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In the age of technology and a competitive market within the Philippines, an adverse stance or aftereffects of a situation have a significant impact on the sensibility of the audiences and are likely to prompt either positive or negative reactions from them. However, in the marketing and advertising sectors, the belief "All Publicity is Good Publicity" is well-known, which states that any form of publicity is fine as long as it cultivates presence and visibility. To be able to determine whether the notion is still highly appropriate in the 21st century and to provide a definite difference between good and bad publicity, the researchers have used a mixed-method approach and employed the use of quasi-experiment and short Focus Group Discussion (FGD) instruments for forty (40) participants under the Generation Z demographic group in Metro Manila. The researchers have also chosen six (6) business owners, advertisers, or managers within the metro for personal interviews in order to identify the perspective of both parties. Overall, the results show that the notion is no longer very relevant. According to the four influencing factors, defiance of advertising ethics does not always result in negative press, but non-compliance with corporate social responsibility (CSR), controversial advertising and situations, and corporate scandals do. It is important to highlight that every advertising or activity must be well-planned since there is a clear difference between good and poor exposure.

Throughout the evolution of marketing, as a result of increasing competition, there has been a shift from a production oriented approach to a marketing oriented approach. Strategic thinking that gives companies an advantage over their competitors gained importance. By the end of the 1980s, experts studying strategy looked back into rich military literature to find some basic principles to help them define strategies for today’s business environment. In this period warfare and its similarities with the business world were a great inspiration for marketers. The aim of this study is to show the relation between marketing strategies and military strategies. This exploratory research used secondary data. It is expected that, in the twenty-first century’s highly competitive conditions, this study will give marketers a different point of strategic view and contribute to marketing literature.

Marketing can be considered as the connection between consumers and the management in attempt to create profit for the company. The main purpose of the research is to analyze the marketing strategies of industrial producers and processors in Kosovo and to find out which are the best marketing strategies that will lead these companies toward the growth of their market share and profit. During the research the paper finds that most of the producers we have analyzed have of proper marketing strategies used toward the company growth, including entering new markets and/or developing new products. Companies, part of this research, think more about productivity than sales and marketing and they still didn’t make the distinction between marketing and sales. We find that the behavior of most companies is geared towards productivity and not so much towards marketing and marketing strategies. Of course productivity is important, but marketing strategies can help in increasing the market share and growth, which could directly result to additional productivity needs. We also find out that there seems to be little courage in entering and exploring new markets; investing in offering new products to the market; or improving the design and quality of the products; and/or adding value to the existing products. Their growth strategies in terms of the above are still undeveloped. Therefore, there should be continuous insistence of manufacturing companies to advance marketing department, creating a special unit of market research that will help them to develop new markets and new products and make their company profitable by taking a larger market share and benefiting from diversification and proliferation. The data for research was collected through a questionnaire in 30 food producer and processor companies in Kosovo. Firstly, data has been gathered and processed through Microsoft Excel and the same data then were processed through SPSS 2.0 cross tabulation with the aim of comparing company strategies used and for testing of hypothesis.

This paper evaluates the relative effects of operations management and marketing on the performance of businesses. It aims to demonstrate how the integration of these two functions enhances customer satisfaction, brand loyalty, and sustainable growth. Employing a qualitative, exploratory research design, the study collected primary data through semi-structured interviews with managerial and operational staff, complemented by secondary data for validation. Thematic analysis was used to interpret the findings. Results reveal that efficient operations management—through process optimisation, resource utilisation, and quality control—significantly improves service consistency and customer satisfaction; strategic marketing initiatives, including personalised and data-driven campaigns, enhance brand visibility and loyalty; and the integration of these functions yields superior performance outcomes. The study concludes that aligning operational efficiency with innovative marketing strategies is critical for sustaining competitive advantage and long-term success in the dynamic QSR industry.

