Constantine von Hoffman, Author at MarTech Marketing Strategy, Marketing Technology, Marketing Transformation Thu, 21 Jul 2022 17:28:51 +0000 en-US hourly 1 The latest jobs in martech Fri, 22 Jul 2022 13:00:00 +0000 On the hunt for something new? Check out who's hiring in martech this week.

The post The latest jobs in martech appeared first on MarTech.

Every week, we feature fresh job listings for martech-ers, so make sure to bookmark this page and check back every Friday. If you’re looking to hire, please submit your listing here — please note that we will not post listings without a salary range.

July 22 

Digital AdTech/MarTech Solutions Lead @ Northrup Grumman (U.S. remote)

  • Salary: $79,700 – $138,400 
  • Partner with engineering and data science teams, support development and maintenance of ID graph within SalesForce; direct audience segmentation and development; liaison with advertising partners.  
  • Connect with other digital tool owners and content creators to align on metadata and taxonomy as well as any integration opportunities. 

Director, Marketing Operations and Technology @ Rimini Street (U.S. remote)

  • Salary: $101,000 – $128,000 (estimate)
  • Responsible for operational efficiency of the marketing team, is an advocate for marketing across cross functional operations teams, drives innovation and technical implementation of the martech stack.
  • Manage and optimize B2B Martech stack including selection, integrations, vendor management, team training, platform education, analytics capabilities, cross-functional alignment

Senior Software Engineer, MarTech – Full-stack @ Ancestry (U.S. remote)

  • Salary: $121,500
  • Architect/Design/Develop data pipelines, new features for our website hosting platform and tools to support marketing projects.
  • Collaborate with offshore team members, share knowledge with them, lead and help them to develop new features and fix bugs.

July 15

Senior Director, Digital Experience @ Privia Health (U.S. Remote)

  • Salary: $110,000  – $139,000 (est.)
  • Champion enhancements to Privia’s touch points across all martech-related platforms including, but not limited to: web, mobile app, marketing automation/CRM, text messaging, and digital marketing.
  • Ideal candidate will have strong technical expertise and experience to immediately drive transformational innovations across all martech platforms. He or she will have extremely strong people skills to listen actively to key stakeholders, collaborate closely with other departments, manage a high-performing team of technical experts, and inspire our community to embrace change.

Marketing Operations Manager @ Availity (U.S. Remote)

  • Salary: $83,000 – $105,000 (est.)
  • Implement high-impact projects involving diverse and complex data relationships to facilitate revenue growth and track marketing ROI. Lead the development and implementation of best-in-class reporting and analytics, manage data processes and infrastructure to optimize a highly effective funnel and inbound engine, and govern data quality across the marketing tech-stack. 
  • This role is highly collaborative and cross-functional, requiring both strategic and tactical execution and strong project management skills. Methodical, analytical, and intellectually curious, the ideal candidate is comfortable working at a fast-paced, high-growth company.

E-Commerce Technical Lead @ Carrier (U.S. Remote)

  • Salary: $105,750 – $148,250
  • Build out eCommerce, MarTech, and SaaS billing functions. Meet with business leaders to determine business, functional and technical requirements and participate in application design, configuration, testing and deployment.
  • Requires strong communication skills to translate technical software solutions to non-technical clients, including senior management. Experience in developing execution plans including resources levelling, effort estimations, and cross-team dependencies.

July 8

Growth Product Manager @ Quorum (U.S. remote)

  • Salary: $110,000 – $150,000
  • Conduct user and market research to build out business cases for new products and then turn those business opportunities into clearly defined product roadmaps and requirements.
  • “This role is an excellent opportunity to work on both sides of the business, directly engaging on sales strategies and go-to-market planning, as well as providing technical solutions and requirements to deliver new products to market.”

MarTech Program Specialist @ Federal Reserve Bank of Chicago (U.S. remote)

  • Salary: $113,000 – $143,000 (estimate)
  • Collaborate with product portfolio and technology teams to implement, integrate, automate and enhance MarTech solutions
  • Serve as subject matter expert on digital marketing trends, best practices, and technology

Director of Product Management – Martech/ABM @ Databook (U.S. remote)

  • Salary: $183,000 – $231,000 (estimate)
  • Develop product strategy and roadmap for the next generations of our Marketing solution, serving Account Based Marketing teams at top enterprises globally
  • Develop relationships with our customers and partners to gain deep understanding of their needs, and communicate our roadmap

Get the daily newsletter digital marketers rely on.

