Marketbridge has been named Demandbase's Service Partner of the Year, recognizing a decade-long relationship focused on connecting AI-powered buyer intelligence with B2B marketing and sales execution. The companies are also working together on performance media, account-based marketing (ABM), and agentic marketing workflows. Their collaboration highlights a growing challenge for enterprise revenue teams: translating account intent signals into coordinated campaigns and measurable pipeline outcomes rather than treating AI insights as an end in themselves.

Marketbridge Wins Demandbase Award as AI-Driven B2B Marketing Evolves

Marketbridge has received Demandbase's Service Partner of the Year award at the Demandbase GO conference, adding recognition to a partnership that spans platform implementation, marketing activation, joint solution development, and go-to-market collaboration. Marketbridge also serves as Demandbase's performance media agency of record.

The partnership reflects a broader shift in B2B marketing technology. Platforms increasingly use artificial intelligence to identify accounts showing buying intent, interpret engagement signals, and help revenue teams prioritize opportunities. Turning those insights into commercial results, however, requires more than software. Campaign strategy, creative development, advertising, analytics, and sales coordination still determine whether a signal leads to meaningful engagement.

Marketbridge combines those services with Demandbase's account intelligence, advertising, AI, and orchestration capabilities. The companies say their joint approach is designed to connect buyer signals with coordinated marketing and sales activity, helping organizations focus resources on accounts with stronger potential to convert.

The relationship has expanded over roughly a decade. Marketbridge became the inaugural partner in Demandbase's Premier+ Service Delivery Partner Tier earlier in 2026 and participated in early testing of Demandbase AI. Its feedback contributed to the development of AI-first chat experiences and automated workflows intended to support revenue teams.

The collaboration also extends beyond technology implementation. The companies have established joint account planning, seller enablement, and co-marketing initiatives, with a focus on industries including financial services and healthcare.

A customer program with GTT, a networking and security-as-a-service provider serving multinational organizations, offers a concrete example of the model. Marketbridge developed an integrated account-based marketing program using Demandbase intelligence to identify accounts showing buying intent, prioritize engagement, and guide campaign activation.

According to the companies' reported results, the program generated 3.77 times pipeline return on investment influence during its first nine months and reached 95% of its target accounts. Influenced opportunities recorded twice the win rate and twice the average deal size of the comparison group cited in the program results.

Those figures suggest that combining account intelligence with coordinated execution can help organizations focus their marketing efforts. They should nevertheless be interpreted with care. The announcement does not disclose the underlying sample size, attribution methodology, baseline performance, or the precise definition of pipeline ROI influence. Without those details, the results cannot establish how much improvement was caused by the platform, the agency's work, or other sales and market factors.

The distinction matters as vendors increasingly promote agentic marketing: systems that use AI to support or automate multistep workflows rather than simply generate recommendations. Demandbase is positioning its technology around AI-driven go-to-market execution, while Marketbridge contributes the strategic and operational expertise needed to put those capabilities into practice.

For enterprise marketing leaders, the partnership illustrates an important implementation question: who translates AI-generated account insights into campaigns, sales actions, and measurable business outcomes? Combining a technology provider with an agency can bridge that gap, but it also introduces questions about data integration, workflow ownership, measurement standards, and dependence on a particular platform.

The award recognizes Marketbridge's role in Demandbase's ecosystem. The longer-term test will be whether their joint approach produces repeatable, independently measurable improvements across customers—not just promising results from individual programs.

Market Landscape

The ABM market is moving toward tighter integration between account intelligence, advertising, sales engagement, and revenue measurement. Gartner's 2025 Tech Marketing Benchmarks Survey found that technology providers running account-based marketing programs reported pipeline lifts of more than 11% compared with traditional demand generation or prospecting programs.

That finding provides context for the Marketbridge-Demandbase partnership: enterprise marketers increasingly need systems that connect account selection with coordinated activation and reporting. Demandbase competes in the ABM platform market with providers including 6sense, ZoomInfo, and Madison Logic, while agencies such as Marketbridge add strategy, creative execution, media management, and analytics.

The distinction is important. A marketing platform can identify promising accounts, but an agency or internal revenue operations team must translate those signals into relevant campaigns, sales plays, and follow-up. The partnership model seeks to close that execution gap, although customers still need transparent attribution and evidence that increased pipeline influence translates into incremental revenue.

Strategic Outlook

Marketbridge's award highlights a commercial model in which AI software vendors rely on specialized service partners to help customers implement and operationalize increasingly sophisticated marketing workflows. Demandbase's Premier+ partner tier formalizes that approach by supporting partner-led strategy, onboarding, analytics, and managed services.

For enterprise marketing leaders, the opportunity is to reduce the gap between insight and action. The risk is that AI-generated recommendations, media activation, and sales engagement can remain disconnected if teams lack shared objectives, reliable data, or consistent measurement.

The GTT results offer an encouraging case study, but the next test is repeatability. Buyers should ask how pipeline influence is calculated, whether results are compared with a credible baseline, and how much incremental revenue can be attributed to the joint program. Those details matter more than award recognition when evaluating a B2B marketing investment.

Top Insights

• Marketbridge receives Demandbase's top service partner recognition: The award reflects a decade-long relationship spanning platform implementation, campaign execution, joint development, and enterprise go-to-market collaboration.

• The partnership connects AI insights with execution: Demandbase provides account intelligence and orchestration, while Marketbridge contributes strategy, creative, media, analytics, and sales enablement.

• GTT's ABM program reported strong results: The companies reported 3.77x pipeline ROI influence and 95% target-account reach in nine months, though attribution details remain undisclosed.

