Jambo, an ABM platform for manufacturing and life sciences, announced its integration into the ON24 Partner Network, the first ABM platform to join ON24’s roster of more than 40 partners at the premiere level. This integration aims at providing an omnichannel view of key account activity for those joint customers of Jambo and ON24.
What it does. Jambo’s existing omnichannel tracking includes website, IP-based advertising, marketing automation, Google, LinkedIn and Meta platforms.
Among the capabilities enabled by the new partnership, according to a company release, ON24 users can now:
Analyze anonymous buying intent signals for account selection and prioritization.
Promote events and webinars to target accounts via account-based ads and email.
Personalize the website experience at an account level.
View all digital marketing campaign performance at an account level.
Alert sales teams on key account buying intent surges identified in the ON24 platform.
Why we care. Virtual and hybrid events that utilize a platform like ON24 get insights into interactions that might simply go unnoticed in a physical events space. Using the data generated, marketers can plan engagement with buying teams across a range of channels.
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ON24 has added several integrations and partnerships that add features to the platform. For instance, they brought cross-channel conversational insights to their platform by integrating with Drift. Last fall, they also plugged into HubSpot’s CRM. We’d expect to see more ABM integrations with events technology like ON24’s.
Additionally, ON24 has also kept moving ahead by equipping events marketers with more tools to meet the hybrid future by adding live and “simulive” options, giving presenters more dynamic options to engage a larger pool of prospects. These moves could give events an even more central place in B2B marketers’ strategies.
About The Author
Chris Wood draws on over 15 years of reporting experience as a B2B editor and journalist. At DMN, he served as associate editor, offering original analysis on the evolving marketing tech landscape. He has interviewed leaders in tech and policy, from Canva CEO Melanie Perkins, to former Cisco CEO John Chambers, and Vivek Kundra, appointed by Barack Obama as the country’s first federal CIO. He is especially interested in how new technologies, including voice and blockchain, are disrupting the marketing world as we know it. In 2019, he moderated a panel on “innovation theater” at Fintech Inn, in Vilnius. In addition to his marketing-focused reporting in industry trades like Robotics Trends, Modern Brewery Age and AdNation News, Wood has also written for KIRKUS, and contributes fiction, criticism and poetry to several leading book blogs. He studied English at Fairfield University, and was born in Springfield, Massachusetts. He lives in New York.
Maybe the real story isn’t, “Holy smokes, 46% of businesses restructured their marketing last year.” The real story may be, “Holy smokes, only 46% of businesses restructured their marketing.”
Put simply, marketing teams are now in the business of changing frequently.
It raises two questions.
First, why does marketing experience this change? You don’t see this happening in other parts of the business. Accounting teams rarely get restructured (usually only if something dramatic happens in the organization). The same goes for legal or operations. Does marketing change too frequently? Or do other functions in business not change enough?
Second, you may ask, “Wait a minute, we haven’t reorganized our marketing teams in some time. Are we behind? Are we missing out? What are they organizing into? Or you may fall at the other end of the spectrum and ask, “Are we changing too fast? Do companies that don’t change so often do better?
OK, that’s more than one question, but the second question boils down to this: Should you restructure your marketing organization?
Centralization emerged as the theme coming out of the pandemic. Gartner reports (registration required) a distinct move to a fully centralized model for marketing over the last few years: “(R)esponsibilities across the marketing organization have shifted. Marketing’s sole responsibilities for marketing operations, marketing strategy, and marketing-led innovation have increased.”
According to a Gartner study, marketing assuming sole responsibility for marketing operations, marketing innovation, brand management, and digital rose by double-digit percentage points in 2022 compared to the previous year.
What does all that mean for today in plainer language?
Because teams are siloed, it’s increasingly tougher to create a collaborative environment. And marketing and content creation processes are complex (there are lots of people doing more small parts to creative, content, channel management, and measurement). So it’s a lot harder these days to get stuff done if you’re not working as one big, joined-up team.
