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In the competition for the best visualization of the kaleidescopic marketing technology space — other entries include my marketing technology landscape from last year and the marketing technology LUMAscape from last month — I’d say Gartner has just jumped into the lead with their new digital marketing transit map. Their high-level map is visualized around types of products and services — represented as stations on the map — rather than the individual vendors themselves. There are 12 tracks, such as Marketing Management, Creative, and Analytics, which share common objectives and information. Looking at this map, you cannot help but be awestruck by the breadth and depth of digital marketing. So I can fully empathize with — and have enormous respect for — marketing leaders who are struggling to sort out a cohesive strategy in this landscape. The art of marketing management is the strategy you use to choose which changes to focus on, and which ones you intentionally let slide, at least for the moment. There is no technology that delivers the seamless interconnectivity between these stations as it’s portrayed here. There may be some technical plumbing, but most of it is highly informal and custom-built within each organization. But even in that light, this map from Gartner is extremely helpful because it visually raises the question: how are you bringing these neighborhoods together in your company? I would like to see Gartner’s recommendations on how to build this infrastructure in prioritized phases. For better or worse, my humble opinion is that we’re a long ways away from pat answers.
Nice to compare and contrast different visualizations like that to realize that there are many different ways to view this landscape. It highlights the growing scale of Digital Marketing and the processes that at least need evaluating by professionals in a digital marketing role. This leaves me thinking about Einstein when he said things should be made as simple as possible and no simpler.
Marketers today have been struck by the famous Chinese blessing: may ye live in interesting times. And I suspect that out of the 48% who say they are prepared, at least half of them are blissfully delusional. My goal today is to give you two significant ideas for how to conquer those speed and complexity challenges. The ongoing migration from traditional to digital; not just in marketing, but in business and life.
These last two are where we’ll focus on the rise of the marketing technologist and agile marketing. Mary Meeker, a partner at Kleiner Perkins, is renown for her yearly presentations of Internet trends. The Re-Imagination of Computing Devices — from desktops and laptops to tablets and smartphones. The Re-Imagination of Connectivity — from limited, fixed points of access to ubiquitous connectivity. The Re-Imagination of Yellow Pages — a massive business, swept away by disruptive innovation. The Re-Imagination of Video — the death of Blockbuster, the rise of Netflix and YouTube Nation.
The Re-Imagination of News — not just disrupted business models, huge changes in social culture. The Re-Imagination of Business Collaboration — new tools for asynchronous and distributed work. The Re-Imagination of Recruiting — from paper resumes and career fairs to LinkedIn networking. And I love this infographic from Intel that illustrates What Happens in an Internet Minute. Individually, these digital-centric initiatives are where the activity is in new marketing investment. The best way to understand how and why all these things are converging is something Google calls the ZMOT: the Zero Moment of Truth.
The Second Moment of Truth was when they got the product home, tried it for the first time, and decided whether or not they liked it. Google makes the case that there is a new moment of truth that comes before both of these today.
What’s fascinating about the ZMOT is that a lot of this content is outside the direct control of the marketer. And buyers are becoming very adept at picking up on inconsistencies between brand-driven marketing messages and the dialogue around those brands shared by other customers and external influencers.
It’s the shift in information asymmetry that is really at the heart of the ZMOT revolution.
But today, there’s much more information online than what most salespeople have to offer, and the balance of power has swung in the other direction.
The point I want to make about converged media, however, is that it’s mandating changes to the process of marketing management.
As we move from media silos to converged media, we need to manage truly integrated marketing at a whole new scale. First, we have to confront the harsh reality that while the textbooks talk about the 4 P’s, most marketing in most companies has been primarily focused on promotion. Even if your final product or service isn’t digital, the experience surrounding it is ultimately part of your offer. You can’t separate communications from experiences in the fluidity of the digital world. The second reason why customer experiences are now so crucial to marketing is the ubiquity of social media. Marketing needs to care passionately about customer experience throughout the entire lifecycle of customer relationships because the only way to have a great brand in the age of social media is to have your customers corroborate your brand story. Marketing is becoming a technology-driven discipline, where code and data are as fundamental to marketing’s DNA as art and copy have been. I was at a conference last year where a CMO burst out, “I feel more like a CIO and than a CMO!