• Agentic marketing raises the bar for integration: B2B revenue teams need AI workflows that connect buying signals to advertising, personalized engagement, and coordinated sales activity.

• Measurement remains essential for enterprise buyers: Marketing leaders should validate attribution methods, incremental pipeline, win rates, and deal economics before generalizing results from a single customer program.

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OfficeSpace Software has appointed Peter Isaacson as chief marketing officer as the workplace technology company looks to expand its enterprise business and establish a broader category around managing corporate workplaces, facilities, and real estate. Isaacson, who previously led marketing at Demandbase, Invoca, and Replicant, brings experience in account-based marketing (ABM), enterprise demand generation, and technology brand development. His appointment signals that OfficeSpace intends to compete not only on workplace management software but also on how enterprises connect workplace operations with financial and strategic decisions.

OfficeSpace Software Taps Former Demandbase CMO to Drive Enterprise Growth

OfficeSpace Software has appointed Peter Isaacson as chief marketing officer, placing an experienced B2B technology marketer at the center of its effort to expand among large enterprises. Isaacson will lead global marketing, including brand strategy, demand generation, and sales development, as the company positions its platform for workplace, facilities, real estate, and finance leaders.

The appointment comes as organizations reassess office utilization, hybrid work policies, and the cost of managing corporate real estate. OfficeSpace combines space planning, workplace experience, facilities and asset management, real estate management, and workplace analytics in an AI-oriented platform. Its challenge is to connect those functions to decisions made by executives responsible for operating costs, workforce planning, and physical infrastructure.

Isaacson brings experience in building technology categories and marketing to complex B2B buying groups. At Demandbase, where he served as CMO for nearly seven years, he helped establish account-based marketing as a mainstream enterprise marketing approach. OfficeSpace says revenue grew more than ninefold during his tenure there. He most recently served as CMO of Invoca, an AI-powered revenue execution company, and previously led marketing at voice AI provider Replicant.

His career also includes senior marketing roles at Castlight Health and MicroStrategy, as well as 13 years at Adobe, where he worked across global brand marketing, field marketing, and the education business. That background spans enterprise software, AI-related platforms, and technology businesses that needed to explain complex products to senior decision-makers.

For OfficeSpace, the appointment is as much about market positioning as campaign execution. CEO Erin Mulligan Helgren said the company wants to turn a new approach to workplace management into a recognized enterprise technology category. Isaacson's experience with ABM could help it reach buying committees that include facilities executives, corporate real estate leaders, finance teams, and IT departments.

Account-based marketing concentrates sales and marketing resources on selected high-value organizations rather than treating every prospect as an equivalent lead. That model can be relevant to workplace technology because purchasing decisions often cross departmental boundaries and involve lengthy evaluations. A platform that affects space allocation, facilities operations, and real estate planning may need to demonstrate value to several stakeholders before a contract is approved.

The broader market opportunity rests on treating workplace management as an integrated operating challenge rather than a collection of separate software tools. Organizations may already use dedicated systems for facilities maintenance, space booking, property management, and workplace analytics. OfficeSpace's proposition is that a connected platform can provide a more unified view of how people, spaces, and assets are managed.

That positioning puts the company in a competitive landscape that includes workplace experience platforms, facilities management systems, and enterprise real estate software. Competitors and adjacent providers differ in their focus, ranging from employee-facing workplace services to asset maintenance and portfolio-level real estate management. OfficeSpace will need to show that its integrated approach delivers measurable operational benefits and works with the systems large organizations already use.

Isaacson's appointment does not itself establish product differentiation or prove that OfficeSpace can lead the category. The company has not disclosed new product capabilities, financial targets, or measurable outcomes tied to the marketing leadership change. His immediate task will be to translate the platform's technical breadth into a clear business case for enterprise buyers.

As hybrid work and real estate costs remain strategic concerns, that message could determine whether workplace technology is treated as a collection of departmental tools or as part of the enterprise's broader operational infrastructure.

Market Landscape

Workplace technology vendors are competing to unify systems that have traditionally operated in silos: space booking, facilities maintenance, employee workplace services, property management, and real estate analytics. OfficeSpace is positioning its platform around that convergence, with an emphasis on connecting operational data to enterprise decision-making.

The opportunity is shaped by changing office utilization. CBRE's 2025 Americas Office Occupier Sentiment Survey found that just 25% of surveyed companies relied exclusively on assigned seating, down from 40% in 2024 and 56% in 2023. The shift toward unassigned seating increases the importance of understanding how office space is actually used.

OfficeSpace competes in an ecosystem that includes workplace experience vendors, facilities management software providers, and enterprise real estate platforms. Salesforce and Microsoft offer broader enterprise workflow and CRM capabilities, while specialist workplace platforms focus on space utilization, employee services, and facilities operations. These offerings are not direct substitutes in every deployment, but they illustrate the range of technologies competing for enterprise workplace budgets.

Isaacson's ABM background could help OfficeSpace communicate its value to multiple stakeholders within the same organization. However, category leadership will depend on product capabilities, integrations, customer outcomes, and the ability to demonstrate financial value—not marketing strategy alone.

Strategic Outlook

The appointment reflects a broader B2B technology trend: companies with complex platforms are investing in category creation and targeted enterprise marketing to differentiate themselves in crowded markets.

For OfficeSpace, the challenge is to explain why workplace management deserves attention from finance and executive leadership, rather than remaining a collection of facilities and HR-related functions. Connecting space utilization, asset management, and workplace analytics to operating costs could strengthen that argument.

The company will also need to substantiate its AI positioning. Buyers evaluating AI-native workplace software are likely to ask how AI improves planning, forecasting, and operational decisions, and whether those benefits justify consolidating existing tools. Isaacson's experience building the ABM category may help OfficeSpace reach those buyers, but execution and measurable customer value will determine whether the positioning gains traction.

