6 Key excerpts on "Marketing Technology"

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  eBook - ePub

  Digital Marketing in the Zone

  The Ultimate System for Digital Marketing Success

  • David Reske(Author)
  • 2017(Publication Date)
  • Morgan James Publishing

    (Publisher)

  Part III

  Accelerating your Marketing Technology Strategy

  T echnology is the glue that makes modern digital marketing work. If you do a good job selecting and managing Marketing Technology, it can make all of your campaigns easier to create and manage. If you select the wrong platforms or don’t learn to use them effectively, you can create hell on earth. In this chapter I’ll share the types of marketing technologies you should be using and review how to select and monitor your technology choices to keep this beast under control.

  Over the last five years, we’ve seen thousands of new applications come on the market that let marketers build websites, manage ad campaigns, and even create content. Many of these applications are built as SaaS (Software as a Service), which means that they are often inexpensive, easy to install, and easy to use. With thousands of marketing software tools available, many marketing leaders are struggling to select and manage the right digital marketing software to drive campaign results. It’s very common for marketers to live in a perpetual state of marketing tech confusion.

  Here are some of the most common questions my clients are asking about Marketing Technology:

  • How do I define my business needs for marketing software?

  • What is the best software to meet my needs?

  • What applications am I missing that could make a big impact on my business?

  Before we talk about the best ways to select the right software, let’s review the most important types of marketing software you’ll need to build your confidence and drive successful campaigns.

  The diagram below shows the most important categories and subcategories of Digital Marketing Software. You’ll notice that there are 6 major categories and 45 subcategories in the Zone Marketing Technology architecture. There is lot of software in each category, and it can be a challenge to find the right applications in every category that are best for you. Once you select the software you need, it can also be a challenge to learn how to use each tool and get the most out of your software investment.

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  eBook - ePub

  Marketing 5.0

  Technology for Humanity

  • Philip Kotler, Hermawan Kartajaya, Iwan Setiawan(Authors)
  • 2021(Publication Date)
  • Wiley

    (Publisher)

  Marketing 5.0 is built upon the human-centricity of Marketing 3.0 and the technological prowess of Marketing 4.0. It is defined as the use of human-mimicking technologies to create, communicate, deliver, and enhance value in the overall customer experience. It starts by mapping the customer journey and identifying where marketing technologies (martech) can add value and improve the performance of human marketers.

  Companies applying Marketing 5.0 must be data-driven from the get-go. Building a data ecosystem is the prerequisite to implementing the use cases of Marketing 5.0. It allows marketers to execute predictive marketing to estimate the potential return of every marketing investment. It also enables marketers to deliver personalized, contextual marketing to every individual customer at the point of sale. Finally, frontline marketers can design a seamless interface with the customers using augmented marketing. All these execution elements require corporate agility to provide a real-time response to market changes.

  REFLECTION QUESTIONS

  • Has the implementation of digital technologies in your organization gone beyond social media marketing and e-commerce?
  • What are some of the advanced technologies that you envision will bring value to your organization?

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  eBook - ePub

  The Customer Catalyst

  How to Drive Sustainable Business Growth in the Customer Economy

  • Chris Adlard, Daniel Bausor(Authors)
  • 2019(Publication Date)
  • Wiley

    (Publisher)

  Figure 4.1 shows a screenshot of the latest version. The choice of systems is bewildering. Imagine then how many more options there might be available to other business functions!

  FIGURE 4.1

  The Martech 5000 (now over 7000 vendors in 2019).

  Source: Scott Brinker. Reproduced with permission.

  In theory, these systems present marketing departments with multiple ways of carrying out their day to day activities, such as driving more demand, improving project management, delivering effective advertising campaigns or running more successful events. They even purport to help teams deliver better customer and digital experiences, maintain healthier customer relationships and more successful client outcomes.

  As mentioned, when it comes to providing great CX, it is more important to think about how to integrate and simplify technology before investing in new tools to deliver additional features and functions. That said, in some cases, certain applications can deliver a significant business advantage. Therefore, it should be considered as part of delivering better CX, a key component of the overall drive to customer-led growth. Later in this chapter, we will consider how to align technology around the client experience and provide some examples of best-of-breed applications.

  SALES AND MARKETING: STOP USING TECHNOLOGY TO GAZE DOWN FUNNELS AND ALONG PIPELINES!

  In the Growth chapter, we discussed why looking at sales as the primary source of growth is short-sighted and why the ‘funnel-pipeline’ model is no longer fit-for-purpose in the Customer Economy. It is interesting to note that the marketing automation platforms (e.g. Marketo, Pardot and Eloqua) that underpin most programmatic marketing campaigns today purport to offer ‘better customer experiences’. In fact, in most cases, they merely provide more sophisticated ways of tracking individuals' (primarily digital) interactions with a vendor. Indeed, the leading analyst firm Gartner puts them in the ‘customer relationship CRM lead management’ category. This is a far more accurate description of such systems. In the worst-case day-to-day scenario, these systems merely offer a sophisticated form of e-mail delivery and web registrations. The net result? More siloed thinking and marketing further disconnected from CX – the opposite of what marketing, according to Levitt, originally set out to do!

