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The CMO’s Role In Technology Purchasingby Sheryl Pattek, June 20, 2013

For: CMOs

Key TaKeaways

CMOs Must Prepare To address an explosion Of New Channels To MarketToday there are several new channels between the customer and the company. Tomorrow, that number of channels will grow to dozens and appeal to narrower segments of the audience. There is no manual way to manage these access points in an investment-friendly way.

Reboot your Marketing strategy To Include TechnologyMarketing must now run on technology to handle the external fragmentation and internal data sources that drive decisions and results. CMOs need to build a marketing technology strategy based on business objectives to start injecting new tools into the process. Think ahead to avoid decisions driven by the crisis of the moment.

Not all CMOs will embrace Technology equallyMarketers who grew up in the creative development of marketing messages and communications face a new world order where understanding the internal technology plumbing is as critical as understanding customer behavior. CMOs need to evaluate their technology smarts and create a plan for learning to lead this change for their organization.

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wHy ReaD THIs RePORT

It’s no longer a question of whether technology plays a role in marketing; it’s about what role the CMO needs to play in selecting the best solution to drive marketing and overall business success. This report will identify the components of a technology strategy, define how CMOs should engage in the road map and vendor selection process, and help marketing executives assess their long-term role as a technologist for the enterprise.

Table of Contents

Marketing Needs Technology To Run

CMos Who Bypass IT Gain Time-To-Market But Lose Perspective

Marketers Need Their Own Technology strategy To avoid Mistakes

Define And Execute A road Map Based on Your Buyer’s Journey

Develop The Technical skills To Evaluate Vendors

Define Your role As A Technologist

Assess Your readiness To Be A Technologist

rECoMMEnDATIons

People, Then Process, Then Technology

supplemental Material

notes & resources

Forrester interviewed 15 vendor and user companies, including Change Strategies, Content Marketing Institute, Chief Outsiders, Discover, HubSpot, Marketo, Mindjet, Motorola Solutions, Pitney Bowes, RR Marketing Advisory, SanDisk, SAP, Vantiv, VisionEdge Marketing, and Wiley.

related research Documents

Make B2B Marketing Thrive In The Age of The CustomerMay 21, 2013

rethink Marketing In The Buyer’s ContextFebruary 21, 2013

The CMO’s Role In Technology PurchasingHow CMos should Plan For Technology Investmentsby sheryl Pattekwith David M. Cooperstein, Alexandra Hayes, and Luke Breckenridge

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The CMo’s role In Technology Purchasing 2

© 2013, Forrester Research, Inc. Reproduction Prohibited June 20, 2013

MaRKeTINg NeeDs TeCHNOlOgy TO RuN

Marketing technology has the power to provide CMOs with business insights and measurable results that historically have not been possible. From customer acquisition costs to customer lifetime value as well as customer retention and marketing return on investment (ROI), CMOs can now bring a true business view of marketing to the C-suite table. Clay Stobaugh, senior vice president of corporate marketing at Wiley, believes that marketing now has the objective information to tie the customer view to business strategy at the executive table.1 By using technology effectively, leading CMOs are discovering that they can:

■ Capture customer data and respond appropriately to needs. An integrated technology infrastructure provides the way to pull together disparate data, customer input, responses, and campaign results from various systems to tell a concise and easily understood story about the business impact of your efforts. By analyzing and pulling together the data from all touchpoints, Discover established metrics that led to refined segmentation and business strategy focusing on customers who are more active online. As a result, the effective use of technology to support mobile and online channels led to business growth.2

■ Connect brand experiences across channels. Perpetually connected customers span their buying journey across a variety of channels from Web to mobile (see Figure 1). Technology must be used to effectively bridge these channels and deliver a consistent buying experience regardless of engagement channel. According to Newell Rubbermaid’s former CMO Ted Woehrle, marketing will need to be channel-agnostic, as the four to six primary channels of today could evolve into dozens or hundreds by 2020. Big companies that are TV-advertising-centric or direct-mail-driven will be left behind, while agility and flexibility will be rewarded.3

