Determining Factors In The
Adoption Of Digital Marketing Technologies And Their Influence On The
Competitiveness Of Commercial Smes In Guayaquil
Factores determinantes en la adopción de tecnologías de
marketing digital y su influencia en la competitividad de las PYMES comerciales
en Guayaquil
Fatores Determinantes na Adoção de Tecnologias de Marketing Digital e a Sua
Influência na Competitividade
das PME Comerciais em
Guayaquil
Michel Mogollón-Claudett *
Diana Pisco*
Wendy Díaz*
Abstract
This study addresses the problem related to
the factors that limit the adoption of marketing and sales technologies in
small and medium-sized commercial enterprises (SMEs) in the optical sector in Guayaquil,
and how such adoption influences their competitiveness. The general objective
was to propose disruptive or cutting-edge digital marketing strategies to
achieve greater visibility and brand recognition in the market for visual aid
products and services in the city of Guayaquil. A mixed methodology of an
exploratory and descriptive nature was applied, combining surveys of 388
clients with semi-structured interviews of owners of opticians' shops. The
results revealed that, although there is a positive perception about the use of
digital technologies, there are still barriers such as resistance to change,
lack of adequate infrastructure, poor staff training and limited financial
resources. It was also identified that social networks are the main information
channel for customers, while shopping continues to be centered in the physical
store. Finally, both consumers and entrepreneurs value the benefits of
digitalization and recognize its impact on improving customer service, loyalty
and commercial innovation. The study recommends strengthening digital training,
improving access to financing and fostering a business culture oriented to
technological transformation.
Keywords: Digital Technologies, Marketing, Sales, Smes,
Competitiveness.
Resumen
Este estudio
aborda el problema relacionado con los factores que limitan la adopción de
tecnologías de marketing y ventas en las pequeñas y medianas empresas
comerciales (PYMES) del sector óptico en Guayaquil, y cómo dicha adopción
influye en su competitividad. El objetivo general fue proponer estrategias
disruptivas o de vanguardia en marketing digital para lograr una mayor
visibilidad y reconocimiento de marca en el mercado de productos y servicios de
ayuda visual en la ciudad de Guayaquil. Se aplicó una metodología mixta de
carácter exploratorio y descriptivo, combinando encuestas a 388 clientes con
entrevistas semiestructuradas a dueños de ópticas. Los resultados revelaron
que, aunque existe una percepción positiva sobre el uso de tecnologías
digitales, aún persisten barreras como la resistencia al cambio, la falta de
infraestructura adecuada, la escasa capacitación del personal y los recursos
financieros limitados. También se identificó que las redes sociales son el
principal canal de información para los clientes, mientras que las compras
siguen centrándose en la tienda física. Finalmente, tanto los consumidores como
los emprendedores valoran los beneficios de la digitalización y reconocen su
impacto en la mejora del servicio al cliente, la fidelización y la innovación
comercial. El estudio recomienda fortalecer la capacitación digital, mejorar el
acceso a financiamiento y fomentar una cultura empresarial orientada a la
transformación tecnológica.
Palabras clave: Tecnologías
Digitales, Marketing, Ventas, PYMES, Competitividad.
Resumo
Este estudo
aborda o problema relacionado aos fatores
que limitam a adoção de tecnologias de marketing e vendas nas
pequenas e médias empresas comerciais (PMEs) do setor óptico em Guayaquil, e como
tal adoção influencia sua competitividade. O objetivo geral
foi propor estratégias disruptivas ou de ponta em marketing digital para alcançar maior visibilidade e reconhecimento da
marca no mercado de produtos e serviços
de auxílio visual na cidade
de Guayaquil. Aplicou-se uma
metodologia mista de caráter
exploratório e descritivo,
combinando pesquisas com 388 clientes e entrevistas semiestruturadas com proprietários de óticas. Os
resultados revelaram que, embora
haja uma percepção positiva sobre o uso de tecnologias
digitais, ainda existem barreiras como resistência à mudança, falta de infraestrutura adequada, capacitação insuficiente da equipe e recursos financeiros limitados. Também foi identificado que as redes sociais
são o principal canal de informação
para os clientes, enquanto as compras continuam centralizadas na loja
física. Por fim, tanto os consumidores quanto os empreendedores valorizam os benefícios da digitalização e reconhecem seu impacto na melhoria do atendimento ao cliente, fidelização e inovação comercial.
