research proposal on digital marketing

Digital Marketing Thesis Topics

1000 Digital Marketing Thesis Topics and Ideas

Selecting a relevant and impactful thesis topic in digital marketing is crucial for academic success and future career opportunities. With digital marketing rapidly evolving, it is essential to choose a topic that not only aligns with your interests but also addresses significant issues, trends, and future possibilities in the field. A well-chosen thesis topic can set the foundation for valuable research that contributes to the industry and helps you stand out in a competitive job market. Below is a comprehensive list of digital marketing thesis topics organized into 20 distinct categories, each providing a diverse selection of topics that reflect current challenges, emerging trends, and future directions in the industry.

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• The impact of social media algorithms on brand visibility.
• Social media marketing strategies for small businesses.
• The role of social media influencers in brand promotion.
• Measuring the ROI of social media campaigns.
• The effects of social media advertising on consumer behavior.
• Ethical concerns in influencer marketing.
• Social media’s role in crisis management for brands.
• The rise of video content on social platforms.
• User-generated content and its impact on brand trust.
• Social media engagement strategies for B2B companies.
• The influence of social media trends on consumer buying decisions.
• Effective social media marketing tactics for nonprofit organizations.
• The impact of fake news on social media marketing.
• The role of social media in political campaigns.
• Social commerce: The future of online shopping.
• The effects of social media on brand loyalty.
• Cross-platform social media marketing strategies.
• The role of social media in customer service.
• The impact of social media on global brand strategies.
• Social media analytics and their role in campaign optimization.
• The use of chatbots in social media marketing.
• The effectiveness of ephemeral content in social media marketing.
• The role of storytelling in social media marketing.
• The impact of social media on consumer privacy.
• Social media marketing for niche markets.
• The effects of social media on brand equity.
• Social media’s influence on consumer purchasing decisions.
• The role of hashtags in social media marketing.
• The impact of social media on traditional advertising channels.
• Social media’s role in building brand communities.
• The influence of social media algorithms on content visibility.
• The impact of negative comments on social media brand perception.
• The role of live streaming in social media marketing.
• The use of social media for customer feedback and improvement.
• The effectiveness of social media contests and giveaways.
• The impact of social media on brand awareness.
• Social media’s role in shaping consumer attitudes.
• The role of memes in social media marketing.
• The impact of social media influencers on brand trust.
• The effectiveness of paid vs. organic social media strategies.
• The role of social media in event marketing.
• The impact of social media trends on brand communication.
• The influence of social media on consumer loyalty programs.
• The role of social media in cause-related marketing.
• The impact of visual content on social media engagement.
• The role of social media in brand storytelling.
• The effectiveness of social media advertising formats.
• The influence of social media on brand perception during crises.
• The role of social media in influencer partnerships.
• The impact of social media on customer service expectations.
• The role of content marketing in building brand authority.
• Content marketing strategies for small businesses.
• The impact of storytelling in content marketing.
• The effectiveness of long-form content in digital marketing.
• Content marketing for e-commerce businesses.
• The role of content marketing in customer retention.
• The impact of content personalization on user engagement.
• The effectiveness of content marketing in B2B vs. B2C contexts.
• The role of content marketing in SEO strategies.
• The impact of content marketing on lead generation.
• Content marketing trends in 2024 and beyond.
• The role of interactive content in digital marketing.
• The effectiveness of video content in content marketing strategies.
• The role of content marketing in brand differentiation.
• The impact of content marketing on customer experience.
• The use of AI in content creation and distribution.
• The effectiveness of content marketing across different digital channels.
• The role of content marketing in influencer partnerships.
• The impact of user-generated content on brand trust.
• Content marketing strategies for building online communities.
• The effectiveness of content marketing in nonprofit organizations.
• The role of content marketing in crisis communication.
• The impact of content quality vs. quantity on marketing success.
• The role of content marketing in building customer loyalty.
• The effectiveness of repurposing content for different platforms.
• The impact of content marketing on brand storytelling.
• The role of content marketing in product launches.
• The effectiveness of email newsletters in content marketing.
• The impact of content marketing on brand perception.
• The role of content marketing in educational marketing strategies.
• The effectiveness of content curation in digital marketing.
• The role of content marketing in omni-channel strategies.
• The impact of content marketing on customer acquisition.
• The role of data-driven content in digital marketing success.
• The effectiveness of content marketing in mobile-first strategies.
• The role of content marketing in influencer outreach.
• The impact of content marketing on brand credibility.
• The effectiveness of gated content in lead generation.
• The role of content marketing in cross-channel campaigns.
• The impact of content marketing on SEO rankings.
• The role of content marketing in seasonal campaigns.
• The effectiveness of content marketing in multicultural marketing strategies.
• The role of content marketing in sustainability initiatives.
• The impact of visual content on content marketing effectiveness.
• The effectiveness of content marketing in re-engaging inactive customers.
• The role of content marketing in customer education.
• The impact of AI-driven content creation on marketing strategies.
• The effectiveness of content marketing in digital transformation efforts.
• The role of content marketing in building brand advocates.
• The impact of content marketing on brand awareness.
• The role of SEO in digital marketing strategies.
• The impact of Google’s algorithm updates on SEO practices.
• SEO strategies for e-commerce websites.
• The role of keyword research in SEO success.
• The effectiveness of on-page vs. off-page SEO tactics.
• The impact of mobile-first indexing on SEO.
• The role of local SEO in driving foot traffic.
• The effectiveness of link-building strategies in 2024.
• The role of SEO in content marketing.
• The impact of voice search on SEO strategies.
• The effectiveness of technical SEO in website optimization.
• The role of SEO in building online brand authority.
• The impact of AI on SEO practices.
• The role of user experience in SEO rankings.
• The effectiveness of SEO in international marketing strategies.
• The role of SEO in driving organic traffic.
• The impact of video SEO on digital marketing success.
• The effectiveness of SEO audits in identifying website issues.
• The role of schema markup in improving SEO performance.
• The impact of social signals on SEO rankings.
• The effectiveness of SEO in B2B marketing strategies.
• The role of SEO in enhancing website usability.
• The impact of content quality on SEO performance.
• The effectiveness of SEO in competitive industries.
• The role of SEO in driving conversions.
• The impact of page speed on SEO rankings.
• The effectiveness of local SEO for small businesses.
• The role of SEO in voice-activated search devices.
• The impact of AI-driven SEO tools on marketing strategies.
• The effectiveness of SEO in omni-channel marketing strategies.
• The role of SEO in building brand credibility.
• The impact of HTTPS on SEO rankings.
• The effectiveness of SEO in driving long-term traffic growth.
• The role of SEO in influencer marketing campaigns.
• The impact of mobile optimization on SEO performance.
• The effectiveness of SEO in niche markets.
• The role of SEO in cross-channel marketing campaigns.
• The impact of user-generated content on SEO rankings.
• The effectiveness of SEO in re-engaging inactive customers.
• The role of SEO in brand reputation management.
• The impact of AI on keyword research and SEO.
• The effectiveness of SEO in building online communities.
• The role of SEO in driving organic e-commerce traffic.
• The impact of content freshness on SEO rankings.
• The effectiveness of SEO in digital transformation strategies.
• The role of SEO in customer acquisition strategies.
• The impact of AI-generated content on SEO performance.
• The effectiveness of SEO in building brand loyalty.
• The role of SEO in sustainability marketing strategies.
• The impact of video content on SEO rankings.
• The role of PPC advertising in digital marketing strategies.
• The impact of ad copy on PPC campaign performance.
• PPC strategies for e-commerce businesses.
• The role of keyword research in PPC success.
• The effectiveness of retargeting campaigns in PPC advertising.
• The impact of ad quality score on PPC performance.
• The role of landing pages in PPC campaign success.
• The effectiveness of PPC advertising in competitive industries.
• The role of PPC in driving online sales.
• The impact of AI on PPC campaign management.
• The effectiveness of PPC advertising in B2B marketing strategies.
• The role of PPC in omni-channel marketing campaigns.
• The impact of mobile PPC ads on campaign performance.
• The effectiveness of PPC in building brand awareness.
• The role of PPC in lead generation strategies.
• The impact of ad extensions on PPC performance.
• The effectiveness of PPC in driving local traffic.
• The role of AI in optimizing PPC campaigns.
• The impact of negative keywords on PPC performance.
• The effectiveness of PPC in seasonal marketing campaigns.
• The role of PPC in driving conversions.
• The impact of ad scheduling on PPC campaign success.
• The effectiveness of PPC in building brand credibility.
• The role of PPC in customer acquisition strategies.
• The impact of AI-driven bidding strategies on PPC performance.
• The effectiveness of PPC in digital transformation efforts.
• The role of PPC in re-engaging inactive customers.
• The impact of ad targeting on PPC campaign performance.
• The effectiveness of PPC in building online communities.
• The role of PPC in brand reputation management.
• The impact of AI on ad copywriting in PPC campaigns.
• The effectiveness of PPC in building brand loyalty.
• The role of PPC in driving traffic to physical stores.
• The impact of video ads on PPC campaign performance.
• The effectiveness of PPC in niche markets.
• The role of PPC in cross-channel marketing strategies.
• The impact of AI on keyword research in PPC campaigns.
• The effectiveness of PPC in building brand advocates.
• The role of PPC in sustainability marketing strategies.
• The impact of AI-driven ad targeting on PPC performance.
• The role of PPC in driving organic traffic.
• The impact of content marketing on PPC campaign success.
• The role of PPC in customer education strategies.
• The effectiveness of PPC in re-engaging inactive customers.
• The effectiveness of email marketing in customer retention.
• The role of personalization in email marketing success.
• The impact of GDPR on email marketing strategies.
• The effectiveness of segmented email campaigns.
• The role of email marketing in B2B lead generation.
• The impact of mobile optimization on email marketing performance.
• The effectiveness of automated email workflows.
• The role of email marketing in nurturing customer relationships.
• The impact of email design on open and click-through rates.
• The effectiveness of email marketing in e-commerce strategies.
• The role of AI in personalizing email content.
• The impact of email frequency on subscriber engagement.
• The effectiveness of email marketing in driving online sales.
• The role of email marketing in customer feedback collection.
• The impact of email deliverability on campaign success.
• The effectiveness of A/B testing in optimizing email campaigns.
• The role of email marketing in building brand loyalty.
• The impact of visual content in email marketing.
• The effectiveness of re-engagement email campaigns.
• The role of email marketing in cross-channel campaigns.
• The impact of AI on email subject line optimization.
• The role of email marketing in event promotion.
• The impact of email list segmentation on campaign performance.
• The effectiveness of email marketing in nonprofit organizations.
• The role of email marketing in customer acquisition.
• The impact of email timing on campaign effectiveness.
• The effectiveness of email marketing in product launches.
• The role of email marketing in building customer trust.
• The impact of email marketing on brand perception.
• The effectiveness of triggered emails in e-commerce.
• The role of email marketing in loyalty programs.
• The impact of email marketing on cart abandonment rates.
• The effectiveness of email marketing in digital transformation efforts.
• The role of email marketing in customer education.
• The impact of AI on email marketing automation.
• The effectiveness of email marketing in re-engaging inactive subscribers.
• The role of email marketing in customer satisfaction surveys.
• The impact of email marketing on customer lifetime value.
• The effectiveness of email marketing in crisis communication.
• The role of email marketing in building online communities.
• The impact of email marketing on brand advocacy.
• The effectiveness of personalized email campaigns.
• The role of email marketing in B2C marketing strategies.
• The impact of GDPR on email marketing practices.
• The effectiveness of email marketing in digital content promotion.
• The role of email marketing in driving traffic to physical stores.
• The impact of AI on email copywriting.
• The effectiveness of email marketing in sustainability campaigns.
• The role of email marketing in building brand credibility.
• The impact of influencer marketing on consumer purchasing decisions.
• The role of micro-influencers in brand promotion.
• The effectiveness of influencer marketing in niche markets.
• The role of authenticity in influencer marketing success.
• The impact of influencer marketing on brand trust.
• The effectiveness of influencer partnerships in B2B marketing.
• The role of influencer marketing in product launches.
• The impact of social media platforms on influencer marketing strategies.
• The effectiveness of influencer marketing in driving brand awareness.
• The role of influencers in shaping brand perception.
• The impact of AI on influencer identification and selection.
• The effectiveness of influencer marketing in crisis management.
• The role of long-term influencer partnerships in brand loyalty.
• The impact of influencer marketing on customer engagement.
• The effectiveness of influencer marketing in nonprofit campaigns.
• The role of influencer marketing in omni-channel strategies.
• The impact of video content in influencer marketing success.
• The effectiveness of influencer marketing in driving online sales.
• The role of influencer marketing in global brand strategies.
• The impact of influencer authenticity on campaign outcomes.
• The effectiveness of influencer marketing in building brand communities.
• The role of influencer marketing in customer acquisition.
• The impact of AI-driven analytics on influencer campaign optimization.
• The effectiveness of influencer marketing in event promotion.
• The role of influencer marketing in cause-related marketing.
• The impact of influencer marketing on social media engagement.
• The effectiveness of influencer marketing in the beauty industry.
• The role of influencer marketing in sustainability campaigns.
• The impact of influencer marketing on brand storytelling.
• The effectiveness of influencer marketing in food and beverage campaigns.
• The role of influencers in shaping consumer trends.
• The impact of fake influencers on brand credibility.
• The effectiveness of influencer marketing in driving traffic to physical stores.
• The role of influencer marketing in the travel industry.
• The impact of influencer marketing on content creation.
• The effectiveness of influencer marketing in digital transformation strategies.
• The role of influencer marketing in customer retention.
• The impact of influencer marketing on consumer behavior.
• The effectiveness of influencer marketing in luxury brand promotion.
• The role of influencer marketing in sports marketing.
• The impact of influencer marketing on brand reputation.
• The effectiveness of influencer marketing in music promotion.
• The role of influencer marketing in building brand loyalty.
• The impact of influencer marketing on e-commerce success.
• The effectiveness of influencer marketing in the fashion industry.
• The role of influencer marketing in digital brand storytelling.
• The impact of influencer marketing on mobile marketing strategies.
• The effectiveness of influencer marketing in health and wellness campaigns.
• The role of influencer marketing in driving user-generated content.
• The impact of AI on influencer marketing trends.
• The impact of mobile commerce on e-commerce strategies.
• The role of AI in enhancing e-commerce customer experience.
• The effectiveness of personalization in e-commerce marketing.
• The role of social commerce in e-commerce growth.
• The impact of digital payment systems on e-commerce success.
• The effectiveness of omnichannel strategies in e-commerce.
• The role of big data in e-commerce decision-making.
• The impact of customer reviews on e-commerce sales.
• The effectiveness of email marketing in driving e-commerce sales.
• The role of video content in e-commerce marketing.
• The impact of e-commerce on traditional retail businesses.
• The effectiveness of loyalty programs in e-commerce.
• The role of SEO in driving e-commerce traffic.
• The impact of chatbots on e-commerce customer service.
• The effectiveness of influencer marketing in e-commerce.
• The role of mobile apps in e-commerce success.
• The impact of voice search on e-commerce strategies.
• The effectiveness of retargeting in e-commerce marketing.
• The role of content marketing in e-commerce growth.
• The impact of AI on e-commerce inventory management.
• The effectiveness of social media marketing in e-commerce.
• The role of UX/UI design in e-commerce website success.
• The impact of augmented reality on e-commerce shopping experiences.
• The effectiveness of cross-border e-commerce strategies.
• The role of customer data in e-commerce personalization.
• The impact of free shipping on e-commerce conversion rates.
• The effectiveness of subscription-based e-commerce models.
• The role of AI in preventing e-commerce fraud.
• The impact of e-commerce on supply chain management.
• The effectiveness of influencer collaborations in e-commerce.
• The role of product recommendations in e-commerce sales.
• The impact of sustainability practices on e-commerce brand perception.
• The effectiveness of flash sales in driving e-commerce traffic.
• The role of AI in optimizing e-commerce pricing strategies.
• The impact of mobile wallets on e-commerce checkout processes.
• The effectiveness of abandoned cart emails in e-commerce.
• The role of user-generated content in e-commerce marketing.
• The impact of GDPR on e-commerce marketing strategies.
• The effectiveness of influencer marketing in driving e-commerce growth.
• The role of AI in personalizing e-commerce customer experiences.
• The impact of subscription boxes on e-commerce customer retention.
• The effectiveness of voice-activated search in e-commerce.
• The role of AI in e-commerce product recommendations.
• The impact of social proof on e-commerce sales.
• The effectiveness of live chat in e-commerce customer service.
• The role of data-driven marketing in e-commerce success.
• The impact of social media influencers on e-commerce brand visibility.
• The effectiveness of e-commerce partnerships in driving growth.
• The role of video marketing in increasing e-commerce conversions.
• The impact of mobile-first strategies on e-commerce success.
• The impact of mobile marketing on consumer behavior.
• The role of mobile apps in driving customer engagement.
• The effectiveness of SMS marketing in driving sales.
• The role of mobile marketing in cross-channel campaigns.
• The impact of mobile optimization on digital marketing success.
• The effectiveness of mobile advertising in reaching target audiences.
• The role of location-based marketing in mobile advertising.
• The impact of mobile wallets on consumer purchasing behavior.
• The effectiveness of in-app advertising in mobile marketing.
• The role of mobile marketing in customer retention strategies.
• The impact of push notifications on mobile user engagement.
• The effectiveness of mobile-first strategies in digital marketing.
• The role of mobile marketing in driving e-commerce sales.
• The impact of AI on mobile marketing strategies.
• The effectiveness of mobile video ads in driving conversions.
• The role of mobile marketing in influencer partnerships.
• The impact of mobile apps on brand loyalty.
• The effectiveness of mobile marketing in the retail industry.
• The role of mobile optimization in SEO strategies.
• The impact of 5G technology on mobile marketing.
• The effectiveness of mobile-friendly content in digital marketing.
• The role of mobile marketing in customer acquisition.
• The impact of mobile marketing on email campaign success.
• The effectiveness of geofencing in mobile marketing.
• The role of mobile apps in loyalty programs.
• The impact of mobile marketing on consumer data privacy.
• The effectiveness of mobile-first design in user experience.
