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Article

Sustaining Digital Marketing Strategies to Enhance Customer Engagement and Brand Promotion: Position as a Moderator

by
Marjan Kamyabi
1,
Hale Özgit
1,* and
Japheth Nuhu Ahmed
2
1
School of Tourism and Hotel Management, Cyprus International University, 99258 Nicosia, Turkey
2
Institute of Graduate Studies and Research, Department of Business Administration, Cyprus International University, 99258 Nicosia, Turkey
*
Author to whom correspondence should be addressed.
Sustainability 2025, 17(7), 3270; https://doi.org/10.3390/su17073270
Submission received: 12 February 2025 / Revised: 24 March 2025 / Accepted: 2 April 2025 / Published: 7 April 2025
(This article belongs to the Special Issue Digital Transformation and Open Innovation for Business Ecosystems)
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Abstract

:
Digital marketing strategies are vital for enhancing customer engagement, promoting brands, and ensuring sustainability. This study explores the influence of digital marketing on customer engagement and brand promotion within the dynamic tourism and hospitality industry while addressing a significant gap in incorporating employee position as a moderating variable. A quantitative research method was employed to collect data from 350 hotel employees in Tehran 4- and 5-star hotels. Partial Least Squares Structural Equation Modeling (PLS-SEM) was conducted to explore the moderator role. Key findings indicate that digital marketing strategies enhance customer engagement and positively influence brand promotion. Additionally, the moderating effect of employee position takes into account the differences among employees regarding service expectations and perceptions. Specifically, it highlights how the skills of managerial positions are better utilized when implementing digital strategies. This study supplements theoretical frameworks and practical applications and improves the strategic use of digital marketing in tourism and hospitality. The case study provides new insights for policymakers and hoteliers in the tourism and hotel industry.

