Digital Marketing Solutions Summit | Forum Events Digital Marketing Solutions Summit | Forum Events Digital Marketing Solutions Summit | Forum Events Digital Marketing Solutions Summit | Forum Events Digital Marketing Solutions Summit | Forum Events

Posts Tagged :

Gartner

Marketers ‘must focus’ on transcending disruption in 2025

With increased pressure to deliver growth and support cross-functional work, Gartner has identified three priorities for CMOs to deliver marketing excellence in 2025, namely Transcending Disruption, Elevating Enterprise Impact and Maximising Marketing Yield.

“Marketing faces extraordinary expectations heading into 2025, and CMOs cannot risk incremental change when the enterprise expects transformative results,” said Ewan McIntyre, VP Analyst and the Chief of Research for the Gartner Marketing Practice. “A sharp focus on marketing excellence is key. By applying the resources CMOs have with ever greater vision and discipline, they will earn the confidence of the business to expand their leadership and stewardship of resources.”

In a survey of 395 CMOs conducted in February and March 2024, respondents said they devote almost 40% of their budget to activities focused on change and transformation. The problem is that constant disruption diverts attention from long-term goals. CMOs must identify where tactical thinking has replaced strategic discipline and dedicate resources to ongoing strategy management, such as staff time, training and tools.

“A strategy management capability is a self-funding investment. While managing strategy is a core part of the CMO role, it cannot happen without a supporting organizational capability,” said McIntyre.

Gartner asserts that many CMOs are not fulfilling their growth potential – both in terms of delivering business results and maximizing their leadership effectiveness. In a survey of 125 CEOs and CFOs conducted in August and September 2024, executive leaders reported that only 14% of CMOs are effective at market shaping, or influencing market dynamics by identifying and fulfilling unmet customer needs. Companies where CMOs are effective at market shaping are 2.6 times more likely to exceed revenue and profit goals.

Market shaping CMOs distinguish themselves from C-suite colleagues with their exceptional skill-level in data-based decision making, strategy management and market knowledge. These skills help CMOs make meaning from data and convert trends into visionary strategies.

“This is a different skill set than merely understanding or empathizing with the customer,” said Sharon Cantor Ceurvorst, Vice President, Research in the Gartner Marketing Practice. “With customer data increasingly available to all functions, the CMO edge lies in knowing how to synthesize insight from an array of different sources to find opportunities for differentiation.”

With customer understanding being a significant driver of marketing-led growth, CMOs should be concerned that many customers feel misunderstood by brands. In a survey of over 6,000 U.S. consumers conducted in July and August 2024, 58% reported that the companies trying to sell them something don’t have a good understanding of their needs and preferences. The consequence is that many marketing campaigns underperform, wasting budgets, resources and opportunity.

“What’s perplexing about this is that marketing has never had more access to data, or more technology tasked with building customer understanding and targeting messages. Right now, technology-driven customer engagement is at an inflection point,” said McIntyre. “The vast majority of marketing teams are accelerating AI initiatives; 95% of CMOs in 2024 reported that GenAI investments are a priority.”

Gartner says CMOs must avoid the pitfalls of AI-driven excess and prioritize customer journey investments with the greatest economic return. A data- and hypothesis-led approach will help rebuild emotional connections with customers who are feeling misunderstood and drive a mutually productive growth engine.

Photo by Carl Heyerdahl on Unsplash

Business leaders and staff agree company brand identity linked to success

The Gartner Marketing and Narrative Impact Survey of 1,154 business leaders and employees across North America and the United Kingdom in November and December 2023 found that 75% of respondents agree their organization must do a better job aligning external audiences’ views with company identity and direction.

Despite marketing’s accountability for brand, 72% of leaders report their marketing function is not instrumental to their company’s business evolution.

“Nearly all companies are evolving in some way to set themselves up for future success, whether by shifting capabilities or offerings, catching up to market expectations, or reaching new target audiences,” said Dorian Cundick, VP, Advisory in the Gartner Marketing Practice. “This presents a huge opportunity for marketers to bring audiences along to support this journey—fueling revenue growth and helping increase perceptions of marketing as a critical partner in business evolution.”

Gartner research shows that when audiences understand a company’s business evolution, they’re more likely to buy from, work for, or otherwise support that company. In fact, business leaders who report strong audience understanding of their business evolution are 1.4x more likely to surpass revenue objectives.

