Customer experience (CX) has become an increased focus for marketers across industries, but many B2B marketers feel as though they need to catch-up to their consumer-facing counterparts to deliver better experiences.

Nearly 90% of B2B marketers think their organizations need to be as focused on customer experience as their B2C counterparts, according to a Dun & Bradstreet report (download required). And while 38% of B2B marketers believe they outpace their competitors when it comes to creating and delivering customer experiences, nearly a quarter indicated they feel as they are lagging behind.

If marketers from both B2B and B2C organizations are so focused on delivering personalized, omnichannel experiences, why do so many B2B brands struggle with CX? According to those surveyed, over one-third cited the inability to use the data and tools they already have in place as their biggest CX challenge. The inability to identify customer touchpoints and lack of insight into the customer journey were also notable challenges.

Why we should care

For B2B marketers who are committed to improving customer experiences, establishing data governance will play a critical role in their marketing strategies for the coming year. Among the long list of data governance challenges, most marketers are familiar with siloed data and dealing with incomplete customer data. According to the study, emerging technologies such as customer data platforms (CDPs) and data management platforms (DMPs) are being increasingly used by both B2B and B2C marketers to manage the firehose of data they are generating. Ultimately, B2B brands don’t need more data, they need to make sense of the data they already have, the study concludes.

“Unlike B2C, in B2B there is not a single buyer, so having a full customer picture of both the individual and the account is critical to deliver on the promise of personalization,” said Lauren Bakewell, chief product officer, sales and marketing solutions at Dun & Bradstreet. “Without the ability to centralize the many aspects of customer and prospect data, it is very difficult to see customers holistically at both an account and individual level and deliver a personalized and consistent customer experience to each. Simply put, informed and personalized omnichannel experiences mean more sales, stronger loyalty and greater long-term customer value.”

More on the news

  • 84% of marketers say their teams will be putting more focus on data in the next year.
  • Measurement and analytics came in as a top priority for nearly 70% of respondents.
  • Account-based marketing (ABM) continues to be a critical approach for B2B marketers to use data as a competitive advantage.
  • The 255 survey respondents were all B2B marketers with a job title of manager or above.

About The Author

Jennifer Videtta Cannon serves as Third Door Media’s Senior Editor, covering topics from email marketing and analytics to CRM and project management. With over a decade of organizational digital marketing experience, she has overseen digital marketing operations for NHL franchises and held roles at tech companies including Salesforce, advising enterprise marketers on maximizing their martech capabilities. Jennifer formerly organized the Inbound Marketing Summit and holds a certificate in Digital Marketing Analytics from MIT Sloan School of Management.


At a recent MarTech conference, I gave some presentations on consumer privacy, stressing that it’s becoming more obvious with every new regulation that privacy as an add-on or afterthought won’t work. While attendance was less than I had hoped, those who came left the sessions committed to achieving “privacy by design” and armed with the tools they needed to get it done.

What I’d like to ask the rest of the conference attendees is….where the heck were you?

  • Did you attend some easy-peasy session full of confirmation bias, so that you could get a pat on the head that you’re doing everything right?
  • Did you attend a session on fascinating technology that your company is light years away from being ready to use? 
  • Did you attend a session that would help you make small improvements in an area where you’re already doing pretty well, like SEO?
  • Or did you attend a session led by the person you hope will be your next boss?

I get it. Believe me, I attend these conferences all the time. There are more interesting sessions than you can possibly attend, all while trying to connect with your colleagues across the industry. And conferences are often a fun getaway from your ordinary routine. So while I may have been poking a little fun, I realize there’s no way to hit everything.

So why would you choose sessions that would make your life (temporarily) harder? Your current practices are rolling along just fine (so far!), and you see no reason to rock the boat. And you really, really aren’t excited about doing anything that would limit your use of data, because that would inhibit your ability to engage customers. And THAT could affect your bonus. Who would voluntarily do anything that might negatively impact their own bank accounts?

