Digital Marketing for
Ecuadorian Commercial Microenterprises a Systematized Review
Marketing digital para microempresas comerciales
ecuatorianas una revisión sistematizada
Fernando Viteri Luque[*]
Ana Viteri Orbe*
Steve Guarnizo Crespo*
ABSTRACT
This
review examines digital marketing tools used as commercialization strategies by
microenterprises in Ecuador’s commercial sector. The problem emerges in a
context of expanding connectivity and e-commerce, alongside persistent gaps in
skills, planning, investment, and performance measurement. The objective was to
interpret the available evidence in order to identify the tools with the
greatest commercial usefulness, the conditions that support their
implementation, and the limitations that constrain their outcomes. A
systematized documentary review was conducted following PRISMA 2020 guidance
and drawing on academic and institutional sources published mainly between 2018
and 2025. Information was organized through a bibliographic matrix and thematic
categories concerning digitalization, competitiveness, business adaptation,
e-commerce, and the performance of small economic units. Results indicate that
social media, WhatsApp Business, websites, marketplaces, content marketing,
search engine optimization, targeted advertising, email, analytics, and mobile
marketing work more effectively as an integrated system than as isolated
actions. Ecuadorian evidence associates digitalization with greater visibility,
business continuity, and sales opportunities; nevertheless, it also reveals
uneven adoption, insufficient training, and decisions weakly supported by
indicators. The review concludes that effectiveness does not depend on
accumulating platforms, but on connecting attraction, conversation, payment,
delivery, after-sales service, and organizational learning according to each
microenterprise’s operational capacity. A gradual strategy grounded in customer
needs and measurable commercial results is therefore more sustainable than
dispersed digital presence.
Keywords:
marketing; small enterprises; electronic commerce; social media; digital
transformation; Ecuador.
RESUMEN
En esta oportunidad se analiza
las herramientas de marketing digital utilizadas como estrategias de
comercialización por las microempresas del sector comercio ecuatoriano. El
problema se sitúa en un escenario de mayor conectividad y crecimiento del
comercio electrónico, pero también de brechas en competencias, planificación,
inversión y medición. El objetivo fue interpretar la evidencia disponible para
identificar las herramientas con mayor utilidad comercial, las condiciones que
favorecen su aplicación y las limitaciones que restringen sus resultados. Se
realizó una revisión documental sistematizada, guiada por PRISMA 2020, con
fuentes académicas e institucionales publicadas principalmente entre 2018 y
2025. La información se organizó mediante una matriz bibliográfica y categorías
temáticas relacionadas con digitalización, competitividad, adaptación
empresarial, comercio electrónico y desempeño de las pequeñas unidades económicas.
Los resultados muestran que las redes sociales, WhatsApp Business, los sitios
web, los marketplaces, el marketing de contenidos, el posicionamiento en
buscadores, la publicidad segmentada, el correo electrónico, la analítica y el
marketing móvil funcionan mejor como un sistema articulado que como acciones
aisladas. La evidencia ecuatoriana vincula la digitalización con mayor
visibilidad, continuidad comercial y posibilidades de venta; sin embargo,
revela adopción desigual, capacitación insuficiente y decisiones poco
sustentadas en indicadores. Se concluye que la efectividad no depende de
acumular plataformas, sino de integrar atracción, conversación, pago, entrega,
posventa y aprendizaje, de acuerdo con la capacidad operativa de cada
microempresa.
Palabras clave: marketing; pequeña empresa;
comercio electrónico; redes sociales; transformación digital; Ecuador.
INTRODUCTION
Economic and
technological transformations have altered traditional forms of negotiation and
marketing. Mobile connectivity, social media platforms, payment systems, and
delivery services have changed the way consumers search for, compare, purchase,
and evaluate goods. In this context, digitalization has evolved from being
merely a promotional tool to playing a role in the entire relationship with the
market. ECLAC (2022) argues that Latin America’s digital development requires
the integration of infrastructure, capabilities, and innovation, while the
World Bank (2024) warns that its benefits continue to be distributed unevenly.
Therefore, access to technology is a necessary—but not sufficient—condition for
improving productivity and commercial inclusion.
