Six Keys to Making Smart Marketing Technology Choices

Spending on marketing technology continues to rise—driven by changing expectations of the marketing function, the introduction of innovative new tools, and increasing pressure on marketing teams to show measurable results.

Recent Gartner research found that CMOs now spend nearly as much on technology as CIOs, as “Marketers are now extraordinarily dependent on technology…Marketing leaders allocate 27 percent of their expense budget to technology, equal to 3.24 percent of overall revenue, compared with CIO technology spend of 3.4 percent of revenue.”

But with the explosion in the number and types of marketing applications available, how can marketing leaders have confidence they are making the right choices? Scott Brinker’s marketing technology landscape includes more than 200 marketing automation systems alone—and those represent just one of nearly 50 different categories of marketing tools.

Approaching marketing technology (martech) purchases using a structured process can help CMOs and their teams make smart, informed choices. Here are six keys to help make wise martech investments.

Start with Strategy

The specific set of tools you need depends on how your marketing operation functions. Just as a cabinet maker and a home builder will have very different tools even though they both assemble things out of wood, so there is no one-set-of-tools-fits-all for marketing teams.

Map out your marketing processes from end to end, then determine where tools can help. It may help to jumpstart your thinking with an existing martech model, such as the website visibility and engagement model or the marketing technology ecosystem model.

Creating your ultimate martech “shopping list” based on strategy helps assure you don’t end up with either gaps (missing functionality) or overlaps (duplicate functionality in two or more tools) in your martech tool set.

Watch the Suites

Some vendors offer all-encompassing suites, at least within a specific martech product category. Others provide point solutions designed to one thing, or perhaps just a few things, very well.

For example, all-in-one SEO software suites from vendors like BrightLocal, Link-Assistant, and Moz offer a broad range of SEO functionality from keyword research and rank tracking to competitive benchmarking and backlink analysis. In contrast, special-purpose SEO tools like Monitor Backlinks and Video SEO for WordPress focus on optimizing a specific task.

Which approach is better? The answer is an unequivocal…it depends. Suites reduce training and application management efforts, while point solutions often provide deeper functionality.

Automate SEO functions with Sheer SEO

As Brinker told Dom Nicastro in CMSWire, when he “first launched the MarTech Conference in Boston in 2014, the debate was ‘suite versus best-of-breed.’ Marketers still face those choices today. However, many have gone with each approach, using large suites as foundational platforms while plugging in point solutions…’It really seems like it’s suite and best-of-breed. Maybe the suite or best-of-breed discussion is coming to an end.’”

Do Your Homework

At the risk of suggesting the painfully obvious, once you’ve narrowed your choices for a particular type of a tool to a short list, thoroughly research each alternative online. There is no shortage of information about most options.

Popular applications tend to have dozens if not hundreds of independent reviews written about them. Sources include independent blogs, online publications like PCMag and ZDNet, and dedicated software review sites like Capterra, G2 Crowd, and Software Advice.

Read reviews carefully. Independent bloggers may also be affiliates, and the happiest customers are generally invited to submit reviews to the ratings sites.

Objective reviews should point out product “cons” as well as “pros.” No tool is flawless. Don’t expect to find a tool that’s perfect, but rather one that has shortcomings you can live with.

Check Your Connections

It’s essential your various martech tools work together to prevent duplicate data entry, save time, and provide “one version of the truth.” Issues as small as a slight misspelling of a customer or prospect name (e.g., McDonald vs. MacDonald) can lead to embarrassing and even costly mistakes.

Fortunately, most cloud-based apps can generally be integrated with each other without too much pain. Vendors will often provide integrations to popular CRM and other platforms, and tools like Zapier can help connect apps in other instances.

It’s best to find tools that offer prebuilt or native integration to your in-place systems when possible. But what’s most important is to choose tools that will best meet your needs and have a plan in place for sharing data between apps in real time (i.e., avoiding flat files if you can).

Diversify Your Investments

Like the suite vs. best-of-breed question above, another quandary often faced when selecting martech tools is the choice between “established” vs. “innovative.”

Established tools come from well-known vendors, have a track record in the market, and generally a sizable user base. They are often viewed as a “safe” choice.

Innovative tools lack the pedigree of established products but generally offer other benefits to compensate: simpler/faster implementation, unique features, greater ease of use, better industry-specific functionality, or other advantages.