O estudo recomenda
fortalecer a capacitação digital, melhorar
o acesso a financiamentos e
fomentar uma cultura empresarial orientada para a transformação tecnológica.
Palavras-chave: Tecnologias
Digitais, Marketing, Vendas, Pmes, Competitividade.
INTRODUCCIÓN
Information
and communication technologies (ICTs) are increasingly necessary for the sector
of small and medium-sized commercial enterprises in the city of Guayaquil,
which operates in an increasingly digital environment. In a globalized market
environment, organizations must adapt quickly to the new needs and preferences
of their customers, who require the use of appropriate technologies to continue
competing in the commercial market and thus improve their profits (Galarza,
2023).
Despite
the obvious benefits of these technologies, many SMEs globally and locally show
reluctance or difficulties to adopt new tools due to factors such as
insufficient financial resources, skepticism towards innovation and lack of
qualified personnel (Ulrich & Frank, 2021). However, digital market trends
do not stand still, they are progressive and the implementation of tools that
contribute significantly to improve organizational competitiveness, while
expanding the reach and visibility to capture the attention of an audience that
is increasingly responsive to online marketing strategies, is inevitable (Loor et al., 2021).
On the
other hand, there is currently a growing demand for visual aid products and
services, and it is even projected that in approximately two decades, half of
the world's population will need to wear glasses (Fairbank, 2023), especially
in the new generations, given the excessive exposure to blue light radiated by
the screens of modern electronic devices (Bär, 2021).
In
this sense, in the sector of visual aid products and services in the city of
Guayaquil, more advanced technologies are gradually being implemented, both in
marketing, care and diagnosis, as well as in after-sales service. This
evolution goes hand in hand with the needs of the supply, which even opens new
opportunities for the marketing of lenses online (Guisado
Gómez et al., 2021), which poses new challenges, such as the need to apply branding and brand awareness strategies to enhance online visibility (OPTIPLUS,
2023).
The
adoption of these digital strategies implies an orderly process of strategic
innovation (Macías & Mero, 2022) , which is an
essential element for business consolidation and growth, that must constantly
evaluate the need for internal modifications in the company, as well as the
growth of intellectual capital, in order to successfully face external elements
such as demand and competition in a constantly evolving environment (Jiménez et
al., 2020).
Problem
statement
The
market for visual aid products and services in the city of Guayaquil is very
dynamic and responds to a "red ocean market" type of logic; that is,
it is saturated, has consolidated leaders and is highly competitive (Marcillo et al., 2024). At present, there are approximately
1,300 establishments on offer, including both independent businesses and large
consolidated chains. Large companies represent 65% of the market, operating
multiple branches and with strong brand positioning. Medium-sized companies
account for 25%, generally managing one or two branches with a personalized
approach. Finally, there are 10% of small and micro-enterprises, both domestic
and international, that tend to be flexible and offer lower initial investment (S.
Ayala, 2022; Galarza, 2023; Optec, 2020.), distributed in almost all urban parishes of
the city, although an important part is focused downtown. In Guayaquil, demand
represents approximately 21.8% of the population (INEGI, 2024), equivalent to
about 1.4 million inhabitants, and shows an annual growth rate of 4% (El Universo, 2024; INEC, 2023). However, most local firms have
opted for strategies focused on cost reduction, driven by limited bargaining
power vis-à-vis their suppliers. This situation has caused their
profitability to depend on sales volume, instead of high profit margins
(Holguín & Feijó, 2024).