• The role of mobile marketing in B2B strategies.
• The impact of mobile advertising on brand awareness.
• The effectiveness of mobile-friendly websites in digital marketing.
• The role of mobile marketing in event promotion.
• The impact of mobile optimization on e-commerce conversion rates.
• The effectiveness of location-based services in mobile marketing.
• The role of mobile marketing in content distribution.
• The impact of mobile technology on consumer engagement.
• The effectiveness of mobile marketing in driving offline sales.
• The role of mobile marketing in omni-channel strategies.
• The impact of AI on mobile ad targeting.
• The effectiveness of mobile marketing in nonprofit campaigns.
• The role of mobile marketing in digital transformation efforts.
• The impact of mobile marketing on brand advocacy.
• The effectiveness of mobile-optimized emails in digital marketing.
• The role of mobile apps in driving customer feedback.
• The impact of mobile marketing on cross-channel engagement.
• The effectiveness of mobile marketing in driving app downloads.
• The role of mobile marketing in brand storytelling.
• The impact of mobile technology on digital marketing trends.
• The effectiveness of mobile-friendly videos in digital marketing.
• The role of mobile marketing in driving social media engagement.
• The impact of AI on mobile app personalization.
• The impact of video marketing on brand awareness.
• The role of storytelling in video marketing success.
• The effectiveness of video content in driving online sales.
• The role of video marketing in customer engagement strategies.
• The impact of live streaming on video marketing trends.
• The effectiveness of video marketing in influencer partnerships.
• The role of video marketing in building brand trust.
• The impact of short-form videos on social media marketing.
• The effectiveness of video marketing in B2B campaigns.
• The role of video content in driving website traffic.
• The effectiveness of video marketing in product launches.
• The role of video content in brand storytelling.
• The impact of AI on video content creation.
• The effectiveness of video marketing in nonprofit campaigns.
• The role of video marketing in building brand loyalty.
• The impact of video marketing on customer retention.
• The effectiveness of video ads in mobile marketing.
• The role of video marketing in cross-channel campaigns.
• The impact of video content on social media engagement.
• The effectiveness of video marketing in driving e-commerce conversions.
• The role of video marketing in event promotion.
• The impact of video testimonials on brand credibility.
• The effectiveness of explainer videos in content marketing.
• The role of video marketing in global brand strategies.
• The impact of video marketing on consumer purchasing decisions.
• The effectiveness of video content in driving lead generation.
• The role of video marketing in building online communities.
• The impact of video marketing on email campaign success.
• The effectiveness of video marketing in building brand advocates.
• The role of video marketing in customer education.
• The effectiveness of video marketing in driving social commerce.
• The role of video marketing in digital brand reputation management.
• The impact of video marketing on cross-border e-commerce.
• The effectiveness of video content in driving mobile app downloads.
• The role of video marketing in sustainability campaigns.
• The impact of AI on video ad targeting.
• The effectiveness of video content in driving traffic to physical stores.
• The role of video marketing in building brand differentiation.
• The impact of video content on brand perception during crises.
• The effectiveness of video marketing in digital transformation strategies.
• The role of video marketing in influencer collaborations.
• The impact of video marketing on customer service experiences.
• The effectiveness of video marketing in B2C campaigns.
• The role of video marketing in driving user-generated content.
• The impact of video marketing on brand storytelling in the digital age.
• The effectiveness of video marketing in omni-channel marketing strategies.
• The role of video marketing in driving customer advocacy.
• The impact of video content on digital marketing ROI.
• The impact of digital branding on consumer trust and loyalty.
• Strategies for building a strong digital brand presence in competitive markets.
• The role of storytelling in enhancing digital branding efforts.
• The effectiveness of influencer collaborations in digital branding campaigns.
• The influence of social media trends on digital branding strategies.
• The impact of digital branding on customer perception in the luxury goods market.
• How digital branding affects consumer purchase decisions in the e-commerce sector.
• The role of video content in shaping digital brand identity.
• The use of AI in creating personalized digital branding experiences.
• The impact of user-generated content on digital brand credibility.
• Strategies for maintaining brand consistency across multiple digital platforms.
• The role of digital branding in fostering brand advocacy among customers.
• The effectiveness of digital rebranding efforts in revitalizing declining brands.
• The influence of digital branding on brand equity in the fashion industry.
• The role of mobile-first strategies in strengthening digital branding.
• The impact of digital branding on customer engagement and interaction.
• How digital branding strategies differ between B2B and B2C markets.
• The effectiveness of interactive content in digital branding initiatives.
• The role of digital branding in building brand communities online.
• The impact of digital branding on the customer journey and experience.
• The effectiveness of omni-channel strategies in enhancing digital brand perception.
• The role of digital branding in establishing brand identity for startups.
• The influence of digital branding on consumer behavior during crises.
• The role of sustainability in shaping digital branding strategies.
• The impact of digital branding on the reputation of tech companies.
• The effectiveness of digital branding in the nonprofit sector.
• The role of digital branding in driving customer loyalty programs.
• The influence of digital branding on global market expansion.
• The role of social proof in digital branding strategies.
• The impact of digital branding on brand differentiation in crowded markets.
• How digital branding influences consumer perceptions of corporate social responsibility.
• The role of digital branding in product launch success.
• The effectiveness of digital branding in the health and wellness industry.
• The impact of AI-driven branding on consumer trust.
• The role of digital branding in customer retention for subscription-based services.
• The influence of digital branding on consumer perceptions of authenticity.
• The effectiveness of digital branding in driving brand recall.
• The role of digital branding in shaping consumer expectations in the service industry.
• The impact of digital branding on the user experience of mobile apps.
• The effectiveness of content marketing in supporting digital branding goals.
• The role of emotional branding in digital campaigns.
• The influence of cultural differences on global digital branding strategies.
• The effectiveness of experiential marketing in enhancing digital brand engagement.
• The role of digital branding in influencing brand loyalty among millennials.
• The impact of digital branding on brand perception during a crisis.
• The effectiveness of social media advertising in building digital brand awareness.
• The role of personalization in enhancing digital branding efforts.
• The influence of SEO on digital branding success.
• The impact of visual identity on the effectiveness of digital branding.
• The role of digital branding in integrating offline and online customer experiences.
• The role of big data in optimizing digital marketing strategies.
• The impact of predictive analytics on customer segmentation.
• How big data enhances personalization in marketing campaigns.
• The effectiveness of real-time analytics in improving marketing ROI.
• The role of data visualization in making marketing decisions.
• The impact of big data on consumer privacy and trust.
• The effectiveness of big data in predicting consumer behavior.
• How big data analytics can improve customer retention strategies.
• The role of machine learning in enhancing marketing analytics.
• The impact of big data on cross-channel marketing performance.
• The use of big data in optimizing content marketing strategies.
• How big data helps in personalizing email marketing campaigns.
• The role of big data in improving social media marketing effectiveness.
• The impact of customer journey analytics on marketing strategy development.
• The effectiveness of big data in driving customer acquisition.
• The role of big data in enhancing customer experience management.
• The impact of predictive modeling on digital advertising strategies.
• The use of big data in refining SEO strategies for better performance.
• The role of big data in optimizing pay-per-click (PPC) campaigns.
• The effectiveness of big data in enhancing video marketing success.
• The impact of big data on mobile marketing strategies.
• The role of big data in improving influencer marketing outcomes.
• How big data analytics can be used to optimize pricing strategies.
• The role of big data in improving loyalty program effectiveness.
• The impact of big data on customer lifetime value (CLV) prediction.
• The effectiveness of big data in enhancing personalization in e-commerce.
• The role of big data in identifying emerging market trends.
• How big data influences digital transformation in marketing.
• The impact of big data on B2B marketing strategies.
• The role of big data in reducing customer churn.
• The effectiveness of big data in real-time marketing optimization.
• How big data improves the targeting of digital advertising.
• The role of big data in crisis management and brand reputation.
• The impact of big data on the effectiveness of content marketing.
• The use of big data in improving the accuracy of marketing forecasts.
• The role of big data in enhancing customer journey mapping.
• The effectiveness of big data in omni-channel marketing.
• How big data analytics influence consumer purchase decisions.
• The role of big data in optimizing supply chain management for marketing.
• The impact of big data on the development of personalized marketing messages.
• The effectiveness of big data in understanding and predicting market demand.
• The role of big data in optimizing user experience on digital platforms.
• The impact of big data on the accuracy of market segmentation.
• The role of big data in automating and improving customer service.
• The effectiveness of big data in optimizing customer feedback mechanisms.
• How big data influences brand positioning and differentiation strategies.
• The role of big data in enhancing targeted advertising on social media.
• The impact of big data on the effectiveness of retargeting campaigns.
• The use of big data in optimizing customer relationship management (CRM) systems.
• The role of big data in developing predictive models for future marketing trends.
• The impact of AI on digital marketing strategies.
• The role of AI in personalizing marketing messages.
• The effectiveness of AI-driven chatbots in enhancing customer service.
• How AI is transforming predictive analytics in digital marketing.
• The use of AI in content creation and curation.
• The role of AI in optimizing digital advertising campaigns.
• The impact of AI on customer segmentation and targeting.
• The effectiveness of AI in automating email marketing campaigns.
• How AI enhances the personalization of user experiences on websites.
• The role of AI in improving social media marketing effectiveness.
• The impact of AI on SEO strategies and outcomes.
• The use of AI in optimizing pay-per-click (PPC) advertising.
• The role of AI in driving personalization in video marketing.
• The impact of AI on customer journey mapping and analysis.
• The effectiveness of AI in improving the accuracy of predictive modeling.
• How AI is changing the landscape of influencer marketing.
• The role of AI in enhancing cross-channel marketing strategies.
• The impact of AI on digital marketing ROI.
• The effectiveness of AI in driving real-time marketing strategies.
• The role of AI in improving content recommendation systems.
• The impact of AI on the effectiveness of retargeting campaigns.
• The use of AI in enhancing customer experience management (CEM).
• The role of AI in optimizing product recommendations in e-commerce.
• The impact of AI on mobile marketing strategies and performance.
• The effectiveness of AI-driven analytics in optimizing marketing campaigns.
• How AI enhances the personalization of digital branding efforts.
• The role of AI in improving conversion rate optimization (CRO).
• The impact of AI on customer engagement and retention strategies.
• The effectiveness of AI in managing and analyzing big data for marketing.
• How AI is transforming loyalty programs in digital marketing.
• The role of AI in developing and refining digital marketing strategies.
• The impact of AI on consumer behavior analysis and insights.
• The use of AI in optimizing influencer partnerships and campaigns.
• The role of AI in automating social media content management.
• The effectiveness of AI in enhancing digital marketing for B2B companies.
• How AI-driven marketing tools are changing the landscape of digital marketing.
• The impact of AI on the accuracy and efficiency of market segmentation.
• The role of AI in automating and optimizing customer relationship management (CRM).
• The effectiveness of AI in identifying and leveraging consumer trends.
• How AI is being used to optimize digital marketing budgets and spend.
• The role of AI in enhancing the effectiveness of digital transformation initiatives.
• The impact of AI on the future of digital marketing analytics.
• The use of AI in improving the targeting and effectiveness of digital ads.
• The role of AI in personalizing customer journeys across digital platforms.
• The effectiveness of AI in driving customer acquisition and retention.
• How AI is reshaping the landscape of digital marketing for startups.
• The impact of AI on the development of marketing automation tools.
• The role of AI in enhancing the user experience (UX) of digital products.
• The effectiveness of AI in predicting and adapting to consumer needs and behaviors.
• How AI is transforming the future of digital marketing and advertising.
• The impact of personalized marketing on customer experience.
• Strategies for enhancing customer engagement through digital channels.
• The role of AI in improving customer experience and engagement.
• The effectiveness of omnichannel strategies in delivering a seamless customer experience.
• How customer journey mapping enhances customer engagement.
• The role of emotional branding in shaping customer experience.
• The impact of social media interactions on customer engagement.
• The effectiveness of customer loyalty programs in enhancing engagement.
• How user-generated content influences customer experience.
• The role of mobile apps in improving customer engagement.
• The impact of real-time customer support on customer satisfaction and engagement.
• The effectiveness of gamification in increasing customer engagement.
• How personalized email marketing affects customer experience.
• The role of customer feedback in shaping digital customer experiences.
• The impact of augmented reality (AR) on customer engagement in retail.
• The effectiveness of live chat in enhancing online customer experience.
• How customer experience management (CEM) strategies improve brand loyalty.
• The role of video content in increasing customer engagement.
• The impact of content personalization on customer experience in e-commerce.
• The effectiveness of customer experience platforms in driving engagement.
• How voice-activated assistants are changing customer engagement strategies.
• The role of customer engagement in B2B marketing success.
• The effectiveness of personalized product recommendations on customer satisfaction.
• How chatbot interactions influence customer experience and engagement.
• The role of data analytics in enhancing customer experience strategies.
• The impact of digital transformation on customer engagement.
• The effectiveness of social media campaigns in driving customer interaction.
• How brand communities contribute to enhanced customer engagement.
• The role of proactive customer service in improving customer experience.
• The impact of seamless online-to-offline (O2O) experiences on customer engagement.
• The effectiveness of customer segmentation in delivering personalized experiences.
• How customer experience differs across digital and physical channels.
• The role of experiential marketing in increasing customer engagement.
• The impact of privacy concerns on customer trust and engagement.
• The effectiveness of content marketing in enhancing customer experience.
• How customer journey analytics can improve engagement strategies.
• The role of storytelling in creating memorable customer experiences.
• The impact of subscription models on customer loyalty and engagement.
• The effectiveness of loyalty apps in increasing customer interaction.
• How virtual reality (VR) influences customer experience in tourism.
• The role of email marketing automation in enhancing customer engagement.
• The impact of customer data privacy regulations on engagement strategies.
• The effectiveness of social listening tools in improving customer experience.
• How digital personalization affects customer engagement in the financial sector.
• The role of customer advocacy programs in building long-term engagement.
• The impact of customer experience on brand equity and market performance.
• The effectiveness of personalized customer journeys in increasing sales.
• How crisis management strategies affect customer experience and engagement.
• The role of AI-driven personalization in enhancing customer engagement in retail.
• The impact of social media on digital consumer buying behavior.
• How online reviews influence digital consumer purchase decisions.
• The role of personalization in shaping digital consumer behavior.
• The effects of targeted advertising on consumer attitudes and behaviors.
• How mobile shopping apps are changing consumer purchasing habits.
• The impact of digital influencers on consumer brand preferences.
• The role of trust in online shopping behavior.
• How digital content consumption affects consumer decision-making processes.
• The influence of e-commerce website design on consumer behavior.
• The impact of FOMO (Fear of Missing Out) on online shopping behavior.
• The role of convenience in driving digital consumer purchases.
• How digital payment methods influence consumer spending patterns.
• The effects of digital marketing on consumer brand loyalty.
• How data privacy concerns impact consumer behavior online.
• The role of social proof in shaping digital consumer choices.
• How personalized email marketing affects consumer behavior.
• The impact of cross-device shopping on consumer purchasing behavior.
• The role of consumer reviews and ratings in e-commerce decisions.
• How cultural differences influence digital consumer behavior across global markets.
• The impact of artificial intelligence on predicting consumer behavior.
• How consumer behavior is influenced by digital word-of-mouth (eWOM).
• The role of emotional branding in digital consumer decision-making.
• How subscription models are altering digital consumer buying patterns.
• The impact of augmented reality (AR) on consumer engagement and behavior.
• The influence of social media trends on digital consumer behavior.
• How consumer behavior differs between mobile and desktop shopping experiences.
• The role of digital loyalty programs in shaping consumer retention.
• The impact of influencer endorsements on consumer trust and behavior.
• How environmental and ethical concerns influence digital consumer behavior.
• The role of user experience (UX) in online consumer satisfaction.
• The impact of online communities on consumer brand attachment.
• How consumer behavior is shaped by digital advertising on streaming platforms.
• The role of scarcity marketing tactics in driving online consumer action.
• The influence of instant gratification on consumer behavior in the digital age.
• The impact of social commerce on consumer purchasing decisions.
• How data-driven marketing affects consumer perceptions of personalization.
• The role of peer recommendations in online consumer decision-making.
• How online shopping behavior is influenced by economic downturns.
• The impact of subscription-based services on digital consumer habits.
• The influence of gender on digital consumer behavior.
• The role of behavioral economics in understanding digital consumer choices.
• How digital consumer behavior is impacted by virtual reality experiences.
• The impact of consumer empowerment on brand interactions in digital spaces.
• How personalization engines influence consumer behavior in e-commerce.
• The role of social media algorithms in shaping consumer content consumption.
• The influence of digital nostalgia marketing on consumer behavior.
• The impact of online security concerns on consumer purchasing behavior.
• How digital gamification strategies affect consumer engagement and behavior.
• The role of artificial intelligence in understanding and predicting consumer behavior.
• The impact of digital trends on the evolution of consumer behavior in the 21st century.
• The impact of data privacy regulations (e.g., GDPR) on digital marketing strategies.
• Ethical considerations in the use of consumer data for targeted advertising.
• The role of transparency in building consumer trust in digital marketing.
• How companies navigate the ethical challenges of personalized marketing.
• The impact of cookie policies on consumer privacy and marketing effectiveness.
• Ethical implications of using AI in digital marketing.
• The role of consent in ethical data collection practices.
