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Strategic Agility: What Exactly Does It Mean? - FutureLab

Strategic Agility: What Exactly Does It Mean? - FutureLab | The MarTech Digest | Scoop.it
Strategic agility is an organization’s ability to think ahead of the market, quickly mobilize itself, adapt to market shifts, fill capability gaps, capture new revenue ahead of the competition, and even create new markets. Strategic agility requires going outside of systems, structures, and processes, and allowing fluid organization of teams to achieve loosely defined missions. It is an innovation playground.

Let’s break this down into the three things that strategic agility requires. First, is the ability to bring speed (sense and response) into the system, not only through turning ideas into prototypes, but also by employing speed in key decision points. 

The second requirement is clarity and stability. Clarity, in this case, is about identifying innovation hot spots and the key hypotheses that we are trying to validate. Stability refers to permanent and committed spaces and resources so that it’s not a one-time play. 

The third key to strategic agility focuses on deleting or suppressing organizational memories. These are legacies that, 99% of the time, actually prevent a company from moving forward and reinventing themselves. 
CYDigital/marteq.io's insight:

It's an agile world.

 

Not having a fun time with IT? Contact marketingiIO: we can act as your buffer to get the job done. #MarTech #DigitalMarketing

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Daniel Tremblay's curator insight, February 22, 2018 8:07 AM
L'agilité stratégique implique que l'organisation développe de nouvelles capacités (capabilities), un nouveau type d'organisation, un nouveau mode de gestion.  Devant des projets perturbants, les vieux modèles de gestion vont simplement ajouter plus de contrôle, plus de gouvernance, plus de processus de gestion, une structure plus lourde, tout ça dan l'espoir de rendre l'organisation plus agile.  Ce faisant, c'est le contraire qui se produit ...

"Strategic agility means new organizational design, new capabilities, and new ways of managing...   One thing is for sure: When you have an executive team that has been used to the same managerial hierarchy for the past 20 years, they’ll depend on what’s worked historically when that system is slowly being dismantled. They will simply move the boxes around to create an almost-identical organizational chart. They will exert more control over risky projects, add governance, add processes, and add structure, all in the hopes of making the enterprise more agile. But to deeply embed agility into your organization, you need to rethink the hierarchy entirely."
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How SaaS Companies Can Project Monthly Revenue Using NPS - Retently

How SaaS Companies Can Project Monthly Revenue Using NPS - Retently | The MarTech Digest | Scoop.it
Monthly recurring revenue, or MRR, can be notoriously difficult to calculate accurately. As customers join and cancel, projecting your monthly recurring revenue for two, three or six months into the future can be a serious challenge, even for the most data-focused businesses. Add upgrades, downgrades and discounts into the picture and staying on top of your projected MRR can become a major cost of time for your business.

Luckily, you can accurately calculate and project monthly recurring revenue trends using Net Promoter Score data. By looking at your Promoter, Passive and Detractor numbers, you can gain a reasonably confident view of your company’s MRR trends and trajectory.

In this post, we’ll explain how you can do this, as well as how you can use your NPS data to adjust your business to increase MRR, improve retention and generate more revenue.
CYDigital/marteq.io's insight:

MRR is difficult to forecast because it is difficult to build the model. Luckily, there are models available for your use that make it very easy.

 

MarTech requires constant optimization to continually squeeze ever improving performance. No time for continual CRO? Contact marketingIO. #MarTech #DigitalMarketing

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An explosion of online video could triple bandwidth consumption again in the next five years - Recode

An explosion of online video could triple bandwidth consumption again in the next five years - Recode | The MarTech Digest | Scoop.it
What the internet will look like in 2021.
CYDigital/marteq.io's insight:

Your SOV competition.

 

RYZZ is coming. It’s a new approach to MarTech for B2B Marketers.