Processing...Please wait.

The post The latest jobs in martech appeared first on MarTech.

Federal data privacy bill could make life easier for marketers Wed, 20 Jul 2022 16:47:31 +0000 It would override state privacy laws and set tough standards for gathering and using personal data.

The post Federal data privacy bill could make life easier for marketers appeared first on MarTech.

A new data privacy bill (H.R.8152) could help marketers, even as it makes targeted advertising more difficult.

The American Data Privacy and Protection Act (ADDPA) would provide a wide-reaching national privacy standard, overriding existing state privacy laws. As a result, marketers would only have to conform to one regulation instead of the 13 currently in place.

The data privacy bill is currently in markup in the House and may change before being sent to the Senate. However, extensive negotiations between Democrats and Republicans have already created significant bipartisan support.

Read next: Prioritizing data privacy leads to brand trust

In its current form, the ADDPA would: 

  • Prevent companies from collecting data beyond that needed to provide their products or services. 
  • Allow consumers to opt out of advertising.
  • Provide protections against discriminatory algorithms and ad delivery.
  • Allow consumers to correct or delete their data.
  • Let consumers bring private actions against companies for misuse of data after two years.
  • Ban companies from targeting consumers under 17 years old. 

On that last point, large companies could be charged with violating that ban if they knew or should have known about them. The ADDPA also creates a Youth Privacy and Marketing Division within the Federal Trade Commission for enforcement.

Get the daily newsletter digital marketers rely on.

Processing...Please wait.

One large issue still to be worked out: what the bill’s provisions on “sensitive covered data” — specifically information about medical treatment and biometric data — allow or prevent in light of the Supreme Court’s overturning of Roe v. Wade.

Why we care. There are many reasons the U.S. needs a national data privacy law. For marketers it would mean they are freed from having to handle data differently depending on which state it is operating in. While the ADDPA still has a long way to go before becoming law, let’s hope some nationwide standard is set soon.

The post Federal data privacy bill could make life easier for marketers appeared first on MarTech.

Open the gate and let your content roam free Mon, 18 Jul 2022 18:19:09 +0000 Only 3% of visitors will fill out a form to get content.

The post Open the gate and let your content roam free appeared first on MarTech.

It’s time to rethink gating your content. Only 3% of visitors will fill out an on-site form, according to a new study by 6Sense Research, which provides B2B revenue enhancement and ABM solutions.

Nor is that the only content problem B2B businesses are having. One-third of companies said content marketing is one of the most valuable demand generators. Despite that, only 55% of organizations can deliver content based on a buyer’s unique interests. That number rose to 63% among account-driven companies (where ABM makes up 50% or more of their marketing mix).

Read next: What is a digital experience platform or DXP and is it the future of content management?

However, these account-driven companies are clearly failing to get the most from their ABM. Only half are able to deliver content based on where the buyer is in the sales cycle. Nearly the same amount (47%) are able to recommend content to web visitors. Furthermore, only 38% can track content consumption without gating it. This is usually done via de-anonymized web traffic and third-party intent signals.

Why we care. No one likes filling out online forms. Marketers’ own experiences can tell them that. Also, no one likes all the spammy emails you get if you do. It’s likely why most people use bogus email addresses. Many sites try to get around that by sending a link to that address. The fact that 97% of visitors don’t fill out the form tells you exactly how well that’s working out.

Get the daily newsletter digital marketers rely on.

Processing...Please wait.

The post Open the gate and let your content roam free appeared first on MarTech.

How to tailor ABM to your specific needs Thu, 14 Jul 2022 17:03:22 +0000 Different products and markets need different ABM approaches.

The post How to tailor ABM to your specific needs appeared first on MarTech.

Marketers tend to think of account-based marketing (ABM) as though it is one technique or approach. It isn’t. It changes depending on the type of product you’re selling and the market you are pursuing. Gil Canare, VP of Global Digital Marketing at Genpact, offers a guide to how you can analyze your ABM needs and build a cohesive plan to meet them.

ABM allows you to create and manage campaigns that specifically target a set of accounts. Canare says that while there are elements common to all campaigns, there are significant differences depending on what you sell and who you’re selling it to.