It’s time to face reality, folks. Data privacy and security requirements are not going away. The days of unlimited use of big data are over. And you can either face that now, or face it later when your company is fined or sued for misuse of consumer data. Or when customers rebel and rake your company over the coals on social media.

It’s better to create privacy policies yourself rather than to have them imposed on you.

You’re going to have to address privacy whether you want to or not. And, since marketers depend on consumer data more than other departments, I’d rather be the one leading the charge, so I could design privacy policies the way I wanted them. Even if your organization’s leaders decide that IT or legal should take the lead, you should still be an integral part of the process, educating everyone on how marketing uses data and on how any proposed changes will affect your ability to do your job.

Are you up to the challenge?

Are you ready to admit that you can’t keep burying your head in the sand on privacy issues? And that you’ll be a whole lot better off if you spearhead (or enthusiastically participate in) the effort yourself so you can design policies that work for you and for your customers?

If so, let’s move on to the good news! 

Developing privacy policies has some real benefits

Hopefully, I’ve got your attention now. So let’s move away from the challenges so I can tell you about the benefits of having robust privacy policies:

  • You won’t have to be constantly asking permission before launching campaigns. Your privacy policies will lay out what you have to do and what you can’t do, and, between those guardrails, you can be as creative as you want. 
  • You won’t have to waste time waiting for approvals. Without privacy policies in place, getting permission for a campaign really means permission to get started. Many marketers still have to get approval for each piece of content.
  • You won’t necessarily see a negative financial impact. In fact, interactions with your customers will be more effective, because you’ll be engaging people who have chosen to receive your messages.
  • You’ll experience less friction with other functional areas because your roles will be clearly established in advance.
  • You’ll establish yourself as someone who has your company’s best interest in mind, isn’t afraid of challenging the status quo, and is willing to take on the hard work of spearheading change.
  • Through the work of creating privacy policies, you’ll make valuable contacts in other departments, like IT, Procurement, and Legal.
  • You’ll establish yourself as a leader within your own Marketing department, setting yourself up for rapid career advancement.

For those of you brave and proactive enough to get off your backsides, developing your organization’s privacy policies is your chance to be a superhero. Just like death and taxes, the coming privacy regulations are unavoidable, so stop trying. Learn what you need to know (I’ve provided some resources below), and get to work on privacy policies before someone else does it for you!

More resources

Opinions expressed in this article are those of the guest author and not necessarily Marketing Land. Staff authors are listed here.

About The Author

Kristina is a digital policy innovator. For over two decades, she has worked with some of the most high-profile companies in the world and has helped them see policies as opportunities to free the organization from uncertainty, risk and internal confusion. Kristina has a BA in international studies and an MBA in international business from the Dominican University of California and is certified as both a change management practitioner (APMG International) and a project management professional (Project Management Institute). Her book, The Power of Digital Policy, was published in 2019.

apps are set to Live Mode for production use. After October 23, apps that are set to Development (Dev) Mode will not be able to manage assets not owned by the app developer’s business or access the data of any users who aren’t associated with the app.

“Once you’re in Live Mode, and have completed App Review for the permissions and features your app requires, you will be able to access the associated data for users interacting with your integrations (for example: people commenting on your business page or users signing up for your app).”

Why we should care

Newly created apps are automatically set to Dev Mode by Facebook so that developers can configure and test app integrations before submitting the app for review. In Dev Mode, the app only has access to data for four app roles: Administrator, Developer Tester and Analytics User.

Starting October 23, if a developer fails to turn on an app’s Live Mode function — once it has been approved by Facebook and is ready to be launched — the app will not be able to access the associated data for users that interact with the app’s integrations, such as Pages or ad accounts. Without this information, marketers will not have access to meaningful app-related data.

