MarTech Marketing Strategy, Marketing Technology, Marketing Transformation Fri, 22 Jul 2022 16:52:26 +0000 en-US hourly 1 https://wordpress.org/?v=5.9.3 TikTok is setting the ground rules for social media https://martech.org/tiktok-is-setting-the-ground-rules-for-social-media/ Fri, 22 Jul 2022 16:52:21 +0000 https://martech.org/?p=353510 Recent moves by Facebook and Instagram show a closer embrace of the short form video content that has made TikTok a sensation.

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Ads on TikTok reach about 18% of adult internet users. That’s 885 million people. They’re spending more time on TikTok too (44 minutes per user per day), busting Facebook’s record of 38.9 minutes and defying predictions that usage would decline as nations emerged from lockdown.

These are just some reasons that it’s hardly surprising that competitor platforms are looking for ways to replicate TikTok’s success.

Instagram pushes short videos to Reels. Instagram has announced that any videos posted to public accounts will now be moved to Reels. The platform had recently extended the maximum length of reels from 60 to 90 seconds. Now any new video less than 15 minutes in length will be shared as a Reel. Video and Reels content will be consolidated under one tab on user profiles, reflecting Instagram head Adam Mosseri’s stated priority of focusing on short form video in 2022.

When Reels are posted to a public profile, they may be eligible and recommended for more people to see. However, consistent with the short form emphasis, only videos up to 90 seconds in length will be eligible for the Discovery and recommendation system.

Facebook launches a Feeds tab. Meanwhile, Meta CEO Mark Zuckerberg announced two significant changes to the Facebook app that will make it feel like a hybrid of TikTok and classic Facebook:

  • The Home tab will include more personalized content recommendations, with a greater emphasis on Reels and Stories.
  • A new Feeds tab that will allow users to see posts from friends, groups and Pages in reverse chronological order.

The first of those changes highlights Facebook’s commitment to growing short form video content. Stories, which are visible for 24 hours, can include, but are not restricted to, video content. Reels are videos up to 60 seconds in length.

In 2016, Zuckerberg said: “We see a world that is video-first with video at the heart of all of our apps and services.” Competition from TikTok is spurring the veteran social media platform to make good on that promise.


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Unhappy TikTok creators. One dark cloud in TikTok’s bright sky, however, is dissatisfaction among the creators responsible for its popular content. There are some horror stories about how little they are paid.

  • In 2021 Kevin Yatsushiro created a video on TikTok that went viral with over 3 million views. He was paid only $12.50. 
  • Alicia Trautwein posted a video in 2021 that gained 1.8 million views. She was paid about $10. 
  • Nikki Apostolou is a TikToker with 145,000 followers. She posts about 3 videos a day, each getting about 2-3 million views. She makes about $20-$30 per month on average.
  • Jimmy Donaldson is one of TikTok’s top creators with over 32 million fans on the platform. In January he earned just $25.10.

But of course there are other potential sources of revenue for highly popular influencers other than the Creator Fund — sponsorship, for example, or brand ambassador opportunities.

Why we care. To put it simply, Instagram is going to look even more like TikTok than it already does. Facebook is set to continue its journey from a conversational to a primarily visual platform. The good news for marketers? Short form video content has been called “snackable.” It seemed designed for younger audiences with limited attention spans.

In practice, however, the audience is spending increasing amounts of their time consuming ever-growing quantities of these snacks. Brevity actually lengthens engagement. That’s already made TikTok a valuable marketing channel — we’ll see how this pans out for the older demographic on Facebook and Instagram as those platforms move steadily from being social networks to being TikTok-like content discovery engines.

Additonal reporting by Danny Goodwin and Nicole Farley.

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How to decide if you’re ready for a customer journey orchestration solution https://martech.org/how-to-decide-if-youre-ready-for-a-customer-journey-orchestration-solution/ Fri, 22 Jul 2022 15:54:26 +0000 https://martech.org/?p=353505 Once you understand the benefits of customer journey orchestration you can begin asking the right questions.

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Understanding your current business processes, knowing how to measure success, and being able to identify where you are looking for improvements, are all critical pieces of the customer journey orchestration (CJO) tool decision-making process.

Before beginning the process, it’s important to know the different kinds of benefits associated with CJO solutions.

