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My Stack is Bigger than Your Stack, So What?

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My Stack is Bigger than Your Stack, So What?

How big should a martech stack be? The answer is, as big as it needs to be, which I know isn’t a helpful answer. On our platform we have almost 1,000 stacks under management, ranging from 10 products to more than 250. Our own stack has 43 and we are a small company with a limited marketing budget.

 It’s virtually impossible to benchmark stacks from a size perspective due to a lack of consistency regarding:

  • The categories to be included  – Only marketing tech or marketing tech + sales tech + adtech (some consider ad tech entirely separate from martech) + service tech + data sources? Note: we see data sources showing up more and more in tech stacks.
  • The types of products included – Generally it’s purchased products, internally developed ones and those acquired and managed by agencies on the company’s behalf. But what about free products? Our data shows most companies don’t bother tracking them because it’s seen as too difficult or unimportant because it doesn’t impact the budget. This is a mistake. Some free products are critically important gems that are important to know about. 
  • How comprehensive it is – Some companies choose to look only at their critical foundational platforms. We, on the other hand, catalog every single piece of technology we use.
  • The scope – Some companies have one comprehensive source of truth (aka stack), while others manage technology at a department, business unit or geographical perspective and manage multiple stacks. We’ve even seen companies building stacks for specific marketing objectives e.g., lead acquisition, engagement etc.

Read next: Here’s how startups and small companies should build their marketing stacks

In building your stack, don’t focus on trying to find a guide to tell you how big your stack should be. Instead work from the ground up:

  1. Establish your foundational technology infrastructure. For most companies this includes:
    • A way to create campaign materials, 
    • A system to be your source-of-truth for data, 
    • A way to manage prospect and customer relationships,
    • A means to acquire and nurture leads and engage customers,
    • One or more systems to support collaboration,
    • Tools to analyze and assess results.
    • Tools to manage assets, budgets and technology, and a platform to facilitate online sales if needed.

You may not need discrete tools for each function, depending on your environment your marketing automation platform may also function as your CRM and email platform.

  1. Consider things beyond core functionality:
    • Suitability for the size and skills of your team. If you choose a product that is too complex than your team can handle, it will never be fully utilized and you will not get enough of a return on your investment.
    • How well everything works together. Can critical data get where it needs to go? Find out if your products can easily integrate before you buy them. Otherwise you will have to develop custom integration code (depending on the system it could be a six-figure cost).
    • Scalability. You should be able to use your foundational elements for 3-5 years. That means they must be able to grow with the company. It’s a huge task to swap systems out, taking from six to 18 months to do. 
    • Cost. It’s important to understand on a product-by-product basis and at the stack level how your purchases factor in and impact customer acquisition costs (CAC).
       
  2. What do you need to achieve your objectives? With more than 9,000 martech products on the market, how do you sort through them? Your marketing goals will focus your efforts in the right place. Also, it’s critically important to consider whether the technology you already have can handle your expected future needs. One of the key contributors to stack bloat is redundant functionality within the stack. This is caused by looking at each set of technology requirements on its own and not considering the stack as a whole.
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Remember, the need to create new campaigns, leverage new channels, improve targeting, etc., means you are going to add more technology to your stack. That’s okay, as long as you keep the CAC impact in mind. 

Is smaller better?

There’s an idea going around that we should all make our stacks smaller via consolidation. The argument is that a smaller stack will be easier to manage and less costly – but will it? Replacing five products with one product doesn’t guarantee easier stack management and lower costs. A new product could add a new level of complexity and require a long implementation and onboarding period and extensive training. It could also cost significantly more than the products that are being replaced.  

Consolidation is a favorite theme of vendors with large multi-function systems that want you to use their product over everything else. There are times when this makes sense, particularly when integrations are involved, but there are plenty of times when it doesn’t. As yet there is no single platform that can deliver the functionality needed across the stack so don’t waste any time thinking about that.   

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Consolidation can be needed when a stack gets out of control due to lack of centralized oversight and purchasing. Then bloat becomes obvious through skyrocketing expenses without the ability to demonstrate return on investment. We’ve worked through this process with a number of customers and in every situation it’s because of redundant contracts, products and functionality. If you have processes in place to prevent this, your only risk of bloat is keeping products that didn’t live up to expectations or no longer serve your marketing objectives. This is easily avoided by establishing performance benchmarks and conducting regular stack reviews. 

If we can’t define the optimum size of a tech stack then we certainly can’t look at a stack and say “that needs to be consolidated.”  Stop worrying about stack size, the perfect size for your stack is one that ensures you meet your marketing objectives in a cost-effective way.


