We review 25 years of scholarship to examine the impact of four elements of marketing organization (MARKORG) on marketing excellence: capabilities, configuration (structure, metrics, and incentives), culture, and the human capital of marketing leadership and talent.
Advances in marketing knowledge are struggling to keep up with profound transformations in marketing practice. As articulated in the MSI priorities (2014, p. 7), “In a rapidly changing world virtually all marketers are reevaluating how they should do marketing. Different structures, new processes—everything is on the table.” Gaps in the literature include (1) lack of insights into important aspects of marketing organization and their integration and (2) the effect of the marketing organization on marketing activities and firm performance is poorly understood.
The ideas in the paper emerge from a review of the literature from 1990 to 2015 in the Journal of Marketing, Journal of Marketing Research, and Marketing Science, supplemented by relevant work in strategic management and other marketing journals.
Figure 1: Marketing Organization and Firm Performance
We assess what is known and what we need to know about the four marketing organizational elements (MARKORG): (i) capabilities, (ii) configuration, (iii) culture, and (iv) the human capital of marketing leadership and talent
We provide an integrative view of the four MARKORG elements.
We show that the more intangible MARKORG elements affect marketing excellence by influencing seven key marketing activities (the 7As) in the marketing strategy process: (i) anticipation, (ii) adaptation, (iii) alignment, (iv) activation, (v) accountability, (vi) attraction, and (vii) asset management.
We offer future research priorities for each part of the paper.
"Organizing for Marketing Excellence," by Christine Moorman & George S. Day
The four MARKORG elements are mobilized through the 7As that occur during the marketing strategy process. These activities enable the firm to anticipate market changes, adapt their strategies to stay ahead of competition, align their organization with their strategy and the market, activate effective implementation, ensure accountability for results, attract resources, and manage their marketing assets. How well the firm manages these seven activities throughout the marketing strategy process determines the performance payoffs from their MARKORG. With this understanding, we offer a set of actionable mechanisms that marketing leaders can use to improve their firm’s marketing excellence.
Questions for the Classroom
We offer future research priorities on the four elements of marketing organization, their integration, and the 7As to drive the field forward into a new era of marketing excellence.
Christine Moorman and George S. Day (2016), “Organizing for Marketing Excellence,” Journal of Marketing, 80 (November), 6-35.
Christine Moorman is T. Austin Finch, Sr. Professor of Business Administration, Fuqua School of Business, Duke University (e-mail: firstname.lastname@example.org).
George S. Day is Geoffrey T. Boisi Professor, The Wharton School, University of Pennsylvania (e-mail: email@example.com).
The AMA / MSI Special Issue of Journal of Marketing
Volume 80, Issue 6, November 2016
V. Kumar, Kevin Lane Keller, & Katherine N. Lemon
Christine Moorman and George S. Day
V. Kumar and Werner Reinartz
Katherine N. Lemon and Peter C. Verhoef
Michel Wedel and P.K. Kannan
Rajeev Batra and Kevin Lane Keller
Cait Lamberton and Andrew T. Stephen
Dominique M. Hanssens and Koen H. Pauwels