The State of Marketing 2012IBM’s Global Survey of Marketers                                   © 2012 IBM Corporation
Businesses perform better when they have a marketing system of    engagement across all channels …• Our Findings   • Our r...
But marketers face transformational challenges as they seek toharness massive amounts of data and new channels to createpe...
We surveyed 362 marketing professionals                     worldwide, across more than fifteen industries,               ...
… just 34% of marketing organizations have a sophisticatedapproach to “investing” marketing resources and “engaging”custom...
…these individuals are what we call leading marketers and theyexhibit the following characteristics                       ...
To become leading practitioners, marketing must …                              Expand         Remove     Embrace a        ...
Expand its role      to lead the       customer      experience                      Leading marketers work for companies ...
Leading marketers belong to companies that have higher revenueand profitability growth rates of more than 10% Leading mark...
Leading marketers have an increased scope across the 4PsLeading marketers NOT only have greater responsibilities for the 4...
Leading marketers are extending their role beyond marketingThese marketers are more likely to lead the coordination of mes...
Leading marketers engage their customers across all channels andin real-time using different, but integrated tactics     4...
Leading marketers are more innovative across mobile and socialchannels engaging customers on an individual level          ...
Leading marketers have greater visibility and measure their      programs to justify additional investments        85%    ...
Marketers’ Next Steps        Lead the customer           experience     Collaborate with business     functions to expand ...
Remove     silos and     integrate                 Integration is a must to deliver                       on digital’s pro...
More must be done to link insight to action for online visitor data      65%                                           Onl...
Better integration required to improve email targeting & relevanceBarely a third of respondents automate email data with t...
Remove     silos and     integrate                  Emerging silos?                 Mobile and social19                   ...
Keeping pace with social & mobile proliferation is the biggest challenge                                                  ...
Marketers are mobilizing, but success hinges on integration              Only 21%                                         ...
Marketers become socially awkward as experimentation abounds     Only 22%                                     79%         ...
Remove     silos and     integrate                 The Cross-channel                    Imperative23                      ...
Channel spend to increase, but integration and personalizationmust improve     More             than   50%            71% ...
Inbound marketing adoption across all channels requires greatercoordinationMarketers intend to expand inbound tactics acro...
Marketers’ Next Steps        Lead the Customer          Break Down Silos &           Experience                   Integrat...
Embrace a      marketing     technology      platform                    IT alignment is key to                  marketing...
Marketing software adoption will span deployment models - requiring a hybrid suite and greater IT collaboration More than ...
Leading marketers have a significantly better relationship with IT and have moved beyond mechanical and operational challe...
Leading marketers collaborate with IT and are focused on scalingtheir function by developing skills and improving the usab...
Marketers’ Next Steps       Lead the Customer             Break Down Silos         Embrace a Marketing          Experience...
Why should I become a leading marketer?        Better Financial Performance        Marketers that have greater responsibil...
How should I become a leading marketer?       Measurement Justifies Investment       Marketers need to be more accountable...
Survey Approach     Surveyed more than 350 marketing     practitioners globally about their level of     marketing technol...
Respondent profiles  Respondents are from a wide range of industries, geographies and sizes               Figure: Responde...
Thank You36          © 2012 IBM Corporation
Copyright & Trademarks     © IBM Corporation 2012. All Rights Reserved.     IBM, the IBM logo, and ibm.com are trademarks ...
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The state of marketing 2012 ibm's global survey of marketers final

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We surveyed more than 360 marketing practitioners globally to determine the adoption, market demand, spending and priority of different kinds of marketing solutions.

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  • Check out our a brief overview of our latest survey. http://www.slideshare.net/165yohodr/emm-2013-market-survey-synopsis-copy. You can download the entire survey and white paper at ibm.com
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  • SURVELYTICS: Conduct your market research anytime anywhere, Download Survelytics App now. Survelytics is the Next generation Mobile market research app that supports complex logic, cloud storage facility for your survey data and many more exciting features. Get more info on Survelytics offerings and support at http://www.survelytics.com/
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  • New posting of the survey. We did a richer analysis of the characteristics of a leading marketing practitioner and what their relationship is to better financial performance, innovation, the development of a system of engagement and their relationship to IT.
