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1、1 The Martech Report 2021/22The Martech Report 2021/22 Welcome 301 Foreword 402 Methodology 5 Definition of Martech 503 Market sizing:how big is Martech?6 Martech mergers,acquisitions,deals and investments 904 Martech budgets 11 Key takeaways and recommendations 1405 Martech maturity 15 Key takeaway

2、s and recommendations 2306 Skills and knowledge 24 Who is responsible for managing martech?2607 Talent 28 Key takeaways and recommendations 2908 Future tech and current trends 30 Key takeaways and recommendations 3709 Summary 38 Key takeaways and recommendations 39 About Moore Kingston Smith 40 Abou

3、t Moore Global 41 About MarTech Alliance 42 Citations 43Contents3 The Martech Report 2021/22WelcomeThere has never been a more exciting time to work in marketing and technology.The world was already digitising rapidly,but the pandemic has accelerated this digital transformation.Companies which have

4、been forced to adapt to evolving customer behaviours to survive now have an opportunity to thrive.Ive never seen the martech space move faster,and this growth is perhaps best exemplified by the M&A activity and investment in the industry,such as Salesforces 27.7bn acquisition of Slack and the$1.2bn

5、investment in Sitecore.Our market sizing work in this report provides further evidence.Whether youre a brand,agency or a vendor,this rapid tech growth presents both challenges and opportunities.More than ever,marketers need to upskill their data and technical skills to keep pace with change,with the

6、 market being short of amazing talent.For this reason,MarTech Alliance has invested heavily in providing a suite of certification courses in martech,marketing operations,data driven marketing and innovation.The changing nature of the martech space is also a major opportunity for agencies to provide

7、the much needed technical capabilities to support brands in selecting the right tech and extracting maximum value from it.From a martech vendors perspective,competition is more fierce than ever,as more and more companies take investment and scale their product development,marketing and sales efforts

8、.This report,produced in association with Moore Kingston Smith,has been a fantastic opportunity to reach a deeper understanding of the very latest market trends.Many of the trends we see here reflect the anecdotal feedback weve received from our community events and get-togethers,but weve also gaine

9、d some new perspectives.Thanks to all our respondents and interviewees for sharing their rich insights which have enabled us to create this powerful report on the martech space.Carlos Doughty,CEO&Course instructor,MarTech Alliance4 The Martech Report 2021/2201ForewordMoore Global aims to be at the c

10、utting edge of thinking-delivering thought leadership,data intelligence and insights that position us as global leaders.We do this to identify our clients needs and create and deliver the highest quality of services to meet those needs.Our research also means that our insights and wisdom can help sh

11、ape future thinking while identifying the key challenges of modern business.That is why I am pleased that the Moore Global network has been able to support Moore Kingston Smith and the MarTech Alliance with this report into the technology that is changing how firms engage with customers across the g

12、lobe.Among the many insights in The Martech Report 2021/22,one that resonated with me was the human element that firms need in order to make a success of their martech strategies.There is no doubt that the boom in digital,and the challenges of maintaining and growing customers throughout a pandemic,

13、have impacted all businesses in recent times.The pandemic has accelerated a use of technology that was already underway.But investing in and implementing the tech is not the last step of the journey-developing people and emphasising the human input required will create the competitive edge for firms

14、.As this report shows,martech maturity will only be achieved when skills and training match the rapidly evolving technology.Anton Colella,Global Chief Executive Officer,Moore Global In the last eight years,nothing in our media ecosystem has outpaced the explosive growth of martech.Helping stakeholde

15、rs such as marketers,agencies and tech vendors understand the direction of travel and the impact for investment communities is consistent with our commitment and passion for the sector.Understanding how corporates and brands invest to win and retain customers,while affirming the main challenges for

16、the sector,means we are best positioned to advise.This year were proud to share a global market size of$344.8bn.Marketing has transformed-we have now tipped into a data-driven,digitally powered world which will have a lasting impact for the media sector as it too evolves to meet the demands of a con

17、tent and entertainment hungry audience.Its our first year working with our partners,MarTech Alliance,in producing this report.Our sincerest thanks to more than 200 of the worlds leading marketers for their time and interest in helping to produce the end result.Also special thanks to all contributors

18、 and thought leaders for their valuable insights.My personal thanks to Vanessa Ong and our own marketing team at Moore Kingston Smith for their efforts and to Jeff Blackbeard at Moore SA for helping to coordinate our international partners throughout the Moore Global network.Enjoy the report.Damian

19、Ryan,Corporate Finance Partner at Moore Kingston Smith5 The Martech Report 2021/2202MethodologyThe findings in this report are based on a survey of 206 respondents carried out during August and September 2021.79%were brand respondents at CMO level or equivalent,and 21%from agencies,including Account

20、 Directors,VP and VSP Client Services.62%of our respondents were from companies with more than 500 employees,with the remainder from firms of 200-500 employees.There is an equal 50/50 split between the UK and North America.Respondents are from a range of industries,with greater response from the fin

21、ance,entertainment,automotive,media and travel sectors.This report also contains commentary from respondents interviewed by MarTech Alliance.Our thanks to the following contributors:Scott Brinker,Editor, Parry Malm,CEO,Phrasee Kerry Dawes,Technical Director,Digitas UK Doug Kessler,Co-Founder,Velocit

22、y Frans Riermersma,Founder&Marketing Technologist,Martech Tribe Laura Merten,Martech Solutions Architect,Hogarth Worldwide(WPP)Darrell Alonso,Global Marketing Operations at Amazon,Course Instructor,MarTech Alliance Carlos Doughty,CEO&Course instructor,MarTech Alliance Damian Ryan,Corporate Finance P

23、artner,Moore Kingston Smith Anton Colella,Global Chief Executive Officer,Moore Global Robert Husband,Media Partner,Moore Kingston Smith Jessica Wallace,Media&Marketing Services HR Consultant,Moore Kingston Smith Thomas Hayden,R&D Director,Moore Kingston Smith Becky Shields,Head of Digital Transforma

24、tion,Moore Kingston SmithDefinition of MartechMarketing technology(Martech)is a term which describes the range of tools and software that marketers use to achieve their goals and objectives.Martech refers to tools used to assist with marketing workflows;customer acquisition and retention;brand and c

25、ommunications;content and social;and data and analytics.6 The Martech Report 2021/22GLOBAL MARTECH MARKET SIZE$344.8bn03Market sizing:how big is Martech?We estimate the martech industry in North America and the UK to be worth$149.7bn in 2021.We believe these results are typical of key global markets

