In Today’s digital world, it’s crucial to have a good email Marketing strategy to build a relationship with your leads, and to convert new prospects into buying customers and first time customers into recurring clients.
But the overall aspect of having an email list as the common marketing jargon says, goes way beyond the idea of just selling your products and services; being connected with your audience helps you identify your SWOT analysis, understand your customers, desires and general perception of your brand.
Although virtual reality, AI, chatbots, SEO, social media and affiliate marketing are growing trends that make businesses feels like email marketing is on the downfall, the truth is that email marketing is still the most powerful strategy to build your client base.
So why is email marketing so important? The main reason for this lies on the fact that most consumers and non consumers see the email option as a safe source of contact, and they don’t feel intimidated by exposing themselves, it’s like receiving a letter through the post from your bank or the solicitors.
But there are many other benefits for a business to have an email list, imagine if Facebook, google or any other social media platform changes their cultural codes, conventions or blocks your account for data violations or breach of their terms as we have seen in the past with many companies around the world or could even be replaced by new technology or a new trending platform that everybody wants to do business with, if that happens, and you solely rely on them, you run the risk of losing a lot of business, so from the moment you have a list of valid emails, that’s your business asset and no one can take that away from you. Your email list is gold, because you are gradually building a customer base for your business and also for future products and services you may wish to sell or promote, so although social media platforms and advertising platforms are a great way to promote your brand, it seems that as enthusiasts believe email marketing will die, it is still proven to be the most effective form of professional communication, and we believe it’s going to be around forever.
Here is a video that summarizes this:
By the way you’ve probably heard the term sales funnel or a magnet lead page at some point during your journey as an inspiring marketer or someone who is interested in building a business online. A sales funnel is an illustrative form of navigating through the consciousness of your potential avatar, it has 3 stages:
Cold (Top)
Warm (Middle)
Hot (Bottom)
The top of the funnel is generally someone that has never heard of your services and maybe through your social media, organic or paid advertising campaign saw a video, an image or a piece of content that resonated and connected with them, as soon as this happens the prospect turns into a warm lead as they deepen their awareness of the existence of your proposal, whether a service or a product, the final stage would be a hot lead when he buys from you. And becomes a customer.
A good strategy to develop a sales funnel is usually aligned with what we call a magnet landing page, where you offer something for free to your potential avatar in exchange for their email such as an e-book, masterclass or even a private one to one call. Then you advertise to this potential avatar and inform your cold lead that you are offering this service or product for free.
Below is an example of a landing page offering a free e-book as a lead magnet:
Once you’ve collected that lead then what happens? Well, The potential lead receives an email with their promised freebie, and then what? The next step would be to set up an automation of emails to warm up your lead and deliver as much value as possible inline with your brand values and mission objectives.
But how do I get them to open the next emails, as people receive loads of emails on their inboxes every day and feel that it’s all junk? Excellent question, but lots of wise businesses use what is called “copy” on their email campaigns, which simply means the ability to persuade people using attractive and engaging writing skills, in the marketing world the person responsible for creating effective copy for emails is called a “copywriter” and this role is crucial during any email marketing campaigns because it will determine whether consumers will open and click on your emails or not.
Emails have 2 key elements that all recipients look at, and that is the sender, and more importantly the subject line, getting your potential leads to open your emails is the number one factor that makes all the difference in your email campaign, because if your email isn’t open, then the rest of the message doesn’t matter.
Another key element of your marketing campaign is the CTA (call to action), every email your team writes should have a clear objective.
Selecting a good mail provider like Mailchimp, Mailerlite, convert kit and trust me the options are infinite, however do pay close attention to the delivery, because some companies have a lack in delivery and the emails tend to end up in people’s junk or spam folders rather than their inboxes, which is where you should be aiming for, so the tip here is do shop around and test a few of these tools for free as most of them have a free trial period before you need to commit.
Finally, when writing your emails think about the person who is reading it and try to make your emails as human as possible, as many businesses fail with their email marketing campaigns because they make their tone of voice unnatural, which makes the reader perceive that this not a real human who wrote this.
Working as a part of a marketing team requires many skills including intelligence, love, passion and a strategic approach towards the goals and objectives of any given task. There are many lessons to be learned from teamwork, one of the most important is that sometimes things do not work as we plan it to be, and this can cause confusion, stress and an undesired final result. But there is always a light at the end of the tunnel when a positive approach and a good plan is in place to validate the initial thoughts, concerns and considerations.
