This paper examines several possibilities regarding the implementation of the marketing process reengineering within a Romanian software company. Specifically, it argues that freelancing implementation in the Competitors Tracking area leads to a better performance of the overall marketing activity, by means of a mathematical model which reveals four situations corresponding to the research hypotheses. According to the variables related to the mathematical model, the marketing tasks are divided in different areas and we highlighted the opportunity to develop a new area—Competitor Tracking through a marketing process reengineering. The results show that reengineering focuses on redesigning the process as a whole in order to achieve the greatest possible benefits to the organization. The driving forces associated to the reengineering will lead improvements by fundamentally rethinking how the Competitor Tracking positions should be fulfilled—through permanent workers or freelancers. The results of our analysis provides a decision-making support for the marketing manager of the software company, leading to a better positioning through Competitive Intelligence techniques, which build and leverage its competitive advantages.
Cite this paper
A. Micu, A. Capatina and A. Micu, "Marketing Process Reengineering within a Romanian Software Company Focused on the Implementation of a Freelancing Strategy," iBusiness, Vol. 4 No. 4, 2012, pp. 341-349. doi: 10.4236/ib.2012.44043.
 J. Storey, G. Salaman and K. Platman, “Living with Enterprise in an Enterprise Economy: Freelance and Contract Workers in the Media,” Human Relations, Vol. 58 No. 8, 2005, pp. 1033-1054.
 M. C. Lacity, L. P. Willcocks and J. W. Rottman, “Global Outsourcing of Back Office Services: Lessons, Trends, and Enduring Challenges,” Strategic Outsourcing, Vol. 1, No. 1, 2008, pp. 13-34.
 S. Vincent, “The Moral Mazes of the New Economy: The Clique Politics of Freelance HR Consultants,” Proceedings of the 7th International Critical Management Studies Conference, Naples, 11-13 July 2011.
 A. Walker-Fraser, “Coaching and the Link to Organizational Performance: An HR Perspective on How to Demonstrate Return on Investment,” Development and Learning in Organizations, Vol. 25, No. 4, 2011, pp. 8-10
 J. E. Lynch, “Marketing and Business Process Reengineering,” Journal of Marketing Practice: Applied Marketing Science, Vol. 1, No. 1, 1995, pp. 45-53.
 S. C. Gardiner, J. B. Hanna and M. S. La Tour, “ERP and the Reengineering of Industrial Marketing Processes. A Prescriptive Overview for the New-Age Marketing Manager,” Industrial Marketing Management, Vol. 31, No. 4, 2002, pp. 357-365doi:10.1016/S0019-8501(01)00167-5
 M. Attaran, “Exploring the Relationship between Information Technology and Business Process Reengineering,” Information & Management, Vol. 41, No. 5, 2004, pp. 585-596. doi:10.1016/S0378-7206(03)00098-3
 R. C. Lee, “Does the Success of Information Systems Really Matters to Firm Performance?” iBusiness, Vol. 4, No. 2, 2012, pp. 98-107
 S. Hao and B. Yu, “The Impact of Technology Selection on Innovation Success and Organizational Performance,” iBusiness, Vol. 3, No. 4, 2011, pp. 366-371
 X. Zha and M. Chen, “Competitive Intelligence Monitoring in the Risk Prevention of SMEs,” Journal of Service Science and Management, Vol. 3, 2009, pp. 230-235.