26、,suggesting a worldwide market figure of$344.8bn.Note:The approximation of market sizing has been calculated using WARCs adspend data(Global:US$665.9bn and North America/UK:US$254.9bn in 2021)and MarTech Alliances survey response data on marketing budget spend split by percentage(across martech,staf

27、f,agency/services and media).The methodology assumes adspend is a proxy for marketing communication spend,which combines media and agency costs.And that survey responses are typical globally.This reflects how modern marketing is changing and any discrepancies in how media and agency spend is attribu

28、ted.The sizing has been independently substantiated against a series of methodologies and data points including martech company public revenues,market sizing of key martech categories,M&A martech activity and martech landscape growth.This is no major surprise,as weve seen the Martech ecosystem expan

29、d rapidly over the past decade.It now comprises more than 8,000 vendors and,even with some consolidation,new vendors and tech solutions are constantly emerging.Indeed,Scott Brinker told MarTech Alliance that the next Chief Martech landscape supergraphic is likely to include many more vendors.7 The M

30、artech Report 2021/22We continue to see rapid growth within the marketing technology industry.I havent published a 2021 landscape yet,but weve been researching it.Im quite confident in saying it will contain more than 10,000 vendors if we published it today.”Scott Brinker,Editor,8 The Martech Report

31、 2021/22In relative terms,were only finding out now what marketing technologies can really do to add value.Weve had 32 years of the worldwide web;however,the advent of martech is still relatively recent.Its certainly been less than ten years since we started to track its remarkable progress.”“I cant

32、 think of any other point in the history of marketing where brands are investing so much in technology to drive growth.Where we find ourselves now is past the so-called tipping point for marketers.The longer-term impact and challenges for brands,agencies and tech vendors will be exciting to watch.”D

33、amian Ryan,Corporate Finance Partner at Moore Kingston SmithFor agencies,this growth in spending on martech presents a major opportunity to expand their services into the martech space to better serve their clients.In recent years weve seen this in action.For example,Ogilvy created a Martech Centre

34、of Excellence(1)made up of more than 900 employees with expertise in many of the major platforms and martech solutions.Media agencies have been moving into this space through acquisitions of martech firms,with Ogilvy acquiring Verticurl,Pennywise and Who Digital,while Dentsu acquired digital agency

35、Merkle in 2020.(2).Clients are investing a lot in building their Martech stacks,but the users(brand managers,marketing managers etc)are typically very busy,having to learn 40+Martech systems and keep up with increasing content demands of personalisation.Because of this,clients are asking agencies to

36、 step in to help augment their marketing operations teams and also help them make the most of the martech platforms.”“As organisations look to become fully digital,a process in which marketing technology is central,agencies that can offer this expertise in digital strategy and martech will become in

37、creasingly important.”Laura Merten,Martech Solutions Architect,Hogarth Worldwide(WPP)9 The Martech Report 2021/22Martech mergers,acquisitions,deals and investmentsThe past 12 months have seen a flurry of activity in the martech sector.Luma reported a 214%growth in martech M&A activity year on year i

38、n its Q2 2021 report,with several notable acquisitions of messaging platforms during Q2,including Twilio buying ZipWhip for$850 million.(3)Other notable deals in the sector include Intuits$12bn acquisition of Mailchimp(4),the$2.2bn acquisition of Wrike by Citrix(5),and Salesforces$27.7bn deal to acq

39、uire Slack.(6)Meanwhile,Twilios$3.2bn acquisition of Segment underlines the growth of the Customer Data Platform.(7)We have also seen significant investment in the sector,with digital experience platform Sitecore taking record funding(in the martech sector)of$1.2bn to fuel its growth(8),One Trust re

40、ceiving a total of$510m during 2021(9),and MessageBird receiving$1bn.(10)Since 2020,practically every discussion with private equity,venture capital and high net worth individuals has martech on the agenda.Investors are more engaged than ever.I feel we are now seeing the longer term impacts of not j

41、ust GDPR but also Covid and Brexit.This is against a positive backdrop for adspend which saw a surge in the US market of 23%in 2021 and is forecast to maintain double digit growth in 2022.”Damian Ryan,Corporate Finance Partner,Moore Kingston Smith10 The Martech Report 2021/22So where do we see more

42、deal activity in the year ahead?For marketing services agencies,we anticipate continued focus from private equity as they go head to head with trade acquirers to compete for quality assets and management teams.This will extend beyond the current popularity of digital and data-driven agencies as spec

43、ialists in sub-sectors such as influencer marketing,design,customer experience and experiential will provide a creative hedge for investors.We anticipate a greater level of speculative activity around emerging sub-sectors such as voice and omnichannel.In the simplest of terms,investors will always f

44、ollow the money and this increase in martech spend,coupled with a positive outlook for media as a whole,will drive terrific competition in the year ahead.This is also fuelled by the more predictable spikes around the World Cup and mid-term US elections for example.Lets look at some more examples of

45、martech deals.Omnichannel specialists,Numerator,was acquired by Kantar via Ace and Bain for$1.5bn(11)and Australia-based MessageMedia was acquired by Sinch (12)in Sweden for$1.3bn.Bristol-based customer data management experts,Bluevenn,was acquired by Upland Software for$58m(13)and Finnish data scie

46、nce firm GameRefinery,was acquired by Vungle via its sponsors The Blackstone Group(14).11 The Martech Report 2021/2204Martech budgetsThe growth of marketing technology is underlined by the position it now holds in marketing strategies,and this is reflected in the proportion of budget spent on martec

47、h and the intention to increase budgets over the next 12 months.Figure 1.What percentage of your organisations overall marketing budget is typically spent on:Spending on martech now accounts for 23%of organisations marketing budgets(Figure 1).Martech budgets are set to increase too,with the majority

48、(61%)of respondents intending to increase spending on tech over the next 12 months,and only around 12%planning to cut spending(Figure 2).Of those respondents planning to invest more in martech in the next year,more than 30%are planning to increase spending on martech by more than 10%(Figure 3).Figur

49、e 2.How do you expect your organisations/your typical clients marketing technology budget to change over the next 12 months?Marketing technology23%Staff/Labour 32%Agency/Services 23%Media spend 22%Figure 2.Increase61%No change 27%Decrease 12%12 The Martech Report 2021/22Figure 3.By how much do you e

50、xpect your organisations/your typical clients marketing technology budget to increase over the next 12 months?More than 11%0.1%-10%0%10%20%30%40%50%60%70%Changing customer behavioursChanging technological landscapeIncrease/decrease in our organisations marketing budgetReallocation of marketing budge

