The relationship between strategy and technology is circular, not It's the interface by which marketing sees and touches the digital world. Technology is changing marketing. It is quite clear that technology has brought the marketing field a long way. The future is bright for digital. Just as marketers need to become more savvy about technology, data and analytics, so the technically minded staff on the digital side have to.
The technology used to achieve this, however, requires skills in mathematics, statistics and computing. How can these two different areas work together effectively? Digital marketing has also greatly increased relevancy. Messages can be targeted with a laser focus to very specific groups offering them relevant content. Meanwhile, the reach of campaigns has also increased greatly.
How technology is changing marketing | Media Network | The Guardian
With so many different ways that customers access media, whether through Facebook, YouTube, news websites, via mobile or tablet apps, a strong idea can quickly gain huge scale.
Marketers need to update their skills in order to make the most of these fast-moving, and highly relevant campaigns through digital.
They need to work closely with data specialists, web developers and social media professionals. Charles Wells, chief marketing officer at charity fundraising service JustGiving, told the panel that the marketer of the future needs to combine marketing and creative skills with an understanding of real-time technology.
He said his marketing team has data scientists, engineers, developers and user experience experts, who work together in small project teams to try and create growth.
This is a radical change from the way traditional marketing departments work, he said. He thought the big task for people in marketing would be to find their own niche: They are rising to this challenge, said Wells.
A fifth of staff at JustGiving are data strategists whose sole job is to identify patterns from the data the service gathers from millions of charity fundraisers. A vital quality for marketers in the fast-changing digital environment is curiosity, rather than any specific technical knowledge, said Adobe digital marketing director John Watton.
Reinventing Marketing in the Digital Era - MIT Technology Review
A question about the effectiveness of digital marketing was raised by audience member Steve Mullins, content director of brand-e. Lisa Bridgett, sales and marketing director at upmarket online fashion retailer Net-a-Porter, answered that marketers ultimately need to rely on their natural intuition rather than on technology. She referred to programmatic ad buying, where computers buy and place online ads in an automated way, and said that there are few people who really understand how such technology works.
Time and time again it plays out right. So you need to be dextrous in these two different worlds. But this is hard to achieve for many organisations and the two sides can end up in conflict. Pure digital players such as Net-a-Porter that have always been digital are structured for the digital age.
Should it be the chief information officer or the chief marketing officer or perhaps someone from a different department? The possible roles for the head of the marketing functions can be grouped into four categories.
In the role of top-line leader, marketing has a central strategic guidance function that directs all customer-facing activities and is accountable for the brand strategy, driving the organic growth agenda, and positioning the business for the future.
This emerging model of a CMO flourishes in companies with big global brands. Market advocates are especially prevalent in sales-driven organizations. Like top-line leaders, these CMOs are advocates for the customer and are responsible for bringing longer-term market and brand-building considerations into C-suite deliberations. While their role may be broad, they are primarily coordinators and communicators.
Reinventing Marketing in the Digital Era
Marketer as a service resource is the least influential CMO type. Such a CMO manages a group of marketing professionals that operates as a cost center, overseeing central marketing research and coordinating relationships with key marketing partners.
Finally, in the marketing as sales support model—particularly prevalent in smaller business-to-business companies that are reliant on intermediaries—many marketing activities have been folded into the sales group. For an organization to succeed and win in the digital era by deploying the marketing resources both efficiently and effectively, its CMO must embrace the dual responsibilities of creative and accountable delivery.
The marketing function exists to deliver increased enterprise value in the short, medium, and long terms. And it does so by optimizing the ability of marketing to generate top-line growth and reducing the cost of delivering that growth.
CMOs need to adopt this mindset and create a marketing culture that fully embraces it.