 

#MarTech #DigitalMarketing

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The Enterprise Architect as Product Marketer - Gartner

The Enterprise Architect as Product Marketer - Gartner | The MarTech Digest | Scoop.it
Product marketers must possess skills associated with what I term the “three Vs” (see this research report if you are a Gartner client): (Vertical) Value, Velocity, and (customer) Voice (OK, that’s four Vs). That is, they need to be able to convey the value of a given capability/feature, both in technical and business terms or context; they must drive the velocity of the product’s entry or journey into the market (through sales or channel enablement, educating influencers, etc.); and they have to help translate customer requirements to future product versions (though this may end up being a product management task in many cases) and generally be a customer advocate internally. EAs must exhibit these same characteristics when attempting to drive innovative or disruptive endeavors. They must understand and discuss the value of a potential investment in the context of their organization’s business, market, or ecosystem; they must help the variety of interested or involved IT parties make smart decisions about products or services (and convince or educate internal clients about them); and they must represent the voice of the organization’s customers through all of this.
CYDigital/marteq.io's insight:

RYZZ is coming. It’s a new approach to MarTech for B2B Marketers.

#MarTech #DigitalMarketing

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Context Matters, And That Means Your Industry - Forrester

Context Matters, And That Means Your Industry - Forrester | The MarTech Digest | Scoop.it
Some of these industry differences include:

  • Top priorities. Although business priorities are often similar, each industry pursues them with varying levels of urgency. 
  • Strategic objectives. Strategies for growing revenue, a unanimous priority, vary greatly by industry. 
  • Business environments. Digital disruption upends industries in different ways.
  • Data maturity. Not all industries have benefited equally from the insights revolution. They differ widely in their data and analytics capabilities, competencies, and culture.
CYDigital/marteq.io's insight:

Used to be called verticalization.

 

marketingIO’s MarTech Managed Services drives more leads faster. Contact us to see how. #MarTech #DigitalMarketing

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Three quarters of marketing spend witll be digital by 2021: Salesforce

Three quarters of marketing spend witll be digital by 2021: Salesforce | The MarTech Digest | Scoop.it
In Salesforce’s third annual State of Marketing report on the current landscape, digital is becoming ubiquitous in marketing, to the point where 97 per cent of market leaders plan to increase or maintain their level of digital spending.

Among the key findings;

  • Top marketing teams are integrating the customer experience. 
  • Top marketing teams get smart with tech adoption. 
  • Mobile momentum hits a tipping point. 
  • Real-time channel orchestration strikes a chord. 
  • Top marketing teams align with business leadership. 
  • Intelligent email is driving higher revenue. 
  • Social sees massive ROI growth. 
  • Advertising accelerates on social platforms. 
CYDigital/marteq.io's insight:

Not a shocker...

 

marketingIO: One Source for All Marketing Technology Challenges. See our solutions.  

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What every B2B exec needs to know about intellectual capital management - B2B News Network

What every B2B exec needs to know about intellectual capital management - B2B News Network | The MarTech Digest | Scoop.it

marketingIO: One Source for All Marketing Technology Challenges. See our solutions.

CYDigital/marteq.io's insight:

If anything, it's a point of negotiation which in and of itself has value.

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[FREE] The Modern Marketer's Field Guide - Heinz Marketing

[FREE] The Modern Marketer's Field Guide - Heinz Marketing | The MarTech Digest | Scoop.it

► About Us: iNeoMarketing provides Marketing Technology services, applications and support to B2B companies who may not have the required resources, knowledge or expertise. Visit us at ineomarketing.com.

CYDigital/marteq.io's insight:

From one of the smartest guys in the business. Behind a quick reg form.

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The Rise of the Marketer: Driving Engagement, Experience and Revenue – Marketo.com

The Rise of the Marketer: Driving Engagement, Experience and Revenue – Marketo.com | The MarTech Digest | Scoop.it
Marketers have seen their jobs transformed over the past ten years. The transformation is happening again—but faster this time.  