There’s software for organic search engine optimization, keyword optimization, content analytics.
Speaking of coordination, there’s a whole category of marketing automation technologies that approached integrated marketing from a native digital background. Then, of course, there’s the field of social media marketing software, with technologies for monitoring, promotion, and management.
At this point, you might be saying to yourself: OMG, can’t IBM or Oracle or someone like that come in and consolidate all of this into one integrated solution and wrap a bow on it? But even while there are strong market forces for consolidation of marketing technology, there are also strong forces promoting ongoing diversification. The second force driving diversification is that brands themselves are constantly seeking ways to stand out from their competition.
And the third force driving diversification is that software, frankly, is much easier to create and scale than at any other point in history. The reason we’re in the Golden Age of Marketing Software is because software is increasingly how we see and touch the world.
In theory, this would be accomplished by a superset of the IT department and the marketing department. Forrester did a survey a little while ago where they asked a bunch of marketing managers what their perceptions of the IT department were. Given what we know about marketing, the meta trends of digital transformation, converging media, experience creation, and how fast that’s all moving, you might be able to imagine something like this being painted on the wall of the marketing department. The organizational structures that don’t work as well, in my opinion, are those where marketing and technology responsibility is split in half, King Solomon style.
They do have dotted lined responsibility to the CIO, because it is important that their efforts are coordinated. The chief marketing technologist, with his or her team, takes full responsibility for marketing’s technology stack. Now, in some of these cases, the chief marketing technologist actually reports to the CIO, but that’s actually the minority share. Again, the sample of high-tech providers is likely biased given the nature of their businesses. So in answer to our earlier question, who is choreographing the ballet of marketing technology?
The last meta-trend we’ll cover today is a fundamental shift in the process of managing marketing, moving from rigid planning to more adaptive and incremental agile iterations.
So let me start by giving you a 5-minute introduction to agile management in software, and then we’ll talk about its adaption into marketing.
Like a waterfall, once you slipped past one stage and moved on to the next one, you couldn’t go back up. So around the turn of the century, a group of software developers got together to come up with a better approach.
Another key part of Scrum the a daily 15-minute meeting between the team called the daily stand-up or daily Scrum. For most of the past 50 years, marketing has largely been run using a waterfall-like process.
This is the challenge that has inspired marketers to look to agile methodologies and consider how to adopt them to marketing. With these principles, we can start to run marketing initiatives using an agile methodology like Scrum.


You don’t have to boil the ocean and convert your entire marketing organization to agile overnight either. If you can start to incorporate agile management principles into your marketing organization, you will find yourself better prepared to deal with these other meta-trends that we’ve discussed. If you haven’t yet read the book The Lean Start-Up by Eric Ries, I highly recommend it. Says everything that anyone involved in marketing today should be saying (and more importantly doing). Technology is also becoming an integrated part of digital marketing and our roles, as marketers, has deeply evolved in the recent years. According to analyst Gerry Brown, businesses have built up a rag-tag collection of digital marketing tools over the years, and are looking for unified systems to tie data and processes together. Salesforce is a relative newcomer to the digital marketing arena, and needs to improve its product integration and go-to-market strategies in order to secure its place in the market, Brown says. However its acquisitions of cloud-based social media marketing firm Buddy Media and social analytics media and analytics specialist Radian6 are likely to be an advantage in terms of its experience building relationships with creative agencies. One company that is likely to disrupt the market in the near future is web giant Google, says Brown, having established its dominance in the online advertising market.
For e­commerce success, you need to meet user expectations with fast, reliable performance across web and mobile platforms. In our ‘Industry Focus’ video series, we look at Financial Services, Commerce and High Tech to see the specific challenges they face. Digital is changing everything, and these unprecedented changes in the industry are affecting how people connect, interact and transact.
WhereScape enables organisations to prototype, build, deploy, manage and renovate decision support infrastructures. And they go through 7 neighborhoods, such as Marketing Ops, Web Ops, and Ad Ops, which are typically different practice areas within an organization.
