Toward a Marketing Analytics Maturity Model for Emerging- Market Enterprises
Abstract
Enterprises in emerging markets are investing in marketing analytics in the expectation that data-driven marketing will improve their performance, but the returns to that investment vary widely, and a principal reason is that marketing analytics is not a technology to be acquired but a capability to be built across several dimensions that mature at different rates. This paper develops a marketing analytics maturity model for emerging-market enterprises—a conceptual framework that describes the dimensions along which marketing analytics capability develops, the levels through which each dimension progresses, and the logic by which an enterprise assesses its current state and charts a path to a more mature one. Drawing on the maturity- model tradition in information systems and process management, the marketing-capabilities and analytics-capability literatures, the big-data-analytics-capability research, and the resource- based and dynamic-capabilities views of the firm, the model specifies six capability dimensions— data, technology, analytical methods, people and skills, organization and governance, and culture and decision integration—and five maturity levels—initial, developing, defined, managed, and optimizing—forming a maturity grid against which an enterprise can be assessed and along which it can progress. The paper then adapts the model to the emerging-market context, arguing that the dimensions are invariant but that the constraints and sequencing of their development differ, because data availability, skills, and infrastructure impose binding limits that shape the realistic path to maturity and because the culture-and-decision-integration dimension, rather than the technology dimension, is frequently the constraint on which progress turns. Two themes recur: that marketing analytics maturity is multidimensional and that the dimensions must advance together, because a technology dimension far ahead of the data, skills, and decision-integration dimensions yields little value; and that the path to maturity in emerging markets is shaped by binding constraints that make sequencing—building the data and organizational foundations before the analytical sophistication—more consequential than in mature markets. The paper presents the model, discusses its application, and identifies directions for empirical validation.
Keywords
marketing analyticsanalytics maturitymaturity modelanalytics capabilityemerging marketsmarketing capabilitiesdata-driven marketingdynamic capabilitiescapability developmentdecision i
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