Reengineering and the marketing function: integration of theory and practice

Abstract

One of the most popular topics in American business today is reengineering. Rarely has such a misunderstood term been embraced so widely in theory and in practice. Numerous definitions and lists of key components to successful reengineering have confused managers as to what reengineering is in theory and in practice. Brings together the diverse literature and identifies clearly the activities, questions and process changes theorized to be necessary in reengineering efforts. In addition, reports the results of a survey designed to assess which of these purported activities, questions and process changes are, in practice, part of reengineering efforts as perceived by marketing professionals. Over 200 marketing professionals revealed their perception of firms’ involvement in reengineering, and evaluated involvement in key activities, process changes and asking of fundamental questions. The results reveal interesting discrepancies between theoretical reengineering and reengineering in practice. Implies that reengineering may not be a black‐and‐white issue, but rather exist on a gray continuum.

Citation

Aurand, T.W., Schoenbachler, D.D. and Gordon, G.L. (1996), "Reengineering and the marketing function: integration of theory and practice", Journal of Product & Brand Management, Vol. 5 No. 3, pp. 6-23. https://doi.org/10.1108/10610429610126533