I am honored and excited to become a regular contributor on Target Marketing. I am excited at the prospect of generating vibrant conversations on a set of topics that represent one of the biggest challenges marketing leaders face today. As a marketing consultant at the intersection of data, technology and customer strategy, I have observed — frequently — that there is a vast divide between brand/ customer strategy and data/technology strategy.
Multiple industry surveys report that few executives feel their analytics and technical implementation are well-connected and strategic. Despite the fact that most customer interaction is becoming tech-driven, the abundance of affordable tech options is leading to highly tactical and sometimes confusing customer experiences. The core issue is rarely the technology itself. Most solutions can work just fine at driving greater customer engagement and building brand equity. The real impediments are often organizational and strategic in nature.
The Real Problem in Marketing
Organizational challenges include overall resistance to change, but also the presence of silos where they do not make much sense. Although much has been written about this topic under the umbrella of digital transformation, it’s incredible how challenging the organizational factor remains. I hope to unpack some of the critical underlying factors in subsequent postings.
The strategic issues, on the other hand, are discussed less often. The problem begins with the marketing technology industry, itself. Driven by billions of dollars in investments, the industry has thousands of solutions in the market, each desperately trying to prove its unique value. I refer to this as the “land of shiny objects.” As marketing leaders attempt to navigate this landscape, it is easy to lose strategic focus.
In this blog, we’ll discuss ways in which marketing organizations regain their strategic bearings and leverage their tech stack for both short-term and long-term gains.