Holistic Marketing Management, Volume 9, Issue 3, Year 2019

Vol ume9 , I s s ue3 , 2 0 1 9

Edi t or i al :HumanCapi t al ,Res k i l l i ng,Lear ni ngCul t ur e,andMi c r ol ear ni ng TheodorVal ent i nPURCĂREA

“ Mar k et i ngSc i enceandI ns pi r at i ons ” ,Keepi ngCus t omer sEngaged Cos t el I l i uț ăNEGRI CEA

Mar k et er s ’Res k i l l i ngwi t hi nt heDi gi t alTr ans f or mat i on,aToday’ s Es s ent i alTas kf orAppr oac hi ngNewDi gi t alRol es I oanMat ei PURCĂREA

ThePl at f or m Al mat yEur as i anUni v er s i t yCompl ex ( AEUC) :Her i t age&Adv ancedTec hnol ogy ,Eur as i a,Vi et nam,Si l kRoad May or sCl ub,andTUNPar t nerTur k i s t an Ber ndHALLI ER

Mar k et i ng’ sReI nnov at i oni nTer msofWi l landSk i l l TheodorPURCĂREA

Editorial Board of “Holistic Marketing Management” (A refereed journal published four times annually by the School of Management-Marketing of the Romanian-American University) Editor-in-Chief Theodor Valentin PURCĂREA

Bernd HALLIER

John SAEE

John L. STANTON

Léon F. WEGNEZ

William PERTTULA Levent ALTINAY

Andrew KILNER Dana ZADRAZILOVA Riccardo BELTRAMO Sinisa ZARIC Gabriela SABĂU Hélène NIKOLOPOULOU Vasa LÁSZLÓ Peter STARCHON John MURRAY Kamil PÍCHA

Holistic Marketing Management

President of European Retail Academy; President of EuCVoT, Member of the Astana Economic Scientists Club; Former Managing Director EHI Retail Institute, Germany, Chairman of the Advisory Board of EuroShop, Chairman of the Board of the Orgainvent, Trustee of EHI Retail Institute at GLOBALG.A.P. President - Association of Global Management Studies (USA); Editor-in-Chief, Journal of Entrepreneurship and Sustainability Issues & Former Editor-in-Chief, Journal of Management Systems, USA; Australian Graduate School of Entrepreneurship, the Faculty of Business and Enterprise, Swinburne University of Technology; Member of France’s National Academy of Scientific Research (CNRS); Director - ESB International Teaching and Research Exchanges, Reutlingen University, Germany Professor of Food Marketing, Erivan K. Haub School of Business, Saint Joseph’s University Philadelphia, USA; Director, Institute of Food Products Marketing, Editor, Journal of Food Products Marketing; Hall of Fame of the European Retail Academy, Honored Personality 2016 Secretary General, International Association of the Distributive Trade, AIDA Brussels; Member of France’s Academy of Commercial Sciences; Doctor Honoris Causa of NUPSPA (SNSPA) Bucharest; Hall of Fame of the European Retail Academy, Honored Personality 2015; Administrator Secretary General of the Diplomatic Club of Belgium Internet Marketing Professor, College of Business, San Francisco State University, USA Professor of Strategy and Entrepreneurship, Research Area Leader, Oxford School of Hospitality Management, Faculty of Business, Oxford Brookes University, UK First MBA Director at the Rennes Graduate School of Business in France; Director of RAFME Research into Management Excellence; PhD (Cambridge), MBA (City, London) Faculty of International Economic Relations, University of Economics, Prague, Czech Republic University of Turin, Italy University of Belgrade, Yugoslavia Memorial University, Grenfell Campus, Corner Brook, Canada University of Lille 3, France Szent Istvan University, Hungary Comenius University in Bratislava, Slovakia Faculty of Business, Dublin Institute of Technology, Ireland Faculty of Economics, University of South Bohemia in Ceske Budejovice 1

Irena JINDRICHOVSKA Norbert HAYDAM Constantin ROŞCA Hans ZWAGA Roxana CODITA Dumitru MIRON Valeriu IOAN-FRANC Iacob CĂTOIU Virgil BALAURE Gheorghe ORZAN Luigi DUMITRESCU Marius D. POP Petru FILIP

Ion VOICU SUCALA Virgil POPA Alexandru NEDELEA Olguța Anca ORZAN Ana-Maria PREDA Ovidiu FOLCUȚ Doinița CIOCÎRLAN Marius Dan DALOTĂ Mihai PAPUC Gheorghe ILIESCU Costel NEGRICEA Alexandru IONESCU Tudor EDU Olga POTECEA Oana PREDA Nicoleta DUMITRU Monica Paula RAȚIU Elisabeta Andreea BUDACIA

Deputy Head of Department of Business Economics, University of Economics and Management, Prague, Czech Republic Faculty of Business, Marketing Department, Cape Peninsula University of Technology, South Africa President of Romanian Scientific Society of Management - SSMAR Kemi-Tornio University of Applied Sciences, Finland Technische Universität München, TUM School of Management Academy of Economic Studies in Bucharest National Institute for Economic Research, Romanian Academy; Romanian Marketing Association; Romanian Distribution Committee Academy of Economic Studies in Bucharest Academy of Economic Studies in Bucharest Academy of Economic Studies in Bucharest Lucian Blaga University of Sibiu Babes-Bolyai University, Cluj-Napoca Dimitrie Cantemir University, Bucharest Technical University of Cluj-Napoca, Management and Economic Engineering Department; University of Glasgow, UK, College of Social Sciences, School of Social & Political Sciences; Managing Editor, Review of Management and Economic Engineering Valahia University of Târgovişte Ştefan cel Mare University of Suceava Carol Davila University of Medicine and Pharmacy Bucharest Romanian-American University Romanian-American University Romanian-American University Romanian-American University Romanian-American University Romanian-American University Romanian-American University Romanian-American University Romanian-American University Romanian-American University Romanian-American University Romanian-American University Romanian-American University Romanian-American University

Associate Editors Diana SOCA Irina PURCĂREA Dan SMEDESCU Art Designer Director Alexandru BEJAN

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“Holistic Marketing Management” (A refereed journal published four times annually by the School of Management-Marketing of the Romanian-American University)

Volume 9, Issue 3, Year 2019

Contents

Theodor Valentin PURCĂREA - Human Capital, Reskilling, Learning Culture, and Microlearning ……………....................................................4

Costel Iliuță NEGRICEA – “Marketing Science and Inspirations”, Keeping Customers Engaged ……………………………………………………...……7 Ioan Matei PURCĂREA - Marketers’ Reskilling within the Digital Transformation, a Today’s Essential Task for Approaching New Digital Roles………………11

Bernd HALLIER (by courtesy of) - The Platform Almaty Eurasian University Complex (AEUC): Heritage & Advanced Technology, Eurasia, Vietnam, Silk Road Mayors Club, and TUN-Partner Turkistan………………………………….23 Theodor PURCĂREA - Marketing’s Re-Innovation in Terms of Will and Skill……………...28

The responsibility for the contents of the scientific and the authenticity of the published materials and opinions expressed rests with the author.

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Editorial: Human Capital, Reskilling, Learning Culture, and Microlearning

According to Deloitte 2019’s Global Human Capital Trends the top-rated challenge is learning, both a top reason for taking a job, and a solution recognized by the business leaders with regard to the imperative of continuous, lifelong development within the integration and connection of work and learning. (Volini et al., 2019) The need to improve learning and development (L&D) is their top-rated trend for this year, taking into account the evolving work demands and skills requirements, the growth imperative of reskilling, the need of both increasing agile and self-directed learning models’ adoption, and working to instill an end-to-end cultural focus on learning.

Deloitte’s Human Capital professionals pledge also for a new approach of talent acquisition in today’s world of changing jobs and skills. (Volini et al., 2019) They recommend organizations to continuously “access talent” in three ways: “mobilizing internal resources, finding people in the alternative workforce, and strategically leveraging technology to augment sourcing and boost recruiting productivity”.

A month later after the above mentioned Deloitte’s Human Capital professionals’ approaches, in May 2019, a Content Marketing Manager for Speexx in Munich, Christina Quintanilla, (Quintanilla, 2019) put in discussion Deloitte’s concept of “learning in the flow of life” (gaining new knowledge or skills during quotidian routine, fitting into someone’s daily live both at work and outside of it; in Deloitte’s terms, embedding the achieving of the goal of lifelong learning not only in the flow of work). Quintanilla suggested finally how to make learning as easy as possible for learners by: offering adequate content, controlling and making use of the power of both macrolearning (which is focused on a larger topic or field, providing a bigger picture for workers having more time to learn) and microlearning (which is a subset of macrolearning, focusing on specific skills or pieces of information quickly accessible, especially through mobile delivery); optimizing content for mobile delivery and encouraging the use of mobile learning; embedding a learning culture from the very beginning.

