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The problems of achieving a successful interface between marketing science and marketing practice are numerous. Furthermore, they vary from subject to subject and from environment to environment. To avoid getting lost in this hall of mirrors, attention has been paid in this piece of research to four important subjects. First, a philosophical and organisational point of view is proposed about the proper role and funding structure for marketing research and marketing science activities. Next, some marketing science contributions to design issues are examined. In marketing, these are the ‘what kind’ questions about products, product lines, and associated market communications. Third, the ‘how much’ issue is discussed as it relates to total marketing expenditures and their allocations across the marketing mix. Having discussed some approaches to these ‘gut’ issues, the last section reviews in general terms the current state‐of‐the‐art in marketing science and some factors which may shape future developments. This synopsis deals mainly with the organisational problems of using marketing science.

In this chapter, we connect our focus — the organizing of marketing — to one of the strongest drivers for its change — digitalization — and draw attention to various “dual forces” that affect marketing as a consequence. These dual forces are associated with the concept of ambidexterity. Given that companies today are affected by digitalization, both internally in their organizations and in their external business relations, and that they need to act as ambidextrous organizations handling both old (“analog”) and new (“digital”) situations, how does this affect marketing, in general, and the organizing of marketing, in particular?

The chapter will be founded on the assumptions that digitalization is a central driver of change in business and society today, and this digitalization requires organizations to explore new opportunities while still operating with mature technologies in mature markets. Marketing most often has a central role in this situation of digitalization. The connection between digitalization processes, ambidextrous organizations, and the processes of organizing marketing is the focus of this chapter.

The subject is wide, and the aim of the chapter is to generate ideas on some potential consequences for marketing management and organization. The chapter ends with a set of propositions serving as starting points for further studies of the links between digitalization, marketing management and organization, as well as the forces resulting from digitalization.

Regardless of its relevance for economic development, the influence of strategic orientation by innovation orientation, and strategic marketing by marketing capability on firm performance, this interesting study focused on firms with strategic industries (defense and security) in Indonesia. It approached the gap in three ways. Initially, the examination was conducted on the role of innovation orientation, marketing capability, the interaction of innovation orientation and marketing capability on firm performance. The next step was considering the contribution of state-owned enterprise (SOE) and non-SOE. Finally, this relationship was studied in strategic industries of firms in Indonesia. The firm performance in this study, which we chose, was operational performance. The proposed conceptual model would be tested by distributing questionnaires to 41 firms in Indonesia. This study gave insight into the matters, which should be the companies’ focus, to improve their operations’ performance. By using PLS-based structural equation modeling (SEM) analysis, the results of the relationship between innovation orientation, marketing capability, and the interaction between innovation orientation and marketing capability on operational performance were identified. The findings could be clarified via the variations in the characteristics of enterprises (SOE and non-SOE). Moreover, there were clear variations in the findings, which were recognized among the firms’ relatively different characteristics. The main finding was a challenge to generalize the relationship from strategic orientation and strategic marketing to performance. The results of firm characteristics also had considerable managerial relevance. The authors recommend strategic industries (defense and security) in Indonesia in achieving operational performance excellence. Management’s importance is paying attention to the relationship between innovation orientation, marketing capability, and dynamic capability in running a company organization.

The research aims to determine the directions for developing marketing strategies of state commercial banks based on quantitative metrics for evaluating the effectiveness of the marketing activities of banks adapted for the banking sector. During the research, the author applied the methods of terminological, structural, and logical analysis, analogy, synthesis, system analysis, methods of generalization and grouping, table and graphic methods, economic and statistical methods, and methods of dynamic and logical analysis. The result of this research is the systematization of existing theoretical and methodological approaches to calculating the effectiveness of marketing activities in a bank, as well as the calculation of the author's methodology for assessing the main, innovative, and total effectiveness of marketing activities in leading Russian banks. The methodology for assessing the quantitative indicators of a bank's marketing effectiveness has been improved, which consists of the indicators of the effectiveness of fixed costs for marketing in the bank and considers unforeseen expenses caused by the bank's innovative activity related to challenges of time and digital transformation.

This chapter discusses whether marketing can ever be Islamic given the common view of marketing functions as unsustainable and sometimes unethical, for example, how marketing promotes materialism.

This chapter reviews extant literatures in Islamic marketing, with a particular emphasis on stakeholder orientation in marketing.

We argue that Islamic marketing is indeed compatible with the concepts of ethical and sustainable marketing encompassing social, environmental as well as economic perspectives and encourages ethical behaviour.

