Technology IS the Big Idea


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There has been an important shift within the marketing department of organizations because of the use of technology. R2i's Director of Marketing, Natalie Staines, explains why it's something we've been watching for and how the role of the CMO is changing and what they will need to be successful within this new landscape in this years CMO Summit Webinar.

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  • We are a technology-enabled digital marketing agency. Our main offices are in Baltimore and Seattle but we also have a development team in St. Louis and a small office in NYC. We have a diverse team that covers all the core areas of digital marketing from web development and web experience management to the digital marketing campaigns needed to drive traffic and engagement with those web properties.
  • In part because of our bicoastal offices but mostly because of the breadth of our services, we’re fortunate to have a national client base. We do a lot of work with B2B tech companies, higher education, professional services and consumer products.
  • The approach we take with any of our clients starts and ends with Understanding. We work with clients to produce digital assets and strategies that will not only touch on their specific needs but that will engage their customers and allow them to generate ROI. We build beautiful online destinations and apply marketing tactics to drive traffic to those destinations.
  • This presentation is focused on an important shift within the marketing department of organizations. It’s something we’ve been watching for a while and it’s also something that Gartner and Forrester are reporting on. We want to take a look at how the role of the CMO is changing, why, and what CMOs will need to be successful in this new landscape.
  • This transformation is happening because of the technologies that are now integral to marketing AND CMOs can have more control over the transformation by understanding/owning those technologies.
  • There are a number of changes to react to from how marketing teams are organized, to the technologies they use, to how those technologies are funded and who is responsible for the ROI.
  • Ultimately, marketing and IT are joining forces. Most companies are seeing a data explosion with a rise in volume of data by 35 to up to 50% every year. In response to this there are investments and changes that CIOs are making which empower—and possibly challenge—CMOs.
    Percent of CIO respondents
    52% added software for marketing analytics capabilities
    16% shifted the tech budget to the marketing team
    38% deepened tech knowledge within the marketing team
    *9% granted the CMO control of IT marketing systems

    Quote source:
  • The new relationship between CMOs and CIOs is challenging but that doesn’t mean they aren’t happening.
  • Part of getting the collaboration right between CMO and CIO is in understanding what’s changed and what’s new. How does the CMO function in this new role with a focus on analytics and technology? It might seem simple but the big shifts in the CMO’s role are in their responsibilities, their team and the team’s skills and their ability to own their reference architecture. Reference architecture is a term previously owned by IT. However, it’s made it’s way into the marketing department and is essentially the marketing cloud. It’s the tools that allow marketers to deliver an integrated marketing experience—both for their customers as well as for internal teams. We’ll get into more of this in a few slides.
    The CMO has new responsibilities. These are things we discussed earlier—coordinating with the CIO, taking control of marketing technologies as well as the investments in those technologies. And of course, managing a new team and skills sets.
    *Quote source:
  • CMOs need to be proactive in finding the right people and technologies. Technologies will always require human intersection and insights so it is imperative that the new marketing team know how to provide that value. Marketing teams need to include content experts, data analysts, marketing technologists and yet another position gaining new stature is that of Chief Digital Officers and leadership with “digital” in their title.
    Another perspective on the CMO’s role in this news org chart comes from Chief Marketing Technologist:
    “The CMO doesn’t need to personally be the pinnacle of the marketing department’s technology expertise. However, he or she must assemble the right team to develop technology knowledge within the marketing organization. And the more technology savviness the CMO has, the greater the odds of success are with that leadership mission.”

  • So let’s drill into the technology part of this picture.
  • We agree with Adobe and Forrester. Technology has Become the Core of Marketing. Take a look at the percentage of marketing executives who have adopted technology in these main areas:
    Customer Relations: 88%
    Digital Marketing: 83%
    Customer Analytics: 68%
    Mobile Advertising: 49%
  • In addition, budgets are changing to support those investments.
    Budget % source:
    Quote source: Gartner, quoted in
  • This leads us to the discussion on reference architecture—your organization’s individual solutions for integrating your marketing technologies. The real question, is do you own yours? How many different tools are in your organization? Do different departments use different solutions for the same purpose? How many times have you changed your CMS or Marketing Automation Platform to find the “right” one? How long was the learning curve in your marketing department to get the right system in place and activated? Is it integrated with your other technologies? A reference architecture will be made up of numerous integrated technology platforms. They may be part of one Marketing Cloud or you may integrate them in other ways through the data they provide or content they manage.
