CONCLUSIONS

Marketing analytics is radically changing, fueled by a number of market forces. The book examined three major propositions in detail that cover consumer and corporate marketing functions.

As discussed in chapter 3, marketers now have many more observations available from the entire population. These observations can be further analyzed using advanced analytics techniques to formulate insights about the context and intentions of customers. In chapter 4,

I covered how marketing programs use this insight for collaborative influence, which may be driven directly by the marketer or through a complex web of advocates and ambassadors. In chapter 5, I discussed the orchestration across marketing function and how custom marketing activities target customers based on their current status. In chapter 6, I covered a series of technological enablers for marketing analytics. In chapter 7, I covered organizational implications.

Over the past 50 years, we have witnessed a maturing of marketing function from a broad-based mass communication to targeted interaction with individuals. It is difficult to decipher whether it was the will of the marketers that improved the technology or the gift of technology that enabled the marketers to achieve these results. Irrespective of how we assign the credit, the chief marketing officer (CMO) office today has a number of unprecedented levers. The direction is towards mass customization using analytics. Those who master these levers will be the future marketing leaders.

 
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