 “Some of you are trying to sell to giant multinationals that have hundreds of thousands of people and billions of dollars of revenue, and some of you are small and are selling to smaller companies,” Canare said, speaking at The MarTech Conference earlier this year (scroll down to watch the session). “The reality that we as marketers deal with is those accounts behave differently. You have to sell to them differently. They buy differently.” 

The common elements to all ABM campaigns are

  1. Customer knowledge.
  2. Data.
  3. Messaging.
  4. Tactics.
  5. Sales commitment.

The specifics of each of those are determined by which of three different tiers, which he refers to as cycles, your company falls into.

  • Early cycle: Companies selling multi-million dollar goods or services to very large enterprises. They typically operate in a market where there aren’t that many buyers, and the deal will directly involve C-suite level executives. 
  • Mid cycle: Companies selling expensive products – like a CRM – to medium and large businesses. They have more buyers and the purchase decision is made by the people who use the product or their managers.
  • Full cycle: Companies selling low-cost, commodifiable goods – like office products – likely to small or medium-sized businesses. These will have the largest number of potential buyers who will be at the lower levels of the org chart.

Early cycle

These are all multi-million dollar deals, frequently involving multi-year contracts. Because of that, Canare says, “The sales cycle is roughly forever.” These deals are done with C-suite level executives and it’s likely the CEO will want to be involved.

“In early cycle ABM these kinds of deals are not the deals marketing is going to close,” Canare says. “We are not going to go in there as marketing and close this deal. This is a very traditional enterprise kind of sales. It’s going to involve a lot of conversations, a lot of meetings, probably a golf game or two, because that’s how these things typically work.”

Read next: 3 effective ABM strategies you should consider

Marketing’s job in this situation is getting the sales teams in position to close that deal. This means initiating the buying cycle, getting sales talking to the prospects and giving them the data they need to do the deal. 

Here’s what that means for those five elements.

Customer knowledge. These deals involve key, strategic issues for the client. It’s likely not going to hinge on the details of the product you’re offering. You have to speak to those really fundamental business concerns. What you’re trying to do is build the credibility to get your salespeople in front of these folks. You also have to understand how these purchases are done.

“As you get into this level of purchases, a lot of politics, a lot of corporate roles, their responsibility starts to come in,” says Canare. “It’s really important … you understand how these companies buy, how they behave, where the likely decisions are going to be made, etcetera. If you can have that as a grounding for the market, the next step is to have that data individually understood for each account.”

Data. Data will be relatively easy to gather about the people you’re trying to talk to. Senior executives frequently have a lot of information on LinkedIn and other publicly available sources. As a result, even before you approach the company, you can have a pretty good idea of who will be on the buying committee. “You need to have really detailed account dossiers that outline their current business situation, their current business goals [of] the person you’re likely going to be sitting across the table from,” says Canare.

Messaging. The goal is having them see you as a credible partner. So a lot of the marketing is around who you are as a company: Your reliability, your ability to meet their needs. You have to show them not only how you can get them to their goal, but also how you will avoid some of the pitfalls that got them to where they need what you provide.

Tactics. There’s a tendency to see ABM as a largely digital effort and it can be. However, in this situation it’s going to be some digital and a lot of traditional. “If you’ve ever wondered who those people are that they’re buying those billboards in the airport, it’s probably companies like this,” says Canare. Sponsorships are a really great tool to have. First, they give you a platform for the broad-based awareness you can deliver digitally. Second, and most importantly, you can also bring the clients to the race, the golf tournament or whatever, where the sales team can have long, instructive, substantial conversations with them.

Sales commitment. You have to get the sales people to really buy in here. You do that by proving your value by actively working on the sales targeting list. Then, when you get past the initial conversations, you want to make sure you follow up with the right content, the right messaging. “In these kinds of deals every deal is big, every opportunity is important,” says Canare.

Mid Cycle

Typically mid-cycle companies operate in mature markets. In those the products are understood well enough that people are comfortable actually doing pretty deep in the sales cycle without necessarily getting in front of sales. Also, the products are less expensive, the deals smaller and there are more potential customers. Because of that you don’t necessarily want to put a lot of sales effort in each account. It’s not cost efficient. So here marketing needs to take a larger role in the sales process. The job is no longer just initiating that initial contact. It’s progressing the deal deeper into the buying cycle.

Get the daily newsletter digital marketers rely on.

Processing...Please wait.