“Marketing leaders must invest in a corporate narrative to create a bridge between brand and strategy,” Cundick said. “While the story of who an organization is and where it’s going is a powerful tool to support business evolution, it isn’t as effective as it could be – the average employee uses them only about a third of the time. Infrequent use of narrative material is associated with a lower likelihood of exceeding performance goals.”

In order for corporate narratives to achieve their full effect and generate value, CMOs must take a different approach to engaging in narrative efforts

A Gartner survey in November and December 2023 of 180 business leaders involved in moving forward their company’s business evolution found that skewing leadership efforts towards activation relative to development lifts business performance by 23%. When leaders focus disproportionately on activation, they also rate marketing as more instrumental to their company’s business evolution.

“Marketing is most likely to be seen as a strategic partner in business evolution when leaders play a significant role in narrative activation efforts like mobilizing the narrative externally through campaigns, as opposed to development activities like finalizing the narrative framework, or testing it with key stakeholders,” said Cundick. “Leadership involvement in activation helps ensure that narrative materials have ‘fit’ – meaning they’re contextualized for employees’ needs and are more likely to connect key audiences to the narrative.”

The Gartner Marketing and Narrative Impact Survey found most employees are trying to accomplish at least one of three things when they communicate about company identity and direction:

  • 79% of employees want to align, creating line of sight between individuals and organizational identity.
  • 64% want to persuade, influencing others in support of organizational identity and direction.
  • 80% want to connect, building a sense of personal and shared connection to the organizational identity and direction.

Marketing teams should create resources like guidelines, proof points, tools and templates to help employees align and persuade others. For the connect use case, draft messaging and experiences that help employees see themselves in the narrative. Many of these materials can be developed at the same time as the narrative itself is being finalized, as long as different teams coordinate their efforts.

“When CMOs play a more strategic and visible role in business evolution, business performance improves, and marketing’s value becomes more clear,” Cundick said.

Photo by DocuSign on Unsplash

87% of marketers worry about technology replacing jobs in ‘red flag’ for CMOs

With evolving organisational dynamics and rapid technology changes, 87% of marketers are concerned about technology, including GenAI, replacing jobs in their industry.

A Gartner survey of 627 marketers between August and September of 2023 found that 89% of marketers are concerned about layoffs at their company. While the majority of marketers are optimistic about their career progression and skill preparedness, 55% report experiencing mismatched job expectations in their current roles.

This is compounded by environmental uncertainty and undue burden from marketing technology: 61% of marketers reveal they have encountered a technology and/or process change in the past 12 months. In addition, marketers also cite instability in leadership as a factor, with 20% having experienced a recent change in senior marketing leadership.

“These findings should be a red flag for CMOs, as high environmental uncertainty, mismatched role expectations and martech burden can lead to burnout as well as increased attrition,” said Iliyana Hadjistoyanova, Director, Advisory in the Gartner Marketing Practice. “CMOs must refocus their talent strategy and prioritize development with a strong focus on upskilling and change management to ensure their function is prepared in the face of ongoing disruption.”

Additional Gartner survey findings that will better equip CMOs to respond to the fast-evolving landscape include:

A Gartner survey of 405 martech leaders between May and June of 2023 found 63% report that marketing lacks the technical skills to successfully integrate and operate some of the technologies in their stack.

“These leaders are seeing integration and skill gaps as driving these issues,” said Hadjistoyanova. “It is crucial that CMOs closely align with their martech leaders to establish talent development plans that not only assess but address these skill gaps. Martech investments have a direct impact on the employee experience, and CMOs must weigh these costs and benefits.”

Despite the acceleration of GenAI, which 47% of marketers are already using, the majority expressed concern about technology replacing jobs in their industry. In fact, a Gartner survey of 822 business executives between September and November of 2023 revealed that 26% of marketing leaders plan headcount reductions as a result of GenAI in 2024.

“When employee fears go unchecked, an environment of increased uncertainty will insufficiently prepare marketers for a successful future,” said Hadjistoyanova. “By developing robust talent plansthat incorporate the use of GenAI and work to increase skill preparedness, CMOs can mitigate its impacts on employees’ wellbeing, leading to overall engagement and retention. These actionable steps must address role transition and fit-for-purpose employee learning, as well as cover technology and process changes related to GenAI adoption.”

Marketers who engage in higher GenAI use are 30% less likely to report high burnout, and 40% less likely to intend to leave their jobs in the next year.

