Marketing Tech Monitor 2021 - Management-Summary - statista.design
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Marketing Tech 3 Pagesment-S
1 age 144 Pages
Manmarketingtechmonitor.com
Full version at
Monitor 2021
Mit Unterstützung unserer Partner marketingtechmonitor.com
MARKETING TECH MONITOR 2021
The benchmark study
marketing technology
and strategy
The 3rd major German company study conducted with over
1.000 company decision makers determines the position for
marketing technology and marketing strategy, transparency
and benchmarking.
This time the focus is on strategies, objectives, controlling
instruments (KPI frameworks), use of data and project
organization.
Responsible for the texts / publisher of the study
CONTACT
Dr. Ralf E. Strauß
Marketing Tech Lab GmbH
Sierichstraße 8
22301 Hamburg
ralf.strauss@marketingtechlab.de
kerstin.clessienne@marketingtechlab.de
kerstin.pape@marketingtechlab.de
www.marketingtechlab.de
www.marketingtechmonitor.com
© Dr. Ralf Strauß, Kerstin Clessienne and Kerstin Pape
Edition 3 | Hamburg, Frankfurt | June 2021
© GRAPHICS / LAYOUT
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MARKETING TECH MONITOR 2021
TABLE OF CONTENTS
1 MARKETING TECH … CONTINUES TO GAIN MOMENTUM 4
2 MARKETING TECH ... AN EVOLUTIONARY LEAP IN THE FIELD OF MARKETING 5
A – Marketing Tech – Systematization
B – Study design Marketing Tech Monitor 2021
3 THE GOOD, THE BAD, AND THE UGLY … THE VITAL IMPORTANCE OF STRATEGY … 6
4 IN GOD WE TRUST, ALL OTHERS HAVE TO BRING DATA … IS YOUR DATA READY?! 8
5 CUSTOMER-DATA-PLATFORMS … NO PARKING ON THE DANCEFLOOR? 9
6 ANYONE CAN DO IT THE EASY WAY ... CHALLENGES RELATING
TO MARKETING TECH STRATEGIESAND THEIR IMPLEMENTATION 10
7 ONLY ENDEAVOR IT IF YOU MEASURE IT … FROM STRATEGY TO GOALS TO KPIS 11
8 MASTER YODA IS BACK … THE REVIVAL OF MARKETING PLANNING AND MANAGEMENT 12
9 I GO WHERE TRUE LOVE GOES … BUDGETS IN MARKETING TECH 13
10 TREPIDATION AND HOPE … MARKETING ANALYTICS AND SPEND OPTIMIZATION 14
11 PROGRAMMATIC ADVERTISING, GOING CRM?! 15
12 ORGANIZATION REMAINS A DIGITAL WORK IN PROGRESS ... THE COMPETENCY GAP 15
13 CHANGE MANAGEMENT ... COLORED SLIPS OF PAPER, QUICK FAILURE? 16
14 AUTHORS 17
15 ADDITIONAL, MORE EXTENSIVE CONTENT INCLUDED
IN THE FULL VERSION OF THE MARKETING TECH MONITOR 2021 19
3
MARKETING TECH MONITOR 2021 | MARKETING TECH … CONTINUES TO GAIN MOMENTUM
1
MARKETING TECH …
CONTINUES TO GAIN MOMENTUM
We have been delighted and moved by the overwhelming The analysis presented here and the procedure model
feedback on the 2019 and 2020 editions of the Marketing are meant to, once again, serve as a basis for compa-
Tech Monitor, but this has also shown that there is – and nies, helping them to introduce and/or transform their
will be – a tremendous need for well-founded informati- marketing tech stack systematically and successfully
on about strategies, concepts, tools, and best practices and providing an impetus for effectively meeting all chal-
when it comes to marketing tech across a wide range of lenges regarding strategy, concept, and implementation.
industry segments and sizes. Factors such as limitations We sincerely hope that the Marketing Tech Monitor 2021
on the collection of third-party cookie data pursuant to (144 pages in total), which is once more the result of a
the ePrivacy directive and Google’s announcement that, collaboration with leading companies and partners, can
in the future, it will allow neither third-party cookies in provide much needed help in navigating this rapidly gro-
Chrome nor alternative ID solutions provided by third wing market.
parties have contributed to further raising the bar for
what people expect from setting up and expanding data-
driven marketing by establishing one’s own opt-ins and
first-party data.
As always, we welcome any questions and look forward to further discussions.
Ralf Strauß & Kerstin Clessienne & Kerstin Pape
Hamburg/Frankfurt, June 2021
4
MARKETING TECH ... AN EVOLUTIONARY LEAP IN THE FIELD OF MARKETING | MARKETING TECH MONITOR 2021
2
MARKETING TECH ... AN EVOLUTIONARY
LEAP IN THE FIELD OF MARKETING
A.
Marketing Tech – Systematization
Marketing tech (or MarTech) basically refers to a wide va- nally. A lack of such a functional blueprint leads to a lack
riety of different technologies that are employed by compa- of clarity when it comes to developing a strategy, often re-
nies to supplement and automate their marketing activities sulting in a superabundance of technical platforms. As a
using IT applications. These applications include more tra- consequence, there are conflicts of competence between
ditional CRM scenarios (e.g., marketing resource manage- different functional areas (e.g., “Which system takes prece-
ment / MRM), customer data platforms, marketing mix mo- dence?”), overlicensing of IT applications, and, subsequent-
deling, and adtech solutions (illustration 1). Although ly, escalating implementation, interface, and maintenance
categorizing all the different application scenarios and costs. The aim is to develop an overarching strategy and a
tools in their entirety is hardly possible, it still helps to ana- subsequent marketing technology stack that serves as a
lyze individual functional dimensions and to determine to “central engine room” and can be accessed by all functio-
what extent these individual technologies overlap functio- nal areas in a uniform manner.
