ADMA Whitepaper looks at; What comprises the technology stack How to define the stack for your organisation How planning ahead can help drive successful implementation Choosing the best way of implementing your technology stack Future developments in products and providers Addressing the skills gap Conclusions for marketers

1. IMPLEMENTING YOUR MARKETING STRATEGY THROUGH
A WELL-DESIGNED TECHNOLOGY STACK
DELIVERINGMOREEFFECTIVE
MARKETING THROUGHTHE
RIGHTTECHNOLOGY
WHITEPAPER
adma.com.au

2. INTRODUCTION
First published in 2009, self-described venture capitalist Fred Wilson introduced
the concept of a golden triangle of megatrends in the technology sector that are
reshaping business today.
MOBILE DEVICES
Hand held technology that empowers
individuals
SOCIAL MEDIA
Enabling new connections and
communications
REAL TIME
Live dialogue between people in different
locations
At the heart of this golden triangle lies the nexus of disruption. This space is
open for businesses to grow and develop deeper relationships with existing and
potential customers.
In this paper we discuss the technology stack, which is the set of solutions
businesses are using to get inside the golden triangle, and maximise their
opportunities there.
2 ADMA | Delivering more effective marketing through the right technology

3. REAL TIME
TECHNOLOGY STACK
Nexus of disruption
creates
opportunities for
business
SOCIALMOBILE
GOLDENTRIANGLE OFOPPORTUNITY
ADMA | Delivering more effective marketing through the right technology 3

4. In this paper we examine:
What comprises the technology stack
How to define the stack for your organisation
How planning ahead can help drive successful
implementation
Choosing the best way of implementing your
technology stack
Future developments in products and providers
Addressing the skills gap
Conclusions for marketers
4 ADMA | Delivering more effective marketing through the right technology

5. However, today, for marketers, the
technology stack is the
combination of technologies an
organisation uses to automate its
marketing function and provide
quantitative information that is
used for making business
decisions.
As businesses and technology has
become more complex, the
technology stack has grown to
extend beyond an organisation.
Tools like social media, exist
beyond the walls of any one
business, however their influence
and value within the business can
be considerable.
There is now a wide range of
different solutions available to
marketers, to help aggregate,
analyse and interact with customers
and their data. The challenge lies in
selecting and implementing the
right combination of technologies
to keep pace with growing
customer expectations. Those who
succeed will benefit most from the
disruptive change mobile devices;
social media; and real-time
technologies are creating.
DEFININGTHE
TECHNOLOGY STACK
TRADITIONALLY, INFORMATION TECHNOLOGY HAS
DEFINED THE TECHNOLOGY STACK AS THE LAYERS OF
COMPONENTS OR SERVICES THATARE USED TO PROVIDE A
SOFTWARE SOLUTION OR APPLICATION.
ADMA | Delivering more effective marketing through the right technology 5

6. 6 ADMA | Delivering more effective marketing through the right technology
DEFININGTHE TECHNOLOGYSTACK THAT WILLWORKFORYOURBUSINESS
THE KEY TOACHIEVING OPTIMAL CUSTOMER EXPERIENCES IS
TO MAKE IT A PRIORITY, AND BUILD OR RESHAPE YOUR
BUSINESS AROUND THIS GOAL.
Begin with business strategy
Defining your technology stack begins with your overall business strategy.
Before you begin to look at solutions, you need to have a clear
understanding of the goals you are trying to achieve as an organisation.
The most important role of the Chief Marketing Officer (CMO) in
implementing a technology stack is to ensure there is complete alignment
between the marketing technology strategy and the organisation-wide
business strategy.
Marketing strategy alignment
It is useful to revisit your marketing strategy, to remind yourself of what your
team is responsible for delivering to support the overall business goals. Your
marketing strategy can guide you in the next phase, where you examine how
you are going to use technology to achieve your deliverables.
Your technology stack is a combination of tools only. Although it will support
your marketing and business strategies, it will not be able to provide you with
all the answers.
How to define your technology stack
1.Revisit overall business strategy: what do you want to
achieve?
2.Identify how the marketing strategy will support overall
business goals
3.Define the technology strategy that will deliver marketing
strategy
4.Engage Board and C-Suite
5.Evaluate where your capabilities lie: vendor or in-house
6.Select technology providers
7.Implement technology stack
8.Measure outcomes.