The well-known Adweek brought to our attention at the beginning of August this year the opinion of Vineet Madan, the founder and CEO of Junction Education (a learning platform-as-aservice company), with regard to the potential in the brand space of the microlearning programs as tools for both employee education, and training end-users of products and services. Madan underlined some best practices for schooling consumers (backward design, keeping it short and sweet, being mobile, delivering user-friendly recommendations and suggestions, and finishing strong), making the microcourses friendly, relatable and conversational. (Madan, 2019) This made us recall some other suggestive aspects: ▪ three years ago five key ways marketers and marketing teams benefit from microlearning were highlighted (closing the marketer’s skills gap, fitting into a busy marketer’s life by on-demand Holistic Marketing Management

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development, developing understanding and confidence in marketer’s data, strengthening communication skills and building a competitive strategic thinking, getting quickly ahead of the learning curve and delivering better service to customers); (Grovo, 2016) ▪ on the occasion of a talk at Learning Technologies 2018 on microlearning, the following definition was given: “a way of teaching and delivering content to learners in bite-sized (3-5 minutes) bursts at the point of need and with a focused and specific learning outcome. The learner is in control of what and when (s)he’s learning. This makes it particularly easy to apply on the job”; (EduMe, 2018) ▪ according to Digital Marketing Institute, microlearning is “a fresh and innovative way to provide employees with an effective yet simple way to learn the skills they need to succeed in the digital world”; (Digital Marketing Institute, 2018) Beyond books on this subject (such as: “Didactics of Microlearning”, by Theo Hug (Editor) – Waxmann, March 8, 2016); “The Microlearning Guide to Microlearning”, by Carla Torgerson - Torgerson Consulting, 1st Edition, December 20, 2016; “Big Book of Microlearning”, by Karl Kapp - American Society for Training & Development, 2019), other different opinions were expressed also with regard to, for example, the use of microlearning in sales enablement, (Cook, 2017) the benefits of creating microlearning marketing funnels, (Robins, 2018) things can be learned from content marketers to design better microlearning (Atkinson, 2019) or the use of drip marketing and microlearning to deliver training at the speed of business. (Campbell, 2019) Coming back to the above mentioned Deloitte’s Human Capital professionals it is worth underlining their future perspective view on “devwork” (the combination of development and work, considering learning and work as two constantly connected sides of every job), introducing a shared responsibility between L&D and the business (beyond coowning it). In their opinion, going on this way it is possible to get the fruits of learning new skills and encouraging a learning culture.

Allow us to end by making reference to two approaches of the marketing skills: ▪ one from August last year (Salesforce Canada), referring to surprising ways of improving marketing skills: improvise your way to a new marketing strategy, expand your horizons, speak programming like a Pro, give new games a sporting chance, pause for poetic moments; (Salesforce Canada, 2018) ▪ one from June this year (Alexandra Uifalean, Content Writer), showing which are the marketing skills necessary to survive the challenges of digital marketing: customer knowledge, storytelling, creativity, delegating, copywriting, listening, teamwork, adaptability, social media management, crisis management, time management, SEO, graphic design, decision making,

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analytics, foster relationships (cultivating meaningful relationships with customers). (Uifalean, 2019)

Theodor Valentin Purcărea Editor-in-Chief

References Atkinson, K. (2019). 6 Things We Can Learn From Content Marketers to Design Better Microlearning! The Training Room Online (TTRO), Apr 30. Retrieved from https://www.ttro.com/blog/learning-experience-design/6things-we-can-learn-from-content-marketers-to-design-better-microlearning/ Campbell, K. (2019). How to use drip marketing and microlearning to deliver training at the speed of business, Training Magazine, July 5. Retrieved from https://trainingmag.com/how-use-drip-marketing-and-microlearningdeliver-training-speed-business/ Cook, M. (2017). Use microlearning in sales enablement, Square 2 Marketing, Dec 28. Retrieved from https://www.square2marketing.com/blog/use-microlearning-in-sales-enablement Hug, T., Editor (2016). Didactics of Microlearning, Waxmann, March 8 Kapp, K. (2019). Big Book of Microlearning, American Society for Training & Development Madan, V. (2019). Why Education Is the Next Frontier for Brand Marketers, Adweek, August 7. Retrieved from https://www.adweek.com/sponsored/why-education-is-the-next-frontier-for-brand-marketers/?

Quintanilla, C. (2019). What Learning in the Flow of Life Means for L&D, Speexx, May 3. Retrieved from https://www.speexx.com/speexx-blog/what-learning-in-the-flow-of-life-means-for-ld/ Robins, W. (2018). The Benefits Of Creating Microlearning Marketing Funnels, ClickFunnels, May 6. Retrieved from https://www.clickfunnels.com/blog/creating-microlearning-marketing-funnels/ Torgerson, C. (2016). The Microlearning Guide to Microlearning, Torgerson Consulting, 1st Edition, December 20 Uifalean, A. (2019). 17 Marketing Skills Every Marketer Needs, Lumen5, June 5. Retrieved from https://lumen5.com/learn/marketing-skills/ Volini, E., Schwartz, J., Roy, I., Hauptmann, M., Van Durme, Y., Denny, B., Bersin, J. (2019). Learning in the flow of life 2019 Global Human Capital Trends, Deloitte, April 11. Retrieved from https://www2.deloitte.com/us/en/insights/focus/human-capital-trends/2019/reskilling-upskilling-the-future-oflearning-and-development.html Volini, E., Schwartz, J., Roy, I., Hauptmann, M., Van Durme, Y., Denny, B., Bersin, J. (2019). Accessing talent: It’s more than acquisition 2019 Global Human Capital Trends, Deloitte, April 11. Retrieved from https://www2.deloitte.com/us/en/insights/focus/human-capital-trends/2019/talent-acquisition-trends-strategies.html *** How Microlearning Makes Better Marketers, Grovo, 2016. Retrieved from https://blog.grovo.com/howmicrolearning-makes-better-marketers/ *** What is Microlearning? EduMe: The Workforce Success Platform, February 13, 2018. Retrieved from https://www.edume.com/blog/2017/12/11/what-is-micro-learning *** 7 Reasons to Use Microlearning in Higher Education, Digital Marketing Institute, March 6, 2018. Retrieved from https://digitalmarketinginstitute.com/blog/06-03-18-7-reasons-to-use-microlearning-in-higher-education *** 5 Surprising Ways You Can Improve Your Marketing Skills, August 13, 2018 by Salesforce Canada. Retrieved from https://www.salesforce.com/ca/blog/2018/08/5-ways-improve-marketing-skills.html

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“Marketing Science and Inspirations”, Keeping Customers Engaged Costel Iliuță NEGRICEA Dean of the RAU School of Management-Marketing

JEL Classification: Y30 There is new evidence that the “Marketing Science and Inspirations” Journal – a true brand of the Comenius University in Bratislava, Slovakia – is continuing to successfully mix science and inspirations, maintaining the memorable connection with its competent readers. We are witnessing again about how this Journal delivers the experiences readers want by always providing high-quality content, keeping them engaged, and works hard to ensure that it is a good match for new readers too. “Marketing Science and Inspirations” Journal is continuing to be consistent with its vocation, confirming with each new issue its ability to treat readers well, like savvy customers.

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We were again happy to receive by post the Issue 2, Volume XIV, 2019 of our Partner Journal „Marketing Science and Inspirations”, Comenius University in Bratislava, Slovakia.

The new issue of this well-known academic journal addressing to academics and practitioners covered as usual a wide range of interesting topics in the marketing research field: • “Readiness, use and enablers of digital customer interaction tools in Austria”. The authors Michael Wenzler and Michael Schmidthaler presented a first holistic measurement of Austrian B2B companies’ readiness to improve customer interaction and sales performance through the application of digital communication services. There were highlighted the necessary steps to craft a sustainable and comprehensive corporate strategy for this subject matter and it was showed the status-quo of implementation in Austrian Businesses by means of a novel digital customer interaction metric on a scale of 1 to 100. There were involved (within the discussed digital communication services) well-known social media outlets as well as the interaction facilitated though digital communication (such as: LinkedIn, Twitter, Facebook, Blogs and YouTube). The conducted empirical analysis (carried out by means of a quantitative analysis among 74 representatives from different economic sectors) assessed the effects directly influencing the degree to which Austrian businesses have implemented structured digital communication processes in sales and customer interaction service. It was confirmed the hypothesis of personal and industry-specific factors.

• “The relationship between emotional intelligence and sales performance in a businessto-business environment; with implications for cross-cultural adaptability”. The author Andreas Zehetner demonstrated how inconsistent are the existing empirical findings on the connection between emotional intelligence (EI) and sales performance. He examined possible reasons (the non-linearity of the relationship between EI and sales performance as well as the interaction of EI with professional skills and demographic variables). Zehetner conducted the empirical research as a census of sales representatives within the Austrian branch of an international company in the construction sector, collecting data by using three different methods to reduce effects appearing from method variance, and applying hierarchical regression modeling including three-way-interaction analysis. The results obtained (subject to high cross-cultural variability) are significant, confirming among other aspects, for instance, that sales and marketing managers should consider EI in recruiting and personnel development.

