پیوندهای مفید
اخبار و اعلانات
آمار
| تعداد نشریات | 161 |
| تعداد شماره‌ها | 6,532 |
| تعداد مقالات | 70,501 |
| تعداد مشاهده مقاله | 124,114,210 |
| تعداد دریافت فایل اصل مقاله | 97,218,004 |
تحلیل شکاف اجرایی ـ ادراکی عناصر بازی‌وارسازی در محتوای پیام‌های تبلیغاتی (مورد مطالعه: شبکۀ اجتماعی و اپلیکیشن اختصاصی تاکسی اینترتی تپسی) | ||
| بررسی‌های مدیریت رسانه | ||
| دوره 3، شماره 2، 1403، صفحه 231-259 اصل مقاله (2.6 M) | ||
| نوع مقاله: مقاله پژوهشی | ||
| شناسه دیجیتال (DOI): 10.22059/mmr.2024.379826.1093 | ||
| نویسندگان | ||
| ریحانه رضا قلیزاده1؛ زهرا صادقی آرانی* 2؛ اسماعیل مزروعی نصرآبادی2 | ||
| 1کارشناسی ارشد، گروه مدیریت و کارآفرینی، دانشگاه کاشان، کاشان، ایران. | ||
| 2استادیار، گروه مدیریت کسب‌وکار، دانشکده علوم مالی، مدیریت و کارآفرینی، دانشگاه کاشان، کاشان، ایران. | ||
| چکیده | ||
| هدف: در سال‌های اخیر، بازی‌وارسازی به‌عنوان ابزاری قدرتمند در بازاریابی دیجیتال، به‌ویژه در شبکه‌های اجتماعی، بسیار در کانون توجه قرار گرفته است. یکی از این حوزه‌ها، صنعت حمل‌ونقل آنلاین است. شرکت تپسی نیز در محتوای پیام‌های تبلیغاتی خود در اپلیکیشن اختصاصی و شبکۀ اجتماعی اینستاگرام، از مکانیک‌ها و دینامیک‌های بازی‌وارسازی برای جذب مشتریان بیشتر استفاده کرده است؛ اما عملکرد شرکت در استفاده از عناصر بازی و ادراک مشتری از آن مبهم است. از این رو، پژوهش حاضر با تمرکز بر اهمیت بازی‌وارسازی در تبلیغات رسانه‌های اجتماعی در صنعت خدمات خودروی آنلاین و با هدف بررسی میزان استفاده از بازی‌وارسازی در این شبکۀ اجتماعی و اپلیکیشن اختصاصی این شرکت و همچنین، درک مشتری از میزان رعایت مکانیک‌ها و دینامیک‌های بازی‌وارسازی، به‌منظور شناسایی شکاف اجرایی ـ ادراکی اجرا شده است. روش: این پژوهش با رویکرد آمیخته و طی دو گام اجرا شده است. در گام نخست با رویکرد تحلیل محتوای کیفی، پست‌های بارگذاری شده در اپلیکیشن و صفحۀ اینستاگرام این شرکت، در بازه زمانی ۱۴۰۱ تا ۱۴۰۲ بررسی شد. درگام دوم، به‌منظور بررسی ادراک مشتری، پرسش‌نامه‌ای بین ۳۸۴ نفر از مشتریان توزیع شد. یافته‌ها: نتایج مرحله نخست نشان داد که از ۵ عنصر دینامیک موجود، تمامی آن‌ها و از ۱۰ عنصر مکانیک موجود ۸ عنصر (به‌جز نوبت و معاملات) در پست‌های این شرکت استفاده شده‌اند. نتایج تحلیل شکاف اجرایی ـ ادراکی نیز نشان داد که ادراک مشتری از به‌کارگیری عناصر معاملات، همکاری و نوبت، بسیار ضعیف و از عناصر داستان‌سرایی، پیشرفت، محدودیت، رقابت، مالکیت منابع و پاداش ضعیف است. نتیجه‌گیری: به نظر می‌رسد علی‌رغم تلاش این شرکت برای استفاده از عناصر بازی‌وارسازی در محتوای تبلیغاتی خود، ادراک کاملی از این عناصر برای مشتریان اتقاق نیفتاده و به‌طور کامل، در جلب‌توجه کاربران اثربخش نبوده است. استفاده و تنوع‌بخشی به عناصر بازی‌وارسازی در محتوای تبلیغات ارائه شده بر اساس ویژگی‌های جمعیت‌شناختی (مانند سن، جنسیت، تحصیلات و...)، می‌تواند در اثربخش کردن این تلاش مؤثر باشد. | ||
| کلیدواژه‌ها | ||
| بازی‌وارسازی؛ مکانیک؛ دینامیک؛ تاکسی اینترتی تپسی | ||
| عنوان مقاله [English] | ||
| Gap Analysis of Implementation: Perception of Gamification Elements in Advertising Content (Case Study: Social Network and Online Taxi Application TAPSI) | ||
| نویسندگان [English] | ||
| Rehane Reza Gholizadeh1؛ Zahra Sadeqi-Arani2؛ Esmaeil Mazroui Nasrabadi2 | ||
| 1MSc., Department of Management and Entrepreneurship, Kashan University, Kashan, Iran. | ||
| 2Assistant Prof., Department of Business Management, Faculty of Financial Science, Management and Entrepreneurship, University of Kashan, Kashan, Iran. | ||
| چکیده [English] | ||
| Objective In the current digital landscape, organizations are increasingly leveraging innovative strategies in online advertising to capture consumer attention and foster brand loyalty. Among these strategies is gamification, which involves incorporating game design elements into non-game contexts to enhance user engagement and motivation. Gamification has proven to be a powerful tool in digital marketing, particularly on social media platforms, where user interaction is pivotal to success. By embedding game-like elements into advertisements, businesses can attract attention, heighten engagement, enrich user experiences, and ultimately improve retention rates, fostering greater brand loyalty. A