“Marketing’s use of technology is constantly adapting, and the accelerated adoption of GenAI will encourage greater performance and engagement, enhance creativity, as well as free up time and allow marketers to engage in more thought-intensive work,” said Hadjistoyanova. “While CMOs cannot fully insulate their employees from change, they must take early action in change management in a clear and transparent manner to ensure employee buy-in and mitigate any negative impacts of change.”

Photo by Jonathan Kemper on Unsplash

Marketers at loggerheads with IT departments over data

Seventy-eight percent of organisations report centralising customer data management within information technology (IT) teams, with marketers bemoaning the fact that use of new tech is often restricted by their cyber overlords.

The Gartner survey of 405 marketing leaders conducted in May and June 2023 found 59% of marketers agreed with the statement that “our IT policies and/or strategy constrains our use of emerging technologies.”

“Collaboration between IT and marketing has traditionally been focused on selecting applications with their own data stores, such as a marketing automation solution which stored contacts, leads, and content,” said Benjamin Bloom, VP Analyst in the Gartner Marketing practice. “Diversification of the usage of customer data, beyond marketing, forces marketers to re-evaluate how their applications interact with enterprise-wide data. Successful CMOs should seize the opportunity to re-focus and leverage a new class of cloud-based IT resources, unless they fall short of marketing’s needs.”

Marketing’s autonomy over their own technology choices is also shifting based on the vital role that data and cohesive workflows play in productivity: 78% of respondents said they must select their solutions from pre-approved vendors and platforms.

The survey also found that across key martech activities, IT is on average taking greater ownership, and the frequency of marketing teams with sole ownership is receding. This shift spans both business-centric work such as acquisition of budget for martech, and driving adoption and utilization to support customer journeys, to more technical work such as configuration and deployment of new martech, and managing vendor relationships and contracts; management of all of these shifted toward IT year-over-year.

Overall, while martech teams were open to letting marketing and IT play to each others’ relative strengths, the share of respondents stating IT had sole responsibility or was leading with marketing in support increased across every activity for which there was year-over-year data between 2022 and 2023.

“In a perfect world, marketers lead more business-focused work, and IT leads more technical and integration activities. The focus should be on getting the work done, not a territorial battle,” said Bloom. “Many marketers will welcome this shift given the dependence of many technical activities on underlying data warehouse infrastructure owned by IT, but just as encouraging is the increasing business-savvy from IT teams which can drive the ultimate goal of productive martech stacks.”

Generative AI leads inflated expectations on the 2023 emerging tech ‘hype cycle’

Generative artificial intelligence (AI) is positioned on the Peak of Inflated Expectations, projected to reach transformational benefit within two to five years.

The Gartner Hype Cycle for Emerging Technologies, 2023 report encompasses Generative AI within the broader theme of emergent AI, a key trend on this Hype Cycle that is creating new opportunities for innovation.

“The popularity of many new AI techniques will have a profound impact on business and society,” said Arun Chandrasekaran, Distinguished VP Analyst at Gartner. “The massive pretraining and scale of AI foundation models, viral adoption of conversational agents and the proliferation of generative AI applications are heralding a new wave of workforce productivity and machine creativity.”

The Hype Cycle for Emerging Technologies is unique among Gartner Hype Cycles because it distills key insights from more than 2,000 technologies and applied frameworks that Gartner profiles each year into a succinct set of “must-know” emerging technologies. These technologies have potential to deliver transformational benefits over the next two to 10 years (see Figure 1).

Figure 1. Hype Cycle for Emerging Technologies, 2023

Source: Gartner (August 2023)

“While all eyes are on AI right now, CIOs and CTOs must also turn their attention to other emerging technologies with transformational potential,” said Melissa Davis, VP Analyst at Gartner. “This includes technologies that are enhancing developer experience, driving innovation through the pervasive cloud and delivering human-centric security and privacy.”

“As the technologies in this Hype Cycle are still at an early stage, there is significant uncertainty about how they will evolve,” added Davis. “Such embryonic technologies present greater risks for deployment, but potentially greater benefits for early adopters.”

Four Themes of Emerging Technology Trends

Emergent AI: In addition to generative AI, several other emerging AI techniques offer immense potential for enhancing digital customer experiences, making better business decisions and building sustainable competitive differentiation. These technologies include AI simulation, causal AI, federated machine learning, graph data science, neuro-symbolic AI and reinforcement learning.