Marketing effectiveness, a technique aimed at improving marketers' outreach to customers to optimise marketing expenditures, has consistently demonstrated efficacy in a highly competitive landscape. Nonetheless, its empirical mediating function continues to be a subject of inquiry among many experts. This study aimed to examine the mediating function of marketing effectiveness in the relationship between interactive marketing and the marketing performance of Micro and Small Enterprises (MSEs) in the Nyanza Region, Kenya. A cross-sectional survey study approach was employed, targeting a population of 3,211 registered MSE owners in Nyanza, from which a sample size of 356 was determined using Yamane's (1967) formula. Data were gathered by questionnaires and analysed utilising descriptive and inferential statistics with SPSS version 26.0. The analysis reveals that interactive marketing significantly influences marketing performance (t = 19.933, p < 0.5); interactive marketing also significantly affects marketing effectiveness (t = 19.331, p < 0.5); furthermore, marketing effectiveness significantly impacts marketing performance (t = 15.238, p < 0.5). The indirect test indicates that marketing effectiveness, as an intervening variable, can mitigate the impact of interactive marketing on marketing performance.

This paper evaluates the relative effects of operations management and marketing on the performance of businesses. It aims to demonstrate how the integration of these two functions enhances customer satisfaction, brand loyalty, and sustainable growth. Employing a qualitative, exploratory research design, the study collected primary data through semi-structured interviews with managerial and operational staff, complemented by secondary data for validation. Thematic analysis was used to interpret the findings. Results reveal that efficient operations management—through process optimisation, resource utilisation, and quality control—significantly improves service consistency and customer satisfaction; strategic marketing initiatives, including personalised and data-driven campaigns, enhance brand visibility and loyalty; and the integration of these functions yields superior performance outcomes. The study concludes that aligning operational efficiency with innovative marketing strategies is critical for sustaining competitive advantage and long-term success in the dynamic QSR industry.

Marketing effectiveness, a technique aimed at improving marketers' outreach to customers to optimise marketing expenditures, has consistently demonstrated efficacy in a highly competitive landscape. Nonetheless, its empirical mediating function continues to be a subject of inquiry among many experts. This study aimed to examine the mediating function of marketing effectiveness in the relationship between interactive marketing and the marketing performance of Micro and Small Enterprises (MSEs) in the Nyanza Region, Kenya. A cross-sectional survey study approach was employed, targeting a population of 3,211 registered MSE owners in Nyanza, from which a sample size of 356 was determined using Yamane's (1967) formula. Data were gathered by questionnaires and analysed utilising descriptive and inferential statistics with SPSS version 26.0. The analysis reveals that interactive marketing significantly influences marketing performance (t = 19.933, p < 0.5); interactive marketing also significantly affects marketing effectiveness (t = 19.331, p < 0.5); furthermore, marketing effectiveness significantly impacts marketing performance (t = 15.238, p < 0.5). The indirect test indicates that marketing effectiveness, as an intervening variable, can mitigate the impact of interactive marketing on marketing performance.

This study aimed to determine the impact of interactive marketing on the marketing performance of MSEs in Kenya's Nyanza region. The research was founded on the positivist paradigm. The study employed a cross-sectional survey methodology. Targeting 2,503 MSEs and sampling 356 respondents using the Yamane formula and simple random stratified sampling The self-administered, semi-structured questionnaire used to collect the primary data was analyzed using regression analysis. Cronbach's alpha and the Shapiro-Wilk test were used to examine the reliability and normality of the data, respectively. Interactive marketing was found to have a significant impact on marketing performance (t = 19.933, p = 0.0000.05). Therefore, the study recommends extensive implementation of interactive marketing to improve the marketing performance of micro, small, and medium-sized enterprises (MSEs), which would ultimately contribute to increased profits and stability.

Because of the increasing internet use, print media is under significant threat. As part of its transformation, a media company deployed an Integrated Marketing Solution (IMS) to address current business challenges. This method, however, requires further investigation. As a result, this study aims to assess the utility of IMS, analyze the implementation of the McKinsey 7S Framework on IMS, and identify McKinsey 7S Framework aspects in IMS for future development. In-depth interviews with 12 people were conducted for this qualitative study. The findings indicate that IMS is the core of the company's business transformation, with all components of the McKinsey 7S Framework in place. However, the shared value component is still required.

The competition in the early childhood education industry is getting tougher with new preschools with various types and innovations on offer. This exploratory research reviews the situation and condition of preschools in Indonesia with a qualitative approach based on case studies. Secondary data collection and interviews with millennial mothers were carried out to support the existing data to analyze the gaps in the marketing strategies used by preschools with expectations in the community. The results of this study indicate that preschools must understand the current needs of their prospective customers, especially millennial mothers who currently have great potential to become their primary target market. The strategy used can depart from the marketing mix analysis, such as optimizing the school's website and social media as a reference communication medium for parents in choosing a preschool for their children.