Flexibility is good, but it must be done in consultation. Systems may overlap in functional areas (same functionality in different systems) as well as in the area of data (which data is leading and where is it persistent?) and logic (how is the customer approach orchestrated across different systems?).įortunately, we are seeing more and more multidisciplinary teams that consult each other, and the testing of new initiatives against company-wide guidelines is becoming increasingly important. This is where cooperation comes in: departments must understand that their own initiatives can affect the overall architecture. These challenges bring with them a proliferation of technology, as it becomes increasingly easy to solve specific problems of a department. Cloud services are making it increasingly easy for the business to try out new technology without involving IT.Many departments within companies still operate in a decentralised manner when it comes to technology with their own budgets.That’s because we see two main challenges: Guideline 2: Cooperation between marketing, IT and business also means choosing MarTech togetherĪ guideline that is very obvious, but which we nevertheless give an important place in this article, is cooperation. The customer is always the starting point”. We want the perfect tool at a good price, which can be linked to our back end to provide the most complete customer view possible, and which we can pass on to other channels. “We buy tools the way we see ourselves: with the customer first and value for money. Recently, Bas Karsemeijer (Head of Data & Analytics at HEMA) summed up this way of working well: Based on this, marketing and IT can make their own translations and substantiate the choices to be made. So then where do you start? Start with the vision, mission and strategy of your organisation and use methodologies such as OKR or OGSM to make goals concrete and to be able to cascade them to the rest of the organisation. Source: Chief MarTech technology landscape 2020 Source: Chiefmartech technology landscape 2020 There are now more than 8,000 solutions, which, according to, are divided into six categories. There is no shortage of choice for MarTech solutions. This has a negative effect on customer perception, which in turn impedes a uniform customer experience and the effective deployment of MarTech investments. As a result, applications are silos and are barely integrated or not at all. In organisations in which this is not the case, we see that choices concerning technology are made from internal functional needs per department and not from the customer’s point of view. If ‘the customer’ is sufficiently represented in an organisation’s vision and mission, it will be easier for staff responsible for MarTech to draw up a roadmap and coordinate it with others that benefit from a well-functioning MarTech setup. For example, have customer KPIs, such as NPS/KTV or personalised interactions, been formulated along with financial targets and have they been translated to the rest of the organisation? It is therefore important for the customer to be in a central position of a company’s strategy and objectives, as you can also read in our article “How to set up your organisation for a central customer view”. MarTech’s goal is to support the business in achieving the most optimal customer experience. Guideline 1: Start based on the vision, mission, a clear strategy and objectives. This is how you get the most out of your marketing technology. In this article, we explain the six guidelines based on our experiences and interviews with HEMA, Randstad Group and Talpa Network. (6) Ensure that privacy and security are guaranteed. (5) Pay at least just as much attention to implementation. (4) Avoid being stuck with long-term licences. (2) Work together with marketing, business and IT, and choose a solution together. The six guidelines are: (1) Start based on a vision, mission, strategy and goals.
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