notable example of this approach can be found in the online transportation sector, specifically with TAPSI, a ride-hailing service. TAPSI has employed various gamification mechanics and dynamics within its app and on Instagram, aiming to attract and engage users more effectively. However, a key challenge lies in aligning TAPSI’s gamification strategies with established principles and addressing the gap between the company’s implementation of gamification elements and customer perceptions of their presence. This research examines the role of gamification in the social media advertising content of the online car service industry, focusing on TAPSI’s application of gamification and the perceptual gap between the company's intentions and customer experiences. Research Methodology This study utilized a mixed-methods approach, conducted in two phases. The first phase involved qualitative content analysis to assess the presence or absence of gamification mechanics and dynamics in TAPSI’s app and Instagram content. The corpus for this analysis comprised all advertisements posted by TAPSI on its Instagram platform and within the TAPSI app between 2023 and 2024. Gamification elements analyzed included dynamics-such as emotions, constraints, narrative, progression, and relationships - and mechanics - including turn-taking, chance, competition, collaboration, feedback, resource acquisition, rewards, challenges, transactions, and winning status. In the second phase, a quantitative survey was conducted to evaluate customer perceptions of the use of gamification elements in TAPSI’s app and Instagram content. The survey instruments were based on established gamification scales by Xu & Hamari (202) and Kim et al. (202). Convenience sampling was employed, with a sample size determined to be 384, following the Morgan table for an infinite population. Data analysis was performed usingSPSS version 26 and the Wilcoxon signed-rank test. Ultimately, by aligning customer perceptions of gamification elements in the TAPSI software with researchers’ analyses (using a qualitative content analysis approach) regarding the presence or absence of these elements, the implementation-perception gaps were identified, and strategies were proposed to address them. Findings TAPSI has integrated various gamification dynamics and mechanics into its business practices, particularly within its advertising content Instagram and its mobile app. Analysis of the 2023-2024 content revealed extensive use of gamification elements, with examples of dynamics such as emotions, constraints, narrative, progression, and relationships frequently observed. For instance, TAPSI’s support for national during major international events, intended to evoke emotions of pride patriotism, exemplified its use of emotional dynamics. The progression dynamic was in the app’s design, where users could track their points and progress through various levels, such as Earth, Moon, Sun, and Galaxy. Constraints, another key dynamic, were also prominent. Time limitations on discounts and points incentivized users to monitor available offers to avoid missing out. Furthermore, TAPSI fostered a sense of community and relationship-building among users, drivers, and management, positioning them as interconnected members of TAPSI ecosystem. Regarding gamification mechanics, TAPSI effectively utilized a wide range of elements, including challenges, chance, competition, and rewards. One notable mechanic was the element of chance, which TAPSI incorporated through periodic lotteries and promotions. The feedback and winning status mechanics were also used to publicize winners of challenges and competitions, serving to motivate broader user participation. TAPSI successfully engaged users by introducing a variety of challenges and competitions supported by rewards. However, not all mechanics were present. Notably, no instances of transactions or turn-taking mechanics were identified