• How digital marketers address the balance between personalization and privacy.
• The impact of privacy concerns on consumer behavior in online shopping.
• Ethical challenges in influencer marketing and sponsorship disclosures.
• The role of corporate social responsibility in digital marketing ethics.
• The impact of deceptive marketing practices on consumer trust.
• How data breaches affect consumer trust and brand reputation.
• The ethics of retargeting and remarketing strategies in digital advertising.
• The role of ethics in content marketing and native advertising.
• How brands manage ethical dilemmas in social media marketing.
• The impact of digital marketing on consumer autonomy and decision-making.
• Ethical issues in the use of big data for consumer insights.
• The role of ethical standards in programmatic advertising.
• How companies can balance profitability with ethical digital marketing practices.
• The impact of privacy concerns on the adoption of new digital marketing technologies.
• Ethical implications of using facial recognition technology in digital marketing.
• The role of consumer education in ethical digital marketing.
• How companies address ethical concerns in cross-border digital marketing.
• The impact of fake news and misinformation on digital marketing ethics.
• Ethical challenges in the use of location-based marketing.
• The role of ethics in managing online consumer reviews and testimonials.
• How digital marketers handle the ethical implications of data mining.
• The impact of ethical marketing on brand loyalty and consumer trust.
• Ethical considerations in the use of user-generated content for marketing purposes.
• The role of privacy-by-design principles in digital marketing.
• How companies navigate the ethical challenges of automated marketing communications.
• The impact of ethical marketing practices on competitive advantage.
• Ethical issues in the use of virtual reality (VR) and augmented reality (AR) in marketing.
• The role of transparency in influencer marketing and sponsored content.
• How digital marketing agencies incorporate ethics into their service offerings.
• The impact of consumer backlash against unethical digital marketing practices.
• Ethical challenges in marketing to vulnerable populations online.
• The role of ethics in managing digital marketing data storage and security.
• How companies address the ethical implications of tracking consumer behavior online.
• The impact of digital marketing ethics on corporate reputation management.
• Ethical considerations in the use of neuromarketing techniques in digital marketing.
• The role of third-party data providers in ethical digital marketing practices.
• How ethical marketing practices influence consumer perceptions of brands.
• The impact of privacy concerns on the effectiveness of social media marketing.
• Ethical issues in the use of artificial intelligence for consumer profiling.
• The role of ethics in designing and implementing loyalty programs in digital marketing.
• How companies address the ethical challenges of ad-blocking technologies.
• The impact of ethical marketing on long-term customer relationships.
• Ethical implications of using deepfake technology in digital marketing campaigns.
• The impact of artificial intelligence on the future of digital marketing strategies.
• How machine learning is transforming personalized marketing experiences.
• The role of blockchain technology in enhancing digital advertising transparency.
• The impact of augmented reality (AR) on consumer engagement in digital marketing.
• The effectiveness of virtual reality (VR) in creating immersive brand experiences.
• The role of chatbots in improving customer service and engagement in digital marketing.
• How voice search technology is changing SEO strategies.
• The impact of 5G technology on the evolution of mobile marketing.
• The effectiveness of programmatic advertising in optimizing digital ad spend.
• The role of Internet of Things (IoT) devices in collecting consumer data for marketing.
• How neuromarketing techniques are being integrated into digital marketing campaigns.
• The impact of predictive analytics on targeting and personalization in digital marketing.
• The role of big data in driving innovation in digital marketing strategies.
• The effectiveness of AI-driven content creation in digital marketing.
• How blockchain can enhance consumer trust in digital advertising.
• The impact of smart speakers and voice assistants on digital marketing practices.
• The role of edge computing in real-time digital marketing analytics.
• How deep learning algorithms are improving customer segmentation in digital marketing.
• The impact of geofencing and location-based marketing on consumer behavior.
• The effectiveness of digital twins in enhancing customer experience in retail marketing.
• The role of wearable technology in collecting data for personalized marketing.
• How predictive modeling is shaping the future of digital marketing campaigns.
• The impact of robotics on customer interaction in digital marketing.
• The effectiveness of AI in optimizing email marketing campaigns.
• How sentiment analysis is transforming social media marketing strategies.
• The role of cloud computing in scaling digital marketing operations.
• The impact of virtual influencers on social media marketing effectiveness.
• The effectiveness of AI-powered recommendation engines in e-commerce.
• How autonomous vehicles will influence location-based marketing strategies.
• The role of drones in creating unique marketing experiences.
• The impact of quantum computing on the future of digital marketing analytics.
• The effectiveness of AI in detecting and preventing ad fraud.
• How real-time bidding (RTB) is revolutionizing online advertising auctions.
• The role of gamification in enhancing digital marketing engagement.
• The impact of personalized video content on consumer engagement.
• The effectiveness of AI in managing and optimizing influencer marketing campaigns.
• How immersive experiences (AR/VR) are redefining brand storytelling.
• The role of AI in automating customer journey mapping in digital marketing.
• The impact of hyper-personalization on customer experience in digital marketing.
• The effectiveness of blockchain in ensuring data privacy in digital marketing.
• How digital marketing is adapting to the rise of smart cities and connected environments.
• The role of AI in enhancing dynamic pricing strategies in e-commerce.
• The impact of edge AI on improving real-time customer interactions in digital marketing.
• The effectiveness of holographic displays in creating impactful digital advertisements.
• How augmented reality shopping experiences are influencing consumer purchasing behavior.
• The role of AI in predictive lead scoring for digital marketing campaigns.
• The impact of 3D printing on product marketing and customer customization.
• The effectiveness of AI in optimizing social media content distribution.
• How advanced biometrics are being used for personalized digital marketing.
• The role of AI in enhancing customer retention strategies through predictive analytics.
• The impact of omni-channel marketing on customer experience and satisfaction.
• How businesses can effectively integrate online and offline channels in omni-channel marketing.
• The role of data analytics in optimizing omni-channel marketing strategies.
• The effectiveness of personalized marketing in an omni-channel environment.
• How omni-channel marketing drives brand loyalty and customer retention.
• The impact of mobile technology on the success of omni-channel marketing strategies.
• The role of social media in supporting omni-channel marketing campaigns.
• How to measure ROI in omni-channel marketing initiatives.
• The influence of omni-channel marketing on consumer purchase behavior.
• The role of AI in enhancing omni-channel marketing efforts.
• The effectiveness of email marketing as part of an omni-channel strategy.
• How to create seamless customer journeys in omni-channel marketing.
• The impact of omni-channel marketing on B2B businesses.
• The role of customer data integration in successful omni-channel marketing.
• The effectiveness of loyalty programs in omni-channel marketing.
• How to overcome challenges in implementing omni-channel marketing strategies.
• The impact of omni-channel marketing on brand consistency across platforms.
• The role of content marketing in supporting omni-channel efforts.
• How omni-channel marketing influences customer decision-making processes.
• The effectiveness of location-based marketing in an omni-channel approach.
• The role of CRM systems in managing omni-channel customer relationships.
• The impact of omni-channel marketing on supply chain and logistics.
• How to maintain customer privacy in omni-channel marketing strategies.
• The effectiveness of in-store technology in enhancing the omni-channel experience.
• The role of digital touchpoints in creating a cohesive omni-channel strategy.
• The impact of omni-channel marketing on retail sales performance.
• How to leverage big data for successful omni-channel marketing.
• The role of predictive analytics in optimizing omni-channel strategies.
• The effectiveness of integrating AI-driven chatbots in omni-channel customer service.
• How omni-channel marketing strategies vary between different industries.
• The impact of social commerce on omni-channel marketing success.
• The role of omni-channel marketing in driving e-commerce growth.
• The effectiveness of cross-channel promotions in omni-channel marketing.
• How to ensure brand messaging consistency in omni-channel campaigns.
• The impact of omni-channel marketing on consumer expectations and behavior.
• The role of cloud technology in supporting omni-channel marketing.
• The effectiveness of omni-channel marketing in customer acquisition.
• How to balance traditional and digital channels in an omni-channel strategy.
• The impact of voice search and smart speakers on omni-channel marketing.
• The role of video content in omni-channel marketing strategies.
• The effectiveness of influencer marketing in omni-channel campaigns.
• How omni-channel marketing drives customer engagement and interaction.
• The impact of customer feedback loops on omni-channel marketing optimization.
• The role of omni-channel marketing in fostering brand advocacy.
• The effectiveness of personalized product recommendations in omni-channel marketing.
• How to align omni-channel marketing with customer experience goals.
• The impact of omni-channel strategies on brand differentiation.
• The role of experiential marketing in enhancing omni-channel efforts.
• The effectiveness of programmatic advertising in an omni-channel context.
• How to adapt omni-channel marketing strategies to global markets.
• The impact of cultural differences on global digital marketing strategies.
• How global brands adapt their digital marketing strategies for local markets.
• The role of localization in successful global digital marketing campaigns.
• The effectiveness of global social media marketing strategies across different regions.
• How to manage brand consistency in global digital marketing efforts.
• The impact of global SEO strategies on search engine rankings in different markets.
• The role of cross-cultural communication in global digital marketing success.
• How global e-commerce platforms tailor their marketing strategies for diverse markets.
• The effectiveness of global content marketing in reaching diverse audiences.
• The role of global influencer marketing in building brand awareness across borders.
• How to balance global and local strategies in digital marketing.
• The impact of legal and regulatory differences on global digital marketing campaigns.
• The role of big data in optimizing global digital marketing strategies.
• How global brands manage their online reputation across different markets.
• The effectiveness of global digital advertising campaigns in multicultural markets.
• The role of language translation and adaptation in global digital marketing.
• How to navigate ethical considerations in global digital marketing strategies.
• The impact of global digital marketing on brand loyalty and customer retention.
• The role of global CRM systems in managing customer relationships across markets.
• How global brands leverage mobile marketing in different regions.
• The effectiveness of global email marketing strategies in diverse markets.
• The role of artificial intelligence in optimizing global digital marketing campaigns.
• The impact of cross-border e-commerce on global digital marketing strategies.
• How global brands use data analytics to drive digital marketing decisions in various markets.
• The effectiveness of global video marketing strategies in engaging international audiences.
• The role of global digital marketing in driving international market expansion.
• How global brands manage digital marketing partnerships across different regions.
• The impact of global consumer behavior trends on digital marketing strategies.
• The role of global digital marketing in promoting sustainability initiatives.
• The effectiveness of global PPC campaigns in driving conversions in different markets.
• How to measure the success of global digital marketing strategies.
• The role of global digital marketing in building brand equity across borders.
• The impact of social commerce on global digital marketing efforts.
• How global brands manage digital marketing challenges in emerging markets.
• The effectiveness of global omni-channel marketing strategies.
• The role of global digital marketing in crisis management and recovery.
• How global brands adapt their digital marketing strategies to different economic environments.
• The impact of global digital marketing on consumer trust and brand credibility.
• The role of global digital marketing in fostering innovation and creativity.
• The effectiveness of global remarketing campaigns in various cultural contexts.
• How global brands handle data privacy and security in their digital marketing efforts.
• The impact of global digital marketing on brand differentiation in competitive markets.
• The role of global digital marketing in driving cross-border collaborations and partnerships.
• The effectiveness of global programmatic advertising in reaching target audiences.
• How global brands optimize their digital marketing strategies for multilingual audiences.
• The impact of global digital marketing on customer engagement and interaction.
• The role of global digital marketing in supporting corporate social responsibility (CSR) initiatives.
• The effectiveness of global digital marketing strategies in the B2B sector.
• How global brands navigate digital marketing in highly regulated industries.
• The future of global digital marketing: Emerging trends and strategies for success.
• The impact of content marketing on lead generation in B2B digital marketing.
• How to effectively use account-based marketing (ABM) in B2B digital strategies.
• The role of LinkedIn in B2B digital marketing success.
• The effectiveness of email marketing campaigns in B2B customer retention.
• How B2B companies can leverage SEO to attract and convert leads.
• The role of webinars and online events in B2B digital marketing.
• The impact of personalized marketing on B2B customer relationships.
• The effectiveness of video content in B2B digital marketing strategies.
• How to measure ROI in B2B digital marketing campaigns.
• The role of data analytics in optimizing B2B digital marketing efforts.
• The impact of AI on automating B2B marketing processes.
• How B2B companies use marketing automation tools to streamline campaigns.
• The effectiveness of social media marketing in B2B industries.
• The role of content syndication in B2B lead generation.
• How B2B companies can build brand authority through digital thought leadership.
• The impact of customer testimonials and case studies on B2B marketing success.
• The effectiveness of influencer marketing in the B2B sector.
• How to create compelling B2B digital marketing strategies for niche markets.
• The role of PPC advertising in B2B lead acquisition.
• How B2B companies can optimize their websites for conversions.
• The impact of CRM systems on B2B digital marketing performance.
• The effectiveness of omnichannel marketing in B2B customer engagement.
• How to use big data to drive B2B digital marketing decisions.
• The role of storytelling in enhancing B2B brand communication.
• The impact of digital transformation on B2B marketing strategies.
• How to integrate digital and traditional marketing in B2B campaigns.
• The effectiveness of account-based social media marketing in B2B.
• How B2B companies can use podcasts to reach target audiences.
• The role of digital marketing in B2B sales enablement.
• The impact of GDPR and data privacy regulations on B2B digital marketing.
• The effectiveness of remarketing campaigns in B2B lead nurturing.
• How to align B2B marketing strategies with sales goals using digital tools.
• The role of thought leadership in B2B digital content marketing.
• The impact of digital analytics on improving B2B customer journeys.
• How B2B companies can leverage AI-driven insights for better marketing outcomes.
• The effectiveness of co-marketing partnerships in B2B digital strategies.
• The role of mobile optimization in B2B digital marketing.
• How to use programmatic advertising in B2B marketing campaigns.
• The impact of customer feedback on refining B2B digital marketing efforts.
• The effectiveness of personalization in B2B email marketing.
• How to build and maintain B2B online communities through digital platforms.
• The role of e-commerce platforms in B2B sales and marketing.
• The impact of social proof on B2B decision-making processes.
• How to use data-driven marketing to enhance B2B customer loyalty.
• The effectiveness of digital PR in building B2B brand reputation.
• The role of digital marketing in B2B product launches.
• The impact of AI chatbots on B2B customer service and engagement.
• How to create integrated digital marketing campaigns for B2B audiences.
• The effectiveness of video marketing in explaining complex B2B products and services.
• The role of digital marketing in B2B crisis management and communication.
• The impact of social media campaigns on fundraising efforts for non-profit organizations.
• How non-profits can leverage content marketing to increase awareness and engagement.
• The role of email marketing in donor retention and engagement for non-profits.
• The effectiveness of storytelling in digital campaigns for non-profit organizations.
• How non-profits can use SEO to attract volunteers and donors.
• The impact of digital marketing on building trust and transparency for non-profits.
• The role of influencer marketing in promoting non-profit causes.
• How non-profits can utilize video marketing to drive social change.
• The effectiveness of crowdfunding platforms in non-profit fundraising efforts.
• The role of mobile optimization in enhancing non-profit digital marketing strategies.
• How non-profits can use data analytics to optimize their digital marketing campaigns.
• The impact of social proof on donor behavior in non-profit digital marketing.
• The effectiveness of PPC advertising for non-profit fundraising campaigns.
• How non-profits can create engaging content for social media platforms.
• The role of digital storytelling in increasing donor engagement and support.
• How non-profits can leverage email segmentation to improve campaign performance.
• The impact of website design on donor trust and engagement for non-profits.
• The effectiveness of digital marketing in driving volunteer recruitment for non-profits.
• How non-profits can use marketing automation to streamline communication with donors.
• The role of online petitions in amplifying non-profit advocacy efforts.
• The impact of digital transformation on non-profit marketing strategies.
• The effectiveness of peer-to-peer fundraising in digital campaigns for non-profits.
• How non-profits can use webinars and virtual events to engage supporters.
• The role of social media analytics in shaping non-profit digital marketing strategies.
• The impact of digital marketing on increasing membership for non-profit organizations.
• The effectiveness of influencer partnerships in raising awareness for non-profit causes.
• How non-profits can use retargeting to re-engage potential donors online.
• The role of digital marketing in crisis management for non-profits.
• The impact of GDPR and data privacy regulations on non-profit digital marketing.
• The effectiveness of grassroots digital campaigns in driving social change.
• How non-profits can leverage digital PR to enhance their public image.
• The role of online community building in supporting non-profit missions.
• The impact of AI-driven personalization on non-profit donor engagement.
• The effectiveness of mobile apps in supporting non-profit fundraising efforts.
• How non-profits can use influencer storytelling to humanize their causes.
• The role of digital marketing in advocacy and policy change for non-profits.
• The impact of social media algorithms on non-profit content visibility.
• The effectiveness of donation pages in converting website visitors into donors.
• How non-profits can use digital marketing to diversify their donor base.
• The role of digital marketing in promoting environmental sustainability for non-profits.
• The impact of digital marketing on increasing global awareness of non-profit missions.
• The effectiveness of virtual reality experiences in non-profit awareness campaigns.
• How non-profits can utilize big data to improve their marketing outreach.
• The role of SEO in boosting non-profit website traffic and engagement.
• The impact of multi-channel digital marketing on non-profit campaign success.
• The effectiveness of cause-related marketing partnerships in digital campaigns.
• How non-profits can use social media challenges to increase visibility and engagement.
• The role of digital marketing in building long-term donor relationships.
• The impact of influencer-driven campaigns on non-profit fundraising outcomes.
• The effectiveness of digital marketing strategies in achieving non-profit advocacy goals.

