future of mobile social media. This article focuses
on the importance of mobile social media applications in the current digital marketing arena.
The article also develops valuable insights on mobile social media, which is of great value for
mobile marketing and social media marketing managers in the near future.
Linda D. Hollebeek (2019)4 In a landscape of growing online consumer/firm interactions,
digital content marketing (DCM) which aims to foster consumers' brand engagement and
trust, is on the rise. However, despite significant practitioner interest, academic DCM
research is lagging, resulting in an important knowledge gap. Based on an extensive review,
we conceptualize DCM as the creation and dissemination of relevant, valuable brand-related
content to current or prospective customers on digital platforms to develop their favorable
brand engagement, trust, and relationships (vs. directly persuading consumers to purchase).
We also develop a conceptual framework that identifies important consumer-based DCM
antecedents, including uses-and-gratifications (U&G)-informed functional, hedonic, and
authenticity-based motives for DCM interactions. DCM's first-tier, intra-interaction
consequences include consumers' cognitive, emotional, and behavioral engagement that
foster brand-related sense-making, identification, and citizenship behaviors, respectively.
Moritz Classen (2019)5 With digital technologies, smart services become a cornerstone of
industrial product-service systems. Services are increasingly delivered by digital means and
thereby become difficult to grasp for customers. For manufacturing companies, this is an
opportunity to leverage value-based marketing and sales (VBMS). Despite this approach
appearing promising in the age of digital technologies, no research combined so far the
perspectives of VBMS, servitization and digital technologies. This paper fills this gap
through a systematic literature review. We find that a limited number of authors and papers
discuss this topic, but using a plethora of different terms. We consolidate the extant
terminology in an overarching framework for VBMS. Furthermore, we identify four pillars of
4
Linda D. Hollebeek (2019) - Journal of Interactive Marketing, Digital Content Marketing's Role in
Fostering Consumer Engagement, Trust, and Value: Framework, Fundamental Propositions, and
Implications, Volume 45, February 2019, Pages 27-41.
5
Moritz Classen (2019) - Procedia CIRP, Value-Based Marketing and Sales of Industrial Services: A
systematic literature review in the age of digital technologies, Volume 83, 2019, Pages 1-7.

16. digital technologies that influence VBMS of industrial services. Finally, we suggest that in
the age of digital technologies, the effectiveness of VBMS is contingent on relational rather
than technological factors.
Ankita Sharma ed all (2020)6 Digital technology provides new communication and
distribution channel for both consumers and suppliers of travel services. Internet enables the
travel agencies to adopt digital marketing to attract, inform and serve the travellers. However,
in developing countries, the adoption of internet and digital marketing is slow. This study
therefore finds it imperative to explore the triggering factors and perceived challenges of
digital marketing by travel agencies - an entity whose perspectives do not find much place in
the published academic literature. The qualitative study reveals the popular and trusted digital
platforms used by the travel agencies. It also presents the factors that inhibit or assist the use
of digital marketing by travel service managers.
Bipul Kumar ed all (2020)7 Digital mediation in business-to-business marketing is
becoming increasingly important to firms, due to customer needs and evolving technological
environments. The extensive research in this area for the past twenty years has created a need
to synthesize extant research. This paper examines the literature in the domain, to create a
classification scheme for subdomains and to explore future research directions. This study
reviews 119 relevant articles published in 29 journals between January 1999 and March 2019,
to detail the domain. In addition to providing details on most cited articles and published
authors, our analysis classifies the digitally mediated business-to-business marketing
literature into four subject clusters—a framework for digitally mediated business-to-business
marketing, the digital business-to-business marketplace, value creation through digital
marketing, and the use of social media for business-to-business marketing.
Yogesh ed all (2021)8 The use of the internet and social media have changed consumer
behavior and the ways in which companies conduct their business. Social and digital
marketing offers significant opportunities to organizations through lower costs, improved
brand awareness and increased sales. However, significant challenges exist from negative
electronic word-of-mouth as well as intrusive and irritating online brand presence. This
6
Ankita Sharma ed all (2020) - Tourism Management, Are small travel agencies ready for digital marketing?
Views of travel agency managers, Volume 79, August 2020, 104078.
7
Bipul Kumar ed all (2020) - Industrial Marketing Management, Digital mediation in business-to-business
marketing: A bibliometric analysis, Volume 85, February 2020, Pages 126-140.
8
Yogesh ed all (2021) - International Journal of Information Management, Setting the future of digital and
social media marketing research: Perspectives and research propositions, Volume 59, August 2021, 102168.

17. article brings together the collective insight from several leading experts on issues relating to
digital and social media marketing. The experts’ perspectives offer a detailed narrative on key
aspects of this important topic as well as perspectives on more specific issues including
artificial intelligence, augmented reality marketing, digital content management, mobile
marketing and advertising, B2B marketing, electronic word of mouth and ethical issues
therein. This research offers a significant and timely contribution to both researchers and
practitioners in the form of challenges and opportunities where we highlight the limitations
within the current research, outline the research gaps and develop the questions and
propositions that can help advance knowledge within the domain of digital and social
marketing.
Ali Abdallah Alalwan ed all (2021)9 This study aims to examine the drivers and impact of
et-moone on relational governance within B2B relationships in the Arab Asian region.
Building on commitment and trust theory, this study proposes how et-moone could be driven
by IT-enabled interactions during the COVID-19 pandemic. Data were collected using an
online questionnaire survey from the food, pharmaceutical, detergent and sterilizer industries
in Jordan and Saudi Arabia. A two-stage structural equation modelling approach was used to
test the model. The results largely support the significant impact of et-moone predictors. A
strong and significant relationship was also found between et-moone and relational
governance. This study expands the theoretical horizon of et-moone by considering a new
driver (i.e., IT-enabled interactions) and its consequences in terms of relational governance.
The outcomes of the current study also make contributions for both practitioners and
researchers who are interested in socio-cultural values (i.e., et-moone) in Arabic countries.
An in-depth discussion on the above is presented in the subsections on theoretical and
practical implications.
Alexander Edeling ed all (2021)10 The marketing–finance interface is an important research
field in marketing, helping demonstrate the accountability of marketing within companies and
building a necessary interdisciplinary bridge to finance and accounting research. Since the
first comprehensive review article by Srinivasan and Hanssens (2009), the marketing–finance
field has broadened considerably, as has research in finance and accounting. This
9
Ali Abdallah Alalwan ed all (2021) - Industrial Marketing Management, Et-moone and marketing
relationship governance: The effect of digital transformation and ICT during the COVID-19 pandemic,
Volume 98, October 2021, Pages 241-254.
10
Alexander Edeling ed all (2021) - International Journal of Research in Marketing, The marketing–
finance interface: A new integrative review of metrics, methods, and findings and an agenda for future research,
Volume 38, Issue 4, December 2021, Pages 857-876.

