The CMO’s Guide to Integrating New Marketing Tech with Marketing Technology Staffing

Very strong and timely post about how to add new tools to your marketing technology suite. As always, we believe that the key lies much more in talent and leadership than the tech itself. That’s why a solid marketing recruitment strategy, supplemented with strategic marketing technology staffing, is always a good starting point. Read more!

Management has approved the budget, you’ve spent months strategizing and planning, and you finally have a launch date set for a marketing technology or website update that is set to change your business. Every organization goes through this with nearly 700 websites going live every minute.

Hours go into the preparation, including plans around architecture, customer experience, and account strategy. However, often times nobody is thinking about what life will be like after going live–the time most rollouts fail.

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What happens when a new employee is appointed to managing the technology? What about when a prospect is acquired and becomes a new company? How can we ensure that the application continues to adapt to meet our changing business needs? It’s these types of questions that organizations need to be more proactively asking.

Not only does a marketing technology strategy need to have smart thinking on the forefront, but it needs to have a framework in place to evolve with the ongoing business needs that are guaranteed to change over time.

So how can you avoid a marketing technology flop? Talented marketing technology staffing led by an executive acquired from a chief marketing technologist executive search can guide your department. Here’s where to start:

Understanding Your Limits

You have to determine where your structure could have holes, including how much exercise it may manage in a quantity of time. If it fails the day of the product introduction when traffic increases a new site isn’t any good. Prior to going live, make sure that screening happens that factors in the various conditions where the infrastructure might be overwhelmed your infrastructure will be tasked with, and have an agenda in place for situations.

Build a Language Bridge Between Marketing and IT

Several rollouts fail since the conversation was missing between IT advertising; marketing has options to get a future strategy that’s not recognized using the new method, while IT isn’t alert to it until something fails after going. It’s important both features speak with the other person to make sure they’ve an agreedupon game plan both pre- and post-rollout.

Aggressively Track Performance

Don’t wait until something breaks. Instead, monitor how you’re doing after going live and determine if your infrastructure is meeting pre-determined goals. Set up regular review meetings to initiate corrective actions as needed, so you don’t get into a “set it and forget it” mentality.