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The state of marketing 2012 ibm's global survey of marketers final

  1. 1. The State of Marketing 2012IBM’s Global Survey of Marketers © 2012 IBM Corporation
  2. 2. Businesses perform better when they have a marketing system of engagement across all channels …• Our Findings • Our research revealed a group of companies that are developing their EMM capabilities to create an optimized system of engagement with customers • These “Leading Practitioners” have had significantly better revenue and gross profit performance over the past 3 years • Leading Practitioners have a distinct profile that other organizations can learn from: Broad Segmentation Personalized Engagement Demand-gen Focused Strategic Responsibility Arbitrary Measured Silo’d Collaborative Developing an optimized system of engagement2 © 2012 IBM Corporation
  3. 3. But marketers face transformational challenges as they seek toharness massive amounts of data and new channels to createpersonalized experiences for their customers CMO’s expect a very high level Companies are generating The number of channels and of complexity over the next 5 almost overwhelming devices that consumers are years, but most do not feel amounts of data that contain using is rapidly expanding. prepared. valuable insights. 52% 2.5 petabytes 5.9 billion Of CMO’s state that they are unprepared The size of Wal-mart’s customer database Mobile-cellular subscribers world-wide at for the expected level of complexity over supporting over 1 million transactions per the end of 2011.3 the next 5 years.1 hour.2 How should marketers respond to this shift? Sources: (1) 2011 IBM CMO Study URL (2) "Data, Data Everywhere." The Economist. 25 Feb. 2010. http://www.economist.com/node/15557443. (3) The World in 2011. Rep. International Telecom Union. http://www.itu.int/ITU-D/ict/facts/2011/material/ICTFactsFigures2011.pdf . (4)3 © 2012 IBM Corporation
  4. 4. We surveyed 362 marketing professionals worldwide, across more than fifteen industries, and found that... 1: Survey conducted in cooperation with Ronin Research in April/May of 2011.4 © 2012 IBM Corporation
  5. 5. … just 34% of marketing organizations have a sophisticatedapproach to “investing” marketing resources and “engaging”customers across multiple channels 34% Valid responses = 362 Who are these marketers????5 © 2012 IBM Corporation
  6. 6. …these individuals are what we call leading marketers and theyexhibit the following characteristics 1. Belong to organizations that perform better financially Jane Doe Director, Digital Marketing at ABC Manager, Web Analytics, XYZ 2. Own and manage the 4P’s University of Analytics, Computer Science 3. Expand marketing’s role 4. Coordinate the customer experience enterprise wide across all channels Manage customer experience across all digital channels. Responsible for integrating all digital channels, including web, mobile and social, and delivering personalized real-time communications in all channels. Lead advisory board that examines points of integration between digital and traditional channels, 5. Use innovative technologies, such as real- focusing on attribution and a common set of KPI’s for marketing and executive management. Contribute to marketing team that has consistently grown time, and actively engage new channels revenue and profitability. 6. Measure everything Digital Marketing Customer Experience Management Web Analytics Social Media Mobile Marketing6 © 2012 IBM Corporation
  7. 7. To become leading practitioners, marketing must … Expand Remove Embrace a its role to lead silos and marketing the customer integrate technology experience platform Marketing must expand its role to lead their organization’s customer experience by leveraging technology seamlessly to differentiate and optimize their company’s purchasing cycle. © 2012 IBM Corporation7
  8. 8. Expand its role to lead the customer experience Leading marketers work for companies with better financial performance and have an expanded role.8 © 2012 IBM Corporation
  9. 9. Leading marketers belong to companies that have higher revenueand profitability growth rates of more than 10% Leading marketers had revenue growth on average 40% higher and growth profit growth 2x greater than their peers. Further, 65% of leading marketers grew gross profit faster than 10%! But what sets these marketers and their organizations apart? % 125 % more 150 more 65% 45% Leading Marketers Leading Marketersare 125% more likely are more 150% likely to have 3-year to have 3-year gross 25% revenue CAGR of 20% profitability CAGR of greater than 10% greater than 10% Leading Marketers Others 9 © 2012 IBM Corporation
