Marketing/accounting synergy: a discussion of its potential and evidence in e-business planning

Paul Phillips, Sue Vaux Halliday
2008 Journal of Marketing Management  
Advances in technology create opportunities for new forms of arranging work, such as collapsing the boundaries between marketing and accounting. This makes it possible for management to identify the key attributes and processes required for a more integrated marketing/ accounting process. This paper sheds light on how e-business planning is taking place and identifies the key areas that are, together, acting as barriers to aligning organisation design, structures and people in the digitized
more » ... d. The study presents empirical evidence of de facto leadership being taken by the IT function, to the detriment of what might otherwise have been developed: a synergistic relationship between the marketing/accounting planning interface and business performance. We set this in the context of converging demands on the marketing and accounting professions and of the literature suggesting that complex marketing/accounting metrics need to be developed to enable effective performance management. Results from our study in e-business planning and our discussion of the potential for increasing marketing/accounting synergy shed some initial light on how both marketing and accounting practices can perpetuate themselves by embracing and interacting with IT infrastructures and data on business performance. If accountants are to remain influential in the digital age, and marketers are to regain their seat at the top table, it is necessary to develop both a metrics dashboard and changes in organisational design. This will facilitate learning and flexibility to demonstrate credible planning processes and enable improved strategy implementation. and Professor of Strategic Management. Paul is a qualified accountant and marketer and holds a PhD in strategic planning systems from Cardiff University, in Wales. With more than 15 years experience of strategic management, performance management and more recently e-business strategy, Paul acts as a conduit for those organisations who are trying to address technological and business change management issues. Paul has specialised experience for private sector, Governments and Government Agencies. Professor Phillips has published extensively in national and international academic journals. Sue Vaux Halliday is a Senior Lecturer in the marketing group in the School of Management, University of Surrey. In an earlier career she spent more then a decade in business, practising marketing as an integral process, not a communications bolt-on accessory, in service firms. She focused on developing a marketing orientation as an organisational change process. She recently published an extended case study in a textbook on organisational change. She provides consultancy services to organisations developing collaborative services and innovations. She publishes on relationship Marketing/accounting synergy: a discussion of its potential and evidence in ebusiness planning Abstract: Advances in technology create opportunities for new forms of arranging work, such as collapsing the boundaries between marketing and accounting. This makes it possible for management to identify the key attributes and processes required for a more integrated marketing/ accounting process. This paper sheds light on how e-business planning is taking place and identifies the key areas that are, together, acting as barriers to aligning organisation design, structures and people in the digitized world. The study presents empirical evidence of de facto leadership being taken by the IT function, to the detriment of what might otherwise have been developed: a ysnergistic relationship between the marketing/accounting planning interface and business performance. We set this in the context of converging demands on the marketing and accounting professions and of the literature suggesting that complex marketing/accounting metrics need to be developed to enable effective performance management. Results from our study in e-business planning and our discussion of the potential for increasing marketing/accounting synergy shed some initial light on how both marketing and accounting practices can perpetuate themselves by embracing and interacting with IT infrastructures and data on business performance. If accountants are to remain influential in the digital age, if marketers are to regain their seat at top 2 table, it is necessary to develop both a metrics dashboard and changes in organisational design. This will facilitate learning and flexibility to demonstrate credible planning processes and enable improved strategy implementation.
doi:10.1362/026725708x345506 fatcat:5iwjrkq2rzbmfewawkm77bl6w4