Some ideas on marketing transformation from the academic literature

Some ideas on marketing transformation from the academic literature

1. David Edelman and Jason Heller. 2015. "How digital marketing operations can transform business" McKinsey Digital, July.

1.1 "Marketing operations is certainly not the sexiest part of marketing, but it is becoming the most important one. With businesses unable to keep pace with evolving consumer behavior and the marketing landscape, the pressure is on to put marketing operations—skilled people, efficient processes, and supportive technology—in a position to enable brands to not just connect with customers but also shape their interactions";

1.2 "Establishing a center-of-excellence function to develop and manage a consistent content operating model across divisions resulted in transparency, new governance, and improved processes. That cut the time to generate content, stopped the growth in costs, and brought new discipline into managing the impact of content. As a result, marketing return on investment has improved by more than 20 percent";

1.3 "Marketers are aware of what needs to be done, and many are taking action. But that often boils down to implementing new technology platforms, adding head count, or increasing digital allocations within the marketing-spending mix. While these are important steps, they won’t solve the challenge. Fundamentally, modern marketing operations calls for the thoughtful, deliberate development of new processes, coordination, and governance";

2. V. Kumar. 2018. "Transformative Marketing: The Next 20 Years" Journal of Marketing Vol. 82 (July 2018), 1–12.

2.1 "... transformations in the marketing function reflect changes in the immediate business environment. While the impact of transformations can be identified through companies’ financial results, a deeper meaning for such a transformation exists in societal changes. In other words, ongoing changes among consumers, markets, and marketing departments feature prominently in the need for business transformations";

2.2 "....geographical boundaries are increasingly blurred, and technology has emerged as a powerful integrator of markets. Consequently, the location advantage that many companies have enjoyed is gradually eroding, and they now must compete in an increasingly global world. Further, an explosion in the varied number of offerings to satisfy niche and specific user needs have made product differentiation more difficult. These changes have made companies rethink their portfolios of offerings";

2.3 "... transformations in the marketing function can produce changes in the immediate business environment, such as through data, technology, and privacy factors. Advances in big data and cloud computing have brought tremendous changes in terms of need for and affordability of data. The adaptability and customization capabilities of these applications have enabled marketers to establish personalized means of communication with their user base. Employees are now able to access all their customer data and information on a point-and-click interface, connect and interact with other stakeholders involved in the marketing process, and deliver meaningful content and offerings";