7. Defining your
technology strategy
The process of defining your technology
strategy is one of constant refinement.
For each solution in your technology stack,
you need to ask the following questions:
The flow chart can help you identify solutions that cross
technology streams. You can then begin prioritising the
different solutions in order of effectiveness, and begin
looking into trials.
MOBILE MARKETING
STRATEGY SOCIAL
MEDIA STRATEGY
DATA STRATEGY
ADMA | Delivering more effective marketing through the right technology 7
What do we have in place to make use of this
medium/information/channel?
How are these technologies being used by our
customers, potential customers,
former customers and our ourganisaiton?
Are there any significant new technologies we
need to be aware of or start to use that we are
not using?
What's working and what's not?
Which technologies can we retire?
Where are the gaps that need to be filled

8. Engagement and
implementation
The CMO has an important role in
advocating and facilitating understanding of
the technology stack across the
organisation. The Board and C-Suite need
to understand how your technology stack
drives bottom line results. Although they do
not need to necessarily understand the
technical detail behind each technology, or
how your organisation might implement it,
they will need to see a clear connection
between the technology stack and business
outcomes.
The other key area the CMO needs to
focus on is in collaborating with IT. By
working closely together, the CMO can
engender support from IT by collaborating
on trials and sharing experiences from
both successes and failures.
CHAMPION WITHIN
MARKETING TEAM
CMO LEADING
TECHNOLOGICAL
CHANGE
Align objectives with
business objectives
Support
entrepreneurial culture
Encourage fast learning
Allocate budget for
testing new technologies
CHAMPION ACROSS
BROADER ORGANISATION
Demonstrate alignment
of business objectives with
technological change at
Board level
Facilitate learning gaps
at C-suite and Board level
Retain visibility for
projects across
organisation
8 ADMA | Delivering more effective marketing through the right technology

9. Capabilities evaluation
Once you have identified the areas of the technology stack
to be explored, you need to decide where your capabilities
lie. Should you develop technologies
in-house, or look for off-the-shelf solutions? And once you
have the technologies up and running, will you have the
intellectual capital in-house to make use of the
technologies, or will you rely on outsider vendors for day-
to-day management and upkeep? Knowing how to use your
technology to its fullest, to generate meaningful business
insights, is just as important as the technology itself.
A real challenge lies here for marketing agencies. Agencies
need to have the people and skills ready and tested before
clients come to them for advice. To stay ahead of the game,
they need to investigate and understand how new
technological solutions work and can be implemented.
The decision whether to develop in-house or to use off the
shelf solutions is discussed later in this paper, where we
explore the pros and cons of point solutions and single-
vendor solutions.
Measuring success
It is important to regularly review your technology stack, and
quantify its outcomes. Return on investment is a standard
tool used to measure effectiveness, however, it does not
capture the total value generated by implementing your
technology stack. Many outcomes can be more difficult to
attach a dollar figure, such as the goodwill generated
through improved customer engagement.
Following is a checklist of things you should consider when
evaluating the performance of your technology stack:
Which technologies are customers using regularly?
Does your technology stack match the tools your
customers prefer to use?
How are technologies reducing workload from other parts
of the business, such as your call centre?
What are your feedback channels telling you about the
customer experience with your technology stack?
Should you consider surveying your audience?
Your technology stack is part of your
business infrastructure, and must be
invested in, as other parts of your business
are.
You will need to evaluate whether to:
develop the solution in-house; or
find a reliable vendor solution that
can be integrated with your systems.
ADMA | Delivering more effective marketing through the right technology 9