Illustration 1: Building blocks of a marketing tech stack (schematic 2021)
B.
Study design
Marketing Tech Monitor 2021
As part of the study, a total of 1,084 marketing managers to participate in the survey, contacting them in several wa-
and directors as well as digital marketing / online marke- ves. A high response rate and the immediate feedback on
ting managers in Germany, Austria, and Switzerland were the survey once again show the topicality of the subject and
approached between March 8 and March 26, 2021, based on the need for further development. In order to gain additio-
their membership in the CMO Community and the Digital nal, in-depth insights, the study also included approximate-
CMO Community. This generated 257 full replies. At the ly 30 qualitative expert interviews.
same time, Statista Q invited members of this target group 5
MARKETING TECH MONITOR 2021 | THE GOOD, THE BAD, AND THE UGLY … THE VITAL IMPORTANCE OF STRATEGY …
3
THE GOOD, THE BAD,
AND THE UGLY …
THE VITAL IMPORTANCE
OF STRATEGY …
Companies still have a lot of catching up to do when it co-
mes to adopting a fundamental strategic approach to the
paradigm shift regarding customer communications and
marketing investment in the field of data-driven marketing.
When it comes to deciding on a marketing tech strategy,
companies are faced with the challenge of having to choose
from a myriad of applications because there are more than
10,000 different ones (as of May 2021). A consolidation of
this multitude of applications has long been called for but
has yet to occur, and a categorization is becoming increa-
singly difficult, as many platforms have their own particular
way of bundling together and labeling a wide range of func-
tions. Discussions about the best strategy in this data-dri-
ven age go hand in hand with evaluating one’s business
model and/or the necessity of developing it in a(n) (r)evolu-
tionary way.
Markets, business strategies, and technologies evolve ra-
pidly and in a volatile manner, thus requiring a solid strate-
gic foundation, especially at the lower levels (levels 7–10),
e.g., when it comes to implementing direct-to-consumer/ From a business perspective, arguments for pursuing such
omnichannel strategies. The majority of respondents (65%) a strategy include having a wider market coverage and
are in favor of adopting an omnichannel approach similar to being able to reach all types of customer segments at a lo-
those used by Adidas, Miele, Haribo, and Lego. wer cost and at the preferred point of interaction of each
customer (illustration 2).
Implementing an omnichannel strategy
Gaining consumer insights
Developing new business areas
and product categories (diversification)
Digitalization in sales (reducing personal sales)
Setting up an e-commerce system /
developing digital brands
Becoming independent from existing sales channels
(e.g., retail)
None of the above
Illustration 2: Primary overarching business goals for the next 2–3 years (in %, multiple answers, n=257)
6
THE GOOD, THE BAD, AND THE UGLY … THE VITAL IMPORTANCE OF STRATEGY … | MARKETING TECH MONITOR 2021
It is no longer possible to rely on a single function to diffe- marketing tech still falls short of their self-declared stan-
rentiate between individual customers and set yourself dards – even in their own perception. This shows that there
apart from competitors. This increasingly requires optimi- is an inherent contradiction between the importance of di-
zation across all disciplines and business units. Individual gital skills and one’s own (actual) skills and/or the concrete
topics need to be addressed in distinct projects, but these implementation: On the one hand, ¾ of CMOs and marke-
projects need to conform and contribute to the overarching ting directors in Germany, Austria, and Switzerland state
goal. The higher the service share in the relevant product/ that their company has a strong awareness of the risks of a
solution offering, the greater the focus on customer expe- failed transformation process (74%). On the other hand,
rience management – likewise, the risk arising from a pos- there is a considerable lack of resoluteness when it comes
sible failure of the transformation process is perceived to to implementing it, even in more advanced companies
be greater (illustration 3). (44%). The interviews supplementing the study reveal that
For the majority of marketing managers and directors in about 2/3 of companies sometimes perceive themselves to
Europe, expertise in the field of data-driven marketing and be “in a bottomless pit of tech despair” and/or “tangled up.”
Awareness Resoluteness
High High
awareness degree
(74%)
Moderate
degree
Insufficient
resoluteness
(44%)
Slight
degree
Not at all
Illustration 3: Awareness of the risks of a failed transformation process vs. resoluteness in
implementing the necessary changes (in %, multiple answers, n=257)
While the vast majority still consider themselves
sufficiently prepared from the point of view of cor-
porate goals and legal challenges (83 %), the "is-
land of bliss" is fading with regard to marketing
and communication strategy, data or even techno-
logies. The majority puts a question mark on the
question of competences both in marketing as a
whole and in sub-topics such as data and techno-
logies.
7
MARKETING TECH MONITOR 2021 | IN GOD WE TRUST, ALL OTHERS HAVE TO BRING DATA … DATA READY?!
4
IN GOD WE TRUST,
ALL OTHERS HAVE TO
BRING DATA …
IS YOUR DATA READY?!