If your enterprise is already committed to a martech “stack”—really a matrix, read: Marketing Technology isn’t a Stack—It’s a Matrix—from a vendor like Adobe, IBM, Oracle, HubSpot, or, and that vendor offers a tool in the category you’re evaluating, that’s the place to start.

But if you’re not committed to a stack vendor, or if you’re looking for a tool in a niche or emerging platform, keep your options open. Think of your martech purchases like financial investments: You want a mix of “safe” choices to provide a stable base with emerging alternatives to support growth.

Train for Strength

The best possible collection of tools won’t make your marketing function successful without the right people skills. In some cases (e.g., buying a tool to support an expansion of current activities) you’ll need to hire. But in almost all cases, you’ll need training.

Keep in mind there are two types of training for most tools. The first is functional training (e.g., how do I set up an autoresponder sequence) and the second is strategic (what do I want the autoresponder sequence to accomplish? What assets do I need to do that? How should I handle branching to move prospects through the sales cycle?).

Companies generally account for functional training but often overlook or shortchange strategic skills. But winning in the marketplace is much less a function of knowing what to do (e.g., write an eBook, create a landing page) than in optimizing how it’s done (i.e., creating pop-ups that grab attention without causing annoyance, and optimizing all aspects of landing page design for conversion rate optimization).

Why This All Matters

The right mix of martech tools enables marketing teams to either do things they simply couldn’t (or at least practically couldn’t) do before, or to perform common tasks much more efficiently.

The wrong mix, on the other hand, can lead to problems with “tool proliferation” that actually make marketing teams less effective. According to recent research summarized by The Drum:

“While B2B marketers have more data than ever, they cannot harness it in a way that helps them market more effectively with 85 percent of marketers spending more time than ever managing marketing technology, at the expense of spending time engaging with customers.”

In addition, survey “respondents complained of too many technologies (50 percent) followed by problems integrating the technologies (49 percent).”

Using a process that starts with strategy and includes integration considerations, as outlined above, helps CMOs and their teams assemble a portfolio of marketing tools that simplifies marketing operations and improves performance—rather than creating a time-consuming distraction.

A version of this post originally appeared on the V3*Broadsuite blog.

Marketing Technology Isn’t a Stack—It’s a Matrix


A version of this post originally appeared on the V3*Broadsuite blog.

The universe of marketing technology tools and apps is exploding. The number of marketing technology vendors tracked by Scott Brinker, a.k.a. @chiefmartec on Twitter, has surged from 150 to nearly 5,400 in the past six years.

Though the flood of new entrants has significantly outpaced consolidation activity so far, merger and acquisition activity is picking up. Specifically, four large tech vendors—Oracle,, Adobe, and IBM—hope to dominate the market by gobbling up small suppliers and rebranding the acquired products into all-encompassing suites.

The logic behind these moves, according to TFM Insights, is that buyers confused and bewildered by this fragmented landscape will flock to single-source solutions: “Thus the big software companies, alongside a number of smaller competitors, have seized the opportunity to sell their customers more complete marketing suites. In theory, this takes some of the hassle out of building a bespoke, marketing stack.”

Only time will tell how successful these vendors are. Industries do generally, of course, consolidate over time. Think of the American auto industry, which collapsed from hundreds of manufacturers in the early 1900s to just three main players by mid-century. Or the cable TV sector, which telescoped from 42 companies to four major providers in just 20 years.

Yes, but…Software is Different

But software industry consolidation is less linear. Even in the enterprise resource planning (ERP) segment, where a steep drop-off in new purchases after Y2K-fed consolidation—Infor alone acquired 16 companies between 2005 and 2016, and had snapped up several before then—there remain “hundreds of vendors offering best-of-breed (i.e., stand alone) ERP applications or integrated ERP software suites” according to Software Advice.

Software sectors are resistant to consolidation due to the low barriers to entry. It takes huge amounts of capital to build up an auto maker or build out a cable network. But it takes only an original idea, a couple of talented programmers, and modest quantities of pizza and Mountain Dew to start a software company. (Okay, that might be a slight over-simplification.)

The marketing technology segment may be particularly difficult to reduce to a handful, or less, of “suites,” given how diverse the landscape is. Brinker’s Marketing Technology Supergraphic organizes its 4,891 vendors into 49 functional groups across six major areas. Given the diversity, marketing technology applications don’t fall neatly into a “stack,” and “cloud” isn’t much more descriptive. The different functional areas actually resemble a large, complex matrix.

