Let’s take a few examples. A global software technology company, for example, has hundreds or thousands of sales reps who need to have visibility to their key accounts and contacts within those key accounts. They manage the contact database and contact strategy with a sales force automation tool, which focuses on improving the productivity of the sales organization. But what about the marketing arm of that company? The job of the marketing department is to generate, nurture, evaluate and follow up on leads, which they then pass off to the sales force automation system when the leads become sales-ready. The system that’s responsible for generating, nurturing, classifying and scoring those leads would be the marketing automation system, and it’s owned and run by the marketing department.

Target said third-quarter digital sales climbed 49 percent, the best since the company started breaking out that metric. It said digital now accounts for 6 percent of its total sales, up from 4.2 percent a year ago, with stores making up the rest. It hasn't offered an outlook for e-commerce sales for the fourth quarter but said it expects profit margins will continue to be under pressure during the holidays, thanks to heightened supply-chain expenses.

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Eventually, your company’s marketing program will get so big that you can’t — possibly — manage everything via Outlook, Word, and Excel spreadsheets. You could always hire a team of marketing specialists, but eventually, you’re going to start wasting cash on redundant tasks like emailing new customers, setting up social media-to-email programs, and emailing your users every time you post blog content.
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