Central Theme The article “Marketing is Everything” provides useful insights on how the marketing landscape has evolved from a “do more” marketing initiative to a knowledge- and experience-based marketing that is grounded on factors such as technology, leadership, adaptability, flexibility, choice, and responsiveness. The author’s main argument is simple: marketing is everything that contemporary organizations need to do to achieve competitiveness in the business environment. However, in embracing the modern marketing concept as identified by the author, companies need to develop a comprehensive understanding of the changing dynamics and incorporate the customer as a key component of their marketing and business strategies. The first dynamic that has been covered by the author is how companies can use technology to drive their marketing agenda. Here, the author is clear that “marketing’s transformation is driven by the enormous power and ubiquitous spread of technology” (McKenna, 1991, p. 1). Technology allows programmability, which in turn provides organizations with the capacity to develop more and more types of products and services for customers to drive the choice agenda. Technology can facilitate organizations to sell more and achieve operational efficiencies by developing a wide selection of varieties that provide customers with choice. Technology is also able to ensure that organizations become market-driven and are able to modify their products and services to fit customer needs and expectations. The author underscores the fact that “knowledge-based and experience-based marketing will increasingly define the capabilities of a successful marketing organization” (McKenna, 1991, p. 2). Here, the technology dynamic can help organizations to obtain useful knowledge on customer trends, competition, organizational structure, and new ways of doing business. Armed with this information, organizations can apply knowledge-based marketing by ensuring products and services are made according to customer specifications and strategies, developing niche thinking that could be used to identify and own market segments, and creating “the infrastructure of suppliers, vendors, partners, and users whose relationships will help sustain and support the company’s reputation and technological edge” (McKenna, 1991, p. 2). This shows how the concept of marketing is integral to the success and competitiveness of an organization. Experience-based marketing covers the dynamics of adaptability, flexibility, leadership, and responsiveness. Here, McKenna (1991) underscores the need for organizations to demonstrate interactivity, connectivity, and creativity in dealing with customer needs, industry competition, as well as internal and external technologies. A good marketing initiative must have the capacity to build relationships with customers (responsiveness), command credibility from customers and other stakeholders through adaptive practices, ensure customer satisfaction through high-quality provisions, and own the market in terms of leadership in ownership. This calls for the development of new ways to define a market by, for example, creating new categories of products and services, deepening and broadening relationships with business customers, and integrating the components of R&D, technology, innovation, production, and finance to own a market. It also calls for flexible marketing, product and service customization, deep understanding of customer needs and preferences, and implementation of a feedback loop that will ensure successful two-way communications between the customer and the organization.