The benefits of using CJO tools

Adopting a platform that gathers, visualizes, analyzes and acts upon data across all of your customer touchpoints can yield significant benefits. Here are some of these benefits.

Improved alignment among business units. Committing to customer journey analytics and orchestration requires that every business function — marketing, sales, customer service, product development — contribute data on the points where they touch the customer throughout the life cycle. This knowledge sharing and coordination, as well as the insights gained by doing so, can help align the various business units by giving them a common view of the customer and allowing them to agree to overarching goals.

Increased revenue. At its most basic level, customer journey orchestration can enable businesses to identify roadblocks that are preventing prospects from making purchases, thereby improving return on marketing investment. More broadly, however, truly understanding your customer and focusing on providing them with what they’re seeking for the duration of your relationship can pay dividends for the longer term, resulting in cross-sells, up-sells, repeat purchases and brand advocacy.

More agile marketing and operations. The rapid changes in social and purchase behavior brought about by the COVID pandemic served as a lesson to many business leaders, hammering home the importance of listening to customers and prospects in real-time. The data and insights gathered through practices like customer journey orchestration allow businesses to more quickly pivot to respond to customer needs as the environment changes.

A better relationship with your customer. Some of the biggest trends to emerge from the COVID pandemic have nothing to do with illness or even working from home. All of the shake-ups to our normal routines, as well as the re-examination prompted by social movements like Black Lives Matter, have customers looking for a different type of relationship with the businesses they patronize. This is manifesting in two ways.

Multiple surveys indicate that customers are seeking businesses that understand them — that empathize with their needs. One in four respondents to a Deloitte global consumer survey strongly agreed that they walked away from brands they believe acted in self-interest. “Simultaneously, more than 70% agreed that they valued the digital innovations that deepened their connection with others during COVID-19,” Deloitte’s 2021 Global Marketing Trends report said.

Additionally, customers are increasingly turning to businesses whose values align with their own, such as those that commit to addressing systemic racism and inequality. Though customer journey orchestration solutions can’t make a business more human, empathetic or socially conscious, they can help businesses understand their customers’ values and concerns. They can also help them express that understanding when they interact with customers.


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Do you need a CJO tool?

After fully understanding the benefits that CJO can offer an organization, it’s time to ask questions specifically about your business.

Deciding whether or not your company needs a CJO tool calls for the same evaluative steps involved in any software adoption, including a comprehensive self-assessment of your organization’s business needs, staff capabilities, management support and financial resources.

Use the following questions as a guideline to determine the answers.

Have we identified our goals for CJO? Implementing a customer journey analytics program can provide many benefits, but it’s critical that you reflect on what you want to achieve with this investment. Do you want to optimize your marketing spend? Are you seeking to improve customer lifetime value?

Does your organization have a culture that ensures all of the relevant departments will support CJO and contribute siloed data as necessary? The success of a customer journey orchestration depends on participation from all touchpoints — marketing, sales, customer service, etc. Does your organization have a culture that will support participation?

Do we have C-suite buy-in? Adopting customer journey analytics, as mentioned above, requires the cooperation of multiple departments within the organization. Therefore, having a C-suite advocate that can help establish the program as a priority across departments, is critical for success.

Who will “own” CJO? Marketing, sales, product and customer service must all contribute, and all can benefit, but you’ll need to decide who is leading the charge.

Can we invest in organizational training? Many of the benefits of customer journey analytics can only be realized through shifting the way businesses think about their customers — by adopting a customer-first focus. Changing perspectives throughout the business may require training and education, as well as long-term changes in processes.

Have we established KPIs and put a system in place for tracking, measuring and reporting results? Once you’ve established your goals and communicated them throughout the organization, you’ll need to decide on the metrics that are most important to your efforts and monitor your progress in achieving them. You may consider doing a proof-of-concept with low-hanging fruit to demonstrate the benefits of the approach to various stakeholders.

Download the full report: Enterprise Customer Journey Orchestration Platforms: A Marketer’s Guide

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How is marketing operations evolving? https://martech.org/how-is-marketing-operations-evolving/ Fri, 22 Jul 2022 13:00:00 +0000 https://martech.org/?p=353463 Where should the people who manage and run martech fit in the organizational structure?