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  eBook - ePub

  Digital Branding

  A Complete Step-by-Step Guide to Strategy, Tactics, Tools and Measurement

  • Daniel Rowles(Author)
  • 2022(Publication Date)
  • Kogan Page

    (Publisher)

  10

  CRM and marketing automation

  We looked at email marketing in the previous chapter and explored the great opportunities it offers in terms of personalization and the positive impact this can have on your digital branding. This can be taken a step further by integrating your email service provider (ESP) with your customer relationship management (CRM) system, and there are even more opportunities when we explore the possibilities offered by marketing automation systems. We begin this chapter by exploring CRM systems and their relationship with email and digital branding overall, then move on to the practicalities of automation systems.

  Definitions and practicalities

  Customer relationship management

  CRM systems are basically where you store your customer data. As well as basic information such as contact details, the idea is that you store the history of your engagement with your customer, what marketing you have sent to them, any responses and so on. The systems are also not limited to customers and can be used to store information on potential leads, partners and suppliers. There is a wide range of suppliers of CRM systems and the breadth of what they can do is constantly growing and changing.

  What you are aiming to do with CRM in regard to digital branding is to personalize any marketing you carry out so that each touchpoint is adapted and well suited to the needs of whoever you are talking to.

  If you know what I have bought from you previously, my geographical location and various other things about me, you are able to make smarter marketing decisions. This means you can be more relevant and this enhances each touchpoint you have with your audience, thus improving your digital branding.

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  Social Media and Interactive Communications

  A service sector reflective on the challenges for practice and theory

  • Mark Durkin, Aodheen McCartan, Mairead Brady, Mark Durkin, Aodheen McCartan, Mairead Brady(Authors)
  • 2018(Publication Date)
  • Routledge

    (Publisher)

  Marketing Technology for adoption by small business Philip Alford and Stephen John Page Faculty of Management, Bournemouth University, Fern Barrow, Poole, UK

  The adoption of technology for marketing is essential for the survival of small businesses and yet little is understood about owner-manager practice in this area. This paper aims to address that gap through a qualitative study of 24 owner-managed small businesses operating in the visitor economy. It found that there was a strong appetite for the adoption of technology for marketing and a clear recognition of its opportunities particularly related to how it could create a stronger market orientation and more agile marketing, adhering to the principles of effectual reasoning. However, the ability to take advantage of these opportunities was constrained by a lack of knowledge and in particular an inability to measure the return on investment. While the wider implications of the study are limited by the niche sample, a planning model for the adoption of technology for marketing is presented which can be tested through future research.

  Introduction

  The Internet has the potential to transform small and medium enterprise (SME) marketing in a number of areas including customisation, customer relationship marketing, access to new markets, business-to-business collaboration, co-creation of the product with customers and improving internal efficiency (Ansari & Mela, 2003; Barnes et al., 2012; Harrigan et al., 2010; Harris & Rae, 2009). Industry sources such as the consulting firm McKinsey noted in 2011 that SMEs who have a strong Web presence grow twice as quickly as those who have no or minimal presence.

  According to Kim, Lee, and Lee (2011), ‘all firms that utilise the unique value of Web 2.0 through superior management skills, innovation, and business process reengineering are likely to enjoy sustainable competitive advantage’ (p. 158). However, despite the importance, the evidence suggests that SME adoption of the Internet is limited. Only one-third of SMEs in the UK have a digital presence according to trade organisations such as the Federation of Small Business, with established businesses finding the challenge of integrating fast moving technology into their business ‘daunting’, while other industry sources (i.e. Sage UK, the accountancy software firm), found that in 2014 three quarters of British SMEs do not use social media to engage with local consumers. It is clear that SMEs are facing barriers, which are preventing them from fully harnessing the potential of the Internet for marketing (Kim et al., 2011).

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  eBook - ePub

  Mission-Based Marketing

  Positioning Your Not-for-Profit in an Increasingly Competitive World

  • Peter C. Brinckerhoff(Author)
  • 2010(Publication Date)
  • Wiley

    (Publisher)

  CHAPTER 10 Technology and Marketing

  Chapter Thumbnail

  • Tech Is an Accelerator of Good Marketing
  • (Your Web Site Is) Your First Chance to Make a Good Impression
  • Asking and Listening
  • Beware the Digital Divide
  • Social Networking/Social Media
  • What’s Next?

  Overview

  So far, you’ve seen the keys to marketing—identifying your markets, asking them what they want, accommodating those wants as much as you can, involving everyone on your marketing team, and remembering that your job is to get people the services they need in the ways that they want. This is all good marketing practice, and applicable to services, development, and employee and volunteer recruitment.

  What we haven’t talked much about is technology, or tech, as I call it. Now we will, and in depth. For many marketers, tech is seen as a cheap way to communicate and sell. Inexpensive it is; cheap it is not. For some marketers, tech offers the opportunity to inundate their customers with their brand. Not so smart. For others, it’s a cost-efficient way of keeping in touch. True, but only with certain markets. Are web sites the answer, or a terrific marketing tool? The latter.

  We’ll look at all of these issues and many more in this chapter. The thing to remember, whether you were born after 1980 and thus “born digital,” or born before 1950 and perhaps a bit sick of all the technology, is this: Technology is ubiquitous in our society, and in the nonprofit sector as well. I have long said that the future of philanthropy is with those nonprofits that successfully merge mission and technology. This does not mean that we won’t feed people, or hug the grieving or sick, or read to second graders in person. But it does mean that if we don’t figure out how to utilize this terrific tool, we won’t be one of the nonprofits that survive over the next 10 to 15 years.

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