Top Insights

• Leadership change targets enterprise expansion: Peter Isaacson will lead OfficeSpace's global marketing as it pursues larger enterprise customers across workplace, facilities, real estate, and finance functions.

• ABM experience could support complex sales: Isaacson's Demandbase background may help OfficeSpace reach buying committees where workplace technology decisions involve several departments and budget owners.

• Workplace utilization is changing: CBRE found assigned seating is declining among surveyed companies, strengthening the need for space planning and utilization analytics.

• Category creation is central to positioning: OfficeSpace wants to frame workplace management as an integrated enterprise operating challenge, rather than a collection of disconnected software functions.

• AI differentiation needs evidence: Enterprise buyers will need clear examples of how OfficeSpace's AI capabilities improve operational efficiency, decision-making, or real estate costs.

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Wealth management firms face a difficult balancing act: maintaining consistent branding and compliance across large advisor networks while giving regional teams enough autonomy to support local marketing needs. Snappy Kraken is addressing that operational gap with Office Hub, a new layer in its marketing platform designed to help regional managers coordinate advisor accounts, monitor onboarding, and oversee marketing activity without requiring unrestricted access to enterprise systems.

Snappy Kraken Adds an Administrative Layer to Wealth Management Marketing

Snappy Kraken has introduced Office Hub, a workspace designed to help wealth management organizations manage marketing across regional offices, teams, and individual financial advisors. The launch targets an administrative gap between enterprise-level marketing governance and the day-to-day needs of advisors and the teams supporting them.

The announcement advances the company's broader Growth Orchestration strategy, which aims to connect marketing strategy, intelligence, and execution across complex organizations. Rather than focusing exclusively on campaign creation or automation, Office Hub concentrates on how marketing responsibilities are distributed and managed across an advisor network.

For large wealth management firms, that distinction matters. Corporate marketing leaders may define brand standards, compliance requirements, and growth priorities, but regional marketing managers still need to coordinate onboarding, maintain advisor profiles, resolve integration issues, and help local teams execute campaigns. When technology platforms are organized primarily around enterprise administrators and individual accounts, those intermediate responsibilities can create administrative friction.

Office Hub is intended to address that problem by giving authorized managers a consolidated workspace for overseeing advisor accounts within their assigned groups. According to Snappy Kraken, users can identify which advisors are active, still onboarding, or experiencing integration issues. They can also coordinate profile and branding updates across their offices.

The access model is a central part of the announcement. Managers receive tools and visibility aligned with their responsibilities, rather than unrestricted access to enterprise-wide systems. That approach could help firms distribute administrative work more efficiently while preserving centralized oversight.

Robert Sofia, CEO of Snappy Kraken, said existing marketing platforms have largely been built around individual accounts and brands, leaving the teams between corporate leadership and advisors underserved. Office Hub is designed to provide that middle layer with more direct operational control.

The platform organizes these responsibilities into three connected levels. Enterprise Hub handles strategy, governance, compliance, branding, and network-wide intelligence. Office Hub manages delegated responsibilities across offices and teams. The advisor experience remains focused on campaign execution, personalization, and client and prospect relationships.

This layered structure is designed to accommodate centralized, decentralized, and hybrid marketing models. Firms can retain enterprise-wide standards while allowing regional teams to respond to the needs of their advisors.

The release also builds on Snappy Kraken's September introduction of Snappy AI, which the company says uses AI-powered insights to identify marketing gaps and opportunities. Office Hub adds an organizational coordination layer to that intelligence-oriented offering. The company has not disclosed pricing, general availability details, or quantified efficiency improvements in the announcement.

For enterprise marketing teams, the broader implication is that scaling automation requires more than generating campaigns. It also depends on account administration, permission management, onboarding visibility, and the ability to coordinate execution across distributed teams. Office Hub positions Snappy Kraken to address those operational requirements within wealth management, although its practical advantage will depend on how well the system integrates with firms' existing workflows and compliance processes.

Market Landscape

Wealth management marketing technology is evolving beyond campaign automation toward systems that coordinate marketing operations, advisor activity, and enterprise governance. As financial advisory firms expand across offices and affiliated practices, the challenge increasingly involves managing permissions, account readiness, consistent branding, and local execution at scale.

Snappy Kraken's Office Hub enters a market where financial services firms can combine specialist advisor-marketing platforms with broader CRM, marketing automation, and enterprise workflow systems. Salesforce and Microsoft offer extensive customer relationship management and workflow ecosystems, while Adobe provides enterprise marketing and customer experience capabilities. Specialist platforms such as Snappy Kraken focus more directly on the marketing needs of financial advisors.

The distinction is not that enterprise platforms cannot support distributed teams. Rather, Office Hub is designed around the specific administrative relationships between wealth management leadership, regional marketing teams, and individual advisors. Whether that specialization provides an advantage will depend on integrations, compliance workflows, usability, and the complexity of each firm's existing technology stack.

The wider productivity opportunity is significant. McKinsey estimated that generative AI could increase marketing productivity by an amount equivalent to 5%–15% of total marketing spending, although that estimate concerns generative AI rather than administrative tools such as Office Hub.

The underlying lesson for enterprise buyers is that productivity improvements can come from better coordination and processes, not just faster content production.

Strategic Outlook

Office Hub reflects a broader shift in MarTech from tools that execute individual activities to platforms that coordinate work across teams. Its value proposition rests on reducing repetitive administration while preserving centralized control over brand standards and delegated access.

For enterprise marketing leaders, the key questions are practical: Can the platform reduce the time spent managing advisor accounts? Does it integrate reliably with existing CRM and compliance systems? Can firms measure improvements in advisor onboarding and marketing adoption?