■ Create insights to drive business success. Technology ties together metrics, key performance indicators (KPIs), and measurements across systems, touchpoints, and stages of the customer life cycle. Once synthesized into insights, CMOs can demonstrate the impact of marketing activity on revenue and growth. Used wisely, targeted and relevant personalized customer communication becomes possible. By consolidating all of its customer-marketing information in a single data warehouse and analyzing it from many angles, the InterContinental Hotels Group (IHG) achieved a 35% higher rate of conversion. How? By using precise targeting for the 71 million of its Priority Club instead of the normal seven to 15 marketing messages, IHG was able to deliver 1,552 different messages depending on customers’ interests.4

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Figure 1 Cross-Channel Buying Journey

Source: Forrester Research, Inc.97501

Web Mobile SocialCall centerBranch/storeCompany website

Search

Research

Share

Personalize

Compare

Decide

Friend

Purchase

Evangelize

Trust

Use

Discover

Get help

CMOs who Bypass IT gain Time-To-Market But lose Perspective

CMOs know that they need technology and its benefits to accelerate business growth and customer engagement. But rather than get caught in the IT priority list, many go rogue and buy technology to suit their immediate needs. They do this at their own peril as they:

■ Buy point solutions. Using only one piece of the marketing technology puzzle to solve your pressing issue won’t bring the full picture of your strategies to the surface. Determining the best customer touchpoints to place your marketing investment bets requires visibility into full customer-life-cycle engagement. A recent CMO Council study revealed that 36% of marketers surveyed reported using digital marketing point solutions that are not well integrated or unified.5 In the end, by amassing a patchwork quilt consisting of point technology solutions, marketers that follow this path will fail to drive the digital marketing performance they expect.

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■ Miss the integration points. Aligning touchpoints to provide a consistent customer experience delivers an enhanced level of connectivity that can be used as a competitive advantage. By understanding customers, engaging consistently at the right touchpoints, and measuring all results in an integrated way, CMOs are positioned to accelerate movement through the buying journey. Jonathan Becher, SAP CMO, and his team marry the art and science of marketing through the use of technology to project customer behavior and actions in advance to accelerate demand. The strategic use of dashboards and analysis creates transparency into the effectiveness of technology investments tied to business results.

■ Allow the technology to dictate the process and strategy. Just like the college you attend affects the way you learn and interact with others, the way you select and implement technology affects how you interact with your customers. The type of web analytics technology selected will determine how online interactions are measured, what metrics are used to gauge effectiveness, and ultimately how actions are modified based on those results. Each marketing automation vendor defines the link from personas to personalized communication differently and establishes different rules for when to do follow-up emails, try new campaigns, or move a prospect to the next stage of the buyer’s journey. Be sure you choose technology that supports the way you want your business to run and not the other way around.

MaRKeTeRs NeeD THeIR OwN TeCHNOlOgy sTRaTegy TO avOID MIsTaKes

Nearly all customer experience touchpoints are facilitated or enhanced by technology. From initial order to invoice and from sales support to customer service, technology plays a key role. Marketing already has some technology to enable core processes today. These marketing technologies have served as tactical facilitators, helping with search engine optimization, analytics, and smaller cloud-based services like social listening platforms that are purchased without IT’s knowledge. It’s time to bring all of these efforts into a concise customer-relevant strategy to be able to:

■ Build a road map of technology must-haves. An agile and flexible technology infrastructure serves as the foundation for rapid responses to market opportunities. As the leader of the marketing team, you need to build a road map of the most urgent systems to deploy and put a lower emphasis on those items that don’t need to be on the technology shortlist as priorities. Robert Rose, the lead strategist at the Content Marketing Institute, believes that IT has earned the reputation as the department of “no” by having to deal with a giant wish list from marketing. CMOs can change the paradigm by communicating a prioritized strategy with the CIO.6

■ Determine the role of the marketer in making vendor selections. Once the road map is complete, CMOs need to get involved in the vendor selection process. Why? Because the vision and road map may need adjustments, but IT will have to communicate limitations or opportunities secondhand if you are not in the room to hear it. According to Harit Talwar of Discover, CMOs who are not involved in the technology design and decision process run the

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risks of having IT create an infrastructure that is not tightly aligned to the marketing vision.7 Be sure you align your process from goal-setting through decision-making with IT to deliver technology solutions meeting expectations.