Customer knowledge. It’s important to understand how your customers are using the product, because that’s going to be the basis of a lot of the messaging. You also need to know how they enter the buying cycle.There’s only so many different ways a purchase like this is triggered. If you understand what those triggers are, you can start to think about the buying experience that you want to drive. 

Data. The most important thing to know is who’s actually looking to buy, who is in the market . Not every potential customer is in the market. Some may have just bought a product. Some may be in the middle of a contract. Some are struggling and can’t afford to make this purchase. That will tell you who you need to target. 

Messaging. The messaging here is much more product-focused. It should be about the client’s pain points and how your product addresses it. Right down to the point where the people that would be doing the actual work and implementation can really see the product’s benefit and its ease of use. 

Tactics. “You want to start moving away from just that broad-based awareness, that ad, that web page, down to slightly more complicated tactics like webinars or roadshows,” says Canare. “Places where you can bring people in and deliver more complex information. Because as you move from education to solution to selection, the level of information you deliver goes up. So you want to make sure that you’re delivering the kind of detailed information that will help them make a decision.”

Sales commitment. In this situation sales will come in far down the line. Make sure sales knows when a deal is potentially coming up. When they do pick up the deal, make sure they’re in position to close it because they are up-to-date on all previous client interactions. familiarized with what’s happened before. 

Full Cycle

This is where marketing is designed to actually close the deal. There are a lot of customers, the deals are relatively small and you want to drive this as close to e-commerce as possible. There is a really thin line between this kind of ABM and basically transactional B2B. 

In a lot of cases, you’re making a lot of sales to one company. That means there’s a high lifetime value for an account. 

Customer knowledge. You have to be intimately familiar with how they buy and the process that they go through. “Remember, you’re either at full ecommerce or you’re at what I call ecommerce without the buy button,” says Canare. “We’re getting them to the point where they can pretty much buy, but there may not be a button and have to call somebody. Either way, you have to know how they buy so you can build the experience that you need to make that as seamless and frictionless as humanly possible.”

Data.  You want as much account level purchase and usage data as possible. That’s a challenge if it’s a new account. You also want the most detailed firmographics you can get: geographic location, industry, customer base, type of organization, technologies used, etc.

Messaging. This is a really product focused sale. You’re trying to just get the right information in front of these folks so they can pick the right product, be comfortable it’s the right product, and then make the choice. 

Tactics. This is really close to transactional B2B and e-commerce. So you want to do two things: 

  1. Make sure you’re capable of optimizing ecommerce for high velocity sales. Be cognizant and comfortable with promotions, incentives, targeted emails specifically addressing rebuy and resell and next purchase opportunities. At the same time though, because of the nature of this type of ABM, you’re also trying to maximize the total number of purchases.  
  2. Make sure you’re not just pushing individual sales. You have to have an account layer where you’re managing the health and overall performance of the account. 

Also, be sure you can deliver those incentives to drive sales. Not just continuing sales but upselling, cross selling — all the things you need to maximize the ongoing value of any one account. 

Sales commitment. Sales has to be okay with selling directly. They’ll be more amenable to this if they know that you’re going to support them as they work with the high-value accounts. “The ones that you do want to reach out to and have some face to face contact and some account level support,” says Canare. “You want to make sure they’re on board with that. You want to make sure that they really understand the end-to-end buying process.”

The post How to tailor ABM to your specific needs appeared first on MarTech.

Customers aren’t satisfied: Fewer than 35% say they’re happy with brands Wed, 13 Jul 2022 15:53:33 +0000 First impression, ease of use are most important to customer satisfaction.

The post Customers aren’t satisfied: Fewer than 35% say they’re happy with brands appeared first on MarTech.

Despite marketers’ pandemic-driven focus on customer satisfaction, less than 35% of consumers are completely satisfied with their brand relationships, according to the 2022 Brand Relationship Design report from digital product, marketing and brand innovation firm R/GA.

This puts the number at a 17-year low, said R/GA. The survey asked some 13,500 U.S. consumers about their experiences with technology, financial services, retail and hospitality brands. It found six things that drove satisfaction: first impression, ease of use, reward, personalization, communication and community.

First impression and ease of use were the highest ranked of those attributes, with 83% saying they were important. The brands that scored highest on ease of use had a 20% higher satisfaction score than those that scored lowest.