• “Advertisement wars? Watch whom you really offend”. The author Dagmar Sieglova showed how: within the highly competitive environment among industries across cultures companies are using increasingly subtle communication tools and strategies to convince consumers about the superiority of their brand, while social and cultural aspects are gaining in importance; successful businesses involve not only a good advertisement for their products or services, but also good relationships with a wider range of audiences. The author focused on the Holistic Marketing Management

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way marketers compete by managing comparative advertisement strategies and provided a sociolinguistic perspective on advertisement as a communication act. She also focused on the pragmatic function of offense, its socio-cultural contexts, and external effects on the interaction between companies and their customers (while trying to show the dynamics enacted in advertisement messages), and analyzed examples of advertisement wars between industry rivals in order to demonstrate how the use of comparative advertisement strategies affects the actors and their audiences. There were obtained interesting results.

• “Advertising and some of its legislative restrictions in the Slovak Republic”. The author Tomáš Peráček discovered certain ambiguities in the regulation of advertising which can cause difficulties in practice. He found out particular problems in the advertising of medicines and identified appropriate solutions to this problems.

This issue of the „Marketing Science and Inspirations” Journal also includes other sections such as: “Marketing Briefs” (Pavel Štrach – “Marketing: Getting out of sight”); “Captured us” (“Marketer of the year contest 2018 has its winner”; “LEMUR 2019 contest has Holistic Marketing Management

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its winner”; “Slovak national advertisement contest awards Golden nail 2019”); “Reviews” (Magdaléna Samuhelová – “Jachtchenko, Wladislaw: Manipulative rhetoric”); “Dictionary of Useful Marketing Terms” (Dagmar Weberová).

We always remember with pleasure that the Editor-in-Chief of the “Marketing Science and Inspirations” Journal is Professor Peter Starchon, Faculty of Management, Comenius University in Bratislava, Slovakia, who is also a Member of the Editorial Board of the “Holistic Marketing Management” Journal and of the “Romanian Distribution Committee Magazine”. It is also our honor and pleasure to remember both the significant meeting in Koln, Germany, in 2011, on the occasion of the working meeting of the European Retail Academy (ERA), and the different significant moments when the ERA President, Prof. Dr. Bernd Hallier (also a Member of both above mentioned Editorial Boards), visited the Romanian-American University.

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Marketers’ Reskilling within the Digital Transformation, a Today’s Essential Task for Approaching New Digital Roles Ioan Matei PURCĂREA Abstract We are witnessing really spectacular evolutions in today’s digital marketing world and there is still place for improvement, customers increasingly preferring digital interactions. Organizations do feel a real need of having multi-disciplinary teams within their digital transformation, while facing challenges such as the intelligent artificiality or conversational AI, struggling to ensure the integration of their technology stack so as to deliver a more immersive CX. And as marketing and sales are meeting at the point of lead generation, digital marketing is more important than ever, marketers are increasing, for instance, their investment in the social platforms, the use of conversion tracking in improving the ROI of the digital marketing campaigns, and the adequately managing the next generation digital interactions in the contact center, taking into account the rich nature of customers and enhancing CX with the help of recommended behavioral economics practices, deploying digital marketing talent with agility.

Keywords: Marketers’ Reskilling; Digital Marketing; Digital Transformation; Intelligent Artificiality; Conversational AI; Digital CX; Conversion Tracking; Digital Marketing Talent JEL Classification: D83; L86; M15; M31; M37; O33

Really spectacular evolutions in today’s digital marketing world Three years ago significant opinions were expressed such as those showing that in the digital interface between product and consumer is taking place the battle for today’s customer, this shift to the customer interface being continuously confirmed. (Carter, 2016) In today’s digital marketing world there are really spectacular evolutions (and there is still place for improvement), such as those reflected by: • the eMarketer principal analyst and author of eMarketer February 2019 report “Top 10 Tech Trends from CES 2019: How 5G, AI and the IoT Are Changing the Status Quo”, Victoria Petrock made reference to the marketers’ perspective of targeting campaigns or customizing products and messaging on the basis of consumers’ unique traits or behavioral characteristics (beyond the major outcry over privacy by the industry), and this within the context in which a recent Paysafe study conducted by Loudhouse (see the figure below) revealed that biometrics (the application of statistical analysis to biological data) was used by nearly half of consumers worldwide (on the basis on facial recognition technology, commonly); (Kats, 2019) Holistic Marketing Management

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Figure no. 1: What do internet users worldwide see as the benefits of using biometrics to confirm digital electronics Source: Kats, R. (2019). Consumers Are More Open to Biometrics, eMarketer, Aug 13 (work cited)

• after launching a connected jacket with Levi’s in 2015, Google granted recently an “Ergonomic Assessment Garment” patent for a smart garment (a t-shirt or jacket tracking the movements of workers or athletes with the help of electrically conductive yarn and embedded sensors) which captures biometric data from its users so as to make possible more comfortable and functional design clothing; (CB Insights, 2019) • beyond much discussed controversies in the last time, one of the most valuable tools in the digital marketer’s work belt remains Facebook, an unique platform for social connectivity stimulating the word of mouth, having breathtaking reach (1.7 billion monthly users worldwide); (Droesch, 2019) • there will be a clear increasing of the social network users worldwide by platform (Facebook, Instagram, Twitter, Snapchat) in 2023 compared to this year, as shown in the figure below; (He, 2019) Holistic Marketing Management

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Figure no. 2: Social network users worldwide, by platform, 2019 & 2023 Source: He, A. (2019). eMarketer’s July Earnings Recap: Facebook, Amazon, Google, Twitter, Snapchat, Netflix, eMarketer, Jul 30 (work cited)

• the Deloitte’s 2018 Global Automotive Consumer Study results revealed that including the digital touchpoints along the customer’s shopping journey are missing the opportunity to deliver on the promise of CX after a vehicle purchase (including in-dealership tools like kiosks and tablets, communications like chat, email and social media and dealer websites); (Reichheld, 2019) • brands can enhance (in today’s new guided economy where technology is guiding

customers before they even realized they needed guidance, making their lives more efficient and convenient), the digital CX in all channels by anticipating and proactively addressing customers’ needs; (eMarketer, 2019) • in US and UK, Generation Z (as revealed by a new study of JWT Intelligence and Snap

Inc.), the first generation raised maybe completely within the digital age, is using digital tools in expressing creativity online (Snapchat creative tools, Instagram creative features, Photoshop, iMovie, VSCO); (RetailWire, 2019) • with regard to the frequency of retailers communication, 29-36% from the US digital shoppers (according to a report of Yes Marketing) feel that it is too frequently, 5-10% from them said that it is not frequently enough, while 57-64% consider that (see the figure below); (Kats, 2019) Holistic Marketing Management

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Figure no. 3: How do US digital shoppers feel about the frequency of retailer communication Source: How Many Retail Communications Are Too Many? eMarketer, Jul 29 (work cited)

• Amazon, Google, and Microsoft account for 60% of total customers on the public cloud market; (Business Insider, 2019) • Ant Financial (an affiliate company of the Chinese Alibaba Group), one of the top 10 largest banks and internet companies in the world, has built the playbook for internet giants to create financial super apps globally (see the figure below). (CB Insights, 2019)

Figure no. 4: Ant has built the playbook for internet giants to create financial super apps globally Source: How Asia’s Internet Giants Are Creating The Playbook For Fintech Super Apps, CB Insights, 2019 (work cited) Holistic Marketing Management

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• Daniel Burstein, Senior Director, Content and Marketing at MECLABS Institute recently recommended marketers to replicate the physical experience’s delight in E-commerce (this type of commerce being seen by him as a brutally efficient product search, sale, and delivery engine); (Burstein, 2019) • a McKinsey’s study at the level of B2B businesses (surveying more than 150 decision makers and buying influencers at large companies, key accounts) revealed that more than a third of respondents self-identified as digitally savvy, preferring digital channels across the customer decision journey, only a smaller share of buyers using a mix of online and offline information (see the figure below). (Kohli, Paulowsky and Stanley, 2019)

Figure no. 5: Customers increasingly prefer digital interactions Source: Kohli, V., Paulowsky, R. and Stanley, J. (2019). How digital is powering the next wave of growth in keyaccount management, McKinsey, August (work cited)

The multi-disciplinary team presupposed by the digital transformation, involving including “Intelligent Artificiality”. Conversational AI, an organization’s priority transforming customer engagement In June this year we highlighted marketers’ need to be truly digital customer focused and to build deep digital customer relationships accordingly, keeping up with the ever-evolving digital marketing trends and providing a superior and seamless CX across the customer journey.

Today there is no doubt about marketers’ awareness of the role of CX in advancing digital Holistic Marketing Management

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transformation. (Purcarea, 2019) Allow us to also remember that at the end of 2017 we showed that CX is a very important benefit of digital transformation (CX and brand working together), being important to focus resources to implement digital transformation. (Negricea and Purcarea, 2019) Digital transformation involves a multi-disciplinary team, because it is made by with the help of adequate skills of CX (VoC, Journey strategy and mapping, Channel insights, Process tools) and Operational excellence (Process modelling, Lean and Six Sigma, Robotic Process Automation design/build, CX/Journey mapping), also mixing with Business experience (Business and application insights, Cross-functional processes), Technology expertise (Enterprise Applications, Change management, Low code, RPA, AI) and marketing insights, as shown in the figure below. (Moore, 2019) And as recently described by Connie Moore, Vice President and Principal Analyst at Deep Analysis (a research advisory firm focused on emerging technologies), this is an effort involving an outside in and inside out approach of the business, starting with clear steps.