  10. 10. Leading marketers have an increased scope across the 4PsLeading marketers NOT only have greater responsibilities for the 4Ps, but also demonstrategreater effectiveness. This allows them to measure ROI, optimize pricing and expand therole of marketing to lead the customer experience. Figure: Marketing Ownership by Business Outcome Q. How much ownership do you and your marketing organization have for the following areas of responsibilities? Figure: Ownership Figure: Effectiveness Products & 56% Products & 71% services 48% services 48% Place 57% Place 64% 46% 50% Price 52% Price 62% 39% 41% 72% 91% Promotion Promotion 55% 79% Leading Marketers Others Significantly higher than the Rest of Population © 2012 IBM Corporation10
  11. 11. Leading marketers are extending their role beyond marketingThese marketers are more likely to lead the coordination of messages in differentfunctional areas that are not marketing, expanding their strategic role and application oftechnology to proactively improve their customers’ experience. Figure: Marketing Responsibility by Business Outcome Q. Please rate the level of responsibility marketing has for each of the following areas. Creates and manages 1:1 marketing across all channels Serves marketing messages during 68% 77% 86% 3X purchase 52%Serves marketing offers & Leading marketers are 3X more customer care 68% likely to be proactive leaders messages 47% driving the customerProvides input into supply 66% networks based on 41% experience across consumer demand all channels Leading Marketers Others Significantly higher than the Rest of Population11 © 2012 IBM Corporation
  12. 12. Leading marketers engage their customers across all channels andin real-time using different, but integrated tactics 45% 83% 127% Leading marketers more Leading marketers use Leading marketers are likely to have integrated interaction optimization more likely to adjust real- marketing tactics. technology in all channels. time offers in all channels. Figure: Channel used to deliver personalized messages in real-time 74% Leading Marketers Others 63% 63% 62% 62% 51% 53% 49% 47% 38% Website Customer Service / Call Face-to-Face Social Media Mobile Channels12 Center © 2012 IBM Corporation
  13. 13. Leading marketers are more innovative across mobile and socialchannels engaging customers on an individual level Mobile 41% 25% 36% 20% 33% 18% Currently use mobile Currently use location- Currently use mobile ads messaging campaigns based targeting Social 71% 56% 48% 31% 43% 30% Currently use or plan to use <1 Currently use or plan to use <1 Currently use or plan to use <1 year apps on 3rd party social year social/local group buying year location-based games networking sites13 © 2012 IBM Corporation
  14. 14. Leading marketers have greater visibility and measure their programs to justify additional investments 85% But 27% Yet 88% Of marketers agree with Of marketers don’t perform Of leading marketers can the need for an integrated attribution. attribute results to suite. marketing activities. Figure: Challenges in Accessing, Managing and Analyzing Data across Channels Q. To what extent does your organization face the following challenges in accessing, managing and analyzing data across different channels? And 93% Ability to measure of these leading effectiveness 58% 27% 15% marketers have a Multiple systems & data sources 58% 26% 16% process for A significant challenge Managing complex business rules 51% 29% 20% Neutral assigning credit to Not a challenge Number of offers attribute to 45% 32% 23%distributed through channels marketing Software scalability 44% 30% 26% campaigns … Base: Total Sample (n=362) 14 © 2012 IBM Corporation
  15. 15. Marketers’ Next Steps Lead the customer experience Collaborate with business functions to expand the role of marketing throughout the purchasing cycle Grow from traditional areas of strength to other 4Ps Use analytics to measure performance and business outcomes to justify additional investments15 © 2012 IBM Corporation
  16. 16. Remove silos and integrate Integration is a must to deliver on digital’s promise16 © 2012 IBM Corporation
  17. 17. More must be done to link insight to action for online visitor data 65% Only a third Less than 1 Of respondents are doing Use this data in targeting and 5 the basics by reporting and one-to-one offers or Leverage online data to analyzing their online messages in digital make one-to-one offers in visitor data. channels. traditional channels. Figure: Use of Online Visitor Data Comparing Company Performance Q. How are you using your online visitor data? Leading marketers Reporting & 66% leverage their analyzing it Syndicating display 55% online data in other advertising 25% 34% channels Targeting 1:1 offers or messages in traditional channels 17% 18% Leading Marketers Others Don’t use the data in any 8% of these ways 14% Base: Companies that have online visitor data (n=351) Statistically significant difference from the Rest of Population17 © 2012 IBM Corporation