The groups initial task to analyse https://www.oddbox.co.uk which is a phenomenal business that benefits the environment and reduces food waste by selecting fruit and vegetables that are about to expire and resell this on a subscription basis to consumers in the London area.
Odd box connects with farmers around the UK who have fruit and vegetable that are about to be wasted and links these with consumers like yourself to select the size of the box you would like to receive at your doorstep.
Obviously you don’t always receive the best looking fruit and vegetable, but you are conscious that you are reducing food waste and helping the environment.
I was assigned by the marketing team to analyse technological solutions that would help boost and improve Odd box business model to be more efficient, while providing consumers the same value proposition; the initial steps by our group of marketing specialists was to look at the current technology being used by the business, analysing their website, and finding out what their competitors are doing at the moment. We all collectively decided to conduct an in depth market research analysis into the possibility of using new technology and the team came up with a variety of practical cost-effective solutions that would benefit Odd box and improve their reputation through the use of NFC tags, AI and blockchain technology.
A colleague and I were assigned to dealing with the use of NFC tags for the business and how useful this could be for the company, we initially researched how many mobile phones in London are compatible with the technology and found that 70% of phones are readily available, we then looked at the benefits of NFC tags and found that they are fast, versatile, simple and no installation required, and the most important, not expensive to set up, however the drawbacks we found were related to data privacy, where someone could steal this data from a customer who receives a box at home, so we looked at encryption which resolved this hurdle, our final concern was where and how would we implement this, and we found that the best place would be the inside flap where the customer would be able to see it as soon as he opened the box, the team were happy with our findings, and we strategically implemented this into our final idea.
Below is a picture of our NFC tag idea.
We were very glad that this project was a huge success as we had 2 members from SAS Mike Turner and Neil Griffin who validated our initial ideation, please find below a copy of the groups final video:
And also an image of the winning team from the competition we took part in for the Oddbox project.
Examining how artificial intelligence, immersive experiences, omnichannel ecosystems, and the privacy paradox are fundamentally reshaping the relationship between brands and modern consumers.
Abstract
The marketing technology landscape is undergoing its most profound structural transformation in a generation. Driven by the mainstreaming of artificial intelligence, the maturation of immersive media, a radical shift in consumer privacy expectations, and the entrenchment of omnichannel commerce, brands and consumers alike are navigating unprecedented change. This study synthesises recent empirical research, industry surveys, and market data (2024–2026) to assess how consumers are adapting or resisting the wave of emerging marketing technologies, and what strategic implications this holds for practitioners.
The Scale and Speed of the MarTech Transformation
The global marketing technology market does not merely represent rapid growth — it represents a fundamental restructuring of how commerce, communication, and consumer relationships operate. According to Grand View Research, the global MarTech market was valued at USD 551.96 billion in 2025 and is projected to reach USD 2,380.49 billion by 2033, growing at a compound annual growth rate (CAGR) of 20.1%.[1] Separately, Precedence Research places the 2025 market valuation at USD 557.94 billion, with projections reaching USD 3,286.94 billion by 2035 at a CAGR of 19.4%.[2] While precise figures vary by methodology, the directional consensus is unambiguous: this is one of the fastest-expanding sectors in the global economy.
The drivers behind this expansion are structural rather than cyclical. The proliferation of e-commerce, the transition to first-party data strategies, the rise of AI-driven personalisation platforms, and the growing consumer demand for seamless cross-channel experiences have all converged to make advanced MarTech not merely an efficiency tool, but a competitive necessity.[1] Digital marketing alone accounted for the largest revenue share — exceeding 63% — within the MarTech market in 2025, underscoring how thoroughly the digital channel has displaced traditional advertising infrastructure.[2]
Yet scale alone does not tell the full story. What makes the current moment uniquely significant is the nature of the technologies driving this growth. Artificial intelligence, augmented and virtual reality, agentic automation, and privacy-preserving data architectures represent qualitatively different capabilities from the email marketing platforms and web analytics dashboards of the previous decade. For the first time, the technologies available to marketers are sufficiently sophisticated to fundamentally alter — rather than merely augment — the consumer decision-making process.