What’s a “Marketing Stack” Anyway?

The term “marketing stack” began getting traction in late 2015, as shown by the jump in Google searches:

Martech chart

Image source: Google Trends

The phrase was a play on the term “technology stack”—which is logical. That came out of the software programming world, where it generally described an operating system, database, web server, and programming language designed to work together to provide a development environment.

For example, LAMP is a technology stack combining the Linux OS with the Apache web server, MySQL database, and Perl, PHP pr Python scripting language, while the WINS stack consists of the Windows Server, IIS web server, .NET software framework, and SQL Server database.

A “marketing technology stack,” on the other hand, has no clear definition. This post alone highlights 21 different variations. The reason is clear: Unlike a programming environment, marketing technology isn’t so much a series of layers as it is a fluid matrix of different categories of tools, which can be mixed and matched to meet the specific needs of an organization’s overall marketing strategy, and even change within that organization over time.

Where to Start?

Unfortunately, there’s no clear “base” of the stack to begin with. Some organizations start with their contact database. Others start with tools that work at the top—or left side depending on your perspective—of the sales funnel, with tools that build awareness. Other models start with content at the base.

Regardless of the starting point, analytics are often at the top, or end,  of the “stack,” as that is where results are measured and decisions made about what to do the same or differently.

It’s the middle layer is where the functions, vendors, and tools involved get really muddled. CRM, marketing automation, and analytics are common needs, but what about social media campaign management? A tool specifically for Facebook advertising? Or content ideation, or influencer outreach, or video editing, or project management, or online surveys, or. . .

Across the “middle layer” of tools, the answer to which tools are needed is—it depends. The answers will depend on whether you’re a B2B or B2C marketer; in a large, midsized, or small company; whether your sales are low volume/high dollar or high volume/low dollar; and most of all on your marketing strategy.

But in any case, the notion of a “marketing technology stack” is problematic. Viewing marketing technology as a matrix helps broaden perspective and avoid gaps and overlaps in key functionality.

Suites Can Be Sweet (Or Not)

The diversity of marketing needs and tool categories make it extremely unlikely any vendor will be able to build or acquire enough tools to serve as a single source. But what about the range of tools the suite providers do offer; should companies limit their purchasing focus at least within those functions?

Not necessarily. Though the tools within a single vendor’s “cloud” are (presumably) well integrated, many third-party tools integrate with the applications nearly as well. For example, while has acquired ExactTarget for marketing automation and Radian6 for social media monitoring, it also lists more than 3,000 third-party technology partners on its AppExchange.

The best approach for companies that own at least two applications within one of the big four marketing clouds (and are happy with the functionality of and support for those apps) is to include additional tools from those vendors in relevant evaluation sets, by default. But consider tools from other vendors as well. Effective marketing technology matrixes are frequently a mix of best-of-breed and suite-based tools.

Ultimately, marketing technology tool selections should be driven by a firm’s marketing strategy mapped to functional needs. Individual tools should be evaluated both on their functional fit for the company’s needs as well as their technical fit with other applications already in place. Making smart decisions about marketing tool choices will increasingly contribute to competitive advantage. But these choices won’t fit into a nice, neat “stack.”

Marketing Technology: Too Many Tools, Too Little Strategy?

A version of this post originally appeared on the V3*Broadsuite blog.

CMOs and their teams are spending more than ever on marketing tools. Gartner has predicted that “CMOs will spend more on technology than CIOs” in 2017, while IDC projects “CMOs will drive marketing technology spending to $32.3B by 2018.”

The number and variety of tools they have to choose from has been rapidly expanding as well. Scott Brinker, widely known as @chiefmartec on Twitter, began cataloging this universe in 2011. His initial Marketing Technology Landscape Supergraphic listed 150 tools. The 2015 version showed 2,000. The 2016 version cataloged more than 3,800, and Brinker’s newest version of the supergraphic includes nearly 5,400 tools!

But while buying is increasing, the purchasing isn’t always strategic. In companies of all sizes, but most notably in companies with specific characteristics—such as those with multiple product lines, divisions, or geographic locations; those that have grown by acquisition; those that have sharp divisions between marketing functions (e.g. social media marketing, PR, and events); and those that rely heavily on outside agencies—technology selection is often “siloed,” without a high-level view of what is purchased and how all the tools work together.