Figure no. 6: Four disciplines of digital transformation Source: Moore, C. (2019). How to Build a Cross-Functional, Multi-Disciplinary Team for Digital Transformation, DOCUMENT Strategy Media, Summer 2019 digital issue (work cited)

We have seen that in the above figure AI (Artificial Intelligence) is one of the fifth elements included in the technology discipline of digital transformation. And speaking about teamwork we considered useful to make a link with a recent signal transmitted at the middle of this year, in the European Business Review, by the Founder of Rotman Digital, the Rotman Self Development Laboratory and the Joe Weider Foundation Leadership Development Laboratory, Mihnea Moldoveanu – who is Desautels Professor of Integrative Thinking, Professor of Economic Analysis and Vice Dean of Learning, Innovation and Executive Programs at the Holistic Marketing Management

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Rotman School of Management, University of Toronto (he is also: the Founding Director of the Mind Brain Behavior Institute and the Desautels Centre for Integrative Thinking; a Senior Advisor to the Boston Consulting Group and a member of the global advisory board of McKinsey Academy) – with regard to what is to do at the level of organizations “in order to reap the full benefits of AI innovation and transform into an AI-competent organization...

Organisations need people who can talk to both people and machines and people who can talk to people who talk to machines to inhabit their upper echelons. Key to competent communication and collaboration is a common language and pattern of reasoning that makes financiers able to communicate to engineers and marketers – which I have called Intelligent Artificiality… the discipline of specifying business problems and challenges at the algorithmic and computational levels including the procedures, routines, data sets, objective functions and tolerable error rates for possible solutions”. (Moldoveanu, 2019) Moldoveanu pledges for a smartly reallocation of resources within AI strategies.

On the other hand, it is also useful to show that: • according to the “The Intelligent Automation Playbook” (SourceCode Technology Holdings, Inc., eBook, Version 1.0, 06.24.2019, Intelligent Automation + K2 - the leader in lowcode application development; K2 is well-known as enabling businesses to effectively and efficiently connect robotic process automation/RPA, digital process automation/DPA, and machine learning to deliver intelligent automation), with the view to revolutionize organizations’ way of operating, creating value, earning customer loyalty and staying relevant, automation and AI are collaborating; (SourceCode Technology Holdings, 2019) • according to this year research (on the basis of a survey conducted in May 2019 among 2,048 US adults age 18 and older) from Invoca and The Harris Poll, respondents felt frustrated (52%) or angry (18%) when not been given the opportunity to communicate with a human (only automated communications such as AI-powered chatbots); (Nanji, 2019) • according to the responsible for the Conversational AI practice at Cognizant, Matthew Smith, as conversational AI (one of the customer-facing technologies) is moving to offer end-toend transactional capabilities (beyond simple voice interfaces and basic chat), transforming customer engagement needs to be an organization’s priority (letting customers be the brand’s guide), which will impact teams with regard to their skillsets, expertise and the nature of work, involving the redesigning or reengineering of many processes across all areas of the company; (Smith, 2019) • a study of Selligent Marketing Cloud (a global B2C marketing automation company), polling 221 digital marketers about the integration of their technology stack in order to deliver an adequate CX, revealed how real the omnichannel excellence struggle is, the majority of customers (65%) expressing their frustration about inconsistent experiences across channels; and

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as shown in the figure below, there is still some way to go with regard to integrate the marketing stack to deliver a more immersive CX. (Tongco, 2019)

Figure no. 7: Meeting the Omnichannel challenge Source: Tongco, S. (2019). Selligent Marketing Cloud Study Reveals Digital Marketers' Struggle to Deliver Consistent Omnichannel Experiences, Selligent Marketing Cloud, June 26 (work cited)

• according to Elliott King, a co-founder and the CEO of award-winning international digital agency MintTwist, headquartered in London, digital is: changing the funnel, customers Holistic Marketing Management

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being in control over their buying journey (more control over their product research phases, independently of suppliers); continuously pushing the influence of the customer further down the funnel, sales and marketing meeting at the point of lead generation (which is the ultimate KPI for many marketing functions, as shown in the figure below). (King, 2019)

Figure no. 8: Lead generation, the ultimate KPI for many marketing functions today Source: King, E. (2019). Understanding Modern Marketing: Marketing’s Evolution and Digital’s Impact, MarketingProfs, July 18 (work cited)

Digital marketing, more important than ever. Effectively tracking digital marketing efforts There is no doubt that digital marketing is more important for businesses than ever before, demonstrated (with the help of an infographic) in April this year James Trotter, a Director and the Head of the Outreach & Content Departments at Point Blank Digital, UK: in 2020, both B2B e-commerce figures are expected to surpass B2C sales, and $22 Billion the expected value of the video marketing industry; in 2021, $4.5 Trillion, the expected global value of e-commerce; in 2023, $25.1 Billion the estimated annual spend on online marketing automation tools etc. (Trotter, 2019) Trotter highlighted different types of digital marketing, such as: SEO, PPC, Content Marketing, Social Media, Video Marketing, Email marketing.

A recent study of Hanapin Marketing (there were surveyed 273 marketers based in US most respondents, Canada and UK working either for brands or for agencies) revealed, for instance, the social platforms marketers are currently investing in: Facebook (91%); Instagram (69%); YouTube (48%); Linkedin (45%); Twitter (36%); Quora (31%); Reddit (14%); Pinterest (13%); Snapchat (8%). (Nanji, 2019) It was also revealed, for example, that 51% of respondents plan to increase their YouTube ad spend next year (only 5% planning to decrease this spend).

Phil Frost, Founder and COO of Main Street ROI (being also primary creator of Main Street ROI’s marketing training programs) underlined recently the role of conversion tracking (tracking visitors and their actions by placing a piece of code on the company’s website; it can be Holistic Marketing Management

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tracked different forms on this website, e-commerce sales, coupon codes given to encourage people to visit physical locations; phone calls) in improving the ROI of the digital marketing campaigns by identifying the best-performing campaigns and by adequately directing the budget across the various marketing channels. (Frost, 2019) Frost showed that by effectively tracking the digital marketing efforts better ROI tracking, insights into campaign successes can be gained, as well as figuring out what content to reuse, improved audience categorization, knowledge of where to direct marketing budget.

Randy Littleson, Chief Marketing Officer for NICE inContact, ended recently an approach of “The Digital Revolution” by detailing seven “Best-in-Class Digital Experiences”: centrally managing next generation digital interactions in the contact center, adding support for digital messaging and real-time channels, providing a unified inbox for all channels that supports each channel’s unique capabilities, providing agents context to all interactions across all channels, allowing customers to easily move across voice, digital, and messaging channels, ensuring holistic Omni channel management across all contact center operations, and incorporating AI capabilities for self-service. (Littleson, 2019) CX is shaped by marketing campaigns, product quality, in-store service, the way social care team interacts with customers, including social listening and social monitoring, and knowing that social sentiment is the core of all social analytics. (Surico, 2019) In the opinion of the founder and CEO of Beyond Philosophy, Colin Shaw, CX is depending on the rich nature of customers (irrational, intuitive, driven by past memories, factors seeming irrelevant), and is enhanced with the help of behavioral economics practices (such as: embracing your customers’ irrational nature, understanding customers’ conflicted minds, understanding and predicting customer habits, accepting that irrelevant things can be really important, creating memories that build loyalty). (Shaw, 2019) Shaw made reference, for instance, to the Nobel laureate Daniel Kahneman (according to whom we remember both the peak emotion we felt during an experience, and the final emotion), recommending to analyze the peak emotion felt by customers during an experience (when it is felt and how it is, positive or negative), and the end experience.

Conclusions: Deploying digital marketing talent with agility In June 2016 we underlined marketers’ need of better understanding the difference between change and transformation, integrating people, technology and best practices, considering the social interaction accelerated by social media, and the already set triggers of the digital transformation, achieving better customer engagement and improving CX while integrating it across channels, having a complete customer view. (Negricea & Purcarea, 2016) In September 2016 we highlighted that it is highly important to gain a better understanding of the core skills needed by today’s digital marketer within the context of the digital transformation moving from digital silos to integrated teams. (Negricea & Purcarea, 2016)

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Now it’s time to also better understand how to use adequately the talent within the above mentioned integrated teams involved in the pursuit of digital initiative, prioritizing the deployment of digital talent, harmonizing productivity with CX and core with new business, as suggested recently by McKinsey’s representatives. What presupposes to continuously learn about the efficacy of different elements of the digital strategy, while considering the competitive threats. (Bughin, Catlin and LaBerge, 2019) References Bughin, J., Catlin, T. and LaBerge, L. (2019). The drumbeat of digital: How winning teams play, McKinsey Quarterly, June 2019. Retrieved from https://www.mckinsey.com/business-functions/digital-mckinsey/ourinsights/the-drumbeat-of-digital-how-winning-teams-play Burstein, D. (2019). How Marketers Can Add Delight to the Customer Experience, Target Marketing, August 14.

Retrieved from https://www.targetmarketingmag.com/article/how-marketers-can-add-delight-to-the-customerexperience/#ne Carter, L. (2016). The Power of Disruptor Brands and Challenger Brands, Persona Design, February 24. Retrieved from https://www.personadesign.ie/category/brand-personality/page/3/ Droesch, B. (2019). CMO Roundtable: Facebook Now—and in the Future, eMarketer, Aug 7. Retrieved from https://www.emarketer.com/content/potbelly-angi-and-vroom-cmos-on-why-facebook-remains-so-effective?