AI as the New Engine of Marketing: Capability, Adoption, and Consumer Response
Artificial intelligence has completed its transition from experimental technology to operational infrastructure across the marketing function. According to HubSpot’s State of AI 2025 Report, over 74% of marketers now integrate AI into their campaigns — a significant increase from previous years.[3] Adobe’s Digital Trends Report, drawing on a survey of business leaders fielded from October to November 2025, found that organisations reported meaningful improvements across key customer experience metrics over the preceding three years, with 70% reporting improved personalisation, 64% improved lead generation, and 59% improved customer retention.[6]
These gains are materialising across the full marketing stack. AI-powered tools now perform predictive analytics that forecast consumer behaviour with increasing precision, automate content generation and campaign optimisation, and enable customer segmentation at a granularity that was previously computationally impossible.[7] A ScienceDirect analysis published in September 2025, synthesising the literature on AI adoption in marketing, concluded that through machine learning algorithms and deep learning frameworks, marketers can create messages closely aligned with individual customer preferences and historical behaviours — with AI-driven personalisation demonstrably improving customer engagement and satisfaction.[7]
The Rise of Agentic AI
Looking beyond generative AI, a significant transition is now underway toward “agentic AI” — autonomous systems capable of executing multi-step marketing tasks with limited human intervention. Adobe’s 2025 research found that about one-third of organisations are already prioritising agentic AI deployment over more widely adopted generative AI systems. Furthermore, 63% of organisations expect agentic AI to free employees for strategic and creative work, while 42% plan to design AI agents with distinct personalities tailored to different audience segments.[6]
This evolution carries significant strategic implications. As CMSWire’s analysis of Brinker’s 2026 MarTech Report observed, the dominant pattern in 2025 was “AI as a power screwdriver” — accelerating content production and segmentation without fundamentally changing what was possible. In 2026, the inflection point has arrived: leading marketing teams are channelling AI efficiency gains into net-new capabilities, including more extensive experimentation, greater creative variation, and personalisation journeys that would be structurally impossible with human-only teams.[8]
“If all you get from AI is lower unit cost, you’re leaving most of the value on the table.”— Scott Brinker, Chief MarTech Officer, HubSpot, as cited in CMSWire, 2026
The organisational challenge is significant. Adobe’s research found that most organisations agree AI is changing work faster than employees can adapt (57%), and that those who do not embrace AI will fall behind (58%). Yet only 45% of organisations say they have sufficient AI training and upskilling programmes, and only 44% believe employees are comfortable using AI in their roles.[6] Consumer-facing AI deployment, in other words, is outpacing the internal readiness of the organisations deploying it.
Section III — The Privacy Paradox
Personalisation, Privacy, and the Collapse of Consumer Trust
Perhaps no dynamic in the current MarTech landscape is more consequential — or more poorly understood — than the tension between personalisation and privacy. Consumers, research consistently shows, value the convenience and relevance that personalised experiences deliver. Yet the same consumers hold deep and growing anxieties about the data practices that make personalisation possible.
The scale of this anxiety is striking. Deloitte’s sixth Connected Consumer Survey, fielded in June 2025 with approximately 3,500 US consumers, found that the proportion of respondents worried about data privacy and security jumped from 60% to 70% in a single year. The same survey found that 47% of consumers had experienced at least one type of digital security failure in the past year, and 58% had encountered at least one scam attempt — including phishing, deepfake videos, and AI-generated voice cloning.[5]
A complementary survey by Relyance AI, polling more than 1,000 US consumers in December 2025, produced even sharper findings. 82% of respondents described AI data loss-of-control as a serious personal threat, with 43% characterising it as “very serious.” Perhaps most striking for brand strategy: 76% of consumers said they would switch to a competitor if that company could prove better data transparency, and 50% would forgo the lowest price to choose a brand with verifiably superior data practices.[9]
The trust baseline has collapsed. Relyance AI’s 2025 consumer survey found that 81% of respondents assume brands are secretly training AI on their personal data without disclosure — “whether you are or not, you’re already convicted in their minds.” The first company in any given sector to prove transparency, the research concludes, stands to capture the 76% of consumers who say they would switch for it.[9]
The “Cautious Engagement” Model
A 2025 study published via SSRN, drawing on surveys of 217 active social media users and guided by Privacy Calculus Theory, identified a behavioural pattern researchers call the “Cautious Engagement Model”: users recognise and appreciate the benefits of AI-driven personalisation, while simultaneously managing privacy risks through selective engagement and privacy controls.[10] This is not passive acceptance — it is a dynamic negotiation that consumers are conducting in real time, often without adequate tools or information to do so effectively.
