Marketing automation (MA) systems are increasingly commonplace in B2B marketing. But are the processes inherent in adopting and utilising this technology effectively undermining or impeding marketers’ ability to be creative?
Creativity, in the broadest sense of the word, has long been at the centre of what marketers do and who they are as professionals. Marketers need to be creative in many ways and in many aspects of their role – from the planning, strategy and insight, right through to the campaign execution and analysis, and everywhere in between.
The challenge for marketers in the automation era, therefore, is how they can retain this important element of creativity while automating what they do. The objective of this roundtable, run in association with OgilvyOne DNX, was to understand the challenge of recognising creative marketing with MA in more detail, highlighting the most pressing issues, and – where possible – advising on how best to address the challenges.
What follows are some of the standout conclusions and revelations from the conversation.
1. ‘Automation’ may not be a helpful word
The word automation implies that following the implementation of the technology all marketing activity is henceforth automated, and that marketers themselves can just walk away and not be involved. This simply isn’t true, and this perception belies the huge amount of work required by marketers to make this technology work effectively. It’s vital to change this mindset to enable marketers and brands to successfully utilise MA platforms, otherwise it will be a roadblock. Furthermore, creativity within the process of utilisation is essential for success – and this applies not just at the implementation or programme development stage, but on a constant basis, monitoring campaign effectiveness against objectives and tweaking aspects where necessary to optimise.
2. MA platforms are often bought for the wrong reasons
In practice Automation often boils down to a set of badly orchestrated trigger events, which don’t properly align with the objectives of the campaign. In too many instances the driver behind automation for an organisation is an attempt at cost savings, rather than a desire to improve consistency or quality, or ensure the brand is having the right kind of conversations. Great tools used badly cause more problems than if they are not used in
the first place.
3. Technology is often a scapegoat for failure of human processes
One attendee revealed that the team running the marketing automation platform within their organisation is so driven by linear processes that it is unable to accommodate creative flexibility, particularly in the form of data insight and analysis to enable campaign optimisation. The team in question is focused purely and simply on executing campaigns and messages. Critical analysis of activity, and creative thinking around alternative tactics or messages, is not something inherent within the culture of this team. Consequently they default to focusing on execution: in other words, just getting the marketing out of the door. The reality is that user behaviour is often the main reason for failure of marketing automation platforms – the best way to resolve this is to focus on the culture and training of those responsible.
4. A tech strategy is required to enable organisations to get the best out of automation
Large organisations in particular can potentially have multiple tools all broadly labelled ‘automation’ and all operating at any one time, often without much connectivity, making marketers’ efforts to use them effectively and coherently extremely difficult. As well as leadership, ownership needs to be clearly defined – blurred lines between IT and marketing are not helpful.
5. Technology itself is not a barrier to the big creative idea
What’s more likely to obstruct this kind of activity are the processes and what happens when the campaigns are executed. Marketers need to spend time upfront to ensure that these are set up properly from the outset.
Automation and creative are not in conflict. Lots of the challenges we are seeing between marketing and automation are challenges in transition. MA is a relatively new category. Automation technology will gradually slip into the background – as it becomes more widely utilised and understood.
6. Cultural differences create challenges for automation internationally
The use of MA platforms typically looks different for marketers in different territories, with different implications for use of creative or creative ideas. Respondents working for the EMEA team of a global company, headquartered in the US, reported how colleagues at its HQ location use automation platforms to focus more on email blasts than in Europe, where social is a much more significant part of the marketing mix. Assuming one-size-fits-all is dangerous in global B2B marketing.
7. At worst, marketing automation can risk making marketers lazy
It can be easier to do effective automation than produce genuinely creative marketing. In many companies there has been an emphasis on recruiting great project managers rather than truly great creative people. But at the same time, measurability cannot be sacrificed for the sake of creative excellence.
Automation should not be an excuse for becoming the chief spam officer. One attendee said their organisation had a rule of only sending three emails a week. The perception was that campaigns using automated techniques would be more effective than otherwise, and pre-campaign filtering and segmentation was not necessary. The reality is that this kind of activity will be eroding the email database, and the brands employing it are using their marketing automation platform as a very expensive email marketing system, not touching any of the core functionality.
8. A marketing team with balanced skills, specialisms and expertise is required to get the best out of MA
In particular, effective automation requires both left- and right-brained individuals within a marketing team. The processes required to operate automation platforms effectively require a different set of skills to those traditionally held by marketers. Marketing team leaders need to balance both the left- and right-brain thinkers within their team.
9. By definition, the nirvana of automation is unobtainable
B2B marketers will never get to the stage with automation where the technology is working perfectly, with maximum possible results, because utilising this technology will always be a work in progress. Perhaps more importantly, this is also because the market, buyer behaviour, the technology platforms themselves, among many other factors, are constantly evolving. The creative challenge for marketers is to continue to evolve their processes and activities in parallel, to keep pace and reflect trends and preferences in communications and content.
10. Leadership is critical for effective use of marketing automation
It’s essential that those in charge of the marketing function understand the profound changes required to implement and effectively utilise MA. It’s not simply a matter of choosing the right system and watching your revenue and/or pipeline increase – there are significant challenges ahead that demand a creative approach from marketers (among other things) to ensure success.
Perhaps the best piece of advice for successful implementation of MA is: ‘don’t try to boil the ocean’ – marketers are advised to keep their objectives and timelines manageable and realistic. Set goals and expectations that are achievable, and ensure all the relevant stakeholders understand them clearly and are under no illusions about what can be achieved and when.
Attendees
Drew Nicholson, CEO of OgilvyOne DNX
Claire Hopkins, director, Ideal Networks
Emma Wilson, marketing director, Sabre
Fergus Gloster, MD for Europe, Marketo
Heidi Taylor, head of marketing for government and public sector, PWC
James Myers, head of planning at OgilvyOne DNX
Javier Neito, vice president of global marketing for ecommerce, Worldpay
Kylie Webb, marketing director, Deltek
The discussion was moderated by Joel Harrison, editor-in-chief at B2B Marketing. The roundtable is the first in a series, organised in association with OgilvyOne DNX.