1. Introduction

Digital marketing strategies are vital for enhancing customer engagement, promoting brands, and ensuring sustainability. Furthermore, through diverse digital platforms and tools, businesses can produce customized experiences, connecting with their target demographics, fostering loyalty and promoting sustainable organizational growth [1]. As a complex process, marketing entails recognizing customer needs, developing and promoting products or services, setting prices, and distributing them efficiently to cultivate enduring customer relationships [2]. It is crucial to continue this activity for organizations to enhance value [3] not only for the promotion and sales of the products but also for the company’s sustainable growth. Digital marketing has emerged as an essential strategy that employs the internet and digital platforms, such as computers, mobile devices, and social media, to promote products and services [4,5]. Effective digital marketing strategies enhance a firm’s marketing and financial performance while delivering tailored services and promoting customer well-being, particularly during the COVID-19 pandemic [6,7]. Digital transformation has fundamentally altered marketing strategies across all global industries, including tourism and hospitality [3,8]. In the hospitality industry, digital marketing has shown considerable capacity to improve customer engagement and brand visibility [1,9].
In the tourism and hospitality industry, particularly within the Iranian hotel sector, digital marketing is essential for improving customer engagement and promoting brands. However, despite its significance, there is a lack of empirical research examining how digital marketing strategies interact with organizational dynamics in this specific context.
To address this gap, this study utilizes two well-established theoretical frameworks: the Social Exchange Theory (SET) and Role Theory. These theories provide a strong foundation for understanding the intricate relationships between digital marketing strategies, customer engagement, brand promotion, and organizational roles. SET emphasizes the importance of mutual benefit in customer interactions, offering insights into how digital platforms can foster loyalty and enhance brand identity. In contrast, Role Theory examines how organizational hierarchies influence employee behavior and decision-making, providing a clearer understanding of how job positions can moderate the impact of marketing strategies.
This study proposes a comprehensive framework that integrates various theories to capture the diverse and complex information inherent in digital marketing practices. The framework is designed to offer actionable insights for enhancing customer engagement and promoting brands, while also addressing the specific challenges faced by the Iranian hotel sector. This theoretical foundation highlights the significance of the research and paves the way for exploring the relationship between digital marketing strategies and organizational dynamics. Although the significance of digital marketing is widely acknowledged, the Iranian tourism and hospitality sector, particularly hotels, requires more empirical research on its effectiveness [10,11]. Regarding the current research, most existing research focuses on broader markets, overlooking the unique dynamics of Iran’s tourism and hotel industry. For instance, a study by [11] presents a digital marketing model for developing the hotel industry, specifically a case study of Kish Island. Additionally, Reference [12] examines the brand–consumer relationship model based on digital marketing within the hotel industry. The study found that brand love significantly influenced brand satisfaction and trust, which in turn had a positive impact on brand equity [12]. Another study [10] stated the significant impact of online marketing on all four dimensions of brand value (brand awareness, brand association, quality perception and brand loyalty) [10]. Different studies [13,14,15] support this view and show that the combined impact of well-executed digital marketing strategies and engaged employees significantly influences an organization’s sustainable growth and overall success.
Reference [5] highlights the importance of building brand equity through strategic digital marketing efforts [5]. A study emphasizes that effective digital marketing strategies can significantly enhance customer engagement by leveraging digital channels to create personalized and interactive experiences [14]. Additionally, the work of [16] underscores the necessity of understanding the customer’s journey and tailoring marketing efforts to the different stages of their engagement [16]. However, these studies do not explore how different job positions within hotel organizations affect the implementation and effectiveness of digital marketing strategies.
While existing studies on digital marketing in tourism emphasize the need for modernization and technological adoption to enhance competitiveness and sustainability, they often overlook the labor component in this transformation. For instance, research on Virtual Reality (VR) adoption in the tourism industry highlights significant barriers such as lack of knowledge, high costs, and reluctance to invest in new technologies, which can directly impact workforce training and digital competence development. These studies focus primarily on digitalization’s technological and strategic aspects but fail to address how these shifts influence employment structures, skill requirements, and labor market dynamics in the tourism sector [17].
Another study [18] highlights the direct relationship between technology readiness (TR) and technology acceptance (TA), demonstrating the moderating effects of current position and work experience within the hotel sector on the proposed research framework. Additionally, Reference [19] examined the emotional intelligence of employees in luxury hotels, their emotional labor, and the moderating effects of employee diversity (gender and job position) on the link between emotional intelligence and emotional labor.
By recognizing how different job positions impact these strategies, organizations can tailor their marketing efforts to various employee roles, resulting in a more cohesive and targeted approach. This alignment not only strengthens the brand image and boosts customer loyalty but also enhances employee satisfaction and productivity. Consequently, these integrated initiatives contribute to increased market share, longer-lasting customer relationships, and a resilient brand that can adapt to shifting market dynamics and consumer preferences.
Digital marketing, as defined by [20], utilises digital channels such as search engines, social media platforms, email, and mobile platforms to promote products or services and engage with customers. It also fosters both short-term and long-term relationships, leading to a sustainable competitive advantage [21]. The growing reliance on digital devices for information and purchases establishes digital marketing as a cornerstone of contemporary business strategies. A significant benefit is precise targeting through data analysis, which enables personalised campaigns based on demographic characteristics such as age, gender, and location [14]. Conversely, customer engagement, defined as a dynamic and interactive relationship between customers and brands, is often fostered through digital marketing strategies such as social media, search engine optimisation, and email marketing [22]. Mobile technology plays a crucial role in customer engagement, especially in tourism and hospitality, as it facilitates immediate and personalized interactions. These digital tools enable brands to connect with customers on various platforms and tailor experiences to meet their needs [11]. Encouraging customers to leave reviews and responding promptly can significantly enhance engagement. Positive reviews and the brand’s willingness to address them demonstrate a commitment to customer satisfaction and cultivate deeper loyalty [20]. Ref. [20] demonstrated that mobile devices and applications provide location-based services and instant communication, thereby enhancing the customer experience. Mobile-friendly websites and push notifications deliver timely information, promote two-way communication, and simplify customer contact [23]. Ref. [24] underscores the boundary-less nature of digital marketing, which enables global reach and customer interaction. A study by [3] emphasizes the positive impact of digital marketing on customer engagement within the tourism sector. Social media platforms such as Instagram, Facebook, and Twitter facilitate real-time communication, address customer demands, and offer personalized recommendations to improve engagement and satisfaction [25,26]. Ref. [27] emphasizes how digital platforms disseminate brand messages globally and enhance brand awareness through engaging content and targeted advertising. This approach also facilitates audience segmentation that offers insights into customer behaviors and preferences, supporting the development of tailored campaigns. Ref. [28] discusses the evolution of social media from simple networking to a vital tool for marketing. It fosters deeper customer engagement by enabling companies to collaborate with customers in product development, build brand equity, and formulate strategies. The findings outlined in Ref. [28] align with those of [29], which highlight that emerging technologies such as big data, blockchain, and virtual reality are transforming digital marketing practices. These technologies enable evidence-based strategies that offer marketers crucial insights into brand promotion, customer engagement, and performance metrics [29]. Ref. [30] emphasizes how digitalization shapes contemporary marketing practices, creating new trends and opportunities for brand promotion. Standardization and long-term brand vision are essential for maintaining consistent performance in target markets [31]. Recent research underscores the evolving landscape of digital marketing. Ref. [32] analyses how online communication channels affect consumer perception and brand reputation, thereby improving sustainable organizational growth. The authors’ study also highlights crucial elements such as differentiation, trust, and reliability that shape consumer perceptions in the digital age [32]. Studies emphasise [3,33] the importance of brand positioning, awareness, and development through digital marketing. Ref. [33] explores the impact of social media on brand equity, while [3] emphasizes the role of brand positioning and sponsorship in building strong customer relationships. However, these studies predominantly focus on mature markets, highlighting a gap in research regarding brand promotion strategies in emerging economies.
In one study [34], it was reported that perceived benefits play a crucial role in enhancing user engagement and satisfaction with mobile social media services. Motivation theory can assist e-commerce enterprises in understanding what drives individuals to use this communication technology. However, the emerging platform WeChat has received comparatively limited attention, and not much research has explored the various perceived benefits and related satisfactions associated with it. Additionally, research highlights the importance of stickiness in attracting and retaining users, prolonging their engagement, and facilitating electronic word of mouth (eWOM).
Ref. [35] investigates how digital brand interactivity (DBI) influences consumer responses in the context of interactive marketing. Using the Cognition–Affection–Conation (CAC) framework, their study examines how DBI affects the cognitive (evaluations), affective (emotions), and conative (intentions) aspects of consumer behavior. The findings indicate that increased interactivity improves brand perceptions, builds consumer trust, and strengthens emotional connections. Additionally, the study highlights how brand type and market context can moderate the effectiveness of interactive marketing strategies. While their research offers valuable insights, the authors stress the importance of further exploring the outcomes of brand interactivity.
Ref. [36] highlights that Sustainable Digital Marketing (SDM) significantly enhances brand reputation, which in turn drives consumer engagement. Their study, based on data from 1158 consumers, confirms that transparency, ethical offerings, social impact, and stakeholder engagement positively influence brand reputation, while consumer education has no significant effect. The findings highlight the crucial mediating role of brand reputation in translating sustainability efforts into consumer loyalty, reinforcing SDM as a strategic tool for brand differentiation and trust-building.
The study’s novelty stems from exploring a gap using job position as a moderating variable which has very scant attention. This research builds a theoretical and practical contribution in tourism and hospitality by incorporating behavioral aspects of digital marketing’s effectiveness and purpose in an industry. This research focuses on developing an engagement and promotion strategy with the aim of enhancing customer engagement and brand promotion while focusing on the moderating impact of job positions for sustainable development of the organization.
The structure of the paper is as follows: the initial section provides insights into the study’s rationale and explores the study’s variables and the theoretical framework aligned with the hypotheses. The following section explains the methodology and the data collection process. Finally, the data analysis and conclusion summarize the findings, their implications, and suggestions for future research.