51、t from/to martechStakeholder buy-inOther0%5%10%15%20%25%30%35%After a period during which the Covid-19 pandemic was expected to hit marketing budgets,this reflects an increased confidence in martech.Marketers are seeing the value in the technology they use and intend to either keep investing in this

52、 area,or add to and improve on the tech they currently have.Some marketers are increasing investment in martech as a response to budgets increasing or decreasing(Figure 4).Marketers may see tech investment as a way to offset declining budgets through increased efficiency and automation,as well as an

53、 engine for growth when presented with more generous budgets.In either case,it indicates confidence in the tech they are using.Figure 4.What is the most influential driver to your organisations/your typical clients increase or decrease in martech spend?This investment in martech has also been necess

54、ary in order to operate in a digital-first world during the pandemic.Companies have needed ecommerce to compensate for the closure of retail outlets and the ability to stage virtual events when venues were unavailable.While well return to some pre-pandemic norms in this area,much of this shift towar

55、ds digital is likely to remain permanent,as some customer behaviours will have changed for the long term.13 The Martech Report 2021/22The two biggest drivers of budget increase cited by respondents are changing customer behaviour and the changing tech landscape.These are closely related,as marketers

56、 face the challenge of providing the best experiences which suit the channels and preferences of customers,and to keep up with the technology which allows them to do this.The importance of customer experience lies at the heart of this.The MarTech Alliance 2021 CX Trends report found that 79%of CMOs(

57、15)see the ability to deliver excellent customer experience as a powerful competitive advantage.With 61%of respondents seeing tech as critical to meeting customer expectations(Figure 5),its clear that martech is seen as central to marketing strategy rather than as a separate discipline.For marketing

58、 to be truly effective,and to give customers the experience that provides that competitive edge,martech is now essential.Figure 5.To what extent do you agree with this statement:Marketing technology is at the heart of our organisations/our typical clients marketing strategy and critical to meeting o

59、ur customers expectations?Strongly Agree/Agree61%Neutral 10%Strongly Disagree/Disagree29%14 The Martech Report 2021/22Key takeaways and recommendationsMartech VendorsVendors will be pleased to see martech taking the second largest slice of marketing budgets,as well as the expected martech budget inc

60、reases.With brand and agency respondents both seeing tech as crucial to meeting customer expectations,vendors have the opportunity to sell to both.AgenciesThe need to keep up with a changing tech landscape presents an opportunity to sell on their expertise in this area,and assist brands with tech se

61、lection and integration.BrandsBrand side marketers clearly see the importance of martech,with a majority placing it at the heart of marketing strategy.The challenge will be to ensure that increased budgets are used wisely,and deliver an improved customer experience.15 The Martech Report 2021/2205Mar

62、tech maturityCompanies that are using martech effectively generally have the right planning,processes and skills in place.MarTech Alliance has developed a framework,the 4Ps of marketing technology(16),which helps to simplify the challenge of developing,auditing and managing a marketing technology st

63、rategy.This methodology is used by MarTech Alliance when training and helping organisations(17)to develop their martech capabilities.Its a way of understanding that organisations need to think about more than just the tools theyre using,but also the other factors behind effective use of martech.To a

64、chieve martech maturity,organisations need to have the right people in place,the processes and marketing operations,and the strategy and planning.The 4Ps of martech are:Planning and strategy People and teams Platforms,apps and ecosystems Process and marketing operations16 The Martech Report 2021/22W

65、hen asked to rate maturity in terms of these 4Ps,the responses suggest that theres room for improvement in most areas,with respondents most satisfied about platforms,apps and ecosystems(Figure 8)and least confident about the people and teams needed to drive martech strategy(Figure 6).Many companies

66、have no real idea of their Martech maturity and many tend to overestimate their Martech maturity.They focus on technology maturity but forget that Martech knowledge and experience is more important.Many instinctively go for custom build(because their situation is unique)or the best solution in the m

67、arket(the famous Ferrari while they needed a Volkswagen).Many simply lack the scars and bruises of failed attempts.Without those nose bleeds,they will not realize Martech is never done.When they start to realize that,theyll understand they need a MarketingOps role,tech-savvy marketers who build a so

68、lid marketing infrastructure while flying the plane”.Frans Riermersma,Founder&Marketing Technologist,Martech TribeAlmost 45%of marketers see their martech strategy,and the way it aligns to the customer journey and business goals,as either optimal or advanced(Figure 6).Figure 6.How do you rate your o

69、rganisations/your typical clients marketing technology maturity across the following 4Ps of martech?Planning and Strategy The extent to which your organisations/your typical clients martech strategy,initiatives and roadmap align to your customers journey and business goals.AdvancedOptimalStandardBas

70、icSubpar0%5%10%15%20%25%30%35%Effective planning means that projects involving martech or the acquisition of new tech should ideally be aligned to business goals and designed to deliver ROI.That 55%of respondents rate themselves as standard or below suggests that tech is often acquired without the u

71、nderlying goals in place.Its also important that organisations have the ability to evolve and adapt planning in response to changing customer behaviour.Rapid behavioural changes,as we witnessed during the pandemic,require the agility to respond quickly.17 The Martech Report 2021/22AdvancedOptimalSta

72、ndardBasicSubpar0%5%10%15%20%25%30%35%40%With more than 65%of respondents rating their company or clients as subpar to standard in terms of people and teams,and their ability to deliver martech initiatives,its clear there is a lack of people skilled in data,technology and analytics(Figure 7).Figure

73、7.How do you rate your organisations/your typical clients marketing technology maturity across the following 4Ps of martech?People and Teams-The extent to which your organisation/your typical client is well resourced to deliver martech initiatives.And the extent to which your organisation/your typic

74、al client can support martech expertise development;recruitment,agency selection and training.According to Frans Riersmersa,people with these skills can be hard to find:Why?First,they combine marketing and technology skills.Second,they need to be business savvy,in the sense that they can structure p

75、rocesses,data,and technology to“follow the money”.One solution to this challenge is to invest in the training needed to enable companies to make the most effective use of martech,and to ensure that budgets are invested in the right areas.Great tech doesnt take care of itself,though its not uncommon

76、for organisations to make the assumption it does.CMOs can be guilty of making the necessary investment in great martech tools without fully appreciating the need to upskill,recruit the marketing talent or commission the specialist agency services to make best use of them”.Carlos Doughty,CEO&Course i

77、nstructor,MarTech Alliance18 The Martech Report 2021/22Figure 8.How do you rate your organisations/your typical clients marketing technology maturity across the following 4Ps of martech?Platforms,apps and ecosystems The extent to which your organisation/your typical client has the tools needed to de