  • There are plenty of individual technologies that support just customer relations, just analytics, just social or just mobile. For every digital marketing need, there are dozens of individual solutions. Many of them can be integrated via APIs as a third-party to your overarching platform but you still end up with disparate systems for all your needs.
  • One view of the current technology landscape is intentionally overwhelming. At its core though there are 5 primary layers: technologies that support Marketing Experiences; technologies that support Marketing Operations; technologies that provide the Marketing Middleware layer; technologies that serve as the ‘backbone’ platforms; and the technologies that provide the infrastructure on which everything else is built.
  • Then there are companies fighting to own the entire marketing cloud. Salesforce, Adobe, Oracle, IBM. These are behemoth companies with a suite of solutions for all the core pieces of marketing requirements and technology.
  • There are a few core pillars of a complete marketing cloud. Whether those pillars are supported by one unified solution such as the Adobe cloud or whether it’s a combination of systems, these are the tools that allow marketers to have an end-to-end ability to deliver and control their customer’s experience. Regardless of tool, there are also different maturity levels that organizations ultimately have. Studies show that organizations often utilize only a small percentage of the full capabilities of their marketing technology. Much like a crawl, walk, run approach, most platforms are setup to allow organizations to roadmap their digital maturity in realistic stages from a foundational layer up to a more intimate and closed-loop situation based on resources and how sophisticated they can be with their tools. Products may or may not be silo’d; they can be set up to be used independently but at a mature level, they will be used in an integrated manner across the organization.
    Foundational (Batch and Blast)
    Tactical (Segmentation)
    Strategic (1:1)
    Engagement (Real-time, Multi-channel)
    To give you a specific example of how different Cloud providers solve for these pillars, Adobe and Eloqua cover the bulk of the requirements with specific products.
  • And to put all this in context, here is a case study that shows how Computer Science Corporation, a multi-billion dollar ($16B) company completely revamped its marketing organization, its marketing technologies and built an integrated reference architecture that has helped them grow both in their digital maturity as a company and as a market leader. CSC’s marketing leadership took on the challenge to completely revamp and ramp up the company’s marketing program including online, offline and technolgies. Create a unified message and voice within the company from a marketing operations standpoint to keep all departments aware and at ease of changes to come. The details of this case study have been taken from interviews with Nick Panayi, Director, Global Brand & Digital Marketing who r2i has gotten to know at different events and from the presentations he has made publicly available.
  • Step 1. Content (push through technology) Step 2. Tools to manipulate content. (technology) 3. Analytics and people to figure out the model. (step where humans come in)
    The digital native and digital immigrant balance allowed CSC to put in place people who intuitively understand the power of digital marketing and the technologies that make up a digital ecosystem and have them work alongside people who understand and are passionate about the business processes and human elements of marketing. The digital infrastructure actually works to connect the teams.
  • CSC made its website the center of its digital ecosystem—its reference architecture--and built an infrastructure around it that feeds all its channels for sales and marketing and the lead generation/nurturing activity required to manage leads throughout their lifecycle. The one specific requirement they had in constructing this ecosystem was that it had to be flexible. They put in place tools like:
    Solutions: Tightly orchestrate the digital ecosystem
    Web: Proprietary CMS build and tools like Akamai, Adobe Test & Target, Kapost, Bing WebMaster, Adobe Survey
    Sales: Tools like Salesforce, Eloqua, Informatica
    Mobile: Tools like Appcelerator, Yahoo! Pipes
    Analytics: Google WebMaster, Adobe Insight, Adobe Analytics, Google Analytics, Demandbase
    Social: Tools like Jive, Adobe Social, Google Hangouts, Fliptop
    Advertising: Tools like Adobe AdLens, Google AdWords and DART
  • And to put all this in context, here is a case study that shows how a multi-billion dollar ($16B) data and software company completely revamped its marketing organization, its marketing technologies and rebuilt to have an integrated reference architecture that has helped them grow both in their digital maturity as a company and as a market leader simply by nature of having a more seamless experience for their customers.