18. updated systematic review of extant and new research integrates research in marketing,
finance, and accounting into an overarching marketing–finance research framework. We
discuss new methodological developments and offer solutions to recent technical debates on
the event-study method and Tobin's q. Motivated in part by a survey of marketing–finance
researchers, the article identifies and synthesizes four key emerging research areas: digital
marketing and firm value, tradeoffs between “doing good” and “doing well,” the mechanisms
of firm-value effects, and feedback effects. The article closes with a future research agenda
for this dynamic research field and offers key conclusions.
Anjala S. Krishen ed all (2021)11 The widespread adoption of digital technologies and
online social networks has revolutionized the way marketers engage with consumers. By
deploying various digital platforms and information and communication technology (ICT)
tools (e.g., smartphones, social media, mobile apps, electronic billboards, etc.), organizations
can compete with more objective, relational, and interactive marketing techniques. The
adoption of innovative devices and data-driven marketing, specifically in digital advertising,
provides both a wide and efficient reach. Consequently, digital marketing (DM) triggered the
creation of more informed, empowered, and connected groups of customers in both the real
and virtual worlds. This paper tracks research dynamics in interactive digital marketing by
identifying the stages of evolution of major topics, articles, citation and co-citation networks,
using various computational techniques, including growth curve analysis and citation
network analysis of bibliometric information. Finally, the study offers contributions to the
field of interactive digital marketing as an international and interdisciplinary field of research.
Denish Shah (2021)12 We are living in a world of data abundance and rapid technological
advances in the digital realm. The consequences for marketing practices have been
transformative. The Marketing Edge and Journal of Business Research sponsored this special
issue to address the need for research in this domain. We draw upon past literature to trace
how data-driven marketing practices and adoption of digital technologies have helped
transform and expand the scope of marketing from a function that was primarily related to
analyzing advertisements, to crafting analytics-driven customer-centric marketing, to a
function that is fiscally responsible and increasingly technology enabled. The collection of
11
Anjala S. Krishen ed all (2021) - Journal of Business Research, A broad overview of interactive digital
marketing: A bibliometric network analysis, Volume 131, July 2021, Pages 183-195.
12
Denish Shah (2021) - Journal of Business Research, Marketing in a data-driven digital world: Implications for
the role and scope of marketing, Volume 125, March 2021, Pages 772-779

19. nine studies in this special issue richly describes the challenges that marketing practitioners
face and highlights research issues that need to be addressed.
Mohammad Faruk ed all (2021)13 Nowadays, a large number of customers are spending
their time on social and digital media for a variety of purposes ranging from information
searching to the final purchase of products. Responding to this shift, marketers are spending a
significant part of the advertising budget on digital marketing. Therefore, the purpose of this
study is to review articles on digital marketing to identify top themes, determine the current
status of research in digital marketing and indicate how influential works have shaped it. This
research has reviewed 925 papers published between 2000 and 2019 in Scopus by
applying bibliometrics analysis. These results show that on average 2.18 authors have
contributed to every single paper on digital marketing and the collaboration index is 2.71.
The top contributing countries in the digital marketing field are USA, India and UK. The
study also identifies three dominant clusters in digital marketing research, e.g., 1) strategic
planning with digital marketing 2) mobile marketing with apps development and 3) dealing
with demographic profiles of customers.
13
Mohammad Faruk ed all (2021) - How digital marketing evolved over time: A bibliometric analysis on
scopus database, Volume 7, Issue 12, December 2021, e08603.

20. CHAPTER – II
REVIEW OF LITERATURE
REVIEW OF LITERATURE
Peter S.H. Leeflang ed all (2014)14 Internet usage continues to explode across the world with
digital becoming an increasingly important source of competitive advantage in both B2C and
B2B marketing. A great deal of attention has been focused on the tremendous opportunities
digital marketing presents, with little attention on the real challenges companies are facing
going digital. In this study, we present these challenges based on results of a survey among a
convenience sample of 777 marketing executives around the globe. The results reveal that
filling “talent gaps”, adjusting the “organizational design”, and implementing “actionable
metrics” are the biggest improvement opportunities for companies across sectors.
Filipe Oliveira ed all (2014)15 Traditional marketing has been using the Internet as a mean of
transport for advertising, usually through the use of banners or sponsored links. However,
new tendencies in digital marketing are focusing on added interactivity, where the use of
games as a marketing tool is not new. Moreover, the portion of population engaged in social
networks is quickly increasing, turning these into preferred targets for marketing actions,
considering the potential of retrieving valuable personal, demographic and geographic data.
Forwarding recent advances in data mining and knowledge extraction to this model would
therefore turn it into a powerful tool to measure the impact of marketing and branding
actions, while reinforcing marketing strategy. In this paper we present GameFoundry, a new
online platform that aims at creating an innovative Web Game Engine and Game Distribution
system, which will provide support for knowledge management and game activity monitoring
based on simple network games.
14
Peter S.H. Leeflang ed all (2014) - European Management Journal, Challenges and solutions for
marketing in a digital era, Volume 32, Issue 1, February 2014, Pages 1-12.
15
Filipe Oliveira ed all (2014) - Procedia - Social and Behavioral Sciences, Social Gaming Platform for
Digital Marketing, User Profiling and Collective Behavior, Volume 148, 25 August 2014, Pages 58-66.

21. Mayank Yadav ed all (2015)16 The powerful smartphone and other mobile devices have
given birth to lots of social media applications and many more in the pipeline. This paper
aims at throwing some light on the evolution of mobile social media, introducing the mobile
marketing and mobile social media and various concepts and classification of mobile
marketing. An extensive literature review of papers on social media and mobile phone
applications is done to develop an understanding of the mobile social media usage. A
discussion on usage of mobile social media for various corporate as well as marketing
communications, sales enhancement and developing cordial relationships with the customer.
Finally, recommendations on its usage and future of mobile social media. This article focuses
on the importance of mobile social media applications in the current digital marketing arena.
The article also develops valuable insights on mobile social media, which is of great value for
mobile marketing and social media marketing managers in the near future.
Linda D. Hollebeek (2019)17 In a landscape of growing online consumer/firm interactions,
digital content marketing (DCM) which aims to foster consumers' brand engagement and
trust, is on the rise. However, despite significant practitioner interest, academic DCM
research is lagging, resulting in an important knowledge gap. Based on an extensive review,
we conceptualize DCM as the creation and dissemination of relevant, valuable brand-related
content to current or prospective customers on digital platforms to develop their favorable
brand engagement, trust, and relationships (vs. directly persuading consumers to purchase).
We also develop a conceptual framework that identifies important consumer-based DCM
antecedents, including uses-and-gratifications (U&G)-informed functional, hedonic, and
authenticity-based motives for DCM interactions. DCM's first-tier, intra-interaction
consequences include consumers' cognitive, emotional, and behavioral engagement that
foster brand-related sense-making, identification, and citizenship behaviors, respectively.
16
Mayank Yadav ed all (2015) - Procedia - Social and Behavioral Sciences, Mobile Social Media: The New
Hybrid Element of Digital Marketing Communications, Volume 189, 15 May 2015, Pages 335-343
17
Linda D. Hollebeek (2019) - Journal of Interactive Marketing, Digital Content Marketing's Role in
Fostering Consumer Engagement, Trust, and Value: Framework, Fundamental Propositions, and
Implications, Volume 45, February 2019, Pages 27-41.