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Those of us who advise about martech stacks can go pretty deep on topics like service and platform boundaries and intersections, and we have strong opinions on what a future-proof stack should look like for any given enterprise. Just look at Real Story Group’s latest reference model:

RSG MarTech Services Reference Modle
RSG Reference model for an omnichannel stack. Source: Real Story Group

But what about the teams that actually run and leverage those platforms? How should the people who manage and run martech be organized? Where should they fit in the larger organizational structure?

I’ve long believed that organizational design for martech constitutes more of an art than a science, but perhaps that’s just because I’ve never seen a large and clear enough data set from which to draw useful conclusions.

As a first step towards better research in this area, Real Story Group invited our MarTech Stack Leadership Council to share and critique each others’ organizational models. I can’t describe the details because these sessions are confidential, but the high-level discussion was fascinating, and some patterns emerged, which I’ll share below.

A trend toward global

RSG Council member organizations are larger enterprises, usually with an international or global footprint. Over time, I’m sure you’ve witnessed the push-and-pull dynamic between globally central control vs. local autonomy for digital. Council members indicated that Covid (among other factors) has lately pushed the pendulum towards centralized operations.

One general theme was: “Centralized platforms, with local expression.” This means every business line or region might use, for example, the same outbound marketing platform, but deploy campaigns locally. For some this was the only way to scale during a period of intense growth in digital customer touches. It also creates space for an overall compliance framework and ops team to support ever-expanding local privacy regulations.

Applying the chart above, the more foundational the platform, the more likely you can successfully apply it globally. As you get closer to the customer (i.e., move up the diagram), the more local teams may need their own capabilities, e.g., for outbound campaigns and messaging, or social media management. 

Growing operational control 

The trend toward centralized platform management also extends to product management. Here again, individual marketing and customer-experience execution teams may vary in how they use a central platform, but most RSG Council members have carved out a core team defining the stack, and — critically — setting individual platform roadmaps.

This often requires central martech teams to serve in a consultative way. We saw several models for executing on martech centers of excellence. Some Council members have marketing services organizations, similar to or combined with internal agencies, often working with a centralized DAM/omnichannel content platform, outbound marketing platform and/or CDP. 

This trend has not come without push-back. Nevertheless, greater centralization and growth of formal martech operations can bring a solid business case, especially around efficiency. It can provide faster time to market, asset and campaign re-use and formalized lesson-capture. Centralized ops can also bring faster time to value when entering new markets. “This is the only way we could get to scale across markets,” observed one stack leader.

This doesn’t mean that these run in a vacuum. In nearly every case study, we saw a steering committee representative of broader institutional stakeholders, including IT, enterprise data, and key adjacent services, like sales and/or support. 

Enduring friction points

Several points of friction endure for centralized martech teams, and different Council members addressed them (or not) in different ways.

Should martech teams embed or partner with IT? At RSG we tend to see a mix of both models. Marketing teams still struggle to manage and retain heavier-duty (often back-end development) talent. Also, systems integrators often prove essential for heavy-lift projects. 

A similar dynamic arises around analytics. Marketers need ever-faster reporting and optimization cycles, with reference to non-marketing data (like sales transactions). This function tends to straddle marketing and BI departments, not always comfortably. Savvy teams are building internal data analytics skills, but may not have access to all the data or tools this requires. 

On the plus side, there’s a growing consensus around savvier enterprises that AI/ML is best considered an enterprise concern. Prudent martech leaders will remain cautious about having potentially immature AI/ML services embedded in marketing and engagement platforms.

Inevitably, martech operations encounter the limits of centralization. The pandemic has spawned more cross-functional teams (a good thing!) and any large enterprise will experience waves of localized initiatives. 

The picture below is from a Council member org chart. It shows how the central team has to increasingly serve an interwoven set of other initiatives and tiger teams. Adaptation from a central core of capabilities becomes the watchword, as strategic martech operations respond to shifting tactical needs. 

Parat of an org chart showing tiger teams...
Excerpt of a martech org chart from a global hospitality firm. Source: RSG

Conceptual convergence, descriptive diversity

At one session, eight Council members presented org structures and another 20 commented on them. I was struck by the diversity of visual representations, even if members seem increasingly aligned on the substance of where they’re going organizationally.

It’s possible we still lack a common vocabulary — and certainly universal visual metaphors — for describing these issues. Still, I’m certain we’re going to discuss more on this topic when Council meets in person (finally!) in September. In the meantime, I hope you found this summary useful, and feel free to share on LinkedIn if you’d like to continue the conversation.