Frost, P. (2019). Why You Are Missing Out Without Conversion Tracking, Target Marketing, August 21. Retrieved from https://www.targetmarketingmag.com/post/why-you-are-missing-out-without-conversion-tracking/ He, A. (2019). eMarketer’s July Earnings Recap: Facebook, Amazon, Google, Twitter, Snapchat, Netflix, eMarketer, Jul 30. Retrieved from https://www.emarketer.com/content/emarketer-july-earnings-recap-facebookamazon-google-twitter-snapchat-netflix?

Kats, R. (2019). Consumers Are More Open to Biometrics, eMarketer, Aug 13. Retrieved from https://www.emarketer.com/content/consumers-are-more-open-to-biometrics?

Kats, R. (2019). How Many Retail Communications Are Too Many? eMarketer, Jul 29. Retrieved from https://www.emarketer.com/content/how-many-retail-communications-are-too-many?

King, E. (2019). Understanding Modern Marketing: Marketing’s Evolution and Digital’s Impact, MarketingProfs, July 18. Retrieved from https://www.marketingprofs.com/articles/2019/41520/understanding-modern-marketingmarketings-evolution-and-digitals-impact?

Kohli, V., Paulowsky, R. and Stanley, J. (2019). How digital is powering the next wave of growth in key-account management, McKinsey, August. Retrieved from https://www.mckinsey.com/business-functions/marketing-andsales/our-insights/how-digital-is-powering-the-next-wave-of-growth-in-key-account-management?

Littleson, R. (2019). The Digital Revolution: Best-in-Class Digital Experiences, Customer Experience Update, August 6. Retrieved from http://www.customerexperienceupdate.com/edition/daily-omnichannel-roi-2019-08-06?

Moldoveanu, M. (2019). Intelligent Artificiality: Why ‘AI’ Does Not Live Up To Its Hype – and How to Make It more Useful Than It Currently Is, European Business Review, July 26. Retrieved from https://www.europeanbusinessreview.com/intelligent-artificiality-why-ai-does-not-live-up-to-its-hype-and-how-tomake-it-more-useful-than-it-currently-is/ Moore, C. (2019). How to Build a Cross-Functional, Multi-Disciplinary Team for Digital Transformation, DOCUMENT Strategy Media, Summer 2019 digital issue. Retrieved from https://documentmedia.com/article-2924How-to-Build-a-Cross-Functional-Multi-Disciplinary-Team-for-Digital-Transformation.html Holistic Marketing Management

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Nanji, A. (2019). How Consumers Feel About Brands' Use of AI, MarketingProfs, July 31. Retrieved from https://www.marketingprofs.com/charts/2019/41489/how-consumers-feel-about-brands-use-of-ai?

Nanji, A. (2019). The Paid Social Platforms Marketers Plan to Invest In, MarketingProfs, August 13. Retrieved from https://www.marketingprofs.com/charts/2019/41575/the-paid-social-platforms-marketers-plan-to-spend-more-on?

Negricea, C. and Purcarea, I.M. (2019). Digital Marketers at the Intersection of Digital Transformation with CX, Holistic Marketing Management, Volume 7, Issue 4, pp. 20-26 Negricea, C. I. & Purcarea, I.M. (2016). Engineering the Digital Transformation of Marketing, Holistic Marketing Management, Volume 6, Issue 2, pp. 06-14 Negricea, C. I. & Purcarea, I.M. (2016). Digital marketing capabilities in today’s evolving digital world, Holistic Marketing Management, Volume 6, Issue 3, pp. 07-16 Purcarea, I.M. (2019). Digital Marketing Trends Transforming Marketing. Digital Marketing to Patients, Holistic Marketing Managemen, Volume. 9, Issue 2, pp. 14-21 Reichheld, A. (2019). Consumers Want Automakers to Do Better – Here’s How to Meet Their Expectations, Deloitte Digital, Adweek. Retrieved from https://www.adweek.com/partner-articles/consumers-want-automakers-todo-better-heres-how-to-meet-their-expectations/?

Shaw, C. (2019) The 5 essential practices for your customer experience, Beyond Philosophy, July 31. Retrieved from https://beyondphilosophy.com/the-5-essential-practices-for-your-customer-experience/ Smith, M. (2019). Is Conversational Part of Your AI strategy? CustomerThink, July 1. Retrieved from http://customerthink.com/is-conversational-part-of-your-ai-strategy/?

Surico, K. (2019). What Is Social Listening & Why Is It Important? Customer Experience Update, Jul 15. Retrieved from http://www.customerexperienceupdate.com/edition/daily-loyalty-programs-multi-channel-2019-07-15?

Tongco, S. (2019). Selligent Marketing Cloud Study Reveals Digital Marketers' Struggle to Deliver Consistent Omnichannel Experiences, Selligent Marketing Cloud, June 26. Retrieved from https://www.selligent.com/press/selligent-marketing-cloud-study-reveals-digital-marketers-struggle-to-deliverconsistent-omnichannel-experiences Trotter, J. (2019). Why Is Digital Marketing More Important For Businesses Than Ever Before? (Infographic), Point Blank Digital, Apr, 03. Retrieved from https://www.pointblankdigital.co.uk/digital-marketing-important/ *** Google Sets Its Sights On Smart Clothing With New Patent, CB Insights, August 14, 2019. Retrieved from https://www.cbinsights.com/research/google-smart-clothing-patent/? *** Digital Marketing Trends 2019 Roundup, presented by Moxie, eMarketer, May 2019. Retrieved from eMarketerRoundup_DigitalMarketingTrends2019_SponsoredbyMoxie.pdf *** Gen Z gets creative online, Guest contributor, RetailWire, Aug 02, 2019. Retrieved from https://www.retailwire.com/discussion/gen-z-gets-creative-online/ *** Here's how the DOJ's inquiry into Google, Facebook, and Amazon could lead to further scrutiny of tech giants, Business Insider, July 2019. Retrieved from https://www.businessinsider.com/google-facebook-amazon-facejustice-department-inquiry-2019-7? *** How Asia’s Internet Giants Are Creating The Playbook For Fintech Super Apps, CB Insights, 2019. Retrieved from https://www.cbinsights.com/research/report/asia-internet-giants-fintech-playbook/? *** The Intelligent Automation Playbook, SourceCode Technology Holdings, Inc., eBook, Version 1.0, 06.24.2019, Intelligent Automation + K2. Retrieved from k2-ia-ebookv10_rQn0TL603wkHeGNODPDRVWADfGifD8dkDST7lSCL Holistic Marketing Management

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The platform Almaty Eurasian University Complex (AEUC): Heritage & Advanced Technology, Eurasia, Vietnam, Silk Road Mayors Club, and TUN-Partner Turkistan

Bernd HALLIER

Prof. Dr. Bernd Hallier and RAU Rector Ovidiu Folcuţ Prof. Dr. Bernd Hallier, President of the European Retail Academy (ERA) is a distinguished Member of the Editorial Board of our “Holistic Marketing Management” Journal (he is also an Honorary Member of the Romanian Scientific Society of Management - SSMAR). Professor Bernd Hallier has participated to a series of Round Tables and Public Lectures (The intertwine of Culture and Trade; Introduction of the European Retail Academy; Branding: the successful example of EuroShop; Evolution Tornado Retail; the Global House of Harmony; Lifelong-Learning; Environmental Retail Management) organized at the Romanian-American University. The agenda of the productive meeting between Professor Ovidiu Folcuţ, Rector of the Romanian-American University (RAU) and Professor Bernd Hallier, on the occasion of his last visit in Romania, included significant items of discussion, such as: the international transfer of know-how between business and universities, bringing more transparency on retail-research and retail-education; the actual need of anticipating skill needs in the commerce sector, taking into account the attention to be paid to the evaluation of philosophies offered by the steady upgrade of retail-technologies; the developing cooperation between Germany and Eastern markets.

05.09.2019: Heritage & Advanced Technology Starting the platform Almaty Eurasian University Complex (AEUC) in January 2017 Prof. Dr. Bernd Hallier defined as its mission to bundle Retail/Marketing Theory with Applied Sciences in a Regional Revitalization Context. The cities along the Silk Road are cultural hubs, Holistic Marketing Management

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which can contribute in the Eurasian Dialogue not only between Europe and Asia, but even on a global level.

The Al Farabi Kazakh National University is hosting the QS Worldwide Conference “Harmony of Human Heritage and Advanced Technology�. Expected are experts from universities, businesses and media from Europe, CEE-Multi-Country Region, South and East Asia, the USA, UNESCO and UNIFEM. The Conference will be supported also by G-Global and by the European Retail Academy (ERA).

15.08.2019: Eurasia At the XII Astana Economic Forum in Nur-Sultan /Kazakhstan Prof. Dr. Bernd Hallier pointed out the importance of the Eurasian Region for Peace Building and Economic Innovation.

The forum was visited among others by the first President of Kazakhstan and the Presidents of Armenia and Georgia, the Managing Director of IMF Christine Lagarde, bankers like Herman Gref/Russia and Nobel Laureates.

