The Reconfiguration of Marketing Organization in the Age of Digital Transformation: A Paradox Perspective

2021 ◽  
Vol 32 (2) ◽  
pp. 108-127
Author(s):  
Fabienne Berger-Remy ◽  
Marie-Eve Laporte ◽  
Isabelle Aimé

For most companies, digital transformation is at the top of the agenda. This article digs into the tensions faced by the marketing organization, which, along with other departments dealing with business intelligence, is particularly affected by the ongoing digital transformation. The goal of this research, which builds on the theory of paradox, is to explore how and to what extent these tensions produce changes inside large marketing organizations, which, in turn, leads to potential reconfigurations. A qualitative thematic study was conducted. It included 16 in-depth interviews with high-level internal and external consultants and data collected at 12 conferences. The findings show that the digital transformation of marketing is leading to unprecedented complexity. More specifically, they show the tensions resulting in three paradoxes: a learning paradox (the combination of traditional and digital marketing skills), an organizing paradox (both expertise and a holistic view), and a performing paradox (both customer and brand centricity). The findings also highlight the resolution strategies that these organizations adopt as they attempt to respond to these paradoxes. On this basis, different possible scenarios emerge and are discussed regarding the reconfiguration of the marketing organization.

2021 ◽  
Vol 13 (12) ◽  
pp. 6735
Author(s):  
Ganesh Dash ◽  
Debarun Chakraborty

This study explores the relationship between digital marketing practices, customer satisfaction, customer involvement, and purchase intention. The focus is on the life insurance digital marketing strategies during a pandemic and the resultant lockdown and shutdown. This work sought to analyze the digital transformation of marketing practices and the customers’ resultant purchase intentions. COVID-19 was taken as the prevailing pandemic and its impact on the digital transformation of marketing strategies. Five dimensions of digital marketing strategies with eighteen items and three items each of customer satisfaction and purchase intention were considered for practical purposes. It used structural equation modeling to study 535 responses of life insurance customers. Findings indicate that SEM/SEO, display, and E-CRM practices significantly impacted customer satisfaction and purchase intention. Further, a mediation-cum-moderation approach was undertaken. Customer satisfaction significantly affected purchase intention and played a good mediator between digital marketing practices and purchase intention. Additionally, customer involvement moderated the relationship between content marketing and communication with purchase intention. This research work helps life insurance marketers in general. The digital channel managers expressly understand their key areas of strengths regarding the five dimensions of digital marketing strategies. Accordingly, they frame their plans for decision-making to improve customer satisfaction and resultant purchase intentions. It provides a direction for future adoption of specific marketing strategies during a pandemic and consequent shutdown and lockdowns.


2020 ◽  
pp. 77-94
Author(s):  
Storbacka Robert ◽  
Kaj Anold

Digitalization affects every aspect of a firm’s business model–from front-end to back-office, from how firms create value for their customers to how they capture value– and doing so can reshape every facet of the firm. By adapting their business models to the possibilities of technology, firms are facing an accelerating transformation of their activities, offering new opportunities for “out-of-the-box” development of new processes and tools, which effectively challenge deeply engrained functional silo- based thinking. Despite the ubiquity of digital transformation, much academic research still seems to take a functional view (Verhoef et al. 2019), where information systems look into the development and adoption of specific technologies (Nambisan et al. 2017) or analytics schemes (Davenport and Ronanki 2018), strategic management research focuses on understanding the role of new digitalized business models (Foss and Saebi, 2017), and marketing research focuses on what is generally called “digital marketing” or the development of an omni-channel environment (Verhoef et al. 2015; Lamberton and Stephen 2016; Kannan and Li 2017).


2019 ◽  
Vol 13 (01) ◽  
Author(s):  
Kaustubh Jain ◽  
Jinendra Kumar Jain

The massive Indian market is changing fast. The pace of change is rapid with digital channels and constantly growing with volume and strength perpetually. Digital Marketing is really the High buzz in current scenario. It is one of those sectors in the marketing industry which is considered to be an experience an exponential growth due to this it makes studying about digital really interesting. At a high level, digital marketing refers to advertising of brands delivered through Businesses leverage digital channels such as search engines, mobile applications, website sales, social media, various e-mails to connect with current and prospective customers digitally. The term digital covers a wide range of marketing activities in current era, all of which are still not universally agreed upon, the current research focuses on the most common types of research which is known as exploratory research towards Digital Marketing in India. This issue raised is rarely been addressed by the academicians and researchers in Bhopal. The study used digital marketing parameters to measure the awareness and effectiveness of digital marketing among marketing professionals in Bhopal.


2019 ◽  
Vol 19 (2) ◽  
pp. 23
Author(s):  
Gergely Görcsi ◽  
Gergő Barta ◽  
Zsuzsanna Széles