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RSG MarTech Services Reference Modle Parat of an org chart showing tiger teams...
The latest jobs in martech https://martech.org/the-latest-jobs-in-martech/ Fri, 22 Jul 2022 13:00:00 +0000 https://martech.org/?p=353274 On the hunt for something new? Check out who's hiring in martech this week.

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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

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Research: Latest digital marketing trends to better connect with customers https://martech.org/research-latest-digital-marketing-trends-to-better-connect-with-customers/ Fri, 22 Jul 2022 11:00:34 +0000 https://martech.org/?p=353322 Discover the new ways marketers are delivering exceptional experiences.

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Marketers are still adapting to the major disruptions of the past several years. Buyers, though, still expect marketers to provide personalization and enjoyable experiences.  

Luckily, the technology and data that can help are becoming more accessible. 

In partnership with Ascend2, Oracle surveyed 853 marketers across the US, Canada, India and the UK. The results show what trends and technologies are helping marketers pivot where necessary, connect with customers and drive conversions. 

Top challenges marketers are currently facing

Thirty-eight percent of marketers said maximizing performance across channels was one of their most difficult challenges. Audiences are now digitally everywhere. They consume and engage with content across a variety of channels and devices. 

Somehow, marketers have to keep up with them, stay consistent and relevant with their messaging, and deliver value. Customers tell you everything you need to know about how to please them with their online behaviors. The right technology helps by taking in that data so marketers can use it to connect with customers and adapt their strategies as necessary. 

Tactics and technologies for marketing success

Forty-three percent of marketing organizations plan to offer more personalized content and offers in the year ahead. Videos and virtual events will make much of this content easier for customers to consume. Personalization will also help marketers put more focus on retaining customers rather than only acquiring new ones. 

What technologies will help?

  • A customer data platform (CDP) allows you to anticipate customer needs.
  • A content management system (CMS) helps you manage and create more innovative content.
  • A customer loyalty program incentivizes and rewards customers that keep engaging with your brand.

Go all-in on AI

Fifty-nine percent of marketers who say they can’t live without AI have highly successful marketing strategies. Thirty percent of marketers surveyed overall fear they’re missing out on AI’s ability to predict customer behaviors and adjust campaigns. 

AI creates efficiencies and maximizes resources, especially with manual, repetitive tasks, such as:

  • Setting up campaign workflows.
  • Testing different offers, subject lines and copy.
  • Customizing content.

Forty-two percent of marketers say they already trust AI to personalize content and offers in real-time. 

Marketers look forward to big things this year 

An impressive 94% of marketers thought their 2021 was successful. Thirty-seven percent are confident 2022 will also be a successful year. 

Find out what trends and technologies will make it so. 

Get the trends report

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Webinar: What you need to know to rise above economic and buyer uncertainty https://martech.org/webinar-what-you-need-to-know-to-rise-above-economic-and-buyer-uncertainty/ Thu, 21 Jul 2022 21:09:40 +0000 https://martech.org/?p=353496 Tune in to this panel to get key findings from MarTech's survey.

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MarTech recently surveyed nearly 300 marketers from brands across the U.S. to uncover their most significant challenges and strategies for overcoming them. The survey revealed that internal alignment on go-to-market initiatives across departments is the most prominent obstacle marketers face.

Join our panel to learn more about how marketers are overcoming their biggest challenges and the technology they’ve adopted to drive results. Attendees will receive a copy of the report.

Register today for “What Marketers Must Know to Rise Above Economic and Buyer Uncertainty,” presented by Highspot.

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Gap partners with DOGAMI to release pet-themed NFTs https://martech.org/gap-partners-with-dogami-to-release-pet-themed-nfts/ Thu, 21 Jul 2022 19:00:46 +0000 https://martech.org/?p=353488 Users in the “petaverse” will gain NFT access to Gap swag for their virtual pets, beginning July 27.

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French NFT brand DOGAMI announces a new collaboration with Gap that will enable users in the “petaverse” to deck out their virtual pets with Gap-logo hoodies and other NFT swag, beginning July 27.

In-game virtual apparel, aka wearables, will become available in three-item packs that DOGAMI players can bid on and use to improve their game play and barking rights. The full line covers the four levels of scarcity in the DOGAMI game – Rare, Epic, Legendary and Artefact.

Image: DOGAMI/Gap Inc.