This
transformation takes on special relevance for microenterprises, which operate
with limited capital, staff, and time. Digital channels can expand reach with
investments proportional to their scale, strengthen customer interaction, and
generate information to inform decision-making. At the same time, they
introduce new demands: timely responses, public reputation, constant content
production, payment security, and logistical coordination. Bradač
Hojnik and Huđek (2023) explain that the characteristics, resources,
and competencies of small businesses determine technology adoption.
Consequently, digital marketing must be understood as an organizational
capability and not as a mere collection of applications.
In Ecuador,
the pandemic accelerated the adoption of social media, messaging apps, and
online sales. Rodríguez et al. (2020) note that e-commerce became an
alternative for sustaining the operations of MSMEs, while Sampedro et al.
(2021) show that social media platforms and e-commerce applications facilitated
business continuity during lockdowns. However, progress has been uneven.
Viteri-Rade et al. (2022), in a study of family-run microenterprises in
Guayaquil, identified a lack of awareness regarding the strategic value of
digital marketing, although they also noted a willingness to adopt it. The
tension between technological availability and effective utilization
constitutes the central issue of this review.
The guiding
question of this study is: What are the main digital marketing tools that can
serve as marketing strategies for microenterprises in Ecuador’s retail sector,
and what conditions determine their effectiveness? The objective is to
integrate theoretical contributions, regional evidence, and national findings
to identify tools, benefits, barriers, and criteria for implementation. It is
argued that the alternatives with the greatest potential are those that form a
complete commercial journey: they attract audiences, facilitate conversations,
convert interest into orders, enable secure payment and delivery, and encourage
repeat purchases. Creating profiles or posting offers without objectives,
accountable parties, and performance indicators generates visible activity but
does not necessarily lead to performance.
MATERIALS Y METHODS
A systematic
literature review with descriptive and interpretive scope was conducted. This
design allows for the identification, organization, evaluation, and synthesis
of knowledge derived from previous research through explicit and reproducible
decisions. Snyder (2019) notes that a literature review constitutes a research
methodology when the search, selection, and analysis serve a defined purpose.
To enhance transparency, the PRISMA 2020 guidelines were followed, particularly
regarding the definition of sources, eligibility criteria, data screening, and
presentation of the process (Page et al., 2021).
The review
combined scientific articles on digital marketing, e-commerce, and small
businesses with institutional reports necessary to contextualize connectivity,
digital transformation, and economic performance. The synthesis was qualitative
because the documents featured different designs, samples, indicators, and
regions; therefore, it was not appropriate to integrate their results as if
they were equivalent measures. The analysis sought convergences, differences,
conditions of application, and gaps, while exercising caution regarding
unproven causal relationships.
The search
focused on Google Scholar, SciELO, Redalyc, and academic or institutional
documents included in the original manuscript. Combinations of the terms
“digital marketing,” “digital commerce,” “e-commerce,” “social media,”
“microenterprises,” “SMEs,” “performance,” “Ecuador,” “digital marketing,”
“e-commerce,” “SMEs,” and “business performance” were used in both Spanish and
English. The primary time frame was 2018–2025, although directly relevant
institutional and methodological documents were retained. The review’s cutoff
date was 2025, in accordance with the analyzed bibliographic corpus.
Publications
with full-text versions in Spanish or English were included if they addressed
at least one of the following relationships: digital tools and marketing;
digitization and performance; e-commerce and small businesses; social media and
business adaptation; or the Ecuadorian digital context. Qualitative,
quantitative, and mixed-methods studies, as well as reviews and reports from
organizations, were accepted. Duplicates, works unrelated to business outcomes,
and documents whose information did not allow for the identification of
authorship, date, or thematic contribution were excluded.
A matrix was
designed to include authorship, year, title, source, context, method, tools
analyzed, main findings, and limitations. The review was organized into ten
categories: innovative alternatives; impact of digitization; adaptation to new
trends; competitiveness; usefulness for microentrepreneurs; the Ecuadorian
commerce sector; digital marketing in Ecuador; national evolution; application
in microenterprises; and strategic tools.
