10. Technology you create: ⢠Web apps ⢠Facebook apps ⢠iPhone apps ⢠Android apps ⢠Interactive ads ⢠Semantic web ⢠Your productsâŚ
11. The Extended Web Dynamic ads Mobile apps Social media sites Landing pages Microsites Web site
12. Social media monitoring Digital asset management Competitive intelligence Business intelligence Campaign management Web analytics Marketing dashboards CRM SEO analysis / auditing Email marketing Augmented reality Landing pages User communities Interactive ads Social features Web site Location Linked data RFID Digital products Search ads Internet of things Mobile marketing Behavioral targeting User-generated content
14. Technology Decisions in Marketing Behavioral Targeting Digital Asset Management Attribution Management Number of Decisions Conversion Optimization Mobile Marketing Organic SEO Management Marketing Resource Management Marketing Automation Video Campaign Management Social Media Monitoring E-Commerce Platform Bid/Keyword Management Web Content Management Ad Networks Web Analytics Email Marketing CRM Database Creative Design Time
17. Technology Decisions in Marketing Who decides? On what basis? ⢠Marketers ⢠IT department ⢠Web shop ⢠Vendors ⢠Ad hoc ⢠Technical depth ⢠Right incentives ⢠Business alignment ⢠Accountability ⢠Marketing vision
18. Bringing all those groups together doesnât necessarily produce the best solution.
25. More like product development than IT because: ⢠What customers experience ⢠Engine for new revenue ⢠Integral to the brand ⢠Creative endeavor ⢠Visible competitive positioning ⢠Must innovate to succeed ⢠Must be core competency
32. Marketing CTO(Chief Marketing Technologist) ⢠Reports to CMO ⢠Coordinates with IT ⢠Coordinates with products ⢠Technology expertise ⢠Marketing savvy ⢠Strategic role
33. Social media monitoring Digital asset management Competitive intelligence Business intelligence Campaign management Web analytics Marketing dashboards CRM SEO analysis / auditing Email marketing Augmented reality Landing pages User communities Interactive ads Social features Web site Location Linked data RFID Digital products Search ads Internet of things Mobile marketing Behavioral targeting User-generated content
34. Why Brands Should Embrace Technological Change âCMOs must⌠recognize that technology is no less a marketing tool than, say, market research, and appoint a marketing-technology czar to champion it⌠to act as a cross-functional facilitator and identify technology that can enhance marketing activity and brand building.â â Avi Dan, January 19, 2010
35. The Secrets of Marketing in a Web 2.0 World âWho should direct⌠Web 2.0 marketing? [An executive with skills] beyond those of a typical MBA holder or tech expert. We coined the term marketing technopologist for a person who brings together strengths in marketing, technology and social interaction.â â Salvatore Parise, Patricia Guinan, Bruce Weinberg
53. Agencies, technology vendors: do not fear. A technically-savvy marketing department can work with you faster and easier.
54. Thank you. the case for a marketing CTO at #MPSIS http://bit.ly/marketingCTO by @chiefmartec
Hinweis der Redaktion
Fellow marketers, I come to your with one premise: marketing must control its technological destiny.
Now, search marketing is riding a wave of new technology.
Bid management, landing page optimization, web analyticsâlots of search marketing technology. Sometimes it can seem a little overwhelming, no? But weâre not just search marketers, weâre marketersâŚ
And marketing overall is riding a killer wave of new technology.
Hundreds of amazing marketing technologiesâsearch, email, video, social, commerce, conversion, multi-channel. Any guess how many companies are here? 141âand thatâs just a sample. By the way, anyone who can tell me what each every one of these companies does, I will personally buy your beverage of choice at the bar tonight.
See, industry forces have created a perfect storm for marketing technology. The shift of money from old media is continuing, making digital a larger and larger market. Cloud computing and the inherent trackability of digital initiatives makes it easier to adopt and justify new technologies. And this special moment in time, where disruptive innovation opens doors for everyoneâcombined with the attractive economics of softwareâmake barriers to entry relatively low. If youâve got a brilliant idea, and you can prove it, you can launch a marketing technology venture.
The result is predictable: over the next 5 years you will see an explosion of marketing technology. You ainât seen nothing yet.
Itâs not just technology you buy. Itâs technology you create. Itâs not just applications, but platforms on which technically-proficient marketers can build innovations on the web, Facebook, iPhone, Android, the new iPad, interactive ads, the semantic web, and within your own products.
Digital marketing has grown far beyond the web site, and as marketers we now must manage a vast, extended web that includes landing pages, social media presence, mobile apps, and so on. Every year itâs like a whole new planet joins your solar system. The iPad and tablet computing just entered your gravitational field this year.
