The brand, the persona and the algorithm: How datafication is reconfiguring marketing work☆

Artificial intelligence in interactive marketing: a conceptual framework and research agenda

“…It is a branch of [AI] based on the idea that systems can learn from data, identify patterns and make decisions with minimal human intervention" (p. 866). Research on AI-enabled customer engagement, although in its infancy, has been conceptualizing and empirically investigating how machines learn through automated adaption processes without human intervention, thereby enhancing machine-to-human interactions Value "co-creation is enactment of interactional creation across interactive system-environments, entailing agencing engagements and structuring organizations" (Ramaswamy and Ozcan, 2018, p. 200) Customer engagement (Gao et al, 2023), mobile marketing (Manser Payne et al, 2021b), smart devices (Fox and Hoy, 2019;Rokonuzzaman et al, 2022), chatbots (Lalicic and Weismayer, 2021), health care (Leone et al, 2021), industrial/business-tobusiness marketing (Burström et al, 2021;Dwivedi and Wang, 2022;Li et al, 2021;Petrescu et al, 2022), financial services (Manser Payne et al, 2021a;Manser Payne et al, 2021b), cognitive technologies (Mele et al, 2021), customer relationship management (Chatterjee et al, 2021), branding (Aimé et al, 2022) Value-in-use "is the extent to which a customer feels better off (positive value) or worse off (negative value) through experiences somehow related to consumption" (Grönroos and Voima, 2013, p. 136) (continued )…”

“…Industry factors. Certain industries tend to experience more rapid innovation and integration of technology, such as AI, into the marketing function (Aimé et al, 2022;Shankar et al, 2021). Industry competitiveness may influence the speed of change, shaping how consumers evaluate value-in-use and ultimately the AI-interactive marketing success (Aimé et al, 2022;Iveson et al, 2022).…”

“…The adoption of AI for interactive marketing requires strategic shifts within the marketing function, managerial mindsets and firm-level orientations to establish an organizational commitment to AI (Davenport et al , 2020; Fountaine et al , 2019; Volkmar et al , 2022). Firm-level strategic orientations and related organizational culture factors help set the direction for the marketing function and influence the extent to which AI-enabled marketing initiatives become embedded across an organization's operations (Aimé et al , 2022; Latinovic and Chatterjee, 2022). Firms seeking to leverage AI across interactive marketing contexts are more likely to embrace an agile or adaptive mindset (Latinovic and Chatterjee, 2022), a prerequisite for AI-driven digital transformation to become entrenched within the organization's business model processes (Burström et al , 2021; Chang, 2022).…”

“…The strategic importance of omni-channel operations and related innovations may also influence the extent to which organizations seek to deploy AI-enabled marketing efforts (Varadarajan et al , 2022; Zimmermann et al , 2023). Finally, AI requires firms to leverage data and analytics, compelling firms to prioritize a data-driven strategic orientation across operations (Aimé et al , 2022; Latinovic and Chatterjee, 2022). Overall, research examining the link between AI in interactive marketing is still in its infancy (Manser Payne et al , 2021a).…”

Persona preparedness: a survey instrument for measuring the organizational readiness for deploying personas

“…Research shows that researchers and practitioners consistently display interest in creating and using personas towards user-centric design goals [ 36 , 75 , 90 ], but they nonetheless struggle to implement personas in active day-to-day use [ 3 , 35 , 70 ]. The adoption and active use of personas are hindered by factors such as perceived lack of credibility, accuracy, or usefulness [ 35 , 42 , 70 , 89 , 92 ].…”