What does marketing technologist mean

Dear CMOs, stop investing in new marketing technology all the time!

When was the last time you heard a CMO just starting out at a company rave about the amazing martech tools; or hear people say that everything is set up optimally and that there is no reason to change the existing technology platform? I would bet never before. If you also consider that a new person takes over the post every three and a half years on average, it gets exciting: Because basically that means that marketing in companies goes through a change in the marketing platform every few years, usually looking for one new technological illusion.

This is exactly where the crux lies. It doesn't make marketing much better, and it doesn't really change companies. In most cases, marketing teams take a step backwards when switching platforms. When contracts with established partners are terminated, good working relationships and long-learned work steps are lost. With the introduction of a new tool, the teams often step on the spot for the first time, have to learn something new and establish new processes. And all of this just to be back where they were before after a few months.

I doubt that in the rarest cases where companies actually take a step forward, the benefits of the new technology platform outweigh the costs. I even believe that no one has tried to do this cost-benefit analysis so far.

I'm not saying that CMOs are stupid because they definitely aren't. Nor do I suggest that they stop finding and implementing new technology that solves new problems or opens up new opportunities. And of course there are also cases in which it is absolutely necessary to exchange your technology because the needs in marketing have changed fundamentally. But does technology have to change to drive marketing effectiveness? Or wouldn't it make more sense to look for someone who can help ensure that existing technology is used more efficiently?

Blessing and Curse: The Need to Drive Change

A new CMO is expected to move things forward and not keep the status quo. As soon as he takes office, he is faced with the immediate expectation that things should change. The fastest and easiest way to make this change is with the technology used. In addition, different numbers of people at different times are always dissatisfied with a particular platform. A new CMO usually enters open doors with this tactic.

“I haven't come across a company that makes optimal use of its technology. In most cases you are not even close. "

Nick Corkhill

But what if the new CMO has a different opinion? When he is looking for ways to expand what already exists and make it usable more effectively instead of turning everything inside out and starting from scratch? Because if the problem lies in the way marketing campaigns are carried out, for example because the target group is spammed with a poorly designed campaign several times a week, then even the best technology will not help. It just causes the cost of the same actions to skyrocket.

So what else could you change?

Successful transformation within a company is essentially based on three factors: people, processes and technology. I haven't come across a company that makes optimal use of its technology. In most cases, you're not even close. So maybe new CMOs should focus more on people and processes instead?

People

Martech tools can be complicated and they evolve quickly. But how good are companies and technology providers at realizing the full potential of available technologies? From my experience, I know that far too little is invested in training. So I'm not surprised that companies aren't getting the most out of their technology.

“Buying a new platform for two million euros and then expecting that a university graduate with no experience will be able to exploit the full value of this platform is not productive. "

Nick Corkhill

In addition, CMOs have to ask themselves whether they have the right expertise on board or whether they know how to use that of an agency. Because if neither applies, then failure is almost inevitable. In fact, I've never met a customer who had enough skilled employees. Buying a new platform for two million euros and then expecting that a university graduate with no experience will be able to exploit the full value of this platform is not productive. A good guideline is that for every 100 euros it spends on Martech, a company should spend around 20 euros on employees who use this technology.

Processes

There are many reasons why marketing fails because of the processes and the optimal use of the budget. These include the global vs. local challenge, too many stakeholders, internal politics, bad briefing and bad communication. I could go on and on, but for me the most important reason for the inefficiency of the existing technology is a poor organizational structure.

If the global marketing vision is to offer a seamless customer experience across all channels and touchpoints, then it must be ensured that the organizational structure supports this. Buying technology alone will not do this. When the social media team isn't talking to the CRM team, the media team is constantly struggling with the web team, or a global team believes that everything that works in one market must automatically work in all other markets too, then the dog is buried here. I have now deliberately left out the IT team.

In order to put the customer first, companies have to be set up accordingly. The internal barriers to realizing this vision must be removed and incentives must be created for both internal and external agency teams to encourage collaboration. This is the only way to turn many small, isolated teams into one large team with a uniform vision.

Conclusion

Before you, as a new CMO, immediately advertise the next technology pitch when you start your new job and thus follow in the footsteps of every other average CMO, you should have checked several points beforehand:

1.Invest in your own team and the existing agency. Both know the existing technology and can make a significant contribution to getting more out of what already exists.

2.Allow new ideas that can improve, develop or optimize the existing activities.

3. Check the Martech tools for previously unused opportunities.

4.Help your team break down silos within the company in order to promote a seamless customer experience through good collaboration.

5.Find internal blockages and either navigate around them or change them if possible.

CMOs should only think about changing their platform after the above points have already been examined intensively. I claim that if a new technology were the perfect solution, then the typical CMO might stay with the same company for longer.