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Two trends confront managers in the 1990s. Technology will become increasingly important, and firms will tend to become more “market‐oriented”. This will pose considerable challenge to managers responsible for the development and commercialization of new products. Argues that traditional approaches will not work because time‐to‐market will have to be reduced, product technology content will have to be increased, and competitive intelligence will have increased impact on development efforts. Discusses traditional approaches to product development and commercialization and presents a model which integrates engineering concepts and market‐oriented perspectives.

A study of Korean service firms found that the level of information technology use is significantly related to the performance of the marketing function. Support was lacking only for the categories of “use of outside database” and “networking between mainframe computer and PCs.” In addition, the form of information technology use is significant in its contribution to the performance of the marketing function. This study supports the argument that benefits of information technology investment can be identified. Furthermore, there is evidence of a time lag in the payoffs from information technology, because the benefits of connectivity have not yet been realized.

The dominant worldview among marketers is one of technology optimism, which holds that technological advances influence consumers and businesses in positive ways. In direct contrast to this perspective, I advance the thesis that at the organizational frontlines where marketers interact with consumers by observing, informing, persuading, negotiating and co-creating with, and entertaining them, technology commonly produces unforeseen and unexpected effects on consumers with significant negative implications for marketers. The result is Adverse Technology-Consumer Interactions (ATCIs). Marketing practitioners play an instrumental role in producing and exacerbating ATCIs. Yet, I argue they have few incentives to fully investigate the underlying reasons, understand their scope, or find solutions to these potentially troublesome phenomena. Academic researchers, however, are uniquely poised to identify ATCIs, investigate them in depth by considering their industry-wide and society-wide import, develop appropriate theoretical frameworks, and design and test solutions to alleviate their effects. I develop these ideas by considering two ATCIs, falling response rates to customer surveys and customer reactance to frequent price changes. I also point out promising research opportunities for both these phenomena.

Investigates the level of transfer of marketing technology to China via a content analysis of leading marketing and marketing‐related journals in China. Based on the findings, suggests that parts in the transfer process should: adopt a more “international” perspective; pay more attention to the customer orientation; and make a stronger commitment in actualizing the transfer exercise.

The popularity and use of mobile marketing technologies or devices have led to significant interest from researchers and practitioners, particularly in small- and medium-sized enterprises (SMEs), where these technologies offer significant benefits to SMEs given the poor human capital and financial constraints encountered. The use of mobile marketing devices assists SMEs to boost their sales promotion strategies which aim at increasing the sales of their products and services. However, there has been limited focus on developing a suitable framework that enables the evaluation and shared an understanding of the factors influencing the adoption of mobile marketing technology by service SMEs in Nigeria. Therefore, this paper aims to develop a theoretically grounded framework for exploring these factors and explaining their impact on mobile marketing technology adoption in SMEs in Nigeria.

The study is qualitative and used both unstructured and semi-structured interviews with a total of 26 participants drawn purposively from NIJA database in Nigeria. Thematic analysis was deployed in analysing the data.

The study developed an extended technology organisation environment (TOE) framework by incorporating the value anticipation context which helped to unveil 16 key factors influencing mobile marketing technology adoption in service SMEs in Nigeria. The finding revealed that factors associated with the extended TOE framework have an impact on SMEs mobile le marketing technology adoption but at different levels.

The limitation of this study emerged because of the use of qualitative methodologies about the research design, rigour in the collection and management of the large volume of the raw data, the data analysis and the credibility of the findings. This may lead to unforeseen respondent and research bias in the data analysis, which may lead to a limited understanding of alternatives and insights into the factors influencing the adoption of mobile marketing. Hence, other measures and approaches such as case study and mix-method could be deployed to validate the findings further. Also, one of the limitations of qualitative study has been the issue of theoretical generalizability of the framework. The generalizability of the formwork needs to be established across a broader range of the population. Future studies may apply confirmatory statistical techniques to test and ascertain the validity and reliability of the framework across a broader population of mobile marketing technology adopters in Nigeria. Such studies may be used as a benchmark for the theoretical constructs and the factors that may lead to the success or failure of mobile marketing technology adoption.

The study had further enriched TOE framework and provided an analytical dimension for exploring the adoption of mobile marketing technology. It also demonstrates the capacity to provide a reliable explanation of the factors and serves as a tool for evaluating the benefits or challenges of mobile marketing technology adoption in SMEs in Nigeria.