And successfully implementing that strategy is far more about people and processes than it is the technologies themselves. You can’t just hop the Ad Tech red line to get from native ads to attribution, transfer over to the Analytics orange line, and arrive at predictive campaign analytics in an easy 20-minute ride.
Sure, there are companies and service providers that are bringing a subset of these pieces together. What does your digital marketing hub look like today, and what are your plans for expanding it to handle the massive influx of population ahead?
I certainly agree that not every company should worry about every station in this gigantor marketechopolis — in fact most are probably best served by ruthlessly focusing on just a few of them and getting them really right. Brian, you make a valid point that perhaps there should be more distilled versions of this that show clear paths of engagement needed to create success. Whilst your company may not use a large percentage, you need a grasp of what each element offers and how this impacts and connects with the others. I’ll be discussing them in the context of the 5 meta-trends in modern marketing that I wrote about earlier this year. David Meerman Scott’s latest bestseller, Real-Time Marketing, pretty much sums it up in the title.
In a survey of CMOs last year by IBM, 79% of them said they expect high to very high complexity in marketing over the next 5 years.
We’re in almost a perpetual state of disruptive innovation in marketing today, where the only constant is change. The same forces driving these challenges in marketing are also making marketing more strategic. As you may have inferred from the title of this talk, those ideas are agile marketing and the embrace of marketing technologists. On average, the companies they surveyed are now allocating nearly 30% of their budget to digital marketing. Again, not just digital advertising, but social media, websites, email, mobile marketing, webinars, etc.
These prospects can query search engines, visit your web site, read educational content, follow you on Twitter, visit the web sites of your competitors, read reviews by journalists, bloggers, or other customers, discuss it with friends, check out your online communities, comparison shop, and so on.
We all live this every day, but it’s pretty amazing when you step back to think about how different the buyer experience has become in our digital world.
But before you dismiss it as not being relevant to B2B marketing, consider this quote from Jonathan Becher, the CMO of SAP who said, “Big, large, glass buildings do not buy software.
Buyers don’t need salespeople to answer a lot of their questions, and this has dramatically reduced the leverage that most sales teams have and used to take for granted.
The way in which we used to perceive the buyer funnel, where prospects would enter our universe at a specific touchpoint and proceed linearly through distinct stages of marketing is complete fantasy. Start a search with a smartphone, pick up on it at work on a laptop, follow up on a tablet at home later that night. There’s a great report by the analyst firm Altimeter that describes the architecture of converged media marketing.
It was actually made earlier this year and highlighted as a major insight in a report on the future of marketing.
How easy is it for them to do business with you across the entire customer lifecycle, from that very first touchpoint in the ZMOT? Marketing no longer fully controls the narrative around its brand — at least not directly.
Every year, I put together a rough marketing technology landscape graphic to illustrate the different kinds of technology at play in marketing and who provides them.
You have web site technologies, anchored by web servers and web content management systems.
There’s software for managing pay-per-click advertising on search engines and social media sites like Facebook and LinkedIn, with advanced capabilities for bid optimization. These connect back into CRM systems, which now also leverage external data providers to augment customer profiles. As a marketer, you don’t necessarily want to be interacting with your customers the exact same way your competitors do. What we can say today is that we’ve officially entered The Golden Age of Marketing Software. Your choice of analytics software, how you configure, the reporting views it presents you, will shape your perceptions of what your prospects and customers are doing online. So there was this epic sci-fi movie called Dune, where everything revolves around the production of spice on a distant planet.
With all the different moving elements that need to be synchronized for that covered media vision, who choreographs your marketing technology ballet? But before you feel too badly for the IT department for this public beating, you should know that Forrester also asked IT managers what their perceptions of marketing were. Surely, these two executives are focused on the same ultimate mission of growing the business, right? But here IT is playing more of a governance and advisory role rather than a hands-on management role. 15-30% higher campaign ROI combined with 40-80% reduced cycle time for marketing initiatives. But truthfully, these marketing technologist roles do exist in many more marketing departments today, albeit under different titles.
It should be the role of the chief marketing technologist — by whichever title you prefer. Just the other week, the Economist Intelligence Unit released a report of challenges the CMO faced in synchronizing with the rest of the C-suite. They wrote the manifesto for agile software development to define their vision of a software development process that would be more collaborative and designed to respond to change from the outset.