The NFT drop on the DOGAMI website will be made exclusive to Gap Threads NFT holders for 24 hours. After that, they’re open to the general public. The virtual collection of doggie threads will also be tradeable on Tezos blockchain marketplaces.

DOGAMI is an augmented reality play-to-earn mobile game. Players adopt and raise their 3D virtual pet, earning “$DOGA” currency as they play.

“As the metaverse and petaverse grow, Gap will continue to explore this space by embracing creativity and innovation that shapes culture by amplifying individuality, both in the physical and digital worlds,” said Mary Alderete, Gap’s Chief Marketing Officer.

Why we care. Fashion in the real world lends itself to virtual wearables in the metaverse. Gap has already embarked on an integration with Club Roblox in a virtual environment, as well as NFT collaborations with Harlem fashion icon Dapper Dan and artist Demit Omphroy.

The DOGAMI drop unlocks Gap loyalists who are also into mobile AR games and like dogs. As the brand does more of these, they add value to their core Gap Threads NFT holders. That’s the next step once a brand has experimented with NFTs – building Web3 loyalty and momentum.


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Read next: Why marketers should pay attention to NFTs

Updated: July 22, 2022.

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51% of consumers would leave a brand if digital experience isn’t as good as in-person https://martech.org/51-of-consumers-would-leave-a-brand-if-digital-experience-isnt-as-good-as-in-person/ Thu, 21 Jul 2022 17:53:41 +0000 https://martech.org/?p=353482 PwC survey finds younger consumers are more likely to switch brands.

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More than half of U.S. consumers (51%) say they’d be less loyal to a brand if the digital experience isn’t as enjoyable as in-person, according to PwC’s Customer Loyalty Survey 2022. For Gen Z, that number soared to 69%.

Why we care. The pandemic has put the pressure on businesses to build customer experiences online that match or exceed their in-store experience. Consumers shopping online are also only one click or tap away from a business’s competitors.

This close proximity to the competition on digital channels means that your customers could easily jump to a competitor. And marketers need to know what other reasons their customers might leave, because it’s so easy for them to switch.

Younger consumers are less loyal. Age is a factor in dropping customers. The younger your customers are, the more likely they’ll flee, according to the PwC findings.

Thirty-two percent of Gen Z stopped using a brand in the last year. This is compared to 27% for Millennials, 31% for Gen X and only 19% for Boomers.

Also, 39% of Gen Z said they are more likely to try a new brand. Millennials weren’t much more loyal at 35%, while 31% of Gen X said this, along with only 19% of Boomers.

Bad experiences and customer service. Across all industries, bad experiences with products and services (37%) and bad customer service (32%) were the top two reasons for dropping a brand.

Also, 15% said they liked another brand’s experience better, and that was the reason they left.

These three categories are directly related to experience – either your company’s or your competitors’.

Pricing is also a factor in messaging to customers, so it’s important to note that 17% of customers jumped ship because prices went up or discounts ended, and 11% went to another brand that offered lower prices.

Read next: 3 challenges of building customer trust

Data and privacy. Only seven percent of customers said they switched because they didn’t trust the business with their personal data.

Far from being shy about data, 82% of respondents to the PwC study said they would share some of their personal data if it led to better CX.

Loyalty programs also weren’t high on the list for customer exits. Only seven percent said they went to another business because they offered a better loyalty program.

All told, these findings indicate that customer experience and service, themselves, are the means to build lasting loyalty.


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Getting Started with the Agile Marketing Navigator: Team Showcase https://martech.org/getting-started-with-the-agile-marketing-navigator-team-showcase/ Thu, 21 Jul 2022 16:12:20 +0000 https://martech.org/?p=353476 Agile marketers should bring the team together regular to showcase wins and learn quickly from losses.

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We recently introduced you to Agile Marketing Navigator, a flexible framework for navigating agile marketing for marketers, by marketers in the article A new way to navigate agile marketing. The navigator has four major components: Collaborative Planning Workshop, Launch Cycle, Key Practices and Roles.

Last week we shared how to conduct a great Daily Huddle as part of the multi-step Launch Cycle. Today we’re going to dive into the next part of the Launch Cycle journey — the Team Showcase.