Research published in Advances in Consumer Research in late 2025, using NVivo qualitative analysis of semi-structured interviews, confirmed four dominant consumer themes in AI-personalised marketing contexts: adverse impacts including privacy loss and manipulation concerns; positive impacts including relevance and convenience; mechanisms that foster trust (transparency, control, reciprocity); and the moderating role of regulatory environment.[11] The study concluded that consumers are not opposed to AI personalisation — they are opposed to AI personalisation conducted without transparency, control mechanisms, and clear reciprocal value.
The Usercentrics “State of Digital Trust in 2025” global study, surveying 10,000 consumers across six markets, found that 42% of consumers now read cookie consent banners “always” or “often” — up substantially from previous years — and that 46% accept cookies less frequently than they did three years ago.[12] Consent is no longer a friction point to be minimised; it is a brand touchpoint being evaluated.
Section IV — Immersive Technologies
AR, VR, and the Emergence of Immersive Consumer Experiences
Augmented reality (AR) and virtual reality (VR) have occupied the status of “emerging technologies” for much of the past decade, simultaneously promising transformative potential and consistently underdelivering on mainstream adoption. The 2025 data suggests this dynamic may finally be shifting — albeit unevenly across different platforms and use cases.
The global VR market reached USD 16.32 billion in 2024, with projections suggesting growth to USD 123.06 billion by 2032.[13] In the AR segment, the global market is projected to exceed USD 50 billion in 2025. AR/VR headset shipments grew 18.1% in Q1 2025 compared to the prior year, and the AR/VR hardware sector is expected to grow at a 38.6% CAGR between 2025 and 2029.[13] The spatial computing market overall is projected to surge from USD 20.43 billion in 2025 to USD 85.56 billion by 2030, at a 33.16% CAGR.[14]
For marketing practitioners, the most relevant metrics concern consumer engagement rather than hardware shipments. AR-based marketing campaigns average a dwell time of 75 seconds — substantially higher than standard digital advertising formats — and approximately 80% of businesses that have implemented AR lenses or filters report an improvement in brand awareness metrics.[13] The average metaverse user is currently 28.7 years old, placing the primary audience squarely in the millennial and older Gen Z bracket.[13]
Experimental Optimism and Commercial Caution
Despite bullish market projections, brands are approaching immersive marketing with well-founded caution. While over half of brands surveyed (52%) believe their customers are ready to engage with metaverse platforms, only 26% expect immediate return on investment from metaverse marketing initiatives.[13] A 2025 review of marketing strategy predictions noted that widespread adoption of AR and VR for marketing “remains limited and largely experimental” — with retail’s AR try-on functionality representing a bright spot, but mainstream deployment still some years away for most sectors.[15]
An International Journal of Marketing and Technology analysis published in October 2025 confirmed that emerging technologies including AI content optimisation, VR product demonstrations, and blockchain influencer verification are actively shaping the next generation of social media marketing — but that growing regulatory scrutiny, platform policy changes, and privacy concerns simultaneously require marketers to adopt transparent and ethical practices that preserve consumer autonomy.[16]
Section V — Omnichannel Commerce
The Omnichannel Imperative: From Strategy to Survival
If any single concept has crystallised from a strategic aspiration into a market prerequisite during the current period, it is omnichannel commerce. The data on consumer behaviour leaves little interpretive room: 73% of retail shoppers use multiple channels during a single buying journey, and 83% of customers research products online before visiting a physical store.[4] Consumers are no longer choosing between digital and physical retail — they are demanding that brands make the distinction irrelevant.
The commercial consequences of meeting — or failing to meet — this expectation are significant. Research demonstrates that brands with strong omnichannel engagement retain 89% of customers, compared to only 33% for brands with weak omnichannel implementations.[4] Omnichannel retailers report 179% faster revenue growth than non-integrated competitors, and retailers reaching consumers through three or more channels generate 250% more engagement than single-channel retailers. Omnichannel shoppers themselves deliver approximately 30% higher lifetime value compared to single-channel shoppers.[4]
Academic research in Journal of Retailing and related literature has established the theoretical underpinning: omnichannel marketing is grounded in service-dominant logic and customer experience frameworks that emphasise value co-creation across the full customer journey.[16] The practical implication is that omnichannel strategy requires not merely the integration of digital and physical touchpoints, but a fundamental reorientation of organisational structure, data architecture, and customer service philosophy.