In an interview with the business-channel Atameken Prof. Hallier explained that the area has developed within the last 12 years from a follower of innovation towards a driver. There can

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be seen in Eurasia dramatic investments into new technologies and human resources (More: https://www.youtube.com/watch?v=LqBXB2r8F4s).

15.07.2019: Vietnam Getting to know the European Retail Academy by her co-student Sampsa Hyväri in Oulu / Finland Trang Pham from Vietnam used the possibility to improve her vocational competences and communication skills creating a YouTube about her home country (https://www.youtube.com/watch?v=1dfWIyw7va0).

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Prof. Dr. Bernd Hallier, being coach of the students, sees in the involvement of the young people the chance for global understanding of different cultures and even better understanding the profile of the own culture. “Exchanges are enhancing the awareness of common ethical interests” he stated - having been during his own studies between 1968 and 1973 himself in Israel, Tukey, USA, South Africa and Japan.

17.06.2019: Silk Road Mayors Club Initiated by Kazakhstan’s first president Nursultan Nazarbayev and established in 2018

by G-Global in Astana (see News at www.dailymotion.com/video/x6nihg5) in 2019 the Round Table took place at the Astana Economic Forum.

Moderated by BBC city representatives from Bangkok, Harbin, Hongkong, Lianyungang, Moscow and Tallinn or country representatives from Georgia or Romania explained their profiles as partners of the New Silk Road. Prof. Dr. Bernd Hallier pointed to the fact that the Silk Road 02 should be seen as a complex system of the three columns of Economics, Ecology and Ethics pushing jointly international cooperation and innovation (see also interview https://www.youtube.com/watch?v=LqBXB2r8F4s).

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17.05.2019: TUN-Partner Turkistan At the Astana Economic Forum 2019 in Nur-Sultan/Kazakhstan the Turkistan Higher Agrarian College from Shymkent/Kazakhstan signed a MOU with Prof. Dr. Bernd Hallier to join the Thematic University Network Food (www.european-retail-academy.org/TUN) for bi- and multi-lateral exchange of knowledge and skills.

Its director Gaukhar Bekberggenova hopes especially to get a transfer of vocational competences along the Total Supply Chain for her staff and students. The cooperation gives also potential input for the hot topic of Food Security in Kazakhstan and the OIC-area (Download eBook).

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Marketing’s Re-Innovation in Terms of Will and Skill Theodor Purcarea Abstract There is clear evidence of the new role of marketing within the organizational reset, marketing being seen as a major driver of growth in today’s environment of continuous disruptions and rapid technological change, and marketers being involved in driving the change by identifying the challenges and acting accordingly, creating a brand’s long-term value, struggling to true engagement between brands and their target audiences, focusing on nurturing customer relationships by creating a positive CX at every stage of the customer journey, better linking customer and employee experience, and also better connecting with customers on an emotional level. Marketers do need to rediscover customer journeys within the data refinement process, making possible the company’s guidance by CX insights in all daily decision-making, the adequately engagement with customers not only reactively, but also proactively, including ensuring a good post-conversion CX. They must master the continuous reevaluation of the customer journey from end to end, innovating and re-innovating.

Keywords: Marketing’s re-innovation; Customer journeys; CX insights; Brand’s long-term value JEL Classification: L86; M31; O33 The New Role of Marketing within the Organizational Reset There is clear evidence of: the positive relationship between companies’ performance and their organizational health, including people practices; (Allas, Chambers and Welchman, 2019) the marketers’ deliberate process of bringing technology into their organizations, the evolution of their martech stacks (including up-and-coming technologies such as AI/machine-learning, blockchain, chatbots, VR/AR, and IoT) being spectacular, and they being challenged to balance technology and creativity; (Mulligan, 2019) thanks to advancements in technology customer expectations of service have changed, new trends having great effect being revealed, for instance, by customer service software company Gladly 2019 Customer Expectations Report (see the figure below); (Sterns, 2019) the pressing marketers’ problem of combining data from all sources into easily accessible customer profiles (from where the announcements made at mid-June this year by Adobe, Salesforce and Oracle regarding their Customer Data Platform products); (Raab, 2019) how all levels of an organization are benefitting from CX data (for example, one of the primary users being the marketing team, while the sales team can used these data in all three phases of sales activity, pre, during, and post), by focusing on the right interpretation, on using accordingly to advance organizational goals, and changing accordingly when underlying systems, apps, or processes are modified, among other aspects also knowing the imperative of having a set of automated tools for data integration and delivery (within the CX data-collection system). (HappyOrNot eBook, 2019) Holistic Marketing Management

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Figure no. 1: Snapshot of insights gleaned from the Gladly report Source: Sterns, J. (2019). How Changing Customer Expectations Affect Churn, Customer Think, June 20 (work cited)

Marketing can be a major driver of growth as revealed by a new McKinsey study, executives at leading companies globally thinking in terms of so-called “marketing with a capital M”, where the CMO is playing a role of “Unifier”, mastering at fostering cross-functional collaboration (in contrast to the: “Friend”, who is focusing on near-term activities like ad campaigns and social media; “Loner”, who is having limited responsibility for growth or CX; see the figure below), by forging partnerships across the organization so as its diverse areas – sales, product innovation, finance, technology, HR etc. – contribute to marketing’s success. (Boudet et all., 2019) An “Unifier” is developing a deep understanding of end-to-end customer journeys, is assuming co- ownership of the challenge (together with the CEO), is demonstrating that marketing is accountable, is ensuring the partnership between marketing and technology so as to develop capabilities for unlocking value in new ways, is bringing his contribution to a better understanding of marketing’s diverse talent requirements, and is unifying the C-suite, involving all of them in the success of the marketing agenda.

Figure no. 2: The three different archetypes of today’s CMOs Source: Boudet et all. (2019). Marketing’s moment is now: The C-suite partnership to deliver on growth, McKinsey & Company, June (work cited)

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The reputed Scott Brinker, President & CTO of ion interactive, who is chairing the marketing track at the Semantic Technology Conference and is writing the well-known Chief Marketing Technologist blog, reminded us in June this year that as marketing is often operating under much greater uncertainty in today’s environment of continuous disruptions and rapid technological change it is reconfirming the so-called Martec’s Law, according to which technology changes exponentially (fast) yet organizations change logarithmically (slow).

(Brinker, 2019) Brinker underlined three years ago the paradox of the modern marketing improvement (see the figure no. 3 below), and recommended four ways to deal with this law: to not succumb to the Inverse Lake Wobegon effect; to strategically choose the few technology changes believed as having the greatest impact; to absorb changes by becoming a more agile organization (lean and agile marketing etc., including applying the agile thinking to the architecture of a marketing technology stack); to prepare for revolutionary change through an organizational “reset”, which can be extremely disruptive (see the figure no. 4 below). (Brinker, 2016)

Figure no. 3: The paradox of the modern marketing improvement Source: Brinker, S. (2016). Martec’s Law: the greatest management challenge of the 21st century, Chief Marketing Technologist, November (work cited)

Figure no. 4: The paradox of the modern marketing improvement Source: Brinker, S. (2016). Martec’s Law: the greatest management challenge of the 21st century, Chief Marketing Technologist, November (work cited)

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In June 2019, Brinker showed that the agile and waterfall approaches are blended in practice, the most software projects, for instance, happening along a continuum between these two models of technology adoption, in more circumstances being preferable an agile approach within the given today’s uncertainty so as the reset to ensure the necessary competitivity (see also the figure below).

Figure no. 5: Preparing for revolutionary change through an organizational “reset” Source: Brinker, S. (2019). Of dinosaurs and meteors: 2 different (and contentious) models of technology adoption, CustomerThink, June 17. (work cited)

It is worth mentioning within this framework that: ▪ immediately after the introduction by Brinker of the concept of Martec’s Law, John Philpin redraw the organizational change curve introducing the new category of the so-called “acceptance change” curve fitting between Brinker’s two curves, the organizational change and the technological change (as shown in the figure below), and invited to consider the mixture (giving eight examples of components) which can stay at the basis of the accelerant: (Philpin, 2016)

Figure no. 6: The “acceptance change” curve between the organizational change and the technological change curves Source: Philpin, J. (2016). MarTech, Beyond Bridges, November 7 (work cited)

▪ according to the second annual State of Agile Marketing Report from AgileSherpas and CoSchedule there is no one right way to do agile, 54% of Agile marketers using a hybrid Holistic Marketing Management

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approach, as shown in the figure below; (Georgieff, 2019) there are also other important aspects to take into consideration, such as: constant experimentation, review, and improvement are usual for an Agile process; a top driver of success for Agile marketing is the implementation of an Agile project management tool.