  • Eloqua is CSC’s marketing’s database of record. Contacts and profiles stored in Eloqua. Behaviors and tracking of multiple dimensions of social, web and campaign behavior—this is all housed in Eloqua analytics. By keeping full control of the marketing database, the marketing team does not have to deal with territorial issues with sales database.
  • As of just a couple years ago, CSC’s social media was handled by the PR team as an outlet for press releases. The new marketing team wanted to focus on creating communities and leverage its own internal community of subject matter experts to become a part of the broader customer community. Marketing now runs CSC’s official social presence and guides the content. CSC launched a new virtual community and has consistent growth in its social channels but this is still an area where they have identified a lot of opportunity to provide content and community engagement focus.
  • Enhancing not only the analytics programs in place but also the analytics used within CSC took a lot of internal education. Because only SiteCatalyst was in place originally, Nick did a lot of internal presentations with an “envision this” approach. Ultimately it worked because now CSC has its own “big data” set pulled from its many systems. And, they have the most important element of an analytics program—a data analyst who brings business intelligence expertise to the marketing team. This is how they achieve ROI, through the predictive modeling the analyst performs. This also creates a better connective tissue with sales and has improved their ability to do true personalization with their customers. Much of the pain of budget planning, back and forths between departments, “proof” that KPIs have been met and accuracy of lead association, insecurity of data sources—a robust analytics program coupled with a data analyst has eased these typical enterprise pains.
  • The process from ‘start’ to what will never be finished had an impressive timeline. Despite an overwhelming amount of internal “legislation” and communications, thanks to numerous simultaneous efforts, CSC’s new marketing organization took off in six months. The build and launch of the new website all happened within a year and though many things were done in phases it was the quick activation and integration of Eloqua and CSC’s suite of Adobe products that really helped to kickstart the new programs.
  • Technology IS the Big Idea

    1. 1. PRESENTED TO: CMO SUMMIT Technology IS the Big Idea March 3, 2014
    2. 2. #2
    3. 3. #3
    4. 4. #4
    5. 5. 55 A study of 1700 CMOs worldwide confirmed that marketers believe their profession is being transformed by big data, the proliferation of mobile devices and the emergence of social media. #5 *Source: IBM, 2012
    6. 6. 6 THE CMO’S NEW ROLE #6
    7. 7. 7 THE CMO’S NEW ROLE #7
    8. 8. 8 THE CMO & TECHNOLOGY #8 Source: The Atlantic, October 2012 An Atlantic survey of CIO respondents showed that:
    9. 9. 9 #9 Source:, September 2013
    10. 10. 10 • New responsibilities • New organization chart and team skills • Owning the reference architecture THE CMO’S NEW ROLE #10 *Source: Chief Marketing Technologist, November, 2012 1 in 4 CEOs rank “technical expertise” as one of the top three qualities they look for in CMOs*
    11. 11. 11 • 70% of companies staff a Chief Marketing Technologist; 80% of those CMT’s report to Marketing, not IT** The CMO must assemble the right team to develop technology knowledge within the marketing organization.* THE CMO’S NEW ORG CHART & TEAM SKILLS #11 *Source: Chief Marketing Technologist, July 2013 and November 2012; **Source: Gartner Key Findings, March 2013
    12. 12. 12 #12 Source:, September 2013
    13. 13. 13 #13
    14. 14. 14 Technology has become the core of marketing THE MARKETING TECHNOLOGY LANDSCAPE #14 Source: IBM, 2012
    15. 15. 15 Investment and ROI The CMO will spend more on technology than the CIO by 2017.—Laura McLellan, Gartner Analyst The challenge is for the CMO to turn the technologies into revenue generating platforms. INVESTMENTS IN MARKETING TECHNOLOGY #15 Source: YAHOO! Finance, April 2013
    16. 16. 16 Reference Architecture: Do you own yours? • Web Content Management (WCM) • Marketing Automation • Optimization • CRM • Analytics and Reporting • Media Buying • Social / Community Management Integrated Technology Platforms #16
    17. 17. 17 Technology has become the core of marketing. It IS the big idea. THE MARKETING TECHNOLOGY LANDSCAPE #17