Also, for marketers that have connected their app to Facebook’s Marketing API, Live Mode opens up eligibility for Facebook’s Ads Management Standard Access, a platform that provides higher rate limits (the number of API calls an app can make within a given time period) than what is offered by Facebook’s “Dev Tier” app platform.

More on the news

  • The on/off toggle to activate Live Mode is located at the top of the screen on Facebook’s App Dashboard.
  • To turn on Live Mode, developers will be asked to enter: the “Privacy Policy” URL for the app, the app’s icon, its business use and category.
  • Facebook has made a number of changes to its app policies since suspending Cambridge Analytica for misusing its app to harvest user data. Last week, the company reported it had suspended tens of thousands of apps in the past year.

About The Author


Agile has been around the software world for a few decades, but now marketers are getting on board – with a few modifications.

I’ve had the pleasure of helping companies in both software and marketing transition to agile. Today I’ll share with you some ways that I’ve seen first-hand how marketers have made agile more relevant to how they work.

The agile marketing manifesto 

The Agile Manifesto was a collaborative effort between a group of software developers written in 2001 to combat a lot of problems they were experiencing such as a divided relationship between business partners and software developers, a process that was more important than people and rigid planning that wasn’t always in the customers’ best interest.

This has long been the epicenter of agility and a commonly referenced document. However, it’s pretty software specific, so in 2012 a group of marketing evangelists came together to reinvent the manifesto to closer resonate with the marketing world.

The Agile Marketing Manifesto speaks to marketers about creating value for customers, adaptive and iterative campaigns, being experimental and learning through a build-measure-feedback loop.

A hybrid approach to methodology

In software, the Scrum framework has been the most common way to practice agile. With Scrum, teams work in a timebox called a sprint. The most common sprint cycle is two weeks. The Scrum cycle is a repetitive, continuous way to work and has built-in ways to inspect and adapt your work and your process along the way.

Another popular framework is Kanban, which came from the manufacturing world at Toyota. This production system way of working is about the continuous flow of work through a system, visualizing your work, seeing where your flow might be experiencing bottlenecks and changing your process to increase productivity.

Kanban has branched out of the manufacturing world and has been used as another method for applying agility to an organization. It’s commonly used for customer service teams, business teams and even in people’s personal lives to manage their small business or home life.

Most marketers are using a hybrid approach, meaning they are taking some of their favorite practices from both the Scrum and Kanban methods.

So which method is right for your company? It depends on the size of your company, the type of work you do and the current culture.

Here are some common traits I’ve seen that work well with Kanban:

  • Smaller, more nimble companies
  • Work that supports multiple clients, such as ad agency teams or creative services teams
  • Work that has a very quick turnaround times and can’t stick to a plan for a week or more
  • A culture that is very free flowing and lacks process

Scrum might be the better choice for you if these characteristics resonate better:

  • Larger companies with multiple teams
  • Work that has typically followed a waterfall planning process
  • Work that can be planned with few interruptions for a few weeks
  • A culture that is process-driven

The hybrid approach works well for marketers because many of them feel Scrum is too structured and Kanban is too loose. They only way to know for sure is to be agile about how you approach this change, try out a few different ways and see what works best for your company.

A single marketing owner

Agile marketers are often abandoning the traditional Scrum roles of Scrum Master and product owner and are combining this into a single role that takes on both responsibilities.

A marketing owner has a big responsibility to work with customers and stakeholders, prioritize the work for the team and continually change the plan as more information is learned from experimentation. This role also helps the team with its process, becomes the organizational evangelist for change and keeps the team empowered and productive.

A big reason for the combination of roles is the Scrum Master role is new, companies don’t realize the value and Scrum Masters don’t come cheap.

I don’t think all agile marketers need a Scrum Master, but larger companies that are going through a major culture change should make this investment if you’re going to practice Scrum.

I hope you’ve learned how agile marketers are working. Now it’s up to you to decide how you’ll practice agile marketing at your organization.