22. Moritz Classen (2019)18 With digital technologies, smart services become a cornerstone of
industrial product-service systems. Services are increasingly delivered by digital means and
thereby become difficult to grasp for customers. For manufacturing companies, this is an
opportunity to leverage value-based marketing and sales (VBMS). Despite this approach
appearing promising in the age of digital technologies, no research combined so far the
perspectives of VBMS, servitization and digital technologies. This paper fills this gap
through a systematic literature review. We find that a limited number of authors and papers
discuss this topic, but using a plethora of different terms. We consolidate the extant
terminology in an overarching framework for VBMS. Furthermore, we identify four pillars of
digital technologies that influence VBMS of industrial services. Finally, we suggest that in
the age of digital technologies, the effectiveness of VBMS is contingent on relational rather
than technological factors.
Ankita Sharma ed all (2020)19 Digital technology provides new communication and
distribution channel for both consumers and suppliers of travel services. Internet enables the
travel agencies to adopt digital marketing to attract, inform and serve the travellers. However,
in developing countries, the adoption of internet and digital marketing is slow. This study
therefore finds it imperative to explore the triggering factors and perceived challenges of
digital marketing by travel agencies - an entity whose perspectives do not find much place in
the published academic literature. The qualitative study reveals the popular and trusted digital
platforms used by the travel agencies. It also presents the factors that inhibit or assist the use
of digital marketing by travel service managers.
18
Moritz Classen (2019) - Procedia CIRP, Value-Based Marketing and Sales of Industrial Services: A
systematic literature review in the age of digital technologies, Volume 83, 2019, Pages 1-7.
19
Ankita Sharma ed all (2020) - Tourism Management, Are small travel agencies ready for digital
marketing? Views of travel agency managers, Volume 79, August 2020, 104078.

23. Bipul Kumar ed all (2020)20 Digital mediation in business-to-business marketing is
becoming increasingly important to firms, due to customer needs and evolving technological
environments. The extensive research in this area for the past twenty years has created a need
to synthesize extant research. This paper examines the literature in the domain, to create a
classification scheme for subdomains and to explore future research directions. This study
reviews 119 relevant articles published in 29 journals between January 1999 and March 2019,
to detail the domain. In addition to providing details on most cited articles and published
authors, our analysis classifies the digitally mediated business-to-business marketing
literature into four subject clusters—a framework for digitally mediated business-to-business
marketing, the digital business-to-business marketplace, value creation through digital
marketing, and the use of social media for business-to-business marketing.
Yogesh ed all (2021)21 The use of the internet and social media have changed consumer
behavior and the ways in which companies conduct their business. Social and digital
marketing offers significant opportunities to organizations through lower costs, improved
brand awareness and increased sales. However, significant challenges exist from negative
electronic word-of-mouth as well as intrusive and irritating online brand presence. This
article brings together the collective insight from several leading experts on issues relating to
digital and social media marketing. The experts’ perspectives offer a detailed narrative on key
aspects of this important topic as well as perspectives on more specific issues including
artificial intelligence, augmented reality marketing, digital content management, mobile
marketing and advertising, B2B marketing, electronic word of mouth and ethical issues
therein. This research offers a significant and timely contribution to both researchers and
practitioners in the form of challenges and opportunities where we highlight the limitations
within the current research, outline the research gaps and develop the questions and
propositions that can help advance knowledge within the domain of digital and social
marketing.
20
Bipul Kumar ed all (2020) - Industrial Marketing Management, Digital mediation in business-to-
business marketing: A bibliometric analysis, Volume 85, February 2020, Pages 126-140.
21
Yogesh ed all (2021) - International Journal of Information Management, Setting the future of digital
and social media marketing research: Perspectives and research propositions, Volume 59, August 2021,
102168.

24. Ali Abdallah Alalwan ed all (2021)22 This study aims to examine the drivers and impact of
et-moone on relational governance within B2B relationships in the Arab Asian region.
Building on commitment and trust theory, this study proposes how et-moone could be driven
by IT-enabled interactions during the COVID-19 pandemic. Data were collected using an
online questionnaire survey from the food, pharmaceutical, detergent and sterilizer industries
in Jordan and Saudi Arabia. A two-stage structural equation modelling approach was used to
test the model. The results largely support the significant impact of et-moone predictors. A
strong and significant relationship was also found between et-moone and relational
governance. This study expands the theoretical horizon of et-moone by considering a new
driver (i.e., IT-enabled interactions) and its consequences in terms of relational governance.
The outcomes of the current study also make contributions for both practitioners and
researchers who are interested in socio-cultural values (i.e., et-moone) in Arabic countries.
An in-depth discussion on the above is presented in the subsections on theoretical and
practical implications.
Alexander Edeling ed all (2021)23 The marketing–finance interface is an important research
field in marketing, helping demonstrate the accountability of marketing within companies and
building a necessary interdisciplinary bridge to finance and accounting research. Since the
first comprehensive review article by Srinivasan and Hanssens (2009), the marketing–finance
field has broadened considerably, as has research in finance and accounting. This
updated systematic review of extant and new research integrates research in marketing,
finance, and accounting into an overarching marketing–finance research framework. We
discuss new methodological developments and offer solutions to recent technical debates on
the event-study method and Tobin's q. Motivated in part by a survey of marketing–finance
researchers, the article identifies and synthesizes four key emerging research areas: digital
marketing and firm value, tradeoffs between “doing good” and “doing well,” the mechanisms
of firm-value effects, and feedback effects. The article closes with a future research agenda
for this dynamic research field and offers key conclusions.
22
Ali Abdallah Alalwan ed all (2021) - Industrial Marketing Management, Et-moone and marketing
relationship governance: The effect of digital transformation and ICT during the COVID-19 pandemic,
Volume 98, October 2021, Pages 241-254.
23
Alexander Edeling ed all (2021) - International Journal of Research in Marketing, The marketing–
finance interface: A new integrative review of metrics, methods, and findings and an agenda for future research,
Volume 38, Issue 4, December 2021, Pages 857-876.

25. Anjala S. Krishen ed all (2021)24 The widespread adoption of digital technologies and
online social networks has revolutionized the way marketers engage with consumers. By
deploying various digital platforms and information and communication technology (ICT)
tools (e.g., smartphones, social media, mobile apps, electronic billboards, etc.), organizations
can compete with more objective, relational, and interactive marketing techniques. The
adoption of innovative devices and data-driven marketing, specifically in digital advertising,
provides both a wide and efficient reach. Consequently, digital marketing (DM) triggered the
creation of more informed, empowered, and connected groups of customers in both the real
and virtual worlds. This paper tracks research dynamics in interactive digital marketing by
identifying the stages of evolution of major topics, articles, citation and co-citation networks,
using various computational techniques, including growth curve analysis and citation
network analysis of bibliometric information. Finally, the study offers contributions to the
field of interactive digital marketing as an international and interdisciplinary field of research.
Denish Shah (2021)25 We are living in a world of data abundance and rapid technological
advances in the digital realm. The consequences for marketing practices have been
transformative. The Marketing Edge and Journal of Business Research sponsored this special
issue to address the need for research in this domain. We draw upon past literature to trace
how data-driven marketing practices and adoption of digital technologies have helped
transform and expand the scope of marketing from a function that was primarily related to
analyzing advertisements, to crafting analytics-driven customer-centric marketing, to a
function that is fiscally responsible and increasingly technology enabled. The collection of
nine studies in this special issue richly describes the challenges that marketing practitioners
face and highlights research issues that need to be addressed.
24
Anjala S. Krishen ed all (2021) - Journal of Business Research, A broad overview of interactive digital
marketing: A bibliometric network analysis, Volume 131, July 2021, Pages 183-195.
25
Denish Shah (2021) - Journal of Business Research, Marketing in a data-driven digital world:
Implications for the role and scope of marketing, Volume 125, March 2021, Pages 772-779

