How to Evaluate MarTech Tools Without a Tech Background
It's like buying a car without being a mechanic--doable!
If you don’t have a technical background, evaluating MarTech tools can feel overwhelming1.
I mean, ‘Tech’ is literally in the name.
Marketing technology is a minefield of buzzwords2, sleek demos, and over-promising sales pitches.
How do you know which solution is right when every vendor claims they are the “best of breed”? What does that even mean?
Do you even know what goes into your tech stack?
Much like how you don’t need to be a mechanic to be able to choose a vehicle for your corporate fleet, you don’t need a technical background to evaluate MarTech solutions.
The key is not starting with the tools or technology at all.
Too often, teams jump straight into comparing software options, only to get distracted by flashy features that don’t actually solve their real problems.
*cough cough* I’m looking at you, overeager developers
Before you even look at the landscape, you need a structured approach.
You need to choose technology that meets business needs and will actually turn a positive ROI.
Here’s how to evaluate marketing technology step by step, without a tech background.
Step 1: Define the Problem Before Looking at Solutions
Before even thinking about tools, you need to be clear on what you’re trying to solve.
You need to write down a clear problem statement (with all affected groups chiming in) that gives the problem area clear, defined edges.3
Then, go one step deeper.
Identify Core Needs vs. Nice-to-Have Features
Break your problem statement down into feature categories:
Essential (Must-Haves) – The technology must solve these issues, or it’s useless.
For example, an email automation tool that couldn’t send more than 1 email a minute is useless even if every other feature is perfect.
High-Impact (Strongly Beneficial) – These features significantly improve operations but aren’t dealbreakers.
Nice-to-Have (Bonuses) – These are extra perks that may boost efficiency but aren’t critical.
Note: Listing out features for consideration is not trying to use an overly complicated prioritization matrix for development. In this case, you’re picking from things that already exist—not trying to guess how difficult they will be to create.
Check out the post below for more details about planning new features
Step 2: Identify Stakeholders and Decision Makers
Who needs to be involved in the decision? A MarTech tool doesn’t operate in isolation—multiple departments will be affected.
Your initial problem statement is usually just the ‘end users’ of a solution.
The buck doesn’t stop there.
Someone needs to have the credentials to allocate the money, someone needs to make sure the contract looks good, etc.
Common Stakeholders to Consider
End Users – The primary users of the tool. These are hands-on-keyboard users
IT Team – Ensures the tool integrates with current systems. Sometimes cybersecurity is broken out of this group as well
Finance – Approves budget and assesses cost-effectiveness. Often is the actual signatory of the contract
Legal/Compliance – Reviews and redlines contracts, data security, and regulatory concerns.
Sales (if applicable) – If the tool impacts customer relationships, sales should weigh in.
Who Makes the Final Decision?
Understanding decision authority prevents delays and last-minute roadblocks.
Who signs the contract?
Who needs to approve budgets?
Who is responsible for implementation and ongoing management?
Skipping this step often leads to wasted time, with decisions getting stuck in limbo (and sometimes losing incentive pricing).
Step 3: Create a Grading Rubric to Compare Options
Rather than making decisions based on gut feelings or sales pitches, create a more objective scoring system.
It doesn’t matter what specific weights you assign to items; this is to take away some of the last minute hemming and hawing between two similar options.
It’s also important you can retroactively justify your decision making processes—especially if something goes wrong down the line.
The pre-defined evaluation matrix ensures the best tool for your needs wins, not the one with the best marketing team. (Kinda—it’s better than nothing)
Step 4: Get Buy-In from Stakeholders
Even if you see the value of a tool, if others don’t, the project will fail.
Why Buy-In Matters
If IT isn’t on board, integration will be a nightmare.
If Finance doesn’t approve, the project won’t be funded.
If end users aren’t convinced, adoption will be nonexistent.
You generally won’t get recognition from your superiors for a project that gets mothballed—no matter how well you run it. Minimize the chances for your effort getting stuck.
How to Get Stakeholder Buy-In
Borrow a tactic from sales: Always Be Closing.
Understand Your Audience (Stakeholders)
What’s in it for them? (e.g., IT cares about security, Marketing cares about ease of use)
Refine Your Value Proposition
Speak to each team in their own language.
Example for IT: "This tool reduces data requests by 40%, freeing up your time."
Pre-Answer Common Objections
What questions or concerns will they raise? Address them upfront.
Present the Solution Clearly
Use storytelling and data to make your case compelling.
Ask for Support
Get explicit buy-in: “Can I count on you to support this?”
For more on securing buy-in, check out the previous post on managing stakeholders.
Step 5: Survey the Vendor Landscape & Score Solutions
Only Now Do You Look at Vendors
By this point, you know your needs and have a scoring system. Now, and only now, do you start evaluating vendors.
How to Research the Landscape
Talk to industry peers who use the tools.
Request customer references from vendors.
Ask hard questions about implementation challenges.
It’s better to ask open ended questions like: “Can you tell me about your CRM integrations?” instead of leading them to the answer. Sales people can lie!
Run a Pilot or Request a Demo
Don’t just watch a vendor demo—test the tool with real use cases.
Have different teams try it and get feedback.
Avoid the trap of letting a slick salesperson dictate (or bully you into) your decision.
You can take as long as you need. This is an important evaluation
Step 6: Final Selection – RFI/RFP Process
Once you’ve narrowed your options, you’ll need a formal process to finalize the choice.
RFI (Request for Information)
Send to multiple vendors.
Ask about integrations, security, and pricing models.
RFP (Request for Proposal)
If it’s a large purchase, get detailed proposals.
Compare vendor responses against your grading rubric.
Negotiate the Best Deal
Lock in pricing and contract terms that align with your needs.
Ensure training and onboarding support is included.
Conclusion
Choosing the right marketing technology isn’t about technical expertise—it’s about structured decision-making.
Follow these steps:
Define your needs before looking at solutions.
Involve the right stakeholders early.
Use a grading rubric to prevent vendor hype from influencing decisions.
Secure internal buy-in before finalizing a decision.
Evaluate tools objectively before committing.
This approach ensures you select the best MarTech tool for your (clearly defined!) problem, not just the one with the flashiest marketing.
And once you’ve picked a tool, burn the ships!
Change is expensive. Most projects have a negative ROI.
But that’s a story for another post.
Even with a technical background its pretty tough!
Somehow always new ones? Data LakeHouse? Data IceBerg? Really??
Scope creep, killer of projects, long may he reign