Abstract
With a current market size of more than $11 billion, expected to double within 5 years, more businesses are expected to acquire, implement, and update marketing automation systems in the near futur...
Highlights
In April (1960), G.W.Head, Manager of Advertising and Sales Promotion for The National Cash Register Company, posed a series question to the readers of the Journal of Marketing.“What does office automation mean to the marketing man? What benefits does it offer? How can automation improve the scientific techniques of marketing management?”Almost 60 years later, academics and marketing practitioners—of all genders—are still asking these same questions
Available literature does provide best-practice, insightful case studies, and research that highlights the differences between those who are successful in their marketing automation, and those who aren’t
This can be seen across other software implementation, where projects have failed due to too much attention being placed on technology, rather than business, management, and organizational issues (Luftman, Lewis, & Oldach, 1993)
Summary
In April (1960), G.W.Head, Manager of Advertising and Sales Promotion for The National Cash Register Company, posed a series question to the readers of the Journal of Marketing. Despite a reported investment worldwide of $11.4 billion in 2017 (Sweeney, 2018), there are relatively few academic studies available about marketing automation platforms. Redding (2015) with the caveat of success dependent on proper implementation, saw marketing automation as providing the glue to align sales and marketing and building a customer-focused business. This improvement in sales and marketing functions has been the major focus of studies to date. Available literature does provide best-practice, insightful case studies, and research that highlights the differences between those who are successful in their marketing automation, and those who aren’t. Seven key antecedents of marketing automation success have been identified through a review of this research (Figure 1); with three pre-implementation, three post-implementation, and one spanning both
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