■ Develop the technology skills appropriate to your company’s needs. The long-term game is for the CMO to be a partner in technology identification, selection, and implementation. But not every CMO is ready for this new skill set. Assessing where you are and what your company needs will make clear the urgent skills you need to adopt.

Define and execute a Road Map Based On your Buyer’s Journey

A recent BtoB Magazine research survey indicated that marketers believe that their ability to track marketing ROI via technology will be the most transformative factor to move their organizations forward.8 CMOs must understand customer behavior across channels and through all steps in the buying journey. Aligning the right technology to the buyer’s journey empowers marketers to deliver the right message to the right customer at the right time. To build the right technology road map, marketers must:

1. Define their buyer’s journey. Part one of the road map is to define the places where technology can accelerate marketing effectiveness. Automate the buyer’s journey stage that delivers the biggest impact to empower your team to make better cross-channel decisions. Learn from best practices of key technology providers such as Marketo. By using its own marketing automation technology, Marketo aligns its technology solutions to facilitate and accelerate the buyer’s journey. Whether the customer starts the journey on his or her PC, continues on a smartphone, and makes the buying decision on the iPad, Marketo uses its technology to deliver a consistent experience.9

2. Identify what technologies are most marketing-intensive. CMOs must establish a firm direction of what marketing components should be managed with technology. Technology should be used to enhance four key areas of marketing: 1) customer-facing, which are those areas of marketing that are the face to the customer; 2) customer-enabling, which are those areas of marketing that facilitate customer engagement; 3) marketing operations, which are those areas of marketing operations where productivity, efficiency, and collaboration can be improved; and 4) measurement and analytics, which are those areas of marketing that provide the KPIs, metrics, and insights needed to run the business of marketing. Use Forrester’s marketing technology model to determine the best technology focus for your organization (see Figure 2).

3. Build the road map. Technology demands are not met overnight, but a strong road map of what is needed and the date it is needed will help get the marketing team and IT on the same schedule. Included in the road map should be the technologies most needed to run marketing competitively and save costs (see Figure 3). It should be followed by technologies that can begin

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to improve the efficiency, effectiveness, and measurability of marketing programs. The CMO of a leading consumer packaged goods company focuses his technology road map on engaging effectively with the new wave of always-on customers. The road map is focused on answering two basic questions: What impact can the company have on sales with new digital platforms, and how can the company optimize marketing execution across the platform to include channel, customer insight, and attribution measurements, among others?

4. Find vendors that support and map to the strategy. Match your vendor selections to your strategy and to the specific area of marketing you are looking to improve after the road map is complete. For example, if your focus is on enhancing measurement in social media, be sure your social strategy is clear before evaluating and selecting vendors.

Figure 2 Marketers Need A Broad Set Of Technologies To Improve Functional Efforts


Marketingarea Focus Impact expected Types of technology

Customer-facing

Direct and indirectdigital touchpoints

Consistent brand andengaging customerexperience

Website platforms,social mediaplatforms, blogplatforms,eCommerce, contentcuration

Customer-enabling

Facilitates easycustomer interactionwith an organization

Rapid customeraccess to informationand solutions toproblems, simpli�edinteraction withinternal organizationstructure

Marketingautomation, onlinechat, contentmanagement, mobileapplications, emailmanagement, searchmanagement

Marketingoperations

Enhances e�ciencyand productivity of themarketingorganization

Automation ofmundane andrepetitive tasks to freeresources for moreimpactful activities

Contentmanagement,marketing assetmanagement, projectmanagement,systems of record

Measurementand analytics

• Provides KPIs andoverall successmetrics

• Integrates all datato turn data intoinformation foractionable insights

• Full organizationaltransparency toprogress and results

• Understanding ofcustomer behaviorto enable predictiveplanning

Social listening,dashboards, decisionsupport tools,attribution, marketingmix models

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Figure 3 Build Your Marketing Technology Road Map


Strategyplan

• Establish corporate strategic objectives.• Map objectives to buyers’ requirements.• Identify marketing programs/o�ers.• Build business case and get approval.

Executionplan

• Review technology that can supportrequirements/expectations.

• Develop implementation timing with IT.• Meet vendors for initial needs assessment.• Develop RFPs and assess vendors.

Implementationplan

• Establish formal timeline with IT.• Review process and design maps with

change management program.• Implement, test, and measure solutions.