Marketo commissioned the Economist Intelligence Unit to conduct a  survey of over 450 high-level marketing executives worldwide, at companies including MasterCard, Virgin America, Wells Fargo and Zipcar.  More than 80% say they need to restructure marketing to better support the business - and 29% believe the need for change is urgent.

Read on to learn more about the findings.


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CYDigital/marteq.io's insight:

And here's the Marketo/Economist study, behind a quick registration form.

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Study: CMOs Rank Social Marketing Top Marketing Technology Investment In Coming Years - Marketing Land

Study: CMOs Rank Social Marketing Top Marketing Technology Investment In Coming Years - Marketing Land | The MarTech Digest | Scoop.it

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CYDigital/marteq.io's insight:

More from the same Marketo study. This is one of the most screwed up set of priorities I've seen: how the hell can social be number one while analytics is #3, MAS is 4th from the bottom, and search is 2nd from the bottom. Want to drive more attributable revenue? Invert this damn chart!!

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SungardASVoice: Digital Transformation Is Being Led By The CMO (Not The CIO) - Forbes

SungardASVoice: Digital Transformation Is Being Led By The CMO (Not The CIO) - Forbes | The MarTech Digest | Scoop.it

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CYDigital/marteq.io's insight:

You can't request IT solutions if you don't know that which IT is capable. Conclusion: you better have a grasp of tech fundamentals if you want to drive digital transformation. Someone is eventually going to start to call for a CMIO.

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5 Reasons to Hire a Marketing Consultant - Duct Tape Marketing

5 Reasons to Hire a Marketing Consultant - Duct Tape Marketing | The MarTech Digest | Scoop.it

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CYDigital/marteq.io's insight:

Today, with the influx of marketing technologies, it's all about resource gaps. The gap between maximizing your investment in marketing technology and the available resources to get this done is formidable. 

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Do You Know What a Growth Strategy Is? - FutureLab

Do You Know What a Growth Strategy Is? - FutureLab | The MarTech Digest | Scoop.it

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CYDigital/marteq.io's insight:

RE: the second bullet...not only understanding discontinuities, but continually looking for them. Get ready to eat your young.

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The Multichannel Marketing Plan Growth Wheel [Infographic] - Smart Insights

The Multichannel Marketing Plan Growth Wheel [Infographic] - Smart Insights | The MarTech Digest | Scoop.it

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Nicole-Savvina K. Kotronarou's curator insight, January 7, 2015 4:00 PM

Multichannel Marketing Plan by @smartinsights 

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Play By Your Own Rules - How to Define and Dominate Your Billion $ SaaS Category - Influitive

There is little that is more rewarding for entrepreneurs and executives than creating an entirely new category, fueled by disruptive innovation. Consider the new giants of our time, like salesforce.com, Tesla and Uber, and the incredible value created by their leaders.

We have invited back serial entrepreneur Mark Organ to deliver a sequel to his top-rated presentation last year on category creation. In this session you will learn not just how to define and build your category, but how to dominate it. How do you market differently when building a category versus entering an existing one? How to craft messaging to appeal to the missionaries you need to build your category and company? How to leverage your customer advocates and key influencers to grow efficiently? Mark will answer these questions and much more.


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CYDigital/marteq.io's insight:

The overall strategy is sound. Difficult as hell, but sound (and not for the faint of heart).

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The State of Marketing Leadership: New Research & #Infographic - Salesforce

The State of Marketing Leadership: New Research & #Infographic - Salesforce | The MarTech Digest | Scoop.it

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How The CMO And CIO Will Determine The Future Of Business In 2015 - Forrester

How The CMO And CIO Will Determine The Future Of Business In 2015 - Forrester | The MarTech Digest | Scoop.it

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Predictions for marketing in 2016 - Gartner

Predictions for marketing in 2016 - Gartner | The MarTech Digest | Scoop.it

Digest...


Here are five themes for the future which resonated across multiple surveys and form the basis for these predictions. Remember, they are made specifically for large and extra-large companies.

