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Example Thesis: Beyond Platform Dependency – Growth Investment Capabilities as a Source of Competitive Advantage for CMOs
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Research Question
How does platform dependency increase decision uncertainty in marketing budget allocation, and how does Growth Investment Governance Capability mitigate its negative effect on growth investment decision quality?
This research paper investigates the relationship between platform dependency and marketing budget allocation uncertainty for Chief Marketing Officers (CMOs). It explores how reliance on dominant digital platforms (e.g., Google, Meta, Amazon) creates decision uncertainty in growth investment allocation, and examines Growth Investment Governance Capability as a strategic mechanism that mitigates the negative effects of platform dependency on growth investment decision quality.
Abstract
The contemporary marketing environment is defined by an extreme concentration of digital power within a few dominant platforms, creating a structural vulnerability for organizations. This research addresses the strategic dependency of Chief Marketing Officers (CMOs) on “walled garden” ecosystems, which compromises organizational autonomy and subjects marketing effectiveness to opaque algorithmic shifts. By applying the Resource-Based View (RBV) of strategy, the study investigates how firms can navigate this platform paradox to reclaim data sovereignty and strategic intent through internal capability development.
The study finds that excessive platform reliance leads to a “black box” scenario where return on investment (ROI) is difficult to verify independently of platform-provided metrics. Findings demonstrate that the implementation of a Growth Investment Governance Capability (GIGC) serves as a critical moderator, allowing firms to transition from tactical algorithmic spending toward governance-led strategic resource allocation and first-party data assets.
Sample: Introduction (Chapter 1)
1.1 The Digital Platform Paradox and Strategic Vulnerability
The shift toward digital-first marketing was initially framed as a transition toward greater accountability and precision. However, this evolution has resulted in a paradox: while CMOs have access to more data than ever before, their ability to independently verify and govern that data has diminished. Marketing resource allocation strategy now requires navigating complex interdependencies between platform-specific metrics and organizational financial goals (Shankar, 2012).
The reliance on platform-provided analytics often leads to a “black box” scenario where the logic of marketing research and the subsequent return on investment (ROI) are difficult to decouple from the platform's own self-reported success (Kortam & Gad, 2020). This dependency is further complicated by the regulatory environment. The European Commission's Digital Markets Act represents a significant attempt to review and regulate the influence of these gatekeepers (Carugati, 2023).
1.3 Toward Growth Investment Governance as a Dynamic Capability
Growth Investment Governance Capability (GIGC) is defined as a dynamic capability that enables a firm to integrate, build, and reconfigure internal and external competences to address rapidly changing environments. By treating marketing spend as a strategic investment rather than a tactical expense, CMOs can better balance short-term gains with long-term sustainability (Ramsinghani, 2025).
Key Research Contributions
- Contribution 1: Conceptualization of Growth Investment Governance Capability (GIGC) as a dynamic capability for managing fragmented digital ecosystems
- Contribution 2: A strategic framework for transitioning from third-party platform dependency to first-party data ownership and sovereignty
- Contribution 3: Evaluation of AI-enhanced marketing mix modeling (MMM) and explainable AI (XAI) as tools for improving transparency and decision-making accuracy
Citation Sample
All 49 citations in this paper are verified against academic databases. Here are some examples:
- Shankar. (2012). Marketing Resource Allocation Strategy. Edward Elgar Publishing.
- Foroudi. (2022). Conceptualizing, Measuring, and Managing Marketing Assets. Corporate Reputation Review, 26(3), 203-222.
- Liu. (2026). AI-Enhanced Marketing Mix Modeling: Integrating ML, XAI, and LLMs. SSRN.
- Carugati. (2023). Which Mergers Should the European Commission Review under the Digital Markets Act?. SSRN.
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