Develop The Technical skills To evaluate vendors

CMOs who grew up in a brand or direct marketing world are smart but do not have years of technology buying under their belt. With the firm shift to digital, empowered buyers are now as much as 60% through their purchase journey prior to interacting with companies.10 CMOs must work to embrace the new skills needed to lead in the digital world. CMOs who grew up in a traditional marketing career track must now:

■ Develop the process skills to drive technology choices. Understanding and documenting your processes will avoid selecting a solution that will not deliver expected results. Propelling Brands has discovered that its business-to-business (B2B) clients that implement technology to solve B2B demand-generation problems without updating the underlying processes and roles discover that the technology has not really solved their problems.11 Be sure to get your processes right before using technology to avoid the old adage that automating a bad process delivers bad results.

■ Become invested in the outcome of decisions made to select vendors. CMOs must be obsessed with customers and their engagement. How do you optimize the experiences you deliver to accelerate the buying journey? How can technology support those objectives? If you aren’t comfortable understanding the options and making the decisions, rely on knowledgeable resources in the organization, your peers, and your vendors.

■ Capitalize on the importance of integrating data from disparate sources. Siloed data prevents marketers from aligning technology and process to the buyer’s journey to deliver value consistently across the entire path to purchase. Moving from data silos to a synchronized

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data view turns big data into smart data. Unlike many marketers, Eduardo Conrado leads both marketing and IT for Motorola Solutions. With both efforts under his watch, he is able to look at marketing technology as a connected ecosystem with data linked across all components. Data flow across the entire customer life cycle is integrated into a single view available across the organization to enhance resource productivity and customer engagement.

Define your Role as a Technologist

Before starting your journey down the technology road, you must determine how technology-skilled you are as a business leader. Forrester has identified three distinct profiles of CMOs in marketing technology decision-making (see Figure 4). Analyze your current approach and skills to determine your best fit. Then align your role in adopting marketing technology accordingly.

■ Strategist. Leading CMOs approach technology with a strategic mindset. They use marketing technology as the foundation for organizing their plans, messages, and activities. These CMOs create a marketing technology strategy that aligns the buyer’s journey, delivers a consistent experience across customer touchpoints, and delivers an integrated view of data as it flows through the organization. Mindjet builds its marketing operations on technology that understands the business, provides integrated customer action systems mapped to the buyer’s journey, and consolidates results into a decision support system to drive continuous improvement. Jascha Kaykas-Wolff, Mindjet’s CMO, demonstrates the skills and approaches that exemplify CMOs in this category. He understands the importance of managing organizational change and uses an agile technology select and implementation process to demonstrate results and deliver short-term wins. As a result, the C-suite has visibility into the business impact, while the marketing team reaps efficiency and productivity benefits.

■ Pragmatist. These CMOs approach technology with a mindset to solve individual problems as they arise. Technology is selected to meet the specific needs of the problem in absence of a longer-term view. With this approach, CMOs find themselves with a hodgepodge of technology solutions that don’t work together and often fail to provide the total picture of customer engagement. Bill Heenehan, principal of change strategies, finds that a strong partnership with IT pays dividends for marketers who use a pragmatic approach. At Vantiv, CMO Moira Tamayo is committed to moving her organization from a pragmatic approach to viewing technology strategically. Why? Moira believes that technology is now essential to customer engagement and revenue growth. By leveraging the art of marketing with the science of technology, Moira is confident that her team will be able to deliver great and distinctive brand experiences.

■ Laggard. For these CMOs, the lack of comfort with technology creates a significant risk for their business and their role in the organization. Stuck in an older paradigm, these CMOs have difficulty thinking of technology as tools to help improve their marketing operation. While they might excel at building brand value in a traditional way, they miss the skills needed to engage with customers effectively in today’s technology-powered world. Rather than be beholden to

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your IT team, if you aren’t comfortable with technology, it’s time to surround yourself with marketing resources who are. The CMO of a leading food manufacturing company recognizes that the organization needs a technology strategy. Although he knows that the team must move from manual processes to automated ones and must connect customer engagement points, he is reluctant to take the first step. What’s standing in the way? In addition to the lack of comfort with technology, this CMO lacks the leadership vision to make the business case for the impact marketing technology can have on top-line growth and bottom-line results with the insights. To avoid falling behind, CMOs in this category must step up and surround themselves with the internal and external knowledge, skills, and resources they need to provide that leadership. Your long-term competitiveness demands it.