The announcement does not yet provide independent performance data to answer those questions. Pricing and quantified productivity gains were not included in the supplied release. Firms evaluating the product should therefore distinguish its stated capabilities from demonstrated outcomes and assess whether its administration layer complements or duplicates existing systems.

Top Insights

• Office Hub targets a neglected operational layer: Regional marketing managers gain centralized visibility into advisor accounts, onboarding, and integrations, potentially reducing repetitive administrative work across wealth management networks.

• The platform separates governance from execution: Enterprise Hub, Office Hub, and advisor-facing tools divide responsibilities while helping firms coordinate brand consistency and local marketing activity.

• Growth Orchestration expands beyond campaign automation: Snappy Kraken is positioning strategy, marketing intelligence, and execution as connected functions rather than isolated activities within advisor marketing.

• Specialist positioning may differentiate Snappy Kraken: Its focus on financial advisor workflows could appeal to wealth firms that find general-purpose enterprise marketing tools insufficiently tailored to their operating structure.

• Productivity claims still require validation: Marketing leaders should test integration quality, access controls, onboarding improvements, and measurable time savings before attributing operational gains to Office Hub.

Get in touch with our MarTech Experts.

Delight.ai, the enterprise customer agent platform powered by Sendbird, has appointed Nick Singh as Vice President of Product to advance its AI agent capabilities and unify its enterprise platform. Singh, who previously held product leadership roles at Personio and Rippling and spent more than five years at Google, will focus on deploying AI agents across the customer lifecycle, from lead qualification and onboarding to support and retention. The appointment signals Delight.ai’s ambition to move beyond customer messaging and position customer-facing AI as a driver of measurable revenue growth.

From Customer Messaging to Revenue-Oriented AI

Delight.ai is expanding its focus from customer conversations toward AI agents designed to influence business outcomes across the customer lifecycle. The company, powered by Sendbird, says its platform builds on more than a decade of experience supporting large volumes of customer conversations.

Rather than limiting AI agents to answering questions or resolving support requests, Delight.ai aims to help enterprises acquire, activate, support and retain customers. Its stated use cases include driving purchases and upsells, qualifying leads, supporting onboarding and recovering stalled transactions.

The shift reflects a broader change in enterprise AI strategy: businesses are increasingly exploring systems that can do more than generate responses or assist employees. Companies want AI agents to participate in workflows and contribute to outcomes such as conversion, retention and revenue recovery.

For Delight.ai, that ambition creates a product challenge. Delivering value across multiple stages of the customer lifecycle requires agents to work with relevant customer context, coordinate across enterprise systems and operate within appropriate governance controls.

Singh to Lead Product Strategy and Platform Integration

As Vice President of Product, Singh will oversee product vision, strategy and development across Delight.ai's enterprise platform and AI agent capabilities.

A key priority will be bringing the company's capabilities together into a unified platform. Singh is also expected to accelerate product innovation and help develop agents designed to deliver measurable business outcomes.

Over the next year, his remit will include advancing agent deployment across lead qualification, onboarding, customer support and retention, with revenue growth serving as a central measure of success.

The emphasis on unification is significant for enterprise AI adoption. Organizations may struggle to scale agents when capabilities are spread across disconnected products or when each use case requires separate integrations, governance processes and operating models. A more cohesive platform could simplify deployment, although the announcement does not provide technical details or a roadmap for specific integration capabilities.

Product Leadership Across Enterprise Software and Growth

Singh brings more than a decade of experience spanning product management, growth and business strategy.

Before joining Delight.ai, he served as Head of Product at Personio, the European HR software provider. He previously led growth and product development at Rippling. Earlier in his career, he spent more than five years at Google, working on product growth and strategy for Google One and holding a strategy leadership role within Google's advertising business.

That background spans subscription products, enterprise software and advertising—areas where customer acquisition, engagement and retention are central commercial priorities.

His appointment comes as Delight.ai seeks to translate its conversational AI experience into customer-facing agents that can operate across a wider range of business functions. The immediate test will be turning that product ambition into practical deployments that deliver measurable improvements for enterprise customers.

Enterprise AI Is Shifting Toward Business Outcomes

Singh described the enterprise AI market as moving away from software usage metrics toward measurable business results. He also argued that the ability to build standalone AI applications is becoming less of a differentiator as development tools make point solutions easier to create.

In his view, greater value lies in combining customer context with the ability to take appropriate action across interconnected systems. He highlighted the challenges of coordinating multiple users, systems and parties, particularly in complex enterprise environments.

This perspective places customer context, operational integration and governance at the center of Delight.ai's product strategy. Customer-facing agents that can access relevant information and act within controlled workflows could support more personalized experiences and reduce friction in customer journeys.

However, autonomous action introduces its own requirements, including access controls, escalation procedures, oversight and reliable performance. The announcement outlines Delight.ai's direction but does not disclose deployment figures, customer results or independently measured revenue gains.

Market Landscape

Enterprise AI agents are moving beyond basic conversational interfaces toward workflows that connect customer interactions with operational systems. Vendors are increasingly positioning their offerings around outcomes such as sales conversion, customer retention and service efficiency.

This creates opportunities for platforms that combine customer context with execution capabilities. It also raises the bar for product differentiation: businesses need evidence that agents can operate reliably within existing technology environments, rather than simply demonstrate conversational fluency.

Delight.ai's strategy aligns with this direction, but its competitive position will depend on execution, integration depth, governance and demonstrated customer results.

Strategic Outlook

Singh's appointment gives Delight.ai a product leader with experience in enterprise software and growth-oriented product development as the company expands its customer AI ambitions.