Honestly, it comes down to this question: How do you better communicate and coordinate your content? That’s innovation in modern marketing — an idea and content factory operating in a coordinated, consistent, and collaborative way.
Let me give you an example. All 25 companies we worked with last year experienced restructuring fatigue. They were not eager creative, operations, analytics, media, and digital tech teams champing at the bit for more new roles, responsibilities, and operational changes. They were still trying to settle into the last restructuring.
What worked was fine-tuning a mostly centralized model into a fully centralized operational model. It wasn’t a full restructuring, just a nudge to keep going.
In most of those situations, the Gartner data rang true. Marketing has shifted to get a tighter and closer set of disparate teams working together to collaborate, produce, and measure more efficiently and effectively.
As Gartner said in true Gartner-speak fashion: “Marginal losses of sole responsibility (in favor of shared and collaborative) were also reported across capabilities essential for digitally oriented growth, including digital media, digital commerce, and CX.”
Companies gave up the idea of marketing owning one part of the customer experience, content type, or channel. Instead, they moved into more collaborative sharing of the customer experience, content type, or channel.
“Tomorrow’s marketing and communications teams succeed by learning to adapt — and by deploying systems of engagement that facilitate adaptation. By constantly building to change, the marketing department builds to succeed.”
We surmised the marketing team of the future wouldn’t be asking what it was changing into but why it was changing. Marketing today is at the tipping point of that.
The fact that half of all marketing teams restructure and change every two years might not be a reaction to shifting markets. It may just be how you should think of marketing — as something fluid that you build and change into whatever it needs to be tomorrow, not something you must tear down and restructure every few years.
The strength in that view comes not in knowing you need to change or what you will change into. The strength comes from the ability and capacity to do whatever marketing should.
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Cover image by Joseph Kalinowski/Content Marketing Institute
2. Understand topical authority: Keywords vs. entities
Google has been talking about topical authority for a long time, and in Discover, it is completely relevant. Traditional SEO includes the use of keywords to position your web pages for a specific search, but the content strategy in Discover should be based on entities, i.e., concepts, characters, places, topics… everything that a Knowledge Panel can have. It is necessary to know in which topics Google considers we have more authority and relevance in order to talk about them.
3. Avoid clickbait in titles
“Use page titles that capture the essence of the content, but in a non-clickbait fashion.” This is the opening sentence that describes how headlines should be in Google’s documentation. I always say that it is not about using clickbait but a bit of creativity from the journalist. Generating a good H1 is also part of the job of content creation.
Google also adds:
“Avoid tactics to artificially inflate engagement by using misleading or exaggerated details in preview content (title, snippets, or images) to increase appeal, or by withholding crucial information required to understand what the content is about.”
“Avoid tactics that manipulate appeal by catering to morbid curiosity, titillation, or outrage.
Provide content that’s timely for current interests, tells a story well, or provides unique insights.”
Do you think this information fits with what you see every day on Google Discover? I would reckon there were many sites that did not comply with this and received a lot of traffic from Discover.
With the last core updates in 2023, Google was extremely hard on news sites and some niches with content focused on Discover, directly affecting E-E-A-T. The impact was so severe that many publishers shared drastic drops in Search Console with expert Lily Ray, who wrote an article with data from more than 150 publishers.
4. Images are important
They say that a picture is worth a thousand words. If you look at your Discover feed, you’ll see most of the images catch your attention. They are detailed shots of delicious food, close-ups of a person’s face showing emotions, or even images where the character in question does not appear, such as “the new manicure that will be a trend in 2024,” persuading you to click.
Google’s documentation recommends adding “high-quality images in your content, especially large images that are more likely to generate visits from Discover” and notes important technical requirements such as images needing to be “at least 1200 px wide and enabled by the max-image-preview:large setting.” You may also have found that media outlets create their own collages in order to have images that stand out from competitors.