Read next: US businesses’ CX scores down from last year’s all-time high

Rewards aren’t rewarding. while 70% of shoppers feel valued as a customer, only financial services and tech categories show rewards as a positive driver of satisfaction and retention. This is because “most programs don’t connect rewards to the goal behind purchase, gamify for gamification’s sake, and largely involve discounts,” the report says. Only 32% strongly agree that they are rewarded with things that matter to them.

Failure to communicate. Just 41% of consumers said they can get questions answered when they have them.

Personalization is working, sort of. Some 62% said communication from the brand is personalized to their needs. However, ubiquity and growing concerns about privacy means it doesn’t drive satisfaction.

What community. Only one in five customers (21%) are a member of brand community initiatives and communities have little impact on satisfaction.

Why we care. When the pandemic hit, customer satisfaction became the No. 1 marketing focus. So what happened? We’re companies looking at the wrong drivers? Did they use the wrong programs? Whatever happened, it’s clear that a lot of money was spent to create a lot of sound and fury, ultimately signifying nothing.

Get the daily newsletter digital marketers rely on.

Processing...Please wait.

The post Customers aren’t satisfied: Fewer than 35% say they’re happy with brands appeared first on MarTech.

Google offers adtech unit changes to fend off antitrust lawsuit Mon, 11 Jul 2022 18:36:30 +0000 The Justice Department is believed to want much more significant changes.

The post Google offers adtech unit changes to fend off antitrust lawsuit appeared first on MarTech.

Google is offering to spinoff its adtech unit to avert a possible federal antitrust lawsuit. 

However, the suggested change would only move the division to parent company Alphabet — not sell it off entirely, The Wall Street Journal reports. The adtech unit could be worth more than $200 billion, depending on what assets are involved. 

However, the government may not view this as a significant enough difference. Justice Department antitrust officials appear more interested in substantive structural changes to the unit.

Google’s offer is the latest development related to the government’s long-running investigation into allegations the company is exploiting its position as broker and auctioneer of digital advertising. The Justice Department is said to be preparing a lawsuit charging the internet giant with anti-competitive practices over its adtech.

Read next: Antitrust bill could force Google, Facebook and Amazon to shutter parts of their ad businesses

“We have been engaging constructively with regulators to address their concerns,” a Google spokesman said in a statement to the Journal. “As we’ve said before, we have no plans to sell or exit this business.” He added: “Rigorous competition in ad technology has made online ads more relevant, reduced fees, and expanded options for publishers and advertisers.”

The adtech unit is drawing fire from many different governments, both in the U.S. and abroad. Multiple U.S. states have filed a joint lawsuit charging the company with running a monopoly which harms ad-industry competitors and publishers. It is also the subject of investigations in the European Union and the United Kingdom. Additionally, a bill before the Senate would force Google, Facebook and Apple to divest their adtech businesses.

“The conflicts of interest are so glaring that one Google employee described Google’s ad business as being like ‘if Goldman or Citibank owned the NYSE,’” Sen. Mike Lee (R-UT, one of the bill’s sponsors, said.

Get the daily newsletter digital marketers rely on.

Processing...Please wait.

This is the second time the government has gone after Google for anti-competitive activities. In an ongoing suit first filed two years ago the Justice Department charged the company with using illegal tactics to maintain a monopoly for its flagship search engine and related advertising business. 

Why we care. Monopolies are bad for business. That’s an obvious fact and one each generation must relearn. They stifle innovation, destroy markets and fleece the consumer. They are also a natural tendency of all businesses. A flourishing economy requires strong anti-monopoly laws and enforcement.

The post Google offers adtech unit changes to fend off antitrust lawsuit appeared first on MarTech.

Worsening economy has more shoppers getting online info before making in-store purchases Thu, 30 Jun 2022 16:11:50 +0000 76% search online for reviews and better prices before buying in store.

The post Worsening economy has more shoppers getting online info before making in-store purchases appeared first on MarTech.

Summer’s here and the shoppers are wary. Consumer spending increased in May, but only by 0.2%, according to the Bureau of Economic Analysis. This explains why 76% of U.S. shoppers are searching online for reviews and better prices before buying in store, according to a new Adobe Commerce study of sentiment among over 1,000 U.S. consumers. Also, when they’re in a store 60% are using their phone to look for better prices elsewhere.

Another sign of the slowing economy: 24% say they won’t be able to take advantage of big summer holiday sales because they have less discretionary money to spend due to inflation and the higher cost of goods. 