The Costs of Tactical Buying

Ad hoc, as opposed to strategic, technology selection can lead to three types of problems:

Gaps and overlaps: Gaps occur when the selection of tools leads to missing functionality. For example, the company may invest in influencer marketing tools to find and engage with the most prominent voices in their industry, and a keyword research tool to nail down topics. But it may not have any tool for backlink analysis to track the value of backlinks generated by writing targeted content and sharing it with the top influencers.

Overlaps are, of course, the opposite—they occur when a company has two (or more) tools that perform the same function. One example is website analytics: if a marketing team has two analytics tools, each of which report a different number of website visits in a certain period—or worse, different numbers of visits from a specific campaign in that timeframe—how do team members know which “version of the truth” is really true?

Suboptimal tool selection: Again, there are two types of risks here. The first is taking the wrong approach to tool selection. For example, is it better to purchase best-of-breed SEO tools for different functions (link research, keyword research, rank tracking, etc.) or to purchase an “all in one” suite-type tool? Best-of-breed tools tend to offer deeper functionality, but all-in-one tools simplify management. It depends on your environment and needs.

The second risk is in purchasing the wrong specific tools. If purchasing is siloed, it’s entirely possible for an organization to end up with a collection tools that individually meet functional needs, but don’t work well together. Taking a big-picture view of technology selection helps optimize the entire marketing process rather than just individual steps within it.

Insufficient or improper services: Tools don’t solve problems by themselves. Improving marketing operations and maximizing the value of technology investments requires properly and fully utilizing those tools. That in turn requires investing in the right mix of services.

First, tools must be implemented and configured properly for the organization’s needs. Second, they need to be integrated, so that information is reliably passed in real time from one platform to the next to keep marketing operations in sync. Finally, employees need to be trained not just on how to use the tools, but on the strategy for their use (marketing automation systems are a great example).

A Strategic Model for Marketing Technology Selection

Modeling your organization’s marketing process provides a framework for strategic tool selection. Here’s one model that works well for content-centric B2B marketing functions. It extends the time-tested web presence optimization (WPO) model into prospect/customer marketing as well as adding supporting business technology tools (e.g., scheduling, file sharing, time management, and project collaboration).

The website visibility and engagement model for marketing technology selection

Using a model like this, marketing executives can map out what types of tools they need in each area. For example, content strategy and development may include tools for topic ideation, planning, research, and content curation. Website design and optimization may require form and landing page builders, design elements, and SEO tools. Social media marketing relies on tools for monitoring and management as well as platform-specific apps for optimizing use of Twitter, Facebook, Instagram, Google+ and other networks.

Marketing Technology in Harmony

The result of tactical, poorly coordinated, siloed technology selection is like a disorganized benchtop covered with tools: there’s a hammer (or two or three), a few screwdrivers, some wrenches (though never the size you need), and some odd special-purpose gadgets that are hard to identify, thrown together.

A strategic approach to marketing technology, however, creates an environment more like the work area of a professional craftsman: a tool for everything, and every tool in its place. There are no missing wrenches. Each tool has a clear purpose, is easy to find, and has been chosen to complement all the other tools in the neatly organized box.

Finally, a strategic approach assures the tools are integrated to work together to automate marketing processes and provide accurate metrics for decision making, and that your team is trained to get the most of out of every application.

What does your marketing “workshop” look like?

The Future of Marketing Technology (And What You May Want to Do About It)


Scott Brinker recently unveiled, to much (deserved!) fanfare, his 2017 version of the Marketing Technology Landscape Supergraphic.  This year’s version includes 5,381 different applications, up 39% from a year ago.

The universe of marketing technology tools continues to expand (though not quite as quickly as the Supergraphic; see below). The key questions are: how is the future of marketing technology likely to evolve? Why? And how can marketing professionals best manage the increasing proliferation of marketing technology (martech) applications?

The Ever (?) Expanding Martech Landscape

Life isn’t going to get simpler for those making martech buying decisions any time soon. The number and variety of tools continues to expand, with both new entrants in existing categories (e.g., CRM) and entirely new categories of tools emerging. This expansion is based on several factors, including:

The changing role of marketing: Tom Kaneshige, writing on The VAR Guy, quotes Doug Pepper’s observation that “No role has changed as much as the marketer. They now lead the digital transformation of business.” Marketing is now charged with managing the end-to-end customer experience, not merely generating leads. Tool vendors, established and new, are developing innovative new tools to help marketers address these changes.