Opinions expressed in this article are those of the guest author and not necessarily Marketing Land. Staff authors are listed here.

About The Author


For those of you not familiar with the term Keeping Up With the Joneses, it can often refer to the practice of trying to keep up with, or even one-up, someone else when it comes to material possessions like cars, homes, jewelry and on and on. It’s a pure status play.

For example, if your neighbor buys a Mercedes-Benz, you immediately feel the need to go out and buy a Range Rover. Brother-in-law bragging about his new 55-inch smart TV? Just wait until he gets a load of your new 90-inch, 5G, surround-sound, home theater.

It’s conspicuous consumption at the worst level.     

Increase but struggle

I don’t know where other writers get their inspiration from for a given piece of work but mine comes from pretty much anything at any time during any part of any day. How’s that for universal inspiration?

In this particular case, my inspiration for both the article itself as well as the title came from reading a piece published on MarTech Today way back in 2018. I say “way back” as if it’s a million years ago but in the digital world where things change in the blink of an eye, that could be perceived as being a long time ago. 

The headline and subhead of this piece was quite telling in my humble opinion: 

Headline: Report: Companies increase martech spend but struggle to keep up with the speed of its growth

Subheader: Though companies say they aren’t keeping up with the speed of martech’s evolution, they continue to add tools to their stacks at a healthy pace.

The piece was based on findings of a Walker Sands report entitled: “State of Marketing Technology 2018: Maximizing the Value of martech Innovations” which revealed the findings of a survey of 300 marketing professionals at varying levels.

Look at these findings and you tell me if you see a great disparity – aka one of these is not like the other:

  • 65% of marketers plan to increase their martech spend
  • 63% say the martech landscape has evolved rapidly or at light speed in the last year
  • 28% feel like their company’s use of martech has grown at that same level

Nearly two-thirds of marketers plan to spend more on martech while acknowledging the warp speed at which martech is evolving BUT less than 3 in 10 marketers believe their own companies have kept up with the speed of martech growth.

What gives? How can marketers be spending more on martech yet at the same time the same people who presumably use the technology report they’re not using it at the correlating rate or speed?

Good news?

According to Jennifer Mulligan, who is a martech account director for Walker Sands and co-author of the report, the findings are good news for marketers: “This year, we’ve found that despite rapid rates of innovation, today’s marketers are willing to use martech to the best of its abilities.”

With all due respect, allow me to offer a contrarian perspective: It’s the Joneses fault.

I believe far too many companies feel the need to “keep up with the Joneses” by buying and investing in more and more martech because they think they have to in order to… yes, keep up with the Joneses (aka: their competition).

And this is a very dangerous practice for the same reason it is for the person who feels like they have to go out and buy a Range Rover because their neighbor bought a Mercedes. What was wrong with the car they already had?

Probably nothing.

Maybe nothing.

The point being they had a perfectly good, reliable automobile and did not need to go out and spend – perhaps more than they could afford – just to keep up.

Buy to buy

Juxtapose that onto the world of martech. Companies very often “buy just to buy” without one thought of strategy, integration, etc. They also buy without one thought to training and not just initial training but ongoing training.

In case you were out one day last week, the world of martech is a highly fluid world where things change faster than it took you to read this sentence. Any investment in martech must include continuing education and training for employees from the martech provider themselves.

So, in retrospect, perhaps it is NOT all the Joneses fault. Perhaps it’s a combination of two things.

Yes, trying to keep with your neighbors – those pesky Joneses –  but also a failure of sorts to recognize the vital need to maximize investment, there simply must be a company-wide commitment to partner with your martech provider to ensure maximum ROI with instruction and guidance for those who use the martech in the first place: your employees.

Opinions expressed in this article are those of the guest author and not necessarily Marketing Land. Staff authors are listed here.

About The Author


“What would happen if marketers embraced privacy as a value of the company?”