The comprehensive lists of digital marketing thesis topics across various categories provided in this section serve as a valuable resource for students looking to explore and contribute to the rapidly evolving field of digital marketing. Each category, from Social Media Marketing to Digital Marketing in Non-Profit Organizations, offers a wide range of research opportunities that reflect the current challenges, trends, and future directions in the industry. By selecting a topic that aligns with their interests and career goals, students can conduct meaningful research that not only fulfills academic requirements but also adds value to the broader digital marketing community. Whether you’re interested in emerging technologies, ethical considerations, or global strategies, these topics will guide you in choosing a relevant and impactful thesis subject that can help shape the future of digital marketing.

The Range of Digital Marketing Thesis Topics

Digital marketing is a dynamic and ever-evolving field that has transformed the way businesses connect with consumers. From social media campaigns to search engine optimization (SEO), digital marketing encompasses a broad spectrum of strategies and tools designed to engage audiences in the digital space. As technology continues to advance and consumer behaviors shift, the landscape of digital marketing is constantly changing, offering a wide range of research possibilities for students. Selecting a timely and relevant thesis topic in digital marketing is crucial for academic success and can provide valuable insights that contribute to the industry’s growth. By focusing on current issues, recent trends, and future directions, students can explore areas that are both impactful and aligned with their career goals.

Current Issues in Digital Marketing

The digital marketing industry faces several pressing challenges that have significant implications for marketers, businesses, and consumers alike. One of the most prominent issues is the growing concern over data privacy. With the introduction of regulations such as the General Data Protection Regulation (GDPR) in Europe and the California Consumer Privacy Act (CCPA) in the United States, businesses are under increasing pressure to ensure that their digital marketing practices comply with strict data protection laws. These regulations not only affect how companies collect, store, and use consumer data but also influence consumer trust and brand loyalty. A thesis exploring the impact of data privacy regulations on digital marketing strategies could provide valuable insights into how businesses can navigate these challenges while maintaining effective marketing practices.

Another critical issue in digital marketing is the ethical use of artificial intelligence (AI). AI has revolutionized many aspects of digital marketing, from personalized content recommendations to automated customer service chatbots. However, the use of AI also raises ethical concerns, particularly regarding transparency, bias, and the potential for manipulation. For example, AI-driven algorithms can create echo chambers by only showing users content that aligns with their existing beliefs, potentially exacerbating misinformation and polarization. A thesis focusing on the ethical implications of AI in digital marketing could explore how businesses can harness the power of AI while adhering to ethical standards that promote fairness and transparency.

Misinformation is another significant challenge in the digital marketing landscape. The rise of fake news and misleading content on social media platforms has not only impacted public discourse but also posed risks to brand reputation. Companies must be vigilant in monitoring the content associated with their brand and take proactive steps to combat misinformation. A thesis on this topic could examine the strategies that businesses can use to identify and address misinformation, as well as the role of digital marketers in promoting accurate and trustworthy information.

In addressing these current issues, students can explore digital marketing thesis topics that are both timely and relevant, contributing to the ongoing discourse on how to navigate the complexities of the digital age.

Recent Trends in Digital Marketing

As digital marketing continues to evolve, several key trends have emerged that are shaping the future of the industry. One of the most notable trends is the rise of influencer marketing. Influencers—individuals with significant social media followings—have become powerful advocates for brands, leveraging their influence to promote products and services to their audiences. Influencer marketing has proven to be an effective way for brands to reach niche markets, build trust with consumers, and increase brand awareness. A thesis exploring the effectiveness of influencer marketing in different industries or the impact of influencer marketing on consumer behavior could provide valuable insights into this growing trend.

Another significant trend in digital marketing is the growing importance of personalized content. As consumers become increasingly inundated with marketing messages, personalized content has emerged as a way to cut through the noise and engage audiences on a deeper level. Personalization involves tailoring marketing messages to individual consumers based on their preferences, behaviors, and interactions with the brand. This approach not only enhances the customer experience but also improves conversion rates and customer loyalty. A thesis focusing on the strategies and technologies that enable personalized marketing, or the challenges associated with implementing personalization at scale, could offer practical guidance for businesses looking to capitalize on this trend.

Video marketing is another trend that has gained significant traction in recent years. With the rise of platforms like YouTube, TikTok, and Instagram, video content has become a dominant form of digital communication. Video marketing allows brands to convey their message in a dynamic and engaging way, making it easier to capture the attention of consumers. Additionally, live streaming has become a popular tool for brands to interact with their audience in real time. A thesis exploring the impact of video marketing on consumer engagement or the effectiveness of live streaming as a marketing tool could provide valuable insights into how brands can leverage video content to achieve their marketing goals.

By focusing on these recent trends, students can explore digital marketing thesis topics that are not only relevant to current industry practices but also provide actionable insights for marketers looking to stay ahead of the curve.

Future Directions in Digital Marketing

As the digital landscape continues to evolve, several emerging technologies and strategies are poised to shape the future of digital marketing. One of the most exciting developments is the integration of virtual reality (VR) and augmented reality (AR) into marketing campaigns. These immersive technologies offer brands the opportunity to create unique and engaging experiences for consumers, allowing them to interact with products and services in new and innovative ways. A thesis exploring the potential of VR and AR in digital marketing could examine how these technologies can be used to enhance customer engagement, drive sales, and differentiate brands in a competitive market.

Another area of interest for the future of digital marketing is the rise of social commerce. Social commerce involves the use of social media platforms to facilitate online shopping, allowing consumers to discover, browse, and purchase products directly through social media channels. This trend is expected to grow as social media platforms continue to integrate e-commerce functionalities into their services. A thesis on social commerce could explore the strategies that brands can use to optimize their social media presence for sales, as well as the challenges and opportunities associated with this emerging trend.

Advancements in AI-driven marketing strategies also hold significant promise for the future of digital marketing. AI is already being used to automate and optimize various aspects of digital marketing, from content creation to customer segmentation. As AI technology continues to advance, it is likely to play an even more central role in shaping the future of marketing. A thesis exploring the potential of AI-driven marketing strategies could examine how AI can be used to enhance personalization, improve targeting, and increase the overall effectiveness of marketing campaigns.

By exploring these future directions, students can identify digital marketing thesis topics that not only reflect the latest technological advancements but also provide insights into the future trends that will shape the industry.

In conclusion, digital marketing is a dynamic and rapidly evolving field that offers a wealth of research opportunities for students. By selecting a timely and relevant thesis topic, students can contribute valuable insights to the industry and position themselves for success in their academic and professional careers. Whether focusing on current issues such as data privacy and the ethical use of AI, exploring recent trends like influencer marketing and video content, or investigating future directions such as VR, AR, and AI-driven strategies, students have the opportunity to delve into topics that are both impactful and aligned with their interests. The comprehensive list of digital marketing thesis topics provided in this section serves as a valuable resource for students seeking to explore and contribute to this exciting field. By choosing a topic that resonates with their passion and goals, students can make meaningful contributions to the ever-changing world of digital marketing.

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How to Write a Digital Marketing Proposal (Template Included)

Whether you’re a digital marketing freelancer or a budding entrepreneur looking to secure valuable partnerships, understanding how to articulate your strategy in a convincing proposal is important for your to success. This article will walk you through the steps and the essential elements of creating a winning digital marketing proposal that not only showcases your expertise but also resonates with potential clients.  

But that’s not all – to make your proposal writing journey even smoother, we’ve included a digital marketing proposal template at the end of this article. This ready-to-use proposal template serves as a valuable resource, saving you time and effort while ensuring that your proposal is structured for maximum impact.

So, whether you’re looking to land a new client, secure a project, or elevate your digital marketing game, join us as we uncover the secrets to writing a winning digital marketing proposal that sets you apart.

Importance Of A Well Crafted Digital Marketing Proposal

A well-crafted digital marketing proposal is important in securing success for your business. It serves as a powerful tool to communicate your strategies, showcase expertise, and outline clear expectations. It not only impresses potential clients but also establishes trust and credibility. Think of it like a map that helps both you and the client understand where you’re going together.

Step-by-step Guide for Writing a  Digital Marketing Proposal

Writing a digital marketing proposal is a process that involves outlining your approach, showcasing your expertise, and aligning your strategies with the client’s goals. Here’s a step-by-step guide to help you write a convincing digital marketing proposal:

Step 1: Research and Understand the Client

Before you start writing, thoroughly research and understand your client’s business, industry, and competitors. Identify their pain points, goals, and unique selling propositions.

Step 2: Executive Summary

– Provide a Snapshot: Write a concise overview of the entire proposal, summarize your strategies and their expected impact. A  summarize tool  can help to condense key points efficiently, ensuring brevity while maintaining the core message of the proposal.

– Highlight Key Benefits:  Emphasize positive outcomes and benefits your strategies aim to deliver.

– Teaser for Exploration: Spark curiosity to encourage readers to delve deeper into the proposal.

Step 3: Introduction

– Provide Context: Acknowledge the current state of the client’s business environment and industry trends.

– Establish a Connection: Acknowledge the client’s unique needs and challenges to build a personal connection.

– Outline Purpose and Structure: Clearly state the purpose of the proposal and provide a roadmap for what follows.

Step 4: Client Needs Analysis

– Thorough Industry Research: Uncover industry intricacies, providing insights into market dynamics, competitors, and challenges.

– Identify Client Goals: Collaboratively identify and analyze the client’s goals and objectives.

– Tailor Strategies: Customize proposed strategies to address specific challenges uncovered during research.

Step 5: Proposed Strategies and Tactics

– Detailed Strategy Presentation: Provide an encompassing overview of proposed digital marketing strategies.

– Rationale for Each Strategy: Explain the reasoning behind each strategy, aligning them with client goals and industry best practices.

– Alignment with Industry Standards: Showcase a commitment to industry trends for a competitive edge.

Step 6: Timeline and Deliverables

– Set a Realistic Timeline: Lay out a timeline considering the intricacies of each proposed strategy.

– Clearly Defined Milestones: Define milestones and deliverables for transparency and shared expectations.

– Manage Client Expectations: Use the timeline to manage expectations regarding the pace of campaign implementation.

 Step 7: Budget and Resource Allocation

– Financial Details: Break down the budget allocated for various activities.

– Resource Requirements: Outline personnel, marketing tools , and technology requirements.

– Commitment to Cost-Effectiveness: Emphasize efficiency and cost-effectiveness to deliver maximum value.

Step 8: Measurement and Analytics

– Define KPIs: Clearly define key performance indicators for measuring campaign success.

– Metrics and Measurement Tools: Describe the metrics to be tracked and tools for measurement. i.e Google Analytics, Semrush etc

– Emphasize Measurable Results: Communicate a commitment to transparency and accountability tied to tangible outcomes.

Step 9: Risk Assessment and Contingency Plans

– Identify Potential Challenges: Anticipate potential challenges and risks associated with proposed strategies.

– Present Contingency Plans: Outline plans to address unforeseen obstacles, showcasing adaptability.

– Exhibit Foresight: Position yourself as a strategic partner capable of foreseeing and mitigating potential issues.

Step 10: Conclusion and Call to Action

– Summarize Key Points: Concisely summarize the proposal’s key points, reiterating strategies and benefits.

– Reinforce Alignment: Emphasize the alignment between proposed strategies and client goals.

– Clear Call to Action: End with a clear call to action, inviting the client to engage further or proceed with collaboration.

By following these steps, you’ll create a comprehensive digital marketing proposal that not only showcases your expertise but also resonates with your client, increasing the likelihood of a successful collaboration.

Consider using this well curated Digital Marketing Proposal template made by Prospero.

Key Considerations in Digital Marketing Proposals

1. Conciseness is Key:

   In our fast-paced and short attention span world, a concise proposal is important. It respects the audience’s time, conveying information efficiently and ensuring key messages are easily absorbed. A brief yet impactful proposal is more likely to capture and retain attention than a lengthy one.

2. Address the Audience’s Problem Statement:

   Successful proposals go beyond your competences; they resonate by addressing the audience’s specific challenges. Identifying and targeting their problem statement establishes a connection, positioning proposed solutions as tailored remedies.

3. Visuals Enhance Impact:

   Visual elements like infographics and charts add a compelling layer to proposals. They enhance comprehension, facilitate memory retention, and make content more appealing. In an age dominated by visual content, integrating images into proposals is a strategic choice for greater engagement.

4. Clarity and Specificity Matter:

   Clarity is non-negotiable in effective communication. Remove ambiguity and prioritize specificity to enhance persuasiveness. Clear, specific language ensures the audience grasps the nuances of proposed strategies, fostering trust in the provider’s expertise.

In essence, a concise, problem-centric, visually engaging, and clear proposal is a powerful tool that resonates with the audience, communicating information effectively and persuading them towards collaboration.

Recommended Read: 9 Mistakes to Avoid when Writing a Proposal

In closing, writing a good digital marketing proposal is like creating a roadmap for success. Think of your proposal as a special tool that can help you get new projects and partnerships. By using the tips in this guide and the provided template, you have everything you need to make your proposals stand out and impress clients.

Remember, each proposal is a chance to show off what you know and how well you understand what your client needs. Customize your strategies, share your successes, and present a plan that makes sense to your audience.

Frequently Asked Questions

• What should be included in a digital marketing proposal?

Key sections include an executive summary, introduction, client needs analysis, proposed strategies, timeline, budget, measurement, and a clear conclusion with a call to action.

•  How long should a digital marketing proposal be?

 Aim for a concise proposal that includes all essential information. Length can vary, but clarity is more important than unnecessary details.

•  How do I tailor a digital marketing proposal to a specific client?

Conduct thorough research on the client’s business, customize strategies to address their challenges, and showcase alignment with their goals.

• Should I include case studies or past successes?

Yes, including relevant case studies strengthens your proposal by providing evidence of your expertise and successful outcomes for clients.

• Why is a clear call to action important in the conclusion?

A clear call to action guides the client’s decision-making process, inviting them to engage further, collaborate, or move forward with proposed strategies.