Read next: Adobe: Online prices were up only 2% in May

Graph showing what categories of goods consumers plan to purchase during summer holiday sales

On the good news side: 76% of those planning to participate in summer sales say they’ll spend more or the same amount as last year. And the motivation varies — more than half (56%) of consumers say they save money by shopping on Prime Day and other sales events, while others want to get ahead of their seasonal holiday (32%) and back-to-school shopping (23%).

However, most of those who intend to buy don’t believe big retailers’ promises of deeper discounts because of overstocking. Almost 65% expect discounts to be smaller than last year. 

Other findings:

  • 61% said receiving personalized promotions or recommendations will make them more likely to make a purchase.
  • 43% said they are more likely to purchase from a retailer that offers buy now, pay later.
  • 72% want the online purchases delivered the same day or via two-day shipping.
  • 50% are now more likely to make retail purchases on their phones, 26% prefer in-store shopping and 24% prefer shopping via their computer
  • 57% search for and buy products online if they can’t find them in stores.
Categories for which consumers report using buy now, purchase later.

Why we care. Inflation and higher interest rates are, as expected, taking an increased toll on consumer spending. That makes marketing more important than ever, via activities like personalization and customer experience. That should also include offering payment options like buy now, pay later. People are used to putting everything on a credit card, but interest rates are making that less attractive to them.

Get the daily newsletter digital marketers rely on.

Processing...Please wait.

The post Worsening economy has more shoppers getting online info before making in-store purchases appeared first on MarTech.

image002 image007
Facebook agrees to revamp adtech over discrimination charges Wed, 22 Jun 2022 16:26:48 +0000 Second time company has settled a federal lawsuit about advertising bias.

The post Facebook agrees to revamp adtech over discrimination charges appeared first on MarTech.

Facebook’s parent company Meta will revamp its targeted advertising system following accusations it allowed landlords to run discriminatory ads. This is part of a sweeping settlement to a Fair Housing Act lawsuit announced Tuesday by the U.S. Justice Department.

This is the second time the company has settled a lawsuit over adtech discrimination issues. However, yesterday’s settlement goes further than the previous one. It requires the company to overhaul its ad targeting tool, Lookalike Audiences, which makes it possible to target housing ads by race, gender, religion or other sensitive characteristics that enable discrimination.

Get the daily newsletter digital marketers rely on.

Processing...Please wait.

“Because of this groundbreaking lawsuit, Meta will — for the first time — change its ad delivery system to address algorithmic discrimination,” Damian Williams, a U.S. attorney, said in a statement. “But if Meta fails to demonstrate that it has sufficiently changed its delivery system to guard against algorithmic bias, this office will proceed with the litigation.”

Facebook must build a new ad system that will ensure housing ads are delivered to a more equitable mix of people. It must also submit the system to a third party for review and pay a $115,054 fine, the maximum penalty available under the law.

Read next: Major brands commit to mitigating adtech bias

This new system will use machine learning to fix bias. It “will work to ensure the age, gender and estimated race or ethnicity of a housing ad’s overall audience matches the age, gender, and estimated race or ethnicity mix of the population eligible to see that ad,” the company said in a statement.

Worth noting. An MIT study released in March found “machine-learning models that are popular for image recognition tasks actually encode bias when trained on unbalanced data. This bias within the model is impossible to fix later on, even with state-of-the-art fairness-boosting techniques, and even when retraining the model with a balanced dataset.” Earlier this month MIT released a study which found that “explanation methods designed to help users determine whether to trust a machine-learning model’s predictions can perpetuate biases and lead to less accurate predictions for people from disadvantaged groups.”

Why we care. Adtech bias is getting a lot of attention, it needs to get more. On the same day as the Facebook settlement, a coalition of major brands, the IAB and the Ad Council announced a plan to address the issue. Automated marketing and ad targeting can result in unintentional discrimination. They can also scale up intentional discrimination. Intended or not the impact of discrimination is real and has a huge impact on the entire society. Technology can’t fix this. Machine learning and AI can suffer from the same biases as their programmers. This is a problem which people caused and only people can fix.

The post Facebook agrees to revamp adtech over discrimination charges appeared first on MarTech.

Adobe: Online prices were up only 2% in May Thu, 16 Jun 2022 16:14:58 +0000 The Digital Price Index doesn't include airline tickets whose cost was up 30% last month.

The post Adobe: Online prices were up only 2% in May appeared first on MarTech.