There may be many discussions about customer centri-
city, but when it comes to systematically collecting and
using customer data, most companies are still at a rudi-
mentary level. The cry for excellent data quality and the
voices pointing out the need to lay the foundations for
data-driven marketing often still go unheeded. Conse-
quently, the top priority for the next 2–3 years will be to
consolidate and harmonize user data (anonymous, per-
sonal), which will have a significant impact on the future The “light side of the data force” needs to be mastered
existence of companies (illustration 4). first before you continue to set up and expand other ap-
plications, such as loyalty programs.
Risk
Consolidating
and harmonizing
user data
Ensuring compliance
with the regulatory
Establishing a
framework (GDPR)
cross-channel
customer ID
Generating one’s
own user data
More control over
one’s own user data
Establishing a
customer loyalty
program
Goals
Illustration 4:
Strategic prioritization matrix for goals in the field of customer centricity in the next 2–3 years and risks to the compa-
ny’s future existence and competitiveness in the case of a failure of the transformation process (in %, multiple answers,
number of cases varies)
Data readiness, which involves the aggregation of data across multiple categories, thus amounts to only about 20%.
Therefore, theoretical discussions about “data democratization,” which are just a fig leaf, seem rather absurd.
8CUSTOMER-DATA-PLATFORMS … NO PARKING ON THE DANCEFLOOR? | MARKETING TECH MONITOR 2021
5
CUSTOMER-DATA-
PLATFORMS …
NO PARKING ON
THE DANCEFLOOR?
The pervasive talk about aggregated data is leading to
an increased demand for integration platforms in the
form of CDPs. More than 57% of marketing decision-
makers say they are either planning to introduce a
CDP in the future or already in the process of selecting
one (illustration 5).
We are currently using it and we are fully exploiting its potential
We are currently using it, but we haven’t unlocked
its full potential yet
We are in the process of selecting
or implementing one
We are planning to use one in the future
We don’t use any
Illustration 5: Current CDP usage: CDPs that have already been implemented and plans for the future (in %, n=257)
The main differences between CDPs and DMPs are the mode of data collection and what type of data is collected.
CDPs primarily work with personalized first-party data, which is aggregated as consistently as possible as PII
and cookie information, compiling individual user profiles. The data is collected directly from the user, and vari-
ous key identifiers (including both anonymous IDs and personal identifiers such as e-mail and postal addresses)
are used for data synchronization. Cookie information is anonymized or pseudonymized in the process. DMPs are
mainly cookie-based and primarily work with first- and third-party data.
9MARKETING TECH MONITOR 2021 | ANYONE CAN DO IT THE EASY WAY ... CHALLENGES RELATING TO MARKETING TECH STRATEGIES AND THEIR IMPLEMENTATION
6
ANYONE CAN DO IT THE EASY WAY ...
CHALLENGES RELATING TO
MARKETING TECH STRATEGIES
AND THEIR IMPLEMENTATION
It has often been critically noted in the interviews that
the implementation of marketing tech requires internal
know-how, e.g., in the field of possible IT integration
scenarios, and necessitates developing your own master
construction plan as well as clearly identifying technical
requirements in order to be able to carry out a different-
iated evaluation of different providers and platforms with
regard to various application scenarios, including integ-
ration. Accordingly, the majority of marketing directors
and CMOs single out the extensive and professional de-
scription of requirements and the discussion of detailed
use cases as the centerpiece of a successful implemen- which needs to be coordinated with a master construc-
tation of marketing tech (42%; illustration 6), tion plan (40%).
Detailed & professional description of the requirements
(requirements engineering) and use cases
Developing a conceptual objective for the overall infrastructure
Tool selection, processes, proof of concept (POC), testing
Creating cross-functional teams (e.g., specialist areas, IT, sales)
Implementation & roll-out
Professional project management
(milestones, steering committees, documentation)
Involvement of important internal stakeholders (management)
Redesign of processes and/or development of new to-be processes
and responsibilities (reengineering)
Training of users
Testing (user acceptance, integration, functionality)
Comprehensive as-is analysis (processes,
responsibilities, applications)
Involvement of internal subject matter experts
Assessment of financial impact (business case)
Customizing applications
We have invested enough time in all project stages
Illustration 6: Topics regarding marketing tech projects that, in retrospect, companies should have
invested more time in (in %, multiple answers, n=257)
Overall, only 9% of marketing managers say they have invested enough time in all project stages and fields of ac-
tion. From the very beginning, there is thus often a lack of a conceptual, content-related basis.
10ONLY ENDEAVOR IT IF YOU MEASURE IT … FROM STRATEGY TO GOALS TO KPIS | MARKETING TECH MONITOR 2021
7
ONLY ENDEAVOR IT
IF YOU MEASURE IT …
FROM STRATEGY
TO GOALS TO KPIS
The accompanying interviews and insights gained from project
experience show that companies often only have insufficient
control procedures for their marketing efforts. Accordingly, the
majority of companies (55%) admit to shortcomings regarding
a KPI framework for measuring and managing all activities in
terms of measurable business objectives, which are derived
from the company’s strategic goals and include clear causality
when it comes to investment. Only 13% of companies boast
such a clear and thorough approach (illustration 7).
