Abstract
The growing adoption of digital technologies, artificial intelligence, social media, and data analytics is driving marketing practice towards new, more innovative ways of engaging with customers. However, traditional marketing channels can still play an important role in building brand credibility, fostering customer trust, and reaching those consumer segments less influenced by online media. This paper explores how traditional and digital marketing strategies can be combined to optimise customer engagement, brand loyalty, and organisational performance. A scoping review was undertaken to search, appraise and synthesise theory and evidence regarding transformation marketing, IMC, consumer behaviour, channel hybridity and organisational digital capabilities. Secondary data only was used. Method: PRISMA 20 20 guidance was used to search Scopus and Google Scholar on 1 October 20 25 (updated 20 January 20 26) and additional back citation and forward citation searching was undertaken to 31 May 20 26. Records were screened at duplicate, title-and-abstract and full-text stages, and inclusion was followed by appraisal of methodological quality. Results: 16 papers were included in the final evidence synthesis. The results of the literature review show that digital marketing offers better targeting, interactivity, personalisation, scalability, and performance metrics, while traditional marketing is still relevant for trust-building, mass physical reach, and specific demographic/geographic segments. Marketing transformation efforts should therefore focus on integration, rather than channel substitution, taking into account the value each channel can offer in different contexts. However, this process may be hampered by a lack of digital capabilities, resistance to change, legacy systems, siloed structures, and insufficient marketing-IT alignment. The study makes two contributions to the literature. First, it suggests a contextual hybrid-marketing framework connecting firm and market characteristics, customer segments, organisational digital maturity, channel attributes, and contingency factors to the most suitable channel configurations. Second, it provides practical implications on how organisations should embrace customer-centric channel integration, enhance cross-functional capabilities, implement data-driven performance measurement, and flexibly allocate resources across channels. The paper has implications for practice as it provides guidance on how organisations can adapt to the rapidly evolving digital environment while maintaining a balance with the trust-enhancing and human aspects of conventional marketing.