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Digital Marketing Battlefield Map: CMO Vs. CIO And Gartner Vs. Forrester

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Digital Marketing Battlefield Map: CMO Vs. CIO And Gartner Vs. Forrester

Gartner recently brought the CMO vs. CIO saga into focus by publishing an eye-popping chart depicting the landscape of the numerous technologies available today for the digitally-inclined CMO.

It’s an interactive “transit map” (see the original version here) which connects the major categories of digital marketing (practice areas or “neighborhoods” such as marketing operations, mobility, and design) through sub-categories (applications services or “tracks” such as advertising technology, analytics, commerce, marketing management and real-time data), and sub-sub categories (“stations” representing products or platforms/solutions or off-line connections). The intersection points on this map, Gartner says, represent “transfer points where solutions may serve more than one business area.”

Phew. This embarrassment of digital riches also represents the numerous vendors trying to establish a beachhead or expanding an existing relationships with marketing departments and their chiefs—CMOs—that Gartner predicted last year will spend more on IT than CIOs by 2017. Laura McLellan, the Gartner analyst responsible for the forecast heralding the war of the CXOs, still insists that marketing departments will outspend technology departments on IT within five years, noting that 65% of CMOs have their own capital budgets. Marketing departments, she tells CIO Journal, are “not getting what they want” from IT and, as a result, “they spend their own money to buy the applications and services they need to run their operations.” Given the different types of personalities and cultures of the combatants, IT is doomed to be “disintermediated,” McLellan concludes.

Forrester Research analyst Peter Burris begs to differ, however, no doubt to the relief of many CIOs. By his calculations—“simple math on existing IT systems” as reported by CIO Journal— “70% of IT spending is on maintaining and upgrading existing systems. That leaves only 30% for new systems; even if the entire balance of that were allocated to marketing, it would be a very long time before spending on new systems would overtake spending on legacy systems.”

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