ABOUT THE AUTHOR

Damilola Oyetunji

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How digital technologies reshape marketing: evidence from a qualitative investigation

• Original Article
• Open access
• Published: 17 January 2023
• Volume 2023 , pages 27–58, ( 2023 )

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• Federica Pascucci   ORCID: orcid.org/0000-0002-7326-6067 1 ,
• Elisabetta Savelli   ORCID: orcid.org/0000-0003-2785-0403 2 &
• Giacomo Gistri   ORCID: orcid.org/0000-0003-2988-9758 3  

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Digital technologies are now imperative for markets and society, and digital transformation is becoming a key area of business innovation. However, digital transformation is complex, and firms still lack the abilities to fully grasp and exploit its opportunities. This study investigates how digital technologies are currently implemented by companies. In particular, since digital transformation can reshape the traditional process of value creation in which marketing is primarily involved, the article analyses the impact of digital transformation on traditional marketing, including its role, organisation, and instruments. The study conducted qualitative research in the form of in-depth interviews with managers working for companies operating in different Italian industries. The results show that digital technologies are widely used by firms, although they often belong to the category of traditional tools, and companies are more ‘digitalised’ than ‘digitally transformed’. Digital technologies impact marketing by improving the abilities of market analytics, pricing, and channel management and helping to build relationships with clients to achieve value co-creation. Professional skills are variously augmented, while organisational processes are becoming more effective and flexible through the use of multiple knowledge and cross-functional experiences. Research and managerial implications are discussed in light of the main barriers and risks involved in the implementation of digital transformation.

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1 Introduction

Society is undergoing a constant technological transformation that involves changes in all areas – from the economy to culture and politics. The business world is profoundly influenced by this transformation, which is occurring across industries, albeit at varying intensities. Data from the most recent report by Anitec-Assinform (2021) indicate that TLC & media, industry, and banking are the three sectors in Italy that reveal the highest investments in absolute value totalling €8.815, €7.909, and €7.989 million, respectively. In this context, some technologies can be considered already mature, such as mobile business, cloud computing, and the Internet of Things (IoT), whereas other technologies seem to be emergent, including blockchain and artificial intelligence. In the industrial sector, the digital investment mainly aims to improve customer engagement, enhance relationships with employees, reduce time-to-market through agile manufacturing and supply chain management, promote operational efficiency, and advance data exploitation.

In light of this evolution, there is growing interest in the topic of digital transformation (DT). Both academics and practitioners have proposed several definitions of DT, which has thus become a ‘hype’ or ‘buzzword’; however, not enough attention has been paid to what DT is and how it can be conceptualised (Gong & Ribiere, 2021 ; Hausberg et al., 2019 ). Scholars agreed that the implications of DT are profound and manifold. Moreover, DT extends beyond the adoption of one or more digital technologies, as it entails rethinking the market approach and value proposition, changing organisational processes and structures, and, in some cases, innovating the business model, thus involving a plurality of internal and external actors (Broekhuizen et al., 2021 ).

In this context, marketing can play a fundamental role, considering its important function of connecting firms and the market. It can help a company adapt to the constantly changing needs and trends coming from the external environment. However, to address the challenges of DT, marketing theory has to be enriched with new concepts, logic, and tools that are in line with the ongoing evolution (De Luca et al., 2020 ). According to Kumar et al., ( 2021 ), the future of marketing lies in firms’ efforts to acquire a holistic understanding of their customers’ needs and behaviours across platforms, devices, and varied products and services. To this end, it is fundamental to investigate the impact of new digital technologies on marketing strategies both to understand how they are currently being leveraged and to identify potential areas that merit deeper exploration.

To answer these calls, the present study explores how DT is currently perceived and implemented by companies and how it affects marketing by influencing its role, organisation, and internal processes. The main objective is to understand the complex relationship between DT and marketing by investigating (i) how DT can be leveraged by marketing processes and resources; and (ii) how DT can improve the value creation process in which the marketing function is involved. Existing literature on this topic is quite fragmented, as studies have considered one single marketing activity or decision, and the findings have often been discordant. Thus, further analyses are recommended.

Specifically, the contribution of this exploratory analysis is twofold. First, unlike existing studies, the present research considers marketing as a whole strategy and process, thus generating a holistic view of DT implications. In this respect, the findings reveal some important changes concerning the role and organisation of marketing and the management of its activities. Second, the study identifies potential risks and barriers to DT encountered by the firms and how companies are trying to overcome them. From these risks and barriers, we derive some useful recommendations for managers and policymakers.

The paper is structured as follows. Following this introduction, Sect.  2 describes the theoretical background of the study and establishes four research questions. Section  3 sets the methodology, and Sect.  4 presents the findings of the multiple interviews. Section  5 discusses the implications for theory and practice, and Sect.  6 concludes the paper by highlighting both the limitations of the study and future research directions.

2 Theoretical background

2.1 digital transformation.

The term ‘digital transformation’ has entered the agendas and debates of both scholars and practitioners, and the concept is currently a ‘hot topic’. Conceptual and empirical research on DT has grown enormously in recent years in different fields, and many literature reviews have been published (Krishen et al., 2021 ). In the Scopus database, the number of articles, conference papers, books, and book chapters containing ‘digital transformation’ in the title, keywords, and abstract increased from 2 to 3,109 between 2000 and 2021.

The topic of DT can be investigated from two key perspectives: that of the firm which adopts digital technologies or that of the customers at whom the company’s actions are directed. This paper focuses on the first perspective, which recognises the multidisciplinary nature of the phenomenon in involving changes in strategy, organisation, technologies, supply chains, and marketing (Verhoef et al., 2021 ). For companies, digital technologies may enhance operational efficiency and the effectiveness of existing processes (Pascucci, 2017 ). Moreover, they can provide new opportunities to enable business model innovations (Ancillai et al., 2022 ), such as digital servitisation (Frank et al., 2019 ; Gebauer et al., 2021 ; Grandinetti et al., 2020 ).

According to this dual nature of DT implications, it is possible to distinguish three stages of DT (Verhoef et al., 2021 ): digitisation, which is the encoding of analog information into a digital format; digitalisation, which is the adoption of digital technologies to improve existing business processes; and DT, which is the development of a new business model based on digital technologies. In line with this conceptualisation, DT is the most pervasive and complex stage of transformation (Gong & Ribiere, 2021 ), and most firms, especially SMEs, are still in the second stage. Each stage places specific demands on firms’ digital resources, organisational structure, growth strategy, and metrics. As a result, DT can have different levels of maturity as a changing process and there is not ‘one best way’ to implement DT; rather, each firm needs to devise its approach (Checchinato et al., 2021 ).

Although the growing number of studies on DT, some authors have argued that the phenomenon remains under-investigated (Fernandez-Ravira et al., 2021 ), and there is still a need to understand the true nature of change and transformation (Gong & Riviere, 2021 ). Moreover, despite the opportunities presented by technological progress, it seems that firms are not yet fully exploiting the potential of digital technologies, as many companies have failed to obtain the expected results. Thus, DT represents ‘a substantial problem of practice’ (Hinterhuber et al., 2021 , p. 3). In this regard, Gebauer et al., ( 2020 ) have highlighted a ‘digitalisation paradox’ in which ‘companies invest in digitalisation but struggle to earn the expected revenue growth’ (p. 315). In light of this, our first research question (RQ1) is as follows:

How do firms conceive of DT? In particular, how and why do they leverage digital technologies for it?

2.2 Marketing in the age of DT

Marketing is one business area witnessing DT on an intense scale and experimenting with new technologies, such as artificial intelligence, blockchain, and the IoT (Grewal et al., 2020 ; Kumar et al., 2021 ). Digitalisation has radically transformed the customer journey since individuals are now constantly connected. Moreover, the era of digital technologies features exceptional growth in customer empowerment. Because of the abundance of information and interaction opportunities, consumers no longer accept the role of passive recipients of firms’ messages (Auh et al., 2019 ; Akhavannasab et al., 2018 ). This change requires innovative approaches to marketing communication and forces brands to interact with individual customers quickly, openly, and continuously.

All of these trends have led companies to adopt a customer-centric approach, which prioritises the customer first and foremost in their organisational strategies (Shah et al., 2006 ). Consequently, relationships between firms and their customers are evolving, and firms should invest in building stronger, closer, and longer-lasting customer relationships in both B2B and B2C markets. Digital technologies have helped firms in pursuing this aim. For instance, with CRM technologies, companies can gather customer information through many touchpoints and share the needed information across the company to align marketing decisions with customers’ needs and values, identify more profitable customers, guide investment decisions, quickly respond to customer requests, and deliver customised offerings and experiences (Nasir, 2015 ).

Customer data form the basis of a customer-centric organisation. Data are assuming an increasingly central role in marketing as a fundamental resource for building and maintaining customer relationships, personalising products, services, and the marketing mix, and automating marketing processes in real-time. Nowadays, firms operate in ‘data-rich environments’ (Wedel & Kannan, 2016 ), such as web and social media, which have brought an explosion of real-time data, especially unstructured ones, that can reshape the management of marketing activities and thereby afford new business opportunities.

The combination of data proliferation, algorithmic advancement (artificial intelligence), and more powerful computing and storage capabilities supports the transformation of data into business insights, decisions, and actions, thus allowing for the development of a marketing ‘data-driven approach’ (Anderson, 2008 ; Pascucci et al., 2022 ), which helps companies to customise products and optimise marketing decisions for customers on a real-time basis (Wirtz et al., 2017 ).

Because of the growing relevance of data-driven decisions, marketing analytics has become central to modern organisations and now represents a new frontier in marketing research (Sheth, 2021 ). However, the increased volume and variety of data remain mostly untapped by firms, and many organisations have failed to incorporate the data effectively in their decision-making processes (Tabesh et al., 2019 ). Thus, many firms have not effectively realised their ‘big data dreams’ (Mazzei & Noble, 2017 ). Previous research has identified a shortage of organisational resources (e.g. infrastructure, human resources, and competencies) and cultural and technological barriers (Tabesh et al., 2019 ) as the main reasons for this failure. Organisations that aim to profit from (big) data analytics, indeed, should have the following elements: first, a culture and leaders that recognise the importance of data, analytics, and data-driven decision making; second, a governance structure that prevents silos and facilitates the integration of data and analytics into the organisation’s overall strategy and processes; and third, a critical mass of marketing analysts who collectively provide sufficiently deep expertise in analytics as well as substantive marketing knowledge (Wedel & Kannan, 2016 ).

Anyway, this evolution is transforming the way marketing strategies are developed and implemented, and produces an overall reshaping of the marketing mix management (Caliskan et al., 2021 ). As a result, a new marketing approach (i.e., Digital Marketing: Krishen et al., 2021 ), organisation, and skills are required. Notably, scholars have developed the new ‘Marketing 4.0’ (Kartajaya et al., 2016 ; Jara et al., 2012 ), which is based on the assumption that customers are not only looking for products and services to satisfy their needs but also demanding to be part of the production process. This aspect calls for a shift towards a more collaborative, interactive, and inclusive approach, which Marketing 4.0 tries to enable to improve brand and customer relationships (Dash et al., 2021 ).

For marketing policies, the rise of social media has dramatically changed how firms manage their brands. Consumers have become ‘pivotal authors’ of brand stories, and firms need to pay attention to such consumer-generated content and coordinate firm-generated content accordingly (Gensler et al., 2013 ).

The participatory role of customers is also at play in the product customisation enabled by digital technologies, such as virtual, augmented, or mixed reality, that have the potential to not only increase customer participation in the new product design (Mourtzis & Doukas, 2012 ) – but also to create new types of improved customer experiences in all steps of the customer journey (Hoyer et al., 2020 ; Flaviàn et al., 2019 ). Notably, heterogeneity exists in consumer demand for customisation, and a better understanding of these differences is vital for brand managers to effectively develop and deliver customisation opportunities for consumers (Pallant et al., 2020 ).

Digital transformation also impacts pricing decisions. The growing availability of data and pricing algorithms is enabling personalised and dynamic pricing, in which prices can change by the day, every hour, or for each customer according to the data that are collected and analysed. This widespread practice is especially prevalent in the service sector (Abrate et al., 2012 ).

Finally, DT allows consumers to utilise and move seamlessly across multiple channels in their customer journey (Hansen & Sia, 2015 ). Along with these developments, ‘omnichannel management’ is increasingly emerging as a new strategic approach – in contrast to ‘multichannel management’ – to manage the simultaneous and synergetic interplay between channels and thus provide the seamless customer experience that customers expect (Verhoef et al., 2015 ).

In the wake of all of these evolution trends, digital marketing studies have increased substantially over the past 20 years. Nevertheless, digital marketing is still growing and has not yet reached maturity (Krishen et al., 2021 ). In addition, the existing literature is quite fragmented as previous research is mainly focused on specific marketing activities, and findings have often been discordant. Therefore, our second research question (RQ2) is as follows:

what are the impacts that DT is currently having on marketing activities and firm-customer relationships?

While digital changes present numerous opportunities, they undoubtedly pose some challenges as well. Leeflang et al., ( 2014 ) have already identified three main challenges for digital marketers: the ability to generate and leverage deep customer insights, the management of brand reputation in a marketing environment where user-generated content is predominant, and the assessment of the effectiveness of digital marketing. The issue of human resources and capabilities remains a particularly prominent topic, as there is a widening gap between the accelerating complexity of markets and technologies and the evolution of firms’ digital marketing capabilities. Increased data complexity creates a ‘digital talent gap’ (Leeflang et al., 2014 ) that is aggravated by the difficulty of finding employees who are capable of combining quantitative and analytics skills with marketing skills. In this regard, Herhausen et al. ( 2021 ) have identified two marketing capability gaps: the ‘practice gap’, concerning the deficit between managers’ current practices and their ideal digital marketing capabilities; and the ‘knowledge gap’, which is the divide between the digital marketing transformation and the extant scholarly knowledge that underpins it. Matarazzo et al., ( 2021 ) have found that dynamic capabilities, especially sensing and learning capabilities, are generally fundamental facilitators of DT in SMEs. According to these authors, DT is a learning process, as it requires new human resources and some changes to organisational structure, which demonstrates the relevance of the ‘soft’ dimension of DT as opposed to the technological dimension. Likewise, Eller et al., ( 2020 ) have determined that the recruitment of employees with the required skills is a significant barrier to successful digitalisation among SMEs, and a digital strategy with concrete key performance indicators and actions to monitor the process is a fundamental driver of digitalisation. In particular, there is a need to more closely align marketing and information technology (IT) in terms of knowledge and capabilities (Graesch et al., 2021 ).

Authors have largely agreed that scarce attention has been given to the related competencies that firms need to fully exploit the potential of digital technologies. It could be interesting and useful to investigate the reason for this gap, study how digital technologies are being leveraged, and identify the most critical areas. Thus, our third research question (RQ3) is as follows:

What is impact of DT on marketing organization and competences?

A further debate in the marketing literature concerns the implications of DT for the role and relevance of marketing within the company. According to some scholars, marketing is losing its influence and has become marginalised, as marketing decisions have moved to other departments (Homburg et al., 2015 ; Verhoef & Leeflang, 2009 ). In the same vein, Quinn et al., ( 2016 ) have stated that evolution ‘has precipitated a managerial sense of crisis for marketing, triggering a transformation that has repercussions for the future of the discipline and its practice’ (p. 2104). In contrast, other authors have posited that technological evolution has contributed over time to the role and scope of marketing within organisations expanding from primarily involving the development and management of creative communication to now including the implementation of data-driven and technology-enabled marketing practices that are not only relevant to firms and customers but also financially accountable (Shah & Murthi, 2021 ). Based on this discussion, it is interesting to explore how DT may have changed the function of marketing and the main implications of this evolution. Therefore, our fourth research question (RQ4) is as follows:

How might DT have changed the overall role and importance of marketing within firms?

3 Methodology

This research employed a multiple case study methodology to perform an exploratory analysis of DT in 11 Italian firms operating in different industries. Considering the novelty and complexity of DT, the case study approach is particularly suitable, as it emphasises the richness of the phenomenon and deeply grounds the findings in the varied empirical evidence that is collected (Eisenhardt, 1989 ). Case studies are particularly useful for providing in-depth answers to ‘how’ and ‘why’ research questions, thus supporting a holistic, comprehensive, and realistic understanding of a certain phenomenon. Moreover, Hausberg et al., ( 2019 ) have directly called for more case studies that describe the benefits, values, and weaknesses of DT implementations.

The research team conducted in-depth and semi-structured interviews (n = 20) based on face-to-face and online meetings with individuals who had key-roles in DT, including those of chief officer (CO), chief digital officer (CDO), or chief marketing officer (CMO). Semi-structured interviews suited the study’s explorative aim because they allow researchers to follow a structured approach while also leaving space for interviewees to freely talk about their experiences and opinions (Yin, 2009 ). Each interview lasted nearly two hours, was conducted in Italian, and was audio-recorded, transcribed, and analysed. The number of interviews, within each company, has been determined in line with the principle of theoretical saturation, thus interviews have been conducted till the information gathered has been considered sufficient for the scope of the analysis and no further relevant information could have been added by additional interviews (Strauss & Corbin, 1990 ).