Increasing clouds: Cloud technology has lowered barriers to entry for new vendors and simplified implementation for marketers. It’s much easier to embrace new tools when there’s little or no need to get IT involved, install new servers, or go through a long implementation process.

Capital ideas: Venture capital (VC) firms see marketing technology as a promising area for investment. As with cloud technology, the availability of capital reduce barriers to entry for innovative new providers. Again, as Kaneshige notes on The VAR Guy, “Venture capitalists speaking at (the recent MarTech conference) said marketing tech’s close ties to revenue make the category fertile ground for a new crop of innovative, best-of-breed solutions that offer differentiation from the competition and move the proverbial needle.”

So the market is growing—though to be clear, not as quickly as the Supergraphic. As Brinker acknowledged to Kim Davis on DMN, most of the increase in the number of companies on his landscape weren’t new to the market, but rather previously undiscovered; “different verticals, international ventures, flying under the radar before, etc..”

And as he told Dom Nicastro on CMSWire, “A lot of these MarTech companies have been around longer and it wasn’t until this year that I discovered them. One reason is the international players.”

Bottom line, while it isn’t growing at 40% annually, the martech space is still expanding. Brinker concluded on DMN that over the past several years, through 2016, the “space has grown more than it has consolidated.”

How Long Can This Keep Going On?

Will expansion continue, or is the martech space on the edge of consolidation? As Yogi Berra famously said, “It’s tough to make predictions, especially about the future.” Here’s a quick look at the case for both scenarios, along with a best guess.

One key consideration in asking this question is to define the “space.” The expansion and consolidation pattern for a specific product category (such as CRM systems) will certainly be different than for martech as a whole (which includes everything from video editing and social listening tools to analytics and marketing automation).

For example, Brinker’s Supergraphic includes 202 different products in the “Marketing Automation & Campaign/Lead Management” category. That’s unsustainable. It’s reasonable to expect that over the next several years perhaps half of those solutions will disappear, through market failure or acquisition and absorption into other products.

But the larger martech ecosystem may very well continue to expand, through both innovative new entrants into existing categories (particularly analytics) as well as the creation of entirely new categories.

Why might the martech market begin to consolidate soon? Markets normally follow a fairly predicable pattern of rapid growth and then leveling off, either entering decline or an extended period of modest growth. This is the point at which larger and stronger vendors begin acquiring smaller players in order to offer customers a broader product suite with fewer relationships and integration points to manage.

Indeed, as Brinker illustrates in this graphic, the market is already concentrated, if not yet consolidated: a small number of vendors command the majority of dollars spent.

Log tail of marketing technology vendors

George Slefo, writing in AdvertisingAge, reports Joe Stanhope of Forrester Research views the current market as a “complex” and “unhealthy ecosystem.” Brinker contends that duplication, particularly in apps, will lead inevitably to consolidation. “Remember when there were hundreds of flashlight apps? I think you see echoes of that in the marketing tech landscape; there’s a lot of duplication and overlap.”

Yet, Stanhope adds, “The fact it keeps growing this way — and the fact a lot of the categories shouldn’t be categories in the first place — shows us that we still haven’t gotten to the tipping point where you’re going to start to see more consolidation.” Brinker, per Slefo, “agrees that fewer choices would make it easier for marketers who are interested in adopting the tech. The thing is, that’s not the reality.”

And Kaneshige points out that “For more than a year, pundits have prophesized the end of the marketing tech boom. It’s a bubble on the verge of bursting, they warned…(yet) the marketing tech gold rush shows no signs of slowing down.”

So, on the other hand, why might the martech landscape continue to proliferate? First, it’s not clear the market overall (beyond well-established subsegments like email service providers and marketing automation) is anywhere near mature.

Second, low barriers to entry, combined with entrepreneurial optimism. invite a steady stream of new entrants. As Davis notes on DMN, “one of the traditional hallmarks of a consolidate(d) industry is a high barrier to entry: This doesn’t seem to exist with marketing tech — but…I suspect the traditional view of consolidation preceded the cloud.”

And Slefo quotes Chris Jacob of observing, “There will always be new vendors and there will always be new players thinking they can disrupt the old world order. That will never change.”