78、liver the strategy.As well as the level to which the marketing stack is integrated and tools are adopted by the team.And the extent of the information security policies and procedures that are in place for setting up and managing martech tools.Perceived maturity in martech planning and strategy is u

79、nsurprising,highlighting that many are reacting to the starting pistol that has already been fired without knowing which race they want to run.As the pandemic has caused many companies to pivot their business model to the new post-pandemic environment,this merely underlines the need to continually m

80、onitor the planning roadmap and CMOs should expect some dead ends along the way.A significant skills gap will lead to a war for talent as adoption of martech continues to accelerate,and,for agencies that are able to lead clients with tried and trusted frameworks for implementation,there will be sign

81、ificant commercial advantage.”Robert Husband,Media Partner,Moore Kingston SmithOne key role that is becoming more important,and even essential for the effective use and management of martech projects,is that of marketing operations(or MOPs).While the majority of respondents are happy with the proces

82、ses and governance underpinning their martech activities,rating themselves as optimal or advanced(Figure 9),its this same governance issue that is seen as the major barrier to advancing martech maturity for the majority(Figure 10).AdvancedOptimalStandardBasicSubpar0%5%10%15%20%25%30%35%19 The Martec

83、h Report 2021/22AdvancedOptimalStandardBasicSubpar0%5%10%15%20%25%30%35%40%Figure 9.How do you rate your organisations/your typical clients marketing technology maturity across the following 4Ps of martech?Process and marketing operations-The extent to which your organisation/your typical client has

84、 the marketing and data governance,communication,collaboration and workflows,campaigning,analytics and measurability,vendor analysis,selection and management and programme and project management,underpinning martech activities.Figure 10.What are the biggest barriers to driving your organisations/you

85、r typical clients martech maturity?Lacking the necessary governanceLack of skill set/knowledge of martechLacking the necessary marketing technology vendor solution(s)Stakeholder buy in and approvalLack of staff/resourcesNone of the above0%10%20%30%40%50%60%With a shortage of skills and knowledge(Fig

86、ure 7),we can see why marketing operations roles are becoming more and more important.Its a role that can bridge the gap between IT and marketing,and encompasses technological knowledge and creativity.Doug Kessler,Co-Founder at Velocity sees this as the age of ops,where the right people and roles ca

87、n make the difference in terms of winning the business case for investment in tech and ensuring its success.This is something that often comes from great marketing ops professionals.I think the companies who are killing it have great ops people and value them,and the ones who are struggling are ligh

88、t on that.”Doug Kessler,Co-Founder,Velocity 20 The Martech Report 2021/22The role of marketing ops is more important than ever.The explosion of digital,means more data and tech than ever.And with this comes an ever increasing need for MOPs with the skills and knowledge to ensure the right governance

89、,administration,stack management,and measurability is in place to drive success.”Darrell Alonso,Global Marketing Operations at Amazon,Course Instructor,MarTech Alliance Figure 11.What do you see as the main barriers to marketing technology investment and use in your company/your typical clients comp

90、any?Inadequate technology integrationMeasurement and metricsMarketing budget constraintsLack of understanding of the technology availableLack of skills and talentUnconnected data/poor data qualityInternal silosDifferentiating between a large number of similar suppliersCompany culture0%5%10%15%20%25%

91、30%35%40%Inadequate technology integration is seen as the main barrier to investment in tech by 37%of our respondents(Figure 11).This suggests that marketers are not investing as much in tech,perhaps because they cant confidently make the business case for investment,and prove the ROI due to integra

92、tion issues.These integration challenges represent an opportunity for agencies to fill this gap and help to ensure that organisations are able to integrate new tech and improve ROI from their marketing stacks.Budgets should be invested in sweating existing tech assets,not in bringing another piece o

93、f tech to plug the gaps.For me,the integration budget should be higher than the tech budget.When you bring in new tech you should ask whether your team has the right training,does it integrate into your ecosystem,and whether it will help you to grow.”Kerry Dawes,Technical Director,Digitas UK21 The M

94、artech Report 2021/22Many companies I work with have added CDPs to their stacks for the simple reason that they lack a good view on their customer profiles,let alone are GDPR compliant.All too often a solid data model is missing,which is reflected in their CRM and marketing automation set-up.So ther

95、e is some legacy there to clean up(first).Real customer profiles and customer-centricity starts with thinking about things like PII and Golden Records.”Frans Riermersma,Founder&Marketing Technologist,Martech TribeIntegration can also be a problem for vendors if marketers are not confident they can b

96、ring in tech and integrate it with their existing stack.This highlights the importance of martech vendors adopting an ecosystem approach to their solutions.Making solutions easier to integrate with tech from other suppliers can become a key selling point.Its an approach weve seen from providers such

97、 as SalesForce or HubSpot,and one that Scott Brinker sees as a real competitive advantage for vendors.Were definitely seeing more platform ecosystem development.Marketers have been saying for quite some time that their number one pain point with so many of these martech solutions is that they dont i

98、ntegrate well,and I think its finally starting to get through to companies.They are realizing that they can have a competitive advantage,win business and win customer dollar retention by having great integrations.”Scott Brinker,Editor,22 The Martech Report 2021/22The lack of the in-house skills requ

99、ired to ensure successful initiatives and solve some of the issues around tech integration is a problem that can be addressed through training and development.In the last 6 months we have seen an overwhelming demand for certification in martech and marketing operations across all industries.From the

100、 worlds largest tech companies,to agencies to FMCG and beyond,companies are recognising the need to get more from their tech by upskilling”Carlos Doughty,CEO&Course instructor,MarTech Alliance23 The Martech Report 2021/22Key takeaways and recommendationsMartech VendorsTheres an advantage to be gaine

101、d by addressing the challenges clients have around integration and making the most of current tech capabilities.For this reason,vendors need to ensure that their solutions fit nicely into clients current tech stacks,and can deliver the value they promise.Agencies There is an opportunity for agencies

102、 to add value by aiding clients with tech selection and integration,and helping brands overcome any shortages in tech expertise.BrandsTraining and talent acquisition will be key for brands,and training will have a huge part to play here.Investment in upskilling marketing teams will enable brands to

103、improve tech selection and to make the most of martech budgets.24 The Martech Report 2021/2206Skills and knowledgeAs the insights in this section show,one major issue around the adoption of martech and the ability to use it successfully to achieve business goals is the lack of people with the requir

104、ed skills and knowledge.We are seeing a split between those companies who are further along the road to martech maturity,and those which still have work to do to get there.The difference between the mature companies and the rest is often having the internal talent available,or the training required