Figure 4 Identify Your Marketing Technology Role


Role type Behaviors Bene�ts Risks

Strategist • Takes a long-term strategicapproach to technology

• Has long-term plans• Develops organization, plans,

and strategies supported bytechnology

• Automated customerengagement and consistentcustomer experience

• Integrated approach to datamanagement to createactionable insights

• Identi�cation of newopportunities wheretechnology can delivercompetitive advantage

• Chases too many shinyobjects as they emerge

• Thinks too big, which willhinder actions to supportcurrent business needs

• Ine�ective changemanagement process that may inhibit organizatione�ectiveness

Pragmatist • Recognizes speci�c areaswhere technology can helpimprove marketingoperations

• Solves speci�c issues withpoint solutions

• Point productimplementation that minimizes short-term risk

• Selects best solution for eachidenti�ed issue

• Potential for integrationchallenges

• Availability of IT resources toaddress technologyrequirements

• May require integration ofdata

Laggard • Lack of comfort withtechnology

• Possesses limitedunderstanding of howtechnology can improvemarketing operations

• Depends on IT torecommend solutions tosupport marketingproductivity

• Potential to fall behind morenimble competitors

assess your Readiness To Be a Technologist

In the digital-enabled world of today, technology and marketing have become intertwined to the point that technology is now the fabric of marketing. CMOs must speak the language of technology and know how to navigate through the technology landscape to effectively use it to accelerate the impact of their marketing strategies. It’s no longer a question of whether you need technology; you must understand the state of your skills and what role you should play in leading those decisions.

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To determine what skills you have and what skills you still need to build, use Forrester’s marketing technology readiness assessment to analyze your skills and approach to marketing technology (see Figure 5).

Figure 5 Forrester’s Marketing Technology Readiness Assessment For CMOs


ScoreMarketing technology strategy

1. Digital marketing is an important pillar of my marketing e�orts.

2. I run marketing as a business inside my company.

3. I use a road map to prioritize investments in marketing technology.

4. An understanding of buyers’ needs is used as the foundation of our marketing strategy.

5. My CIO and I share a common vision of how marketing and IT work together to procure, implement,and manage marketing technology.

Marketing process

1. Key marketing processes are documented and updated more than once per year.

2. Marketing uses a map of the buyer journey to inform marketing execution.

3. My company has developed a consistent customer experience across touchpoints.

4. I have a business process for outcomes informed by customer data.

5. My organization is attentive to process.

Marketing technology

1. I use technology to improve my marketing operations.

2. I take a long-term view of the processes that will drive marketing success.

3. I pursue technology-driven solutions to improve marketing process.

4. I believe technology will improve my ROI.

5. I have a marketing technologist on my team.

Measurement and analytics

1. KPIs are in place that tie marketing to business results.

2. I can capture data from every customer touchpoint across the buying journey.

3. I use a dashboard that informs me of marketing activity and highlights trends.

4. I can tie data from all marketing activities together.

5. I personally can analyze data and create actionable insights for future marketing strategy andactivities.

Score yourself based on the following scale: 0 = not active; 1 = limited activity; 2 = consistent activity; 3 = mature practice

Total

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■ CMOs who score between 45 and 60 have a strong grasp of technology’s role in business. With a high score, you already have a great appreciation for the role technology should play in your marketing strategy. Continue to develop your understanding of evolving capabilities to further hone the impact of your strategy on business growth and customer experience.

■ CMOs who score between 16 and 44 appreciate technology but have a lot to learn. In this middle tier, you have tech smarts but not enough to play on par with the chief information officer (CIO). Create a personalized plan to develop your skills and expertise as rapidly as possible. Vendors, conferences, and peer groups such as the Marketing Operations Cross Company Alliance (MOCCA) and Marketo’s Marketing Nation are examples of places to start.12 Build knowledgeable bench strength on your team who can orchestrate the technology moves you need to make.

■ CMOs who score between 0 and 15 are at risk of not being relevant in their role. At this level of technology skill, your best bet is to sit down with the CIO and some of your own junior staff and have them walk through the best approach to putting a marketing technology foundation in place. Work as a team to establish your road map and begin your journey. Then work on building your own technology knowledge base.

