The Agile Marketer. Smart Roland

offerings feel more contemporary, easy to use, and focused. On the other side are solutions that promise deep integration between systems, solutions that are only achievable by the biggest tech houses. I'm talking about tight integrations between point-of-sale, customer relationship management, human resources, finance, and marketing systems that don't rely heavily on systems integrators. These solutions come with sophisticated permission models that manage access and address compliance issues that the small firms typically cannot.

      In this battle, the big companies have war chests with which to acquire up-and-comers. These acquisitions target the best technologies and the best talent while filling portfolio gaps. If you've been watching the marketing technology landscape in the last couple of years, you could not have missed the breathless pace of acquisitions by the biggest players.

      Admittedly this description is a bit of an oversimplification. The fact is that the big guys like Oracle are becoming more agile through a steady diet of acquisitions. And the little guys are getting really smart in building interoperability into their applications. In short, a race to the middle is taking place. Recent history has shown that the majority of top technologies get picked up and absorbed into the portfolios of enterprise players. The biggest tech companies can afford to address the overlap between technologies while also developing deep integrations, although this does take time – time that gives up-and-comers room to innovate and kick off the cycle all over again.

Smart marketers consider this reality as they survey the landscape and contemplate their own marketing platforms. But there are other issues to consider as well, such as how they'll develop and manage their platform. Will they manage the service internally, or will they rely on partners and agencies to support them? Figure 1.1 is a common representation of these decision points and the trade-offs.

Figure 1.1 Misleading Technology Decision Graph

      The reality, of course, is much more nuanced, because “best-in-class” and “integrated” are not necessarily mutually exclusive. In fact, the below graph is actually misleading because integration will ultimately be a qualification of what makes a product/service best in class. And the boundary between internal management and external management will be blurred by the fact that every company will be working with hybrid stacks. They'll manage some of the platform and rely on partners for other parts. Some technologies will be managed on-premise and some will be managed in the cloud depending on the degree of customization, security, and integration that is required. So those partners that can support a hybrid stack will be most competitively positioned.

      1

      Tesla Motors forums/community website, “TESLA WANTS FEEDBACK ON ANY POOR (OR GREAT!) CUSTOMER EXPERIENCES,” Nick Howe, November 7, 2012, http://my.teslamotors.com/forum/forums/tesla-wants-feedback-any-poor-or-great-customer-exp

1

Tesla Motors forums/community website, “TESLA WANTS FEEDBACK ON ANY POOR (OR GREAT!) CUSTOMER EXPERIENCES,” Nick Howe, November 7, 2012, http://my.teslamotors.com/forum/forums/tesla-wants-feedback-any-poor-or-great-customer-experiences.

2

Gartner website, Jake Sorofman and Laura McLellan, “Gartner Survey Finds Importance of Customer Experience on the Rise – Marketing Is on the Hook,” https://www.gartner.com/doc/2857722/gartner-survey-finds-importance-customer.

3

Peter Drucker, “Innovation and Entrepreneurship.” HarperBusiness, reprint 2006.

4

Lars Backstrom and Jon Kleinberg, “Romantic Partnerships and the Dispersion of Social Ties: A Network Analysis of Relationship Status on Facebook,” Proceedings from the 17th Conference on Computer-Supported Cooperative Work and Social Computing, February 2014, http://arxiv.org/pdf/1310.6753v1.pdf.