26. Mohammad Faruk ed all (2021)26 Nowadays, a large number of customers are spending
their time on social and digital media for a variety of purposes ranging from information
searching to the final purchase of products. Responding to this shift, marketers are spending a
significant part of the advertising budget on digital marketing. Therefore, the purpose of this
study is to review articles on digital marketing to identify top themes, determine the current
status of research in digital marketing and indicate how influential works have shaped it. This
research has reviewed 925 papers published between 2000 and 2019 in Scopus by
applying bibliometrics analysis. These results show that on average 2.18 authors have
contributed to every single paper on digital marketing and the collaboration index is 2.71.
The top contributing countries in the digital marketing field are USA, India and UK. The
study also identifies three dominant clusters in digital marketing research, e.g., 1) strategic
planning with digital marketing 2) mobile marketing with apps development and 3) dealing
with demographic profiles of customers.
Marina Ianenko ed all (2022)27 The COVID-19 pandemic, which has been going on for
more than two years, makes us pay special attention to the study and understanding of the
experience of marketing activities in the transport industry in the new reality. Knowledge and
skills in marketing are required to organize effective work of transport systems. It is vital to
have the ability to choose a marketing strategy, use economic information, and understand
ways to increase the competitiveness of transport enterprises. The authors argue that COVID-
19 has become a serious phenomenon that has changed consumer behaviour and significantly
accelerated the introduction of innovative technologies in the marketing activities of transport
enterprises. The restrictions associated with the pandemic have given a powerful boost to the
process of digitalization of business. The research reveals that along with the serious
problems associated with a reduction in the income of the population, a change in the
structure of demand, and a drop in labour productivity due to the transition to remote work,
there emerge unique prospects caused by the development of new marketing technologies.
26
Mohammad Faruk ed all (2021) - How digital marketing evolved over time: A bibliometric analysis on
scopus database, Volume 7, Issue 12, December 2021, e08603.
27
Marina Ianenko ed all (2022) - Transportation Research Procedia, Digital transformation of marketing
activities in transport systems management during COVID-19: experience, problems, prospects, Volume
63, 2022, Pages 878-886.

27. Dorit Zimand-Sheiner (2022)28 This paper focuses on the disruptions in the digital age
through the lens of public relations experts from the private sector. In order to understand
whether the PR profession is undergoing a major or just a minor change, this study focuses
on expert attitudes toward the disruptions and the perceived change of their identity, strategy,
and structure of PR. The analysis of semi-structured in-depth interviews yielded six themes:
changes that are shaping the industry, changes in organizational identity, occupational
definitions and roles, structural aspects, the difference between PR communication strategy
and digital PR-strategy, new methods, tools, and measurement models and finally predictions
for the future. Three main conclusions arise from these themes: PR agency self-identity is in a
process of change from media-relations to strategic consultants; the main source of the
change is perceived as media disruption rather than digital disruption (although they are
interrelated); and the future in PR is predicted as the all-in-one marketing communications
agency, which might develop into a new, hybrid, profession.
Mandi Goodsett ed all (2022)29 When the Academic Library Association of Ohio (ALAO),
Ohio's chapter of the Association of Academic & Research Libraries (ACRL), began
planning for its 2020 conference, the COVID-19 pandemic hadn't yet begun. However, when
COVID-19 arrived, the Conference Planning Committee was quickly compelled to make
decisions about whether to move the conference online, how to deliver it in an online format,
and how to help ALAO members adapt to the change. This article explores how decisions to
move a conference online can be made and implemented while meeting the needs of the
conference-planning organization and its members.
28
Dorit Zimand-Sheiner (2022) - Public Relations Review, Plain old Bess in a different dress? Disruptions
of public relations in the digital age, Volume 48, Issue 5, December 2022, 102250.
29
Mandi Goodsett ed all (2022) - The Journal of Academic Librarianship, Going digital: Strategies for
transitioning a conference to an online format, Volume 48, Issue 1, January 2022, 102433.

28. Rajat Kumar Behera ed all (2022)30 Cognitive computing is ushering in the fourth
industrial revolution through its promises of improved accuracy, scalability and
personalisation. Therefore, business-to-business (B2B) organisations are wavering in the
decision for adoption into their digital marketing initiatives. However, embracing moral rules
and/or moral judgments in their digital marketing innovation can be challenging, since
making mistakes could damage reputations. Therefore, this study applies the ethical
principles of cognitive computing in B2B digital marketing business-centric ethical
challenges. An integrated theoretical framework grounded on multidisciplinary studies is
proposed. The primary data were collected from 300 respondents within B2B businesses. The
results of this research led to the conclusion that good ethical practices are essential for the
improvement of both organisational effectiveness and organisational reputation. Increased
organisational reputation delivers a competitive edge in fast-growing marketplaces. B2B
businesses need to look for proactive ways to achieve continuous improvement.
Belma Rizvanović ed all (2023)31 The contemporary market positions digital marketing as a
powerful mediator between efficient digital interaction, data interpretation opportunities, and
business growth, while extending its impact potential to tackle different growth challenges.As
start-ups usually have limited resources and struggle with customer engagement, retention,
and other growth challenges, the low investment and dynamic elements of digital marketing
tools can be used to support constructive digital interactions impacting start-up growth.
Consequently, these links have outlined an extended digital marketing impact in the areas
which build on marketing and sales and influence growth components such as product &
market testing, customer engagement, and partnership development.
30
Rajat Kumar Behera ed all (2022) - Journal of Business Research, Cognitive computing based ethical
principles for improving organisational reputation: A B2B digital marketing perspective, Volume 141, March
2022, Pages 685-701.
31
Belma Rizvanović ed all (2023) - Technological Forecasting and Social Change, Linking the potentials of
extended digital marketing impact and start-up growth: Developing a macro-dynamic framework of start-up
growth drivers supported by digital marketing, Volume 186, Part A, January 2023, 122128

29. Weng Marc Lim (2023)32 Transformative marketing has been heralded as the future of
marketing. While the initial catalyst for transformative marketing was the desire of customers
for more meaningful engagement, the global impact of great crises (or mega disruptions) has
accelerated the evolution of transformative marketing. With a focus on business-to-business
(B2B) marketing, this article aims to offer transformative marketing insights to support B2B
marketers in preparing for, navigating in, and recovering from great crises using the great
lockdown that transpired during the coronavirus disease 2019 (COVID-19) pandemic a s a
case. To do so, this article employs the marketing mix as an organizing framework and
performs an integrative review of practice and scholarly articles relating to B2B marketing
and COVID-19. In doing so, this article delivers a seminal integrative review that is informed
by both practice and scholarly sources in B2B marketing, thereby establishing its
methodological novelty and value.
Ludovica M. Oliveri ed all (2023)33 Nowadays, Digital Transformation represents one of
the most important and promising challenges for the modernization of Small, Medium and
Large Enterprises. The adoption of the correct technologies (and solutions) offered by the
Digital Transformation process can literally represent the success key to interpret the modern
and dynamic global market context and adapt to its rapid changes. Aware of this critical path,
the present study aims to analyze the approach to Digital Transformation of different type of
enterprises and, as preliminary research, it proposes a methodology which has been tested for
three Italian corporates. The four pillars of Digital Transformation (IT uplift, Digitizing
operations, Digital Marketing and New Ventures) are firstly introduced and discussed. They
are the main object of the survey that has been administered to the three Italian companies to
understand the relevant steps that can be applied in order to achieve a successful Digital
Transformation. The results highlight the relevance of sensing and learning capabilities as
triggers of digital transformation, moreover a fifth pillar should be added: training. It is our
intention that this article will spark and encourage continued debate and discussion around
these topics.
32
Weng Marc Lim (2023) - Journal of Business Research, Transformative marketing in the new normal: A
novel practice-scholarly integrative review of business-to-business marketing mix challenges,
opportunities, and solutions, Volume 160, May 2023, 113638.
33
Ludovica M. Oliveri ed all (2023) - Procedia Computer Science, Successful digital transformations
enabled by technologies or by open mind? Italian case studies, Volume 217, 2023, Pages 1066-1075.

