As the marketing landscape continues to evolve at a breakneck pace globally, organisations in the Middle East grapple with a pivotal question: How do we adapt our marketing operations to thrive in an era dominated by artificial intelligence (AI)?
The rise of new technologies presents a dual challenge – navigating the complexities of transformation while enhancing customer experiences that drive loyalty and engagement.
Historically, marketing has transitioned through distinct phases, shifting from product-centric strategies to increasingly sophisticated, customer-centric models. Yet, with the advent of AI, we are entering a fourth marketing era characterised by AI augmentation. This era redefines not only how we engage with customers, but also how we structure and operate our marketing departments.
Breaking free from silos
Traditionally, many organisations have regarded AI merely as a tool for streamlining existing processes—an avenue for increasing efficiency within established frameworks. While this perspective can deliver short-term benefits, it fails to address the opportunity for transformational change. To truly harness the potential of AI, marketers must rethink their operational models, breaking free from the silos that have historically hindered their effectiveness.
Conway’s Law serves as a critical reminder: the way an organisation is structured directly impacts the customer experience. If marketing departments remain disjointed, with various channels and strategies operating in silos, the resulting experience for consumers will inevitably be fragmented, as customer-facing experiences reflect organisational inefficiencies. This fragmentation is particularly concerning for established brands burdened by legacy systems and outdated practices, placing them at a distinct disadvantage compared to agile startups that can innovate rapidly without such constraints.
Regional success story
In the AI-driven marketing landscape, Careem stands as a regional success story that exemplifies the power of agility and innovation. As one of the Middle East’s pioneering AI-powered startups, Careem redefined customer engagement by localising its offerings and leveraging data to meet the region’s unique needs. Its ‘everything app’ approach integrates ride-hailing, food delivery, and digital payments into one seamless platform, powered by advanced analytics and a deep understanding of consumer behaviour.
This customer-centric model, combined with purpose-driven marketing narratives that resonate with community values, propelled Careem to unicorn status and a $3.1 billion acquisition by Uber. The company’s ability to adapt to rapidly changing market dynamics has been instrumental in maintaining its competitive edge.
By embracing AI to optimise operations, predict demand, and personalise user experiences, Careem has not only enhanced convenience but also built enduring customer loyalty. Its commitment to fostering regional talent and addressing socio-economic challenges reflects a vision that goes beyond profit, creating shared value for its users and communities.
Challenges and opportunities
Moreover, in the Middle East, marketing is often perceived as a cost centre rather than a profit centre, complicating the case for investment in transformation initiatives. This is particularly troubling, as the ROI of marketing efforts tends to be less tangible compared to direct sales. Consequently, CMOs face challenges in advocating for the resources and structural changes necessary to elevate their organisations.
Nevertheless, this challenge presents an opportunity if approached with the right mindset. Organisations can encourage innovation, collaboration, and adaptability by conceptualising marketing as a flexible platform akin to a system of interconnected Lego bricks. Each function can be represented as a block that fits neatly together, allowing teams to build and modify their operations in response to changing market dynamics and technological advancements. The Lego blocks should also be able to plug in and out without disrupting the structure to which they were attached. This allows for flexibility in scaling a connected ecosystem.
As an example, one of our automotive clients is currently in the process of rolling out a digital retail front end that acts (in a sense) like a physical retail environment, where you have sales, aftersales, marketing, and customer service. Each module can be progressively integrated into the ecosystem, and the connective tissue to pull it all together is the data generated by the data gathered, all powered by predictive analytics and, eventually, generative AI.
To foster this environment of agility, organisations must prioritise internal alignment and collaboration. Whether it’s breaking down departmental barriers or integrating technologies across platforms, a holistic approach can significantly enhance the customer experience.
Embracing the culture of change
The goal should not just be to implement AI, but to create a culture where AI augments the capabilities of marketing teams, not replaces them. This requires a commitment to continuous learning and an openness to re-evaluating existing processes regularly, with appropriate upskilling to fill any competency gaps.
Ultimately, the path to success in this AI-driven landscape lies in embracing change as a constant. Brands must be prepared to pivot and innovate, capitalising on new technologies to enhance their operations and deepen customer relationships. This transformation requires not only strategic foresight, but also a clear roadmap that details how to navigate the complexities of operational change step by step.
Often, the road to transformation spans years, not months, and once you begin this journey, the organisation will soon realise that change will forever be a constant.
As we step into this promising yet uncertain future, the question remains: are we ready to embrace the challenge of re-engineering our marketing operations through deeper integration into the core of the business? By prioritising agility, fostering cross-departmental collaboration, and leveraging the capabilities of AI, organisations can position themselves for long-lasting success in the ever-evolving marketing world. The opportunity to redefine customer experiences is at our fingertips and just a few solid AI solutions away.
By Curtis Schmidt, CEO of RAPP Middle East and North Africa.