105、to make the most of martech.While 42%of respondents say they have the internal skills and talent to capitalise on martech investment,42%feel they are lacking in this area(Figure 12).Figure 12.To what extent do you agree with this statement:Our organisation/our typical client has the internal skills

106、and talent needed to capitalise on the marketing technology investment?Strongly agree/Agree57%Neutral17%Disagree/Strongly disagree25%Unsure 1%Disagree/Strongly disagree42%Neutral 15%Strongly agree/Agree42%Unsure 1%The majority of respondents agree with the statement that it is a challenge to recruit

107、 martech and marketing operations talent:people with martech,data or marketing ops skills and knowledge.(Figure 13).Figure 13.To what extent do you agree with this statement:When recruiting for talent to work in martech/marketing operations we find it challenging.The market is lacking marketers with

108、 the necessary martech,data or marketing operations skills and knowledge?25 The Martech Report 2021/22As Damian Ryan,Corporate Finance Partner at Moore Kingston Smith explains,this skills shortage is to be expected in an industry which is evolving rapidly,and is one that will become less significant

109、 over time.This skills shortage is to be expected in an industry which is evolving rapidly.Whether this eases in the years ahead is entirely dependent on the speed of technological progress and continued investment by marketers.”“If we look at this in 20 years time,the question will no longer be aro

110、und digital and data talent shortages.There are far greater advances already on our doorstep.Whether or not human talent will be required in the same way remains to be seen.Whats around the corner?The rise of infinite computing power,the move from communications to predictions and how tech can evolv

111、e whole enterprises which in turn become ever more useful and less wasteful at the same time.”Damian Ryan,Corporate Finance Partner at Moore Kingston SmithScott Brinker echoes this point and also explains the competitive advantage to be gained for those companies that have the right training and rec

112、ruitment strategies in place.He notes that this skills shortage is really a feature of the rapid technological change that has happened,change that makes it hard for people to keep up.Technology moves so fast that its a challenge for the people actually implementing this stuff and harnessing it and

113、learning it and leveraging it.Theres basically no way we cant be in a position where there is almost an evergreen skills gap.”“Its just the nature of this rapid technological evolution.That creates a couple of really interesting dynamics.First of all,I do feel organizations that see this as a struct

114、ural permanent challenge and not just a one time thing,have an advantage.”“Those organisations that see the need to develop the capacity and the culture,and have the management mechanisms to continually be refreshing and advancing the skills of the people we have,I think those are going to be the wi

115、nners-the ones who really embrace that as a competitive capability of the organization.”Scott Brinker,Editor,26 The Martech Report 2021/22Who is responsible for managing martech?The split between IT and marketing(Figure 14)is a fascinating question,and one that represents a battle which has been ong

116、oing within organisations for some time.I think one of the big challenges weve been through over the last 20 years is what could be described as a tussle between IT and marketing about who is in charge of the customer experience.”“In the early days of the internet,the IT department had more control

117、because they looked after the website.I think its actually taken a digitally native generation to get themselves into those positions of influence and control and tip the balance towards marketing.”Damian Ryan,Corporate Finance Partner at Moore Kingston SmithFigure 14.How would you describe your org

118、anisations/your typical clients split of responsibility for managing martech between IT and marketing?Managed by marketing entirelyMostly managed by marketing with some collaboration with ITEven split of responsibility.Marketing and IT collaborate closelyMostly managed by IT with some collaboration

119、with marketingManaged by IT entirely0%5%10%15%20%25%30%35%40%45%More companies have marketing entirely in charge of this process(9%)than those that have IT entirely in control(1%)while slightly more is mostly managed by marketing.The results are different to what we would have seen a decade ago,and

120、suggest that the importance and impact of marketing is greater than ever.With an even split and close collaboration for 41%of companies,this perhaps suggests a healthy balance between the two.For most organisations it is likely that delivering an optimal customer experience is managed by marketing a

121、nd IT infrastructure,compliance with data privacy laws and security are managed by IT.Co-operation between the two is key to delivering on these functions effectively.27 The Martech Report 2021/22The gap between these two departments is one that a marketing technologist/marketing operations professi

122、onal helps to bridge.The role of an individual who is close enough to the marketing strategy but technical enough to speak the language the tech team understands is a critical one.Responsibility for Martech strategy shouldnt just sit in with one team,whether this is IT or marketing.It straddles both

123、,and organizations need a number of roles working together to produce results,and this includes other teams around the business.”Kerry Dawes,Technical Director,Digitas UK28 The Martech Report 2021/2207Strong preference/lean toward In-houseNo preferenceStrong preference/lean toward outsourced0%10%20%

124、30%40%50%60%70%TalentA majority of our respondents indicate a preference for martech talent to be in-house,an approach which can be more conducive to a successful long-term martech strategy(Figure 15).Figure 15.How would you describe your organisations/your typical clients approach to martech talent

125、?For agencies,this can mean a change of offering to clients and the need to adapt their service offerings to be more project-based.This could involve assisting with tech selection,implementation and onboarding,helping clients extract more value from existing tech,and training in-house teams.With mor

126、e companies moving towards remote working,employees now have less geographic boundaries limiting their opportunities,making rivalry even farther spread.With statistics suggesting that the majority of tech employees prioritise opportunities for advancement,martech employers should focus on implementi

127、ng succession plans that demonstrate their investment in employee progression.”“A bespoke appraisal process that encourages and supports employees to strive towards martech-specific skill sets will help towards retaining current talent.With such structures in place,employers can showcase this into b

128、oth their branding and culture,contributing towards external reputation as an employer of choice that invests in its people and provides strong career progression and opportunities.”Jessica Wallace,Media&Marketing Services HR Consultant,Moore Kingston Smith29 The Martech Report 2021/22Key takeaways

129、and recommendationsMartech VendorsThe shortage of skills and knowledge may primarily be an issue for brands,but vendors also have a part to play.Client education and upskilling is key here.Its not enough just to sell tech solutions,its equally important that clients can see the benefit of investment

130、 in tech.AgenciesWith a growing preference for in-house talent,agencies can play an important role by adapting their offerings towards project based services and upskilling/knowledge transfer with in-house teams.BrandsFor brands,rapid technological change means that ongoing training and upskilling c

131、an produce a competitive advantage.30 The Martech Report 2021/2208Future tech and current trendsThe martech landscape is changing rapidly,with new tech solutions constantly coming into the market.Tech that was previously considered innovative or experimental is reaching the point where it reliably d