The
composition of the supply is mainly given by micro and small businesses, among
other factors mainly because the initial investment required is not onerous;
optometric equipment and implements are widely available, there is access to
bank loans, there are properly trained professionals and technicians, and the
necessary operating permits are affordable (Ulrich & Frank, 2021). Given
this background, most businesses have adopted a popular approach, and employ
low-cost leadership strategies (Porter, 2023). Due to supply saturation, there
is little bargaining power of suppliers, constantly pushing prices down and
therefore profitability in this market is obtained by high volume sales, not by
profit margin per sale (Porter, 2023).
Following
the trends of information and communication technologies, these businesses have
intensively adopted digital marketing strategies with emphasis on social media
marketing, largely due to its high potential, affordable costs and high
efficiency, and those who do not use modern technology may fall behind their more
agile competitors (González Laguna & Lara Martínez,
2024).
The
problem lies in the fact that, by applying similar strategies, with unoriginal
patterns and without major innovation, advertising campaigns become
homogenized, causing an overload of similar brand publications, which, far from
standing out, get confused in the crowd, and instead of transmitting an
effective message, produce visual noise. Consequently, it becomes necessary to
rethink the digital marketing strategies used in this market, considering
necessary the formulation of others which could be disruptive, economical and
may produce high impact, taking advantage of technological advances that are
already available to consumers in this market. Among the available options that
could be adopted by SMEs, the augmented reality technology stands out.
Conceptual
Model
Markets
usually present standardized digital marketing strategies, that are widely used
by most participants. However, when everyone uses similar strategies, they
produce visual noise, which, far from standing out, makes those who use them
invisible. At this point, it is advisable to employ new, disruptive or
cutting-edge strategies that allow the advertised product or brand to stand out
from the competition.
Figure
1. Conceptual model
If the strategy implemented produces the desired
results, the brand will be popular for a while, until other bidders begin to
imitate such approaches and a point is reached where these procedures become
standard market practice. Again, when most participants adopt similar
strategies, these produce a counterproductive effect, requiring disruptive or
cutting- edge strategies again, thus continuing a looping process that does not
stop (see Figure 1).
Research
objective
To propose disruptive or cutting-edge digital
marketing strategies to achieve greater visibility and brand recognition in the
market for visual aid products and services in the city of Guayaquil.
Literature
review
Digital marketing tools and platforms give SMEs a
competitive advantage to attract and retain customers in a digitized
environment (Galarza-Sánchez, 2023); their evolution from the first web pages
to the development of e-commerce platforms and social media, make a big
difference in the way companies interact with customers and manage their
marketing and sales operations (OECD, 2021). Today, artificial intelligence and
data analytics are progressively being integrated into existing tools, enabling
greater personalization and efficiency in marketing and sales strategies (Almuhayfith & Shaiti, 2020).
Technologically diverse companies stand out for
their ability to excel in the global marketplace (Hoskins & Carson, 2022) .
The use of tools such as, for example, business management applications and
social networks, contribute to customer loyalty, while improving the
decision-making process based on data and demand trends (Qalati
et al., 2021). Thus, the proper implementation of virtual marketing
technologies can improve the image and positioning of the brand, which tends to
increase its competitiveness and market value.
Small and medium-sized enterprises (SMEs) face
multiple obstacles to incorporate marketing and sales technologies. Among the
main barriers are lack of financial resources, shortage of trained personnel
and a skeptical attitude towards innovation (Ulrich & Frank, 2021). Lack of
knowledge about available technologies and their benefits, as well as lack of
time for the implementation and management of these tools, are also factors
that limit technological adoption, resulting in lack of knowledge to compete in
the updated market (Fahmi, 2024).
Currently, the systematic use of updated business
management applications and marketing and sales technologies among commercial
SMEs in Guayaquil is limited, and an important segment of suppliers lacks
online presence, because there is no adequate information to continue capturing
more consumers; this gap will be increasingly affected if they do not timely
adopt digital skills (Vilgis, et al., 2023). The
technological differences between large companies and smaller ones are evident,
and are mostly reflected in the fact that the former tend to have more access
to financial resources, are more willing to take advantage of the latest
generation of technologies and keep a strategic vision for the future (OECD,
2021), while the latter reach a lower efficiency in customer management and
capacity of data analysis (Vilgis, et al., 2023).