The goal is to have some concrete completed by the end of each sprint, which can then be iterated, modified, and expanded in subsequent sprints.
The team takes tasks out of the backlog in order, moves them into a work in progress column, and then moves them into the done column when complete. It’s actually held standing up, so as to remind everyone to keep it strictly time-boxed to 15 minutes. We plan our campaigns, then people go off and create them, then they get distributed, and months later, we finally start to measure how they worked. Instead of delivering software, as marketers we’re focused on deliverables such as content and customer experiences. Do a pilot project with a subset of marketing that is particularly well-suited to this approach. The vision with agile marketing is to put producing remarkable customer experiences at the center of your vision, and then be ready to adapt and respond to what your customers need.
By running projects in a more iterative fashion, you’ll lay the groundwork to do more testing in the market. You don’t have to be a start-up to take advantage of the powerful build-measure-learn process. Very in-depth analysis of the current state of marketing showing how, now more than ever, we need to apply new methodologies such as Agile and Lean to be able to quickly react to an ever-evolving market. Its penchant for freemium business models is likely to present a significant threat to rivals. And there are offline connections to sales and service, general advertising, business intelligence, IT, and the CMO’s office.
The connections between these disparate stations are made via human collaboration — people and processes.
But most of their strategies to date have been implemented as marketing suites rather than marketing platforms — which is like trying to hold back the ocean with a sandcastle (albeit a very elaborate one).


Marketing may not literally be real-time today, but it sure feels like it’s headed that way. Marketing, which at times has been on the periphery of organizations, is being gravitationally pulled to the very core of today’s business. But I think it’s best to frame those ideas in the context of 5 meta-trends in marketing. Her presentation this year included a section titled The Re-Imagination of Nearly Everything.
If it allocates resources towards something new, like digital, then it’s not investing those resources elsewhere. Now these are folks who are marketing technology, so it makes sense that they’d be biased towards tech-centric digital channels.
50% allocation towards digital marketing, why that is, whether it’s overstated or understated. As a bonus, we’re also able to glean much better insights from our customers in the digital domain. Actually, if that prospect converts and becomes a customer of yours, they may very well contribute into the ZMOT experience of future prospects as well. Salespeople cleverly used this to their advantage, as buyers had to rely on conversations with these sales experts to answer many of their questions.
In the ZMOT, prospects have unfettered access to what other customers and influencers have to say about you. But even more than that, your product really is the entire lifecycle of a relationship that a customer has with you — from the very first touchpoint onward. But as a representative sample, it makes its point: there is a veritable flood of marketing technology out there.
You have a huge ecosystem for displaying advertising, with ad networks and exchanges, demand-side platforms. There’s a fantastic set of email marketing platforms and service providers out there, helping us get those 204 million emails per minute out the door. Who will be the next Facebook or Twitter, and how will that change the opportunities for how marketers engage with their audience? Thanks to cloud platforms such as Amazon and Rackspace, open source software projects for everything from databases to artificial intelligence, great application frameworks such Ruby on Rails, etc., a couple of start-up founders in a garage can build something in months that would have taken huge teams, millions of dollars, and years of calendar time not too long ago. However, I do think that we may see a small number of open marketing technology platforms that become the core around which a wide variety of point solutions plug into a centralized and coordinated system of record. As marketers, we have a bountiful feast of technologies that are now laid at our feet, with all these competitors vying to give us the best possible capabilities. Your choice of automation software, the capabilities and user interface it present you, will guide how you design marketing processes. But they’re weighed in the context of keeping pace with a fast moving, innovative market. Because, as we’ve already discussed with the focus on customer experiences in the digital world, the marketing and the technology are all tangled up together.
They collaborate with their peers in the rest of the marketing department to fully harness the creative potential of these tools. But my prediction is that those numbers will rise much faster as more success stories of technology leadership within the marketing department get publicized.
