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The purpose of this paper is to develop a digital marketing capability maturity model (CMM) as a guiding framework in support of increasing international student recruitment to the public universities in Saudi Arabia (SAPUs).

The CMM was constructed by comparing the common practices of Web 2.0 usage for international student recruitment from five SAPUs and from five Scottish universities. The stages of the awareness, interest, desire and action (AIDA) marketing model were used to guide the analysis of the data and used as the business processes for the CMM.

All SAPUs use Web 2.0 for the recruitment of international students focusing on awareness and interest, but the content often lacks consistency and depth. Scottish universities use Web 2.0 across all stages of the AIDA model, and the content often has greater consistency and depth.

The analysis draws on published content from a small sample of SAPUs and Scottish universities but did not solicit the views of the staff about the content's effectiveness.

This study extends the knowledge about the strategic use of Web 2.0 in SAPUs for addressing international student recruitment marketing challenges.

Increasing the international student population at SAPUs is one strategy in the Kingdom of Saudi Arabia's 2030 vision to reduce its dependency on oil exports.

This study applies the AIDA model to develop a CMM for the use of Web 2.0 in SAPUs explicitly for international student recruitment.

Defines and discusses the level of quick response implementation by fashion retailers, their understanding of quality response (QR) is explored and the processes for replenishments examined. This exploratory study, based on a survey of fashion retailers trading in the UK, revealed that information technology is particularly important to the large, multiple “own brand” fashion retailers as it enables the various parties in the supply chain to communicate and to respond to demand. Results indicate that retailers have not fully understood the benefits of implementing a QR strategy and perceive it more often as a strategy for internal supply chain management rather than an external supply chain strategy.

Online retailing is continuing to grow at a time with many fashion brands are closing retail stores. Social media is now an essential component within the purchase journey of a fashion consumer. As social media networks continue to develop transactional capabilities, this has giving rise to the expansion of social shopping. Fashion brands need to consider how best to optimise social shopping opportunities as an extension of the retail shopping experience. Reviewing developments within retailing, a conceptual model of social shopping is proposed, which places mobile technologies as central to the social shopping experience both on social media and in store.

By the end of this chapter, you should be able to demonstrate an understanding of:

The way in which consumers use mobile devices to engage with fashion retailers online.

What external and internal stimuli can be used to engage with consumers and encourage online interaction?

The lens in with the Stimulus–Organism–Response (SOR) model is applied to understand consumer behaviour.

How marketing can used both to trigger consumption activities and to encourage more sustainable behaviours?

Examines the Web sites of online fashion retailers. It evaluates the role of the Internet as a distribution channel and in particular discusses issues of Web page design. Retailer and consumer views within the fashion sector are explored in a three‐stage qualitative research process. This research highlights the differences in retail and consumer perception of fashion Web sites. While retailers are satisfied by their online offer they lack an understanding of consumer needs. Consumers are disappointed in the lack of service and product provision provided by fashion Web sites. Areas of concern include overall Web page design, level of interactivity, absence of information about fashion trends and inconsistency across Web sites.

Online shopping is unattractive to many people, because they prefer a fuller social interaction engaging senses other than sight and sound prevalent in most online shopping channels. Advances in information and communications technologies (ICTs) will permit online multi‐sensory engagement between people, and between people and products, providing opportunities for new marketing channels and enhancing existing marketing channels. The aim of this paper is to provide an overview for retail marketing managers of some developments in ICTs that will enhance the online shopping experience, so that they can make informed choices when designing their marketing strategies.