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Blurred Lines: How Digital Marketing Has Created the Ultimate Mashup

By Jennifer Polk | August 27, 2013 | 2 Comments

digital marketing

While digital marketing may be improving engagement between companies and customers, the relationships between different marketing factions—advertising, data analytics, media buying and public relations—still need work. Marketers talks a good game, peppered with buzzwords like convergence, integration and collaboration, yet organizational silos persist within most companies; conflicting agendas between groups often come before company goals; and many practitioners still see marketing as a zero-sum game. Take, for example, the recent error by The Council of Public Relations Firms, who invited advertising executive Edward Boches, to speak at an upcoming forum, only to rescind the invitation once they realized he was in advertising, not PR.

Competition is certainly a contributing factor to the continued discord between the divisions of marketing. Internal marketing teams compete for scarce resources and become insular in an effort to maintain control of these resources. Digital marketing service providers compete for leadership position and budget, expanding their service offerings in an effort to remain relevant and increase their scope of work. While some degree of competition is healthy and is to be expected, too much competition stands in the way of cooperation while the success of digital marketing initiatives hangs in the balance. The effort for brands to be creative, customer-centric, data-driven, digitally savvy and strategic, while simultaneously thinking like a publisher, necessitates partnerships across boundaries.

Success in digital marketing is often the result of a mashup of tactics and technology from multiple sources, which means marketers need to think beyond their role, team and hierarchy to embrace the ideas, and, in some cases, the expertise of others. For internal marketing teams, this means cutting through corporate clutter; setting aside egos; soliciting ideas from others; ceding some control; and maintaining speed and agility in execution. For service providers, it’s time for an honest assessment of your areas of expertise to determine when and where you can legitimately add value. Convergence implies that distinct paths likes advertising and public relations are merging, but there are skills that are native in an ad agency and would need to be developed or acquired for a PR firm to add the same value.  

Digital marketing has created the ultimate mash-up, with each discipline having something valuable to offer.  Those offerings will continue to evolve as the lines between these areas blur, and perhaps become non-existent, at least in the eyes of the audience. As this occurs, success will increasingly depend on collaborative, not competitive forces between internal teams and service providers.

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  • May I add the following to your list of marketing internal – external challenges? The following are real life experiences as a content specialist service provider. There is a transition-in-thinking battle going on by decision-making marketers in moving from traditional to digital content delivery. Many marketers we work with want to “capture” readers on their sites to log clicks vs. “captivate” readers for return visits. Marketers must be willing to pay for engaging service providers who have proven ability to deliver high quality 3rd party content. The discovery and delivery of thought leadership content is a careful human process adding credibility to internal marketing. Automated algorithms used by many marketers adds noise. Secondly, many marketers want to track “duration” on their sites. I submit to you if a reader logs extensive time on a corporate site it could be the duration is in fact frustration trying to find information.

  • Jamil Buie says:

    Ms. Schuler raises a very good point. There are a number of companies and an equal number of for lack of a better catch all “Digital Practitioners” who have a do something bias rather than a plan something mentality. This leads to convoluted messaging, poorly placed content and most importantly audience frustration. Planning and optimization of the plan post launch is critical to messaging success.