前言
真正被 AI 影響的認知，給出來的就是無法處理多線思維的 feedback；
想得太超前，懂的太羅雀；
看的太深邃，讀的太膚淺；
批判的奧義，是在既有的框架上突破，建立衝突，標新立異；
除了語法與資料來源的失誤，沒有具體的建議；
這是在英國唸研究所時，線性思維與多線思維的第一次碰撞。
—裴七 🐾
What are the responsibilities of a marketing manager in the digital age?
Digitalisation has been increasing since the outbreak of coronavirus, and with the development of artificial intelligence; an increasing number of soft skills are required more than before as a digital marketing manager, including integrating digital channels management, life-long learning attitude, and most importantly, ethical issues.
Integration of online and offline channel seamlessly
First, the ability of integrating online and offline channel seamlessly, so-called “omni-channel marketing”. Although launching marketing campaigns with digital tools is time-saving and low-cost, optimising the maximum benefits out of most profitable framework is like an impossible mission. According to PERSIST IQ (2024), there are several obstacles: isolated data across different organisational functions, channel consistency, the adaptation of fast-moving technologies and so on.
However, this article also points out the fact that these challenges could be overcame with the capability of learning and developing new technologies, which would be addressed as the second responsibility that a marketing manager should have.
Stay up to date of newest or latest trends
Fast-growing technologies do bring a large amount of convenience to company’s daily decision-making, promoting, responding and collecting customer feedback directly and in real-time, especially for those high-level managers who have a bunch of work loads of analysing, targeting, and designing marketing strategies. Still, deciding which method or business model to implement could be a hard task to tackle if they could not identify correctly. To top it all, imitation of a role model organisation’s business model could lead to failure, proved by Homburg and Wielgos (2022), there are some classic examples of this movement: Coca-Cola’s New Coke Samsung Galaxy Note 7, Microsoft Zune, and so on (Quora).
Hence, long-term learning and fast grasping skills could avoid this phenomenon. Instead of imitating successful digital configurations, I believe that marketing managers should pay more attention on the most trending tools and create an unique combination of its own digital marketing capabilities, as well as developing a much more enjoyable customer relationship through online interaction. As Lilley A. (2006 cited in Chaffey and Dave, 2008) pointed out that is the online connections that matters, not the content.
Take care to check the year material you are using was published - it is from 2008. In your first post, the issues were very relevant at the time as then there were very few companies investing in on-line. The landscape today is very different, so the supporting example/evidence is somewhat outdated.
— Prof. X
⋯⋯老實說，那是 2006 年的資料被引用在 2008 年裡的，我也不曉得為什麼教授沒把 2006 年的拿出來說嘴（？）
Your second post does discuss managers' responsibilities and identify some challenges but your arguments are difficult to follow and confusing. For example, I do not think that integrating digital channels is a soft skill. Likewise, it is not clear to me how business model implementation relates to staying up-to-date with the latest trends and/or if this is the digital marketing manager's job (usually it is the job of the CEO)
—Prof. X
不與時俱進的商業模型，還叫數位行銷嗎？終身學習不該有位階高低之分，固守舊局的思維才是無法創新的主因；軟硬實力的多元人才，難道不是數位時代最被渴望的嗎？
Data ethical issues
Last but not least, in the digital age, data collection seems to be an inevitable process for firms analyse customer thoroughly. With every website we run through, cookie acceptation becomes a regular mechanism as a website guardian. Although most of the time, customer choose to trust with the organisations that they would not violate customers’ privacy and confidential informations, it is a crucial responsibility for digital marketing manager to reassure that if the collected data are being misused. To balance this situation, I would recommend that companies could make the process as transparent as possible (e.g., public statement of cookie usage, showing which part of information is used for specific purposes, etc.)
結語
這一篇的內容，呼應了七年的未解之謎： 「Why CMOs Never Last？」
職務的不明確；
可替代的硬實力；
不被信任的行銷邏輯；
都不如搞懂這三個數位行銷時代的底層原則。
—裴七 🐾
21st Oct. 2024
裴七 🐾
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References
Chaffey, D. (2008). eMarketing eXcellence: planning and optimizing your digital marketing. 3rd edn. London: Butterworth-Heinemann. Available at: https://www.librarysearch.manchester.ac.uk/view/action/uresolver.do?operation=resolveService&package_service_id=350031801910001631&institutionId=1631&customerId=1620&VE=true (Accessed: 21 October, 2024)
Cote, C. (2021). ‘5 principles of data ethics for business’, Harvard Business School Insights. Available at: https://online.hbs.edu/blog/post/data-ethics
Homburg, C. & Wielgos, D. M. (2022). ‘The value relevance of digital marketing capabilities for firm performance’, Journal of the Academy of Marketing science, 50 (4), 666-668. https://doi.org/10.1007/s11747-022-00858-7
Management Concepts (no date). ‘The Ethics of Data Collection and Analytics’. Available at: https://managementconcepts.com/resource/the-ethics-of-data-collection-and-analytics/ (Accessed: 21 October, 2024)
PERSIST IQ (2024). Channel Integration Essentials: How to Seamlessly Connect Your Marketing Efforts. Available at: https://www.persistiq.com/channel-integration-essentials-how-to-seamlessly-connect-your-marketing-efforts/ (Accessed: 21 October, 2024)
What are some examples of failed attempts to copy or imitate existing solutions? [Quora] 2023. Available at: https://www.quora.com/What-are-some-examples-of-failed-attempts-to-copy-or-imitate-existing-solutions (Accessed: 21 October, 2024)