A vállalatok működése szempontjából a döntéstámogató funkció folyamatos fejlesztése, monitorozása kiemelt jelentőségű, hiszen az vezetést támogató eszközként segíti a menedzsmentfeladatok ellátását. Az üzleti intelligencia (business intelligence, BI) olyan infokommunikációs megoldás, mely a vállalati rendszerekből különböző adatforrásokat felhasználva képes az adatok összekapcsolására és elemzésére. A napi üzletmenet gördülékeny biztosítása céljából alkalmazott tranzakciós rendszerektől eltérően a BI-eszközök beszámolás orientáltak, a fókusz a döntéstámogatásra helyeződik. A kutatás a fogalmak tisztázását követően képet ad a legfrissebb üzleti intelligencia trendekről. A tanulmány szakmai mélyinterjúk elemzésén keresztül betekintést nyújt az üzleti intelligencia megoldások világába. A kutatás eredményeként az olvasó képet kaphat a BI bevezetésétől várt eredményekről, az implementáció és a hosszú távú működtetés sikerkritériumait illetően. --- Gergely GORCSI - Gergo BARTA - Zsuzsanna SZELES Success criteria for the application of business intelligence solutions In the running of any given company, continuous improvement and monitoring of decision support functions is crucial for such activities to serve as tools to support management tasks. Business Intelligence (BI) is an infocommunication tool that connects and analyses data from corporate systems using varied data sources. Unlike transactional systems that are used to ensure the sound operation of day-to-day business, BI tools are report-oriented, and focus on decision support. Reviewing related concepts, this research gives an overview of the latest business intelligence trends. Our study sets out to provide an insight into the world of business intelligence solutions by analysing professional, in-depth interviews. Through our research, one will become familiar with the results expected from the introduction of BI, in relation to the success criteria of its implementation and long-term operation.


2021 ◽  
Vol 4 (1) ◽  
pp. 93-111
Author(s):  
Edi Sugiono ◽  
Andini Nurwulandari ◽  
Fithri Khairina

The company strives to remain at a high level of competition with various strategies in maintaining its business. Many new companies find it challenging to keep their company due to marketing strategies that do not follow current globalization developments. Therefore the company will try to find ways to market its products, starting from promoting products, knowing products to make customers loyal. The purpose of this study is to see the effect of advertising, promotion, personal selling, direct digital marketing, and public relations on sales performance and customer loyalty by taking samples at the Paul Bakery Kota Kasablanka Jakarta. The research method used is descriptive, namely an analysis that describes the variables to the bakery's sales volume at Paul Bakery Kota Kasablanka. The results showed: the advertising variable has no positive effect on sales performance, customer loyalty, and sales performance through customers; promotion variable has no positive impact on sales performance and sales performance through customer loyalty but has a positive effect on customer loyalty; personal selling variable has a positive effect on sales performance, employee performance through customer loyalty but has no effect on customer loyalty; direct digital marketing variable has a positive effect on sales performance and customer loyalty but does not have a positive effect on sales performance through customer loyalty, and public relations variables have a positive effect on sales performance, customer loyalty and sales performance through customer loyalty.


Author(s):  
Galina Yu. Peshkova ◽  
◽  
Anna Yu. Samarina ◽  

The present article concentrates on revealing prospects of Business Intelligence systems use for efficient management. Terms studied include information technologies, management, Business Intelligence, vendor, dashboard, business analytics. Digital transformation influences all the spheres and management is no exception. Data and related processes are considered to be one of the most significant aspects of doing business. Public administration is also exploring prospects of information technologies in general and Business Intelligence systems in particular. Saint-Petersburg is one of the pioneers regarding this and can serve as a fine example for the rest Northwest Region and Russia on the whole.


Author(s):  
Somya Chaudhary

This chapter focuses on the factors necessary for strategic Business Intelligence (BI) success from a managerial point of view. BI results from the various information and human knowledge source systems, as well as the holistic view of the business processes within an organization. However, for the BI process to be synergetic within an organization, the management of the organization should be responsible for providing an environment that is conducive to yielding optimum BI generation and utilization. The goal should be to maximize the resources and minimize the inefficiencies that are systematic within an organization. Open lines of communication, with shared goals and objectives, and organization-wide standards are crucial for overall success. The factors for BI success are all interrelated and non-sequential. However, each needs to be executed and communicated with complete diligence on part of the management for overall strategic success. Lastly, to accommodate a healthy and ethical BI environment, the corporate philosophy and work methodologies may warrant necessary modification.


Author(s):  
Caterina Paola Venditti ◽  
Paolo Mele

In the era of digital archaeology, the communication of archaeological data/contexts/work can be enhanced by Cloud computing, AI, and other emergent technologies. The authors explore the most recent and efficient examples, ranging from some intrinsic properties of AI, i.e. capabilities of sense, comprehend and act, and looking at their application in communication both among specialists of the archaeological sector and from them to other recipients. The chapter will also provide a high-level overview of knowledge extraction solutions from tons of structured and unstructured data, to make it available through software applications that perform automated tasks. Archaeologists must be ready to go down in trenches and communicate their studies with a deep consciousness of chances given by these technologies, and with adequate skills to master them.


2022 ◽  
pp. 383-408
Author(s):  
Kerstin Christiane Felser

For decades, the German automotive industry has benefitted from a process of IT-enabled transformation with the ongoing deployment of state-of-the-art IT. Despite the high relevance of IT for innovation and process efficiency, the industry has outsourced up to 80% of the IT budget to external IT providers as IT has generally not been seen as a core competence. In recent years, the phenomenon of digital transformation has emerged, along with the consequent disruptive impacts associated with digital technology deployment. One area of significance in the corporate environment is the current and potential impact of digital transformation on future IT sourcing strategies. Through an analysis of existing literature and a series of in-depth interviews with industry experts, the chapter examines how and why the German automotive industry is reviewing IT sourcing strategies in response to the anticipated implications of digital transformation. A change in the ratio between outsourcing and insourcing has a significant impact on in-house employment and third-party business operations.


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