2. Theoretical Framework and Hypothesis Development

2.1. Social Exchange Theory

Social Exchange Theory (SET) provides a fundamental lens for understanding interactions in the digital marketing landscape [37]. SET assumes that social behavior emerges from an exchange process that aims to maximize profits and minimize costs [38]. In digital marketing, companies and customers engage in mutually beneficial interactions. Both parties aim to support brands by fostering loyalty and advocacy, while customers seek value through personalized content, emotional satisfaction, and social capital [39]. Additionally, another feature of SET is its emphasis on the dynamics of reciprocity [40]. This concept suggests that individuals or companies respond with equivalent positive responses to positive actions [38]. In the digital realm, reciprocity plays a crucial role in customer engagement, as customers tend to actively interact with brands that offer perceived value through effective digital marketing strategies. These interactions reflect mutual reinforcement, where brands offer incentives, such as engaging campaigns, and customers reciprocate through increased engagement and promotional activity [41].
Moreover, the SET encompasses power and dependence within exchange relationships [42]. Power emerges when one party regulates access to resources that another party desires, such as when a brand provides exclusive content or discounts to its customers. Dependence occurs when customers consistently engage with brands to obtain the perceived benefits of their relationship [39,43]. This dynamic is particularly important in the online environment, where digital platforms increase the visibility and accessibility of exchange relationships [44]. The inclusion of a network perspective in SET further strengthens its applicability. As [45] argues, social exchange in online networks takes place in a structured context where the broader dynamics of the network influence individual actions. The authors indicate that when engaged customers promote a brand, they increase the reach of digital marketing strategies within their social networks. This creates “ripple effects” that boost brand visibility and credibility. This dynamic demonstrates the connection between customer engagement and brand promotion, highlighting engagement’s important role in linking digital marketing efforts to successful promotional outcomes [45].
SET emphasizes that the continuity of exchange relationships relies on a balance between rewards and costs [38,41,46]. According to [39], in digital marketing, customers remain engaged with brands and even promote them when the perceived benefits, such as value-based campaigns and interactive content, outweigh the effort or risks associated with these interactions. This theoretical perspective explains why effective digital marketing strategies lead to increased engagement and customer-driven brand promotion. Additionally, SET highlights the significance of individual differences in determining exchange outcomes [47]. Customers evaluate digital marketing strategies based on their expectations and preferences, which impacts their engagement and subsequent promotion of the brand [48]. Some customers may find personalized marketing campaigns valuable, while others might view them as intrusive, which can affect their level of engagement. This variability underscores the necessity for a tailored approach to developing and accessing digital marketing strategies [5,33]. Therefore, we propose the following hypotheses:
H1. 
Digital marketing strategies are significantly correlated with brand promotion.
H2. 
Digital marketing strategies are significantly correlated with customer engagement.
H3. 
Customer engagement is significantly correlated with brand promotion.
H4. 
Customer engagement mediates the relationship between digital marketing strategies and brand promotion.