Already today, 97% of marketers in their research have partial or full responsibility for choosing marketing technology. We all know that business is moving faster than ever, so of course we all have to be agile at some level. With Scrum, you have a team of typically no more than 8 cross-functional engineers — what Jeff Bezos of Amazon would called a two-pizza team (because two pizzas will suffice to feed the whole team). But the benefit of realizing that vision using agile processes is that you can easily adapt along the way. For instance, have your social media marketing team start to run their mission using 1-week sprints. There’s a great book by Jim Manzi on the power of experimentation in business and life, where he notes that Google ran 12,000 controlled experiments in 2009.
A survey of Fortune 1000 marketers by the Corporate Executive Board earlier this year reported that 74% of marketing teams aren’t effective at this.
Regardless of the size of your business, this kind of lean and agile thinking is essential to competing in the modern, digital world. It’s messy and evolutionary and varies tremendously from one organization to another.
In a recent Gartner survey of marketing managers, only 9% thought marketing was strategic 2 years ago; 26% describe it as strategic today, and 67% believe it will be strategic two years from now.
Now, Econsultancy serves a digitally savvy constituency, so it’s quite possible that their sample was biased in this regard.
Most of all, they need to take more responsibility for the overall customer experience, because that’s going to drive a lot of what other people say about you.
They’re just one Google search away from praise, criticism, kudos, and complaints about your products and services, your policies and principles. And from their initial discovery and research, through purchase, post-purchase support, repeat purchases, and beyond, at all these touchpoints, they’ll have the ability to consult and contribute to the ZMOT.
There are solutions out there specifically for landing pages and campaign-specific web experiences — my company, ion interactive, is one of the leaders in that space.
New technology platforms such as Google Glass will appear — things that sound like science-fiction at first, but are quickly becoming real. The measurable nature of digital makes the ROI case for new software innovations easier to justify. Your choice of optimization software will influence which tactics you focus on and how you hone them. But the priorities IT and marketing have for growing the business diverge pretty dramatically. I’ve studied 14 different organizational models for how marketing and IT can collaborate. This marketing technology team reports directly to the CMO — these are technically skilled professionals, but their mission, their passion, is marketing. They also serve as the point team for marketing technology vendors, technology work with agencies and service providers. When executives were asked, what are the top three skills that a CMO should have, 21% ‐ one in five!
But the important thing is that everyone can always see the exact state of the project at any time. It’s actually a very lightweight process that minimizes the amount of overhead relative to productive time spent actually getting things done.
At the outset of each sprint, you have the opportunity to rebalance the priorities of your backlog. But in the ZMOT age, that overly rigid structure isn’t flexible enough to react to change in a systematic and effective way. Or have your content marketing teams pilot agile marketing as a way to align their work with the very latest trends and topics of interest to your audience. But the opportunity you have to change your businesses and your profession are nearly unprecedented. But still, the fact remains that you have a non-trivial set of companies out there who are now driving their marketing primarily through digital.
But if we step back to see the forest for the trees, one conclusion is unmistakeable: digital is growing. Some time would go by, and eventually, that prospect might find themselves in a store, considering a purchase in our category.
As long as there is disruptive innovation out in the world, its ripples will open up new opportunities for marketing to leverage and coordinate around it.
Agile management really sprouted in the software development profession, but it’s now started to be adopted in marketing as a way to address the challenges of speed and complexity that marketers face today.
Locking into a rigid process in the face of such change is simply frustrating for everyone.
Remove tasks and stories that are no longer relevant, add in new ones that have emerged, adjust and tweak stories based on what you’ve learned from the last iteration. If you embrace marketing technologists in your organization and start to manage with more agile methods, you’ll be prepared to ride this amazing wave of disruptive innovation. They’d look at the shelf with all the different brands and make a decision for which one to buy.
The third meta-trend is that marketing is evolving from delivering such communications to delivering actual customer experiences. Targeting software will, based on its architecture, change how you define audience segments. In each segment, the experts will further ponder upon topics such as mobile and video advertising, Ad technologies, personalized data etc.
Few panels that the conference will host are Google Tag Manager Best Practices,  Testing and User Experience Integration with Google Analytics, Google Analytics Live Clinics etc.
Here, the topics covered will range from analytics in consumer banking to analytics in gaming and customer satisfaction and retention using predictive analysis.



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