This chapter highlights that discussions on Islamic marketing should include sustainable marketing and emphasises the growing importance of stakeholder orientation in marketing.

People, in general, seem to maintain a rather elementary meaning of rural marketing. Although there exists certain common features of rural marketing, there does not exist as yet, a reliable published work on this concept. The methods of rural marketing are very different from marketing in urban areas. These differences have usually occurred for a variety of reasons especially (a) paying careful attention to the development of urban markets and (b) a development in the marketing sector in the urban areas would be more visible than what they might be in the rural areas.

However, rural marketing stands for developing a form of marketing suitable for the rural areas. In this process of marketing, the marketeers and promoters will be required to consider the rural prejudices of the inhabitants therein, including those of the women consumers too. These markets also lack infrastructures, goods on demand are often different from those of the urban markets and lack of facilities proves to be a hazard for the suppliers of products. Nevertheless, it has been maintained in this work that rural marketing can be developed when it becomes a policy issues.

Introduction – In recent years virtual reality and augmented reality (AR) applications, which are widely used in many sectors, have become important tools in marketing communication. The change and differentiation that takes place in a revolutionary digital environment also affect social change. This change has led to the use of AR applications as a communication tool to affect all decisions of consumers in the purchasing process.

Purpose – The focus of this study is on AR applications using an experimental application in the context of marketing communication with experiential marketing and new technologies.

Method – This experimentation was carried out on over 2 million downloaded mobile applications by Turkish users of an AR brand of wall paint. The experiment included 32 consumers, painters, and interior designers in Istanbul. These formed the groups of the study. The authors aimed to determine whether AR mobile applications are seen differently between these three groups in terms of attitudes and buying intentions vis-a-vis other brands. Thus, the authors will determine the importance of AR applications in marketing communication, satisfaction of experience, and the effect on purchase intention in terms of the different groups. In line with the results, strategies will be presented to marketing practitioners. The literature review of the study enabled the formation and design of the research method and scales.

Findings – The preliminary study revealed that the attitudes toward experiential marketing, brand attitudes, and purchase intention using the AR application were significantly different from the catalog application.

The objective of this short research-informed, practitioner-orientated paper is to provide a viewpoint on interactive marketing pre and post COVID-19.

This is a conceptual article designed to articulate a viewpoint that despite COVID-19 the strategic considerations that marketers need to make remain unchanged.

As a result of the pandemic, there is much more obvious use of interactivity in other, aligned functions such as sales and customer services. The effectiveness of interactive marketing will only be increased by having focus on the fundamental roles of the marketing discipline, strategy and segmentation, and understanding customers at the individual level. We also need reminding briefly that the rules of competition had changed well before the COVID-19 pandemic. The traditional make and sell model has been substantially replaced by new technology-enabled organisations without the restrictions of high fixed costs and cloying bureaucracy. Customers can now search for and evaluate products and services independent of suppliers and now have as much information about suppliers as suppliers have of customers. This is the backcloth against which marketers face the challenges at the beginning of 2021. We conclude that there is a great future ahead. There is no reason why the best of interactive marketing will not be capable of building relationships that are great for customers, great for the people who create them, great for all stakeholders and great for the environment.

This is a practitioner viewpoint outlining the view that COVID-19 has not had as great of an impact on interactive marketing practice as technological change has and that interactive marketing will continue to develop after COVID-19 has receded.

Business start‐ups and enterprise development are supported by the UK Government through Local Enterprise Agencies (LEAs) with the provision of managed workspaces and ancillary facilities. Local Enterprise Agency managers may not have business or marketing backgrounds. The extent of use of marketing concepts and practices by staff in LEAs was investigated. A questionnaire was sent to a sample of 30 LEA managers (10% of all LEAs) covering their understanding of LEAs' market ‘positioning’, promotional activity and client targeting. The findings show that the application of formal marketing approaches is weak, even among LEA managers who possess marketing qualifications. It seems unlikely that potentially successful entrepreneurs are seen as a target market by LEA staff or are actively attracted to take advantage of the facilities and services available. Local Enterprise Agencies emphasize the importance of capabilities in business planning, in their clients. However, entrepreneurs are, in general, notably weak in this business function and LEAs may therefore be de‐selecting entrepreneurs in their selection procedures. These findings suggest a weakness in LEA operations. It is recommended that training in marketing specifically tailored to the LEAs' task should be given to LEA managers.