132、elivers a return on investment and has become essential for companies to remain competitive.The adoption of new tech has often been around innovation and experimentation,but it is now at the very core of marketing.For example,the use of artificial intelligence(AI)and machine learning(ML)in many tech

133、 solutions can optimise and automate marketing in ways that humans simply cannot match.With the acceleration of digital transformation during the pandemic,and in an increasingly digital-first world,marketing technology has become more essential than ever,for commerce,for virtual events,and simply to

134、 keep up with the channel preferences of customers.The development of martech strategy and business intelligence are the two martech functions which organisations most intend to focus on improving,cited by 50%and 41%respectively(Figure 16).Figure 16.Which of the following martech functions is your o

135、rganisation/your typical client focused on advancing in the next 12 months?Martech strategy development,road mapping and budget managementBusiness intelligence;market,customer and competition research and insightsOmnichannel marketing strategy and designInnovation management-piloting initiatives for

136、 emerging and disruptive techMarketing performance analytics,measurement and insightDigital commerce managementData governance,compliance and managementWorkflow process development,optimization and documentationArchitecting and modelling data flows and structuresMarketing process governanceAd/media

137、management and buyingVendor assessment,selection and managementTesting,optimisation and personalisationLead management and sales operations managementProgramme and project managementSystem troubleshooting,support and trainingArchitecting the marketing stack0%10%20%30%40%50%60%The two go together wel

138、l,with business intelligence and competitor research being fundamental to the planning of marketing strategy,and with planning and strategy being one of the key areas for improvement in terms of martech maturity(Figure 6).25%of respondents have picked out omnichannel marketing strategy and design as

139、 a key area for focus,and this reflects the shift in marketers thinking from multichannel to omnichannel i.e.the need to keep up with customer behaviour,to be present on the channels they choose,and to gather data from these channels.31 The Martech Report 2021/22Meanwhile,the selection of innovation

140、 management by 24%reflects both the need to keep up with tech developments,as well as the seductive power of shiny new tech that might just elevate your marketing to another level.At first glance,the inclusion of Internet of Things(IoT)by 66%of respondents(Figure 17)may seem surprising,but its a ref

141、lection of the increased use of digital experience platforms(DXPs)which integrate with a lot of the connected devices that customers use.Figure 17.Which of the following emerging and disruptive technologies is your organisation/your typical client currently using to drive the marketing strategy?Inte

142、rnet of Things(IoT)/connected devicesArtificial intelligence(AI)&Machine learning(ML)No code/low code technologiesAR/VR/ERVoice interfaces and search(e.g.Siri,Alexa)Blockchain technologiesOther0%10%20%30%40%50%60%70%Internet of Things(IoT)/connected devicesArtificial intelligence(AI)&Machine learnin

143、g(ML)No code/low code technologiesAR/VR/ERBlockchain technologiesVoice interfaces and search(e.g.Siri,Alexa)Other0%10%20%30%40%50%60%70%Marketers have either added DXPs to their stack in the past year,or are planning to in the next 12 months(Figure 18).Figure 18.Which of the following emerging and d

144、isruptive technologies is your organisation/your typical client planning to use to drive the marketing strategy in the next 12 months?There has been a growing focus from marketers on bridging physical and digital experience and making experiences more interconnected.The MarTech Alliance 2021 CX Tren

145、ds report found that the need to provide connected experiences was the number one focus for marketers in the near future(15).32 The Martech Report 2021/22Predictably,AI and ML is being used by 61%of respondents,which shows how it has developed from a technology with promise to one which delivers res

146、ults(Figure 17).AI works when it becomes invisible,as when its used to recognise postcodes on mail to improve efficiency.This isnt referred to as AI,its just something that works.At Phrasee we use AI and are proud of it,but we dont sell on AI,we sell on the end outcome.In five years,we wont even tal

147、k about AI,as the solution is what matters.”Parry Malm,CEO,PhraseeHowever,some people have concerns as to whether a talent shortage may hold back developments in this area.It is of no surprise that AI and ML are key technologies driving marketing strategy,with their potential benefits being well und

148、erstood.Despite this,the AI talent pool is still fairly small,and businesses looking to invest in this area will have to fight for the available talent.The good news is that this is recognised at a policy level,with recent funding being made available by government to train more AI experts through t

149、he creation of 2,000 AI scholarships.However,martech businesses may find that their strategies are held back until this talent has had the time to develop and come onto the market.”Thomas Hayden,R&D Director,Moore Kingston SmithNo code/low code was cited by 49%of respondents,thanks to the potential

150、it offers for non-tech people to create and customise software.Scott Brinker sees a huge opportunity for marketers in the adoption of no code/low code:This no code/low code thing has almost gone the same way AI has.Its not really even a category anymore in my opinion.Its a capability,a paradigm,that

151、 is now being adopted across software in pretty much every category that you can find.If we clear away the hype,what we actually see as a genuine trend is increasingly more and more that the software applications give you the tools to either customize them,or create things that previously you would

152、have had to have a software developer or engineer custom build for you.And now the software itself has evolved to a level where its just a lot more malleable by more business experts,rather than technical expertsScott Brinker,Editor,33 The Martech Report 2021/22No code/low code will become core to t

153、he martech space as marketers understand the possibilities it offers.For this reason,we have developed a training programme to help marketers learn more about this tech and the potential it offers.”Carlos Doughty,CEO&Course instructor,MarTech AllianceAR/VR/ER is currently used by 46%of respondents,w

154、ith more planning to use these technologies in the next 12 months.This is an area that Facebook has been investing in recently,with CEO Mark Zuckerberg referring to the combination of AR and VR as the next major computing platform.(4)Its recent collaboration with Ray-Ban on a range of smart glasses

155、is one example of this(5),while the fact that it has more than 10,000 employees working on AR/VR underlines the importance of the tech to Facebook(4).70%of marketers have added social media management platforms to their marketing stacks in the last 12 months(Figure 19).This reflects the increased us

156、e of social listening to help marketers understand changing customer preferences during the Covid-19 pandemic.Figure 19.Which major martech tools has your organisation/your typical client added to the marketing stack in the last 12 months?Figure 19.Social media management platformMarketing analytics

157、 and attribution platformDigital commerce platformData management platform(DMP)Digital asset management platform(DAM)Marketing automation platform(MAP)/Marketing cloudCustomer data platform(CDP)Events platformWorkflow management platformDigital experience platform(DXP)Customer relationship managemen

158、t(CRM)SEO platformJourney orchestration engine(JOE)Identity and access management(IDAM)Content management system(CMS)0%10%20%30%40%50%60%70%Social media has always been a useful source of information for marketers looking into customer habits,but as the pandemic led to rapid changes in customer beha

