Central Theme McKenna primarily argued that the nature of the business was rapidly changing at the time he was writing the article, and the change was irreversible. It was mainly associated with marketing. McKenna started his article by claiming that the 1990s would belong to the customer, which was simultaneously a good and a bad thing for marketing practitioners. It was a good thing because marketing was evolving, expanding, conquering new areas that it had not entered previously, and posing new challenges, thus becoming a more interesting sphere to work in. A bad thing, however, was that marketing was becoming much more difficult, and the growing competition in the field of marketing created threats for many businesses. The author explains this change by presenting three models of business operation: a sales-driven company is aimed primarily at increasing profits, a customer-driven company is aimed at satisfying the customer’s needs, and a market-driven company is aimed at offering solutions from which all involved parties, i.e., businesses, customers, society, and market, could benefit to the largest extent. Twenty-seven years ago, McKenna was witnessing the rise of the market-driven companies era. Under those circumstances, the role of marketing was growing, and it was emphasized in the article that the change was not quantitative (marketing required more attention, efforts, and resources) but qualitative, i.e., marketing started to play a different role. According to McKenna, it ceased to be a function of a business and became a way of doing business. Instead of being regarded as a tool to sell products and services, marketing was acknowledged to be about building relationships with customers. Another important aspect of the change that the author reflected on was the growing importance of feedback. Marketing had been previously viewed as a stream of communication from a company to customers. In the 1990s, customers’ response became more important because it started shaping the market to a larger extent than it had done before. McKenna predicted that marketing would transform from companies’ monolog into a dialog with the audience, and the prediction was right, as we can see twenty-seven years later. McKenna concludes that the key aspects of businesses became associated with marketing; moreover, key dimensions, including strategies and methods of operation, became functions of marketing, which is why, in accordance with the article’s title, marketing became everything. Critical Analysis McKenna’s article is written in a very confident tone. The beginning and the ending are particularly strong, as the former immediately takes a reader to the point, and the latter leaves the reader with a very strong statement to think about. Although the article is not strictly academic (there is no referencing), many examples and statistical data are provided. Strengths The article’s writing is clear, robust, and understandable. There are a lot of examples that illustrate the author’s points, making the article more reliable and convincing. Weaknesses In the early 1990s, the article provided a pioneering perspective on marketing. Today, however, the business world and the marketing world have gone further and changed signif