2.2. Social Role Theory

Role Theory provides a comprehensive framework for understanding how individuals’ behaviors and interactions are shaped by their social roles within an organizational or societal context [49]. A social role refers to expectations, responsibilities, and behaviors associated with a particular position within a group or system [50]. According to [50], job positions are considered unique social roles within the hotel industry, each associated with specific expectations that shape how employees perceive and engage with digital marketing strategies. The theory’s central premise is that individuals behave in ways that align with the norms and expectations of their respective roles. From a Role Theory perspective, the authors of [51] indicate that higher-level employees will likely act as facilitators or amplifiers of customer engagement by utilizing digital marketing strategies to support organizational objectives. For example, a manager may incorporate customer feedback from digital campaigns into service enhancements, thereby improving engagement. Employees in higher positions, such as managers or directors, often have broader responsibilities and greater decision-making authority. They are more likely to have clearly defined roles in strategizing and managing digital campaigns, which enables them to foster stronger engagement. These roles necessitate strategic thinking, a deeper understanding of organizational goals, and the ability to effectively evaluate and implement digital marketing strategies. Role Theory also considers the influence of role identity and the internalization of a role as part of an individual’s self-concept. Higher-level employees may view their roles as central to shaping customer experiences and promoting the brand, prompting them to engage more proactively with digital marketing strategies. This proactive engagement can amplify the strategies’ impact on customer behavior. In contrast, employees in lower positions may experience uncertainty regarding their roles in digital marketing strategies, which limits their ability to contribute effectively to customer engagement; they primarily have task-specific roles, focusing on operational duties rather than strategic outcomes [51]. This differentiation highlights how job position moderates the relationship between digital marketing strategies and customer engagement [52]. By positioning job roles within the Role Theory framework, this study acknowledges the hierarchical nature of organisations and its implications for digital marketing effectiveness. Higher-level employees are equipped and incentivized to engage strategically with marketing initiatives, reinforcing the connection between these strategies and customer engagement. Thus, Role Theory provides a nuanced understanding of the moderating role of job position, linking it to the differential capacities and expectations inherent in organizational hierarchies [19].
H5. 
Job position moderates the correlation between digital marketing strategies and customer engagement.

3. Methodology

3.1. Research Method and Data Collection Process

The research utilized a quantitative design to effectively examine the impact of digital marketing on customer engagement and brand promotion in the hotel industry. Non-probability sampling and judgmental sampling were utilized to gather data from hotel employees in Tehran. This approach, as recommended by [29], allowed for a systematic and structured analysis of the relevant variables. However, non-probability sampling can affect representativeness. To address this limitation, we carefully selected participants from a variety of positions across 17 four- and five-star hotels, ensuring a diverse range of operational and strategic roles, which enhances the reliability of our findings. The selection of 17 four- and five-star hotels in Tehran was made based on their prominence in the industry and their active use of digital marketing strategies. This purposeful selection ensured that the surveyed hotels effectively represented the best practices in the Iranian hotel sector. While these hotels do not encompass the entire industry, they offer valuable insights into customer engagement and brand promotion in the high-end market.
The aim of the survey was to obtain a representative sample by distributing a total of 366 questionnaires to employees from selected four- and five-star hotels between August to November 2024. Impressively, 350 questionnaires were retrieved, which provided the researchers with sufficient data for analysis. The sample size obtained is a significant proportion of the total participants, showing that respondents were willing to take part in the research. The primary data were collected using a carefully developed structured questionnaire. This instrument was specifically designed to gain insights into the digital marketing strategies adopted by hotels [53]. The questionnaire was distributed face-to-face and respondents were given a time frame of 25 min to ensure thoughtful and comprehensive responses. This approach not only facilitated a streamlined data collection process but also accommodated the busy schedules of participants in the hotel industry.
Ethical considerations were taken into account when including participants in the study. Explicit and informed consent was obtained from participants prior to participation. Participants were fully informed about the aims of the study, the methodology and the possible effects of their participation. This ensured that participants had a clear understanding of the purpose of the research so that they could make an informed decision as to whether they wished to voluntarily participate in the study. Data collected from respondents were kept strictly confidential, ensuring that individual responses were not disclosed or attributed to specific participants. Respondents were explicitly informed that their participation was entirely voluntary and that they had the option to withdraw from the study at any time without detrimental consequences. This approach respected the participants’ right to determine their level of involvement based on their well-being and willingness to contribute to the research objectives, which was in line with ethical principles [54]. In light of the theories and hypotheses mentioned previously, the theoretical framework for this study is structured as follows.