30. Chiara Ancillai ed all (2023)34 Digital technologies (e.g. Industry 4.0, Internet of Things,
cloud computing, big data, blockchain, etc.), are profoundly affecting companies' activities
and processes, thus leading to changes in firms' value creation, value delivery, and value
capture mechanisms. Yet, despite significant investments in digital technologies and digital
transformation, firms are struggling to yield the most out of them, thereby facing a digital
paradox. This scenario has drawn the attention of academics and practitioners leading to a
growing body of literature on the relationship between digital technology and business model
innovation. Yet, the extant academic research in this area appears highly fragmented. Hence,
this study conducts a systematic literature review to gather and synthesize the extant
knowledge on this topic. The review identifies four main thematic areas, provides an
interpretative framework, and suggests valuable future research directions within each
thematic area. The article contributes to the theoretical and managerial discussion on digital-
driven business model innovation.
34
Chiara Ancillai ed all (2023) - Technological Forecasting and Social Change, Digital technology and
business model innovation: A systematic literature review and future research agenda, Volume 188, March
2023, 122307.

31. CHAPTER – III
3. RESEARCH METHODOLOGY
Research methodology is a way to systematically solve the research problem. It may
be understood as a science of studying how research is done scientifically. In it we study the
various steps that are generally adopted by a researcher in studying his research problem
along with the logic behind them. It is necessary for the researcher to know not only the
research methods techniques but also the methodology.
3.1 RESEARCH DESIGN
“A Research Design is the arrangement of conditions for collection and analysis of
data in a manner that aims to combine relevance to the research purpose with the economy in
procedure”. The research design adopted for the studies is descriptive design. The researcher
has to describe the present situation in order to know the behaviour of the consumers. Hence
descriptive research study is used. Descriptive research can only report what has happened
and what is happening.
3.2 TYPES OF RESEARCH
A research design is the specialization of measure and procedure for the information
needed to solve problems in the overall operational pattern of framework of the project that
stipulates what information is to be collected from which sources by what procedure. There
are three types of research design.
 Explorative Research Design
 Descriptive Research Design
 Experiment Research Design
The research design that is used by the investigator is descriptive Research Design.
3.3 SOURCE OF DATA
o Primary data
o Secondary data

32. Primary data
The study basically uses primary and secondary data. Primary data means data which
is fresh collected data. Primary data mainly been collected through personal interviews,
surveys etc.
Secondary data
Secondary data means the data that are already available. Generally speaking
secondary data is collected by some organizations or agencies which have already been
processed when the researcher utilizes secondary data; the process of secondary data
collection and analysis is called desk research. Secondary data provides economy in time and
cost. It is easily available and unbiased. Secondary data may either be published data or
unpublished data.
3.4 DATA COLLECTION METHOD
A descriptive research was undertaken to the study of the problem. The study is
descriptive in nature. Descriptive research is those which are concerned with describing the
characteristics of a particular individual of a group. The descriptive research describes the
demographic the characteristic of the respondents and is typical concern with determining
frequency with something occurs how the variables vary together.
3.5 SAMPLE SIZE
The study based only on the opinion and expectation of consumer. Total number of
sample taken for the study is 150 respondents.
3.6 TOOLS FOR ANALYSIS
1. Percentage analysis
2. Correlation
3. Chi-square analysis
4. Anova

33. 1. PERCENTAGE ANALYSIS
This method is used to compare two or more series of data, to describe the
relationship or the distribution of two or more series of data. Percentage analysis test is done
to find out the percentage of the response of the response of the respondent. In this tool
various percentage are identified in the analysis and they are presented by the way of Bar
Diagrams in order to have better understanding of the analysis.
Number of respondents
Percentage of respondents = ______________________ X 100
Total respondents
2. CHI – SQUARE TEST
Chi-square was done to find out one way analysis between socio demographic
variable and various dimensions of the programme.
(O – E)2
ᵡ2
= ______
E
Where, O – Observed value, E – Expected value
In general the expected frequency for any call can be calculated from the following
equation.
E = RT × CT / N
Where,
E = Expected frequency, RT = Row Total
CT = Colum total, N = Total No. of observations
The calculated value of chi-square is compared with the table value of ᵡ2
given degrees
of freedom of a certain specified level of significance. It at the stated level of the calculated

34. value of ᵡ2
the difference between theory and observation is considered to be significant.
Otherwise it is in significant.
3. CORRELATION
There are several different correlation techniques. The survey systems optional statistics
module includes the most common type, called the person or product moment correlation. The
module also includes a variation on this type called partial correlation. The latter is useful when
you want to look at the relationship between two variable while removing the effect of none or
two other variables
𝑟 =
∑ XY
√(∑ X2 ) (∑ 𝑌2)
4. ANOVA
Examination of change, or ANOVA, is a solid measurable method that is utilized to
show contrast between at least two methods or parts through importance tests. It likewise
shows us an approach to make numerous examinations of a few populace implies. The Anova
test is performed by looking at two sorts of variety, the variety between the example implies,
just as the variety inside every one of the examples. Beneath referenced recipe addresses one
way Anova test measurements:
F = Anova Coefficient
MST = Mean sum of squares due to treatment
MSE = Mean sum of squares due to error

35. CHAPTER – IV
DATA ANALYSIS AND INTERPRETATIONS
TABLE NO: 4.1
GENDER OF THE RESPONDENTS
Gender No. of respondents Percentage
Male 111 74.0
Female 39 26.0
Total 150 100
Source: Primary data
INTERPRETATION:
From the above table, 74.0% of the respondents are male and 26.0% of the
respondents are female.
It is Majority 74.0% of the respondents are male in the firm.

36. CHART NO: 4.1
GENDER OF THE RESPONDENTS

37. TABLE NO: 4.2
AGE OF THE RESPONDENTS
Age No. of respondents Percentage
Below 25 years 30 20.0
25-35 years 43 28.7
35-45 years 41 27.3
Above 45 years 36 24.0
Total 150 100
Source: Primary data
INTERPRETATION:
From the above table 28.7% of the respondents are age group between 25-35 years,
27.3% of the respondents age group between 35 – 45 years, 24% of the respondents age
group of above 45 years and remaining 20% of the respondents age group of below 25 years.
It is Majority 28.7% of the respondents are age group between 25-35 years.

38. CHART NO: 4.2
AGE OF THE RESPONDENTS

39. TABLE NO: 4.43
EDUCATIONAL QUALIFICATION OF THE RESPONDENTS
Qualification No. of respondents Percentage
Diploma 38 25.3
UG 39 26.0
PG 48 32.0
Others 25 16.7
Total 150 100
Source: Primary data
INTERPRETATION:
From the above table it is inferred that, 32% of the employees are PG
qualification, 26% of the employees are UG qualification, 25.3% of the employees are
Diploma qualification and remaining 16.7% of the employees are Other qualification.
It is Majority 32% of the employees are PG qualification.