Although the marketing of high technology has attracted a number of writers over the 1980s and 1990s, there is, as yet, no shared agreement as to the critical issues marketing managers must address to be successful in this area. Based on observation and experience, suggests a framework of six emerging themes which regularly appear when examining marketing in the high‐technology arena and which are closely – related to the key characteristics of high‐tech products. Each of the themes identified has implications for the marketing task facing marketing managers of high‐tech products – they reinforce the need to address both internal and external marketing issues and the importance of further research to develop paradigms appropriate to successful commercial activities in high‐technology industries. Includes the “softer” problems of technology seduction and the usefulness of concepts such as the technology life cycle, and also covers the need to focus on credibility, standards, positioning and infrastructure, all of which impact on the way marketing managers will orchestrate the marketing mix. The themes in no way replace standard marketing approaches, but do provide a background for the formulation of marketing strategy and a basis for further development in this area.

Little conceptual and empirical effort has been directed toward differentiating high technology from low technology products, and identifying effective strategic alternatives for marketing technology‐based products. The purpose of this paper is to answer such fundamental questions as: what a high technology product is; what dimensions differentiate between high and low technology products and their marketing strategies; and what types of marketing strategies high technology companies should use. These issues are tackled from a contingency theory perspective with the assumption that marketing of high technology products, compared to that of low technology products, is influenced by different industry/market situations, and thus strategies should be designed and used differently. The paper reports the results from a survey of over 100 Australian firms, which examined the environment‐strategy‐performance link for low versus high technology‐based products. It discusses the implication of the results for marketers of high‐tech products.

The enabling technologies that emerged from information technology (IT) have had a considerable influence upon the development of marketing tools, and marketing has become digitalized by adopting these technologies over time. The purpose of this paper is to demonstrate the impacts of these enabling technologies on marketing tools in the past and present and to demonstrate their potential future. Furthermore, it provides guidance about the digital transformation occurring in marketing and the need to align of marketing and IT.

This study demonstrates the impact of enabling technologies on the subsequent marketing tools developed through a content analysis of information systems and marketing conference proceedings. It offers a fresh look at marketing's digital transformation over the last 40 years. Moreover, it initially applies the findings to a general digital transformation model from another field to verify its presence in marketing.

This paper identifies four eras within the digital marketing evolution and reveals insights into a potential fifth era. This chronological structure verifies the impact of IT on marketing tools and accordingly the digital transformation within marketing. IT has made digital marketing tools possible in all four digital transformation levers: automation, customer interaction, connectivity and data.

The sequencing of enabling technologies and subsequent marketing tools demonstrates the need to align marketing and IT to design new marketing tools that can be applied to customer interactions and be used to foster marketing control.

This study is the first to apply the digital transformation levers, namely, automation, customer interaction, connectivity and data, to the marketing discipline and contribute new insights by demonstrating the chronological development of digital transformation in marketing.

Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.

Despite many years of academic research into organisational integration and effectiveness, organisations still struggle to successfully implement strategy and achieve competitive advantage. However, the rapid evolution of marketing technologies such as big data, marketing analytics, artificial intelligence and personalised consumer interactions offer potential for an integrated marketing communication technological capability that aligns and integrates an organisation. Programmatic advertising is one such integrated marketing communication (IMC) technology capability, applying and learning from customer information and behaviours to align and integrate organisational activity. The literature on programmatic is embryonic and a conceptual framework that links its potential to organisational effectiveness is timely. This paper aims to develop a framework showing the potential for programmatic advertising as an IMC technology capability to enhance organisational integration and performance.

An exploratory methodology gained insight from 15 depth interviews with senior marketing executives from both organisations and external advertising agencies.

Four elements of a programmatic integrated organisation were identified and aligned with seven marketing activity levers to deliver firm performance measures.

This research contributes to theory, affirming IMC as a capability and positioning programmatic as a means of organisational integration.

The model also offers guidance for practitioners looking to integrate programmatic into their organisation.

To the best of the authors’ knowledge, this is the first paper to look at programmatic from an IMC perspective and as a means of organisational integration. It is also the first to apply Moorman and Day’s (2016) model to explore organisational integration and programmatic, developing a new model, specifically contextualised for programmatic advertising.