In an increasingly competitive and
information-saturated environment, companies are called to go beyond traditional
marketing. Currently, innovation is the key to capture the attention of the
public, which does not only seek quality products, but meaningful and
personalized experiences. There is also a change in customer expectations with
the advent of digital era, with the current capabilities to see the products
and buy them online, thus optimizing time and resources (Lozano et al., 2021).
Digital marketing has become a fundamental pillar
for the economic growth of enterprises. Its impact is so relevant that it is already
considered one of the most important tools to promote products and services. In
particular, the use of social network apps such as TikTok,
Facebook and Instagram, among others, has gained great strength, as they allow
the audience to show what is offered in a simple and direct way. In addition to
facilitating the communication with customers, it allows them to see and
purchase the products online, making the process flow smoothly (Alcívar et al., 2022)
In summary, businesses that want to stay relevant
must adopt an innovative, flexible and ambitious mentality to realize that the
implementation of disruptive strategies is not an option, but a necessity in a
market where technological evolution does not give truce to continue the road
to success. The challenge lies in integrating these tools into an ethical,
strategic and always user-centered fashion, to improve the quality of the
service, and therefore the satisfaction of the customers (Lozano et al., 2021).
MATERIALS
AND METHODS
This research aims to evaluate the potential
impact of the application of disruptive or cutting-edge digital marketing
strategies on the competitiveness of SMEs in the market of visual aid products
and services in the city of Guayaquil, measured in terms of brand recognition and
traffic to the company's website. In order to meet this objective, a mixed
methodological approach has been used that integrates qualitative and
quantitative techniques, which has allowed a comprehensive understanding of the
variables involved.
Qualitative information was obtained through
interviews with managers and owners of small businesses in the optical
industry, while the survey technique was applied to a sample of 384 clients,
both current and potential, through a questionnaire validated by specialists in
marketing and digital transformation. The combination of both sources made it
possible to identify their technological preferences and facilitated the
identification of barriers and opportunities in the digital transformation
process. On the other hand, this research has been of an exploratory and
descriptive nature, which allowed us to understand phenomena that have not been
investigated much in the local context; it also facilitated the identification
of behaviors, perceptions and needs of the commercial sector, laying the
groundwork for future lines of research.
Results and discussion
This section presents the analysis of the
results obtained from the surveys applied to a sample of 384 customers of
opticians' shops located in Guayaquil. The objective was to know the
consumers' perception of the use of marketing
and sales technologies, as well as their influence on the competitiveness of
these businesses.
The results indicate that most respondents
(44.59%) purchase optical products less than once a year, followed by 40.21%
who make annual purchases. This result shows that the purchase of optical
products is not frequent, which may be related to the durability of the items
and perceived need; only a small percentage (5.15%) purchase frequently. On the
other hand, more than half of the respondents (53.35%) are informed through
social networks, which positions these platforms as the most influential
channel of communication. Personal recommendations (20.62%) and face-to-face
visits (20.88%) also play a relevant role, while websites have little use
(5.15%).
It should also be considered that 88.40% of
customers in the sample prefer the physical store, while digital channels such
as social networks, online stores and mobile applications have a very low participation.
This reveals that, although customers use digital media to get information,
they still value face-to-face experience more at the time of purchase. Thus,
38.40% of respondents agree that opticians have the financial resources to
invest in technology, and 31.19% strongly agree. This suggests that customers
perceive a favorable economic capacity in these businesses, which represents an
opportunity to justify further investment in digital innovation. 44.19% of
respondents agree and 25.06% strongly agree that staff are digitally enabled.
These results evidence a positive perception of clients regarding the
technological skills of human talent. However, there is still room for
improvement, as 13.43% disagree.