3.2. Survey Instrument

The survey instrument for this study was developed based on established scales and relevant literature in digital marketing, customer engagement, and brand promotion. The measurement items for the variables were adapted from multiple sources to ensure validity and reliability.
Specifically, ten items were adapted from [14], which examined the relationship between digital media marketing (DMM), consumer engagement, brand image, and purchase intention on over-the-top (OTT) platforms in India. Additionally, six items were derived from [55], who examined the role of social media in fostering customer engagement. The study also incorporated one item from [3], highlighting the significance of digital transformation in digital marketing strategies. Lastly, five items were sourced from [33], whose research focused on the impact of digital marketing and transformation techniques on brand promotion and positioning through social media, search engines, and other digital channels. A pilot study was conducted with a small group of hotel employees to validate these scales for the hotel industry to assess their clarity and relevance. Feedback from this pilot study was used to refine the wording and ensure contextual appropriateness. To encourage participation, respondents were offered a small incentive in the form of a discount voucher for hotel services. By integrating these scales, the survey aims to gather comprehensive data on the moderating role of job position in the relationship between digital marketing strategies, customer engagement, and brand promotion within the hotel industry. The survey employs a 5-point Likert scale to measure employees’ perceptions.

4. Data Analysis and Findings

The collected data were entered into Microsoft Excel and further processed using the Statistical Package for the Social Sciences (SPSS) for detailed analysis. The analysis revealed that the data followed a normal distribution, which justified the use of parametric tests. Specifically, the Pearson correlation test was employed to evaluate the correlation between the dependent and independent variables.
The authors assessed the structural model subsequent to establishing the validity and reliability of the variables. The authors employed path coefficients in the evaluation of the structural model to determine the significance and relevance of the interactions within the model. SMART-PLS 4 produces summaries of path coefficients and correlations among latent constructs, accompanied by t-test values. Subsequent to bootstrapping, Figure 1 illustrates the relationships obtained among the three variables digital marketing (DM), customer engagement (CE), and brand promotion (BP). To evaluate the path model multiple times under slightly varied data configurations, a resampling method termed “bootstrapping” extracts random samples from the data with replacement [56]. Bootstrapping is employed to evaluate the statistical significance of the coefficient by calculating the standard error of coefficient estimations [57]. The bootstrap output provides multiple methods to evaluate the stability of the model parameters. Ref. [58] asserts that confidence intervals are less prone to misinterpretation and convey information regarding the magnitude of the effect. The bias-corrected bootstrap confidence interval compensates for bias arising from nonsymmetric distributions and their shape, specifically the skewness method [57,58].
A summary of the demographic characteristics of the study participants shows that the majority of respondents are female (58%), and most fall within the 26–35 age range (43.1%). A significant portion of participants earn between IRR 26 and 30 million monthly (28.6%). Most have 0–5 years of work experience (54.6%) and are primarily employed in independent hotels (38%) or other categories of hotels (37.4%). In terms of job positions, the largest group consists of sales and marketing managers (36.9%), followed by general managers (18.3%). The table in the appendix contains a detailed breakdown that illustrates the diversity and representativeness of the sample.

4.1. Measurement Model Assessment

4.1.1. Convergent Validity

The assessment of the convergent validity measurement model (outer model) includes the calculation of average variance extracted (AVE), individual indicator reliability, and composite reliability (CR) for internal consistency [59]. Indicator reliability elucidates the variance in items attributable to a variable. An elevated value of a variable (an item with a loading of 70) signifies that the corresponding measure exhibits a substantial level of reciprocal resemblance. Outer loadings assess the reliability of indicators [60]. To maintain internal consistency, all composite reliability (CR) values of the latent variables exceed 80 [61], as shown in Table 1. Items with diminished loadings were eliminated to enhance the model’s validity. The deleted items include BP1, DM2, and DM3.

4.1.2. Discriminant Validity

Discriminant validity refers to the degree to which a variable significantly differs from other variables. To establish discriminant validity, the square root of the average variance extracted (AVE) must exceed the inter-construct correlations [62]. The loadings of the indicators exceeding the respective cross-loadings further substantiate discriminant validity. We give the Fornell–Larcker and HTMT results below (refer to Table 2 and Table 3).

4.2. Assessing R2, Q2 and f2

The coefficient of determination is a crucial element in evaluating the structural model. We evaluated the structural model by examining the R2 value. The coefficient represents the squared correlation between the actual and anticipated values of the endogenous construct, indicating the model’s prediction accuracy. The R2 values indicate the inverse effects of exogenous influences on endogenous variables. This illustrates the extent to which the variance in endogenous components can be elucidated by all external constructs associated with them [63]. The forecast relevance of the structural model is guaranteed by the endogenous variables BP and CE, which possess R2 values of 0.495 and 0.476, respectively (refer to Figure 2 and Figure 3). Consequently, the R2 values were satisfactory. Predictive relevance is assessed using the Q-square (>0 is good), indicating the presence of predictive significance in a model. When Q2 values exceed 0 and f2 indicates a substantial impact of the exogenous variable on the endogenous variable in PLS-SEM, the PLS structural model possesses predictive relevance [64]. The Q2 readings for BP and CE were 0.339 and 0.462, respectively. The f2 value varies between 0.021 and 0.827, as shown in Table 4.