Our operational management indicators
have been derived directly from our strategic goals
We know our marketing performance
indicators rather well
We don’t know our marketing performance
indicators that well
We have a poor, inconsistent set of marketing KPIs
that won’t be able to withstand future challenges
Illustration 7: Usage and implementation of marketing goals and KPI frameworks (in %, n=257)
From “having the will” to “having the skills” to “taking ac- about processing, deriving strategies from data, or even
tion”: Individual data sources can be easily identified and comparatively simple application scenarios (e.g., web ana-
visualized, and a large percentage of companies is famili- lytics). For most companies, the “Master Yoda” of their
ar with the various steps of data processing. The picture is own data can be found at an external agency – and, most-
much bleaker, however, when it comes to “having the ly, no clear legal and/or contractual agreements have
skills.” The majority of companies have little knowledge been made pertaining to future insourcing of this data.
11MARKETING TECH MONITOR 2021 | MASTER YODA IS BACK … THE REVIVAL OF MARKETING PLANNING AND MANAGEMENT
8
MASTER YODA IS BACK … THE REVIVAL OF
MARKETING PLANNING AND MANAGEMENT
Nearly 55% of companies state that they are already using an
application; in only 8% of cases, however, this application can
remain unchanged in the foreseeable future. This is consistent
with the statements made in the Marketing Tech Monitor 2020.
15% of companies are already looking for newer and more mo-
dern solutions, which is why there are likely to be many tende-
ring procedures and pitches over the next few years (illustrati-
on 8). The accompanying interviews show that
» simple calendar functions in reporting or BI tools are sometimes
already interpreted as MRM;
» the term “MRM” and the application scenarios encompassed by
it are not clear and self-explanatory – even the majority of mar-
keting directors working in the field of consumer goods say that
they cannot really explain which application scenarios are actual-
ly covered by the term “marketing resource management”;
» the management of budgets allocated to the cost center ERP FI/
CO is used as a synonym for MRM.
We are currently using it and we are
fully exploiting its potential
We are currently using it, but we haven’t
unlocked its full potential yet
We are in the process of selecting
or implementing it
We are planning to use it in the future
We don’t use it
Illustration 8: Current MRM usage: MRM that has already been implemented and plans for the future (in %, n=257)
12I GO WHERE TRUE LOVE GOES … BUDGETS IN MARKETING TECH | MARKETING TECH MONITOR 2021
9
I GO WHERE TRUE LOVE GOES …
BUDGETS IN MARKETING TECH
A comparison of the budget share allocated to
marketing tech (the share of technology and
system costs in the marketing budget) reveals
that for 82% of companies, spending on mar-
keting tech still accounts for less than 10% of
the total marketing budget. For most compa-
nies, the current share amounts to 6–8%, and
the majority of companies (21%) expect the
share of technology and system costs in the to-
tal marketing budget to increase to at least 15–
20% in the next 2–3 years (illustration 9). 44%
expect the share to increase to more than 20%.
Almost one in four companies believes that it could even
amount to more than 25%. High levels of investment are pre-
dominantly expected by B2B and, generally speaking, larger
companies: Most companies with a budget of more than €50
million predict that technology and system investment will in-
crease to 20–25%. In the United States, the UK, Norway, and
Denmark, for example, the average share in the marketing
budget amounts to up to 26%. This cross-country comparison
shows that there is still considerable room for improvement in
Germany, Austria, and Switzerland.
As far as the future development in their own company is con-
cerned, the majority feels extremely confident, with 29% of
companies expecting the share to increase to 15–20%. Accor-
dingly, respondents were very self-critical when asked about
whether they were already investing enough in marketing tech
Less than 5% 5% to less than 10% 10% to less than 15% – the overwhelming majority (68%) thinks that it is important
15% to less than 20% 20% to less than 25% 25% to less than 30% and necessary to invest significantly more in this area.
30% to less than 50% 50% and more Don’t know
Illustration 9:
Expected share of technology and system costs
in the total marketing budget across the entire
market by 2023 to 2024 (n=257)
13MARKETING TECH MONITOR 2021 | TREPIDATION AND HOPE … MARKETING ANALYTICS AND SPEND OPTIMIZATION
10
TREPIDATION AND HOPE …
MARKETING ANALYTICS
AND SPEND OPTIMIZATION
The explosion of touchpoints, hyper-fragmented media in- as the walled-garden strategy when it comes to data mea-
vestment, the increasing means of processing large surement and/or blind spots, the plug is slowly being pulled
amounts of data in real time, and analysis automation are on multi-touch attribution. In marketing mix models, howe-
resulting in a revival of marketing spend optimization, ver, individual customer journeys have never played a role.
which used to be such a lengthy and cumbersome process. They aim to open up the black box of consumer decisions
By the time you got your results, the optimization ship had through (aggregated) statistical regression analyses, which
sailed and all strategic decisions had already been made. can be generalized and reveal intersecting similarities.