159、viour,social listening has been used to learn about customer habits and preferences.During a period where lockdowns and other safety measures restricted access to traditional retail outlets,the fact that only 50%added digital commerce platforms may seem surprising.However,many larger companies who a

160、lready had online retail capabilities may have upgraded existing capacity and added new features rather than buying new platforms.During a year where online retail demand reached record levels,upgrading existing capabilities is less risky than potentially complex changes of platforms.34 The Martech

161、Report 2021/22In the tools that organisations are planning to add in the coming 12 months,most investment will be in digital commerce(43%),digital experience platforms(34%),marketing analytics and attribution platforms(30%),and customer data platforms(28%)(Figure 20).Figure 20.Which major martech to

162、ols does your organisation/your typical client plan to add to the marketing stack in the next 12 months?Other future tech investments reflect the importance of data,hence analytics and attribution and customer data platforms(CDPs).The need to manage and learn from customer data is essential for mark

163、eters to personalize their marketing,while data privacy regulations,and customer expectations around data make the management of data vital for marketers.As organizations strive to provide better CX and more personalised journeys,the need for two things is becoming increasingly critical:breadth of d

164、ata and variations of content.The number of data points that you can hold on contacts,the ability to structure and manage the data and ultimately how you utilize them will dictate the level of personalization that is possible,and so platforms such as CDPs are becoming not just a nice to have,but a m

165、ust have.”“Alongside data,as we create more personalized journeys,the need for multiple variations of assets increases so the production and management of this content at scale and effectively is imperative to automating personalized journeys,and the relationship between DAM capabilities and DXPs wi

166、ll become more entwined.”Laura Merten,Martech Solutions Architect,Hogarth Worldwide(WPP)Digital commerce platformDigital experience platform(DXP)Marketing analytics and attribution platformCustomer data platform(CDP)Content management system(CMS)Social media management platformMarketing automation p

167、latform(MAP)/Marketing cloudWorkflow management platformEvents platformIdentity and access management platform(IDAM)Data management platform(DMP)Digital asset management platform(DAM)SEO platformCustomer relationship management(CRM)Journey orchestration engine(JOE)0%5%10%15%20%25%30%35%40%45%35 The

168、Martech Report 2021/22A common problem for marketers,which is addressed by some of this tech,is the need to measure and demonstrate ROI from marketing activities.The MarTech Alliance B2C Data-Driven Marketing Report(18)found that measuring ROI was the number one barrier to achieving data marketing i

169、nitiatives,with poor data governance and poor data quality being significant problems.The investment in CDPs is driven by these data marketing challenges,as well as the need to use that data to deliver an improved customer experience.69%of CMOs in the MarTech Alliance 2021 CX Trends report see a CDP

170、 as the means to deliver this improved experience.(11)This is the challenge for the modern marketer.In the past it has been about collecting shiny toys.The future needs to be about optimisation and results.”Parry Malm,CEO,PhraseeWe have already discussed the increased use of DXPs in relation to the

171、respondents planned use of IoT,which also highlights their growing importance within martech.DXPs are used to manage customer data and personalise content across a range of platforms and devices.Its a space which is seeing some strong investment,including a recent$1.2bn investment in Sitecore,with t

172、he DXP market predicted to be worth$16bn by 2028(19).DXPs allow marketers to do so much more than they could with a CMS,providing and managing experiences and data across channels,and dealing with customer and buyer journeys that move across devices,and between physical and digital.The demands of th

173、e pandemic,and the changing behaviour of customers makes this tech more essential for marketers than ever.With so much activity in the space,and the opportunities offered by new and current tech,the next 12 months will be busy for CMOs looking to upgrade their marketing stacks,and martech vendors lo

174、oking to win their business.It is an exciting time for the growth of innovative technology in the martech sector.As we emerge from the pandemic,labour shortages and increased competition have spurred a technological space race within martech for further automation,better customer insight and predict

175、ability.”Thomas Hayden,R&D Director,Moore Kingston Smith36 The Martech Report 2021/22The pandemic has forced many organisations to shift to a digital-first strategy and DXPs play a vital role boosting customer experience and achieving brand loyalty throughout that shift.In order to rise above the co

176、mpetition in the new age of digital consumerism,organisations will need to prioritise their investment in DXP.Organisations that are brave enough to invest the capital and time into DXPs will be the best placed to seize any opportunities that present themselves during these uncertain times.”Becky Sh

177、ields,Head of Digital Transformation,Moore Kingston Smith37 The Martech Report 2021/22Key takeaways and recommendationsMartech Vendors Vendors will be cheered by the variety of martech tools that brands have already added to their stacks and are looking to invest in over the next 12 months.While it

178、may be easy to sell on the latest tech trends,its important to remain focused on providing solutions that deliver ROI for clients.AgenciesWith such a variety of choice of tech,agencies have an important role to play in ensuring that clients are buying the tech that will deliver results.BrandsIt can

179、be tempting to get ahead of the curve with adoption of new tech,but its important to keep sight of ROI,as proving the effectiveness of tech will help to secure future investment.38 The Martech Report 2021/2209SummaryThis report reveals a vibrant martech sector,which has grown over the past decade,an

180、d even more so during a pandemic which forced companies to accelerate digital transformation to match rapidly changing customer behaviour.The size of the martech sector underlines the importance of marketing technology to organisations,and martech now sits at the heart of marketing strategies.With g

181、rowing M&A and investment activity,theres more growth to come in the next 12 months.The rapid adoption of tech is not without its challenges,and many companies have yet to reach martech maturity.The growth of the marketing operations role,and the use of training to develop the skills and knowledge r

182、equired to make the most of martech investments will be a key solution.Agencies also face a challenge with the need to adapt to this growth,but also an opportunity to fill these skills and knowledge gaps to help companies deliver a return on their martech budgets.At the centre of this is the importa

183、nce of adapting to changing behaviour,and providing the best and easiest customer experience.In a digital-first world,this cannot be achieved without an effective martech strategy.39 The Martech Report 2021/22Key takeaways and recommendationsMartech VendorsVendors reading this report will be hearten

184、ed by the fact that marketers are seeing martech as central to strategy,and that a majority of brands and clients expect budgets to increase.Vendors should also take note of some of the barriers to tech investment,and look to address those through better integrations and client education around thei

185、r solutions.AgenciesThe skills shortage around martech provides a gap for agencies to fill,and were seeing this happening through the creation of martech centres of excellence by some of the bigger media agencies.The key is to understand the challenges faced by brands(and uncovered in this report)an

