Building a MarTech stack can be a complicated process for companies of all sizes. After all, it’s not just enterprises that are managing a variety of touchpoints across a multitude of marketing channels, and for smaller marketing teams, managing all those moving parts is impossible without the aid of marketing automation and other MarTech tools.

Beyond the need to manage a large volume of content assets, coordinate with sales, and manage website content and social media platforms, there are other important considerations that companies may overlook when building their MarTech stack, and overlooking these considerations can be costly in the long run. If your newest MarTech tool doesn’t integrate with the rest of your stack, for instance, you could end up with overly complicate processes – or worse, silos, one of the very things a great MarTech stack can eliminate.

To gain some insight into the most crucial considerations that companies should weigh when building their MarTech stack, we reached out to a panel of marketing and technology experts and asked them to answer this question:

“What’s the most important consideration companies building their MarTech stack often overlook (but shouldn’t)?”

Jon C. Wolfe @houseadv

Jon C. Wolfe is the founder, president and CEO of House Advantage, an international customer loyalty, marketing, strategy, and technology company headquartered in Las Vegas. With over a quarter century of casino management, technology experience and building patron loyalty in the gaming and hospitality industries, Jon is considered an expert in business intelligence.

“I have developed some very robust marketing stacks…”

And our core loyalty product HALo plays a primary role in some of the largest marketing stacks in North American gaming. As our technology has evolved over the past few years, we have been very careful to evaluate missteps and oversights by our customers and our own teams on some of these large projects. As we continue to grow our product suite and assume larger roles in existing stacks, we have a number of items that we are sure to include in the early planning phases:

  • Make the tools simpler to use and achieve the mission. Many times, tools developed are so comprehensive and complex that a large staff must be deployed to manage the software. Bring key personnel in early, not just leadership, but also the front line. Get their input on workflow and tasks that need to be performed and weight them accordingly in repetition and significance. Create solutions that are intuitive and cost effective to adopt and use.
  • Your software doesn’t have to be all things to all people. Don’t be scared to integrate into other best of breed solutions. Let them be great at what they do, while you are great at what you do. Companies tend to create weaker solutions overall when they get dragged out of their core competency.
  • Also, as part of the above: Learn to integrate. I mean this both technologically and organizationally. We spend 35% of our development dollars on integrating into new solutions and products. These create several bi-directional opportunities. First, the amount and quality of data we get from that integration is typically substantially better. Secondarily, we find another outlet and point of presence in other products for the items that our products do really well. Most of these situations provide two wins, not just one.
  • Finally, try not to be too myopic around the role of your particular technology in the stack. Understand the role your product needs to play in the comprehensive suite, both in primary functions and in supporting roles with other systems, and apply the proper amount of effort on all sides of those responsibilities. Having another system not live up to its potential because of dependencies on your technology is just as bad as your own technology not performing in its primary function and role. Respect your role and be a good supporting technology when needed. Understand where your product overlaps with another product in the stack, and ensure you understand the operational expectation on who provides what service and role to the overall success of the stack.

Read full article here.

MerlinOne August 2, 2018

Expand the value proposition
Engage your customers across all amenities and touch points, in real time.
Learn More »