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This paper aims to establish how strategic target-market selection decisions are shaped, challenged and driven in response to the rapidly evolving technological landscape…
This paper aims to establish how strategic target-market selection decisions are shaped, challenged and driven in response to the rapidly evolving technological landscape. The authors critically evaluate the implications of these changes for the role of marketers and the organizational function of marketing.
The research uses qualitative methods. Key-informant interviews are conducted among senior organizational practitioners within client-side organizations, digital agencies and strategic marketing consultancies, seeking to contrast their views.
The findings reveal an erosion of responsibility for the integrated strategic role of marketing decision-making. In particular, the authors reveal that the evolving digital landscape has precipitated a sense of crisis for marketers and the role of marketing within the firm. This extends beyond simply remedying a skills-gap and is triggering a transformation that has repercussions for the future of marketing and its practice, thus diminishing functional accountability.
The findings have long-term implications for marketing as a strategic organizational function of the firm and for marketing as a practice.
The study considers an increasingly digitalized marketplace and the associated impact of big data for the function of marketing. It reveals the changing scope of strategic marketing practice and functional accountability.
Privacy is a topic of major interest to the marketing community that has fuelled the development of legal and technical mechanisms to protect customers' anonymity and to…
Privacy is a topic of major interest to the marketing community that has fuelled the development of legal and technical mechanisms to protect customers' anonymity and to prevent the misuse of customer data. Nevertheless, data breaches continue to occur. The purpose of this paper is to offer new insight into the causes of such breaches, thus paving the way for novel approaches to privacy protection.
The paper presents a semiotic framework identifying the data, task related and normative factors that influence behaviour. A qualitative study with branch and back office employees in a British financial institution illustrates the explanatory value of the framework.
The results show that the legal tools provide guidance only when they are clear, relevant and enforceable, that technology reduces idiosyncrasy but has limited application and, crucially, that employees' attitudes, group norms, preconceptions and mental processes dramatically condition behaviour.
The study integrates the limited marketing literature available on the reasons for privacy breaches, and advances the understanding of the role of employees in safeguarding customer data. It is an exploratory, small‐scale study that simultaneously offers new insight and identifies areas where further research is needed.
The paper presents practical contributions to marketing managers concerning policy wording, job design and reward schemes.
The study delivers a holistic framework to assess how the various privacy related initiatives may interact with each other, and specifically focusing the researcher's attention on what is often the weakest link in privacy protection: staff.