The central strategic question is whether Delight.ai can connect its customer messaging heritage with AI agents that consistently influence measurable business outcomes. A unified platform could help enterprises deploy agents across multiple lifecycle stages, but adoption will depend on reliability, security, integration effort and clear economic value.

For enterprise buyers, the relevant metrics will include conversion rates, recovered transactions, upsell performance, retention, resolution quality and cost to serve. Tracking those outcomes will be essential to distinguish practical agentic AI deployments from products that primarily automate conversations.

Top Insights

• Product leadership appointment: Nick Singh will oversee product strategy and development as Delight.ai expands its enterprise customer-agent platform.

• Broader lifecycle coverage: The company aims to deploy agents across acquisition, lead qualification, onboarding, support, upselling and retention.

• Platform unification is a priority: Singh will work to bring Delight.ai's product and AI agent capabilities together into a more unified enterprise platform.

• Business outcomes take center stage: Revenue growth is expected to become a central measure of product success, rather than conversation volume alone.

• Execution remains the key test: The announcement describes strategic priorities but provides no independently verified customer performance or revenue impact figures.

Get in touch with our MarTech Experts.

Informa TechTarget plans to integrate its proprietary Buyer Intelligence solution with Demandbase by the first quarter of 2027, bringing person-level intent data and granular behavioral signals directly into Demandbase’s go-to-market platform. The planned integration is designed to help joint customers identify buying group activity, refine account prioritization and personalize B2B engagement using directly observed interactions such as content views, downloads, clicks and search queries. The move reflects a broader shift in account-based marketing (ABM) toward combining account-level intelligence with more detailed insights into individual buyer behavior.

Moving Beyond Aggregated Intent Signals

The planned integration addresses a key challenge in B2B marketing: understanding not only which accounts are showing purchase intent, but also which individuals are researching specific topics and what information they are consuming.

Informa TechTarget’s Buyer Intelligence solution draws on behavioral activity from its business and technology decision-maker audience across its editorial properties and BrightTALK webinar communities. The company says the data includes signals from known, opted-in contacts, including content topics, content pain points and activity scores.

Once available natively within Demandbase, these signals are expected to give joint customers more detailed visibility into buying group behavior without requiring teams to work across disconnected data environments.

The companies distinguish this approach from intent data offerings that primarily deliver aggregated account-level summaries. By making person-level activity available within Demandbase, the integration is intended to help marketing and sales teams connect research behavior to specific people and accounts.

The announcement does not establish that every signal will identify a buyer who is ready to purchase. Rather, the additional behavioral context is designed to help teams assess intent and prioritize engagement more precisely.

Strengthening Account-Based Marketing and Buying Group Identification

ABM programs depend on identifying high-value accounts, understanding their buying committees and coordinating engagement across multiple stakeholders. Account-level intent can indicate interest in a topic, but individual behavioral signals may offer additional context about the people involved and the subjects influencing their research.

The planned integration is expected to support several workflows:

• ABM scoring and prioritization: Incorporating individual behavioral activity into account and prospect assessments.

• Buying group identification: Helping teams understand which contacts are researching relevant topics within target accounts.

• Propensity modeling: Adding behavioral inputs to models that estimate the likelihood of future engagement or conversion.

• Account list creation: Supporting the development and refinement of target account lists.

• Multichannel activation: Connecting intent signals with campaigns and sales outreach through Demandbase.

For revenue operations leaders, the potential value lies in reducing the distance between buyer research and action. Marketing teams could use these signals to refine campaign targeting, while sales teams could gain more context for outreach and account planning.

However, the commercial impact will depend on how customers configure their scoring models, validate the signals and coordinate marketing and sales responses.

An AI-Ready Data Layer for Go-to-Market Teams

The partnership also reflects the growing importance of behavioral data in AI-assisted go-to-market operations. AI-driven workflows can help teams analyze large volumes of signals, prioritize accounts and recommend next steps, but their usefulness depends partly on the quality and relevance of the underlying data.

Informa TechTarget says its Buyer Intelligence solution generates millions of exclusive intent signals daily from its audience ecosystem. Integrating these signals into Demandbase could provide customers with a richer source of behavioral context for account intelligence and campaign activation.

The companies position the combined capabilities as a way to make personalization more precise and accelerate the movement from signal to action. In practice, the effectiveness of that approach will depend on data freshness, identity matching, signal interpretation and the quality of downstream engagement.

The integration is planned for the first quarter of 2027, with access for joint customers expected to begin in January. The announcement does not specify whether all capabilities will launch simultaneously or whether availability will vary by product package.

Competitive Positioning in the B2B Intent Data Market

Informa TechTarget brings its specialist technology and business audience, editorial properties and webinar communities to the partnership. Demandbase contributes account intelligence and activation capabilities through its go-to-market platform.

The combination positions the companies to address a common B2B marketing requirement: linking research activity to the accounts and stakeholders that sales teams need to engage.

Informa TechTarget also cites industry recognition from Forrester, Frost & Sullivan's Frost Radar and Research in Action. These are company-reported credentials, rather than independent validation of the planned integration's future performance.

The partnership's longer-term significance will depend on whether granular intent data improves targeting and coordination enough to produce measurable gains in qualified pipeline, conversion rates and revenue efficiency.

Market Landscape

B2B marketing teams increasingly need to connect intent data, account intelligence, CRM information and campaign execution. Fragmented systems can make it difficult to translate buyer activity into timely action, particularly when multiple stakeholders participate in a purchase.

Integrations between data providers and ABM platforms aim to reduce this friction by making signals accessible within existing workflows. The emerging competitive distinction is not simply the quantity of intent data available, but how well platforms connect that information to actionable decisions.