    19. 19. 19 Companies competing for the marketing cloud all integrate: • WCM (content) • CRM (sales) • Marketing Automation (custodian of digital profile) • Media and programmatic advertising • Social community management • Search tools 40% of CMOS confirm these top three keys to marketing success* • Corporate Website • Social Marketing • Digital Advertising LEADERS IN THE MARKETING CLOUD #19 *Source: Gartner 2013
    20. 20. 20 THE MARKETING CLOUD Core Cloud Capabilities Analytics Optimization WCM Marketing Automation Social Media Management Adobe Adobe Analytics Adobe Target Adobe Experience Manager Adobe Campaign Adobe Social Adobe Media Optimizer Oracle | Eloqua Marketing Measurement Targeting & Segmentation Content Marketing Campaign Management Social Media Marketing ------ #20
    21. 21. 21 Case Study: CSC’s Journey to Best Digital Practices Situation Overview: CSC had historically not needed to focus on marketing due to the nature of their products and sales process until recently. The market got smaller, customers were making informed buying decisions well before contacting sales and competition increased. With new leadership in place, CSC had an opportunity to address their gaps in marketing and infrastructure and leapfrog their competition thanks to not having any legacy systems. The Goal: Put in place a best in breed digital infrastructure that would empower a next-generation digital marketing organization. #21
    22. 22. 22 Case Study: CSC’s Journey to Best Digital Practices The People Balance between digital natives and digital immigrants Understand digital infrastructures Business savvy wrapped around tech core Webmaster Analytics master #22
    23. 23. 23 #23
    24. 24. 24 Case Study: CSC’s Journey to Best Digital Practices Solution Focus: Website Redesign Goal: Reduce content to most relevant content for buyer journey; help move CSC to a more centralized model; implement a fully customized, proprietary CMS that can be updated on the fly with internal requirements #24
    25. 25. 25 Case Study: CSC’s Journey to Best Digital Practices Solution Focus: Content Marketing Goal: Hire professional journalists to write copy; focus on editorial rather than marketing copy; tell stories rooted in intelligence; use content to humanize the CSC brand; create diverse content types (video, case studies, infographics, panel discussions, white papers) •Create content that intersects traditional and new media •Apply SEO to make content discoverable •Use data to make informed content decisions #25
    26. 26. 26 Case Study: CSC’s Journey to Best Digital Practices Solution Focus: Marketing Automation Goal: Implement and optimize Eloqua to reach customers at key points in journey (Attract, Nurture, Prioritize, Sell), connect them with CSC’s demand center; codify demand generation #26
    27. 27. 27 Case Study: CSC’s Journey to Best Digital Practices Solution Focus: Enhance Social Marketing Goal: Engage its 98,000 employees in social to showcase the company’s problem-solvers; use “social forensics” to connect digital body language with user profiles; build and leverage an expanding social sphere of influence #27
    28. 28. 28 Case Study: CSC’s Journey to Best Digital Practices Solution Focus: Enhance Use of Analytics Goal: Use extensive analytics and data mining capabilities to optimize campaigns; implement full suite of marketing dashboards that show comprehensive campaign and customer specific views, omni-channel including interactions, cross-channel attribution, multi-level holistic views; use expertise of data analysts for predictive modeling #28
    29. 29. 29 Case Study: CSC’s Journey to Best Digital Practices • Time Period: Multi-year effort; 2011-2013 • Results: • Implementation of executive level dashboards to clearly communicate lead generation and sales progress • Use of multi-channel lead attribution modeling to predict ROI • Increased viewership of important content • Increased time spent on site #29
    30. 30. 30 Case Study: CSC’s Journey to Best Digital Practices For more information on CSC’s journey to digital best practices: #30
    31. 31. 31 The marketing software we choose affects what marketing can do. #31 Source: Chief Marketing Technologist, December 2013
    32. 32. 32 Thank you! Natalie Staines Director of Marketing R2integrated m Twitter: @r2integrated Upcoming Events March 14, Boston: Navigating Marketing Automation April 1-3, San Antonio: CMO Summit April 28-30, Miami: NetFinance #32