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How marketers can take steps toward greater personalization

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How to enable greater personalization in a world of impersonal experiences

“We want to be treated as individuals by the brands we do business with,” said Katie Wheeler, senior manager of product marketing at Salesforce, in a recent webinar. “But, it’s hard for companies to treat folks at the individual level because there’s so much data — there are so many platforms and devices.”

“But this is what customers expect — they expect a personalized experience,” she added.

The demand for greater customization is something brands can’t avoid. Seventy-one percent of consumers expect companies to deliver personalized interactions, according to McKinsey’s Next in Personalization 2021 Report. Marketers need to know what level of personalization their organizations are currently providing and what steps need to be taken to improve it.

Assess your personalization readiness

One of the foundational features of personalization is one-to-one interaction, rather than sending the same messaging and providing the same experiences to all customers. However, this can often be challenging for brands.

“A lot of companies invest in all this great technology where customer data is stored,” Wheeler said. “But it’s often siloed in different systems.”

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Siloed customer data can open the door to disconnected brand experiences, preventing marketers from understanding their audiences. To enact real-time personalization at scale, brands need to know how their data is stored and how it’s used to create personalized experiences.

brand readiness for personalization
Source: Horizontal Digital and Salesforce

Wheeler recommends marketers implement technology like decision engines to scale up their personalization efforts. These technologies can use AI to track customer behavior, process the data, and then offer personalized solutions in the form of recommended actions, offers, products, etc.

Implement a phased approach

Once marketers know their brand’s level of personalization readiness, they can more easily enact the necessary changes. No matter what amount of personalization you’re dealing with, all marketers can benefit from making changes incrementally.

personalization maturity levels for marketers
Source: Horizontal Digital and Salesforce

“An important reason for starting small is that you may be facing some pushback from stakeholders,” said Matt Wash, senior manager of marketing technology and operations at Horizontal Digital, in the same webinar. “What success can look like in this phase is identifying a single channel of personalization and partnering with the [company] division that is more ready for personalization, finding successes, and proving [that success] to the rest of the organization as you progress.”

Focus on audience segments and business objectives

When enacting a marketing personalization project, marketers should first analyze primary audience data and set up benchmarks for success. Establishing these foundational data points will make it easier to scale efforts in the future, especially when detailed use cases are employed.

“Identify and prioritize use cases to execute,” said Erica Skelly, senior personalization strategist at Horizontal Digital, in the same presentation. “Look at what’s going to drive the biggest business impact with the lowest hanging fruit.”

Getting executives on board with personalization tactics is much easier with use cases that highlight successes. The more data you have, the more specific these can be, which can make it easier to tie them to business goals.


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Expand and connect additional channels

“Learn from the use cases,” said Skelly. “Look at any lift in key metrics … You can also refine or change the use case, making sure you’re enhancing the performance.”

She added, “If possible, connect a new channel to make it a multichannel approach.”

Streaming multiple data feeds from tools like CDPs can help highlight trends from these use cases. Adding these to your martech stack can show marketers which channels are performing best, which channels audience segments prefer, and more.

Skelly also suggests identifying apps, email, or any other connections marketers can use to keep customers within the sales funnel. Then, marketers can test how effective they are at engaging people at key touchpoints.

Leverage insights to create a personalized omnichannel experience

“Utilize the connectivity across the additional channels you’ve identified to bring customers back into the funnel,” Skelly said. “Drive them toward the conversion point to ensure they’re increasing the ROI based on your business objectives.”

This advanced phase of personalization is all about acceleration — scaling up your multichannel expansion, data and trend analysis, and tool integrations. Marketers can then enact more in-depth data measurement tactics such as propensity modeling and last/multitouch attribution.

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brand personalization phases
Source: Horizontal Digital and Salesforce

An important thing to keep an eye on during this acceleration phase is your brand’s content. Marketing to audiences on different channels calls for varied types of content, optimized to fit the customer’s context. Marketers should use the insights gained from earlier phases to better structure their personalized messaging in a way that brings people into the funnel.

Wash noted that marketers must also be aware of the “privacy paradox,” which can help keep content/experiences personalized without breaching customers’ privacy: “Everybody wants more personalized experiences,” he said. “But, we also value our privacy and are concerned about the information we’re sharing.”

He added, “That’s something that needs to be constantly assessed when looking for opportunities for personalization.”

Watch this webinar presentation at Digital Marketing Depot.


About The Author

Guide to what you missed at the fall 2022 MarTech

Corey Patterson is an Editor for MarTech and Search Engine Land. With a background in SEO, content marketing, and journalism, he covers SEO and PPC to help marketers improve their campaigns.


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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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