While digital-only attribution has been gaining ground in re- Combined models based on statistical methods and cohort
cent years, integrated models (a UMIA approach) are the analyses of digital real-time data are the solution.
talk of the town now because they allow you to also attribu- As a matter of fact, barely ¼ of marketing professionals are
te offline investment and/or measure external effects. Sta- currently developing their own marketing optimization mo-
tistical methods go hand in hand with a mostly game-theo- dels. The aim is to have more control over performance
retic analysis of individual customer journeys. Due to the data and to get a better marketing ROI, while keeping risks
approaching end of the cookie era as a result of the plan- to a minimum (illustration 10).
ned ePrivacy directive, the blocking of third-party cookies
on Safari and Firefox, and, in the future, on Chrome, as well
Risk
Optimization through Evaluation capabilities
machine learning and independent of
AI by processing large external service
amounts of data (the providers More control over one’s
limits of statistics) own performance data
Getting a better marketing ROI
International consistency Using one’s own
optimization models
Goals
Illustration 10: Strategic prioritization matrix for goals in the field of media strategy in the next 2–3 years and risks to the
company’s future existence and competitiveness in the case of a failure of the transformation process (in
%, multiple answers, number of cases varies)
14PROGRAMMATIC ADVERTISING, GOING CRM?! | MARKETING TECH MONITOR 2021
From a strategic point of view, marketing analytics will be at the core of the further development of marketing tech
until marketing spend optimization will reach a more advanced level (in conjunction with predictive analytics and, in
the future, artificial intelligence).
11
PROGRAMMATIC
ADVERTISING,
GOING CRM?!
In the opinion of the majority of companies, the programm-
atic trend has (inevitably) reached almost every channel,
even TV, a giant of the analog world, and podcasts. Accor-
ding to a forecast by the Circle of Online Marketers (OVK),
display advertising revenue will increase to €4.5 billion by
2021, which would be equivalent to an increase of 9.7%, de-
spite the COVID-19 pandemic.1 The German Association for
the Digital Economy (BVDW) reports that the share of pro-
grammatic advertising in total display advertising already
amounts to about 70%, whereas traditional insertion orders
/ advertising space bookings are stagnating. Instead of fo-
cusing on intelligent context- and interest-based target
groups, ad bookings are still rather oriented toward more
simple, demographic segments. In other words, even
though the use of programmatic advertising is largely a gi-
ven, companies have hardly begun to tap its potential.
12
ORGANIZATION REMAINS A
DIGITAL WORK IN PROGRESS ...
THE COMPETENCY GAP
As in previous years, and undoubtedly the following years,
organization capacity is receiving a great deal of attention.
Developing new skills is the top-of-mind objective for
companies (71%), followed by establishing end-to-end
processes in the field of marketing operations in order to
engage with customers efficiently (57%). The second ob-
jective is also associated with the highest risk (64%).
1 Schobelt, F.: Prognose: Digitaler Werbemarkt wächst 2021 um 9,7 Prozent, in: One-to-One, 3.11.2021 15MARKETING TECH MONITOR 2021 | CHANGE MANAGEMENT ... COLORED SLIPS OF PAPER, QUICK FAILURE?
13
CHANGE MANAGEMENT ...
COLORED SLIPS OF PAPER, QUICK FAILURE?
In most organizations, the transformation process to- is about firmly establishing new structures, processes,
ward data-driven marketing is highly variable and can be and systems in an organization and also learning from
divided into several stages: In the first phase, introduc- one’s mistakes.2 The more a company analyzes the chal-
tory information about the upcoming changes is provi- lenges on the way to implementing data-driven marke-
ded, which causes a feeling of shock. After a phase of ting on a conceptual, content-related level, the more it
denial, understanding sets in slowly, and finally new will emphasize the need for active change management.
structures and processes are accepted. Companies Lego Serious Play (LSP) is a method that lends itself to
should develop a tailored and comprehensive change being used for projects related to setting up and expan-
management approach, accompanying the changes by ding data-driven marketing or marketing tech. It is one
different tools and mechanisms that are suitable for the of the few strategic management methods that opens up
respective phase. Insufficient change management, or a the so-called “problem space,” presents alternative so-
lack thereof, is one of the main reasons why projects ai- lutions, and focuses on possible solutions (“solution
med at setting up data-driven marketing and marketing space”), while also creating a psychologically safe envi-
tech fail. It is not about creating an atmospheric buzz by ronment.
sticking Post-it notes to flip charts in an agile manner, it
16 2 Hofert, S.; Thonet, C.: Der agile Kulturwandel: 33 Lösungen für Veränderungen in Organisationen, Wiesbaden 2019.AUTHORS | MARKETING TECH MONITOR 2021
14
AUTHORS
Ralf Strauß is Managing Partner of Customer Excellence
GmbH (a consulting company specialized in marketing, sales,
service, and digitalization), Managing Partner of CMO Acade-
my GmbH, initiator of the CMO Community (founded in 2006,
www.cmocommunity.de), initiator of the Digital CMO Commu-
nity (founded in 2015, www.digitalcmocommunity.de), Mana-
ging Partner of Marketing Tech Lab, a member of the Advisory
Board of MAI Marketing Automation Intelligence GmbH, Presi-
dent of the German Marketing Association (DMV), and Chair-
man of the Board of the European Marketing Confederation
(EMC).
Kerstin Clessienne has been advising companies on digital
transformation since 2000, most recently as CDO and Group
Director at a leading international agency. Her clients inclu-
de Telefónica, General Motors, Microsoft, Intel, ABInbev,
L’Oréal, and MasterCard. She has been working as a free-
lance consultant for Marketing Tech Lab GmbH since 2017
(a consulting company specialized in marketing, sales, ser-
vice, and digitalization), acting as a “sparring partner” in the
field of marketing technology, marketing automation, and
programmatic purchasing management.
Kerstin Pape has been Managing Director at Marketing Tech
Lab and Customer Excellence GmbH since 2021. A digital
expert since 2005, she has 20 years of management expe-
rience, including, most recently, 10 years of VP-level expe-
rience. She has held three different leading positions in the
fields of e-commerce, online banking, and telecommunicati-
ons, working for OTTO (otto.de, 12 years), comdirect bank (5
years), and telecommunications company Freenet (2 years).