R e c o m m e n d at i o n s

PeOPle, THeN PROCess, THeN TeCHNOlOgy

Becoming a technology-savvy CMO is no easy task. Start with the people issue — you, your CIO, and your team. Once you have the right people in place, process and technology can be more easily tackled.

■ Ask your CIO to frankly evaluate the role you can best play. Make your CIO an ally by asking him or her to help. Work with your CIO to help you find out what you don’t know and discuss how to fill in the knowledge gaps as they relate to the road map that supports the business goals. By working closely upfront, you will learn more about the power of technology, and the CIO will understand better both today’s infrastructure needs and the flexibility required as the marketing effort evolves.

■ Ramp up your technology IQ. With new channels and capabilities developing almost overnight, you must build your knowledge base and keep it current. Build an education and development plan that works for you. Start by taking those vendor calls, and network with your peers to learn best practices. Subscribe to CMO.com webinars that highlight technology issues for the marketing executive, or attend a day or two at ad:tech’s digital marketing conferences.13 Follow Scott Brinker’s Chief Marketing Technology Blog to learn more about marketing technology and its impact on marketing strategy, management, and culture.14

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■ Reinforce your marketing operations function. As process masters, a strong marketing operations function can maximize the impact of marketing technology by connecting the dots of the buyer’s journey to business results. Create a technology-empowered command center to run marketing as a business by consolidating planning, budgeting, KPI and ROI measurement, reporting, as well as data management into one marketing operations function.

■ Embed a marketing technologist on your team. In addition to the operations team, you need a technologist who loves to tinker with technologies as they emerge. The CIO may still need to make the vendor choices that integrate well with the rest of the company, but having team members on your side will help set business requirements clearly. Shop the schools that have made digital marketing or technology a business discipline to find your best candidates, or look to IT for a business-aware developer.

suPPleMeNTal MaTeRIal

Companies Interviewed For This Report

Change Strategies

Chief Outsiders

Content Marketing Institute

Discover

HubSpot

Marketo

Mindjet

Motorola Solutions

Pitney Bowes

RR Marketing Advisory

SanDisk

SAP

Vantiv

VisionEdge Marketing

Wiley

eNDNOTes1 At Wiley, CMO Clay Stobaugh serves as the voice of the customer in the C-suite. Clay believes that CMOs

should be setting the vision for customer experience and interaction with the CIO providing support and integration into the back-end data and systems. With clarity of vision, CMOs can drive their company’s speed-to-market with technology implementations.

2 CMO Harit Talwar indicated that online and mobile are Discover’s biggest channels of interaction. While there are many metrics that Discover tracks, the metrics that influenced its thinking the most are related to customer and prospect engagement on mobile and online channels. By consolidating its view across

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these channels, Discovered uncovered that two-thirds of new customers come from online and mobile channels. These customers are more active online, visiting Discover sites more often and delivering a higher percentage of the business. Marketing technology was fundamental to discovering these insights and keeping tabs on any new developments.

3 Interviewed for a CMO.com slideshow that characterized the CMO’s world in 2020, Ted Woehrle, former CMO for Newell Rubbermaid, commented that the pace of change for technology, data, and the way consumers communicate with each other is going to accelerate even more. Ted believes that to succeed, CMOs must approach their marketing strategies with a channel-agnostic view. Source: “The CMO’s World In 2020,” CMO.com, June 25, 2012 (http://www.cmo.com/slide-shows/slide-show-the-cmos-world-in-2020.html).

4 In a CMO.com article, Anoop Sahgal makes the case that marketing technology is enabling marketers to make insightful, timely decisions about content delivery, personalization, campaigns, which products and services to recommend, and other critical activities. With these newly automated capabilities, company executives and marketing managers at all levels have to rethink their current approaches and develop new skills along the way. Anoop goes on to cite the IHG example referenced in this report. Source: Anoop Sahgal, “Real-Time Marketing Transforming Opportunities And Roles,” CMO.com, April 3, 2013 (http://www.cmo.com/content/cmo-com/home/articles/2013/4/3/real_time_marketing_.html).