“In 2025, the omnichannel experience is no longer optional — it’s the baseline expectation.”— Marketing LTB Omnichannel Statistics Report, 2025
Despite the compelling evidence, adoption remains incomplete. Industry data indicates that less than 50% of brands currently use MarTech to track customers across channels, even though 96% of brands state that customer experience is important across both online and offline contexts.[17] This gap between aspiration and implementation represents both the central challenge for marketing technology investment in the near term, and a significant opportunity for first-movers who close it.
Section VI — Theoretical Framework
Understanding Consumer Adaptability: Technology Acceptance and Digital Maturity
Understanding how consumers adapt to emerging marketing technologies requires engaging with the theoretical frameworks developed to explain technological adoption more broadly. The Technology Acceptance Model (TAM), originally proposed by Davis (1989), posits that perceived usefulness and perceived ease of use are the primary determinants of technology adoption. While TAM remains foundational, recent research has complicated and enriched this model in several important ways.
A 2025 ScienceDirect review of AI adoption in marketing found that organisational-level factors — including culture, infrastructure, and human resources — play an equally crucial role in adoption as individual attitudes, challenging the TAM’s traditional focus on individual decision-making.[7] Furthermore, the review challenged Innovation Diffusion Theory’s traditional model of innovation adoption as a linear process, arguing instead that ethical and regulatory complexities create non-linear adoption dynamics — with algorithmic bias concerns and data privacy regulations acting as significant adoption brakes that IDT’s original framework did not anticipate.[7]
A study published in Administrative Sciences (MDPI) in November 2025, drawing on data from 650 Greek consumers surveyed between December 2024 and April 2025, identified trust and ethical perceptions as the dominant predictors of AI-based personalised advertising acceptance. Crucially, the research found that frequent digital engagement builds “digital maturity,” which makes consumers more receptive to algorithmic recommendations and personalisation systems.[18] This suggests a dynamic in which exposure to digital technologies, when managed ethically, can itself generate the trust necessary for further adoption — a virtuous cycle that brands can cultivate through transparent practice.
The Role of Digital Transformation in Business Performance
A September 2025 study published in Scientific Reports, drawing on structural equation modelling of 390 professionals across China and Kazakhstan, found that consumer engagement has the strongest influence on a company’s capacity for digital transformation (β = 0.418), followed by investments in digital technologies (β = 0.288).[19] This finding is notable because it inverts the common assumption that technology investment drives consumer engagement — the relationship, the data suggests, runs in both directions, with engaged consumers actually accelerating organisational digital capability.
A PMC-published qualitative investigation into how digital technologies reshape marketing strategy confirmed that digital transformation is most effective when it enhances a company’s ability to provide more innovative and customised solutions — with virtual reality applications, for instance, reducing the need for physical field tests while improving product development timelines.[20] However, the research also noted that most companies are still at intermediate stages of digitalisation, with only a small cohort having completed the full transformation of internal procedures, organisation, and business model.[20]
Section VII — Strategic Implications
What Consumer Adaptability Means for Marketing Strategy in 2026 and Beyond
The convergence of research reviewed here yields a set of strategic imperatives that are unusually consistent across methodology, geography, and sector.
First, the centralisation of trust as a commercial asset. Across every category of emerging marketing technology — AI personalisation, immersive experience, omnichannel integration — consumer acceptance is mediated by trust. Brands that treat data transparency as a compliance burden rather than a competitive asset are, the evidence suggests, misallocating strategic attention. The Usercentrics research found that consumers are not rejecting data-sharing — they are demanding clarity, control, and proof of responsible use.[12] The Kantar Marketing Trends 2026 report confirmed that Generative Engine Optimisation (GEO) — ensuring brand presence and trustworthiness within AI recommendation systems — has become the new SEO, with 74% of AI assistant users regularly seeking AI-driven brand recommendations.[21]
Second, the transition from efficiency to differentiation in AI strategy. The period in which AI created competitive advantage by reducing the cost of existing marketing operations is concluding. As Brinker’s analysis makes clear, the organisations that will lead are those that use AI to expand the range of what marketing can attempt — running more experiments, creating more personalised journeys, and generating insights at a scale and granularity that human teams alone cannot match.[8]
Third, the non-negotiability of omnichannel integration. With 73% of consumers using multiple channels during a single buying journey, and with omnichannel brands retaining nearly three times the customer proportion of single-channel competitors, omnichannel strategy has moved from an advanced practice to a table-stakes requirement.[4] The significant performance gap between aspirational commitment (96% of brands cite CX importance) and practical implementation (fewer than 50% track customers cross-channel) represents the most actionable opportunity in the current MarTech landscape.[17]
Fourth, the importance of ethical governance frameworks. Research across multiple studies confirms that concerns about algorithmic bias, data misuse, and inadequate regulation are significant barriers to consumer adoption of emerging marketing technologies.[7, 11] Brands that develop and communicate credible governance frameworks — not as marketing statements but as operational realities — are better positioned to benefit from the demonstrated consumer willingness to reward demonstrably trustworthy companies with loyalty, premium acceptance, and active advocacy.