This was the question posed to me by Duane Schulz, principal of Schulz Advisors LLC. In a digital world where businesses are so focused on demand generation and revenue opportunities, marketers often view data privacy policies as yet another hurdle to jump through.

But instead of viewing privacy regulations as an imposition, what if marketers could shift the narrative and use data privacy as a core tenant of the brand’s value?

At MarTech East in September, Schulz will explore this topic in his session, Don’t Be Evil: A Framework for Lean Surveillance Marketing. He’ll discuss how marketing technology is contributing to users’ growing privacy and trust concerns while offering solutions on how marketers can shift to user-first trust and consent-based brand marketing.

In light of heightened privacy concerns, data breaches, and the launch of new data privacy legislature, consumers are more hyper-aware and protective of their data than ever before. Martech practitioners describe privacy and data management as a “compliance” matter, but only 36% of participants in the 2019 Martech Salary Survey said they were responsible for data privacy and compliance in their martech stack.

To pursue leads and revenue in a digital world, marketers are tracking behavior, targeting individuals, disrupting journeys, gathering data without implicit consent, and performing identity resolution through our martech stacks. But as consumers take more ownership over their data and privacy rights, these strategies won’t be sustainable forever. These days, we’re entering a digital landscape where privacy and trust will become the “new oil,” explained Schulz.

“One of the ways to start thinking differently is to consider the work marketers are doing from a brand perspective,” Schulz said. “We’re measuring MQLs and CPLs, but are we measuring the contribution we’re making to the brand value?”

If marketers are willing to advocate privacy and transparency as core principles of a user-first digital experience, then we can begin to shift the focus from short-term leads to lasting trust and long-term brand value.

Schulz proposes that marketers can start by developing a privacy-forward framework that the organization can uphold.

Establish core values

Schulz recommends starting with a set of beliefs and principles that places the visitor’s journey on a higher level than the marketers’. Organizations must recognize we’re “renting” our customers, not owning them, and that requires certain standards that must be understood across the organization. Schulz explained that marketers are perfectly positioned to propose a process or template that outlines the steps necessary to create a specific surveillance policy for the team and organization.

Consider a real-world approach

Build digital experiences that mirror the customer’s physical experience. This one can be challenging for many businesses, but Schulz offers a unique perspective: “Think about this way. If you were in, say, Target, and there was a person following you around visibly, writing down everything you did, then suddenly they jump in front of you with a sign that indicates what you should do next, how would you feel?”

If marketers start thinking about how a physical experience can be translated into a digital touchpoint, it would naturally foster more transparency and consent from the user. Rather than forcing a sale on someone, marketers should consider tactics that encourage organic engagement, which can be the catalyst for conversion.

Prioritize trust and consent

Marketers don’t always understand the tactical processes that go into tracking user activities on the web. By making efforts to uncover those processes used by our martech vendors, marketers can begin to understand how (and if) these methods comply with user privacy. “If marketers had narratives of what each tool did, they would step back,” Schulz said.

Content is king

“Content creates more value than digital interactions. Great content allows you to earn the data, instead of earning the data through trickery,” Schulz said.

Impactful content has the ability to resonate with customers on a deeper level than retargeting and personalization alone. By developing and sharing content that customers can extract value from, marketers can build a relationship grounded in trust and intentional engagement.

“At the end of the day, if a company is bought or sold, nobody fights over the MQLs or customer data points. They care about brand value,” Schulz said.

“When designing everything from blog content to Tweets, marketers need to be asking: are we practicing brand value?”

Don’t miss Duane Schulz’ session Don’t Be Evil: A Framework for Lean Surveillance Marketing at MarTech East in Boston, September 16-18.

More about the MarTech Conference

About The Author


Delivering personalized communications that drive customer engagement at every touchpoint continues to be a challenge for most marketers. And with a plethora of channels to choose from, it can be difficult to determine where to allocate budget and resources to ensure the best customer experiences — and drive the best outcomes.