186、d adapt offerings to address these.BrandsBrands are seeing the huge opportunity that technology offers to create the kind of customer experience that provides a real competitive advantage.There are challenges to overcome to get there,most notably the skills and knowledge shortages,something which ca

187、n be overcome through training,and the use of agency expertise.40 The Martech Report 2021/22About Moore Kingston SmithMoore Kingston Smith is a dynamic,leading UK firm of accountants and business advisers who have been helping clients thrive since 1923.As trusted advisers to businesses,private indiv

188、iduals and not-for-profit organisations,we are passionate about helping clients achieve their ambitions and supporting them through good and tough times.Our highly experienced people have the strategic insight,drive and dedication to deliver results.With more than 60 partners and over 500 staff base

189、d in and around London,we are a leading member of the Moore Global network.Moore Global is an international family made up of over 29,000 people across more than 100 countries.Members connect and collaborate to take care of our clients needs at a local,national and international level.Moore Kingston

190、 Smith is the only firm of media accountants and advisers with a dedicated office of more than 100 media and marketing services specialists,and we have worked with some of the industrys most successful companies,providing the very best guidance,expertise and specialist sector insights.Its an excitin

191、g time for martech and the stakeholders that comprise its space in the world-media,tech vendors,marketing services,investors,educators and so on.We ask you to join us in further exploration of this incredibly dynamic sector by providing us with feedback on this report and sharing any suggestions to

192、help us improve our research in the years ahead.Contact usDamian Ryan,Corporate Finance Partner,Moore Kingston Smith dryanmks.co.uk Graham Tyler,Global Head of Moore Media&Chairman of Moore Kingston Smith gtylermks.co.ukEsther Carder,Media Partner,Moore Kingston Smith ecardermks.co.ukRobert Husband,

193、Media Partner,Moore Kingston Smith rhusbandmks.co.ukJessica Wallace,Media&Marketing Services HR Consultant,Moore Kingston Smith jwallacemks.co.ukThomas Hayden,R&D Director,Moore Kingston Smith thaydenmks.co.ukBecky Shields,Head of Digital Transformation,Moore Kingston Smith bshieldsmks.co.uk41 The M

194、artech Report 2021/22About Moore GlobalAt Moore,our purpose is to help people thrive-our clients,our people and the communities they live and work in.Were a global accounting and advisory family with over 29,000 people in 547 offices across 113 countries,connecting and collaborating to take care of

195、your needs-local,national and international.When you work with Moore firms,youll work with people who care deeply about your success and who have the drive and dedication to deliver results for you and your business.Youll have greater access to senior expertise than with many firms.Well be here for

196、you whenever you need us-to help you see through the maze of information,to guide you in your decisions and to make sure you take advantage of every opportunity and help you thrive in a changing world.Contact usAnton Colella,Global Chief Executive Officer,Moore Global anton.colellamoore-(UK)Matas Te

197、jero,Partner,Moore Tejero,Latam Media Group .ar(Argentina)Jenn McCabe,Consulting Partner,Armanino LLP (USA)Constantin Sapunov,Partner,Moore BRL constantin.SapunovMoore-BRL.de(Germany)Prabhat Agarwal,Partner,Singhi&Co (India)Jeff Blackbeard,Global Director of Sectors and Markets&Regional Director of

198、Africa and Middle East jeff.blackbeardmoore-(South Africa)42 The Martech Report 2021/22About MarTech AllianceThe MarTech Alliance is a learning solutions business;martech,marketing operations,and data-events,courses,research and resources.The full suite of options is wrapped into its learning member

199、ship offering.The business helps professionals drive their careers and company growth.The business provides a multitude of ways to learn:digital and physical,live,and on-demand,formal and informal,micro and intensive/in-depth,instructor-led,self-serve and community-based to deliver rich learning exp

200、eriences.Contact usCarlos Doughty,CEO&Course instructor,MarTech Alliance Graham Charlton,Head of Content,MarTech Alliance Richard Nolan,Chief Operating Officer,MarTech Alliance Contact usAnthony Belloir,Former Managing Director-Marketing and Communications Practice,CEB(Now Gartner)and Consultant,Syz

201、ygies Ltd43 The Martech Report 2021/22Citations1.Source:Bennett Bennett,Ogilvy continues next chapter with launch of 900-person global martech center of excellence,The Drum,April 26,2018.(https:/ Group Confirms 100%Ownership of Merkle,Merkle,April 15,2020.(https:/ Charlton,Martech M&A Activity Grows

202、 by 214%Year on Year,MarTech Alliance,July 6,2021.(https:/ Clarke,Why Is Accounting Giant Intuit Buying Mailchimp?,MarTech Alliance,September 15,2021.(https:/ Wire,Citrix Completes Acquisition of Wrike,Business Wire,March 1,2021.(https:/ Lawler,Now Salesforce officially owns Slack,The Verge,July 21,

203、2021.(https:/ Lawson,Twilio Acquires Segment,the Market-leading Customer Data Platform,Twilio blog,November 2,2020.(https:/ Embarks on$1.2B Investment Plan to Accelerate Growth,Sitecore,January 19,2021.(https:/ Extends Series C Funding Round Led by SoftBank Vision Fund 2 and Franklin Templeton,OneTr

204、ust,April 8,2021.(https:/ Taylor,Amsterdams Messagebird extends Series C round,tech.eu,April 28,2021.(https:/tech.eu/brief/amsterdams-messagebird-extends-series-c-round-raises-1-billion-snaps-up-us-based-sparkpost-for-600-million/)11.Source:Kantar,Kantar enters definitive agreement to acquire Numera

205、tor,creating global view of shopper behaviour,Kantar,April 19,2021.(https:/ Lunden,Sinch snaps up MessageMedia for$1.3B to compete with Twilio in business SMS services,TechCrunch,June 9,2021.(https:/ Software Acquires BlueVenn,Businesswire,March 2,2021.(https:/ Takahashi,Vungle acquires mobile game

206、analytics firm GameRefinery,Venturebeat,March 2,2021.(https:/ Alliance,2021 CX Trends&Insights Research Report,MarTech Alliance,July,2021.(https:/ Doughty,The 4Ps of Marketing Technology,MarTech Alliance,2020.(https:/ Alliance,The Essentials of Martech,MarTech Alliance,2021.(https:/ Alliance,The State of B2C Data-Driven Marketing Research Report,MarTech Alliance,2021.(https:/ Adroit,Digital Experience Platform Market to hit USD 16 billion by 2028,Globe newswire,May 25,2021.(https:/