Conclusion
Navigating the Paradigm Shift
The digital paradigm shift this study has examined is not a future state — it is the present condition of the marketing function. Consumer adaptability to emerging marketing technologies is real, documented, and in several dimensions more advanced than marketing practitioners have recognised. Consumers are using AI-powered personalisation, navigating omnichannel journeys, and increasingly engaging with immersive brand experiences. What they are not doing is doing so unconditionally.
The research consistently identifies a contingent relationship between technology adoption and institutional trust. Consumers will adopt emerging marketing technologies when the value exchange is transparent, the data governance is credible, and the brand relationship is genuinely reciprocal. They will resist — and increasingly punish — technologies deployed without those conditions, irrespective of the sophistication of the underlying platform.
For marketers, this contingency is not a constraint to be managed. It is the most important strategic signal in the data: the organisations that will lead the next decade of marketing technology adoption are not necessarily those with the largest technology investments or the most sophisticated AI deployments. They are those that have earned the consumer trust that makes technology adoption possible.
All sources reflect published research, primary surveys, and industry reports from 2024–2026. URLs correct as of March 2026.
Precedence Research.Marketing Technology (MarTech) Market Size to Hit USD 3,286.94 Bn by 2035.2026.precedenceresearch.com
HubSpot / TECHSPO.State of AI in Marketing 2025.As cited in TECHSPO Los Angeles MarTech Trends Report, December 2024.techspola.com
Marketing LTB / Harvard Business Review / Invesp.Omnichannel Statistics for 2025: Data, Trends & Insights.October 2025.marketingltb.com
Deloitte.2025 Connected Consumer Survey: Innovation with Trust.December 2025.deloitte.com
Adobe.AI and Digital Trends 2026: GenAI and Agentic AI Insights.Fielded October–November 2025, published February 2026.business.adobe.com
Rosário, A., et al.Artificial Intelligence (AI) adoption in marketing strategies: Navigating the present and shaping the future business landscape.ScienceDirect, September 30, 2025. doi:10.1016/j.ssaho.2025.00777
Brinker, S. / CMSWire.6 Marketing Technology Trends to Watch in 2026.February 2026.cmswire.com
Relyance AI / Truedot.ai.Customer AI Trust Survey: 82% See Data Loss Threat.December 2025.relyance.ai
Victor-Nyebuchi, M.The Impact of AI-Driven Personalization Tools on Privacy Concerns and Trust in Social Media Marketing.SSRN, June 13, 2025. doi:10.2139/ssrn.5385173
Acr-Journal.Balancing Personalization and Privacy in AI-Enabled Marketing: Consumer Trust, Regulatory Impact, and Strategic Implications — A Qualitative Study using NVivo.Advances in Consumer Research, October 14, 2025.acr-journal.com
Usercentrics / Sapio Research.The State of Digital Trust in 2025.Surveyed May 2025; published November 2025.usercentrics.com
WSI World.The Future of Marketing Strategy: 5 Predictions for 2025.August 2025.wsiworld.com
International Journal of Marketing and Technology (IJMRA). Vol. 15, Issue 10, October 2025.ijmra.us
WebEngage.2025 MarTech Trends: What to Expect and How to Stay Ahead.January 2025.webengage.com
Papadopoulos, I., et al.Personalization, Trust, and Identity in AI-Based Marketing: An Empirical Study of Consumer Acceptance in Greece.Administrative Sciences, MDPI, 15(11):440, November 2025. doi:10.3390/admsci15110440
Galiyeva, A., et al.Digital marketing tools and digital transformation capability as a factor in enhancing business performance in China and Kazakhstan.Scientific Reports, October 22, 2025.nature.com
Cortez, R.M., et al.How digital technologies reshape marketing: evidence from a qualitative investigation.PMC / Journal of Business & Industrial Marketing, 2023.pmc.ncbi.nlm.nih.gov