Developer experience (DevX): DevX refers to all aspects of interactions between developers and the tools, platforms, processes and people they work with to develop and deliver software products and services. Enhancing DevX is critical for most enterprises’ digital initiative success. It is also vital for attracting and retaining top engineering talent, keeping team morale high and ensuring that work is motivating and rewarding.

Key technologies that are enhancing DevX include AI-augmented software engineering, API-centric SaaS, GitOps, internal developer portals, open-source program office and value stream management platforms.

Pervasive cloud: Over the next 10 years, cloud computing will evolve from a technology innovation platform to become pervasive and an essential driver of business innovation. To enable this pervasive adoption, cloud computing is becoming more distributed and will be focused on vertical industries. Maximizing value from cloud investments will require automated operational scaling, access to cloud-native platform tools and adequate governance.

Key technologies enabling the pervasive cloud include augmented FinOps, cloud development environments, cloud sustainability, cloud-native, cloud-out to edge, industry cloud platforms and WebAssembly (Wasm).

Human-centric security and privacy: Humans remain the chief cause of security incidents and data breaches. Organizations can become resilient by implementing a human-centric securityand privacy program, which weaves a security and privacy fabric into the organization’s digital design. Numerous emerging technologies are enabling enterprises to create a culture of mutual trust and awareness of shared risks in decision making between many teams.

Key technologies supporting the expansion of human-centric security and privacy include AI TRISM, cybersecurity mesh architecture, generative cybersecurity AI, homomorphic encryption and postquantum cryptography.

B2B buyers value 3rd party interactions more than those with digital suppliers

B2B buyers report that they value third-party interactions 1.4x more than digital supplier interactions, according to new Gartner data.Its survey of 771 B2B buyers conducted in November and December 2022 revealed some third- party interactions, such as reading customer references or reviews and consulting directly with third-party experts, are better suited to provide customers with value affirmation.

“Buyers want to feel confident throughout their purchase journey, and third-party sources can help get them there,” said Rick LaFond, Director Analyst in the Gartner Marketing practice.

The survey showed YouTube as the top social media channel to influence a recent B2B purchase decision, followed by Facebook, Instagram, Twitter, LinkedIn and TikTok (see Figure 1).

 

Figure 1. Social Media Platforms Informing Recent B2B Purchase Decisions

Source: Gartner (June 2023)

“Social channels are extremely under leveraged platforms for B2B brands,” continued LaFond. “Marketers can go beyond using social channels for flashy short-form videos promoting brand values to truly demonstrate how the brand supports different customer needs and pain points across various stages of the buying process.”While third-party interactions are top of mind for B2B buyers, a supplier’s digital channels still can have a large impact on the purchase process. When asked to identify which digital supplier interactions were engaged during a purchase decision, B2B buyers identified a supplier’s website as the most leveraged channel, followed by the supplier’s social media channels, an online search for the supplier and the supplier’s interactive tools (e.g., product recommenders, price calculators).

“Brands do not need to have their social strategy solely rely on third-parties,” said LaFond. “The data clearly shows that buyers are approaching social from a holistic buying perspective.

“Brands’ digital experiences must improve if they are so far down the list of what customers value. Most B2B CMOs are probably not tapping into the return of third-party interactions despite the weight they carry in serving as information sources for their buyers.”

‘Catalytic marketing’ will allow CMOs to drive profitable growth

Catalytic marketing experiences provide the greatest boost to commercially productive behaviours such as paying a premium or referring other customers to the brand.

That’s according to analysts at Gartner, who categorise catalytic marketing experiences as those that change customers’ understanding of their own needs and make them feel more confident moving in a new direction.

During the opening keynote of the Gartner Marketing Symposium/Xpo, Gartner experts explored how catalytic marketing can help alleviate the pressures CMOs are under to deliver profitable, digital growth amid disruption.

“In a pressurized environment, CMOs are eager to optimize their investments and justify their existence,” said Carlos Guerrero, VP, Advisory in the Gartner Marketing Practice. “Yet they overcompensate in their customer-focused activities, continuously investing in more channels, technology, customer data and personalization.

“The singular focus on customers results in a series of escalating and unprofitable investments in experiences that customers find invasive and tune out. To spark productive, lasting changes in organizations and audiences requires catalytic marketing.”

