I’d like to start by telling you a little story about myself. I started at Intel in 1992 as a Technical sales engineer, and spent most of my career covering sales accounts like Toshiba, eMachines (for those of you that remember them), and Gateway. I moved into marketing by way of product engineering (describe the story on Viiv). Fast forward to 2015 and I still consider myself an engineer at heart but I’ve moved into what I’ll call a technologist working on a lab. Labs are playgrounds for testing, for looking at new approaches, they are open communities for scientist to create hypothesis and see if they work. Labs invent the future.
This lab technician approach is how I view marketing in 2015, it’s about thinking of us more like a lab, where we test, optimize, look for trends, innovate and invent.
This has been an evolution over time as I’ve found more people “like me” to think about marketing in a new light.
And my role has changed over the years. What once started as a field sales engineer, has shifted into more aligned to my actual skill set and background of technology. Which aligns naturally with my role at Intel, where we believe that technology is and will be the potential for human growth and potential.
If we break down the definition of technology there’s really 2 parts: Use knowledge – or to me they use the resources they have (things like experience, capabilities, strategies, processes) To solve problems – which translate to solving business challenges and needs
There’s much talk about the new role of a CTO (Chief Technology Officer), and I don’t know that I agree with this assessment or need, I believe that marketers should become more technologist and focus on the science of marketing than adding another C-Suite to the mix.
So what’s inspired this? It happens to be something that Intel (and me) are at the heart of our business. It’s called Moore’s Law, which is doubling the transistors (density) every 2 years. We have been living and breathing Moore’s Law since 1965 (4 years before Intel was started). It’s so critical to our company that it’s part of our corporate vision “Utilize the power of moore’s law by bringing smart and connected devices to every person on earth.
Example: phone performance the equivalence of this room in terms of processing capability.
So how has Moore’s law affected our marketing industry? Well let’s look at banner advertising and website designs and how it’s transformed over the last 20 years. While you might argue that banners are a poor example of todays customer experience, they are and will be one of the most impressive marketing capabilities of our time. Just think about it….we can serve a piece of content from a brand through agencies and ad servers directly to a publishers site (and done through bidding) in millsecondes. Back 20 years ago, that would have taken 4 weeks from start to finish. And the website designs, back in 1995 these were manual, hand code and you’d have to FTP these files to servers, to Flash to now HTML5 and web publishing (like Wordpress) and you can be up in minutes, literally.
1995: manual, hand coding, FTP’ing files to web server 2000: started to have wiziwig editor (1997), Flash, CSS 2015: HTML and CMS (website platform like word press)
But unfortunately as we all know, this has created a bit of a mess. When these lumiscape files come out, all of us marketers send this file around and admire how complicated our jobs are. I’m not admired at all, in fact I’m a bit outraged. Why? Because this is distracting me and it’s distracting our business.
I did a quick look just for fun as I was preparing for this speech to see how many cold calls I’ve received since Jan’15….the number? In 71 days I’ve received over 75 emails about “here’s how we can help” which adds up to 1 / day. That’s 1 email a day I have to delete because they are trying to sell us something.
There are 2000 companies on this list and just in the marketing automation section along it a $2B business. Revenue growing over 60% YoY
There are 947 different marketing technologies available to marketers in 2014. That’s up from ~350 in September 2012 and ~100 in August 2011
In 2017 it’s been said that a CMO will be outspending the CIO in technology.
2018 digital is expected to capture about 1/3 of the advertising budget worldwide.
RTB will account for 33% and $18.2 billion of U.S. digital ad sales in 2018.
As a result of the evolution of technology this is what our model looks like:
Technology is leading The people are catching up And process is lagging an in many cases there is no process at all
We need to balance that and equally weight the process with the people and technology.
We need to be choosing and integrating technology needs and providers to match our organization needs and business models.
Let’s start by talking about the people. This has been an area of our focus of the last 12 months, especially with a new CMO on board and a new corporate imperative to change our brand and culture.
Intel employees tend to stay in our jobs a long time and reinvent themselves (like me ), but there’s a time where you need to focus on deep expertise vs. generalists. New skills are trainable and in fact they are required but that’s not enough, you need to also strengthen your bench and bring in new talent, people with deep and long history of experiences. We went through this process last year and unfortunately turned over 33% of my team, as a result I added new hires in the areas I felt were most strategic: data scientist, customer experience, and operations
People need to be more comfortable with a seat at the table talking with IT
Marketing technology must be managed holistically
Definable Repeatable Scalable
Becky Brown (Marketing Technologist) Geekfest
Marketer to a Marketing Technologist
Vice President Global Marketing and Communications
Director, Digital Marketing & Media
New Skillset “Change Agents”
• Expertise vs. generalists
• Trained vs. acquired
• Strategic hires (data scientist,
• Comfortable with data and
• New vocabulary
• Deepen partnership with IT
• Executive support with the “carat and stick”
• Readiness, scale and implementation
• Documentation and training
• Developing simple core platform construct
• Test and learns
“My advice would be to look for
how you can make a long-term
enterprise out of what you're
trying to do rather than just a
Gordon Moore, 2015