40. CHART NO: 4.3
EDUCATIONAL QUALIFICATION OF THE RESPONDENTS

41. TABLE NO: 4.4
OCCUPATION OF THE RESPONDENTS
Occupation No. of respondents Percentage
Private employees 35 23.3
Government employees 32 21.3
Professional 53 35.3
Others 30 20.0
Total 150 100
Source: Primary data
INTERPRETATION:
From the above table it is inferred that, 35.3% of the respondents are doing
professional, 23.3% of the respondents are Private employee, 21.3% of the respondents are
Government employee and remaining 20% of the respondents Other occupation.
It is Majority 35.3% of the respondents are doing professional.

42. CHART NO: 4.4
OCCUPATION OF THE RESPONDENTS

43. TABLE NO: 4.5
ANNUAL SALES OF THE COMPANY
Annual sales No. of respondents Percentage
Below Rs. 1 lacks 34 22.7
1 to 1.5 lacks 37 24.7
1.5 to 2 lacks 47 31.3
Above 2.lacks 32 21.3
Total 150 100
Source: Primary data
INTERPRETATION:
From the above table it is inferred that, 31.3% of the respondent are getting Annual
sales of between 1.5 to 2 lacks, 24.7% of the respondent are sales by 1 to 1.5 lacks, 22.7% of
the respondent are annual sales of Below Rs. 1 lacks and remaining 21.3% of the respondent
are annual sales of Above 2 lacks.
It is Majority, 31.3% of the respondent are getting Annual sales of between 1.5 to 2
lacks.

44. CHART NO: 4.5
ANNUAL SALES OF THE COMPANY

45. TABLE NO: 4.6
ANNUAL RATIO OF THE COMPANY
Annual ratio No. of respondents Percentage
1 -2% of annual sales 40 26.7
2-5% of annual sales 45 30.0
5-10% of annual sales 33 22.0
Above 10% of annual sales 32 21.3
Total 150 100
Source: Primary data
INTERPRETATION:
From the above table it is inferred that, 30% of the respondents are annual ratio of the
company between 2-5% of annual sales, 26.7% of the respondent are between 1-2% of annual
sales, 22.0% of the respondent are between 5-10% of annual sales and remaining 21.3% of
the respondent are Above 10% of annual sales.
It is Majority 30% of the respondents are annual ratio of the company between 2-5%
of annual sales.

46. CHART NO: 4.6
ANNUAL RATIO OF THE COMPANY

47. TABLE NO: 4.7
BEFORE ATTEND FOR DIGITAL MARKETING EVENT
Before attend this event No. of respondents Percentage
Yes 64 42.7
No 86 57.3
Total 150 100
Source: Primary data
INTERPRETATION:
From the above table it is inferred that, 57.3% of respondents are may not be before
attend the digital marketing event, 42.7% of the respondents are before attend the digital
marketing event.
It is Majority 57.3% of respondents are may not be before attend the digital marketing
event.

48. CHART NO: 4.7
BEFORE ATTEND FOR DIGITAL MARKETING EVENT

49. TABLE NO: 4.8
COMPANY TRY TO ACHIEVE IN DIGITAL MARKETING
ACHIEVE FACTOR No. of respondents Percentage
Attractive customer 46 30.7
Market research 42 28.0
Creating internet presence 33 22.0
Getting contact information 29 19.3
Total 150 100
Source: Primary data
INTERPRETATION:
From the above table it is inferred that, 30.7% of the respondents are Company
achieve the target first attract the customer, 28.0% of respondents are company analyze the
market research because of achieve the market, 22% of the respondents are company analysis
the Creating internet presence and 19.3% of the respondents are Getting contact information
so achieve the market.
It is Majority 30.7% of the respondents are Company achieve the taarget first attract
the customer

50. CHART NO: 4.8
COMPANY TRY TO ACHIEVE IN DIGITAL MARKETING

51. TABLE NO: 4.9
CLIENTS CREATIVE TO GREAT EVENT PLANNING
Great event planning No. of respondents Percentage
Concise 41 27.3
Clear 45 30.0
Comprehensive 30 20.0
Certain 34 22.7
Total 150 100
Source: Primary data
INTERPRETATION:
From the above table it is inferred that, 30% of respondents are client creative to great
event planning is clear, 27.3% of the respondents are Concise is great even planning, 22.7%
of the respondents are Certain is great even planning and remaining 20% of the respondents
are Comprehensive is great even planning.
It is Majority 30% of respondents are client creative to great event planning is clear.

52. CHART NO: 4.10
CLIENTS CREATIVE TO GREAT EVENT PLANNING

53. TABLE NO: 4.10
PERFORMANCE OF DIGITAL MARKETING ACTIVITIES
Performance No. of respondents Percentage
Website improvement 31 20.7
Google ads 30 20.0
Social media improvement 33 22.0
Facebook ads 22 14.7
E-Mail Marketing 34 22.7
Total 150 100
Source: Primary data
INTERPRETATION:
From the above table it is inferred that, 22.7% of the respondents are Performance of
Email marketing activities, 22% of the respondents are Performance is social media
improvements, 20.7% of the respondents are Website improvements, 20% of respondents are
Google ads improvements and remaining 14.7% of the respondents are Facebook ads
improvements.
It is Majority 22.7% of the respondents are Performance of Email marketing
activities.

54. CHART NO: 4.10
PERFORMANCE OF DIGITAL MARKETING ACTIVITIES

55. TABLE NO - 4.11
AGREE LEVEL OF COMPANY SOURCES
SOURCES
Strongly
agree
Agree
Neutral Disagree
Strongly
disagree
Res Per Res Per Res Per Res Per Res Per
Marketing
activities
51 34.0% 53 35.3% 20 13.3% 15 10.0% 11 7.3%
Free lancer 48 32.0% 49 32.7% 22 14.7% 16 10.7% 15 10.0%
Myself 45 30.0% 50 33.3% 25 16.7% 20 13.3% 10 6.7%
Teams in the
company
43 28.7% 49 32.7% 27 18.0% 19 12.7% 12 8.0%
Source: Primary Data
INTERPRETATION
The above table shows that level of Agree, 35.0% of the respondents are satisfied
about quality, 37.5% of the respondents are satisfied about availability, 29.2% of the
respondents are satisfied about durability, 33.3% of the respondents are satisfied about
quantity, 30.0% of the respondents are satisfied about price, and remaining 36.7% of the
respondents are satisfied about healthy.
CHART NO - 4.11
AGREE LEVEL OF COMPANY SOURCES

57. TABLE NO - 4.12
AGREE LEVEL OF BENEFITS OF CONFERENCE PLANNING
BENEFITS
Strongly
agree
Agree
Neutral Disagree
Strongly
disagree
Res Per Res Per Res Per Res Per Res Per
Identify the
location
50 33.3% 47 31.3% 26 17.3% 11 7.3% 16 10.7%
Events Content 40 26.7% 48 32.0% 28 18.7% 21 14.0% 13 8.7%
Flexible Price 43 28.7% 42 28.0% 27 18.0% 24 16.0% 14 9.3%
Well Organize 45 30.0% 40 26.7% 22 14.7% 23 15.3% 20 13.3%
Integration of
clients
47 31.3% 55 36.7% 17 11.3% 16 10.7% 15 10.0%
Source: Primary Data
INTERPRETATION
The above table shows that Agree level, 33.3% of the respondents are Strongly agree
that benefits of identify the location, 32% of the respondents are Agree that benefits of events
content, 28.7% of the respondents are Strongly agree that benefits of Flexible price, 30% of
the respondents are Strongly agree that benefits of Well organize, 36.7% of the respondents
are agree that benefits of integration of clients.