 

1. Customer Experience Will Be the Battleground Marketers Are Fighting Over

In 2016 customer experience will garner the highest level of marketing investment; it is one of three areas in which CEO’s expectations of CMOs will increase the most; and bleeding-edge technologies to improve it will be the top innovation project marketers undertake.

 

2.  How Marketers Use Customer Data Will Determine their Level of Success

Managing, collecting and making use of internal and external data was the second highest area of CEO’s increased expectations for CMOs. Marketers will analyze data less and synthesize it more, leading to better and more actionable conclusions. Distribution of the data to decentralized groups such as brands or business units will occur to allow for informed recommendations/decisions about what action to take.

 

3.  Digital Commerce Will be Inextricably Linked with Marketing

We found that in 25% of organizations, marketing has total responsibility for digital commerce, and in 46% of companies, marketing owns a digital commerce P&L now.  Whether you lead or support your company’s digital commerce efforts, plan for higher investment and a greater role in crafting compelling commerce experiences. 

 

4.  Marketing Will Set the Strategy for Not Just Marketing Technology, But for All Customer-facing Technology

Marketing will be intensely involved in all technology that touches the customer as it works on improving the customer experience with customer service, sales and operations. It already sets the strategy and develops the roadmap for marketing technology in over 90% of companies. In a growing number of companies it is moving into different elements of revenue management, including former sales systems. By the end of 2016, customer-facing technology strategy and roadmaps will be led by marketing in at least one quarter of companies.

 

5.  Marketing Innovation Will Come Out of the Closet

For the second year in a row we found that marketers are setting aside more than 9% of their budget for innovation. Leading a culture of change and company-wide innovation was the third highest ranked increased CEO expectation of CMOs. More marketing executives have innovation in their title.  An increasing number of CMOs manage product development as well as product management. Digital business transformation is causing many industries to shift their business model and offerings to digital vs. physical; putting marketing squarely in the middle of such innovation. 

 

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CYDigital/marteq.io's insight:

Love the fact that Enterprise CMOs are leaving 9% of the budget for skunkworks projects. Anyway, the predictions read the way of Kotler, and long overdue. This is 40+ years in the making.

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Annie.gregory@notcgroup.ac.uk's curator insight, January 15, 2015 11:35 AM

Reliable source and informative

 

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The 6 Building Blocks of Organizational Structure [Diagrams] - HubSpot

The 6 Building Blocks of Organizational Structure [Diagrams] - HubSpot | The MarTech Digest | Scoop.it
Learn these six key components of organizational structure with visual examples to help you decide which type of structure best fits your company, division, or team.


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CYDigital/marteq.io's insight:

Management 101.

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CIOs Will Lead The Digital Change – Or Be Usurped - In 2015 - Forrester

CIOs Will Lead The Digital Change – Or Be Usurped - In 2015 - Forrester | The MarTech Digest | Scoop.it

Digest...


In particular, we predict that CIOs will:  

•  Accelerate the business technology agenda. In 2015 CIOs will focus more investment on their firm’s BT agenda — the technology, systems, and processes to win, serve, and retain customers. The BT agenda will capture the majority of new project spending by 2017, with overall BT spending rising by 10% or more per year. CIOs need to change how parts of their tech management organizations work — governing and measuring them based on business outcomes instead of on project execution.

•  Get in front of the digital change – or be usurped. As CEOs understand the impact of the age of the customer, they will expect their CIOs to work side-by-side with the other business leaders —especially CMOs — in leading the transformation to digital business and in orchestrating the end-to-end services and operations so vital to effective customer experience. Although some firms have appointed a Chief Digital Officers to lead that effort, 2015 will be the year that CIOs can prove thatthe CDO role is unnecessary.

 

 

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CYDigital/marteq.io's insight:

Unless the CMO deep IS/IT experience, I don't see the CMO usurping the CIO. Even the CMTO will be hard pressed to manage the CIO function. If there's any usurping around, it'll involve a headhunter with a bevy of other CIO candidates.

