Marketing leaders acknowledge the challenges of working with functional areas and departments simultaneously
CMOs point out that as a strategy it is a better investment of time to meet clients with relevant offers, instead of simply publishing accurately-placed ad campaigns. This is an all-hands effort to acquire and retain relevant business with the client in the driver’s seat. It puts pressure on teams to simplify their operations, and it’s critical that such efforts are in proper alignment.
Cross-department partnership can often be viewed as a people issue. However, it is vital to consider the technology and tools also. A marketing department may have a range of project management software, customer relationship management database, analytics platform, website content management system, email platform, etc. Scale that list to include other teams like customer service and sales properly, and it transforms into a large toolkit.
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Marketing leaders acknowledge that organizations need reliable products and resources for a successful job, but successful marketing doesn’t require purchasing all the tools. Investing in marketing technology should be logical from a holistic level.
Strategy needs to be streamlined
It is vital to clearly define the goals and understand which key performance indicators are needed to be measured. From that point, leaders can explore if the technology satisfies the requirements. If the final goal is to develop a new business, it is important to pay attention to the technology being used for measuring the sales funnel and, more importantly, the incoming leads.
Auditing the existing systems
CMOs believe that it is critical to understand what tools are already used to detect the pain points and opportunities for financial and operational efficiencies. It is important to discuss the tools being utilized with the teams, what use, and the cost—reviewing the platforms and data available, the complete marketing process, and understanding the communication between various digital platforms.
It is important to be aware if systems are supporting the processes of each other or are working in silos. Duplication of efforts should be avoided. Shiny new technology is an easy attraction, but does it have the required features to fit in with the comprehensive system to actually generate value.
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Marketing leaders need to detect areas where the excess can be eliminated. If the organization uses multiple platforms that are working on the same issue, it is better to select the one platform that works better and shift all processes to it. Decreasing the total count of martech platforms to include only the highest performers provides a much more defined look at the KPIs.
Adding the personnel
Analyzing the back-end user experience reveals both development opportunities and pitfalls. It is vital to identify personnel in the team who possess good marketing skills and can cross the technology divide. Identifying the accurate relationship between the technology and personnel helps to strengthen the system right at the foundation level. Once enterprises integrate a systems check in the operating cycle, the process will go a long way to simplify the internal processes. Such reliable tech solutions allow room for innovation and testing and result in an improved ROI.
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