The interview guide was aimed at exploring DT in terms of four aspects: first, the implemented technologies (technological macrotrends); second, the implications of technology adoption for marketing processes; third, the implications of technology adoption for human resources and organisation; and fourth, the implications of technology adoption for customer relationships. The interview guide was carefully designed based on the previously analysed literature on DT and marketing.

In addition to the primary data from the interviews, secondary data were gathered from newspaper and magazine articles, corporate presentations, companies’ reports, and their own websites. These allowed for the triangulation of data, which provides greater depth to the study of a phenomenon from different perspectives (Denzin, 1984 ).

Figure  1 depicts the overall framework that guided the case study development and analysis.

Framework of analysis

As for the sample, a purposeful procedure (Patton, 2005 ) was used to select firms from the Marche region. This area has n.145.609 firms (2021), which represents the 2.8% of all Italian firms. Manufacturing and commerce are the main sectors. Marche’s entrepreneurial density (i.e., number of firms per inhabitant) is higher than the Italian one (97 firms per 1000 inhabitants vs. 87, https://statistica.regione.marche.it ). Such entrepreneurial vocation makes Marche Region an interesting context to investigate the phenomenon of firms’ digital transformation.

Companies have been selected to represent the principal industries of this area and to provide a clear picture of the current situation while considering different sectors, as well as different needs and criticalities from the perspective of the DT phenomenon. Thus, because the intention was to get a broad variety of DT cases, the sample covers various industries and sizes (see Table  1 ). Moreover, we selected only incumbent firms, as their legacy ensures that they have experience with DT challenges and barriers and must navigate conflicts and trade-offs between existing and new ways of conducting business (Verhoef et al., 2021 ). Finally, considering our research objective, all the selected firms must be involved in some form of DT, being aware of the importance to invest in new technologies.

Although the analysis has been conducted at a regional level, the findings are significant as Marche is one of the most industrialised regions in Italy, and the distribution of its industries is quite similar to the Italian one, with a prelevance of small and medium sized firms.

The collected data have been examined following Eisenhardt’s ( 1989 ) guidelines for within-case and cross-case analyses. Each case was thoroughly studied to obtain insights into the relationship between DT and marketing. Then, the cases were compared to analyse similarities and differences and gain a richer understanding of the DT phenomenon.

4.1 Intra-case analysis

DT is an ongoing process in the analysed companies that was variously perceived and implemented. Table  2 shortly depicts the current status of DT within each company, by showing the main technologies adopted and relative business areas of application.

Algam EKO operates in the musical instruments industry. The company employs digital technologies mostly to interact with customers and suppliers. Specifically, it has been using mobile technology/smart apps since 2016 and is active on social media since 2009, especially on YouTube, Facebook, LinkedIn, and Instagram. AI applications are in progress, intending to bring online the experience that is lived in physical retail, by creating ad hoc videos in collaboration with retailers. Algam EKO doesn’t use IoT or Blockchain technologies yet.

Ariston Thermo works in the thermal comfort, burners, and components sectors. Since it is a multinational company that grew up through many acquisitions, digital technologies have been used to create greater harmonization within the group. They started with assistance services. Having sensors inside the boilers the company would be able to know if there is a malfunction and, therefore, intervene earlier, sometimes solving the problem completely remotely without going to customers’ homes. This brought a very different customer service model and also important business insights with data collection, storage, and utilization. About AI and IoT the company is at its beginning. The integration between IoT and Blockchain remains an objective of the near future. Also for digital communications, Ariston Thermo is in its infancy. It is present on social media platforms but it needs to find its soul, as it is still very jagged because social media are not managed centrally and strategically. As the Chief Digital Officer said:

Everyone does his own so we are still at the stage of trying to understand who is doing and what to bring it back to a trend . (Ariston Thermo Spa)

Biesse operates in the mechatronics industry. The company launched “Sophia” in 2016, an Industrial Internet of things (IIoT) platform based on sensors connected to machinery, which monitor the activities of customers and generate real-time information. Sophia allows cloud computing for data management in open systems; big data analytics for the optimization of products and services as well as production processes; IIoT as multidirectional communication between products and customers’ processes. The advent of new digital technologies had a positive impact also on the branding strategy of the Group, involving a greater presence of the brand in digital channels such as social media platforms, which contributed to redefining the brand as more innovative, digital, clear, and simple.

Diansen owns the construction industry. Recently, an increasing number of customers have begun to adopt social media, especially Instagram, to find specific content once asked by professionals. Customers have become increasingly active and started to interact with the company through these channels so, since 2017, the company has decided to increase its presence on social media, by enriching the content offer, the level of interaction, and the users’ engagement. DT pushed the company to be more effective in digital marketing by using tools such as email marketing platforms, digital content platforms, and CRM software. Diansen didn’t start using more sophisticated applications such as Big Data, AI, or Blockchain yet, even if they consider AI potentially useful for production processes.

Doucal’s works in the footwear industry. Digitization was driven primarily by the evolution of the external context. In Doucal’s, DT started from production and then came to marketing, as a result of the original company’s orientation on the product. Marketing has always meant communication and, recently, social media communication (since 2015). Doucal’s did not introduce AI, Blockchain systems, IoT, or mobile technologies yet but it has been using Enterprise Resource Planning (ERP) software since 2018 to automate and manage core business processes. Considering production, artisans involved in cutting, wear smart glasses with a micro camera to capture the actions in real-time. Filming is carried out on anonymous workstations and divided according to both the shoe model and the specific processing. In this way, the intangible assets become explicit and usable even at a distance and on different platforms for example for the training of new personnel.

Eden Viaggi – Alpitour is a tour operator. In July 2016, it has been released the app “My Alpitour World” to be the personal travel assistant of customers at every stage of their journey, from booking to their return, to offering personalized services during their holidays. To find and interact with customers Eden Viaggi – Alpitour mostly used social media, since 2010. In particular Facebook, Instagram, and YouTube. So far, the company looked at AI with skepticism in its industry, especially considering the use of chatbots to interact with customers and the marketing director remarked that it is difficult to have questions that can be so standardized as to have an adequate answer from a machine or an algorithm. Since 2019, the company is also using Big Data and analytics to develop customized forecasts and commercial proposals. While IoT technologies did not have been implemented, they are experiencing Blockchain and an NFT is being developed within the hotel division.

Go World is another tour operator. The company considers AI, IoT, and Blockchain technologies more suitable for larger players in the sector where decision-making and control processes are more complex. In the same way, Go World did not implement mobile technology/smart apps because they think are more appropriate in B2C contexts than in B2B, where most of the company business is located. On the other hand, the company uses social media to interact with its customers and in 2019 it started to plan a new e-commerce platform that uses Big data and analytics to commercialize customized products. Besides, an e-learning platform has been used for travel agent training.

IT Consult works in the knowledge management industry. Specifically, it develops software for document management using the “Josh platform”. The company is therefore fully involved in the dynamics of digital transformation. The main challenge concerned the definition of digital marketing activities and their integration with other established commercial actions. IT Consult did not practice IoT, Blockchain, or AI but it uses social media to communicate and interact with its customers, mainly YouTube, LinkedIn, and Facebook. The company also habits marketing automation tools in mailing such as “MailChimp” and Microsoft Dynamic for CRM.

Magazzini Gabrielli is a big retailer operating in the large-scale distribution industry. Digitalization involved particularly communication activities, which were usually based on distinct physical and digital channels. Most of the endeavors went to the need for integration following the omnichannel trend. The company also used Big data and analytics to plan marketing actions along the customer journey. To communicate and send promotions, Magazzini Gabrielli started in 2020 using social media platforms, specifically Facebook, Instagram, and LinkedIn. In 2021 it has been launched also the OasiTigre app that operates as a kind of digital fidelity card. The company did not use AI, Blockchain, or IoT technologies yet.

Salumificio Ciriaci operates in the food industry. It was founded in 1937 with the idea of producing quality, healthy, and genuine products processed with traditional methods. Recently, there was a generational and managerial change and it has been launched a rebranding strategy to link the quality of the product to the quality of the territory enhancing the supply chain. In this regard, it has been implemented a communication strategy through social media. In 2020 the company also introduced a cold room monitoring system with an app. However, till now, it didn’t employ IoT, AI, or Blockchain technologies.

Finally, Simonelli Group owns the mechanical industry. The company doesn’t have used Blockchain technology yet. There is an ongoing project about IoT to support product preventive maintenance. They are also experiencing Big Data applied to CRM. The company uses social media and started to develop an app system related to products. It is a system made up of a connected machine and two platforms: the former is more technical while the latter is more oriented to the coffee culture that supports customers and service connoisseurs. So DT has helped in offering a system package to the customers, rather than a chain between distributors and customers.

4.2 Cross-cases analysis

4.2.1 how dt has been conceived and performed in business practice.

The above analysis depicts a very fragmented scenario, characterised by the adoption of several technologies by the analysed companies, according to different aims and business purposes.

Overall, social media emerged as the most widely used digital technology that companies employ to both communicate and interact with customers, based on a different product or channel page. Despite the social media presence has been usually established for less than five years, the growing investment in such technologies reflects an increasing interest in their current and future adoption. Moderate interest was found in mobile technologies and smart applications. As seen before, Salumificio Ciriaci recently launched an application allowing for automated monitoring of the cold rooms, while Go World anticipated the launch of a multimedia application catalog in 2022 based on high-resolution photographs describing tourism offerings to the final customers. More advanced technologies, such as artificial intelligence applied to production or preventive maintenance, Big Data processing software, blockchain systems, and IoT applications were still under-employed, especially among the smallest firms. Notably, only some companies in the mechanical sector (i.e. Biesse and Simonelli Group) used digital automation and simulation software between machines to improve the overall efficiency of production processes. On the other hand, some respondents highlighted the use of ERP software connected to CRM strategies and tools applied to both customers and sales management (i.e., Doucal’s Srl; Magazzini Gabrielli Spa).

The heterogeneous (and sometimes sparse) adoption of digital technologies by companies is due to several factors, which have been recognised as potential facilitators of or barriers to the digitalisation process. The main facilitators emerging from the interviews can be grouped according to their internal or external origin. Meanwhile, the barriers can be categorised into cultural factors, change management obstacles, or perceived risks associated with DT. Table  3 provides a brief description of such variables.

The above factors influenced the way companies invested in digital technologies and implemented digital tools within the organisation as well as the different impacts of DT on firms’ activities and processes, especially the marketing function.

4.2.2 The role of DT in supporting customer/firms relationships

The increasing use of digital technologies radically changed customer behavior and journey.

The investigated companies recognized that the COVID-19 pandemic has led to a growing willingness on the part of the demand to use digital means to inform themselves, learn about and make purchases, and communicate in both B2B and B2C contexts. Customers have become particularly focused on the digital presence of companies with which they wish to engage, with particular attention to websites and social media pages:

Today, the first point of contact is online, and if we miss the opportunity to make a good impression on the buyer, we risk losing his interest. It is useless to have the best product in the world if you do not know how to present yourself. (Salumificio Ciriaci Srl)

Some companies (e.g., Algam EKO Srl, Ariston Thermo Spa, and Biesse Spa) noted how the digital revolution has led to a sort of ‘hybridisation’ between the customer journey of B2B and B2C customers:

Compared to the past, we have to completely rethink the way we interact with our customers. Today, our customers are looking for new machines online in the same way a consumer is looking for a new smartphone. We are still biased towards B2B logic, but we will have to evolve towards B2B models with B2C logic. (Biesse Spa)

Similarly, Ariston Thermo, while recognizing different types of key-customers (i.e., end-user, installer, technical assistance center, designer, and distributor) considered the importance of DT to define a shared vision among them. Digital technologies, indeed, allowed the company to better interact with the different actors, thus improving its overall customer-centric approach and ability to provide customer-based solutions:

It is necessary to develop a clearer vision of the final purchase process: ‘which digital outlet is contacted?’ ‘How did the customer come into contact with the company?’ ‘How is it possible to bring him on board?’ ‘How can we keep him engaged?’ ‘How can we measure his satisfaction?’ ‘How can we support him?’ To date, the answers to these questions are almost everywhere in the company, but they have never been seen with a customer-centric approach. Once this reasoning has been finalised, hybrid solutions can be developed for other customers in the B2B and B2C contexts. (Ariston Thermo Spa)

Hence, digital technologies usually evolved the customer journey into a more dynamic and interactive process, based on multiple touchpoints through which customers can meet companies and their brands, inform themselves about products and easily specify their needs, expectations, experiences, and (dis)satisfaction. As a result, the investigated companies recognised a greater ability – and propensity – of their customers to collaborate in the value creation process, to achieve tailor-made solutions. Doucal’s Srl, for example, noted that customers today are much more focused on data than in the past and are willing to share data with the company:

We collaborate much more to understand the needs and expectations of the final consumer. Thanks to the amount of data that can be collected online, new prospects for collaboration with the retail world are opening up. (Doucal’s Srl)

Similarly, Eden Viaggi - Alpitour recognised that interactive communication on social media has enabled customers to learn about a travel experience before undertaking it:

Customers are increasingly used to moving between channels at different stages of their customer journey. Many begin to inquire online and then complete the purchase at the agency. (Eden Viaggi - Alpitour Spa)

In this way, customers can increasingly contribute to the co-planning and co-creation of their trip, thus increasing the possibility to achieve more modular packages and make travel changes with greater ease and speed.

The above changes in consumer behavior and the customer journey influenced the firms-customers relationships and how companies manage them. Overall, relationships were intensified as digital technologies allow customers to be reached online, have their technical problems resolved through video-remote assistance, shop online, and enjoy faster and more streamlined interactions with suppliers.

From a technological standpoint, the main tool companies used to manage customer relationships is CRM, which has been recently strengthened to better predict demand, optimise the effectiveness of the sales team, manage contacts, and provide after-sales assistance. Through CRM, companies can benefit from a constantly updated customer history, which they can use as a basis for planning more targeted and timely marketing actions. In many cases, CRM is conceived of as a sort of ‘facilitator’ which was introduced to satisfy the need to track the customer journey more systematically and to interact with the end-user. Furthermore, CRM was used to reduce information asymmetry, simplify the purchasing process by enabling companies to offer customers the most relevant content and products for their needs, and make the sales process more flexible, as the continuous evolution of sales portals allows for selecting or building customized packages and products. Relationships with customers could only benefit from these technological advances.

However, relationship management has also benefited from a different way of managing traditional marketing activities, under the effect of DT. First of all, DT has improved the overall market knowledge and companies’ ability to understand market trends, opportunities, and threats, thus enhancing current and future strategic awareness. Specifically, the increased application of digital tools resulted in significant improvement in customer knowledge thanks to the introduction of specific software, which improved the sales control, as well as the use of social media insights or web analytics enhancing the firms’ ability to address customer expectations and provide targeted marketing proposals:

We do a lot of analysis related to social network insights; we work a lot on web analytics by connecting them with many other data sources. This allows us to analyse in-depth our current and potential customers as well as the customers of our competitors. We are also experimenting with the use of portals that allow complex data analysis, such as Hubspot. (Simonelli Group Srl)

The management of marketing policies has been adapted consequently.

In terms of product, the increasing market knowledge and the possibility to interact with the demand, combined with the adoption of specific software and digital technologies, improved the companies’ ability to provide more innovative and customized solutions. Advanced design software and product lifecycle management platforms have been considered critical tools enabling product simulations and better time-to-market performance (e.g., Ariston Thermo Spa). In some cases, the adoption of virtual reality applications (e.g., Ariston Thermo Spa, Biesse Spa) reduced the need for field tests, resulting in cost savings and shorter lead times. Besides innovation, companies recognized that DT enhances product value enrichment by means of digital sensors that make the product easily connected and more functional. Even in cases where digitalisation mainly concerned service components, companies perceived an increase in their overall value offering due to enrichment of the product’s intangible components. In this regard, the Biesse experience has been emblematic, trough the launch of the ‘Sophia project’, which allowed to provide a new generation of services, including the monitoring of machines’ production, the preventive maintenance, the improvement of customer assistance for maintenance activities, and the overall reduction of delivery times - which avoid downtime and production interruptions. Even in other companies having a more traditional production concept compared to Biesse Spa, it was explicitly stated that digital applications were introduced to support the service offering. For example, Diasen Srl had recently added a Chatbot to the company website, aimed at delivering real-time support in the early stages of the customer journey. Similarly, Algam Eko had developed ad hoc software (i.e. Epoint) that creates a sort of ‘conversational marketing’ with consumers. Even if consumers are unable to find information from retailers, they can use the software to contact the company directly and in real-time via a chat.

Besides product and service innovation, some respondents particularly stressed the role of DT in enhancing the opportunities for product/service customization, as underlined in the tourism sector:

The Travel Template software allows you to create very tailored solutions, by offering an editable technological infrastructure to the final customer. (Eden Viaggi - Alpitour Spa)

Of course, the possibility to provide customized product innovation, aligned with the demand’s expectations, and the increasing ability to engage customers in the firm’s value creation process influenced firms-customers relationships, making them more stable, profitable, and beneficial to both.