The trends indicate that the perception of the
technological infrastructure is mostly positive: 28.68% agree and 24.55%
totally agree. However, 19.89% are not convinced of the existence of these
tools. A broadly favorable perception is observed here, with 44.85% agreeing
and 41.75% strongly agreeing of opticians adopting technologies and adapting to
change. These data reflect an image of companies that are innovative and
receptive to digital transformation. The low proportion of disagreement (less
than 7%) confirms that modernization efforts are visible to consumers and well
valued.
Nearly 40% of respondents believe that
opticians are responding to competition by adopting digital tools, while 18.30%
strongly agree. This indicates that consumers perceive market pressure driving
digital transformation. However, about 15% hold a contrary stance, showing that
not all opticians have managed to stand out digitally against their
competition. Some 46.65% of customers agree that opticians should receive more
support to go digital, and 30.41% strongly agree. This reveals a high social
awareness of the need for public or private policies to encourage the use of
technology in the sector.
It has been established that almost 70% of the
respondents favorably perceive the use of data analysis tools by opticians,
which includes 39.64% agreeing and 30.57% strongly agreeing. This data reflects
a positive assessment towards personalization of service using data. 36.60% of
participants agree and 22.42% strongly agree that opticians who adopt marketing
and sales technologies offer better services. In contrast, 13.14% hold a
negative or critical stance. This suggests that most customers positively
relate competitiveness to technological innovation.
In a complementary manner, a qualitative
analysis is presented of the results obtained in the semi-structured interviews
conducted with the owners of two opticians' shops located at downtown
Guayaquil. This analysis was structured around three key categories: resistance
to change, organizational culture and perception of value in the use of
marketing and sales technologies.
In the first instance, regarding resistance to
change, both interviewees agreed that the technological adoption process faced
obstacles in its initial stage. In the case of “Óptica
del Ahorro”, the owner mentioned that older employees
were reluctant to leave traditional methods, which generated friction in the
implementation of digital tools. Similarly, the owner of " ÓpticaVista Ideal" noted that although some employees
were enthusiastic, others required more time and training to adapt. These
responses reflect that resistance to change is closely linked to the
generational profile of the team and the level of familiarity with technology.
However, both employers emphasized that, with constant training and support, resistance
decreased, suggesting that the adaptation process is possible if it is properly
managed.
Likewise, in terms of organizational culture,
the interviewees indicated that they have sought to foster a favorable
environment for digital innovation. The owner of "Óptica
del Ahorro" noted that younger employees are
already showing technological initiatives, while the manager of "Óptica Vista Ideal" emphasized the importance of
leadership as a guide for change. Both stated that continuous training has been
fundamental to modify attitudes and work habits, thus strengthening a culture
more open to the use of digital tools. In addition, a shared interest was
identified in integrating technological processes into daily management, such
as inventory automation or customer tracking, which shows that the
organizational culture has been aligned with the demands of the digital
environment.
In addition, on the perception of value in the
use of technologies, there was a high valuation of digital tools, especially in
relation to social media marketing. Both businesses indicated that their
presence on digital platforms has increased brand visibility and attracted new
customers. The use of sales systems and databases to improve customer service
and loyalty was also highlighted. In addition, both interviewees expressed
positive expectations regarding the future implementation of more advanced
systems, such as data analysis tools and process automation. This reflects
that, despite the limitations, the owners recognize the tangible benefits that
technology offers to improve the competitiveness and efficiency of their
businesses.
Thus, the interviews reflect an ongoing
transformation process. Although barriers such as initial staff resistance and
economic constraints persist, opticians are moving towards a more adaptive
organizational culture. Owners value the benefits of digitalization and see it
as a key tool for growth, consolidating a strategic shift towards modernization
of the sector.
RESULTS
Survey results show that most customers access
information about optical products through social networks, although they still
prefer to make their purchases in physical stores. This preference reveals a
gap between digital information interest and the face-to-face shopping
experience, which coincides with what was stated by (Galarza-Sánchez, 2023),
who argues that SMEs must integrate technologies not only to make their
products visible, but also to transform their sales channel. Social networks
emerge as a key tool for attracting customers, while the lack of active
e-commerce platforms limits the digital closing of sales.