Figure no. 7: Methodologies used by Agile marketers Source: Georgieff, M. (2019). Six Agile Marketing Myths That Need to Die, MarketingProfs, August 14 (work cited)

â–Ş in the opinion of Daniel Burstein, the Senior Director, Content and Marketing at MECLABS Institute, in driving the change it is necessary: to better understand where your team fits into the planned change; to cast a unifying vision for this planned change showing the value proposition (for the company, department, customers, and employees) of this change; to catalyze a transformation by offering special incentive to employees so as to gently and persistently persuade them through the change; to look for adequate ways to reduce friction for employees and to help them overcome friction; to know how much control can be given employees by making difference between essential and open to interpretation; to build trust through transparency (including by better understanding employee anxieties); it is known that in order to help marketing leaders increase the probability of any conversion (for example, the conversion goal can be the change attempted to be lead) MECLABS Institute is using a patented methodology so-called MECLABS Conversion Sequence Heuristic which was developed and refined from two decades of research into real-world customer behaviors (see the figure below with regard to conversion in the case of landing pages). (Burstein, 2019)

Figure no. 8: Conversion Sequences, Landing Pages Source: Burstein, D. (2019). How Marketing Leaders Can Handle Change Management With Their Teams, Target Marketing, July 17 (work cited) Holistic Marketing Management

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Marketers’ challenges while creating a brand’s long-term value In the last Issue of our HMM Journal we discussed from the very beginning about the modern marketing within the context of the significant disruption, and marketers’ future challenges including CX success. (Purcarea, 2019) We showed, among other aspects, that if marketers can’t measure what they are doing as a process, they don’t know what they are doing (paraphrasing Dr. W. Edwards Deming), and that marketers must keep in mind that all CX improvement happens project by project and in no other way (paraphrasing the Romanian American Dr. Joseph Guran).

Challenged continually to putting themselves in their customer shoes marketers need to have a big picture, what is not so easy today. There is clear evidence of the significant percentage of the business losses of customers every year, and of the struggling to attract new leads to replace these losses. While trying to keep their existing customers (knowing how expensive is to get new customers), marketers can take the opportunity of better understanding the reasons of their business losses of customers and of making adequate changes so as to help extending their customers’ lifecycle, clarifying why some of their customers leave (for instance because they don’t feel they’re seen as individuals, lose interest in company’s offerings or don’t like the way of communicating with them). (Ecrion, 2019) As personalization is more and more seen as being essential to marketing success, marketers are giving priority to personalized messages and CX, for each customer interaction need to identify the right level of (more or less) personalization for each customer interaction, valorizing the right data to make personalization more specific, so as to adequately use it in Omni channel, without ignoring the privacy concerns of their customers. (Dodd, 2019) What presupposes to base this personalization on genuine insights, being aware that customers (B2C or B2B) are increasingly like, want, and expect personalized experiences, without feeling uncomfortable with the way of how companies are collecting and using their personal information.

Business practice showed that for the acquisition and retention of customers there are powerful tools such as the experiences leading to true engagement between brands and their target audiences, without interruption and pain, taking into account, among other aspects, the role of human connection in the experiential marketing, and the importance of the messenger (not only of the message). (Millward, 2019) In their struggling for the highest impact on relationship-building and ROI marketers are increasingly considering to better engage, entertain, and educate their customers.

As the customer is a vital part of the foundation of a strategy informing all crisis management tactics and communication responses, in order to ensure an effective organizational service recovery, marketers are forced to consider the rapidly change of today’s wired customers’ expectations, customers becoming more and more intolerant of mistakes, quickly Holistic Marketing Management

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expressing their feeling of annoyance or disapproval with the help of their preferred social media channels. (Chip & John, 2019) And as we are witnessing businesses’ digital transformation, while facing customers’ short-term commitments, value choice, flexibility, and personalized service, marketers need to focus on nurturing customer relationships by creating a positive CX at every stage of the customer journey, and making their customers feel understood, valued, and acknowledged. (Jacobs, 2019) This customer-centered approach allows customers to play a vital role in updating, streamlining, and improving business’s process, attracting the attention of other potential customers through a better value delivered to company’s brand image.

A brand’s long-term value to the business can be measured in context across perceptual (what people think: Brand awareness, KPIs including here Top of mind awareness, Brand recognition, and Advertising recall; Brand associations, KPIs including Functional and Emotive associations; Brand intent, KPIs including Consideration and Preference; Brand experience, KPIs including Net Promoter Score, Customer Satisfaction, Customer Effort Score, Sentiment, and Net Trust Score), behavioural (what people do: Engagement, KPIs including Website activity, Ad click through rate, Email performance, Social mentions, and Share of voice; Purchase, KPIs including Usage, Recency, Frequency, Value, and Conversion rate) and financial (company performance, KPIs including Market share, Sales volumes, Sales revenue, Cost per acquisition, and Customer lifetime value) metrics. (Medland-Slater, 2019) Marketers need to have this holistic view of brand health made up of qualitative and quantitative metrics, analyzing the above mentioned KPIs regularly, and finding out genuine insights necessary for the future strategy. There is no doubt that marketers are challenged to putting themselves in their customer shoes, focusing on better helping potential customers, understanding motivation with empathy, connecting with emotions and helping negative states move to more positive feelings (emotional resonance), building a trusted connection (sales conversion being the result of it) helping customers get what they were looking for. (Carroll, 2019) At the beginning of August 2019 an Adweek contributor, Kristen Colonna, who is the chief strategy officer at OMD North America, argued that creating meaningful consumer experiences which drive real brand value represents the biggest challenge faced today by the advertising industry within the redefining brand discovery while avoiding people’s disappointment by marketing. (Colonna, 2019) She revealed three critical insights to start with: in order to capture consumers’ attention there is a real need to accept the economics of engagement and design experiences, time being precious and choice being limitless; making people feel happy, uplifted, rewarded, inspired, and renewed it is essential for driving the success of the work, positivity being the antidote to anxiety; in order to deliver personalization, utility and meaning at every touch brand stories must transcend the screen, consumers being placed at the center of the above mentioned experience design and brand stories being built for that world consumers choose to live in.

Modern marketing is also important in:

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● building an adequate company’s prospect profile by using tools such as progressive profiling and integrations between company’s CRM, email marketing functionality, and company’s website; (Schulkind, 2019) ● both taking the prospect much deeper into the process (of re-aligning company’s lead-torevenue framework for the so-called New Buying Funnel by Marketo) before sales engagement by deploying compelling content and a great website, and enhancing revenue performance by upgrading prospects’ and customers’ perception of the company, products, services, and employees; (Ryan, 2019) ● improving the validity of a test by tying it to the number of responses that marketers get from a sample (not choosing sample sizes based on tradition or convenience); (McLeester, 2019) ● avoiding brand reputation crises and moving the brand forward, by getting fast such difficult situations under control, what presupposes both to have a reaction plan in place, and to gather promptly all the facts, being prepared for and determining the best next steps in lessen the gravity of the damage caused by a crisis and advance accordingly; (PRWeek, 2019) ● elevating company’s brand to a higher level by defining this brand’s “life” purpose so as to help customers find their higher purpose, beyond happy transactions, by nurturing them, associating with their values, being the difference they want to be in the world they choose to live in with self-esteem; (McMurtry, 2019) ● humanizing company’s brand, in the current age of Social Media and AI, through storytelling by spotlighting company’s employees (first) and customers, impacting the community on the basis of this way created quality content; (O’Shea Gorgone, 2019) ● marrying AI with human intelligence and insights so as to balance personalization vs. intrusion; (Bhat, 2019) ● better understanding the potential of psychographics (the study of consumers based on their activities, interests, and opinions – so-called AIOs by marketers) to transform the way marketers influence decision-making; (CB Insights, 2018) ● better supporting internal marketing to employees, and better linking customer and employee experience; (MaritzCX CEO, 2019) ● transforming the way marketing teams get work done through automation, integrating solutions which can deliver on new expectations; (Bosché, 2019) ● better connecting with customers on an emotional level, by using new advanced technologies; (Mort, 2019) ● learning more about MarTech, taking into account the real need of a CMO’s tech savviness.

(Zimmerer, 2019) Holistic Marketing Management

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Rediscovering customer journeys within the data refinement process A live educational webinar (with Google and Looker) of the reputed American Marketing Association (AMA), which took place on June 20 this year, being entitled “Getting the Most out of your Marketing Analytics”, highlighted from its announcement that in its evolution from an art to a science marketing had data as the central source of the decision making. It was a challenging invitation to learn operationalizing marketing data, to think about the marketing stack keeping focused on hitting KPIs, to use data to track the campaign performance, and to create a full feedback loop between company’s departments, marketers, being held now more accountable.

Stephen H. Yu, a world-class database marketer, having a reach experience in best practices of database marketing, underlined recently that the data refinement process (including key steps such as: data collection from various sources, data consolidation around the key object, data hygiene and standardization, data categorization, data summarization, creation of intelligent variables, data visualization and/or modeling for business insights) is depending on the shape of the available data. The process of applying data-based intelligence to decision-making (using AI or machine learning) presupposes to have clean and error free data, what it involves an adequate data preparation. So, the data cleaning is necessary even if there is no human intervention. (Yu, 2019) A performance momentum expert, Lynn Hunsaker, who led customer experience & marketing at Applied Materials and Sonoco attracted our attention recently on the vastly underutilization of customer journey insights, despite the real need of companies to align their whole business to customers’ expectations with the help of CX insights. (Hunsaker, 2019) She commented a recent presentation of the Hootsuite’s Vice President of Customers, Kirsty Traill, revealing some significant aspects such as: when the whole company is guided by CX insights in daily decision-making there is the greatest marketing (field marketing, communications, brand & content, product marketing, partner marketing, sales enablement, demand generation, website & blog, Omni channel) impact; a deeper understanding for all of marketing is provided by ensuring that customer journey maps and personas incorporate customer insights from different sources (Customer Effort Score, NPS, Support Tickets, Win/Loss Analysis, Website Analytics, Social Media Analytics); it is very important not only to engage with customers reactively and proactively so as to drive positive sentiment (ensuring customer-aligned branding), but also to have a holistic approach in using customer journey mapping. Hunsaker also remembered, among other aspects, the importance of using customer journey insights to improve and to guide the employee experience (this last one being designed to improve CX), and of adequately using the customer insights within company’s processes so as to guide all daily decision-making.