Person-level signals may provide valuable context, but they also require careful interpretation. Research activity can indicate interest without proving purchase readiness, and teams must respect consent, privacy requirements and appropriate data-use policies.

Strategic Outlook

The Informa TechTarget–Demandbase integration could strengthen ABM workflows by bringing more detailed buyer behavior into the platform where teams prioritize accounts and coordinate engagement.

For marketers, the priority should be to establish measurable baselines before deploying the new signals at scale. Useful indicators include improvements in buying group coverage, engagement from target accounts, qualified pipeline creation, sales acceptance and conversion rates.

The companies have announced a planned integration, not verified business outcomes. Its success will ultimately depend on whether the additional intelligence helps B2B organizations make better decisions and deliver more relevant engagement without adding operational complexity.

Top Insights

• Integration planned for Q1 2027: Joint customers are expected to access Informa TechTarget Buyer Intelligence natively within Demandbase, beginning in January.

• Person-level behavioral context: The data includes signals such as content views, downloads, clicks, search queries, content topics and activity scores.

• Expanded ABM workflows: The companies expect the integration to support account scoring, buying group identification, propensity modeling, account list creation and multichannel activation.

• AI depends on data quality: More granular intent signals could support smarter prioritization, but results will depend on data matching, interpretation and execution.

• Business impact remains unproven: The announcement outlines intended capabilities but does not provide measured improvements in pipeline, conversions or revenue.

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TOURISE and LIONS Advisory are urging tourism brands to treat creativity as a commercial growth driver as travelers increasingly discover destinations through social media, creators, online communities and AI-powered tools. Their new IDEAS That Travel report, based on a survey of 8,374 international travelers across 13 markets, finds that 60% believe travel advertisements look similar and 55% already use AI in holiday planning. The findings highlight a growing challenge for destination marketers: earning attention and building preference in a crowded, fragmented discovery environment.

Travel Demand Is Rising, but Brand Differentiation Is Weak

The report identifies a gap between travelers’ appetite for future trips and the ability of tourism brands to stand out. Overall, 39% of surveyed travelers expect to travel more in the next 12 months than they did in 2025. That figure rises to 51% among Gen Z and 47% among Millennials.

Yet greater demand does not automatically translate into stronger brand preference. Six in ten respondents say travel advertisements look similar, 43% struggle to distinguish between travel brands, and half cannot recall the last tourism advertisement they saw. Another 7% are unsure whether they remember one.

For destination marketers, the findings suggest that visibility alone may be insufficient. Campaigns need distinctive ideas and memorable associations that help travelers recognize why one destination or travel brand is different from another.

The report argues that creativity can contribute to commercial performance by connecting destination storytelling with the experiences and emotions travelers value. In a category built around anticipation, identity and memory, creative differentiation can help brands compete beyond price and reach.

AI Is Reshaping How Travelers Discover Destinations

AI is becoming an increasingly prominent part of trip planning. According to the study, 55% of travelers already use AI when planning holidays, while 62% expect to use it more frequently over the next year.

This shift adds another layer to destination marketing. Travelers may encounter destinations through social feeds, creator recommendations, online communities and AI-generated answers before visiting a tourism website or booking platform.

Brands therefore need to consider how their positioning, content and reputation travel across these discovery environments. Clear destination information, distinctive storytelling and credible recommendations can support discovery, but the report does not establish that any particular creative approach guarantees visibility in AI-generated answers.

The strategic implication is that marketing cannot focus exclusively on the final booking stage. Destination brands must build awareness and preference earlier, where travelers are forming ideas about where to go and what experiences matter to them.

Advertising Investment Needs More Than Greater Spending

The report estimates global travel and transport advertising expenditure reached $32.4 billion in 2025, while the category's share of voice remained below pre-pandemic levels.

It estimates that restoring share of voice to 3% would require investment to reach $43.4 billion by 2027—an additional $11 billion over two years.

The report's argument is not simply that tourism brands should spend more. Instead, it emphasizes directing investment toward environments where travel intent increasingly develops, including social media, creators, video and entertainment-led content.

For marketing leaders, that creates a resource-allocation challenge: balancing reach with distinctive creative work and selecting channels based on their contribution to awareness, consideration and bookings. Spending more without improving the memorability of campaigns may not resolve the differentiation problem identified in the research.

Five Drivers Provide a Framework for Destination Marketing

IDEAS That Travel outlines five principles intended to help tourism brands improve marketing effectiveness:

• Investment: Allocate resources to build meaningful visibility and reach.

• Distinctiveness: Create recognizable brand associations that separate a destination from competitors.

• Engagement: Use compelling storytelling and relevant experiences to earn audience attention.

• Authenticity: Build trust through credible experiences and communications.

• Seamlessness: Connect physical and digital interactions throughout the traveler journey.

Case studies involving Airbnb, Tourism Australia, Visit Sweden, Visit North Carolina and Southwest Airlines illustrate how the report's principles can be applied.

The framework connects creative strategy with channel planning and customer experience. It also reinforces the idea that a memorable campaign is only one part of the system: the promise communicated through advertising must connect with the information, booking process and experience travelers encounter afterward.

Market Landscape

Tourism marketing is being reshaped by the convergence of creator-led discovery, social video, digital advertising and AI-assisted travel planning. These channels expand opportunities to reach prospective travelers but also intensify competition for attention.

For destination marketers, the challenge is to coordinate brand storytelling, media investment and digital information without losing a consistent identity. AI adds urgency to that task because travelers can increasingly use conversational tools to explore destinations and compare options before visiting conventional search results.

The TOURISE and LIONS Advisory report positions creative effectiveness as a way to address this crowded environment. Its findings support the case for stronger differentiation, although they do not independently quantify the revenue impact of the proposed framework.