58. CHART NO - 4.12
AGREE LEVEL OF BENEFITS OF CONFERENCE PLANNING

59. TABLE NO - 4.13
AGREE LEVEL OF PROMOTION OF CONFERENCE PLANNING
PLANNING
PROMOTION
Strongly
agree
Agree
Neutral Disagree
Strongly
disagree
Res Per Res Per Res Per Res Per Res Per
Creative a
Website
30 20.0% 46 30.7% 26 17.3% 22 14.7% 22 14.7%
Using social
media
51 34.0% 53 35.3% 14 9.3% 16 10.7% 16 10.7%
Creating an email
marketing
48 32.0% 54 36.0% 19 12.7% 17 11.3% 17 11.3%
Running online
ads
37 24.7% 35 23.3% 32 21.3% 30 20.0% 30 20.0%
Source: Primary Data
INTERPRETATION
The above table shows that Agree level, 30.7% of the respondents are Agree that
promoting the creative a website, 35.3% of the respondents are Agree that Promoting the
using social media, 36% of the respondents are Agree that promoting the creating an email
marketing, 24.7% of the respondents are Strongly agree that Promoting the running online
ads.

60. CHART NO - 4.13
AGREE LEVEL OF PROMOTION OF CONFERENCE PLANNING

61. TABLE NO - 4.14
SATISFACTION LEVEL OF DIGITAL MARKETING STRATEGY
STRATEGY /
SATISFACTION
LEVEL
Highly
satisfied
Satisfied
Neutral Dissatisfied
Highly
dissatisfied
Res Per Res Per Res Per Res Per Res Per
Goals and
objectives
54 36.0% 40 26.7% 18 12.0% 12 8.0% 26 17.3%
Choose the right
channel
33 22.0% 66 44.0% 19 12.7% 16 10.7% 16 10.7%
Create engaging
content
44 29.3% 58 38.7% 23 15.3% 16 10.7% 9 6%
Promote your
event
37 24.7% 47 31.3% 26 17.3% 21 14.0% 19 12.7%
Measure your
result
39 26.0% 36 24.0% 26 17.3% 32 21.3% 17 11.3%
Source: Primary Data
INTERPRETATION
The above table shows that satisfaction level, 36% of the respondents are Highly
satisfied the Goals and objectives, 44% of the respondents are Satisfied the choose the right
channel, 38.7% of the respondents are Satisfied the create engaging content, 31.3% of the
respondents are satisfied the promote your event, 26% of the respondents are Highly satisfied
the measure your result.

62. CHART NO - 4.14
SATISFACTION LEVEL OF DIGITAL MARKETING STRATEGY

63. TABLE NO - 4.15
SATISFACTION LEVEL OF ESSENCIAL ELEMENTS OF CONFERENCE
PLANNING
ELEMENTS /
SATISFACTION
LEVEL
Highly
satisfied
Satisfied
Neutral Dissatisfied
Highly
dissatisfied
Res Per Res Per Res Per Res Per Res Per
The Conference
logo
47 31.3% 45 30.0% 28 18.7% 13 8.7% 17 11.3%
Header images 41 27.3% 53 35.3% 28 18.7% 15 10.0% 13 8.7%
Location 36 24.0% 53 35.3% 17 11.3% 23 15.3% 21 14%
Conference
description
30 20.0% 27 18.0% 38 25.3% 30 20.0% 25 16.7%
Source: Primary Data
INTERPRETATION
The above table shows that satisfaction level, 31.3% of the respondents are Highly
satisfied the conference logo, 35.3% of the respondents are Satisfied the Header images,
35.3% of the respondents are Satisfied the Location, 25.3% of the respondents are Neutral the
Conference description.

64. CHART NO - 4.15
SATISFACTION LEVEL OF ESSENCIAL ELEMENTS OF CONFERENCE
PLANNING

65. TABLE NO - 4.16
AGREE LEVEL OF PROMOTIONAL STRATEGY OF CONFERENCE PLANNING
PROMOTIONAL
STRATEGY
Strongly
agree
Agree
Neutral Disagree
Strongly
disagree
Res Per Res Per Res Per Res Per Res Per
Event Awareness 41 27.3% 33 22.0% 30 20.0% 26 17.3% 20 13.3%
Community
engagement
41 27.3% 45 30.0% 12 8.0% 29 19.3% 23 15.3%
Brand building 35 23.3% 43 28.7% 14 9.3% 34 22.7% 24 16.0%
Improve sales and
service
47 31.3% 55 36.7% 23 15.3% 16 10.7% 9 6.0%
Source: Primary Data
INTERPRETATION
The above table shows that Agree level, 27.3% of the respondents are strongly Agree
that Event awareness, 30% of the respondents are strongly Agree that Community
engagement, 28.7% of the respondents are Agree that Brand building, 36.7% of the
respondents are Agree that Improve sales and service.

66. CHART NO - 4.16
AGREE LEVEL OF PROMOTIONAL STRATEGY OF CONFERENCE PLANNING

67. TABLE NO – 4.17
CHI SQUARE TEST
NULL HYPOTHESIS
HO: There is no significance relationship between Qualification of the respondents and
Company try to achieve in digital marketing.
ALTERNATIVE HYPOTHESIS
H1: There is a significance relationship between Qualification of the respondents and
Company try to achieve in digital marketing.
Case Processing Summary
Cases
Valid Missing Total
N Percent N Percent N Percent
Qualification *
Company try to achieve
in digital marketing
150 100.0% 0 .0% 150 100.0%
Qualification * Company try to achieve in digital marketing Crosstabulation
Count
Company try to achieve in digital marketing
Total
Attractive
customer
Market
research
Creating
internet
presence
Getting
contact
information
Qualificatio
n
Diploma 38 0 0 0 38
UG 8 30 1 0 39
PG 0 12 32 4 48
Others 0 0 0 25 25
Total 46 42 33 29 150

68. Chi-Square Tests
Value df
Asymp. Sig.
(2-sided)
Pearson Chi-Square 3.005E2a
9 .000
Likelihood Ratio 283.404 9 .000
N of Valid Cases 150
a. 1 cells (6.3%) have expected count less than 5. The
minimum expected count is 4.83.
RESULT
Interpretation:
The significant value (4.83) is> greater than the P value (0.000). Hence null hypothesis in
accepted so there in no significant relationship Qualification of the respondents and Company
try to achieve in digital marketing.
TABLE NO: 4.18
CORRELATION

69. The table shows that the relationship between Age and Annual sales of the
respondents.
NONPARAMETRIC CORRELATIONS
Correlations
Age Annual sales
Kendall's tau_b Age Correlation
Coefficient
1.000 .956**
Sig. (2-tailed) . .000
N 150 150
Annual sales Correlation
Coefficient
.956**
1.000
Sig. (2-tailed) .000 .
N 150 150
Spearman's rho Age Correlation
Coefficient
1.000 .973**
Sig. (2-tailed) . .000
N 150 150
Annual sales Correlation
Coefficient
.973**
1.000
Sig. (2-tailed) .000 .
N 150 150
**. Correlation is significant at the 0.01 level (2-tailed).