The thematic
corpus consisted of articles, reviews, and reports used in the analysis, in
addition to the two methodological sources. Table 1 lists all the references
used and allows for verification of the correspondence between citation, title,
and year. Figure 1 summarizes the review process. Since this is a literature
review, the results express reported associations and patterns; they do not
prove that any single tool, on its own, leads to increased sales.
Table 1. Bibliographic
information for the references used
|
Cita |
Título del artículo o documento |
Año |
|
Acosta Rodríguez
y Rodríguez-Rojas (2019) |
Implementación de
marketing digital: un desempeño empresarial para pequeñas y medianas empresas |
2019 |
|
Ballerini et al. (2023) |
How
commitment and platform adoption drive the e-commerce performance of SMEs |
2023 |
|
Banco Central del
Ecuador [BCE] (2025) |
Cuentas
nacionales: cuarto trimestre de 2024 y previsión 2025 |
2025 |
|
Baque Cantos et al. (2021) |
Marketing digital y su incidencia en el desarrollo
comercial de las microempresas de Manta pos-COVID-19 |
2021 |
|
Bradač Hojnik y Huđek
(2023) |
Small and
Medium-Sized Enterprises in the Digital Age |
2023 |
|
Caraballo et al. (2023) |
Digital
Marketing Adoption in Small and Medium-sized Enterprises |
2023 |
|
CECE y UEES
(2025) |
Estudio de
Ecommerce 2024: VII medición |
2025 |
|
Villalba Ávila (2023) |
La evolución del marketing a lo largo del tiempo:
del marketing 1.0 al marketing 5.0 |
2023 |
|
García-Pujay et
al. (2024) |
Digital Marketing
in Ibero-American SMEs: A Systematic Review from 2013 to 2022 |
2024 |
|
Castro Medina (2025) |
Uso de redes sociales como estrategia de marketing
digital en las pymes de América Latina |
2025 |
|
Kemp (2025) |
Digital 2025:
Global Overview Report |
2025 |
|
Unión
Internacional de Telecomunicaciones [UIT] (2023) |
Datos
y cifras 2023 |
2023 |
|
Perdigón et al.
(2018) |
Estrategias de
comercio electrónico y marketing digital para pequeñas y medianas empresas |
2018 |
|
López y Rivera (2020) |
De la teoría a la práctica: el emprendimiento en
Ecuador en época de COVID-19 |
2020 |
|
Loyola et al.
(2024) |
Medición de la
digitalización de mipymes de Azogues, Ecuador |
2024 |
|
Molina et al. (2023) |
El mobile marketing como estrategia comunicativa en
la industria 4.0 |
2023 |
|
CEPAL (2022) |
A Digital Path
for Sustainable Development in Latin America and the Caribbean |
2022 |
|
Núñez Cudriz y
Miranda Corrales (2020) |
El marketing digital como un elemento de apoyo
estratégico a las organizaciones |
2020 |
|
OCDE (2023) |
OECD SME and
Entrepreneurship Outlook 2023 |
2023 |
|
Page et al. (2021) |
The
PRISMA 2020 Statement |
2021 |
|
Perdigón Llanes
(2020) |
Estrategia
digital para fortalecer la gestión comercial de las cooperativas
agropecuarias cubanas |
2020 |
|
Rodríguez et al. (2020) |
El e-commerce y las mipymes en tiempos de COVID-19 |
2020 |
|
Saltos Cruz et
al. (2023) |
Modelo de gestión
de marketing digital para pymes |
2023 |
|
Sampedro Guaman et al. (2021) |
Transformación digital de la comercialización en las
pymes a través de redes sociales |
2021 |
|
Snyder (2019) |
Literature Review
as a Research Methodology |
2019 |
|
Ukshini et al. (2025) |
Meta-analysis
of Publications on the Impact of Digital Marketing Strategies on SME
Performance |
2025 |
|
Viteri-Luque et
al. (2018) |
Importancia de
las técnicas del marketing digital |
2018 |
|
Viteri-Rade et al. (2022) |
El marketing digital en las microempresas familiares
de Guayaquil en la postpandemia |
2022 |
|
Banco Mundial
(2024) |
Digital Progress
and Trends Report 2023 |
2024 |
|
Zambrano Camacho et al. (2024) |
El marketing y su incidencia en las ventas de las
microempresas del sector comercio del Guayas |
2024 |
Note:
A duplicate reference from the original document was consolidated. The table
includes articles, reviews, contextual reports, and methodological sources that
are actually cited in the text.