10. Technology
challenges
Your IT team is going to be
your most useful source of
help when it comes to
overcoming the key IT
challenges:
how to find an
infrastructure partner
how to put together
multiple solutions
where to spend your
money, in-house or external
providers
- In-house solutions can have
a low level of sophistication,
but might work easily with
existing infrastructure
- External solutions can be
more mature, offering
more tools and features.
Many vendors now go directly
to marketing to sell their
solutions, bypassing IT
altogether. This can
undermine the IT function,
generating distrust within the
organisation. It is therefore
vital to maintain open
dialogue with IT, so they have
the opportunity to get
involved where and when
appropriate, and ensure they
are able to keep up-to-speed
with the technical aspects of
new technologies being
tested.
Information technology
Human resources,
or those responsible for
your organisational culture
Operations.
Although the CMO is responsible
for leading the implementation,
everyone in the marketing team
plays an important role in
promoting the technology stack,
and facilitating productive
relationships with internal
stakeholders.
SMOOTH IMPLEMENTATION
TAKES PLANNING
THERE ARE THREE MAIN AREAS OF THE BUSINESS TO
CONSIDER WHEN IMPLEMENTING YOUR TECHNOLOGY
STACK. KEEPING OPEN LINES OF COMMUNICATION, AND
INVOLVING EACH IN YOUR PLANNING CAN MAKE A
SIGNIFICANT DIFFERENCE TO HOW SMOOTHLY YOUR
IMPLEMENTATION GOES. YOU SHOULD AIM AT
COLLABORATING WITH:
10 ADMA | Delivering more effective marketing through the right technology

11. People challenges
There are a number of different challenges that come
with organisational change. The particular challenges
you are likely to encounter when implementing your
technology stack include:
The Board being divorced from digital operations
- SME can be more agile, as those making the
decisions have the advantage of both a satellite
view of their business as well as hands on, front
line experience.
Legacy systems and politics that can make change
slow and costly
Managing the leadership role with IT. The CMO
should initiate and lead the overall project while
the CIO needs to:
- work out how to pull different technologies
together
- balance in-house and external spend/ownership/
technology
Speed of execution and change management.
When change takes too long to implement,
momentum breaks down.
Engendering the entrepreneurial spirit so change
agents can develop within an organisation. The CMO
needs to enable a degree of risk to be taken by
business units to try new technologies and make
changes
Skills gap: finding an analyst who has marketing skills
as well as technical skills to implement solutions.
Operational challenges
Bringing new technologies into a business becomes
challenging when you move from theory into practice.
Practical consideration and planning needs to be given
to:
Balancing risk and reward
Funding innovation: budget needs to be made
available for small trials, so organisations can fail
and learn quickly. This is difficult for public/listed
companies who need to show a ROI within
12 months
Mapping business/outputs against technology
requirements (technology is required to meet some
goals).
RISKS SOLUTIONS
Is there a safe bet anymore?
Is it possible to future proof your
solution?
Churn to new technology is costly
Create a pool of money for testing
Fire bullets before cannonballs,
that is, test incrementally using
a speculation fund.
ADMA | Delivering more effective marketing through the right technology 11

12. SINGLE VENDOR
POINT SOLUTION
Look for a primary system, and then
everything needs to plug and play
with that system
Select one system and then fill
the gaps with point solutions
>
IMPLEMENTINGYOUR
TECHNOLOGY STACK WITHA
POINTSOLUTIONORSINGLE
VENDOR
THERE ARE TWO WAYS YOU CAN IMPLEMENT YOUR
TECHNOLOGY STACK: EITHER WITH A SINGLE VENDOR WHO
PROVIDES ALL THE TOOLS AND SYSTEMS YOU NEED; OR A
POINT SOLUTION, WHERE YOU BUY IN INDIVIDUAL TOOLS TO
ADDRESS INDIVIDUAL PROBLEMS.
It makes sense to consider how flexible your business architecture is
when you’re deciding between single vendor solutions and point
solutions. The benefits of each option are described in the table.
>
The steps you take in implementing your technology stack
depend on which solution you use:
12 ADMA | Delivering more effective marketing through the right technology
POINT SOLUTION V SINGLE VENDOR
Point solution (Solving one
particular problem without
regard to related issues)
Single vendor
UPSIDES
Point solutions are widely used to
fix a problem or implement a new
service quickly.
Easy, low cost, low
disruption to overall
architecture to change if not
working.
Quick and easy integration
Data can be empowered across the
business
DOWNSIDES
Point solutions can be costly
to integrate
Can silo data in one area
How good is your single vendor
at integrating point solutions?
Costly and disruptive to change if
not working