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CMOs Boldly Reach For More Influence Across The Enterprise In 2015 - Forrester

CMOs Boldly Reach For More Influence Across The Enterprise In 2015 - Forrester | The MarTech Digest | Scoop.it

Excerpt...


"Forrester predicts that:

 

-- >  CMOs will insist on taking charge as a full corporate officer. Bringing their knowledge about customers, markets, and competition to bear, CMOs will champion efforts to build a customer-centric organization culture, uniting all organization functions around a common set of principles and practices that build tighter customer relationships and differentiated experiences. With their stature and influence as a leader in the organization on the rise, CMOs will have CEOs’ ear for the first time. Leveraging their customer and competitive knowledge, CMOs will advise and council CEOs on how to win, serve, and retain customers to grow the business.

 

-- >  CMOs will lead the quest for customer obsession by dismantling outdated organization structures in favor of customer-centric teams. In 2015, CMOs will rally the organization around winning, serving, and retaining customers as efficiently as possible, requiring specific changes to the organization that will affect how decisions are made, how success is measured, and what role outsiders like agencies will play. These CMOs will be skilled in change management and able to unify the organization around a common customer-centric vision."


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CYDigital/marteq.io's insight:

The real question: why has it taken the B2B CMO so long to accomplish this vis-a-vis the B2C CMO? Not even close.

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If You Don’t Think You Need a VP of Product, VP of Marketing, Etc. — Then You Haven’t Worked With a Great One - Enterprise Irregulars

If You Don’t Think You Need a VP of Product, VP of Marketing, Etc. — Then You Haven’t Worked With a Great One - Enterprise Irregulars | The MarTech Digest | Scoop.it

Digest...


I’ve found many great SaaS founders take longer, too long, to decide to hire the other VPs.

-- >  Why do I need a VP of Product?  My CTO and dev team is building all the features we need.  Maybe just a product manager is enough.”  At 1,000 customers and 10,000 features?  You just can’t hack it.  You need a true VP of Product to manage it all.   Meet with the customers.  Synthesize it all.  Make you Truly Enterprise.  

-- >  “Why Do I Need a VP of Marketing?  I Have Enough Leads.  Sounds Too Expensive for Now.”   95/100, only a VP can really own the whole thing in marketing.  Own a lead or opportunity commit.  Own the number for this year, along with the VP of Sales.  Own getting you from $1.5m to $10m. With a great VP of Marketing, your business almost automatically grows faster.  With less drama.  And a happier sales team.

-- >  “Why Do I Need a VP of Customer Success?  Why do I need a real VP now?”  A VP of Customer Success can do just so much more.  A VP of Customer Success can carry a number.  I.e., own growing revenue from the installed base 10% or 20% Year-over-Year.  A true VP of Success can also aggressively attack churn.  And importantly — Almost Churn.  And a VP of Customer Success can put real processes in place.  

 

As soon as you hit Initial Traction ($1.5m in ARR), as soon as it goes from Repeatable to Repeating … you are ready for a VP of Everything.  Of Engineering.  Of Product.  Of Marketing.  Of Customer Success.  Etc.  And of course, VP of Sales.


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CYDigital/marteq.io's insight:

For startups, you need that VP Marketing to spearhead the implementation of a martech infrastructure so that opportunities are driven into Sales. For potential VP Marketing candidates: you must have that martech mindset.

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Hannah Langlois's curator insight, November 4, 2014 11:28 AM

After reading this article is allows the reader to understand why a couple needs a VP of Marketing, VP of Product and a VP of Consumer Success. A company that has all of these key players allows a company to be successful and grow. 

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Digital Marketing & Enterprise Adoption - Enterprise Irregulars

Digital Marketing & Enterprise Adoption - Enterprise Irregulars | The MarTech Digest | Scoop.it
Digital initiative success hinges on organizational readiness, decision mechanism, data and process gearing as much as tools, algorithms and system. As in the classical way of defining success, it’s the direction that matters and not the altitude to start with. A sensible prioritization of possibilities and starting with what is internally accessible immediately is a surefire way of launching such initiatives. Like in the agile model of development, we will tend to see lot more incremental capabilities getting added over time. The philosophy of continual test, learn and redeploy often should be the specified implementation approach. A carefully enacted design leveraging available data can go a long way in setting the stage for the initiative to move forward.