Strategic Outlook

Tourism brands should evaluate campaigns not only by impressions or immediate bookings, but also by whether they create distinctive associations, build trust and influence destination consideration. That requires consistent measurement across discovery, planning and conversion.

Marketers should also review how destination information and brand narratives appear across creator content, social platforms and AI-powered discovery tools. The objective is not to chase every emerging channel, but to ensure that travelers encounter a coherent, credible and recognizable proposition wherever planning begins.

The report's central message is that future tourism growth will depend on more than being visible. Brands need to give travelers a compelling reason to remember, prefer and ultimately choose them.

Top Insights

• Travel demand shows growth potential: 39% of travelers expect to travel more, rising to 51% among Gen Z and 47% among Millennials.

• Differentiation remains a weakness: 60% say travel advertisements look similar, while 43% struggle to distinguish between travel brands.

• AI is entering travel planning: 55% already use AI for holiday planning, and 62% expect to increase usage over the next year.

• Investment alone may not solve visibility challenges: The report estimates $11 billion in additional spending would be needed by 2027 to restore the category's share of voice to 3%.

• Creative effectiveness needs an integrated approach: The report's Investment, Distinctiveness, Engagement, Authenticity and Seamlessness framework connects storytelling with trust and the wider traveler journey.

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Creator marketing is moving from one-off campaigns to always-on infrastructure, with brands expanding creator partnerships across commerce, paid media and AI-powered search, according to the fourth annual Creator Marketing Study from LTK and Northwestern University. The June 2026 study found that 91% of surveyed brands operate always-on creator programs, while the average number of creators brands work with increased 275% year over year. As programs grow, marketers are prioritizing measurable sales outcomes, simpler technology stacks and AI-assisted campaign management.

Always-On Programs Reshape Marketing Operations

The study suggests creator marketing has become an ongoing operational function rather than a series of isolated sponsorships. Beyond the 91% of brands running always-on programs, creator partnerships are spreading across marketing (74%), social (65%), media (61%) and brand teams (60%).

The mix of creators is evolving, too. Lifestyle creators remain important to 55% of marketers, but category specialists rank nearly as highly at 50%, followed by certified experts such as chefs, dietitians and trainers at 49%. The growing interest in specialist expertise suggests brands are looking beyond broad reach toward credibility and relevance within specific product categories.

This expansion brings organizational challenges. Programs spanning more teams, creators and distribution channels require clearer ownership, coordinated budgets and consistent measurement. The study's findings indicate that brands are reassessing the systems originally designed for campaign-by-campaign execution.

Sales and Conversion Gain Ground in Measurement

Creator marketing measurement is increasingly tied to business outcomes. Awareness and campaign sales are tied as the most important reporting metrics, each cited by 51% of respondents, followed by conversion rates at 50%.

Campaign sales rose from 37% in the previous study to 51% in 2026, while conversion rates increased from 39% to 50%. Awareness, meanwhile, declined from 58% to 51%.

These results point toward greater emphasis on connecting creator activity to commercial performance. Creators are also reported to influence conversion and loyalty strongly, with 55% of marketers rating their impact as high at each stage. Consideration followed at 52%, discovery at 50% and repeat purchase at 48%.

However, reported importance and perceived influence are not the same as independently verified incremental revenue. Brands still need measurement approaches that distinguish creator-driven results from sales that might have occurred without a campaign.

Creator Content Moves Into AI Search

Creator content is increasingly being reused beyond social platforms. While 92% of surveyed brands use it in social advertising, 52% use it in content and email, 50% in display, 39% in affiliate marketing and 36% in connected TV.

One of the study's newer findings is that 41% of marketers say they use creator content for AI-driven search visibility. This creates another potential role for creator material: helping brands present useful product information and authentic experiences across AI-powered discovery environments.

The study does not establish that creator content directly improves AI search rankings or guarantees inclusion in generated answers. Still, the finding highlights how brands are exploring creator assets as part of a broader discovery strategy, extending their value beyond the original social post.

Trust remains central to that approach. Creators were selected as the most trusted source of product recommendations by 44% of respondents, ahead of social media ads at 34% and celebrities at 22%. Respondents also highlighted useful product information, transparent paid relationships, category expertise and honest comparisons as factors that strengthen trust.

AI Promises Simpler Creator Campaign Management

Technology complexity remains a significant operational problem. Although 95% of marketers consider AI a must-have or important when evaluating creator marketing platforms, 90% want a less complex technology stack, and 45% still rely on manual processes such as spreadsheets and email.

LTK is responding with a new agentic experience for its Brand Platform. The company says it is designed to translate business objectives into creator campaign recommendations, including campaign structure, creator selection and next-best actions, while keeping marketers in control of decisions.

LTK reports that more than 4,000 brands use its Brand Platform, which is powered by a Commerce Intelligence Graph containing more than 100 billion data points accumulated across 15 years. The company also says brands invested $450 million in LTK Creators during the past 12 months.

These are company-reported figures rather than independently audited performance measures. The broader strategic question is whether AI can reduce the administrative burden of creator programs while improving campaign decisions and commercial outcomes.

Market Landscape

Creator marketing is converging with affiliate commerce, paid media, retail media and AI-driven discovery. As creator assets are reused across channels, marketers need systems that support discovery, activation, rights and workflow management, alongside consistent performance reporting.

LTK's findings indicate demand for more integrated operations, but the study's updated sample and questionnaire mean comparisons with previous years should be treated as directional.

Strategic Outlook

Brands should build creator programs around clear commercial objectives, appropriate creator expertise and transparent measurement. AI can help coordinate campaign workflows and reuse content, but adoption alone is not proof of effectiveness.