4.3. Hypotheses Test

The postulated hypotheses as conceptualised in this study were tested (Table 5), and the results are as follows: H1 examines the effect of DM on BP (β = 0.219, t = 4.192, p < 0.05). As a result, H1 is supported. H2 assesses if DM significantly affects CE (β = 0.658, t = 19.757, p < 0.05). Hence, H2 is supported. H3 was tested to determine the effect of CE on BP (β = 0.540, t = 9.534, p < 0.05). Therefore, H3 is supported. To assess the mediation effect of CE on the relationship between DM and BP, H4 was tested (β = 0.355, t = 8.594, p < 0.05). Thus, H4 is supported. H5 determines how position moderates the mediation effect of CE on the relationship between DM and BP (β = 0.055, t = 2.335, p < 0.05). Therefore, H5 is supported. The direct, indirect, and total effects are presented in Table 5.

5. Discussion and Conclusions

Digitalization and digital marketing are now central to industries globally, particularly in the hospitality sector [30]. This study emphasizes the transformative effects of digital marketing strategies on customer engagement and brand promotion specifically within the tourism and hospitality industries. The findings, consistent with Social Exchange Theory (SET), reveal a strong positive correlation between digital marketing strategies and customer engagement (H1), which aligns with SET by illustrating that hotels utilising user-friendly and effective digital marketing platforms are more adept at engaging customers, thereby promoting their brand [13,51]. Intuitive and effective digital platforms boost user participation, thereby enhancing loyalty and strengthening customer relationships [14,65]. These results underscore the importance of continuous innovation in hospitality technology. A strong positive correlation exists between digital marketing and brand promotion (H2), as well as between customer engagement and brand promotion (H3). This progression from awareness to action highlights the significance of storytelling, personalized offers, and call-to-action strategies in managing the customer journey [12,30]. Customer engagement is a valuable outcome of effective digital marketing strategies, helping to connect digital efforts with a stronger brand identity (H4). This underscores the importance of designing campaigns that provide clear value to customers. It supports SET, demonstrating that customer engagement is a value-driven outcome of marketing efforts focused on engaging with and promoting the brand. Hotels should develop digital marketing strategies that deliver clear value to customers, such as personalized offers or loyalty rewards, to nurture mutually beneficial relationships [1,15,51]. Additionally, the study introduces job position as a new moderating variable (H5). Employees in higher positions show greater strategic involvement in digital marketing efforts due to their broader responsibilities and access to more resources. This observation, supported by the Role Theory, highlights the importance of customized training and implementation strategies to enhance marketing results at all levels of the organization [50,51].
In conclusion, this study contributes to both academic literature and industry practices by addressing significant theoretical and practical gaps. Unlike previous studies that primarily focus on the direct impact of digital marketing on customer engagement and brand promotion [1,3,5,9,13,15,28,32], this research introduces job position as a moderating variable. Comparing this study with existing research reveals that organizational hierarchy significantly influences the effectiveness of digital marketing strategies. This perspective offers a fresh understanding of customer engagement dynamics in the hospitality sector. The findings also provide actionable recommendations for hoteliers to enhance their marketing efforts. Organizations can improve customer relationships and enhance brand value by utilizing digital tools and adapting strategies to various hierarchical levels. Strategic initiatives should focus on personalized customer offerings, loyalty programs, and user-friendly digital interfaces to promote engagement. While this study offers valuable insights, it also has certain limitations that require further investigation. The research focuses on four- and five-star hotels in Tehran, which limits the generalizability of the findings to other regions or market segments. Moreover, the study does not assess the long-term impacts of digital marketing strategies. Future studies should explore these factors and evaluate the applicability of the findings across various cultural and organizational contexts. This study provides a roadmap for incorporating digital marketing into hospitality operations by addressing existing gaps and building on established theories. It aims to strengthen customer relationships and improve brand promotion. The research emphasizes the continuous importance of developing comprehensive digital strategies that align organizational goals with customer expectations.