Catalytic experiences help marketers do less to get more: They don’t require additional integrated data, engagement across channels, nor more technology or a fully optimized engine for journey orchestration – all of which caters to CMOs’ budget and resource constraints.

Instead, they require one meaningful opportunity that prompts customers to stop and think, change their perspective on something they knew well, or teach them something entirely new about the brand.

Gartner research shows that a single catalytic digital experience doubles the likelihood of commercially productive behaviors. It matters even more than having a large number of memorable brand interactions and rating all of them as high-value.

For example, one cosmetics company provided customers with an AI-powered assessment of their unique skincare needs, simulating an in-person beauty advisor. Customers could reflect on and explore skin improvement goals based on an honest appraisal of their skin’s features compared to other people their age.

“The cosmetic brand went beyond being just another product recommender by supporting customers’ own self-assessment of their skin prior to being routed to any product recommendation,” said Lizzy Foo Kune, VP Analyst in the Gartner Marketing Practice. “Ultimately, the catalytic experience it provided deliberately elicited a moment of self-reflection that gave customers the confidence to commit to a new skin care regimen, providing lasting change in their target audience.”

The Three C’s of Catalytic CMOs: Clarity, Connections and Courage

Catalytic marketing must be supported by a distinct management orientation that allows CMOs to create and deploy these experiences at scale.

Catalytic marketing leaders demonstrate and cultivate unusual levels of:

  • Clarity (of strategy) – They willingly articulate a limited set of core objectives and brand traits, and exercise discipline in pursuing a small number of strategically important activities.
  • Connections (of capabilities) – They prioritize capabilities and management techniques that enable coordinated, adaptive use of resources, including converged channel management and cross-channel customer experiences.
  • Courage (of convictions) – They defend choices to constrain remits, push back on urgent but unimportant requests, and opt to pare or devolve ownership of non-core tasks or investments.

“Progressive CMOs are breaking free from the cycle of more by embracing catalytic marketing and, in the process, shifting from growing marketing’s scope to growing marketing’s success as an efficient growth engine for the enterprise,” concluded Guerrero.

81% of senior marketers have contingency plans… but only 21% follow them

Eighty-one percent of marketing leaders have established a contingency plan to respond to disruptions, according to a survey by Gartner, but just 21% of respondents said they follow these plans, as marketers weather the storm of continued economic and geopolitical uncertainty.

A Gartner survey of nearly 400 marketing leaders conducted in November and December 2022 revealed that 44% of digital marketing leaders who enacted a contingency plan during an economic disruption event exceeded organization year-over-year profit growth.

“With ongoing economic and geopolitical disruption, contingency plans are more important than ever,” said Greg Carlucci, Senior Director Analyst in the Gartner Marketing practice. “Having a plan is a good first step, but following through on that plan when disruption occurs is what really matters.”

Nearly all respondents reported adjusting their marketing budgets in response to the current economic environment.

Positive budget adjustments are an effective way to counter disruption: Respondents who increased spending relative to their contingency plan were nearly two times more likely to achieve year-over-year profit growth than those who decreased spending or did nothing.

In contrast, just 5% of respondents decreased their spend, reflecting marketing leaders’ increased appetite for budget to deliver against their organizational objectives.

The three most utilized digital channels for B2B marketing organisations executing their 2022 marketing strategy were email marketing, social advertising and SEO, highlighting the effectiveness of these channels during times of disruption.

Third of marketing budgets spent on operational excellence, but results inconsistent

Thirty-one per cent of marketing budgets are spent on the pursuit of operational excellence, despite having inconsistent impact on overall organisational performance.

Gartner surveyed over 400 marketing operations (MarOps) leaders between August and October 2022 to find that 94% of marketing organisations are formally pursuing operational excellence (e.g., improving processes, building new capabilities). This indicates an acceleration of investment since 2020, when only 49% of marketing organizations surveyed had a dedicated MarOps leader.

However, the survey found that 72% of operational excellence pursuits don’t actually demonstrate characteristics that align with success, putting enterprise growth and marketing transformation at risk.

“CMOs are under pressure to make every dollar count,” said Michael McCune, Senior Director, Advisory in the Gartner Marketing practice. “However, their teams are spending a large proportion of their budgets pursuing change and improvements in ways that aren’t effective.