Figure
1
Workflow
for the literature review
|
Identificación |
|
Depuración |
|
Elegibilidad |
|
Síntesis |
RESULTS
Innovative
alternatives integrate social commerce, digital catalogs, instant messaging,
marketplaces, electronic payments, and coordinated deliveries. Social commerce
bridges the gap between discovery and purchase: consumers view a product, check
availability, negotiate terms, and confirm their order all within the same
ecosystem. Perdigón Llanes (2020), while studying Cuban cooperatives,
demonstrates that a strategy based on Facebook can strengthen market
relationships, innovation, and competitiveness. His transferable insight lies
in designing processes, assigning responsibilities, and creating content,
rather than limiting the strategy to simply posting offers.
For
Ecuadorian microenterprises, WhatsApp Business is valuable due to its low
barrier to entry and because it integrates a product catalog, quick replies,
tags, location, and tracking. Instagram and Facebook facilitate discovery and
social proof; TikTok and YouTube expand audiovisual demonstrations; and
marketplaces drive traffic and build transactional trust. Rodríguez
et al. (2020) view e-commerce as an alternative for streamlining operations and
expanding markets, while Ballerini et al. (2023) explain that performance
improves when there is a genuine commitment to the channel and the platform’s
features become operational capabilities. Innovation, therefore, does not
consist of accumulating apps, but rather of reducing the difficulty customers
face in learning about, comparing, paying for, and receiving products.
Digitalization
expands the potential market, reduces information costs, and makes part of the
consumer response observable. Loyola et al. (2024), based on an analysis of
companies in Azogues, link digitalization to business recovery and
profitability. Baque Cantos et al. (2021) also identify the contributions of
digital marketing to the commercial development of microenterprises in Manta.
Overall, national evidence suggests a positive association between digital
capabilities, operational continuity, and business performance, although the
study designs reviewed do not allow for attributing every change in sales to a
specific platform.
The impact
is influenced by connectivity, logistics, trust in payment systems, content
quality, and response speed. The World Bank (2024) argues that digital progress
creates opportunities for productivity and inclusion but warns of gaps in
connectivity, data, and capabilities; the ITU (2023) confirms that internet
access continues to grow unevenly. The study by the Ecuadorian Chamber of
E-Commerce and Espíritu Santo University (CECE and UEES, 2025) presents
e-commerce as an ecosystem where devices, financial services, supply, and
logistics converge. This perspective avoids a common pitfall: increasing
promotions without sufficient inventory or delivery capacity can harm the
customer experience and a company’s reputation.
Adaptation
requires a shift from short-term responses to planned management. During the
pandemic, many companies incorporated online networks and sales to sustain
operations; they then had to transform that reaction into a sustainable
competitive advantage. Villalba (2023) describes the evolution from
product-centric marketing toward approaches focused on the consumer,
experience, data, and personalization. Current trends include omnichannel
marketing, conversational commerce, short-form video, accessible automation,
and analytics; however, their adoption must align with the needs of the
audience and the business’s actual capabilities.
The OECD
(2023) notes that SMEs need managerial capabilities, skills, and support
networks to navigate the digital transition. Castro Medina (2025) identifies
Facebook, Instagram, and WhatsApp as among the platforms most widely used by
Latin American SMEs, while also pointing out barriers related to training and
resources. A reasonable approach begins by standardizing brand identity,
product catalog, pricing, and customer responses; continues with tracking
inquiries and sales; and only then incorporates advertising, automation, or
artificial intelligence. This gradual progression allows businesses to assess
costs, correct errors, and ensure that the promised online experience aligns
with actual availability and service.
