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Organizing for Marketing Agility: A Synthesis of Current
Trends and Future Directions

 

Marketing flexibility has emerged as an essential activity
because of increasing market volatility. Marketing agility has been described
by the Marketing Science Institute (MSI) as the ability of a firm to sense
change and respond to it rapidly. This flexibility is essential more than ever
in today’s VUCA (volatile, uncertain, complex, and ambiguous) business world,
where disruptions put into question the conventional marketing approaches. The
MSI’s three-year research agenda for 2020 to 2022 focuses on adaptability to
improve the marketing discipline and its contribution. This discussion provides
an overview of marketing agility, synthesizes trends from recent research, and
outlines areas for future exploration, structured into three key sections:
Organization of the Present Study: Introductory Section, State-of-Art
Contemporary Section, and Anticipated Future Literature Section.

 

Current Trends in Marketing Agility

 

New research emphasizes the need for organizational
frameworks that may facilitate fast, responsive marketing activities. According
to Kalaignanam et al. (2021), marketing agility is the adaptive state where
marketers can rapidly oscillate between comprehension and action. It highlights
that structures needed for the desired speed of decision-making are still
missing. Moi and Cabiddu (2022) confirmed the same, revealing that Italian B2B
firms used digital transformation to sustain firm-specific assets during the
COVID-19 crisis. Their studies show that technology supports the high level of
flexibility and such assets of firms and the possibility of reconsidering
planned actions according to the received data.

 

Asseraf et al. (2019) look at international marketing
agility and show that an agile practice prepares firms to exploit global market
opportunities more efficiently. According to their research, flexible marketing
implies that firms can always cope with changes that are likely to occur within
international markets. Besides, Thoumrungroje and Racela (2022) look into how
agility affects the level of technology implementation in SMEs and argue that
through agile marketing, organizations can adopt the latest technologies to
enhance competitiveness among smaller firms. Weng et al. (2024) focus on how
resources are reconfigured to increase the dynamic capability of firms that
focus on digital platforms to sustain their competitive advantage.

 

Future Research Directions

 

Future research needs to answer several strategic questions,
even when considering recent market agility developments. Kalaignanam et al.
(2021) postulated that studying the trade-off between how brand agility erodes
brand equity is crucial. Considering the role of brand agility and its
potential to disrupt brand standards, this work will analyze the balance
between both variables. This area is especially relevant for firms interested
in remaining flexible and stable. Moi and Cabiddu (2022) recommend that there
is research on how agility influences the long-term relationship with
customers, specifically in B2B environments since the short-term strategic
benefits of agility might harm the customer loyalty prospect.

 

Asseraf et al. (2019) believe cultural influences in
marketing agility should be considered in a cross-cultural context. Their
results suggest there is often a lack of portable agile mechanisms; what may
work in one market may not necessarily work in another, and there is a subtle
call for culturally appropriate agility. Thoumrungroje and Racela (2022)
encourage more studies concerning the RSAs to be confronted in the AE by SMEs
because such forms of businesses are tight on budget. Weng et al. (2024) propose
future research on how platform-based firms can maintain their agility amidst
growth, a concern that has only increased now that many firms are adopting
platforms.

 

In summary, marketing agility is viewed as one of the most
essential components for the company operating in rapid change conditions. This
is because the frameworks it presents have difficulty when applied in different
types of organizations and settings. Research can be done in the future that
focuses on understanding how one can be agile as a firm without losing
strategic brand identity, customer value, and cultural appropriateness. By
minimizing such pitfalls, marketing agility could be enhanced as a factor that
could fit most organizational settings and respond well to the dynamics of the
mysterious markets.

 

Refrences

 

Asseraf, Y., Lages, L. F., & Shoham, A. (2019).
Assessing the drivers and impact of international marketing agility.
International marketing review, 36(2), 289–315.
https://doi.org/10.1108/IMR-12-2017-0267Links to an external site.

 

Kalaignanam, K., Tuli, K. R., Kushwaha, T., Lee, L., &
Gal, D. (2021). Marketing agility: The concept, antecedents, and a research
agenda. Journal of marketing, 85(1), 35–58.
https://doi.org/10.1177/0022242920952760Links to an external site.

 

Moi, L., & Cabiddu, F. (2022). Navigating a global
pandemic crisis through marketing agility: evidence from Italian b2b firms.
Journal of business & industrial marketing, 37(10), 2022–2035.
https://doi.org/10.1108/JBIM-01-2021-0034Links to an external site.

 

Thoumrungroje, A., & Racela, O. C. (2022). Linking sme
international marketing agility to new technology adoption. International small
business journal: Researching entrepreneurship, 40(7), 801–822.
https://doi.org/10.1177/02662426211054651Links to an external site.

 

Weng, C., Liu, M. J., Ye, D., Huang, J., & Liu, P. C. Y.
(2024). Platform success in the international marketplace: Reconfiguring
digital resources for marketing agility. International marketing review, 41(5),
856–871. https://doi.org/10.1108/IMR-08-2023-0199

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