There are current pledges for the real need of having short ideal customer journey maps as accurate representations of what customers go through at every stage of their relationships with a company, this way being provided the necessary invaluable insights from actual CX into Holistic Marketing Management

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company’s processes. (Mort, 2019) And as the best way to identify specific issues possible to damage CX is to work with unstructured (from voice, text and images) or relational data in the form of individual insights obtained with the contribution of the contact center agents, it is important to give them the opportunity of having a vital role in customer journey mapping by identifying self-service fails, managing online interactions, surveying customers, and gathering visual data.

In retail industry, for instance, one of the challenging issues today with the customer journeys is considered to be not being able to understand the triggers making consumers aware they have a need. Comments made recently by experts within a traditional RetailWire Discussion (on the basis of an article – first appeared on Forbes.com – from the blog of Nikki Baird, VP of retail innovation at Aptos) revealed among other aspects that (synthesizing): (Baird, 2019) while customers have not stood still, retailers’ vision for customer journeys has stagnated, from where the need of a new retailers’ focus on consumer objectives over triggers (a shift from a focus on a buying need to more values resonance) so as to be back on track (Nikki Baird); the need for every company to be a brand standing for something beginning with quality, value and a positive CX from purchase through continued use of the product (Art Suriano, CEO, The TSi Company); some companies don’t realize where their journey starts (Shep Hyken, Chief Amazement Officer, Shepard Presentations, LLC); most people today have wants and choice, from where the role of the expected CX in driving what they buy (Andrew Blatherwick, Chairman Emeritus, Relex Solutions); shoppers’ objectives have evolved as their lifestyles have, from where retailers’ and brands’ to keep up with shoppers’ way of thinking (Ralph Jacobson, Global Retail & CPG Sales Strategist, IBM); the diagram of the path to purchase is a tangle of interconnecting, looping vines and the moments of influence were expanded by the digital era (James Tenser, Principal, VSN Strategies); in order to succeed in the current very fast changing retail environment retailers must seek to cultivate word of mouth as much as brand values (Mark Price, Managing Partner, Smart Data Solutions, ThreeBridge); we are witnessing the intertwining of retail trends and housing trends (Paco Underhill, CEO of Envirosell Inc., Speaker, NY Times Best-Selling Author); the customer journey is more complicated and fluid than ever before given to the retail disruption, the desire for a frictionless shopping experience being the only constant (Ken Morris, Principal, Boston Retail Partners) etc.

It is also worth mentioning within this framework the significant example of the selfpromoted customer journey so-called “radical transparency” (as the core brand value) by the U.S.-based retailer Everlane (known as specializing in high-quality, timeless clothing pieces which are sold primarily online with brick and mortars in New York City and San Francisco, Everlane’s “radically transparent” costs being disclosed on website, and its offering “Choose What You Pay” from three possible prices on overstocked items worth paying attention) which is one of the companies testing the theories outlined in the Mechanics of Trust report (according to which modern marketing practices promote consumer skepticism, not confidence ) by Forrester.

(Price, 2019) As revealed recently by the Vision Critical’s Chief Technology Officer, this Holistic Marketing Management

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transparent pricing model used by Everlane has proven itself to be a competitive advantage, and with regard to its impact on maintaining customer loyalty only time will tell if that is enough.

On the other hand, allow us to note that – according to Nicole Perrin, eMarketer principal analyst and author of the eMarketer “Customer Experience 2019 - Loyalty Marketing” report – “Marketers’ understanding of the customer journey doesn’t end at the conversion”, being important to investigate customers’ desire of reconnecting, finding out the best type of loyalty program communication for members. (eMarketer Editors, 2019) There is no doubt for marketers that loyalty marketing and ensuring a good post-conversion CX are key responsibilities. (Perrin, 2019) And there is clear evidence of the impact of the loyalty programs on consumer buying behavior from the viewpoint of both loyalty program operators and loyalty members worldwide, as shown in the figure below:

Figure no. 9: How much do loyalty members vs. loyalty program operators worldwide think loyalty programs impact consumer buying behavior Source: Perrin, N. (2019). Customer Experience 2019 (Part 3)—Loyalty Marketing. The Building Blocks of a Better Customer Experience (A 4-Part Series), eMarketer, Jul 17 (work cited)

An interesting link (in order to have a larger picture of the customer journey) with the above mentioned impact on consumer buying behavior can be made with the three main factors US internet users do consider when judging a brand or retailer while making a purchase decision, as shown in the figure below: (Kats, 2019) Holistic Marketing Management

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Figure no. 10: What factors US internet users do consider when judging a brand or retailer while making a purchase decision Source: Kats, R. (2019). How Ratings and Reviews Guide Consumers Positive Reviews? Check. 5-Star Rating? Sold, eMarketer, Aug 6 (work cited)

Instead of conclusions: Data, Information, Innovation and CX Five years ago we discussed about “Marketing’s continuous rise and shine”, (Purcarea, 2014) while assuming its strategic and systemic leading role, creating and capturing customer value, mastering the latest technology, assimilating vast quantities of data, engaging and delighting their more connected and empowered than ever before customers, using technology and teamwork to listen accordingly, creating a vision for an exceptional CX and connecting everyone in the organization to the delivery of that seamless experience. We show within this framework, among other aspects, how important it is to ensure the right balance between creativity and analytics, constantly reevaluating the marketing strategies, confirming that innovation is the best friend on the way of marketing thinking change.

Next year, in 2015, we continued to pledge for “Marketing as a center of constant improvement and change”, (Purcarea, 2015) better understanding the marketing predictions and the direct relationship between marketing’s value and impact and marketing’s alignment to the business, taking into account that data and automation technology are driving seismic shifts in the industry. While in 2016 we paraphrased T.S. Eliot, (Purcarea, 2016) arguing that we strongly believe that it is marketers’ duty in relation with their organizational culture to pay attention to not losing the wisdom in knowledge, and to not losing the knowledge in information. Next year, in 2017 we underlined not only the need of “Telling the truth about the difference made by data and analytics, bridging the gap between the marketing and technology, and improving datadriven results”, (Purcarea, 2017) but also the need of “Understanding emotion and connecting it to the brand, and the brand to results”. (Purcarea, 2017) And in the first quarter of 2018 we highlighted the imperative of “Developing marketing capabilities by mapping customer journey

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and employer journey, considering the blurring of boundaries between marketing, technology and management”. (Purcarea, 2018) The continuous reevaluation of the customer journey from end to end made us to recall finally some significant quotes: ● “The value of data is being recognized, mined, and monetized” (MIT IDE 2018 Platform Strategy Summit); ● “Don’t spend all of your time in places where the information you see is controlled by algorithms” (Ian Myers, CEO, NewsPicks, a joint venture between News Corp. and the Japanbased business media company, Uzabase); (MIT IDE 2018 Platform Strategy Summit) ● “Innovation is a function of architecture and organization amplified to the power of mechanisms and culture” (from the slides dedicated to Amazon by Dirk Didascalou, Vice President of IoT at Amazon Web Services, slides presented at the MIT Platform Strategy Summit, July 12, 2019; cited by Scott Brinker, President & CTO of ion interactive); (Brinker, 2019) ● “Whether it’s a trade show, 1:1 meeting, phone call, chat, email, direct mail, or a letter, no experience happens in a vacuum. There’s a physical, mental, and emotional context that shapes the client’s experience whether you plan for it or not” (Megan Burns, CEO of Experience Enterprises, and a former Forrester’s representative); (Burns, 2019) ● “Agile marketing has come into prominence because of a number of recent advancements. We have seen a shift in preference to being more agile, and greater ability for marketers to become more agile…” (Greg Kihlström, SVP Digital at Yes&, a marketing agency in the Washington, DC region); (Kihlström, 2019) ● “The connection is between the Creator and the Customer… Underlying this connection is the Community connection – the community of customers and creators, the local community impacted by the business, and society itself” (Christian Sarkar, the editor of The Marketing Journal and Philip Kotler, the “father of modern marketing”). (Kotler and Sarkar, 2019) ● “One way to think about trust is in terms of will and skill. In deciding whether to trust someone, we focus on two basic questions. First, do they have the values, conviction and courage to do the right thing? Second, do they have the capability and skills to do the right thing? … As we move into more unstable times, the balance of trust shifts from skill to will.”

(John Hagel, Founder and co-chairman of Deloitte LLP’s Center for the Edge, a research center based in Silicon Valley with branches in Amsterdam and Melbourne). (Hagel, 2019)

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