17MARKETING TECH MONITOR 2021 | STATISTA Q
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IN TRODUC TION ELECTRIC VEHICLE 3
TIMELINE
Enabling an All-electric
Vehicle Future 19th century –
early 20th century
Electric cars make
up nearly one-third
of the American
The 20th century was ruled by the internal combustion engine (ICE). In the automobile market
21st, electric vehicles will be king. Manufacturers worldwide have accelerated
the production of electric vehicles (EVs), ranging from cars to two-wheelers to 1908
buses, and between 2016 and 2017 sales of EVs grew by 54%. It is predicted Ford’s Model T
hits the streets
that there will be up to 228 million EVs worldwide by 2030.
Gasoline prices, energy security concerns and environmental awareness 1912
Charles Ketering’s
are the converging forces driving behavior change at the policy, regulatory electric engine
starter takes the
and consumer level toward EVs. As the 21st century progresses, sustainable elbow grease out
transportation technology in the form of EVs is critical for entering the next 1920s
of starting
gasoline-powered
great age of transportation – the Electric Age. Electric cars no longer
commercially viable
car engines
1960s
Consumers show
renewed interest in
electric vehicles
“We have the ambition, the talent
1970s
and the technology to create a Limited commercial
availability of
world with zero crashes, zero select electric cars
in the U.S.
emissions and zero congestion.” 2000
Global launch of the
Toyota Prius, with
Mary Barra, GM Chairman and CEO 50,000 sold
worldwide this year
2015
New electric
vehicle sales
Sources: Businessinsider.de, Connaissancedesenergies.org, PBS.org, surpass 1 million
units worldwide
ELECTRIC VEHICLES: 4
GM Commits to 20 New Electric PROJECTED ELECTRIFIED POWERTRAIN
PRODUCTION FROM 2016 TO 2020
(IN MILLION UNITS)
Vehicle Models by 2023 6.0 6.2
There are more EVs than ever before. The global EV SIZE OF THE GLOBAL MARKET FOR ELECTRIC
VEHICLES (IN BILLION USD) 4.8
stock is growing exponentially and expected to hit
14 million units by 2025. This growth translates
into a projected market for EVs of over $270 billion
3.7
by 2019 (compared with approximately $80 billion 3.6
in 2012). That is an 18% CAGR over the period and
it will only increase. This growth is proliferating $271.67
through the supply chain. For example, electric billion
powertrain production is projected to grow by 72% $83.54
in 2020 from its 2016 level. Europe (Norway in billion
particular), China (72% growth in sales from 2016
to 2017) and the U.S. lead the way in terms of
2012 2017
growth and market share.
2016 2017 2018 2019 2020
EVOLUTION OF THE GLOBAL ELECTRIC CAR STOCK, 2013-17, IN MILLIONS
United States
3.5
IN THE PURSUIT OF AN EMISSIONS-
3.0 FREE FUTURE, GM IS:
2.5 increasing Chevy Volt production to
meet high demand.
2.0
releasing a minimum of 20 new
1.5 all-electric models by 2023.
1.0
0.5
0
2013 2014 2015 2016 2017
Sources: Connaissancedesenergies.org, Economist.com, Statista.com
CHANGE IS COMING: TOTAL COST OF OWNERSHIP OVER A 20-YEAR
LIFETIME FOR A COMPACT ICE VEHICLE AND AN
7
Meeting the Challenges
EQUIVALENT BATTERY ELECTRIC VEHICLE (BEV),
2015 VS. 2025, IN USD (THOUSANDS)
to EV Adoption
ICEV BEV
68
19
%
54
44
To capture share in this rapidly growing market, Based on comparisons across the leading EV 48 49 12%
automotive industry companies across the supply models, the mean MSRP difference between EV
chain must address three major challenges: and ICE vehicles today is over $13,000 and, as
of 2018, only the Tesla Model S offers a range
of over 300 miles. Although the global number
Reducing the price and total cost of charging stations is expected to reach 26.38
of ownership of the vehicle. million units by 2024, public awareness of
charging opportunities must grow as well.
Delivering increased 2015 2025
performance and addressing
consumer range anxiety.
RANGE OF SELECTED EV MODELS IN THE U.S. MARKET AS OF 2018 (IN MILES)
Providing convenient and rapid Tesla Model S 315144 PAGES MAR TECH OF TOMORROW | MARKETING TECH MONITOR 2021
FULL PELLET OF MARKETING TECH 2021
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AUF DEM WEG ZUM CUSTOMER EXPERIENCE MANAGEMENT | MARKETING TECH MONITOR 2021 MARKETING TECH – DER EVOLUTIONSSPRUNG IM MARKETING | MARKETING TECH MONITOR 2021 MARKETING TECH MONITOR 2021 | DIE AUFHOLJAGD VON MARKETING TECH GEGENÜBER VERTRIEB UND SERVICE DIE AUFHOLJAGD VON MARKETING TECH GEGENÜBER VERTRIEB UND SERVICE | MARKETING TECH MONITOR 2021
Das Mapping der Zufriedenheit (Kreise) mit den zu erwartenden Auswirkungen auf die geschäftsrelevanten KPIs wie Empfehlung, CLV
oder Churn-Raten zeigt akute Handlungsbedarfe auf (Abbildung 65). Der Zufriedenheit sind stets Metriken zur Messung des Geschäfts-
B.