In relation to competitiveness, a high
percentage of respondents stated that opticians' shops that use digital
technologies offer better service. This perception coincides with the findings
of (Ayala et al., 2024), who state that digital transformation not only
improves operational efficiency but also strengthens the relationship with
customers. Similarly, the interviews reinforced this perception, as both owners
pointed out that the implementation of social networks and digital tracking
systems allowed attracting new audiences and building loyalty among existing
ones. This result aligns with (Qalati et al., 2021),
who highlight the role of CRM systems in personalizing customer experience and
strengthening commercial positioning.
On the other hand, it was identified that
resistance to change continues to be a barrier, especially among employees with
less technological familiarity. This finding was confirmed in both interviews,
where the owners reported that the most experienced personnel showed reluctance
to use new tools. This situation is consistent with what was pointed out by
(Ulrich & Frank, 2021), who warn that the lack of digital skills and a
poorly adaptive organizational culture hinder technological adoption in small
businesses. However, resistance was partially overcome through training
processes, which also supports the statement of (Pareti
et al., 2020), on the importance of capacity building as a driver of change.
Therefore, the results show that both customers
and business owners positively value the use of data analysis technologies,
although their application is still in its infancy. While customers appreciate
personalized reminders and promotions, owners’ express interest in implementing
tools to better manage their users' information. This aspect coincides with (Almuhayfith & Shaiti, 2020;
Palacios, 2024), who point out that data analysis in marketing allows for more
accurate segmentation and better strategic decisions.
First, this research identified that the
adoption of new disruptive or cutting-edge digital marketing strategies has
become an essential component to strengthen the competitiveness of small and
medium-sized commercial business in the market of visual aid products and
services in the city of Guayaquil. From the mixed approach implemented, it was
evidenced that both customers and owners of opticians' shops value positively
the use of digital tools, especially those related to social networks, digital
sales systems and data analysis. This perception coincides with previous
studies that highlight the influence of digital transformation on customer
positioning and loyalty (Ayala et al., 2024; Qalati
et al., 2021).
Secondly, the results revealed that, although
there is a considerable level of acceptance of the technologies, their
implementation still faces significant obstacles. Among the determining factors
that hinder adoption were identified the lack of financial resources, limited
access to technological infrastructure, and poor staff training, as pointed out
by (Ulrich & Frank, 2021), in similar research at the international level.
In addition, it was found that resistance to change, especially among employees
with less digital familiarity, represents a persistent barrier, although it can
be mitigated through continuous training strategies.
It was also concluded that organizational
culture plays a decisive role in the technology adoption process. The
interviews confirmed that business leadership and openness to innovation are
key elements in driving effective transformation. This finding reinforces what
was stated by (Pareti et al., 2020), who argue that
the development of internal capabilities is a pillar to achieve successful
implementation.
On the other hand, from the consumer's
perspective, the preference for the physical store as a purchasing channel
remains, even though social networks have become the main means of finding out
about products and promotions. This suggests that opticians should integrate omnichannel strategies that connect the digital environment
with face-to-face experience, optimizing customer service and service
personalization.
Finally, to achieve a sustained improvement in
the competitiveness of the optical sector, it is essential to design public
policies and private strategies that promote the digitization of these
companies. This includes facilitating access to financing, training human
talent and promoting the use of emerging technologies such as artificial intelligence
and data analysis, as highlighted by (Galarza, 2023; Palacios, 2024) . In this
way, SMEs will be better prepared to face the challenges of the digital and
globalized market.
Among the limitations encountered, should be
pointed out the availability of the participants to answer the surveys, as well
as the concentration of the study in a single city, which restricts the
possibility of generalizing the findings to other regions of the country.
Despite this, the results provided valuable information on the current state of
digitalization in marketing strategies in the local visual aid products and
services market and offered relevant inputs for future support policies and
technological innovation in the sector. This type of study should be replicated
in other important markets from Ecuador, and other countries with similar
characteristics, always considering the new predominant technological trends.
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