The next competitive advantage may come from combining trusted creator relationships with simpler technology, reliable measurement and carefully governed AI-assisted decisions.

Top Insights

• Always-on creator programs dominate: 91% of surveyed brands operate ongoing creator programs, indicating a move away from campaign-only execution.

• Commercial measurement is gaining importance: Campaign sales rose to 51% as a key reporting metric, while conversion rates increased to 50%.

• AI search is a new creator use case: 41% of respondents say they use creator content for AI-driven search visibility, although ranking impact is not established.

• Technology complexity remains a barrier: 90% want a simpler creator marketing stack, and 45% still depend on manual processes.

• Agentic campaign management is emerging: LTK's new Brand Platform experience aims to turn business objectives into creator campaign recommendations while preserving marketer control.

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Wealth management firms are increasing marketing investment while facing pressure to prove that growth comes from more than client referrals, according to Gregory’s 2026 Wealth Management Marketing Priorities Survey. Among 100 wealth management marketing leaders surveyed, 64% increased marketing spend over the past year, while 71% identified referrals as their highest-return channel. The findings reveal a marketing function becoming more structured and performance-driven, but still struggling to attribute results across channels and determine which technology investments deliver measurable returns.

Marketing Budgets Are Growing More Strategic

The survey suggests that marketing has become a more established growth function within wealth management firms. Alongside increased spending, 77% of respondents said they work from an annual plan with quarterly reviews or a formal plan with tracked key performance indicators. Another 77% reported having an in-house marketing team of at least two people or an in-house lead supported by an agency partner.

Lead generation was the leading marketing priority, cited by 55% of respondents. These findings point to a shift away from marketing as a largely tactical function toward more formal planning, specialist staffing and accountability for business outcomes.

That shift is also reflected in how firms evaluate performance. Half of respondents measure marketing by net new assets under management (AUM) or revenue attributed to marketing, while 35% focus on qualified leads or prospect meetings.

However, sophisticated goals do not necessarily translate into reliable measurement. Only 23% said they track attribution very effectively. Nearly half, 46%, described their attribution as incomplete, while another 23% identified solving attribution as a top priority.

For firms investing more heavily in marketing, this gap makes it difficult to determine which channels generate incremental business and where additional spending is most likely to pay off.

Referrals Remain Dominant, but Diversification Is the Challenge

Client referrals remain the strongest reported marketing channel in wealth management. Some 71% of respondents said referrals deliver the best return, and 86% said referrals account for at least 40% of new business.

By comparison, earned media, content marketing and events each received 6% of responses as the best-return channel, while digital advertising received 3%.

The figures highlight the challenge of expanding beyond established referral networks. Referrals can bring trust and qualified prospects, but firms seeking more predictable growth may also want channels that build awareness among prospective clients who do not already have a connection to the business.

Content marketing, earned media, events and digital advertising can support that effort, although their contribution may be harder to quantify across a long financial-services sales cycle. Prospects may encounter a firm's content, attend an event and later convert through a personal introduction. Without adequate measurement, the value of those earlier interactions can be overlooked.

The opportunity is not necessarily to replace referrals, but to understand how other channels create awareness, strengthen credibility and contribute to new client relationships.

AI Adoption Is Advancing, but ROI Questions Persist

AI is becoming part of wealth management marketing operations. The survey found that 54% of respondents have embedded AI in content creation, automation or analytics, while none reported having yet to start.

AI search optimization is also gaining attention: 88% said it is equal to or ahead of traditional SEO in priority, and 42% identified it as their primary focus.

That emphasis suggests wealth management marketers are responding to changes in how potential clients discover and evaluate financial services. As AI-powered search tools generate answers and summaries, firms may need to ensure their expertise, services and business information are clearly represented online.

Yet technology adoption brings its own measurement challenge. Twenty-seven percent of respondents cited uncertainty about which tools deliver measurable ROI as a leading barrier to adopting marketing technology, tied with a lack of internal technical expertise.

For firms, the next step is to connect AI and marketing technology investments to outcomes such as qualified prospect inquiries, client acquisition and attributable AUM, rather than treating adoption or content output as evidence of success.

Market Landscape

Wealth management marketing is becoming more professionalized, with greater investment, dedicated teams and performance targets. At the same time, referral-led growth remains deeply entrenched, and attribution limitations make it difficult to compare established relationship channels with digital and technology-driven alternatives.

The survey points to two connected priorities for financial services marketers: diversifying prospect acquisition and strengthening measurement. AI search optimization adds another layer, creating pressure to adapt discovery strategies while maintaining the trust and credibility central to financial advice.

Strategic Outlook

Wealth management firms should preserve the value of referral networks while testing complementary channels through clearly defined objectives and consistent measurement. Attribution models should account for multiple interactions rather than crediting only the final conversion.

AI initiatives also need specific success criteria, including qualified leads, prospect meetings and business outcomes where attribution is feasible. With larger budgets and more formal marketing operations, firms have an opportunity to move from simply increasing investment to identifying which combinations of channels, content and technology contribute to sustainable growth.

Top Insights

• Marketing budgets are expanding: 64% of surveyed wealth management marketers increased spending, while none reported cuts, signaling continued investment in marketing as a growth function.

• Referrals still lead: 71% identified referrals as the highest-return channel, and 86% said they generate at least 40% of new business.

• Attribution remains a weak point: Only 23% said marketing attribution is very effective, complicating decisions about channel performance and future investment.

• AI search is a growing priority: 88% rank AI search optimization equal to or above traditional SEO, while 42% call it their primary focus.

• Technology ROI and skills are barriers: 27% cited uncertainty about measurable tool returns, tied with a lack of internal technical expertise.

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