Technology without the right strategy just means we do more of the wrong things faster.
That's what Dr. Natalie Petouhoff, vice president and principal analyst at Constellation Research, has learned working closely with chief marketing officers.
"Software has the potential to create and drive revenue when it’s attached to the right strategy," Petouhoff told CMSWire shortly after she and Constellation released this month "Data-Driven Marketing Campaign Optimization." (Snapshot).
Marketers can navigate through the minefields of data and software, Petouhoff said, by enlisting the help of tech-savvy colleagues, keeping a close eye on competitors and by managing the omnichannel world by knowing your customers' preferences.
Marketers Don't Know the Unknown
Constellation interviewed both vendors and CMOs to gauge where the marketplace is using marketing automation software.
"There’s a lot of software that delivers on the promise," Petouhoff said, "unlike 25 years ago when CRM- marketing, sales and customer service vendors, either point or suites, had the right ideas and desire to provide this type of business impact, but the software really wasn’t not as advanced as the marketing ware in sales pitches and slides."
Source: Constellation Research
The focus for Constellation? Providing a picture for marketers to identify where they are in the various levels of using marketing automation and then to identify what they’d like to be doing.
"Often times they don’t know what they don’t know," Petouhoff said.
So what are the levels? Constellation and Petouhoff break them down this way:
- Level 1: Report-Based Campaign Decision-Making Is Retrospective
- Level 2: Prioritization-Based Campaign Decision-Making Applies Statistics
- Level 3: Rules/Event-Based Campaign Decision-Making Is Prescriptive
- Level 4: Optimization-Based Campaign Decision-Making Drives Practicability
- Level 5: Innovation-Oriented, Optimization-Based Campaign Decision-Making Is Groundbreaking
"They might have only learned about how to use marketing automation software and do the things in Level 1 and 2," Petouhoff said. "They may not realize there’s more they can do. It may also be that they have not chosen software that can do what I describe in the other levels."
Marketing and Revenue
Can marketing really drive revenue? It darn well should, and that's what Petouhoff said she's aiming for in this report -- for CMOs and marketers to become "chief intelligence and revenue officers."
"When they are able to show that they can repeated and consistently contribute to the senior leadership team in this way," she said, "they will have the respect they want and won’t be suffering from what I lovingly call the 'Rodney Dangerfield Affect': they just don’t get enough respect.”
A gap exists in the talent pool of CMOs and marketers that understand how to use marketing automation and customer experience platforms to get to Level 4 and Level 5 activity, "and that’s what I want to see happen."
"It would be interesting," she said, "if marketing was driving sales and customer service was taking those customers and making sure that they were taken care of so the customer attrition was low."
"Then," she added, "sales would become more like order takers. I’m not saying that’s the best way to run a company. All disciplines are needed to drive bottom-line revenue, profits and margins. But I use this as an illustration of the degree of the shift in mindset that is required by CMOs and marketers as well as senior leadership teams."