So if you take all of these marketing technologiesâinternal technologies that make us more efficient, external technologies that help us reach and engage our audience, and technologies embedded into our very products and services that now become an active part of marketing dynamicsâyouâve got a really big stack of technology on your desk.
And itâs not just individual componentsâthe real question is how all these pieces fit together.
Viewed another way, thereâs been an exponential growth in the number of technology decisions that we marketers need to make. Not too long ago, the big issue might have been working with Macs or PCs, PageMaker or Quark Express. Nowadays, weâre inundated with choices: what do we do for marketing automation, attribution management, social media monitoring, conversion optimization, behavioral targeting. And again, every time a new one enters the field, it brings about decisions of how to integrate it with everything else.
At the same time, the impact of these technology decisions is bigger than ever. Itâs not just about picking the vendor with the cheapest price. Your choices impact what marketing capabilities youâll have, what your customers will experience, how efficient your operations will be, where you will gain or cede ground to your competition, and what synergies will blossom between your chosen technologies.
In other words, technology decisions and your marketing strategy are bound together. Theyâre symbiotic, interdependent on each other. And clearly immensely important.
But who makes these decisions? And on what basis? Marketers have the incentives and vision, but they rarely have the technical depth. IT has technical depth, but their incentives and vision follow a different path. Outside players can help, but their alignment with your business is inherently partial. No one of the groups gives you what you need. Now, you might say, âwhy not bring them all together?â
Unfortunately, that can be like the Democrats and Republicans in Congress. Contention doesnât always lead to invention. It usually leads to deadlock or the lowest common denominator.
Speaking of contention⌠letâs talk about the relationship between marketing and IT for a moment. It sometimes feels like this. But having worked on both sides of the divide, I can say that thereâs a very logical reason for this tug-of-war. Marketing and IT have different goals and incentives.
IT is focused on stabilityâmaking sure things work reliability, security, minimizing costsâafter all, IT is a cost center, standardization and reusability, and meeting functional specifications. Theyâre incentivized to achieve these goals. Marketing, on the other hand, is more concerned with speed and agility, innovation, market impact, differentiation from competitors, and the net customer experienceâbecause those are the things more relevant to marketingâs goals and incentives. Itâs not that marketing doesnât appreciate the things on the leftâof course, we doâwe just appreciate the things on the right more. And the reverse is true for IT. Now, you might say, tough cookie, IT is the guardian of technologyâitâs in their name.
But IT doesnât actually own all technology in a company.
For example, take Apple. They have a terrific IT department.
But the Mac, the iPod, the iPhone, the iPadânone of these were IT projects. IT provides some relevant infrastructure, but they donât drive product development.
I propose to you that the technology in marketing is much more like product development technology than it is IT technology. Why?
Because digital marketing is directly experienced by customers and prospects. It is an engine for new revenue. Itâs integral to the brandâyour marketing and your products are how the world sees you. This is how people compare you against your competitors. Itâs a creative endeavor that must innovate to succeed. And given all this, you canât outsource marketingâthe holistic vision of marketingâto an offshore job shop. Innovation and marketing must be core competency.
So now Iâm halfway through my talk, and you may be searching for the answer: how should marketing evolve in this new world?
Of course, we donât just want to search for that⌠we want to decide, right?
For asserting your control and accountabilityâwell, good news is, youâre already accountable. Leads, market share â youâre already responsible for outcome, and those outcomes are dependent upon your marketing technology capabilities. The CEO already thinks that digital marketing means marketing is now fully accountable for its performance and ROI.
So if youâre responsible for it, youâd better be in the driverâs seat. Being the concerned passenger who keeps asking, âAre we there yet?â isnât going to work.
But if you donât have technical depthâand youâre facing that exponentially growing stack of technology decisionsâhow do you decide which direction to go?
Marketing needs its own technology leadership firepower, and that is the impetus for a new role in the marketing departmentâthe marketing CTO. The marketing CTO reports directly to the CMO, not the CIOâalthough he or she will certainly coordinate with IT and, increasingly, with product development. This person is a technologistâthey have deep engineering and technical experience. But they are also marketing savvy and are passionate about its mission.
The marketing CTO sits at the intersection of this maelstrom of marketing technologiesâand lives to connect the dots.
Now Iâm just one marketing technologist waving his hands on stage, but people a lot smarter than me have been saying the same thing. Avi Dan, who was an executive at Young & Rubicam and Saatchi & Saatchi, wrote this editorial in Ad Age earlier this year that CMOs should appoint a marketing-technology czarâczar, you donât see that too often on a business cardâessentially a marketing CTOâto act as a cross-functional facilitator and identify technology that can enhance marketing and brand building.