13. WHAT WE KNOWABOUT FUTURE
PRODUCTS AND PROVIDERS
THERE IS NO DOUBT ABOUT WHAT THE FUTURE HOLDS: THE COMPANIES
THAT MATCH CUSTOMER NEEDS WITH THE RIGHT TECHNOLOGICAL
SOLUTION WILL WIN.
The skills gap between IT and
marketing is widening. Marketers
need to become more active in the
technology space. They need to
know more about technology and
the solutions it can provide to help
automate marketing, and provide
information for decision making.
IT also needs to catch up. Where in
the past IT projects drove business
change, the shoe is now on the
other foot. Lines of business are
coming to IT with specific
needs, or solutions that need to be
integrated into existing business
systems. IT is being asked to
develop a deeper understanding of
how technology can support
business. In addition, business is
demanding
a technical expertise in a wider
range of specific tools and
technology solutions than ever
before.
There are a number of other, more
specific changes we see ahead, as
further democratisation of
technology continues. These are
described in the table below.
ADMA | Delivering more effective marketing through the right technology 13
WHAT WE KNOW WHAT WE DON’T KNOW
Existing technologies are not yet being fully utilised.
Marketers can still make better use of the
technology they already have available to them.
Existing technologies may have new
applications, but we don’t know what those
applications are.
Technology will more directly affect ROI and
business success in general.
Which technologies will generate the greatest
returns.
New technologies will be developed. While we can see what is possible, it’s not clear how
people will use the new technologies.
Those who embrace change will succeed
As new technologies are rolled out, skills gaps
emerge.
Education and cross training between technical
skills and marketing skills is needed to make full
use of the new technologies available.
Institutions, as well as technology providers will
need to support training and skills development of
those using new technology.
The challenge for agencies is to have the people
and skills ready and tested before clients demand.
Agencies need to be ahead of the game.
Greater computing power will enable a break
down of customer behaviour to generate
understandings.
Big data computation will enable more
informed decision-making, in real time.
When marketers know more about customers
and their behaviours, how will customers
respond?

14. Compounding the problem is the fact that
every new technology that becomes
available creates a new skills gap to be
bridged.
Business leaders need to decide how
they are going to fill the knowledge gaps.
There is a need to balance the amount of
skills required to use a new technology
against the capability that technology
brings to your organisation.
The following chart describes the
balancing act required to maintain the
right level of skills to meet the demands
of the technology you use. As
technologies become more complex and
specific, so too does the pressure mount
on generalists to combine ideas to create
value. Generalists need to become
experts quickly, so they are competent
enough to maximise the benefits new
technologies bring.
People solutions
Owning the skills needed to operate your technology
in-house is not always the right answer to addressing
the skills gap. Having control over those with the
skills is what is needed. Following are some common
solutions to this universal challenge:
Federate your technology – operate a central IT
function that services all your different business
functions
Outsource specific services as and when required
Use virtual global teams to provide business-specific
solutions to complex problems
Apply just-in-time purchasing to technical skills
through a flexible workforce (e.g. Uber). You can
decrease the number of full-time employees, and
buy in skills as needed.
Embed associates (e.g. Facebook and Adobe)
- Partnering with technology providers to provide
skills along with technology solutions
- Employ a corporate intern: skilled professionals
who can rotate through a business, providing
practical training to others.
WAYS TOADDRESS THE SKILLS GAP
A KNOWLEDGE GAP EXISTS BETWEEN THE VARIOUS AREAS OF DIGITAL
MARKETING AND TECHNOLOGY.THE DIVERGENCE BETWEEN THOSE
IMPLEMENTING SEO/SEM AND THE TOOLS THAT RUN THEM, FOR EXAMPLE, IS
INCREASING AS THE TECHNOLOGY BECOMES MORE SOPHISTICATED.
14 ADMA | Delivering more effective marketing through the right technology

