The mental footprint of marketing in the boardroom

Abstract

Purpose – Marketing researchers continue to debate the significance of the managerial relevance of marketing, especially in the boardrooms. Despite a growing number of published papers on the topic, it is surprising that there are virtually none on mental models. The purpose of this paper is to discuss these issues. Design/methodology/approach – The paper presents mental models as a perspective to discuss marketing's position in companies, and reflects on the marketing mental models of boardroom members and top management. Findings – The paper addresses marketing's relevant issues and offers new insights into the role of marketing in companies by highlighting mental models, which drive the boardrooms’ and managers’ attentions, decisions, actions, and evaluations. The paper demonstrates the importance of mental models by introducing and discussing the notion of the mental footprint of marketing, or the impact marketing has on mental models. Research limitations/implications – The rapidly changing business environment, in addition to current marketing research trends, strengthens the need to understand the scope of issues included under the notion of marketing, as well as the overall significance of marketing within the company. The paper advocates that understanding and investigating mental models is useful in these endeavors. Practical implications – The paper presents a set of different implications from recognized mental models in companies. Originality/value – This paper contributes to discussions on the relevance of marketing in modern companies by introducing a new perspective, involving the mental footprint of marketing, which challenges functional points of view. If the mental model of marketing takes a broader approach, considering marketing to be ubiquitous, then marketing can be seen as being present in the boardroom.