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"It’s shared objective with a firm leadership that sets the tone for the initiative.The troika – data and discovery prioritization, right leadership and teams, philosophy of continual build, test and redeploy are the key tenets that can drive an enterprise to success. The right technology infrastructure is of course needed for enterprise wide success. Likewise, the ability to map a customer journey across channels is a capability that enterprises need to develop. Associated with these are the issues around process and decision making set up inside enterprises given the massive convergence of traditional processes Many enterprises think through their to-be state technology stack encompassing support/ needed technology upgrades for capabilities in data collection & discovery, content management, business models, test and target and go-to-market approach etc. This is a critical process that should be definitely considered and long term decisions accordingly taken."

CYDigital/marteq.io's insight:

There is a distinct difference between a company adopting digital marketing technology and a company becoming a digital marketing organization.

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It Takes A Village To Make Your Marketing Technology Investments Thrive - Forrester

It Takes A Village To Make Your Marketing Technology Investments Thrive - Forrester | The MarTech Digest | Scoop.it
In today’s post-digital world, first think about the complexity of your marketing technology infrastructure. This makes solving the puzzle even more difficult and complex as you seek to 1) get the most out of each team’s unique skills; 2) procure and implement technology to engage customers effectively across their entire life cycle; and 3) run and manage those technology investments to deliver the results you expect.

Wise CMOs realize that today’s environment demands consistent, seamless, and compelling engagement across all touchpoints of the customer life cycle; going beyond just marketing to include sales, order management, fulfillment, customer service, and operations. Forrester believes that only a unified business technology (BT) agenda that puts customers at the center of technology decisions, while providing a shared enterprise vision, will meet these customer demands. We define the BT agenda as:

The to-do list across roles for applying technology, systems, and processes to win, serve, and retain customers.

I’ve written about the importance of CMO and CIO collaboration to tackle many of these issues. And while progress is being made to collaborate on the purchase and deployment of technology, the operation and management of technology in support of the BT agenda is given short shrift. In fact, our research shows that one-half to four-fifths of the cost of marketing technology occurs after the first year of the initial investment.


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CYDigital/marteq.io's insight:

On the other hand, we need to be more cautious about biting off more than we can chew.

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Report on Salesforce usage shows marketing depts are taking on bigger role in business - VentureBeat

Report on Salesforce usage shows marketing depts are taking on bigger role in business - VentureBeat | The MarTech Digest | Scoop.it
— In many companies, marketing is in the driver’s seat.

“The focus now is on the customer,” Sklar told us, and “marketers are really [the ones] looking at their experience.” The report found that 91 percent of Salesforce-using companies say the marketing department is a key player in the executive suites. Eighty-three percent of customers using Salesforce with marketing automation, such as that company’s ExactTarget Marketing Cloud, report that they are drivers of innovation in managing the customer lifecycle.

Marketers’ new role in the purchase and use of digital tech is driving the positioning of many vendors. Tibco, for instance, told VentureBeat that its recent release of a marketing platform was driven in part by the fact that CMOs are taking budget resources from CIOs.

“Bluewolf’s findings underline my assertion that the CMO needs to start thinking more like the CIO,” VB Insight director of marketing technology Stewart Rogers said. “With marketing departments taking the lead on Salesforce implementations, marketing heads need to ensure they are implementing internal regulations and good process management to ensure high data quality and control in the future.”

 

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CYDigital/marteq.io's insight:

Consider that Gartner now states that MarTech expenditures exceed IT expenditures. And given that the spending is around market initiatives to drive revenue and growth, it's no surprise that the CMO has a seat at the big table.

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