In early 2010, IHG built a new technology to support its strategy. It replaced the two email service providers it had been using—one for marketing messages and one for transactional emails—with StrongMail. It integrated the email platform, managed hosting services, and StrongDelivery Tools with Unica Interact, Unica Campaign, and its Teradata data warehouse. Source: Chief Marketer Staff, “InterContinental Hotels Gets Personal with Integrated Email Platform,” Chief Marketer, December 23, 2010 (http://www.chiefmarketer.com/email-marketing/intercontinental-hotels-gets-personal-with-integrated-email-platform-23122010#_).

5 According to the CMO Council report, the current state of digital marketing is one of high optimism but lacks the skills, talent, budget, and technology platforms to fully realize the potential of digital marketing. Source: “State of Marketing 2012 Report,” CMO Council, 2012 (http://www.cmocouncil.org/download-center.php?id=249).

6 Robert Rose, lead strategist at the Content Marketing Institute, believes that CMOs must focus on developing their marketing technology strategy. He sees that IT has been put in the position of being the organization of “no” by having to respond to a giant wish list from marketing. To move IT from being just an order taker to a strategic partner, CMOs must step up and develop a marketing technology strategy.

7 According to Harit Talwar, CMO of Discover, CMOs must develop a trusting relationship with their CIO to be sure the IT organization understands marketing’s needs. By being aligned with the same priorities and metrics, CMOs can trust that the CIO is creating an IT infrastructure that connects to the marketing vision.

8 Modern B2B marketers need to master measurement tools and sales enablement skills to succeed in their profession, according to a study released by BtoB Magazine and Eloqua. Survey results showed that marketers believe that the ability to track marketing ROI via technology is the most transformative factor to

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move to what they are calling the modern marketer. Source: “Defining the Modern Marketer: From Real to Ideal,” Eloqua, 2013.

9 At Marketo, they use what they market to CMOs and align their marketing activities and technology solutions to facilitate and accelerate buyer’s movement through their journey. They have a firm understanding of the customer journey and automate that journey consistently across the marketing channels. Regardless of the way customers start and end their journey (whether the customers start the journey on their PC, continue on the iPad, and make the decision to buy on their smartphone or otherwise), a consistent customer experience is delivered.

10 Source: Brent Adamson, Matthew Dixon, and Nicholas Toman, “The End of Solution Sales,” Harvard Business Review, July-August 2012 (http://hbr.org/2012/07/the-end-of-solution-sales/ar/1).

11 Adam Needles of Propelling Brands discussed the fundamental evolution of the B2B demand-generation model in a four-part series on the real state of modern B2B demand generation. Adam believes that marketers focus on implementing technology to solve B2B demand-generation problems but fail to substantially update underlying processes and roles, finding technology by itself has not really solved B2B demand-generation problems. Source: Adam Needles, “The Unspoken ‘Real State’ of Modern B2B Demand Generation 1 of 4: Introduction,” Propelling Brands, August 9, 2010 (http://propellingbrands.wordpress.com/2010/08/09/the-unspoken-%e2%80%98real-state%e2%80%99-of-modern-b2b-demand-generation-1-of-4-introduction/).

12 MOCCA is the leading association for marketing operations professionals. MOCCA serves a community of leaders in the marketing operations field and works to develop the rapidly growing profession. Source: Marketing Operations Cross Company Alliance (http://www.mo-cca.com/about).

According to Marketo, Marketing Nation is a forum where people, ideas, and technology converge. As members, marketers can leverage the knowledge and experience of more than 2,000 customers and a community of 21,000 engaged to address marketing automation challenges.

13 Ad:tech is an interactive advertising and technology conference and exhibition with a marketplace for evaluating technology, a community for networking, a forum for exchanging ideas, and an opportunity for contributing to industry trends and initiatives. Ten annual events around the world provide education through keynote speakers, topic-driven panels, and workshops as well as showcase the latest products and services to help implement new knowledge and ideas. Source: ad:tech (http://www.ad-tech.com/).

14 Scott Brinker’s Chief Marketing Technologist blog is based on the premise that marketing has become a technology-powered discipline, and as a result, the marketing organizations must infuse technical capabilities into their DNA. You can learn more about the topics that Scott covers in his blog. Source: Chief Marketing Technologist Blog (http://chiefmartec.com/about/).

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