Holding a Team Showcase

This is an event where the team showcases work done in the Launch Cycle and gets feedback from stakeholders. Additionally, the team shares any relevant performance metrics in order to learn through experiments and data rather than opinions and conventions. The group reviews the Blueprint to see if priorities for future work have changed. If feedback is valuable, the team re-prioritizes and adds or removes items from the Marketing Backlog (after the meeting).

Benefits to holding a Team Showcase are that it:

  • Eliminates the need for “static” status reports.
  • Shifts the focus to data and metrics rather than opinions and conventions.
  • Gives Stakeholders a “real-time” opportunity to provide feedback.
  • Empowers the team to share what they’ve been working on to all levels in the company.
  • Allows for flexible planning and the ability to pivot what happens next based on feedback.
  • Celebrates accomplishments!

The Team Showcase should be held at a consistent day and time at the end of each Cycle, either every one or two weeks. The Product Owner invites any relevant Stakeholders based on what work is being showcased. For some companies, the audience may change from Cycle to Cycle, depending on the nature of the work. 

Team members rotate sharing the work that has been done recently, giving everyone an opportunity to be proud of their accomplishments. Unlike Scrum’s Sprint Review, the work showcased may or may not have been fully completed during the Cycle. Instead, it’s live in the market, and there are learnings based on data and analytics that can be discussed.


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An opportunity for constructive feedback

Stakeholders offer constructive feedback on any work showcased. The goal isn’t to hear comments like “I want the image to be blue,” but rather, “Have we thought about other uses for this ad? Maybe we can test how it would perform on Instagram?” The Marketing Owner has the “power” to decide what to do with the feedback and how it may alter work.

The Team Showcase is real-time, so status reports that once took hours to produce — obsolete before they hit the manager’s inbox — get replaced with impactful live conversations.

Marketers have access to plenty of data, but too often they’ve moved on to the next project or campaign before anything is done with that data. The Team Showcase is a wonderful opportunity to share data regularly with the team and the Stakeholders: plans should change based on learning by doing.

Showcasing work and how it’s performing is a great way to get team members to share their work with stakeholders and leaders. However, not all results are favorable, and it can be scary to share negative results. It’s important for the team to feel psychologically safe to share the good, bad and the ugly. Agile is all about fast failures and quick pivots, but it takes some time to get to a place where most people are comfortable being vulnerable.

Leaders should underline the importance of what was learned, not what went wrong. This allows the team to be open and honest about what’s really going on. Pivoting is a natural part of an agile marketing team, as well as putting more emphasis on what’s high-performing. This “nail it and scale it” approach will help turn a team from a static one that simply delivers into an innovative one that is really agile.



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4 tips to maximize your ad spend and protect the customer experience https://martech.org/4-tips-to-maximize-your-ad-spend-and-protect-the-customer-experience/ Thu, 21 Jul 2022 11:00:08 +0000 https://martech.org/?p=353418 How to ensure no ad dollar is wasted in an economic downturn

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When an economic downturn strikes, what’s the first thing you do? 

Eliminate wasteful spending. 

As marketers, we know well that our budgets are the first to get cut. Marketing is notoriously undervalued, even though research shows that companies who didn’t cut their marketing spend during a recession actually bounced back more strongly than those who did.  

However, this doesn’t change the fact that we all have a target on our backs, no matter our talent or seniority. And now that we’ve officially entered a bear market, uncertainties will only continue to grow. Regardless of your budget or headcount, it’s essential now more than ever to ensure no ad dollar is wasted by optimizing the ad-to-website experience.

Here are four ways you can make the most of your marketing budget while driving meaningful results for your business.

1. Audit your ads

No matter how hard you work to maximize your marketing spend, there will always be at least one campaign or channel that just isn’t giving you the most bang for your buck. In fact, studies show that 26% of marketing budgets are wasted on ineffective channels and strategies. 

While this is a common problem among marketers, you need to be particularly aggressive about maximizing ad spend in a period of economic uncertainty. Ensuring you’re not wasting a single ad dollar, impression or website visit should be your north star right now. In order to do this, you need to review your current advertising efforts to understand what’s working and what’s not.

