Within the set of digital marketing strategies, organic positioning in search engines has the main objective of achieving visibility on platforms such as Google, which then translate into a growth in traffic to our websites. In this sense, the discipline of Search Engine Optimisation (SEO) is in charge of implementing a series of on-page and off-page tactics in order to promote search engine algorithms to index our sites among the first results, since these results are the ones that concentrate a higher click through rate (CTR). In this attempt to adapt the websites to the requirements rewarded by the algorithms, ignorance or trickery may cause sites to be over-optimised, which is interpreted by search engines as attempts to manipulate or cheat the algorithm. If detected, websites that have carried out these actions, whether consciously or unconsciously, are penalised by platforms such as Google. These penalties cause large drops in positions on the results page or, in the worst-case scenarios, a complete delisting of the website, which disappears from search engines, causing the site to lose visibility and the long-term work involved in SEO to be destroyed. In this article, we will recognize the types of penalties and the reasons why Google and other search engines punish websites, as well as a series of techniques to correct these punishments.

Mobile marketing is a field of digital marketing constantly being reinterpreted due to the unstoppable progress of smart devices, founded little more than ten years ago, which have little to do with the conventional mobile phones that appeared in the nineteen nineties. In the same manner that interconnected mobility is changing human habits, the rest of the areas in digital marketing knowledge are adapting to a new reality which does not yet have known behavioural patterns. Mobility has an immense impact on digital marketing spheres, such as advertising, search engines, social networks, email marketing and promotional marketing. All these have been transforming, to the detriment of traditional browsing and functionalities linked to desktop computers. We are therefore reaching that moment in which digital mobility itself forms an implicit part of the definition of marketing. We could say that the concept independent of mobile marketing has its days numbered.

The article proposes the reorientation of business strategy. This theoretical perspective is applied in a case study that considers the adventure sports tourism sector in the Pallars Sobirà region. The theoretical business strategy references used are the concepts of competitive advantage and generic strategies of Porter (1991). The generic strategy followed by this sector in Pallars Sobirà is analyzed using the available data on sales of adventure sports activities; it is concluded that the design of said strategy does not take advantage of the opportunities to build a competitive, local, sustainable advantage. The possibility of a strategic reorientation of the sector that pursues a competitive advantage in terms of product differentiation, regional sectorial strategy, the prioritization of water sports, the expansion of the market to Spain and the rest of the world, customer loyalty and the diversification of tourist products for the whole year is suggested. However, the decision to maximize profits by reorienting the strategy depends on value judgments that involve the entire region.

The financial sector, and banking in particular, is especially sensitive to the application of business ethics. On the one hand, because its role as a strategic sector of the economy is a key and determining factor and, on the other, because during recent years, and especially since the financial crisis of 2008, it has been the protagonist of numerous scandals and bad practices. The adoption of ethical behavior is fundamental in the operation of banks, since these organizations manage a very sensitive asset that is owned by their customers — money. Sota much sota, that not only speaks of banking ethics, but even the existence of ethical banks; two aspects that are different. The purpose of this paper is to analyze the characteristics that define ethical banking and what aspects differentiate it from banking ethics.

The value of a company is usually measured with data included in the firm’s accounting records and other financial information, such as financial forecasts. This type of valuation provides an incomplete value, since it does not take into account other economic, social and environmental aspects. For this reason, the objective of this article is to discuss how companies can quantify the costs and benefits that their activities generate for society and the environment (externalities). Therefore, the article describes how to reach an estimate of the company’s real value (or total value) by adding the social and environmental value to the firm’s financial value, according to the «True Value» methodology (KPMG, 2014). Additionally, this methodology is applied to a business in order to estimate its real value. Once the estimate has been calculated, the study analyzes how externalities can end up affecting the value of the company. Finally, a strategy is proposed so that the business can minimize the negative impact of externalities on its results.