Similar thoughts concern the communication policy. The use of digital tools for communication was widespread among the investigated companies. Eden Viaggi - Alpitour Spa reported devoting almost 70% of their communication expenditures on digital channels to date. According to the respondents, this trend has been strongly accelerated by the pandemic but it is likely to continue in the future, as digital technologies allow for quickly reaching the market worldwide with both standardised and targeted messages. Digital communication channels were perceived as effective for several reasons. First, they contribute to increase the brand visibility, giving companies the possibility to achieve new target markets and to align the brand identity with targets’ expectations:

The online presence has allowed for improving the target market, especially reaching the youngest consumers. (Doucal’s Srl) Digital technologies have allowed us to differentiate our branding strategy by cluster and community, which would have been difficult to achieve with traditional tools. Based on the above differentiation, we have developed different brands exploiting the potentiality of the digital presence. (Go World)

In this way, companies improved brand-costumer interactions, enhancing the customer’s engagement with the brand as well as the frequency of interactions with the company.

Digital communication channels also enabled more interactive and personalised communication based on customer needs and interests. Notably, in Diasen Srl, the implementation of CRM software and the use of platforms such as Hubspot made it possible to develop ad hoc and geolocalised promotional activities and to obtain highly detailed information about prospects and customers. Moreover, digital tools facilitated the enrichment of interactive and multimedia content, including informative webinars about product offerings or the introduction of a virtual showroom:

In times of pandemic, we had to adjust our communication strategy to always appear present and up to date in the eyes of customers. For this reason, we have developed new initiatives, such as the ‘Go World Emporium’ (an online shop with products from all over the world) and the ‘Go Europe’, which provides private flights aimed at high-spending targets, to show that we are active and there can be hope in the future, even if with different modalities from the classical tourism. In this period, moreover, there has been a lot of negative communication about travel; it was necessary to show that we can offer something new, especially enhancing local traditions and typical products of tourism destinations. (Go World)

Despite some respondents reported using external agencies specialised in digital communication to fill internal gaps – as DT requires new skills for integrating online communication with the traditional one and properly employing the relative KPIs – companies realized that building long-term customer relationships is, today, unacceptable without the use of modern communication technologies and digital communication channels have become imperative among the firms analysed to provide customers with timely, personalized and meaningful information that increase trust, image, customers’ intimacy and commitment towards the company itself.

Firms-customers relationship improvement further benefited from the digitalization of sales activities. In our study, the area of sales was one of the most influenced by the DT process, which produced an increasing use of digital channels (e.g., e-commerce) besides the traditional ones, as well as the moving towards an omnichannel approach integrating online and offline channels in order to increase customer satisfaction and loyalty. It is worthy of notice the case of Salumificio Ciriaci Srl, which was recently exploring a potential collaboration with an international player, the Asian e-commerce giant Alibaba. While this collaboration has not materialised due to several regulatory issues, it suggests that firms – including small-sized ones – are really open to digitalisation. Alongside the integration of channels, DT has encouraged the improvement of new services related to sales processes (e.g. click & collect, click & home, click & drive), which has been further accelerated by the pandemic. Meanwhile, some firms (e.g., Biesse Spa) explicitly highlighted that DT also required an extensive revision of sales force management, implying the development of training programs to boost salespeople’s abilities and willingness to sell the digital solutions:

Salespersons remained stuck in their product-oriented mindset. They considered machines selling more profitable and used digital services mainly to attract clients into buying extra products. The sales team showed a critical lack of motivation and did not comply with the new digital servitisation strategy until additional organisational measures (KPIs and training) were taken. (Biesse Spa)

Anyway, digital technologies were critical to redesigning the information flow of data along the marketing channels. Firm-salespersons relationships have been reinforced, by means of more interactive communication and the adoption of sales-related CRM software – which improved reporting activities and the interactions between marketing, sales departments, and the overall sales control management – and the firm/customers relationships were generally reinforced since digital channels and services allow companies to generate customer value by designing more customised solutions and distribution plans.

4.2.3 Competencies and culture required to implement DT effectively

Notwithstanding the increasing adoption of digital technologies and the overall awareness of the respondents about the opportunities to use them for marketing purposes and customer relationship management, several concerns and organizational issues still limit their current use and exploitation. For example, although firms recognized the potential of digital technologies to improve market knowledge, in certain companies (e.g. Ariston Thermo Spa, Salumificio Ciriaci Srl), the use of digital tools to this end has been only recently implemented and needs to be further strengthened. In some cases (e.g. Go World), digital tools such as social media were considered unreliable and ineffective, especially when operating with niche targets, while other interviewed have not yet felt the need to use digital technologies for market analysis since they operate in traditional and mature sectors, such as the construction industry.

Some concerns also emerged in relation to branding management in the digital context, since managers feared the potential risk of damaging their brand identity if it is not consistent with the specific nature of each digital channel and related target market. Moreover, they were worried about the need to manage several touchpoints in an integrated way. Indeed, such integration efforts could require substantial human and time resources, which would result in high costs and long-term investments.

Sometimes, DT has been discussed in terms of potential threat also for business-customer relationships. For instance, customers who are reluctant or unable to adopt digital solutions may perceive digitalisation as an obstacle (Biesse Spa). In the tourism sector, disintermediation between agents and customers could worsen the customer experience:

The journey begins when you buy, with the customers’ storytelling, which helps to choose and define the contents of the travel experience. The more one digitises, the more it becomes mass-produced and the more experience is lost, which is the heart of travel. (Go World)

Similarly, in the retailing context, a company interviewed – that was traditionally founded on offline channels – warned of the risk of being unable to grasp the full potential of digital technology by failing to offer customers a usable digital service (e.g. e-commerce, click & pay). It declared to prefer personal dynamics of human relationships and relegated technologies to the role of simplifying processes, such as those of contract acquisitions and the monitoring of sales activities (Magazzini Gabrielli).

Some constraints to DT implementation have been also related to product specificities, as emerged from the analysis of Diasen Srl. It observed how DT has changed the process of introducing customers to the product. In particular, in the first phases of the funnel, some professionals (i.e. architects and engineers) who are more digitally advanced than construction companies and applicators have become ‘influencers’ and gained more power; however, closing negotiations and taking charge of the order still follow traditional logic and channels, as the products are generally extremely complex from a technical point of view.

However, what emerged from this study was a general gap in human skills and firms’ culture, which limits the use of digital tools and the effective implementation of the DT process. The analysed companies are partially aware of it and are trying to find potential solutions.

In terms of human resources, the companies believed they had a gap in digitisation and were taking action to fill them, regardless of size and industry specificities. They considered human resources as a critical means within DT processes, hence they are investing in training programs, which are generally outsourced to external partners, such as consultancy agencies, universities, and specialised research centers. In this respect, traditional figures such as Product Specialist has been transformed into Product Marketing Specialist by learning commercial and digital skills alongside technical ones. Some companies also resorted to external recruitment of already trained figures to occupy certain top-level positions in the organisation, in which they would act as ‘guides’ and ‘incentivise’ change, even for the remaining internal staff:

For a change that affects the approach to work, and consequently the corporate culture, the seed must be grafted with already formed figures who bring that ‘spark’ also from the outside. (Ariston Thermo Spa)

As an example, Diasen Srl introduced the Digital Marketing Specialist, while Biesse Spa established the Digital Marketing Manager (having the role of connector between sales, services, IT, and marketing) and the Customer Journey Builder (who had the task of creating automated e-mail paths to inform customers about the status of the contracts purchased).

However, the best option was a mix of internal training and the acquisition of new resources. Indeed, competencies are new, and the required profiles for managing DT are very complex:

The knowledge and skills required concern the technological field to guide the progress of the platform, the business environment to obtain, analyse and interpret Big Data, and the organisational skills of control and management of change. (Biesse Spa) There is certainly a basic skill, which is IT, that does not change, but digital is not just IT, on the contrary. (Ariston Thermo Spa)

Therefore, both internal and external figures have been exposed to multidisciplinary training, which usually begins with an internal assessment of the organisation’s digital skills to both define a starting point and plan a series of training programmes that will be useful to lead the whole organisation to the next step.

Overall, the development of skills and capabilities integrating technological knowledge with the user experience, user interface, product, and service management implied the adoption of new organizational models for the marketing function as well as for the whole company, which shows increasing simplicity and openness of both internal and external borders. So, DT did not concern only the managerial sphere but also involved the whole organization and the training or acquisition of new resources has been closely linked to strategic planning.

Changes in human skills and structural models have been accompanied by process advances concerning the development of new ways to manage work in project teams as well as a widespread tendency (which, in some cases, is still a necessity) to review the cultural approach of the organisation to overcome the ‘culture of silos’ in favour of more organisational openness inspired by a data-driven orientation. As an expression of this cultural change, DT projects are often managed through a hybrid approach, where top-down leadership drives major changes, and bottom-up initiatives help to iron out the difficulties. This requires specific initiatives, as occurred in Biesse Spa, for instance, where a bi-weekly meeting between managers and employees was established to check on the progress of the DT roadmap. Such meetings allowed managers and employees to share their progress, doubts, and challenges and to effectively collaborate to solve problems.

4.2.4 The role of marketing in DT processes

The marketing function has been implemented in different ways within the companies. In some cases, it covered operational roles mainly related to communication and sales management (e.g., GoWorld); in others, it was a key-strategic function with advanced marketing intelligence and analytics tasks (e.g. Simonelli Group Spa). The increasing use of digital technologies usually changed the role and importance of marketing. Internal interactions with other departments have been substantially improved, thus enhancing the positive contamination of skills and knowledge:

Marketing activities are traditionally widespread within Biesse, as it is a B2B company. The marketing department has been developed over the last years from a specific function that mainly dealt with communication activities (e.g. fair management) to a more integrated and integrative department, coordinating sales, service, and IT processes. (Biesse Spa) The digitalization realized also internally by the company has facilitated the relationships and developed a sort of “business to employee” that has favoured the interchange and the development of knowledge between marketing and the other departments. (Algam EKO Srl)

As a result, marketing operators have acquired a richer knowledge, integrating traditional skills and competencies (e.g. communication skills) with different ones, concerning the use of IT, the production process, as well as sales management.

The marketing department has been developed over the last years from a specific function that mainly dealt with communication activities (e.g. fair management) to a more integrated and integrative department, coordinating sales, service, and IT processes. (Biesse Spa)

The continuous interaction with IT, service and sales functions, and other departments – based on both internal workgroups and the employment of new professional figures with a role of connector – demonstrated essential to develop marketing strategies more in line with the digital innovation process. As a consequence, the role of marketing has improved and become strategically relevant for the companies’ success, since it helps companies to better orient their efforts towards the demand and to provide value propositions aligned with customers’ needs and expectations:

Marketing coordinates the different activities both within the company and within the department itself. It performs communication activities and market analysis controls channels and sales management and plays as a supporter in the development/implementation of new projects. There is a central office that is organized in different subareas, based on their activity, but they usually work in teams, so there is a continuous and transversal exchange, and especially in the last 2 years the logic of connecting all touch points has been applied. (Simonelli Group Spa) The marketing assistant allows us to strengthen the overall company’s market orientation and digital culture, generating quicker and more effective responses to the market . (IT Consult)

Moreover, in some cases, marketing activities have become the catalyst of innovation, as they enhanced the overall understanding of customers, competitors, and market trends, which helps the management to define new products and service solutions. As the respondent of Magazzini Gabrielli stated:

Over the last two years, marketing has assumed an important role in service and driving innovation. (Magazzini Gabrielli)

Similarly, in Biesse Spa, the marketing department has been increasingly working as an enabler of innovative processes as it facilitates their spread and understanding both internally and towards customers. It actively responds to the firm’s need of creating a solid brand image and structure and to co-create value with customers.

Of course, some companies are still in the early stage of marketing development, as they operate in very traditional markets (e.g. Salumificio Ciriaci Srl) and, sometimes, they continue to confuse marketing with few operational activities such as communication (e.g. Doucal’s Srl, Diasen Srl). However, under the pressure of DT, all companies have recently increased their investment in marketing and it has been gradually involved in the strategic decision-making processes:

The company is approaching marketing in recent years, following the generational change and the introduction of digital technologies. Our logo has been redesigned according to the logic of brand repositioning. The site has been entirely remade, including an emotional video able to attract more customers. We have opened a social account intending to communicate the quality of our products and the basic values that characterize us. (Salumificio Ciriaci Srl)

Despite companies often entrusted to external agencies and expertises, as they have not yet developed the required marketing skills internally, DT helped them to acquire a solid awareness of the importance of marketing and of what this function can do for the long-term competitiveness of the company.

5 Discussion and implications

5.1 theoretical implications.

Our findings provide interesting and novel insights addressing the basic research questions underlying this study.

Regarding RQ1 ( How do firms conceive of DT? In particular, how and why they leverage digital technologies for it? ), our results confirm existing evidence that companies are facing heterogeneous paths of DT under the pressure of both exogenous and endogenous factors. They use a variety of digital technologies, some of which (e.g. AI, Big Data, blockchain systems, IoT) are still under-employed. In line with prior research (Gong & Ribiere, 2021 ; Verhoef et al., 2021 ), this finding suggests that DT is perceived and implemented by companies in different ways, but it is an ongoing process usually starting with digitisation and then arriving at the DT stage by way of the ‘digitalisation’ phase. The investigated companies that were using common technologies, such as social media and mobile and smart applications, were still in the intermediate step of ‘digitalisation’, which implies the encoding of analogic information into a digital format to improve existing business processes (Verhoef et al., 2021 ). Only few companies (e.g. Biesse and Simonelli Group) had nearly reached the ultimate stage of DT, which involves a strong adaptation of their internal procedures, organisation, and business model. Consistent with Hinterhuber et al., ( 2021 ), the interviewed companies are usually aware of the opportunities linked to digital technologies in terms of business process efficiency, professional ability improvements, and increases in the speed and control of processes. Yet, at the practical level, DT is not without pitfalls, as it implies important cultural and organisational changes. Moreover, managers tend to adopt a prudent attitude towards DT, as they recognise potential risks (e.g. loss of contact with customers, a potential digital divide within the company) that could negatively affect the long-term survival and competitiveness of the firm. The extant literature has mainly focused on motivators and triggering factors underlying DT. Thus, an original and novel contribution of the present study is its identification of such barriers to DT and the ways in which companies are trying to overcome them. As discussed later in this section, this contribution can inform practical suggestions and potentially useful interventions for companies undergoing a digitalisation process.

However, the most important contribution of this study is its overall investigation of the relationship between marketing and the DT phenomenon. Krishen et al., ( 2021 ) have recently noted that research on digital marketing is still growing, and more of these analyses are needed, as their findings have often been discordant. Moreover, the existing literature is quite fragmented, as studies have focused on single marketing activities or decisions, such as pricing (e.g. Abrate et al., 2012 ) or distribution (e.g. Hansen & Sia, 2015 ), rather than on marketing as a whole process and approach.

By contrast, this study investigated how digital technologies can reshape strategic and operational marketing activities, thus changing (i) the way firms/customers relationships are managed, (ii) how marketing skills and activities are organized, and (iii) the overall role and importance of marketing within the company.

As for the first issue (i.e. RQ2: what are the impacts that DT is currently having on marketing activities and firm-customer relationships?) , digital technologies offered companies an increasing amount of data and improved the ability to collect, store, process, and transmit information (Sheth, 2021 ; Wedel & Kannan, 2016 ). Such information can be easily conveyed and used to align offerings to a variety of demands by enhancing the coordination and synchronisation of production and distribution processes (i.e. the transfer from warehouses to distributors, order management, and related services). Overall, our results reveal that DT can improve a company’s responsiveness to customer needs, by promotingand new ways of managing the strategic and operational aspects of marketing processes. At the product level, for instance, the interviewed companies recognised that DT not only boosted simplicity in how customers learn about, find, purchase, and consume products and services but also increased efficacy in how products are conceived, realised, and tested. An example that was mentioned was the application of virtual reality to test products, which saved money and reduced lead time. At the communication level, digital channels received large attention by the investigated companies as they facilitate interactive and personalised communication. In line with prior studies (e.g., Zhang & Lin 2015 ) social media channels, for example, are currently employed by all the analysed firms, regardless of sector and firm-size, as they recognise the opportunity to allow customers to easily access to both products and information, which became particularly critical in times of pandemic crisis. Digital transformation also impacted the content of marketing messages, which nurtured brand strategies by focusing more on company values than on the technical features of products. At the same time, there was an awareness and concern regarding the need to manage many touchpoints in an integrated way. Concerning distribution, companies highlighted how DT encouraged an omnichannel approach to increasing customer satisfaction and loyalty. Furthermore, some companies observed that DT prompted an extension revision of sales management by uncovering the salient need for training programmes and new managerial positions. Finally, at the pricing level, DT enabled personalised offers and dynamic pricing. All this resulted in a more customized approach to the market, based on ongoing interaction with customers who can express their needs and participate in the value-creation process more easily and effectively than it was in the past. Besides that, the increasing amount of information can also impact the demand side by boosting consumer empowerment (Auh et al., 2019 ; Akhavannasab et al., 2018 ). The customer journey has been changed in both B2B and B2C contexts. Some of the bigger companies analysed talked about a ‘hybridisation’ of the customer journey because even in the B2B market, the huge availability of information pushes players to adopt typical paradigms of B2C environments. This hybridization imposes the organisation of marketing processes in a customer-centric way (Shah et al., 2006 ), even if it requires important investments. Notably, through CRM, customer knowledge can be constantly updated and diffused within a company, and marketing actions can be better targeted – often in real time. In this respect, CRM can be considered a kind of ‘facilitator’ to manage relationships and interact with customers at different stages of the customer journey (Nasir, 2015 ). Overall, in a DT context, the firm-customer relationships are usually strengthened, experiencing more stability and long-term satisfaction, as individual gratification is enhanced when people feel listened to (Collins, 2022 ).