Third, even the largest vendors—the potential consolidators—may be resigned to a large and expanding ecosystem, at least in the near to medium term. Nicastro quotes Brinker concluding these larger vendors have “realized there is no way they are going to be able to do it all themselves.”

Guidance for Marketers: Think Like a Wall Street Trader (and a Guitar Hero)

Nassim Nicholas Taleb, author of The Black Swan: The Impact of the Highly Improbable, built a highly successful trading record by consistently keeping 85-90% of assets in relatively safe, conservative investments, while putting the rest into more speculative, but also potentially much more lucrative, ventures.

Marketing leaders may want to follow a similar approach. Invest most of the technology budget in established tools for core marketing functions. But reserve a slice for experimenting with intriguing new tools, startup vendors, and emerging categories.

That experimentation is important, because following the pack is no way to stand apart from the herd (pardon the mixed metaphors). Those interesting new tools may help you to leapfrog competitors rather than follow them.

A second source of differentiation lies in how well you use the marketing technology you have in place. Consider investing in real-time integration and strategic training to enable your team to get more out of those tools. Anyone can pick up a guitar, but not just anyone can be Carlos Santana.

Finally, take advantage of new sources of information to help make strategic martech decisions. As the marketing tools market grows larger and more complex, feature-function review sites like Software Advice, GetApp, and G2 Crowd, while still valuable, are no longer enough.

As Kaneshige notes, “Consultants with expertise in specific vertical industries and geographies know their customer’s unique business challenges and can highlight marketing tech solutions that solve them.”

Brinker himself has plans to make his supergraphic research more usable to midmarket marketers. Noting that “hundreds of MarTech companies orchestrate a niche set of capabilities on top of existing suite platforms,” Brinker told Nicastro, “It really seems like it’s suite and best-of-breed. Maybe the suite or best-of-breed discussion is coming to an end.”

To that end, per Slefo, Brinker says he is “working on some really big ideas, including one where his beloved chart evolves from conversation piece into something that can actually function as a utility for marketers.”

Brinker envisions creating “an Angie’s List-like database where marketers can sift through thousands of companies and find one that’s specifically tailored to their needs, as well as read reviews left by other customers,” along with new visualizations of his martech supergraphic data.

Another potentially interesting resource is, planned for launch soon. Founder Lana K. Moore has promised a site that will help “marketing technology execs get to the top of their game,” through peer reviews, discussion forums, and other tools. The goal of the site is to be “Angie’s list meets Reddit for marketing technology professionals,” Moore adds.

And of course there is this site, designed to fill the gap between cutting edge enterprise-tech blogs and the feature-function review sites, by providing a B2B marketing technology model and guidance for B2B marketing professionals in small to midsized firms.

B2BMarketing.Technology: What’s All This About?

Spending on marketing technology (martech) is exploding. According to IDC data reported in Forbes, CMOs and other marketing leaders will spend nearly $30 billion on martech applications in 2017, and more than $32 billion in 2018.

Using Gartner data, Scott Brinker breaks that down in a bit more detail. At the enterprise level:

  • 12% of total revenue will be allocated to marketing.
  • 27% of marketing budgets will be spent on technology.
  • About 40% of that figure will be spent on SaaS marketing software and analytics applications.

That’s a huge investment. And yet, much of that money won’t be spent strategically. Marketing leaders often don’t have a simple framework to operate from  The Forbes article includes this technology map from IDC, which helps with categorization—but doesn’t show how the pieces fit together.

IDC Marketing Technology Taxonomy Map


The B2BMarketing.Technology model is designed to do just that, particularly for small to midsized B2B companies. Content gets created, distributed through defined channels, then measured.

B2B Marketing Technology Framework


Using this model helps CMOs and marketing directors make strategic—as opposed to siloed—martech purchasing decisions. Making decisions based on a bigger picture helps:

  • Minimize gaps and overlaps in functionality;
  • Choose between a best-of-breed or all-in-one suite approach to tool selection;
  • Make optimal purchasing choices among specific application types based on overall marketing process flow needs, rather than just specific sub-function needs; and
  • Plan properly for implementation and integration services needs to maximize value obtained from the technology investments.

All of that, in turn, helps B2B marketing teams align their technology investments with their marketing processes in order to achieve the ultimate goal of optimizing the end-to-end customer experience. Which helps them win more business and increase top-line revenue while keeping marketing spending under control.

That’s what this site is all about.