15. WAYS TOADDRESS THE SKILLS GAP
Organisational culture solutions
Organisational culture can be a powerful
tool to help stretch the skills in your
business to meet your needs.
Encourage agility – a technical aptitude
required for a dynamic environment
Strong leadership – sales and
leadership skills are needed to promote
technological change internally
Effective project management skills
are needed to keep an organisational
change program on track.
What the skills gap means for
experienced marketing professionals
Bridging the skills gap has important
implications for all marketing
professionals. Marketers will need to
increase the range of skills they bring
to work each day, as the emphasis
changes. Marketing competencies are
changing.
Technology is becoming part
of the next generation’s skills
Marketers need the ability to turn
strategy into an execution plan
Technical competency, at least at a
theoretical level, will be required for key
initiatives
Marketers must develop an
understanding of the key areas
required for successful delivery:
business stakeholders, technology,
vendor etc.
Leadership will be needed to attract
and retain the right staff with the right
skills
In summary, experienced marketers
will need to expand their generalist
business skills, while at the same time
tapping into the specialist skills and
technical ability of less experienced
marketers.
What the skills gap means to business
managers
At a broader business level, the skills
gap poses challenges for managing
organisations as a whole:
More skills are needed to deliver value
to customers
Wages are spiralling: it can cost a lot
to hire the talent you need as it is
rare
Baseline skills can be hard to verify: it’s
hard to identify what skills a person
has, and what specific skills are
needed to implement a technology
Training and development costs are
increasing: there is a constant need to
upgrade skills. People need
to be training for their next job. This
makes it more difficult to evaluate the
cost effectiveness of training. Vendors
need to collaborate to help businesses
bridge the gap in training required to
operate new technologies.
Growth of data makes it more difficult to
analyse and interpret: businesses need
staff with hybrid skills.
There is a disconnect that
requires communication and
analytical skills combined to
turn data into information that
can be used to make informed
business decisions
ADMA | Delivering more effective marketing through the right technology 15
DATA ≠ INSIGHT ≠ ACTION

16. CONCLUSIONS
This investigation into the technology stack has highlighted a number of changes that have
important implications for marketers and the changing direction of the marketing function in
organisations:
Technology has allowed large
amounts of data to be analysed
quickly, providing useful insights and
information for marketers, enabling
marketing to move from a reactive to
pro-active function.
Although marketing has recently
undergone an industrialisation, it will
continue to be transformed by
technology.
Technological solutions that address
marketing problems are many and
varied. In order to select the right
solution, decision makers need an in-
depth, practical understanding of the
marketing problem you are trying to
address.
CMOs need to drive all aspects of
the technology stack:
- Most IT departments are
sufficiently removed from the
detail of marketing that they are
not able to pro-actively suggest
new technologies as they become
available.
- Because technology plays such a
significant role in marketing today,
CMOs need to drive the strategy and
implementation of the technology
stack.
Single vendors can provide general
tools to support marketing, however
gaps can persist for point solutions to
fill. Deciding on the mix of
technologies, and balance between in-
house and external providers is best
done in partnership with IT.
New technologies are generating skill
gaps between those with technical
knowledge and those with broader
marketing and business experience.
Although training can go some way to
address the mismatch,
CMOs need to think of creative
ways to bridge the gap through
partnering
skills and experience together within
the organisation at times and
bringing in experts when needed at
others.
Although the technology stack presents
many challenges for marketers, it is the
future direction businesses will be
taking. Those who harness the
opportunity it offers businesses to get
closer to their customers will ultimately
win the battle for hearts and minds.
16 ADMA | Delivering more effective marketing through the right technology