Earlier this year, performance marketing agency Merkle surveyed over 200 North American brand marketers to learn more about their digital priorities when it comes to customer engagement. Survey respondents indicated they want to invest more in technology, data and analytics, and that email is consistently a valuable channel for customer retention, personalization and gaining customer insights.

According to the Merkle Customer Engagement report [registration required], evolving CRMs are positioned to support marketers in adopting data-driven marketing strategies. CRM plays a pivotal role in how many marketers manage the facets of customer engagement — even offline engagement — and can help marketers facilitate better personalization strategies. Without the tie-in to email, it will be nearly impossible to create layers of rich engagement data necessary for personalized communications.

Marketers need better data and analytics

According to the Merkle Customer Engagement report, marketers want to increase their martech investments to bolster their data and analytics capabilities and build out more robust customer profiles in their CRM systems. Thirty-two percent of those surveyed said they would invest more in data, technology and analytics before anything else.

single most significant area of investment for marketing resources and programs, with CMOs reportedly spending roughly 29% of their budgets on martech in 2018. The findings from Merkle point to the ongoing need to harness our data and analytics from all of these different resources and programs in order to improve our marketing efforts and outcomes.

While the report doesn’t distinguish the specific type of tech marketers are after, the need for data and analytics continues to be a driving factor for marketers who recognize the need to embrace it. As the customer data platforms (CDP) industry sees rapid expansion and larger tech companies developing their own CDP-like solutions, the demand for more data — and manageable methods for translating it into actionable insights — is increasingly become a highly visible part of our job as marketers.

Email address is the highest priority data point to marketers

That wealth of rich data will be all but meaningless if you don’t have an email address associated with the data. Approximately 68% of survey respondents said that a customer’s email address is the highest priority data types to acquire – prioritized over all other data points. An email address is the most valuable piece of data that we can collect from our customers.

When asked what the most valuable marketing channel is for customer retention, 52% of respondents cited email as the most valuable marketing channel for customer retention.

research [registration required] published by Merkle’s HelloWorld team indicated that 80% of people would provide an email address as part of a promotion to win an award.

An additional 84% of those surveyed said that they would review a brand or product online, with 83% saying they would watch a brand video. These findings can help marketers start thinking outside of their promotional marketing to shift towards a more engaging experience for the customer.

About The Author


In my career, I have had the pleasure of interviewing an incredible variety of people. From CMOs of the biggest brands in the world to world-class athletes to award-winning entertainers and a whole host of folks from many, many other areas of life.

However, I had never interviewed a former Navy Seal. So, when the opportunity arose to speak to one – one who has become incredibly successful in the business world in his post-Seal life, I jumped at the chance. His name is Alden Mills and after his career as a Seal – including serving as platoon commander on three separate occasions, he dove headfirst into the world of business.

In 2004, he founded Perfect Fitness. In just a few short years, he would go on to lead the company to enormous growth which resulted in Inc. magazine recognizing it as the number one fastest-growing consumer products company in America.

He is also the author of two books, Be Unstoppable and his most recent, Unstoppable Teams.

I spoke with Alden recently about what marketers can learn from someone like him, what takes to be a great leader.  

What are the 3 things you took from being a Seal and have applied to your life as a businessman and entrepreneur?

How about three words: Never Give Up! I would love to stop there but I know you’re looking for more so here are three things that help people never give up (as far as I’m concerned that’s where success comes fromunstoppable persistence!)