in TAPSI’s app or Instagram content. The analysis of the implementation-perception gap revealed discrepancies between TAPSI’s use of gamification elements and customer awareness and understanding of these elements. Customer perceptions of transactions, collaboration, and turn-taking were notably weak, mirroring the absence or limited of these elements by TAPSI. Additionally, while TAPSI implemented mechanics such as narrative, progression, constraints, competition, resource acquisition, and rewards, customer perceptions of these elements were similarly underwhelming. In several cases, TAPSI had implemented a dynamic or mechanic, but customers exhibited a limited perception of its presence. Discussion & Conclusion Despite the growth of this sector in major cities, the market remains largely dominated by traditional transportation companies. Consequently, gamification plays a significant role in fostering the expansion of online transportation services. However, when implementing gamification within the transportation sector, it is essential to recognize that its effectiveness is contingent upon various factors. Moreover, a structured and well-informed approach is vital for ensuring the successful application of gamification. Given these considerations, careful attention must be paid to the use of gamification in online transportation to maximize its impact and enhance overall effectiveness. Despite TAPSI’s strategic efforts to incorporate gamification into its advertising content, customer perception of these elements remains incomplete, undermining their overall effectiveness in capturing user attention. To address this gap, TAPSI must consider several recommendations based on the research findings. First, the company should establish partnerships with reputable firms to enhance the resource acquisition mechanic and design challenges that accommodate varying skill levels to foster greater competition. Second, TAPSI should implement campaigns with clear themes and objectives to encourage collaboration among users, thereby strengthening the collaboration mechanic. Additionally, although TAPSI has employed a range of rewards for both passengers and drivers, customer perceptions of the reward remain limited. The divergence in customer expectations regarding the type and value of rewards may explain TAPSI’s lack of success in this area. To address this, TAPSI should tailor its reward offerings to reflect the diverse demographic and socio-economic of its users, providing both monetary and non-monetary incentives. Finally, to boost user engagement with the app and TAPSI’s social media content, the company should explore additional strategies for imposing limitations, such as capping point accumulation or limiting the frequency of reward usage. These modifications could serve to increase the attractiveness of TAPSI’s gamification efforts and better align customer perceptions with the company’s objectives. | ||
| کلیدواژه‌ها [English] | ||
| Gamification, Mechanics, Dynamics, Tapsi Online Taxi Service | ||
| مراجع | ||
|
باقری، مجتبی؛ سعیدآبادی، محمدرضا و صبار، شاهو (1401). آثار مکانیک‌های بازی‌وارسازی بر درگیری کاربران. مطالعات مدیریت بهبود و تحول، 31(106)، 135-154.
بهاگیر، اسدالله؛ روشندل اربطانی، طاهر و لبافی، سمیه (1401). درگیرسازی کاربر در برند و هم‌آفرینی ارزش در پلتفرم‌های رسانه‌ای (مورد مطالعه: پلتفرم روبیکا). مدیریت بازرگانی، 14(3)، 379- 400.
خلیل نژاد، شهرام؛ رضائیان آستانه، محدثه و قنبری، میلاد (1399). رابطه بازی‌وارسازی و هم‌آفرینی برند با میانجیگری مدل کسب‌وکار پایدار در پلتفرم‌ها. فصلنامه علمی پژوهشی مدیریت برند، 7 (3)، 87- 127.
صلواتیان، سیاوش و کریمی، کیانوش (1396). قابلیت‌های بازی‌وارسازی در افزایش درگیری مخاطبان با رسانه‌های نوین: مطالعه موردی آی‌پی‌تی‌وی صداوسیما. تعامل انسان و اطلاعات، 4 (3)، 17-33.
همراز، ویدا و وطن‌خواه، مریم (1403). مطالعه شیوه‌های به‌کارگیری ظرفیت بازی‌وارسازی در تولید برنامه‌های آموزشی برای کودکان در رسانه‌های شنیداری. مطالعات بین‌رشته‌ای در رسانه و فرهنگ، 14(1).