Digital
marketing strengthens competitiveness when it helps differentiate the offering,
understand the customer, and measure performance. Núñez and Miranda (2020)
present it as a strategic support linked to the organization’s overall
objectives, not as a separate activity. García et al. (2024), in their review
of Ibero-American SMEs, observe uneven adoption and a recurring relationship
with sales management. Ukshini et al. (2025) find that digital marketing has a
positive effect on the performance of SMEs, although the magnitude of this
effect varies by sector and implementation conditions.
For a
commercial microenterprise, competing does not mean matching the budget of a
large chain. The advantage can come from specialization, proximity, visible
availability, rapid response, and reliable delivery. Reach and engagement are
initial indicators, but they must be complemented by qualified leads,
conversion, repeat purchases, margin, and customer acquisition cost. This
perspective prevents us from considering a campaign successful merely because
it accumulates followers. Competitiveness is sustained when data allows for
adjustments to the value proposition and better allocation of time and budget.
Microentrepreneurs
need to prioritize because they have limited resources. Viteri et al. (2018)
describe social media, content, and digital media as relevant techniques, but
their value depends on consistent application. Caraballo et al. (2023)
emphasize that adoption requires skills, investment, and learning. An
up-to-date catalog, organized responses, verifiable information, and clear
payment methods can generate more value than a complex campaign that fails to
hold the customer’s attention. After streamlining the basic process, the
business can expand its advertising, customer base, or its own store.
Strategic
value also depends on human buy-in. Training should include content creation,
digital services, data protection, order tracking, and interpreting metrics.
Acosta and Rodríguez (2019) highlight the contribution of websites, social
media, search engines, advertising, and email to business performance. However,
a tool only becomes an asset when it addresses a need and fosters learning.
Therefore, digital literacy constitutes the intangible infrastructure needed to
transform free or low-cost platforms into sustainable commercial capabilities.
The
Ecuadorian retail sector comprises neighborhood stores, family-run businesses,
specialized distributors, and chains with widely varying capabilities. The
Central Bank of Ecuador (BCE, 2025) highlights the significance of commercial
activities within the national accounts and their sensitivity to fluctuations
in consumption and production. Zambrano et al. (2024) observe a recovery in the
sector’s sales following the 2020 decline, but note that microenterprises
continue to face financial constraints. These differences in size, geographic
scope, and formalization status influence the ability to adopt technology and
compete.
Digital
commerce has shifted from simple informational ads toward processes that
integrate promotion, customer interaction, payment, delivery, and after-sales
service. López and Rivera (2020) describe how Ecuadorian entrepreneurs adapted
during the emergency, and Sampedro et al. (2021) highlight the role of online
marketplaces and shopping apps. Connectivity provides a favorable foundation
but does not guarantee a satisfactory transaction. Businesses need to align
published information with inventory, communicate clear terms, protect data,
and resolve changes or complaints. Perdigón et al. (2018) specifically
highlight security, consumer behavior, and search engine optimization as key
dimensions of a comprehensive strategy.
The national
evolution can be divided into three stages. The first stage involved a basic
online presence through websites, social media profiles, and ads that
transferred traditional communication to the virtual environment. The second
stage incorporated interaction, messaging, and social commerce, all of which
accelerated during the pandemic. The third stage integrates payments,
logistics, automation, analytics, and an omnichannel experience. Molina et al.
(2023) place mobile marketing within the communication practices of Industry
4.0, an approach consistent with the central role of the smartphone in
business-to-consumer interactions.
The
expansion of the internet and social media creates the conditions for an
everyday commercial relationship. Kemp (2025) documents the breadth of digital
use, while CECE and UEES (2025) highlight the growth of electronic transactions
and project that this trend will continue. The most significant evolution is
also behavioral: consumers expect quick responses, verifiable information, and
payment and delivery options. Maturity is not measured by the number of
followers, but by the ability to attribute inquiries, orders, repeat purchases,
and profit margins to specific actions. Omnichannel retailing does not
eliminate physical stores; rather, it coordinates stores, social media, courier
services, and distribution to maintain continuity.
Figure 2
Ecuadorian
E-commerce Indicators in 2024 and 2025 Projection
Note:
Prepared by the author using data reported by CECE and UEES (2025).
