Martech’s battery reorganization saves 600 FTE hours per month.
2020 has been a year of change for marketers, but those changes have been a persistent factor for marketers of Thomson Reuters since the announcement of a company-wide reorganization in July 2018.
For the provider of financial and business information, this reorganization included a restructuring of its martech stack, resulting in 600 hours of full-time work (FTE) per month through automation, process description, removal of layoffs, and implementation of workflows and tools.
“We needed to create digital tools and marketing disciplines in a modernized way,” Steve Scotkin, senior director of marketing technology at Thomson Reuters, told this week’s MarTech conference. “Our strategy is a balance between platforms and a strong investment in platforms that enable end-to-end functionality but also provide the best solutions for accessing channels through our channels. Expand.”
In 2018, Thomson Reuters made the first move to a business model, strongly influenced by the integration of AI and a move to a centralized marketing function. “We actually took four or five companies and started a business,”. “There are 1,200 multidisciplinary digital professionals and more than 550 professional marketers.”
The mission of the new martech stack was simple: to create operational efficiency in five departments: news, press, media, tax, and accounting, corporate and legal.
The goals included growth, which began with the collection and extraction of internal and external data to identify new revenue opportunities; profitability driven by the reduction of cuts and operating costs due to technological rationalization; and the implementation and integration of SaaS technologies for integrated omnichannel experiences and guidance.
There were also cost targets and a perfect experience for employers and users in all channels.
“Our success is now in line with marketing performance, digital performance goals, and stack adoption.”
If you accept the new stack, you will need to create connections for new and old tools and platforms. The digital experience is now supported by artificial intelligence in all channels. Customization was enhanced by an in-depth analysis of the customer’s touchpoints during the trip. The process consisted of integrating data and information from third parties to facilitate personification and interaction between channels.
2020 was a year of change as a marketer, but for Thomson Reuters, marketers have been a persistent factor since reviewing a reorganization in July 2018, the company announced.
Let specific vendors and company information include the restructuring of your martech stack, which includes 600 hours of savings on full-time management tools (FTEs).
“People are creating digital tools and marketing disciplines in a modernized way,”, senior director of marketing technology at Thomson Reuters, told this MarTech conference. Make money. – I will search it through our channels.
In 2018, Thomson Reuters took the first step towards a business model, strongly influenced by the integration of AI and the transition to a centralized marketing function. “It contains 1,200 multidisciplinary digital professionals and more than 550 professional marketers.”
The mission of the new era of the martech stack is simple: to create operational efficiency in five divisions: news, press, media, tax, and accounting, corporate and legal.
One of the goals is growth, which began with the collection and improvement of internal and external data on new earning opportunities; profitability driven by constraints and operating costs through technological rationalization; and the implementation and integration of SaaS technologies as linked omnichannel experiences as customers and prospects.
Multichannel Marketing Levels
Thomson Reuters has identified three levels needed to optimize its new marketing performance, increase the efficiency of internal operations and support new omnichannel marketing strategies. First, a data layer – the foundation – which consists of customer data management, data acquisition and integration with third parties, analytics and reporting, as well as application and data integration.
Second, a level of orchestration that leads to a continuous ABM experience, marketing automation, sales activation, content activation, CMS, and content references. Finally, a low-cost experience that consists of personalized customer journeys, including social media, advertising, email, websites and blogs, chats, events, e-commerce, contact centers, video and voice platforms, and advertising campaigns. Marketing.
To manage all three tiers, Thomson Reuters has implemented an operations center where digital merchants and professionals can use the stacked machines.
Campaign content and strategy
In addition to reorganizing the Martech stack, the use of a character model in the content and stakeholder campaign was instrumental in developing the plan, saving more than 600 FTE hours per week.
The campaign planning, research, and study teams worked in an orderly manner and worked smoothly in the execution and execution of the activities, as well as with transparency in the workflow. All team members can monitor the development status of the email campaign, and the migration of the content strategy team to the content marketing platform has had a positive impact.
The custom campaign content uses JIRA as a background for development, publishing, and queues and sends the data to a workspace to track progress. Campaigns are published on the site by Adobe Experience Manager.
“It’s a very complicated process that includes well-defined processes, transfers, and SLAs for each of the teams involved,”. for content production and a workflow, the key was to keep it running continuously and predictably.
Performance and progress evaluation
“Your Martech stack never ends, it always evolves,” “It’s a continuous evaluation. You never finished developing how your battery should work in the future.”
Much of Scotkin’s ongoing evaluation of its martech stack is a business strategy that is analyzed: continuous improvement, cost and financial management, action panels, advice and recommendations for monitoring assets and content, publishing and personalizing content based on marketing.
Thomson Reuters’ top-down approach to training all employees in the use of workflows has increased efficiency and Scotkin recommends reporting only tangible results and that results are theoretical or difficult to measure.
“What exactly will you save by implementing your new Martech stack,” she asks. – Is it open this time? Economic cycles? Frustration?
While this is often impossible, Scotkin advises marketers to integrate everything; linking one system to another, they can save staff hours and money on budget items for a more consistent marketing experience.
Try to make all your DAM systems, content systems, and workflows work together. People often look for solutions, but not to see how they fit into systems. How it fits is important and meets the needs of the end goal.