Studiendesign Marketing Das Marktpotenzial (Umsatz aus Software-Kauflizenz/-Miete/
Support) für Marketing Tech steigt damit insgesamt zwischen
Projekterfahrungen zeigen, dass das ca. 2,5–3-Fache
dieses Betrags zusätzlich für Customizing, die System-
4
DIE AUFHOLJAGD VON
erfolgs gegenüberzustellen. So können Kunden bei Starbucks bspw. eine zu lange Warteschlange kritisieren, trotzdem hat diese keine
Auswirkungen auf die Loyalität, da die geschmackliche Bewertung des hochpreisigen Kaffees dies (gefühlt) überkompensiert. Mit anderen
Tech Monitor 2021 2020 und 2025 von insgesamt 2,6 Mrd. € auf 7,8 Mrd. € mit
einer durchschnittlichen Wachstumsrate von 22,8 % (CAGR;
Einführung, Training etc. zu veranschlagen ist, sodass der
gesamte Markt (Software-Lizenzen Kauf/Miete, Einführung,
MARKETING TECH
Worten: Aroma und Coolness-Faktor sind wichtiger als Warteschlangen und Preis. Für die Messung dieser Trade-off-Beziehungen
(im Sinne einer Conjoint-Analyse) ist die Verbindung zu CRM-Daten und BI-Modellen essenziell. Im Kern steht hier die Frage, was auf
Abbildung 16). Bis 2024 ist ein höheres Wachstum um bis zu
+25 % CAGR zu erwarten, was sich anschließend auf einem
Training, Service & Support) für Marketing Tech bis 2025
ein Marktpotenzial von insgesamt rund 20 Mrd. € alleine
GEGENÜBER VERTRIEB
Einzel-Attribut- (wie Zufriedenheit und Empfehlung) und Erlebnisebene die jeweiligen Geschäftsziele beeinflusst. hohen Plateau verlangsamt. Experteneinschätzungen und in Deutschland ausmachen wird.26 UND SERVICE
Abbildung 65: Im Rahmen der Studie wurden im Februar/März 2021 ins- „Handel“ (10 %). Der Anteil an eher größeren Unternehmen
Identifikation Haupttreiber von Zufriedenheit und Business-Impact in den Lifecycle-Phasen und an den Touchpoints (Projektbeispiel)
gesamt 1.084 Marketingleiter und -vorstände sowie Leiter mit einem Marketingbudget von mehr als 50 Mio. €/Jahr Abbildung 16: Entwicklung Marktpotenzial (Umsatz aus Software-Lizenzkauf-/-Miete/Support) Marketing Tech in Deutschland 2019–2025e27
Digital Marketing/Online Marketing im Raum DACH auf umfasst 14 %, 5 Mio. bis unter 50 Mio. €/Jahr repräsentieren
» Customer Excellence Board: Alle kundenorientierten IT-Anforderungen werden zur Priorisierung der IT-Projekte nach IT-Auf- der Grundlage der CMO Community und Digital CMO 32 %, immerhin 21 % haben unter 1 Mio. €/Jahr und 9 %
wand (in Manntagen IT-Entwicklungsaufwand) und absehbaren Auswirkungen auf den Geschäftserfolg eingruppiert sowie der Community zwischen dem 8.–26.3.2021 angesprochen, 100 Mio. € und mehr im Budget-Portemonnaie.
In anderen europäischen Ländern wie Österreich und 76 Mrd. US-$. MarTechTribe erwartet alleine in
Nutzen als erwarteter Uplift der Geschäfts- bzw. Kunden-KPI-Metriken (Abbildung 66). Themen mit Schwerpunkt Kundenzu- wodurch insgesamt 257 vollständige Antworten erzielt Studien u. a. von Gartner oder auch ChiefMartech belegen, » Ca. 3/4 der Marken in Europa planen weitere Steigerungen in den
der Schweiz ist ein Volumen von jeweils 570–580 Mio. € Deutschland ein Wachstum von 43 %, getoppt von
friedenheit, Service und Digitalisierung erhalten so tendenziell mehr „Bühne“ und Punkte gegenüber häufig im Fokus stehenden wurden. Parallel wurde diese Zielgruppe durch Statista Q Der Marketing Tech Monitor 2021 ist die dritte Welle für die dass im Rahmen des Auf- und Ausbaus von Data-Driven Budgets für Marketing Tech. International (vor allem USA/UK)
in 2021 zu erwarten, weltweit in einer konservativen anderen Ländern wie Norwegen (94 %) oder auch
kurzfristigen Vertriebs-/Abverkaufsthemen. Die Steuerung und Nachverfolgung kann über Kanban-Boards etwa in Jira erfolgen; in mehreren Wellen zur Teilnahme angefragt. Die hohe Analyse der Entwicklung von Marketing-Technologien und Marketing eine Aufholjagd begonnen hat, sodass11 wird prognostiziert, dass die Marketing-Tech-Budgets auf
Analyse auf bis zu 65 Mrd. € oder umgerechnet knapp der Schweiz (57 %; Abbildung 17).
Responsequote und das unmittelbare Feedback auf die den damit verbundenen Herausforderungen in D/A/CH: einem bereits recht hohen Niveau weiterhin zulegen werden.