Figure 3
Evolution of
E-commerce in Ecuador from 2020 to 2025
Note: Values
are expressed in millions of dollars; 2025 is a projection. Prepared by the
author using data from CECE and UEES (2025).
Family-owned
microenterprises are characterized by centralized decision-making, a blurring
of personal and business finances, close customer relationships, and scarce
resources. Viteri et al. (2022) found that a lack of knowledge limits the
implementation of digital marketing in Guayaquil, despite an interest in
attracting customers and improving performance. This finding suggests avoiding
disproportionate recommendations. The first level should ensure a complete
business profile, a catalog with prices, consistent photographs, delivery
policies, hours of operation, frequently asked questions, and basic order
tracking.
A second
level incorporates targeted campaigns, a content calendar, loyalty messaging,
and a dashboard of metrics. A third stage can integrate proprietary e-commerce,
automation, and predictive models, provided that volume and capacity justify
it. Saltos et al. (2023) propose coordinating email and CRM, websites, social
media, inbound marketing, SEO, mobile devices, and paid advertising. This
sequence reduces waste and prevents the increase in inquiries from exceeding
service capacity. Zambrano et al. (2024) report a positive relationship between
marketing spending and sales, but caution that investment remains low and its
impact is still in its early stages; therefore, the budget must be accompanied
by planning and expertise.
Social media
and social commerce. Facebook, Instagram, TikTok, and YouTube facilitate reach,
segmentation, product demonstrations, and social proof. Each platform should
serve a specific function and lead to a concrete action. Castro Medina (2025)
confirms the regional prominence of Facebook, Instagram, and WhatsApp.
Reposting the same content across all platforms without adapting it to the
audience and format dilutes the message.
WhatsApp
Business and conversational marketing. Messaging converts interest into a sale
through catalogs, direct customer service, quick responses, and follow-up. Its
strength is proximity; its risk, improvisation. It is advisable to define
response times, tags by stage, consent for communications, and flexible
scripts. In Ecuador, it functions as a lightweight commercial infrastructure
that connects networks, payment, and delivery.
E-commerce,
marketplaces, and digital payments. A company-owned store offers control over
the customer experience and data; a marketplace brings traffic and trust,
though it charges commissions and limits direct interaction. Ballerini et al.
(2023) explain that the platform’s capabilities improve performance when the
company learns to use them. The choice depends on volume, margin, and
logistical capacity.
Content and
video marketing. Photos, demonstrations, comparisons, testimonials, and
tutorials reduce uncertainty and communicate value. Viteri et al. (2018)
consider content a core technique. Its effectiveness increases when it answers
real questions and links to available products. A balanced content calendar
combines education, trust, community, and product offerings.
SEO, local
presence, and targeted advertising. Search engine optimization improves
discoverability through names, descriptions, location, reviews, and helpful
pages. Advertising accelerates reach but requires clear objectives, target
audiences, and testing. Perdigón et al. (2018) link search rankings to security
and consumer awareness. Investment should be evaluated based on cost per
conversation, acquisition, conversion, and margin—not just impressions.
Email, CRM,
and automation. Email remains useful for repeat purchases, updates, and
re-engaging identified customers. A CRM can start as a structured spreadsheet
with consent, history, and preferences. Automation should free up time from
repetitive tasks without dehumanizing the service. Automating disorganized
processes merely replicates their flaws more quickly.
Analytics,
artificial intelligence, and mobile marketing. Metrics allow us to identify
which content attracts audiences, which channel converts, and which customers
make repeat purchases. Artificial intelligence can support copywriting,
segmentation, and customer service, but it requires human review and data
protection. Molina et al. (2023) link mobile marketing to new communication
practices, and Ukshini et al. (2025) confirm the general relationship between
digital strategies and performance. The guiding principle must be verifiable
commercial utility.