17. CONCLUSIONSACKNOWLEDGEMENTS
THIS WHITE PAPER IS A RESULT OF THE EXPERIENCE, IDEAS AND THOUGHT LEADERSHIP GENERATED BY THE ADMA
CUSTOMER EXPERIENCE EXPERT GROUP FROM THE CUSTOMER EXPERIENCE THINK TANK.
These invitation-only facilitated workshops explore topics related to one of our content pillars; Customer Experience, Data, Content, Creativity, Technology.
With thanks to the members of the ADMA Customer Experience Expert Group and Teradata for their sponsorship.
Kym Boyle
Senior Director,
Technology and Systems Marketing,
Oracle Corporation
Simon O’Day
Head of Partnerships Program,
Emma Inc
Matt McGrath
Board Member and Chief Brand Officer,
Network Ten
Richard Harris
Director,
ADMA
Brad Bennet
Head of Technology,
The Hallway
Hugh Bradlow
Chief Scientist,
Telstra
Jon-Paul Stift
Client Partner,
Atlas |a Facebook company
Shaden Mohamed
Executive GM - Online Marketing
& Business Intelligence,
Wotif group
Jeffrey Evans
Vice President Agency, Asia Pacific,
Epsilon
Rachelle Kerr
Marketing Technology Director,
McCorkell
ADMA | Delivering more effective marketing through the right technology 17
WRITER AND RESEARCHER:
Charlotte Spencer-Roy
Copywriter
Mike Vasavada
Director - Mobility Solutions,
mobiDdiction
Jeff Clark
Managing Partner,
Engage Digital
Stuart Waite
General Manager, Head of
Consumer Products & Technology,
News Corp
Theo Noel
Regional Director AU/NZ,
Return Path
Daniel Aunvig
Head of Customer Intelligence,
SAS
Midu Chandra
Director of Strategy & Innovation,
mobiDdiction
Katherine Milesi
Partner,
Deloitte Consulting – Australia
Ray Kloss
Head of Marketing,
SAP
Steve Brennen
Senior Director of Marketing
& Advertising Sales,
Ebay Australia
Tim Knight
Group Head of Digital,
True Allianz
SPONSOR:

18. ADMA WHITEPAPERS
OUR WHITE PAPERS ARE DESIGNED TO INFORM DECISION-MAKING
EXECUTIVES ABOUT THE LATEST DEVELOPMENTS IN AN AREA OF
BEST PRACTICE. WE INCLUDE EXAMPLES OF WHAT CAN BE
ACHIEVED, HOW IT CAN TRANSFORM THE OPERATIONS OF AN
ORGANISATION, AND THE MAIN ISSUES YOU NEED TO CONSIDER
WHEN APPLYING THE PRINCIPLES, PRACTICES AND TECHNOLOGIES
TO YOUR ORGANISATION. TO FIND OUT MORE ABOUT ADMA AND OUR
MARKET-LEADING INSIGHTS, PLEASE VISIT US ONLINE AT
ADMA.COM.AU.
ABOUT ADMA
THE ASSOCIATION FOR DATA-DRIVEN MARKETING AND ADVERTISING, OR
ADMA, IS THE PRINCIPAL INDUSTRY BODY FOR INFORMATION BASED
MARKETING AND ADVERTISING AND IS THE LARGEST MARKETING AND
ADVERTISING BODY IN AUSTRALIA.
TERADATA HELPS COMPANIES GET MORE VALUE FROM DATA THAN ANY OTHER COMPANY.
ADMA is the ultimate authority and go-
to resource for creative and effective
data driven marketing across all
channels and platforms, providing
insight, ideas and innovation to
advance responsive and enlightened
marketing.
We represent the new era of
marketing and advertising.
We signify the full spectrum – a 360 view
– end-to-end
- From marketing to advertising
- From effective to creative
- From above to below
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ADMA has over 550 member
organisations including major financial
institutions, telecommunications
companies, energy providers, leading
media companies, travel service
companies, airlines, major charities,
statutory corporations, educational
institutions and specialist suppliers
to the industry including
advertising agencies, software and
internet companies.
©
2015
Teradata helps companies get more value from
data than any other company. Our big data analytic
solutions, integrated marketing applications, and team
of experts can help your company gain a sustainable
competitive advantage with data.
Teradata helps organizations leverage all their data
so they can know more about their customers and
business and do more of what’s really important.
Visit marketing.teradata.com/au
ADMA | Delivering more effective marketing through the right technology 19

19. Registered Office
Association for Data-driven
Marketing and Advertising
ACN 002 909 800
ABN 34 002 909 800
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Sydney NSW 2001
T +61 2 9277 5400
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contact@adma.com.au
adma.com.au
ADMAWP011_27_APR15
This whitepaper has
been produced with
thought leadership
from Teradata.