References Afi, F E. & Ouiddad, S. (2021). Consumer engagement in value co-creation within virtual video game communities. Management & Marketing. Challenges for the Knowledge Society, 16(4), 370-386. Aghdaie, S. F. A., Ansari, A. & Telgerdi, J. (2022). Analysing the impact of Gamification dynamics and e-WOM on impulsive buying. International Journal of Procurement Management, 15(1), 40-61. Aiman, M. S. & Rashid, U. K. (2023). An analysis of consumer intention to use e-hailing services among generation Z in Malaysia. Research in Management of Technology and Business, 4(2), 773-780. Bagheri, M., Saeedabadi, M. R. & Sabar, S. (2022). The effects of gasification mechanics on user engagement. Management Studies in Development and Evolution, 31(106), 135-154. doi: 10.22054/jmsd.2022.63446.4027 (in Persian) Bahagir, A., Roshandel Arbatani, T. & Labafi, S. (2022). User engagement with brand and value Co-creation in media platforms. Journal of Business Management, 14(3), 379-400. doi: 10.22059/jibm.2022.336177.4278. (in Persian) Chalermpong, S., Kato, H., Thaithatkul, P., Ratanawaraha, A., Fillone, A., Hoang-Tung, N. & Jittrapirom, P. (2023). Ride-hailing applications in Southeast Asia: A literature review. International Journal of Sustainable Transportation, 17(3), 298-318. Darmaputra, R., Hidayat, R., Nurjana, J., Bulan, W. R., Widianingsih, Y. & Manolu, R. (2024). Dampak profesi ojek online bagi perekonomian driver ojek online. Jurnal Manajemen Riset Inovasi, 2(1), 139-150. Deterding, S., Sicart, M., Nacke, L., O'Hara, K. & Dixon, D. (2011). Gamification. using game-design elements in non-gaming contexts. In CHI'11 extended abstracts on human factors in computing systems (pp. 2425-2428). Dippenaar, C. R., Redd, C. & Varnfield, M. (2024). Informing personalised gamification interventions through a novel Gamified Quiz. Studies in Health Technology and Informatics, 310, 449-453. Ferdous, A. S., Akareem, H. S., Viswanathan, M., Hollebeek, L. D. & Ringer, A. (2024). Boosting app-based mobile financial services engagement in B2B subsistence marketplaces: The roles of marketing strategy and app design. Industrial Marketing Management, 119, 147-161. García-Magro, C., Martín-Peña, M. L. & Sánchez-López, J. M. (2022). Emotional mechanics of gamification and value co-creation: the digital platform Nike+ as a B2B2C ecosystem. Journal of Business & Industrial Marketing, 38(2), 414-428. Hamari, J., Koivisto, J. & Sarsa, H. (2020). Does Gamification work? A literature review of empirical studies on Gamification. Journal of Business Research, 106, 135-148. Hamraz, V. & Vatankhavah, M. (2024). Studying the ways of using the capacity of Gamification in the production of educational programs for children in audio media. Interdisciplinary Studies in Media and Culture, 14(1). doi: 10.30465/ismc.2024.47073.2798 Hindarto, D. (2023). Application of customer service enterprise architecture in the transportation industry. Journal of Computer Networks, Architecture and High Performance Computing, 5(2), 682-692. Hristova, D., Göbl, B., Jovicic, S. & Slunecko, T. (2021). The social media game? How gamification shapes our social media engagement. In R. Dillon (Ed.). The Digital Gaming Handbook. CRC Press. Huang, Y., Hu, M., Xu, J. & Jin, Z. (2023). Digital transformation and carbon intensity reduction in transportation industry: empirical evidence from a global perspective. Journal of Environmental Management, 344, 118541. Huber, S. & Röpke, K. (2015). How Gamification can help companies to become more sustainable: A case study on ride sharing. In Gamification in education and business (pp. 615-636). Springer, Cham. Huotari, K. & Hamari, J. (2017). A definition for Gamification: anchoring Gamification in the service marketing literature. Electronic markets, 27(1), 21-31. Hyzy, M. & Wardle, B. (2023). Gamification for product excellence: Make your product stand out with higher user engagement, retention, and innovation. Packt Publishing Ltd. Insley, V. & Nunan, D. (2014). Gamification and the online retail experience. International Journal of Retail & Distribution Management, 42(5), 340-351. Jeon, S. W., Ahn, Y. J. & Ryu, G. H. (2023). A study on Gamification consumer perception analysis using big data. International Journal of Advanced Culture Technology, 11(3), 332-337. Kamboj, S., Rana, S. & Drave, V. A. (2020). Factors driving consumer engagement and intentions with Gamification of mobile apps. Journal of Electronic Commerce in Organizations (JECO), 18(2), 17-35. DOI: 10.4018/JECO.2020040102 Kapp, K. M. (2012). The Gamification of learning and instruction: game-based methods and strategies for training and education. John Wiley & Sons. Khalil Nezhad, S., Rezaian Astaneh, M. & Ghanbari, M. (2020). The relationship between Gamification and brand Co-creation with the mediation of a sustainable business model in Platforms. Quarterly Journal of Brand Management, 7(3), 87-127. doi: 10.22051/bmr.2021.34676.2100. (in Persian) Kim, C., Costello, F. J. & Lee, K. C. (2020). The unobserved heterogeneneous influence of Gamification and novelty-seeking traits on consumers’ repurchase intention in the Omnichannel retailing. Frontiers in Psychology, 11, 1664. https://doi.org/10.3389%2Ffpsyg.2020.01664 Leclercq, T., Hammedi, W. & Poncin, I. (2018). The boundaries of Gamification for engaging customers: Effects of losing a contest in online co-creation communities. Journal of Interactive Marketing, 44(1), 82-101. http://dx.doi.org/10.1016/j.intmar.2018.04.004 Martín-Peña, M. L., García-Magro, C. & Sánchez-López, J. M. (2024). Service design through the emotional mechanics of Gamification and value co-creation: a user experience analysis. Behaviour & Information Technology, 43(3), 486-506. Nguyen, H. H., Nguyen-Viet, B. & Hoang Nguyen, Y. T. (2024). Attitudes towards Gamification advertising in Vietnam: a social commerce context. Behaviour & Information Technology, 43(5), 845-861. Rajani, N. B., Weth, D., Mastellos, N. & Filippidis, F. T. (2019). Use of Gamification strategies and tactics in mobile applications for smoking cessation: a review of the UK mobile app market. BMJ open, 9(6), e027883. Rane, N. L., Achari, A. & Choudhary, S. P. (2023). Enhancing customer loyalty through quality of service: Effective strategies to improve customer satisfaction, experience, relationship, and engagement. International Research Journal of Modernization in Engineering Technology and Science, 5(5), 427-452. Rather, R. A., Parrey, S. H., Gulzar, R. & Rehman, S. U. (2023). Does Gamification effect customer brand engagement and co-creation during pandemic? A moderated-mediation analysis. Journal of Global Scholars of Marketing Science, 33(2), 285-311. Ratnasari, E., Hikmawati, R. & Ghifari, R. N. (2019, September). Quizizz application as Gamification platform to bridge students in teaching reading comprehension. In Prosiding Seminar Nasional Pendidikan (Vol. 1, pp. 1333-1337). Salavatian, S. & Karimi, K. (2017). Gamification capabilities to increase audiences engagement with the media: A Case Study of IRIB IPTV. Human Information Interaction, 4 (3), 17-33. (in Persian) Sharma, W., Lim, W. M., Kumar, S., Verma, A. & Kumra, R. (2024). Game on! A state-of-the-art overview of doing business with Gamification. Technological Forecasting and Social Change, 198, 122988. Spathopoulou, F. & Pitychoutis, K. M. (2024). Teachers’ attitudes on Gamification: The Greek EFL context. International Journal of Education and Practice, 12(2), 163-176. Tamara, D., Gaspersz, J. P. & Silalahi, I. K. (2019, April). The study of customer needs of application-based online transportation in Jakarta. In WoMELA-GG 2019: The 1st Workshop on Multimedia Education, Learning, Assessment and its Implementation in Game and Gamification in conjunction with COMDEV 2018, Medan Indonesia, 26th January 2019, WOMELA-GG (p. 452). European Alliance for Innovation. Triantafyllou, S. (2024). Blasting fun with Gamification in Corporate Training. 10.20944/preprints202401.0046.v1 Wang, Z., Zhou, J., Guo, K., Sun, D. & Anashkina, N. Y. (2023, December). World transport development and technology trends report. In AIP Conference Proceedings (Vol. 2624, No. 1). AIP Publishing. Vasudevan, K. & Chan, N. K. (2022). Gamification and work games: Examining consent and resistance among uber drivers. New Media & Society, 24(4), 866-886. Werbach, K. & Hunter, D. (2015). The Gamification toolkit: dynamics, mechanics, and components for the win. University of Pennsylvania Press. Werbach, K., Hunter, D. & Dixon, W. (2012). For the win: How game thinking can revolutionize your business (Vol. 1). Philadelphia: Wharton digital press. Xi, N. & Hamari, J. (2020). Does Gamification affect brand engagement and equity? A study in online brand communities. Journal of Business Research, 109, 449-460. Yang, Y., Asaad, Y. & Dwivedi, Y. K. (2020). Examining the impact of gamification on intention of engagement and brand perception in online shopping. Journal of Business Research, 117, 474-485. Yassin, A.K. (2024). Exploring Gamification advertising and its role in audience engagement. International Design Journal, 14(1), 163-173. | ||
|
آمار تعداد مشاهده مقاله: 72 تعداد دریافت فایل اصل مقاله: 56 |
||