5.1. Theoretical Implications

The findings of this study make a significant contribution to theoretical frameworks by engaging with and extending existing constructs of Social Exchange Theory (SET) and Role Theory in the realm of digital marketing within the hotel industry. The study substantiates the relevance of SET in digital marketing, particularly by elucidating the mutually beneficial dynamics between customer engagement and brand promotion. SET posits that relationships are established and maintained based on perceived value exchanges. [38]. The results corroborate this assertion by demonstrating that hotels utilizing intuitive digital platforms not only enhance customer engagement, but also cultivate stronger brand loyalty. This reinforces the existing literature [14] and augments our comprehension of how perceived value can be amplified through personalized offers and loyalty rewards. Furthermore, this study contributes to the theoretical dialogue within Role Theory by introducing job position as an innovative moderating variable. While earlier literature [18,19] acknowledges the influence of organizational hierarchies on employee behavior, this research provides empirical evidence elucidating how job position affects both the implementation and perception of digital marketing strategies. It enhances Role Theory by highlighting the hierarchical expectations and responsibilities that influence marketing outcomes, providing a more detailed view of organisational dynamics. The findings align with the core principles of Social Exchange Theory (SET) and Role Theory; however, they also highlight certain limitations and inconsistencies. For instance, the moderating influence of job position indicates that higher-level employees may benefit more from training and resources than their lower-level counterparts, which could unintentionally marginalise those in less senior roles. This underscores a gap in the existing literature, which often overlooks the equitable distribution of resources within organisational structures. These results encourage future research to investigate more inclusive approaches to implementing digital marketing. The insights from this study extend beyond the hospitality sector. By illustrating how demographic and contextual factors such as age, gender, and organizational position affect the effectiveness of digital marketing, this research offers a framework for examining similar dynamics in other industries.

5.2. Practical Implications

This study provides valuable insights for managers, policymakers, and industry stakeholders, particularly within the hotel sector in Tehran. The findings emphasize the significance of organizations tailoring digital marketing training and implementation strategies aligned with the roles and competencies of employees at different hierarchical levels. Specifically for the hotel industry, it is recommended that managers develop training programs focused on digital marketing that are cater to the distinct roles of their staff. For instance, senior employees involved in strategy formulation could participate in workshops on advanced analytics and campaign management tools, while operations staff might receive training on customer-facing platforms like social media and digital booking systems. Hotels should allocate digital marketing resources based on the specific needs of each department. Marketing and PR teams might be granted larger budgets for social media campaigns, while front office staff should be equipped with user-friendly tools to collect real-time customer feedback. Campaign strategies must consider local preferences and cultural nuances within Tehran’s market. For example, utilizing popular social media platforms in Iran and integrating Farsi content with culturally relevant messaging can enhance engagement with the target audience. Policymakers play a crucial role in fostering a digitally skilled workforce. Governments could provide subsidies or tax incentives to hotels that invest in digital training programs for their employees. Such support would aid hotels in bridging skill gaps and improve workforce adaptability. Furthermore, industry stakeholders should collaborate with policymakers to establish sector-specific digital marketing guidelines. These guidelines would ensure consistency and quality across marketing campaigns while addressing the unique dynamics of the hotel industry in Tehran. Although this study primarily focuses on the hotel sector, its findings could also be applied to other industries that share similar hierarchical structures and objectives for customer engagement.

5.3. Limitations and Future Research

While this research provides valuable data on digital marketing initiatives for customer engagement and brand promotion within the tourism and hospitality sector, several limitations warrant mention. Firstly, the study was conducted in a specific socio-economic environment (Tehran) and concentrated on four- and five-star hotels, possibly overlooking the dynamics of smaller or independent hotels. Consequently, it is impractical to generalise the findings to other regions of the country or industries with differing cultural and economic contexts. Secondly, the qualitative methods used complement the qualitative findings, which can enhance the contextual dimensions of the digital marketing model. Thirdly, although the data analysis conducted through PLS-SEM was rigorous, there may be potential bias in participant self-reporting that could have influenced the results. Fourthly, the job position was the sole moderating factor; no other significant models (such as organisational culture or individual digital literacy) were considered. Future research should expand the sample to include a wider range of hotel categories. Other studies could build upon the achievements of this research by addressing its shortcomings in new areas. Longitudinal studies could establish causality and measure the long-term impacts of digital marketing strategies on customers and brand awareness. Additional moderating factors, such as employee digital proficiency, organisational support, or technological infrastructure, could provide a more comprehensive understanding of the underlying dynamics. Lastly, the hotel industry ought to consider tailoring its digital marketing strategies according to its target demographic. Such customised approaches would enable the workforce across all levels of the organisation to effectively utilise and benefit from digital marketing efforts. Moreover, developing personalised and engaging digital experiences could enhance customer interaction and brand engagement, thereby fostering greater brand loyalty.

Author Contributions

Conceptualisation, M.K. and H.Ö.; methodology, M.K., H.Ö. and J.N.A.; validation, M.K., H.Ö. and J.N.A.; formal analysis, J.N.A.; investigation, J.N.A.; resources, M.K., H.Ö. and J.N.A.; data curation, J.N.A.; writing—original draft preparation, M.K. and H.Ö.; writing—review and editing, M.K. and H.Ö.; supervision, H.Ö.; project administration, M.K. and H.Ö. All authors have read and agreed to the published version of the manuscript.

Funding

This research received no external funding.