The evidence
converges on three assertions. First, digital marketing can enhance visibility,
performance, and business continuity. Second, social media and messaging
platforms serve as accessible entry points for small businesses. Third, gaps in
knowledge, resources, infrastructure, and measurement limit value capture. The
alignment between the meta-analysis by Ukshini et al. (2025), the reviews by
Caraballo et al. (2023) and García-Pujay et al. (2024), and the Ecuadorian
studies from Manta, Azogues, Guayaquil, and Guayas lends consistency to this
interpretation.
There are
also differences that must be taken into account. Findings from the service
sector or cooperatives cannot be directly applied to retail without
adjustments. Similarly, an association between digitalization and profitability
does not prove that any given campaign will lead to increased sales. The
studies reviewed use diverse samples, time periods, and indicators; some were
conducted during the pandemic, when restrictions altered consumer behavior.
Therefore, the conclusion is conditional: these tools yield better results when
integrated with value propositions, inventory, customer service, payment,
logistics, and measurement.
Ecuador’s
main problem does not appear to be a total lack of technology, but rather its
fragmented use. There is activity on social media, but the source of customers,
conversion, repeat purchases, and profitability are often not tracked. Business
owners monitor followers and reactions, yet they remain unaware of each
channel’s marginal contribution. This gap hinders learning and leaves
investments vulnerable to algorithm changes. The priority must shift from mere
presence to a data-driven commercial capability, without losing the personal
touch that characterizes microenterprises.
In practical
terms, a minimum sequence is proposed: assess customers and capabilities;
select one or two channels; organize the catalog and content; establish a
conversation protocol; enable reliable payment and delivery; track data;
evaluate monthly; and scale gradually. Universities, chambers of commerce, and
public agencies can contribute through applied training, consulting,
connectivity, and digital security. Training should incorporate
industry-specific case studies and economic metrics to prevent digital
marketing from being reduced to the design of social media posts.
This review
has limitations. The analysis was based on a heterogeneous set of documents,
and descriptive or cross-sectional studies predominate. Information about
platforms changes rapidly, and while several institutional reports provide
context, they do not offer causal analysis. Furthermore, the retail sector
encompasses activities with varying profit margins, purchasing cycles, and
capabilities. These limitations do not invalidate the identified patterns,
though they require that these patterns be interpreted as guidelines rather
than a universal formula.
CONCLUSIONS
The main
digital marketing tools for Ecuadorian retail microbusinesses are social media,
WhatsApp Business, websites, e-commerce, marketplaces, content marketing,
video, SEO, targeted advertising, email, CRM, analytics, automation, and mobile
marketing. Their value lies not in acting as standalone substitutes, but in
forming a system that accompanies the customer from discovery through repeat
purchases. The selection should be tailored to the target audience, product,
profit margin, geographic area, and operational capacity.
The review
identifies a positive correlation between digitalization and performance, but
the benefit depends on training, planning, trust, security, logistics, and
measurement. Simply creating online profiles does not guarantee
competitiveness; value arises when each interaction is linked to business
objectives and results. For small businesses, the most sustainable strategy is
a gradual one: first organize the product offering and customer service,
measure conversions and complaints, and then expand investment or technological
sophistication.
Future
research should measure sales, margins, retention, customer acquisition costs,
and return on investment using longitudinal designs and comparisons by
activity, territory, and level of maturity. It is also advisable to study data
protection, the impact of artificial intelligence, and dependence on platforms.
This agenda would make it possible to distinguish between short-term adoption
and true, sustainable digital capability.
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Acosta Rodríguez, N., &
Rodríguez-Rojas, Y. L. (2019). Implementación de marketing digital: un
desempeño empresarial para pequeñas y medianas empresas.
Ballerini,
J., Herhausen, D., & Ferraris, A. (2023). How commitment and platform
adoption drive the e-commerce performance of SMEs: A mixed-method inquiry into
e-commerce affordances. International Journal of Information Management, 72,
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[*]Universidad de
Guayaquil, fernando.viteril@ug.edu.ec,
https://orcid.org/0000-0002-9096-6735
* Universidad de Guayaquil, Ana.viteriorb@ug.edu.ec, https://orcid.org/0009-0007-3396-2555
* Universidad de Guayaquil, Steve.guarnizoc@ug.edu.ec,
https://orcid.org/0000-0001-5212-7116