Marketing accountability and marketing automation: evidence from Portugal

Abstract

PurposeThe present study seeks to outline the role of marketing automation (MA) in measuring the return on marketing activities and the challenges associated with reaching accountability in marketing.Design/methodology/approachTo investigate the objective of the study, the authors adopted a qualitative approach, conducting an exploratory study among ten key informants located in Portugal.FindingsBased on the results of the qualitative analysis, a conceptual framework is proposed, which includes both strategic- and operational-level factors with the goal of creating a value-based agenda. In this agenda, executives such as the Chief Marketing Officer emerge as value creators, fostering business scalability, and further arguments are provided to justify budget allocation to MA activities.Originality/valueThrough careful research of the elements that characterize the phenomenon under study, the present paper ultimately contributes to a better understanding of MA and accountability within the current business paradigm.

Assessing the AI-CRM technology capability for sustaining family businesses in times of crisis: the moderating role of strategic intent

“…Though adoption of AI-CRM is expected to help sustain family firms during the COVID-19 pandemic, the unprecedented circumstances exacerbated the gap between the current performance and the expected and desired performance of family firms (Singh and Thirumoorthi, 2019). In such a precarious situation, the managers or owners of the family firms had to reframe their marketing operations, focus on marketing accountability and indulge in activities which could ensure customer welfare as well as the survival of their businesses (Silva et al. , 2021).…”

“…The COVID-19 pandemic has introduced some new conditions to which firms need to adhere, influencing the reasonings of the decision makers and compelling them to reframe the mechanisms of their marketing operations for their survival by ensuring customers' welfare (Syam and Sharma, 2018;Singh and Tiwari, 2019;Silva et al, 2021). In this crisis, family businesses, comprising approximately 90% of all firms (Xi et al, 2015), have suffered greatly.…”

“…The new apocalyptic environment necessitated family businesses to change and adjust their business models by adopting, developing and implementing new technology (Kumar et al, 2020;Rust, 2020;Vla ci c et al, 2021). In such a situation, success is perceived to have been actuated had the family businesses efficiently, timely and accurately analyzed the huge volume of customer data to meet customers' needs (Singh and Tiwari, 2019;Silva et al, 2021). As such, it is argued that CRM activities must be considerably developed, which can be achieved by integrating AI-technology with CRM systems of family businesses (Schultz and Pick, 2012;Graca et al, 2015).…”

“…, 2021). In such a situation, success is perceived to have been actuated had the family businesses efficiently, timely and accurately analyzed the huge volume of customer data to meet customers’ needs (Singh and Tiwari, 2019; Silva et al. , 2021).…”

Guest editorial: The future of family business: marketing challenges in times of crisis

“…Consequently, decision-makers face new conditions that affect their reasoning and their customer validation, forcing them to reframe their marketing operations (Syam and Sharma, 2018). This new set of rules has led to an increased demand for marketing internationalisation (Casprini et al ., 2020) accountability (Silva et al ., 2021) and for activities that facilitate customer welfare and business survival (Singh and Tiwari, 2020).…”