The growing adoption of digital technologies also influenced how the marketing function is organised and its internal resources and capabilities are managed, providing empirical evidence answering our RQ3 ( What is impact of DT on marketing organization and competences? ). Enhancement of the strategic and analytical dimension of marketing tends to imply the need to improve cross-functional coordination between business units, which favours the adoption of informal integration mechanisms and a significant strengthening of coordination activities.

Consistent with Graesch et al., ( 2021 ), our findings reflect the importance of integrating marketing and IT areas to maintain a fair balance between digitisation and market objectives. If excessive weight is attributed to the technological dimension, there may be a risk of creating a value proposition that does not correspond to real customer needs. Hence, it is vital to improve communication between marketing and other corporate functions, especially those managing the digitisation process, to promote inter-functional coordination and the sharing of common objectives. This effort can sometimes require the introduction of new professional figures, the adaptation of existing skills through repeated training courses, or the development of a new approach to organisational problems based on overcoming ‘silo culture’ and opening up to flatter, flexible structures such that information can flow rapidly across the borders between marketing and other company departments. Over and above, to effectively realise DT, our study suggests an immense need for cultural change, as some scholars have remarked (Leeflang et al., 2014 ; Wedel & Kannan, 2016 ). In some cases among the analysed companies, the cultural inadequacy of management – mainly intended as a lack of culture of change that is necessary to reduce.

individual resistance to technology and related organizational changes – as proved to be a factor hindering the company’s ability to progress in the field of digital innovations. This finding underlines the need to start a process of acculturation for the internal staff of a company and the marketing area to promote the spread of a common culture, language, and way of thinking in compliance with the company’s innovative objectives.

Finally, the research findings recommend an overall improvement of the strategic role of marketing within the analysed companies, which provides evidence to address our RQ4 ( How might DT have changed the overall role and importance of marketing within firms? ). The interviews reflected a growing awareness of the strategic importance of marketing as a result of the recent pandemic crisis as well, which has made more evident the need to defend the competitive position with new and refined tools and methods (Savelli et al., 2021 ). However, under the pressure of DT, it further emerged that marketing no longer has the traditional role of aligning the variety allowed by technologies with consumers’ needs. Indeed, digital technologies are definitively replacing standardisation with customisation, thus improving opportunities to satisfy customers’ needs and wants. Hence, to some extent, digitalisation moderates the role of marketing as a ‘reducer’ of market complexity that increases the possibility of matching the production variance to diversified needs. Consequently, the role of marketing is changing to that of a creator of appropriate languages that allow for an effective interaction both between business functions and between firms and customers. Our findings suggest that marketing is increasingly becoming a connector of different skills and a strategic function for companies in strengthening the digital culture without losing sight of the market orientation and consumer culture (Shah & Murthi, 2021 ). When shifting the focus from the product to the language, the examined companies demonstrated a need to devote more attention to strategic marketing decisions (i.e. targeting and positioning) as well as achieve greater integration between marketing and other business units to increase collaboration and internal coordination. This perspective could imply that traditional marketing is in decline, which would leave space for a more interactive and less centralised approach in which customers (in both B2B and B2C settings) play an increasingly active role in the value creation process.

5.2 Practical implications

Potential barriers and risks associated with DT can delay digital evolution and sometimes limit its exploitation, especially among the smallest firms. Therefore, there is a need for proper interventions at both the firm level and the public/institutional level. Specifically, the present findings indicate the urgency of three paths of intervention occurring at the cultural, organisational, and relational levels.

Overcoming existing cultural barriers and employee resistance to collaboration in DT is the basic condition. It might be achieved through the use of initiatives, such as internal communication campaigns that reinforce employees’ awareness of digital technologies or ad hoc rewards that encourage the commitment and interest of personnel in digital innovation. Senior and top-level management should assume a key role. By endorsing cross-functional projects, they could enhance inter-function collaborations and knowledge sharing, thus fostering cultural empathy.

Besides the cultural domain, organisational changes are also necessary to properly exploit DT opportunities. Such changes are critical since they involve both structural and human dimensions. The interviewed companies were suffering from a lack of competencies and technological skills. Moreover, a few cases highlighted the matter of the managerial approach to DT, from which different suggestions derive. In this respect, internal training activities should be improved to raise engagement and understanding of digital technologies and enhance the ability and willingness of employees to properly use digital solutions. Companies should offer internal training courses and promote external training activities by private and public institutions (e.g. higher education, universities). Since the introduction of new expertise demands economic efforts and long-term investments, activating collaboration with an external supplier while building internal competencies and know-how was a valid solution among the analysed companies. As for the managerial approach, the companies varied from top-down to bottom-up approaches. Maybe there is no one solution that is best for every situation. However, the same managers recommended a mixed-leadership approach as an effective solution. Such approach combines a bottom-up orientation with a top-down one; in this way, top managers can maintain a strategic role in guiding the DT process and minimising resistance, while bottom-up initiatives can facilitate engagement and commitment. To this end, the use of regular measurements (e.g. reports, meetings) might be useful for making incremental DT progress visible.

Finally, because the successful realisation of DT depends on an increasing number of actors, all subjects must collaborate towards the same goal and act as partners in the same project. This partnership requires a positive attitude towards co-creation, the ability to work together, and, above all, a stable and trust-based relationship network that assists firms in accessing digital resources. Particularly, at the inter-organisational level, communication with dealers, suppliers, and final customers could be augmented by regular visits, rewards programs, and training initiatives aimed at encouraging collaboration and long-term relationships.

6 Conclusions, limitations, and future research directions

This study has investigated the complex relationship between DT and marketing through a multiple-case study approach. In summary, the contribution of this exploratory analysis is twofold. First, unlike existing studies, which have been fragmented and focused specifically on single activities or decisions, the present research considers marketing as a whole strategy and process, thus generating a holistic view of DT implications. The findings reveal some important changes concerning the role and organisation of marketing and the management of its activities. As part of a technologically intensive context in which both firm and customer behaviours are rapidly evolving, marketing should support the development of new business models and refine the traditional ones. Although marketing was implemented in varying ways among the investigated firms, DT enhanced its strategic role: marketing goals appeared less related to policy (i.e. 4P) management, the time horizon of decision-making became wider, analytical and control activities were carried out more systematically, and channel relationship management intensified. Moreover, organisational structures tended to flatten and be simplified, and the connections between marketing and other business functions become even more critical, which gestures to a systemic and customer-oriented approach as the most effective option. Overall, DT implies an improvement in the ability of marketing to more deeply and creatively understand the challenging trends of the society and the market. This change can enable a company to offer innovative products and services that meet the needs of the target demand, thus providing benefits to both customers and the company itself.

Second, the study has identified potential risks and barriers to DT encountered by the firms, especially the smallest ones. From these risks and barriers, we derive some useful recommendations for managers and policymakers. We particularly underline the need to intervene in three main dimensions: the cultural dimension to foster employees’ awareness and interest in digital technologies and inter-functional collaboration; the organisational dimension to fill gaps in competencies and technological skills and improve the managerial approach to DT, and the relational dimension to encourage collaboration and long-term relationships among the network of actors involved in DT.

Like any research, this study is subject to limitations, which can reveal fruitful opportunities for future research. First, the multiple case study research method presents some shortcomings. A main concern is the generalisation of results; while beyond the scope of our analysis, future research could seek to empirically validate the results with a larger sample. Moreover, this study considered 11 case studies within a single region, Marche, of a single country, Italy. Future studies could use a wider sample representing different geographical areas. Finally, it could be interesting for a future study to follow the transformation of investigated firms according to a longitudinal approach. Such research could illustrate the effects of the transformation in the medium to long term, including in terms of economic and competitive performance.

In conclusion, the findings of our research show that DT marks a new era of marketing evolution. The digital technological leap corresponds with increasing compliance between marketing theory and practice, especially among SMEs. It is well known that the predominance of SMEs has been a determining factor in the ‘ Marketing-non marketing all’italiana ’ (Varaldo et al., 2006 ), which features peculiar characteristics compared to the standard of managerial theory. Digital transformation seems to favour a realignment of the theoretical/conceptual and practical dimensions of marketing, which makes it easier and more practicable to conduct certain strategic activities, such as market analysis, market segmentation, and marketing mix customisation. This evolution has also highlighted the relevance of marketing for a firm’s competitiveness and success.

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Acknowledgements

The Authors would like to thank the participants at the research group: Andrea Perna, Valerio Temperini, Luca Marinelli, Chiara Ancillai, Pier Luigi Fraboni, Martina Pellegrino, Elisa Barbizzi, Silvia Gallegati (Università Politecnica delle Marche, AN, Italy); Tonino Pencarelli, Fabio Musso, Roberta Bocconcelli, Alessandro Pagano, Marco Cioppi, Barbara Francioni, Ilaria Curina, Emanuela Conti (University of Urbino Carlo Bo, PU, Italy); Elena Cedrola, Patrizia Silvestrelli (University of Macerata, MC, Italy).

Special thanks to the companies and staffs who participated in this study, for their collaboration in carrying out the research project.

Open access funding provided by Università Politecnica delle Marche within the CRUI-CARE Agreement.

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Pascucci, F., Savelli, E. & Gistri, G. How digital technologies reshape marketing: evidence from a qualitative investigation. Ital. J. Mark. 2023 , 27–58 (2023). https://doi.org/10.1007/s43039-023-00063-6

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• How to Write a Research Proposal | Examples & Templates

How to Write a Research Proposal | Examples & Templates

Published on October 12, 2022 by Shona McCombes and Tegan George. Revised on September 5, 2024.

A research proposal describes what you will investigate, why it’s important, and how you will conduct your research.

The format of a research proposal varies between fields, but most proposals will contain at least these elements:

Introduction

Literature review.

• Research design

Reference list

While the sections may vary, the overall objective is always the same. A research proposal serves as a blueprint and guide for your research plan, helping you get organized and feel confident in the path forward you choose to take.

Table of contents

Research proposal purpose, research proposal examples, research design and methods, contribution to knowledge, research schedule, other interesting articles, frequently asked questions about research proposals.

Academics often have to write research proposals to get funding for their projects. As a student, you might have to write a research proposal as part of a grad school application , or prior to starting your thesis or dissertation .

In addition to helping you figure out what your research can look like, a proposal can also serve to demonstrate why your project is worth pursuing to a funder, educational institution, or supervisor.

Research proposal length

The length of a research proposal can vary quite a bit. A bachelor’s or master’s thesis proposal can be just a few pages, while proposals for PhD dissertations or research funding are usually much longer and more detailed. Your supervisor can help you determine the best length for your work.

One trick to get started is to think of your proposal’s structure as a shorter version of your thesis or dissertation , only without the results , conclusion and discussion sections.

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Writing a research proposal can be quite challenging, but a good starting point could be to look at some examples. We’ve included a few for you below.

• Example research proposal #1: “A Conceptual Framework for Scheduling Constraint Management”
• Example research proposal #2: “Medical Students as Mediators of Change in Tobacco Use”

Like your dissertation or thesis, the proposal will usually have a title page that includes:

• The proposed title of your project
• Your supervisor’s name
• Your institution and department

The first part of your proposal is the initial pitch for your project. Make sure it succinctly explains what you want to do and why.

Your introduction should:

• Introduce your topic
• Give necessary background and context
• Outline your  problem statement  and research questions

To guide your introduction , include information about:

• Who could have an interest in the topic (e.g., scientists, policymakers)
• How much is already known about the topic
• What is missing from this current knowledge
• What new insights your research will contribute
• Why you believe this research is worth doing

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As you get started, it’s important to demonstrate that you’re familiar with the most important research on your topic. A strong literature review  shows your reader that your project has a solid foundation in existing knowledge or theory. It also shows that you’re not simply repeating what other people have already done or said, but rather using existing research as a jumping-off point for your own.

In this section, share exactly how your project will contribute to ongoing conversations in the field by:

• Comparing and contrasting the main theories, methods, and debates
• Examining the strengths and weaknesses of different approaches
• Explaining how will you build on, challenge, or synthesize prior scholarship

Following the literature review, restate your main  objectives . This brings the focus back to your own project. Next, your research design or methodology section will describe your overall approach, and the practical steps you will take to answer your research questions.

To finish your proposal on a strong note, explore the potential implications of your research for your field. Emphasize again what you aim to contribute and why it matters.

For example, your results might have implications for:

• Improving best practices
• Informing policymaking decisions
• Strengthening a theory or model
• Challenging popular or scientific beliefs
• Creating a basis for future research

Last but not least, your research proposal must include correct citations for every source you have used, compiled in a reference list . To create citations quickly and easily, you can use our free APA citation generator .

Some institutions or funders require a detailed timeline of the project, asking you to forecast what you will do at each stage and how long it may take. While not always required, be sure to check the requirements of your project.

Here’s an example schedule to help you get started. You can also download a template at the button below.

Download our research schedule template

If you are applying for research funding, chances are you will have to include a detailed budget. This shows your estimates of how much each part of your project will cost.

Make sure to check what type of costs the funding body will agree to cover. For each item, include:

• Cost : exactly how much money do you need?
• Justification : why is this cost necessary to complete the research?
• Source : how did you calculate the amount?

To determine your budget, think about:

• Travel costs : do you need to go somewhere to collect your data? How will you get there, and how much time will you need? What will you do there (e.g., interviews, archival research)?
• Materials : do you need access to any tools or technologies?
• Help : do you need to hire any research assistants for the project? What will they do, and how much will you pay them?

If you want to know more about the research process , methodology , research bias , or statistics , make sure to check out some of our other articles with explanations and examples.

Methodology

• Sampling methods
• Simple random sampling
• Stratified sampling
• Cluster sampling
• Likert scales
• Reproducibility

 Statistics

• Null hypothesis
• Statistical power
• Probability distribution
• Effect size
• Poisson distribution

Research bias

• Optimism bias
• Cognitive bias
• Implicit bias
• Hawthorne effect
• Anchoring bias
• Explicit bias

Once you’ve decided on your research objectives , you need to explain them in your paper, at the end of your problem statement .

Keep your research objectives clear and concise, and use appropriate verbs to accurately convey the work that you will carry out for each one.

I will compare …

A research aim is a broad statement indicating the general purpose of your research project. It should appear in your introduction at the end of your problem statement , before your research objectives.

Research objectives are more specific than your research aim. They indicate the specific ways you’ll address the overarching aim.

A PhD, which is short for philosophiae doctor (doctor of philosophy in Latin), is the highest university degree that can be obtained. In a PhD, students spend 3–5 years writing a dissertation , which aims to make a significant, original contribution to current knowledge.

A PhD is intended to prepare students for a career as a researcher, whether that be in academia, the public sector, or the private sector.

A master’s is a 1- or 2-year graduate degree that can prepare you for a variety of careers.

All master’s involve graduate-level coursework. Some are research-intensive and intend to prepare students for further study in a PhD; these usually require their students to write a master’s thesis . Others focus on professional training for a specific career.

Critical thinking refers to the ability to evaluate information and to be aware of biases or assumptions, including your own.

Like information literacy , it involves evaluating arguments, identifying and solving problems in an objective and systematic way, and clearly communicating your ideas.

The best way to remember the difference between a research plan and a research proposal is that they have fundamentally different audiences. A research plan helps you, the researcher, organize your thoughts. On the other hand, a dissertation proposal or research proposal aims to convince others (e.g., a supervisor, a funding body, or a dissertation committee) that your research topic is relevant and worthy of being conducted.

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McCombes, S. & George, T. (2024, September 05). How to Write a Research Proposal | Examples & Templates. Scribbr. Retrieved October 4, 2024, from https://www.scribbr.com/research-process/research-proposal/

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