{"id":8539,"date":"2022-02-01T14:45:04","date_gmt":"2022-02-01T14:45:04","guid":{"rendered":"https:\/\/mailinvest.blog\/index.php\/2022\/02\/01\/how-wells-fargos-marketing-operations-went-from-alienated-to-aligned\/"},"modified":"2022-02-01T14:45:04","modified_gmt":"2022-02-01T14:45:04","slug":"how-wells-fargos-marketing-operations-went-from-alienated-to-aligned","status":"publish","type":"post","link":"https:\/\/mailinvest.blog\/index.php\/2022\/02\/01\/how-wells-fargos-marketing-operations-went-from-alienated-to-aligned\/","title":{"rendered":"How Wells Fargo\u2019s marketing operations went from alienated to aligned"},"content":{"rendered":"

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Technology if applied correctly can be a creative force that paves the way to greater outcomes. Here\u2019s how America\u2019s oldest financial services giant, Wells Fargo minimized the technology footprint, unlocked an integrated data and operational environment, leaned into talent specialties, and saved millions in the process.<\/p>\n

We spoke with David Encizo, vice president of social media marketing technology & operations at Wells Fargo to uncover the strategy, journey, and outcomes.<\/p>\n

Disconnected enterprise functions<\/h2>\n

When David joined Wells Fargo, he observed there were numerous tools and technologies in production right across publishing and advertising, customer care, social listening, reporting, and insights. Almost each of these key functions had its own tool that functioned in silos, independent of the other business verticals\/teams. Despite being related, these teams\u2019 tools didn\u2019t have any interaction or API connection that could facilitate a flow of information.<\/p>\n

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In simple terms, there was a major disconnect and lack of coordination across the teams and their output.<\/p>\n

For example, advertising activities on social media can drive inbound volumes to sales, or it can prompt listening research requests \u2013 both of which are key to growth. So, while the social media teams were coordinating to a degree, there was an obvious loss of productive time and resources in manual processes and email communications to get things done.<\/p>\n

The impact of martech industry norms on declining team productivity<\/h2>\n

Technology is an enabler but also has its own setbacks. The question remains, \u201chow well are leaders and their teams able to acknowledge this fact?\u201d<\/p>\n

At the time, social media tools were called point solutions, this meant, they were developed to perform one or two things well. This created an operating environment that had built-in inefficiencies which made it difficult or even impossible to get data to understand what\u2019s working and what\u2019s not. Teams couldn\u2019t generate actionable insights to improve in real-time.<\/p>\n

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That set the stage for Wells Fargo\u2019s technology innovation journey across functions.<\/p>\n

Discovering specializations and leaning in<\/h2>\n

The social media listening function was responsible to capture public conversations across the social media landscape and use these insights to inform activities that helped Wells Fargo:<\/p>\n