“‘Business-as-usual’ marketing activities do have to change, but CMOs shouldn’t divert funds away from activities such as advertising and trade shows that could have a more significant impact on marketing’s overall remit to drive growth.”

Strong pursuits of operational excellence complement the day-to-day management of marketing’s work and are associated with characteristics such as automated workflows, effective use of Agile methods and persistent effort over multiple years.

Organizations with strong pursuits were 43% more likely to report exceeding their operational performance goals compared to organizations without strong pursuits, but at a greater cost: They spend 45% more than average and dedicate 18% of their staff to achieve MarOps excellence, compared to the average 5% of staff dedicated to all other pursuits.

“Marketing organisations can’t blindly or ineffectively invest in improvement at the expense of business as usual unless it shows results, given the tight economic and labor markets,” said McCune. “They need to lay a better foundation for that investment and can look to strong pursuits for guidance.”

In order to maximize the impact of future MarOps investments, Gartner says marketing leaders should:

  • Communicate to stakeholders that pursuits of operational excellence will not have a persistently high cost. A new pursuit likely has many opportunities to drive improvements, but it should not be a cost dragged on marketing over the long term. As improvement occurs, resource requirements for continuous improvement should diminish.
  • Seek resolution of known critical gaps. CMOs often know about systemic problems, but lack resources to address them at the start of operational excellence efforts. Make sure to have a dedicated team working to resolve one or some of the known critical gaps so that investment in the pursuit has early payoffs.
  • Ensure that MarOps efforts don’t duplicate enterprise initiatives. Alignment with operational excellence pursuits in sales and service functions is always a good idea, but CMOs should avoid neglecting the enterprise-wide efforts of other functions such as finance and HR that may lighten marketing’s lift over time.

Marketers use just 42% of their ‘martech stack’ capabilities

Marketers report utilising just 42% of the breadth of capabilities available in their martech stack overall, down from 58% in 2020.

Gartner surveyed 324 marketers in May and June 2022 to determine the state of marketing technology acquisition, adoption and use.

“CMOs reported allocating a quarter of their entire marketing expense budgets to marketing technologies in 2022,” said Benjamin Bloom, VP Analyst in the Gartner Marketing practice.

“Despite turbulent budgets in previous years and current economic headwinds, tech investments are a priority for CMOs and proving their ROI is more crucial than ever,” Bloom said. “Yet the challenges associated with martech underutilization, such as new business models and disrupted customer journeys, are making it difficult for marketers to demonstrate technology’s value.”

The 16 percentage point drop in overall martech utilization in the past two years can be attributed to a significant amount of overlap among marketing technology solutions (30% of respondents), difficulty identifying and recruiting talent to drive adoption/utilization (28%), and complexity/sprawl of the marketing technology ecosystem (27%).

Martech Stacks Prepare for a Cookieless Future With New Adtech and Commerce Capabilities

One of the tools identified by survey respondents that support innovative marketing channels was social commerce, with 62% of respondents saying they have deployed, or plan to deploy, such technology (see Figure 1). Technology to support advertising execution and measurement in audio and streaming/connected TV (CTV) environments has also found a base of support, with 65% of respondents exploring or piloting associated technologies.

Figure 1. How Marketing Leaders Are Leveraging Technology to Support Emerging Activities (% of Respondents)

Source: Gartner (September 2022)

Marketers also indicated interest in commercial activity within more emerging technologies. This includes the metaverse and non-fungible tokens (NFTs), with 62% exploring or piloting technology to support metaverse advertising and 59% exploring or piloting technology to enable creation of NFTs.

“The fact that marketers are already leveraging technology to support emerging activities underscores their desire to outfox the competition and get a head start on controlling their own destinies in a world of more fallible identifiers,” said Bloom.

To maximize the value of martech investments, Gartner recommends marketing leaders:

  • Infuse marketing technology adoption and utilization goals into team performance objectives to minimize wasted investments.
  • Manage the risk of expensive integrated suite investments. Establish alternatives to preserve negotiation leverage and persistently validate the vendor’s ability to support desired martech capabilities.
  • Review the approach to supporting customer journey orchestration with technology to ensure that martech and IT collaborate through capability-focused delivery teams using an iterative approach.
  • Avoid leaving investments in tools and technologies for social commerce, podcast advertising and CTV/over-the-top (OTT) streaming advertising to agencies or service providers by default. Pursue long-term in-house capability development around these tools and include them in their martech roadmap.
  • 1
  • 2