Performance implications of deploying marketing analytics

The role of IT application orchestration capability in improving agility and performance

“…For instance, the Danish food ingredients conglomerate Danisco developed a modular CRM application suite in-house to support its growth-by-acquisition strategy and to allow it to more easily absorb fluctuations in customer demand (Yetton et al 2013). Similarly, in order to meet the changing IT needs of other core processes such as product enhancement and marketing, firms often purchase and develop new IT applications such as data management and market intelligence (Chen et al 2012;Germann et al 2013). This underscores the fact that valuable resources such as IT can become core rigidities if they are not modified or altered to meet evolving business needs (Ambrosini et al 2009;Leonard-Barton 1992).…”

The marketing analytics orientation (MAO) of firms: identifying factors that create highly analytical marketing practices

“…Research suggests that a firm's top management must not only commit adequate resources in the form of employee analytic skills, data, and IT, but it must also nurture a culture that supports the use of MA (Wedel and Kannan 2016). Such a culture can ensure that the insights gained from MA are efficiently deployed (Germann et al 2013). Companies that are successful in adopting and deploying analytics tend to be more effective at driving the information transformation cycle including capturing, analyzing, aggregating, integrating, and disseminating information, and thus at embedding analytics in the organization (Kiron et al 2011).…”

Pricing ROI, pricing capabilities and firm performance

“…Similarly, in a survey of 212 senior executives, Germann et al (2013) find that the deployment of marketing analytics is positively linked to firm performance. The authors find that top management team advocacy, an analytics culture, analytic skills and data/IT are key antecedents of effective marketing analytic deployment.…”

“…On the one hand, the marketing literature (Germann et al, 2013;Mintz and Currim, 2013) as well as research in strategy (Ouchi, 1979) and in total quality management (Juran, 1992) all suggest that measurement improves organizational performance: Measurement improves the quality and speed of organizational decision making, enables learning and feedback, and aligns diverse actors on a common set of standards. On the other hand, the qualitative studies cited earlier indicate that performance measurement requires adequate measurement systems, which come at a cost; in addition, performance measurement will require analysis and evaluation of both past and future actions, which is time consuming and could put the company at a disadvantage (Stalk, 1988).…”