As you review your ads, ask yourself these questions:

  • Targeting: Is everyone on your list the best fit for your brand or product, or can you narrow down your targeting further? It may cost more, but they’ll be higher quality and more likely to convert.
  • Engagement: What is your cost per click and cost per conversion? Which ads are driving the most engagement and which are driving the least? Are the most engaging ads also your biggest revenue generators? If not, go back and revisit your targeting.
  • Landing pages: Is there continuity from your ad to your landing page? Is the landing page static, or does it dynamically adjust based on the visitor or buyer segment? Beyond brand continuity, you’re also looking to deliver a seamless buyer experience.
  • Channels: What is your spend and ROI for each channel? Which channels are driving the most conversions and which are driving the least? Are you hitting the benchmarks for those channels for your industry? If you don’t know what the benchmark is, ask your rep—they all have baseline benchmarks per industry.
  • Bidding: Are your bids manual or automated? How can you optimize them for maximum reach and budget efficiency?

2. Test, test, test

Being agile is one of the best qualities you can have as a marketer in an economic downturn, so use this as an opportunity to prove your value. If you’re going to make every ad dollar count, you need to test your messaging before launch, optimize your creative throughout and constantly optimize your website and landing pages toward conversions throughout the entire lifecycle of each campaign.

Whether you choose to A/B test, use rules, or choose Continuous Conversion to “always be testing” it can take a lot of time and resources you might not have. Consider how AI and machine learning can help you optimize your ads and landing pages to increase lift all while delivering a seamless ad-to-website brand experience to your customer. 

3. Protect the customer experience

All too often we spend so much time perfecting our ad copy or visuals that we forget about the post-click portion of the customer journey. But when we take the time to optimize the entire customer experience from the first touch to last, that’s when we see big results.

It’s no secret that customer experience has become one of the most important components of a purchase decision for B2B and e-commerce customers alike. Eighty percent of customers say they are more likely to purchase from a brand that offers a personalized experience. And while personalizing your ads is important (and is appealing to 90% of customers), it is just as essential to optimize and personalize all of the touch points that come after.

Here are a couple of ways you can create a seamless customer experience to boost campaign conversions and customer loyalty:

  • Take the time to truly understand your audience. Thoughtful research will not only help you target the right segments but will help you craft messages that resonate with them once you understand their hearts and minds. This is why it is paramount to look at both quantitative (e.g. analytics) and qualitative (e.g. heatmaps, surveys, chatbot logs) data to get a full picture of your customer behavior and motivations. Once you flesh this out you can then serve up dynamic content specific to the ad they clicked on, whether they’re a new or repeat visitor, which products or pages they have visited previously, and other contextual and firmographic attributes so you can deliver the right experience at every touchpoint.
  • Test everything. When you test, you cannot fail. Even when you carefully research your audience, you still need to remove assumptions from your marketing and test everything in the field. Our world is always changing, and so are your customer’s needs and context. When you approach every single step of your customer journey with a testing mindset, you’ll generate continuous learnings about your audience and better predict how they will behave. With these learnings, you can optimize your entire customer experience so that it resonates with your customers at any given time and compels them to convert. 

4. Lean on automation

We know these first three tasks are no small feat, which is why it’s essential to lean on automation to continuously optimize your ad spend, landing pages and customer experience.

Automation is key to doing more with less and driving greater efficiencies at scale. When set up properly, your good ideas combined with automation are like a superpower. It saves you valuable time on tedious or complex tasks so you can put more effort into what you do best: coming up with great ideas to connect with your audience and deliver them the best experience.

While automation can’t do everything for you, here are a few things it can help you with:

  • Programmatic advertising: This marketing strategy automates the purchasing of your ads through a real-time bidding process so you can deliver hyper-targeted ads to the right audience (and without all the work!). Plus, you only pay for relevant impressions and have control over the price, frequency, goals and targeting.
  • Segmentation: Automated segmentation allows you to take people who have seen your ads and automatically group them together based on their shared characteristics. Using these segments, you can create hyper-personalized experiences based on those attributes and save a lot of time, money and resources.
  • Website personalization: Your end goal is to drive people to your website and get them to take action, and automated website personalization goes a long way toward that conversion. Using an AI-powered personalization solution, you can dynamically deliver a hyper-personalized website experience that matches each unique visitor’s needs. A great machine learning solution will be continuously learning and improving to adjust the experience in real-time to audience and market behaviors without the need for constant babysitting.

Final thoughts

Remember, when you test you cannot fail, machine learning is your friend, and nothing is set on rinse and repeat. When you take an iterative approach to your digital advertising, you’ll look like a marketing hero. 

For even more tips to optimize your ads and landing pages, read this blog.

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