A team of researchers from MIT Sloan came to similar conclusion, and were written up in the Wall Street Journal, recommending a âmarketing technopologistâ to head up web 2.0 marketing. Marketing technopologist = strengths in marketing + technology + social interaction. (If we can be as creative with the technology as we are the job titles, weâll be golden.)
Now, I want to be clearâI am not advocating for another layer of management, I believe weâre increasingly in a flat-organization world. And Iâm certainly not advocating for new C-level positionâthe CMO is the right person to be the unequivocal leader of all marketing.
Instead, I am suggesting that marketing technology become one of the vertical components of the marketing function. Resources that used to be begged, borrowed, or bought, become a native part of the marketing organization. If you donât ascribe anything mystical to technology, and just treat it as a talent and skill set of the new marketingâpart of the natural shift from old media to new mediaâthen this is a completely logical move.
I do think itâs important to think of it holistically as marketing technologyâspanning search, social, optimization, automationâall those different pieces of the puzzle. Like the other dimensions of marketing, I think the move away from strict silos such as search or social is important to the synthesis of the new marketing. There may be some specialization within, but itâs the broad fluency to connect the dots that is most important.
This marketing technology branch doesnât have to implement everything. It will do someâhow much depending on the situation. But it will also work with IT, the product team, outside agencies, technology vendors, contractors. The key is for marketing to have âpositive controlâ over these initiatives, not just at a high conceptual level, but at a technology implementation level. Because, as weâve seen, those implementation decisions do not reside in a vacuum.
And thatâs really what a marketing CTO needs to do: manage the landscape a companyâs marketing technology at both the 50,000 foot level and the 5-foot level, balance the big picture with the devil in the details.
Ultimately, the goal of the marketing CTO is to enable the CMO to wield technology as a strategic marketing capability. Analogous to relationship between a less-technical CIO and his or her CTO, or between a product CTO and the CEO. If the chemistry is right, this is a powerhouse combination.
But while the marketing CTO can be a great change agent, catalyst, and leader for this new dimension of marketing, integrating technology more deeply into the marketing function isnât a one-person show. The future of marketing is having technologists seamlessly integrated throughout the marketing department, collaborating in synchronized harmony across many teams.
Now, Iâm not saying that everyone in the marketing department has to be a technologist.
Just like not everyone in marketing is a âcreative.â But even though not all marketers have background or talent in graphic design or art direction, such creative capabilities are part of the culture of marketing. We appreciate them and collaborate with them. A CMO doesnât have to have been a Chief Creative Officer. But he or she must know how to wield and lead such resources.
And thatâs how we must embrace technology, as one of the fundamental building blocks of marketingâs new DNA. It must become part of the culture. Letâs talk about some of the benefits of doing that.
Arthur C. Clarke, the guy who wrote 2001: A Space Odyssey, once said that any sufficiently advanced technology is indistinguishable from magic. And if you cut-and-paste lots mysterious analytics code or optimization scripts into your web pages, you know how that feels first hand. But the problem with a completely black box approach is that it obscures risks and opportunities, breeds superstition, and makes it difficult to reveal and leverage interdependencies. By proactively cultivating a technology culture, marketing can go from being in the audience to being the magicianâperforming feats that cause your customers to ooh and ahh.
Speed and agility are increasingly at the heart of marketingâs competitiveness. A key benefit to imbuing marketing with technical talent is an acceleration of the clockspeed in implementing technology-based features. Part of this speed is purely organizationalâhaving someone directly on your team, sitting right next to you, aligned perfectly with your mission is faster than crossing organizational boundaries and trying to get the attention of people who are not 100% focused on your mission. To talk tech: reduce switching costs and communication latencies.
But I think it will be even better than that. See, bringing technology culture into marketing will also import some of the operational paradigms that have powered rapid development in the Internet age. For instance, the methodologies of agile software developmentâa huge improvement over the rigid and time-consuming âwaterfallâ approach that preceded itâwith a few tweaks, can provide the inspiration for âagile marketingâ management approaches.
Similarly, software developers have years of experience perfecting the art of test-driven development, the underlying concepts of which can forge a kind of test-driven marketing methodology that leverages the malleable and trackable nature of our digital environment to systematically expand the reach and effectiveness of programs.
Which leads me to a culminating pointâmaking marketing technology and official part of the marketing organization is ultimately a mandate because its scale and scope are only growing. One of those most fascinating fields of research is at the intersection of computer science and marketingâleveraging that tsunami of data and real-time experimentation and optimization, intertwined with human marketing expertise, to enable computational marketing, somewhat analogous to the revolution of computational finance. Thanks to cloud computing, these capabilities will not be limited to a handful of the Fortune 500âeveryone will be able to leverage them. As long as you know how.
If Iâve persuaded you of the glorious potential of that future, the obvious question is: but where does one find these mythical marketing technologists?