Online prices were up only 2% last month compared to a year earlier, according to The Adobe Digital Price Index. That’s a far better showing than the rest of the U.S. where the inflation rate hit 8.2% in May. 

May’s online prices were down 0.7% from April and 1.6% from March’s record 3.6% increase. The DPI tracks prices across 18 categories, 10 of which saw decreases last month.

Less expensive. Electronics and computers had the biggest price decreases. Electronics were down 6.5% YoY and 1.4% from the month before. That’s a greater decrease than April (-5.2% YoY), and a record YoY low for the category over the last 24 months. Computer prices dropped 7.05% from the same period last year.

Read next: A statistical picture of the cost of digital advertising fraud

More expensive. Groceries and apparel had the biggest increases in the most frequently purchased categories. The price of groceries was up 11.7% YoY, the biggest increase of any category and 1.7 percentage points higher than the increase reported by the U.S. Consumer Price Index. Clothes prices were up 9% compared to a year earlier.

Spending rises. Consumers spent $78.8 billion online in May, up 7.1% from the year before and $1 billion more than in April. In 2022 so far, consumers have spent a total of $377.6 billion online, up 8.9% for the same period in 2021.

Why we care. The Digital Price Index’s selection of categories is interesting for a couple of reasons. First – and the reason its inflation rate is so low – you can’t buy gas online (current average price of regular is $5.009/gallon, up $2 from a year before). Second, it doesn’t include travel – which Adobe does track. In a separate report, the company said airline ticket prices were up 30% in May, compared to a year earlier, and an amazing 47% since the start of the year.

Get the daily newsletter digital marketers rely on.

Processing...Please wait.

The post Adobe: Online prices were up only 2% in May appeared first on MarTech.

MarTech Salary and Career: Amanda Donnelly on learning and experience Thu, 16 Jun 2022 13:49:16 +0000 "I’m correcting the preconceptions of where they should put their time and limited funds to start building awareness."

The post MarTech Salary and Career: Amanda Donnelly on learning and experience appeared first on MarTech.

As part of the MarTech Salary and Career Survey, we interviewed people about their experiences in marketing. Today we’re talking to Amanda Donnelly. She has a long career in marketing and is currently running her own consulting business.

How did you get to where you are today?

I spent the first 10 years of my career in the digital ad agency space, really focused on digital media planning and buying. Then I moved to the publisher space with Huffington Post. This was right before they were purchased by AOL. So I thought I was joining this nimble, loose startup and when I was actually joining this behemoth. So I was only there for about six months. 

Read next: MarTech Salary and Career: Federico Bianco knows the difference between good data and all the data

My client prior to Huffington Post had been PlayStation for several years, so I was really familiar with the gaming space. So after Huffington Post, I went to, which is a top gaming publisher and was there until they were purchased by Ziff Davis. That was one of those acquisition things where, unfortunately, myself and my entire team were all laid off right afterwards. 

Get the daily newsletter digital marketers rely on.

Processing...Please wait.

My husband and I were living in Los Angeles at the time. We just started a family and we realized that was a moment to get back to the Southeast, closer to our family. That was nine years ago and we moved to the Nashville area.

I consulted with startups at first, then decided I wanted something a little bit more solid. So I joined Nissan. Their North America headquarters are here in a suburb of Nashville and I was there for six years. They have a rotational program where essentially you’re switching roles every 18 to 24 months. So it’s nice for someone who gets bored easily, like me. It kept it very fresh.

Then I was tapped by Eventbrite to be their head of marketing for North America in October of 2019. And you know it was just really unfortunate because I had just completed my hiring when the pandemic hit. And I was laid off for the second time in my career.

What do you like about marketing?

People get really attached to buzzwords. So sometimes my favorite part is kind of squashing the buzzwords. Like talking to a CEO founder who is pre revenue and they’re spending hundreds of dollars a week on paid marketing. They have no social following or investment in their own channels. So I’m correcting the preconceptions of where they should put their time and limited funds to start building awareness. That is honestly one of the most fun things I do and it doesn’t earn me any money, because I don’t work with pre revenue companies, so I feel like it’s paying it forward to educate folks.

Produced jointly with, MarTech’s Career and Salary Survey reveals a profession balancing growth and opportunities with the pressures of leading digital transformation.

See the 2022 MarTech Salary and Career Survey results!

The post MarTech Salary and Career: Amanda Donnelly on learning and experience appeared first on MarTech.