  1. Your focus funnels your energy to take an action – your focus will determine your attitude, actions, outcomes and also sets the tone for your team’s focus. After all your team’s focus is a reflection of your focus.
  2. It’s all about the team – period. We are imperfect beings – we need each other and our ability to build relationships directly impacts our ability to build teams. Teams are a force multiplier – they enable us to do things way beyond our individual abilities. Yet teams are fragile and hard to come by because leaders can quickly lose focus when success is achieved – they allow their egos to get in the way by taking credit or greed (more than their share) or fame (thinking teams work for them). 
  3. There’s always a way: Improvise, Adapt and Overcome.  If I had a dollar for every time someone told me that “we” couldn’t X or launch Y or build Z, I’d be wealthier than I am today (which isn’t saying much – but you get my point!). True innovation comes from necessity and the team. I make this mistake early in my CEO days of thinking innovation was reserved for a small handful – the fact is good ideas are everywhere and sometimes the best ones come from the least expected people. The key is learning to listen to understand while being inclusive.
  4. Okay, one more thing while we’re at it – Business is an athletic event. Don’t believe me? Next time you give a presentation wear a heart rate monitor. Train for business – take care of your body – stay fit, pay attention to what you eat and encourage your teammates to do the same!

In your most recent book, you write “Unstoppable teams aren’t reserved for elite forces in the military. In sports, in business, in communities, in every facet of life, developing the qualities of an unstoppable team is essential if you want to thrive in chaos and break away from the pack.” “Chaos” and “breaking away from the pack” are synonymous when it comes to brands and marketers. So how can marketers/leaders specifically achieve unstoppable team status?

Number one – the rules for building unstoppable teams are agnostic to industry, business type, profit focus or community. If there are humans involved then the rules for building unstoppable teams apply – period.

Number two – know your lines of leadership. There are three and they go in this order:

  1. You
  2. Directs (reports)
  3. Indirects (Contributors, Customers, Community) 

Most leaders think only about leading “their” direct reports and disregard the first and third lines. In marketing terms, think of it like this: Your brand is a reflection of your culture – your culture is a reflection of your team(s) and your teams are a reflection of YOU. It starts with you Mr. and Ms. Marketer/Leader – your actions, your focus will be what gets mirrored by your teammates.

And number three – never forget the single most important action in leading: caring. Teddy Roosevelt said it best: “No one cares how much you know until they know how much you care.”

Same rules of caring apply for building a brand or an unstoppable team – you must prove how much you care about your teammates first then your customers and your communities in which you serve.

What are some attributes and qualities that make for a great leader?

Great leaders do three things:

  • They get people to believe in themselves.
  • They teach their people things that help them succeed.
  • They push their people to beyond their preconceived limits.

Attributes that help leaders do those three things are:

  • Empathy, an ability to connect emotionally.
  • Humility, an ability to listen to understand and accept other ideas and admit when they are wrong.
  • An ability to communicate vision, candor, perspective and feedback.
  • A willingness to take action, consistency and authenticity.
  • Charisma, great orators are born to lead – the best leaders come from struggle –  and struggle builds strength.

Opinions expressed in this article are those of the guest author and not necessarily Marketing Land. Staff authors are listed here.

About The Author


Customer data platform mParticle has released details around new APIs, platform features and identity aliasing that aims to deliver improved data accuracy and control. Included in the updates is a user aliasing API for managing and merging customer profiles, updates to the security of mParticle’s SDK, and a Google Tag Manager integration. 

Why we should care

Many marketers have been stumped by how to treat unknown user data for years. This new API could enable marketers to see the entire customer journey, which would provide key performance insights from bringing the “anonymous user” data into a customer profile for visibility into every touchpoint, end-to-end. 

In order to understand a full customer lifecycle, we need to also know how to treat “anonymous users” – like when the customer is logged out of your website. In order to manage that data, mParticle’s new user aliasing API  will allow users to automate the process of merging “anonymous users” data into customer profiles. Tying in the new data set could help marketers develop a more complete customer profile, inching them closer towards the 360 view.

More on the news:

  • New self hosting and bundler support was also launched for developers working in mParticle’s SDK.
  • mParticle also announced the release of its integration with Google Tag Manager, which will allow marketers more freedom when it comes to updating web tags and pixels and how to securely map the web data collected.

About The Author