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Opinions expressed in this article are those of the guest author and not necessarily MarTech. Staff authors are listed here.


About The Author

Heres how startups and small companies should build their marketing

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Anita Brearton is founder and CEO of CabinetM, a marketing technology management platform that helps marketing teams manage the technology they have and find the technology they need. A long-time technology marketer, Anita has led marketing teams from company inception to IPO and acquisition. She is the author of the Attack Your Stack and Merge Your Stacks workbooks that have been written to assist marketing teams in building and managing their technology stacks, a monthly columnist for CMS Wire, speaks frequently about marketing technology, and has been recognized as one of 50 Women You Need to Know in MarTech.

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MARKETING

Trends in Content Localization – Moz

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Trends in Content Localization - Moz

Multinational fast food chains are one of the best-known examples of recognizing that product menus may sometimes have to change significantly to serve distinct audiences. The above video is just a short run-through of the same business selling smokehouse burgers, kofta, paneer, and rice bowls in an effort to appeal to people in a variety of places. I can’t personally judge the validity of these representations, but what I can see is that, in such cases, you don’t merely localize your content but the products on which your content is founded.

Sometimes, even the branding of businesses is different around the world; what we call Burger King in America is Hungry Jack’s in Australia, Lays potato chips here are Sabritas in Mexico, and DiGiorno frozen pizza is familiar in the US, but Canada knows it as Delissio.

Tales of product tailoring failures often become famous, likely because some of them may seem humorous from a distance, but cultural sensitivity should always be taken seriously. If a brand you are marketing is on its way to becoming a large global seller, the best insurance against reputation damage and revenue loss as a result of cultural insensitivity is to employ regional and cultural experts whose first-hand and lived experiences can steward the organization in acting with awareness and respect.

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How AI Is Redefining Startup GTM Strategy

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How AI Is Redefining Startup GTM Strategy

AI and startups? It just makes sense.

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More promotions and more layoffs

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More promotions and more layoffs

For martech professionals salaries are good and promotions are coming faster, unfortunately, layoffs are coming faster, too. That’s according to the just-released 2024 Martech Salary and Career Survey. Another very unfortunate finding: The median salary of women below the C-suite level is 35% less than what men earn.

The last year saw many different economic trends, some at odds with each other. Although unemployment remained very low overall and the economy grew, some businesses — especially those in technology and media — cut both jobs and spending. Reasons cited for the cuts include during the early years of the pandemic, higher interest rates and corporate greed.

Dig deeper: How to overcome marketing budget cuts and hiring freezes

Be that as it may, for the employed it remains a good time to be a martech professional. Salaries remain lucrative compared to many other professions, with an overall median salary of $128,643. 

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Here are the median salaries by role:

  • Senior management $199,653
  • Director $157,776
  • Manager $99,510
  • Staff $89,126

Senior managers make more than twice what staff make. Directors and up had a $163,395 median salary compared to manager/staff roles, where the median was $94,818.

One-third of those surveyed said they were promoted in the last 12 months, a finding that was nearly equal among director+ (32%) and managers and staff (30%). 

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Extend the time frame to two years, and nearly three-quarters of director+ respondents say they received a promotion, while the same can be said for two-thirds of manager and staff respondents.

Dig deeper: Skills-based hiring for modern marketing teams

Employee turnover 

In 2023, we asked survey respondents if they noticed an increase in employee churn and whether they would classify that churn as a “moderate” or “significant” increase. For 2024, given the attention on cost reductions and layoffs, we asked if the churn they witnessed was “voluntary” (e.g., people leaving for another role) or “involuntary” (e.g., a layoff or dismissal). More than half of the marketing technology professionals said churn increased in the last year. Nearly one-third classified most of the churn as “involuntary.”

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Men and Women

Screenshot 2024 03 21 124540Screenshot 2024 03 21 124540

This year, instead of using average salary figures, we used the median figures to lessen the impact of outliers in the salary data. As a result, the gap between salaries for men and women is even more glaring than it was previously.

In last year’s report, men earned an average of 24% more than women. This year the median salary of men is 35% more than the median salary of women. That is until you get to the upper echelons. Women at director and up earned 5% more than men.

Methodology

The 2024 MarTech Salary and Career Survey is a joint project of MarTech.org and chiefmartec.com. We surveyed 305 marketers between December 2023 and February 2024; 297 of those provided salary information. Nearly 63% (191) of respondents live in North America; 16% (50) live in Western Europe. The conclusions in this report are limited to responses from those individuals only. Other regions were excluded due to the limited number of respondents. 

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Download your copy of the 2024 MarTech Salary and Career Survey here. No registration is required.

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