70. Correlations
Age Annual sales
Age Pearson
Correlation
1 .971**
Sig. (2-tailed) .000
N 150 150
Annual sales Pearson
Correlation
.971**
1
Sig. (2-tailed) .000
N 150 150
**. Correlation is significant at the 0.01 level (2-tailed).
RESULT
This is a positive correlation. There are relationships between Age and Annual
sales of the respondents.
CHAPTER - V
FINDINGS, SUGGESTION AND CONCLUSION

71. FINDINGS
 It is Majority 74.0% of the respondents are male in the firm.
 It is Majority 28.7% of the respondents are age group between 25-35 years.
 It is Majority 32% of the employees are PG qualification.
 It is Majority 35.3% of the respondents are doing professional.
 It is Majority, 31.3% of the respondent are getting Annual sales of between 1.5 to 2
lacks.
 It is Majority 30% of the respondents are annual ratio of the company between 2-5%
of annual sales.
 It is Majority 57.3% of respondents are may not be before attend the digital marketing
event.
 It is Majority 30.7% of the respondents are Company achieve the taarget first attract
the customer
 It is Majority 30% of respondents are client creative to great event planning is clear.
 It is Majority 22.7% of the respondents are Performance of Email marketing
activities.
 Majority 37.5% of the respondents are satisfied about availability
 Majority 36.7% of the respondents are agree that benefits of integration of clients.
 Majority 36% of the respondents are Agree that promoting the creating an email
marketing.
 Majority 44% of the respondents are Satisfied the choose the right channel
 Majority 35.3% of the respondents are Satisfied the Header images, 35.3% of the
respondents are Satisfied the Location
 Majority 36.7% of the respondents are Agree that Improve sales and service.
5.2 SUGGESTION
 Digital marketing is important for event management because it helps to promote
events, drive ticket sales, and reach a wider audience.

72.  Event managers can use digital marketing to create a comprehensive marketing
strategy that includes social media, email marketing, and targeted advertising.
 Digital marketing strategies can help to better organise and implement these plans in a
more accurate and effective way to make the most of the large number of interested
clients.
 Digital marketing is the future of event management marketing. It is the outcome of
tapping into the potential of the internet, targeting the right audience, giving them an
opportunity
5.3 CONCLUSION
Digital channel in marketing has become essential part of strategy of many
companies. Nowadays, even for small business owner there is a very cheap and efficient way

73. to market his/her products or services. Digital marketing has no boundaries. Digital
marketing is also important for event management because it can help create a more engaging
and interactive event experience. Event managers can use digital marketing to create a
website or app for their event, which can help increase interactivity and engagement.
Additionally, digital marketing can be used to create and distribute digital content such as e-
books, video content, and blogs. This content can help educate and entertain attendees and
make the event more memorable. Overall, digital marketing is an important tool for event
management. It can help event managers promote their events more effectively, reach a wider
audience, and create a more engaging and interactive event experience.
BIBLOGRAPHY

74. 1. Mayank Yadav ed all (2015) - Procedia - Social and Behavioral Sciences, Mobile
Social Media: The New Hybrid Element of Digital Marketing Communications,
Volume 189, 15 May 2015, Pages 335-343
2. Linda D. Hollebeek (2019) - Journal of Interactive Marketing, Digital Content
Marketing's Role in Fostering Consumer Engagement, Trust, and Value: Framework,
Fundamental Propositions, and Implications, Volume 45, February 2019, Pages 27-
41.
3. Moritz Classen (2019) - Procedia CIRP, Value-Based Marketing and Sales of
Industrial Services: A systematic literature review in the age of digital technologies,
Volume 83, 2019, Pages 1-7.
4. Ankita Sharma ed all (2020) - Tourism Management, Are small travel agencies ready
for digital marketing? Views of travel agency managers, Volume 79, August 2020,
104078.
5. Mohammad Faruk ed all (2021) - How digital marketing evolved over time: A
bibliometric analysis on scopus database, Volume 7, Issue 12, December 2021,
e08603.
6. Marina Ianenko ed all (2022) - Transportation Research Procedia, Digital
transformation of marketing activities in transport systems management during
COVID-19: experience, problems, prospects, Volume 63, 2022, Pages 878-886.
7. Rajat Kumar Behera ed all (2022) - Journal of Business Research, Cognitive
computing based ethical principles for improving organisational reputation: A B2B
digital marketing perspective, Volume 141, March 2022, Pages 685-701.
8. Belma Rizvanović ed all (2023) - Technological Forecasting and Social Change,
Linking the potentials of extended digital marketing impact and start-up growth:
Developing a macro-dynamic framework of start-up growth drivers supported by
digital marketing, Volume 186, Part A, January 2023, 122128

75. APPENDIX
A STUDY ON DIGITAL MARKETING FOR INTERNATIONAL CONFERENCE
PLANNING IN PULSUS HEALTH TECH LLP
1. Name
2. Gender
a. Male [ ] b. Female [ ]
3. Age
a. Below 25 years [ ] b.25-35 years [ ]
c. 35-45 years [ ] d. Above 45 years [ ]
4. Qualification
a. Diploma [ ] b. UG [ ]
c. PG [ ] d. Others [ ]
5. Occupation
a. Private employee [ ] b.Government Employees [ ]
c. Professional [ ] d. Others [ ]
6. Please select the range that is choose to the approximate annual sales for your
company in a year?
a. Below Rs.1 lakhs [ ] b.1 to1.5 lacks [ ]
c. 1.5 to 2 lacks [ ] d. above 2.5 lacks [ ]
7. Please select the ratio that annual spending for digital marketing activities ?
a. 1 – 2% of annual sales [ ] b. 1 – 2% of annual sales [ ]
c. 5-10% of annual sales [ ] d. 5-10% of annual sales [ ]
8. Do you have attended this event before in digital marketing?
a. Yes [ ] b. No [ ]
9. What is your company trying to achieve by digital marketing?
a. Attractive customer [ ] b. Market research [ ]
c. Creating internet presence [ ] d.Getting contact information [ ]
10. How the firm creative to the clients in great event planning?
a. Concise [ ] b. Clear [ ]
c. Comprehensive [ ] d. Certain [ ]
11. Which digital marketing activities does your company performance?
a. Website improvement [ ] b. Google ads [ ]

76. c. Social media improvement [ ] d. Facebook ads [ ]
e. E-Mail marketing [ ]
12. State your agree level of company sources use for the conference planning activities
Sources / Agree
level
Strongly
agree
Agree Neutral Disagree Strongly
disagree
Working with
marketing
activities
Working with
free lancer
Working
myself
Working with
teams in the
company
13. State your agree level of benefits in conference planning?
Benefits /
Agree level
Strongly
agree
Agree Neutral Disagree Strongly
disagree
Identify the
location
Events content
Flexible price
Well organize
Integration of
clients
14. How is your firm promote the digital conference planning?
Benefits / Strongly Agree Neutral Disagree Strongly

77. Agree level agree disagree
Creating a
website
Using social
media
Creating an
email
marketing
Running online
ads
15. Rate your satisfaction level of digital marketing strategy for event management
Strategy /
satisfaction
level
Highly
satisfied
Satisfied Neutral Dissatisfied Highly
dissatisfied
Goals and
Objectives
Choose the
right channel
Create
engaging
content
Promote your
event
Measure your
result
16. State the essential elements of the conference website
Elements / Highly Satisfied Neutral Dissatisfied Highly

78. Satisfaction
level
satisfied dissatisfied
The conference
logo
Header images
Location
Conference
description
17. State the promotional strategy follow in your organizational for conference planning?
Promotional
strategy / Agree
level
Strongly
agree
Agree Neutral Disagree Strongly
disagree
Event
awareness
Community
engagement
Brand building
Improve sales
and service