The main aim of this article is to explain how a computer process, the «Blockchain» or chain of blocks, can generate the necessary trust for the creation, acceptance and increasingly widespread use of digital currencies, under a new concept or paradigm of money not maintained by any state or supranational entity: cryptocurrencies. In order to understand this process, the technical aspects of how the blockchain operates and how it has managed to generate confidence in the end user are explained first. Secondly, its implementation will be analyzed through the best known of all, Bitcoin, and through the data related to the expansion and use of the main cryptocurrencies in a market that in the last two years has multiplied by 65, reaching half a trillion dollars. This work closes by exposing the main conclusions and reflections.

In the current context, where the objective of the central banks is their fight against deflation and sustainable economic growth, the value of money—that is, the interest rate—and the value of a currency—the exchange rate—play an essential role in making decisions about monetary policy.

The use of new technologies has led to growth in the size and complexity of financial markets. This expansion and transformation of finance has led to the frequent emergence of new financial products which demand a society capable of adequately understanding how these markets operate, in order to be better informed when making saving, investment and borrowing decisions.

Despite the fact that the education of society in financial matters is still a distant concept, technology is advancing and radical changes are being made to how we conduct transactions and guarantee the fulfilment of contracts through a new protocol called «blockchain», which may represent a new trading platform in the financial markets and in society in general.

This article presents a reading on the implications of an extremely loose monetary policy considering two basic instruments: extremely low interest rates and synchronised devaluation of currencies in different economies. Some of the reasons that explain the rise of digital currencies and their security system are also analysed.

The banking industry is facing a major transformation of its activity due to the need to reinvent its services (which are expensive and not designed for online use), the change in user demand for digital products and the need to adjust inefficient structures. Traditionally the financial sector has been almost exclusively an area for financial institutions, but the falling cost of technologies has led to the emergence of new players in the industry, such as fintechs, with alternative proposals in all spheres of financial activity, through new mobile-first and data-driven formulas. However, after a few years, most of these new companies experience scalability problems and, going against their original philosophy, they end up collaborating with banks, generating a partnership of mutual interest: fintechs contribute to the transformation of the bank, and with the support of the bank, they achieve growth that they would not achieve alone. Through these banking-fintech partnerships, a paradox arises in that these entities which initially challenged the banks may end up being their point of support, ensuring the change to the banking sector is quicker and more transformational than disruptive. Conversely, the fintechs that remain in competition with the banks (between 20% and 25%) are forced into mergers, agreements, etc. in order to break-even. In Spain, the growth problems in these areas of competition with the banks (robo-advisors and crowdlending) seem even more intense than in other countries.

The most significant problem for banks comes from the large tech operators that have the capacity to unseat financial institutions in some of the most profitable spheres of activity. It seems impossible for banks to maintain total control of the business in the spheres that are shared with tech operators, such as purchase payments and money transfers. However, banks have an advantage in terms of their widely-recognised customer data protection management, which is a value in which they clearly exceed the fintechs.

Banks are developing multiple agreement strategies with fintechs, such as direct purchases, acceleration and incubation programmes, venture capital funds, service agreements and partnership agreements. Proper analysis of each area of innovation is crucial to identify the contributions made by a fintech, and the key variables are the capacity to generate volume and ability to displace current banking services. This article proposes a relationship model consisting of the gradual integration of fintechs into banking environments through: i) integration into the core of the bank; ii) collaboration or service agreements; iii) contributing to their development through acceleration and incubation programmes and the launch of “challenger” programmes or competitions to discover talent.

The foundations of traditional financial business are being shaken by the emergence of new actors who are introducing new business models based on the opportunities offered by recent technological advances. Fintechs are technology-based companies that offer financial services digitally through technological solutions and which focus on the needs and preferences of the consumer. Faced with the threat posed by this disruption in the financial market, banks and fintechs are developing collaboration strategies that take advantage of the innovative potential of fintechs in order to bring it to the general public through traditional banking structures and portfolios. This integration process is not free from obstacles and challenges, one of the main ones being the change in the business culture of traditional financial institutions.