Befragung belegen abermals die Brisanz des Themas und » ca. 68 % der Marketingleiter und -Vorstände die Ausgaben für In Deutschland wird ausgehend von einer (vergleichsweise bislang
den Bedarf für die eigene weitere Entwicklung. Parallel » Während der Marketing Tech Monitor 2019 den Fokus auf die Marketing-Technologien in 2021 eher weiter erhöhen wollen noch niedrigen) Investitionsquote im Vergleich zum Marketing-
wurden zur Vertiefung rund 30 qualitative Experteninter- Nutzung von Technologien, Inhousing vs. Outsourcing, Rolle (Abbildung 15); budget mit ca. 6–8 % insgesamt ein überdurchschnittliches
views durchgeführt. von Agenturen und Walled Gardens und der Frage „Plattform vs. » 60 % der CMOs Budgets für neue Plattformen und Anwendungen jährliches Wachstum von 22,8 % (CAGR, bis 2025) erwartet.
Best-of-Breed“ gelegt hat, aufwenden; » Während eher klassische CRM-Anwendungsszenarien im Vertrieb
Die Mehrheit der Teilnehmer gehören selbst der Rolle » lag der Schwerpunkt des Marketing Tech Monitor 2020 stärker » abermals rund 60 % weitere Neueinstellungen im Bereich (etwa Pipeline-Opportunity-Management, mobiler Verkäufer-
„Marketingleiter/CMO“ (50 %, 128 Antworten), „Unterneh- auf den Trends in der Nutzung unterschiedlicher Anwendungen „Digital Marketing“ tätigen wollen, bei gleichzeitigem weiteren arbeitsplatz) ebenso wie im Service (etwa Interaction Center, Case
mensführung/Inhaber“ (13 %) oder auch „Leitung Digital (Bestand, erforderliche Upgrades, Ausschreibungen), die in Aufbau eigener Inhouse-Kompetenzen im Bereich MarTech; Mgmt., Request & Complaint/Service Ticketing) bereits seit den
Brand & Performance Marketing“ (10 %) an. Die Befragten Zukunft geplante Nutzung im Kontext „Marketing Performance 90er Jahren weitgehend etabliert sind und entsprechend nur noch
» seit 2016 CMOs in USA/UK angeben, prozentual mehr Geld
arbeiten vorwiegend in Konzernen/Großunternehmen mit Management“ sowie die hierfür bestehenden Anforderungen an um ca. 12–15 % pro Jahr zulegen, findet sich der größte Backlog
für Marketing-Technologie (26,2 %) auszugeben als für Werbe-
mehr als 1.000 Mitarbeitern (54 %) bzw. im Mittelstand die Organisation, an Themen und einem damit verbundenem Marktwachstum
ausgaben (nur 24,8 % für Paid Media);
(250–999 Mitarbeiter, 23 %), mit relativ gleichmäßiger » um nunmehr mit dem Marketing Tech Monitor 2021 der Frage nach wie vor in allen marketingorientierten Anwendungsfeldern.
» Markenunternehmen unterschiedlichster Größe laut Nielsen
Verteilung in den Bereichen B2B und B2C: 41 % verorten nach der Strategie und Zielbildern, Steuerungsinstrumenten Das Ergebnis: eine um fast +10 % höhere Wachstumsrate im
Annual Marketing Survey 2021 signifikante Investitionen in
sich selbst sowohl in B2B als auch in B2C. Unterschied- (KPI-Frameworks), Datennutzung und der erforderlichen Vergleich zu Vertrieb und Service. Die Ursache: Die ersten Phasen
Marketing Tech planen – 46 % der Großunternehmen wollen
liche Industriesegmente sind breit gestreut, vereinzelte Projektorganisation zur Umsetzung sowie nachhaltigen Imple- der Einführung von (CRM-)Anwendungen waren eher durch
hier signifikant investieren, 31 % im Bereich kleinerer Mittel-
Konzentrationen finden sich nur im Segment „Nahrungs- mentierung eine Bühne zu geben. Vertriebs- oder auch Serviceszenarien dominiert – was in Kon-
stand – vor allem in den Segmenten Technologie, Handel und
mittel/Getränke“ oder „Gebrauchsgüter“ (jeweils 9 %) und sequenz einen Backlog im Marketing nach sich zieht.
Tourismus.12
Abbildung 17: Marktwachstum MarTech in Europa in 2021 nach MarTechTribe 28
Abbildung 66: Kunden- und IT-fokussierte Priorisierung von Projekten 105 15 32 26 Brinker, S.: The Martech Show Episode #7: Ecosystems and the Expanding SaaS Universe, CiefMarTech, 11.11.2020. 11 Bradford, R.: Marketers expect slight cut to martech budgets, but new platforms still the focus, in: MarTech Today, August 27, 2020; Ramaswami, R.: Gartner CMO Spend Survey 2020-2021: 29
27 Marketing Tech Lab Research März-April 2021; Experteninterviews; Dentsu: Ad Spend Forecast 2021; Group M Global Advertising Forecast December 2020; Gartner CMO Spend Survey 2020–2021; Technology and Digital Channels Withstand Budget Cuts, August 17, 2020.
BVDW: OVK-Report für digitale Werbung 2020/02. 12 Nielsen Annual Marketing Report: Era of adaptation future forward strategies for brands of all sizes, 1.4.2021.
28 MarTechTribe: 2021 European Supergrahic Three Key Takeaways, April 2021.
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