Institutional Review Board Statement

Ethical review and approval were waived for this study based on the consent of the project supervisor, which is acknowledged by the ethical committee of the Cyprus International University.

Informed Consent Statement

Before the data collection, researchers contacted for permission and verbal consent was given. Respondents were informed about their rights to end answering the questionnaire voluntarily.

Data Availability Statement

The study’s research data are available upon request from the corresponding author.

Conflicts of Interest

The authors declare no conflict of interest.

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Sustainability 17 03270 g001
Figure 1. Structural model.
Figure 1. Structural model.
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Figure 2. Structural model (bootstrapping).
Figure 2. Structural model (bootstrapping).
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Figure 3. Path diagram in the final model.
Figure 3. Path diagram in the final model.
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Table 1. Reliability and validity.
Table 1. Reliability and validity.
LoadingαCR AVEVIF
BP21.7950.8070.8610.5091.795
BP32.017 2.017
BP41.716 1.716
BP51.435 1.435
BP61.453 1.453
BP71.684 1.684
CE11.5520.8560.8890.5021.552
CE21.870 1.870
CE31.361 1.361
CE41.833 1.833
CE52.868 2.868
CE61.821 1.821
CE72.142 2.142
CE81.755 1.755
DM11.6020.7800.7500.5331.602
DM31.391 1.391
DM41.396 1.396
DM51.828 1.828
DM61.510 1.510
Model FitSRMR = 0.080, Chi-Square = 906.143, NFI = 0.709
Note: BP: brand promotion; CE: customer engagement; DM: digital marketing.
Table 2. Discriminant validity using the Fornell–Larcker criterion.
Table 2. Discriminant validity using the Fornell–Larcker criterion.
BPCEDMPosition
BP0.713
CE0.6840.709
DM0.5750.6610.730
Position0.0660.1800.0161.000
Note: BP: brand promotion; CE: customer engagement; DM: digital marketing.
Table 3. Discriminant validity using the heterotrait–monotrait ratio (HTMT).
Table 3. Discriminant validity using the heterotrait–monotrait ratio (HTMT).
BPCEDMPositionPosition × DM
BP
CE0.819
DM0.7220.799
Position0.1020.2150.032
Position × DM0.1770.1130.0270.068
Note: BP: brand promotion; CE: customer engagement; DM: digital marketing.
Table 4. Assessing R-Square, f-square and Q-square.
Table 4. Assessing R-Square, f-square and Q-square.
R-SquareQ2 Predictf-Square
BP0.4950.339
CE0.4760.462
CE → BP 0.325
DM → BP 0.053
DM → CE 0.827
Position × DM → CE 0.021
Note: BP: brand promotion; CE: customer engagement; DM: digital marketing.
Table 5. Path coefficient.
Table 5. Path coefficient.
PathβMeanStandard DeviationT StatisticsConfidence Interval
Bias Corrected		p ValuesDecision
Bias2.5%97.5%
H1: DM → BP0.2190.2200.0524.1920.0010.1180.3220.000Supported
H2: DM → CE0.6580.6610.03319.7570.0030.5850.7160.000Supported
H3: CE → BP0.5400.5400.0579.5340.0000.4210.6440.000Supported
Mediation
H4: DM → CE → BP0.3550.3570.0418.5940.0010.2740.4370.000Supported
Moderation
H5: Position × DM → CE → BP0.0550.0550.0242.3350.0000.0130.1050.020Supported
Direct Effect
DM → BP0.2190.2200.0524.1920.0010.1150.3220.000
Indirect Effect
DM → CE → BP0.3550.3570.0418.5940.0020.2750.4440.000
Total Effect
DM → BP0.5740.5770.03715.5220.0030.4940.6370.000
Note: BP: brand promotion; CE: customer engagement; DM: digital marketing.
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MDPI and ACS Style

Kamyabi, M.; Özgit, H.; Ahmed, J.N. Sustaining Digital Marketing Strategies to Enhance Customer Engagement and Brand Promotion: Position as a Moderator. Sustainability 2025, 17, 3270. https://doi.org/10.3390/su17073270

AMA Style

Kamyabi M, Özgit H, Ahmed JN. Sustaining Digital Marketing Strategies to Enhance Customer Engagement and Brand Promotion: Position as a Moderator. Sustainability. 2025; 17(7):3270. https://doi.org/10.3390/su17073270

Chicago/Turabian Style

Kamyabi, Marjan, Hale Özgit, and Japheth Nuhu Ahmed. 2025. "Sustaining Digital Marketing Strategies to Enhance Customer Engagement and Brand Promotion: Position as a Moderator" Sustainability 17, no. 7: 3270. https://doi.org/10.3390/su17073270

APA Style

Kamyabi, M., Özgit, H., & Ahmed, J. N. (2025). Sustaining Digital Marketing Strategies to Enhance Customer Engagement and Brand Promotion: Position as a Moderator. Sustainability, 17(7), 3270. https://doi.org/10.3390/su17073270

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