  18. 18. Better integration required to improve email targeting & relevanceBarely a third of respondents automate email data with their customer mart, while twothirds manually or do not integrate their email data. Email integration is 66% mostly a manual effort or not integrated at all. Finding the email sweet spot is challenging for all companies … 34% Email is not integrated.18 © 2012 IBM Corporation
  19. 19. Remove silos and integrate Emerging silos? Mobile and social19 © 2012 IBM Corporation
  20. 20. Keeping pace with social & mobile proliferation is the biggest challenge 1Marketing practitioners share concerns with CMOs over the proliferation of channels anddevices. Theyre also pre-occupied with important day-to-day mechanics of customercollaboration and influence, financial constraints and ROI accountability of their activities. Figure: Ranking of Top 3 challenges for Your Organization Q. Which three of the following market factors will be the biggest challenge for your organization over the next 3 to 5 years? Growth of channel and device choices 41% Customer collaboration and influence 33% Financial constraints 28% ROI accountability 28% Regulatory considerations 27% Data explosion 26% Decreasing brand loyalty 22% Social media 22% Emerging markets opportunities (BRIC, etc.) 20% Shifting consumer demographics 17% Global outsourcing 13% Corporate transparency 11% Privacy considerations 11% 1. IBM Survey: From Stretched to Strengthened: Insights from the Global Chief Marketing Office Study - 2011 Base: Total Sample (n=362)20 © 2012 IBM Corporation
  21. 21. Marketers are mobilizing, but success hinges on integration Only 21% 79% Currently run mobile Run mobile marketing in silos, marketing tactics as part of discretely and on an ad integrated campaigns. hoc basis. Figure: Use of Mobile Marketing Tactics Q. Which of the following mobile marketing tactics is your company using or planning to use? Net Expected Adoption 2012 Mobile versions of websites 46% 30% 13% 10% 89% Mobile Applications 45% 31% 12% 13% 88% Currently do it Mobile versions of Email 35% 33% 17% 14% 86% Plan to do it (<12 months) Plan to do it (>12 months) Mobile Messaging Campaigns 32% 23% 16% 29% 71% No plan to do it Location-based targeting 27% 22% 21% 31% 69% Mobile Ads 25% 34% 14% 27% 73% Base: Respondents who know what their company is doing (324 – 346 respondents)21 © 2012 IBM Corporation
  22. 22. Marketers become socially awkward as experimentation abounds Only 22% 79% 51% Currently run social tactics as Run social marketing in Of marketers don’t use social part of integrated campaigns. silos, discretely and on media data to inform decision an ad hoc basis. about marketing offers and messages. Figure: Use of Social Media Marketing Tactics Q. Which of the following social media marketing tactics is your company using or planning to use? Net Expected Adoption 2012 Pages on 3rd party social network sites 66% 16% 10% 9% 91% Microblogging 59% 18% 12% 12% 88% Blogs 51% 22% 14% 13% 87% Currently do it Sharing links in email and web offers 49% 23% 11% 18% 82% Plan to do it (<12 months) Social media ads 45% 23% 14% 18% 82% Plan to do it (>12 months) Company hosted online communities 43% 17% 13% 27% 73% No plan to do it Apps on 3rd party social network sites 40% 26% 13% 21% 79% User-generated content 37% 24% 16% 23% 77% Social/Local Group Buying* 18% 18% 15% 49% 51% Location based games 16% 19% 14% 51% 49% Base: Respondents who know what their company (300 – 347 respondents) *Not asked in 201122 © 2012 IBM Corporation
  23. 23. Remove silos and integrate The Cross-channel Imperative23 © 2012 IBM Corporation
  24. 24. Channel spend to increase, but integration and personalizationmust improve More than 50% 71% But 29% Of respondents will Believe integration across, Are very effective at increase media spend a owned, earned and paid integrating different lot across all channels this channels is important. channels. year. Figure: Adoption of Interaction Optimization Q. Is your organization using interaction optimization technologies? Currently do this across all channels 11% Currently do this across some channels 42% Plan do this (next 12 months) 19% Plan to do this (>12 months) 15% No plan to do this 13% Base: Respondents who know what their company is doing or plan to do with interaction optimization technologies (n=346)24 © 2012 IBM Corporation
  25. 25. Inbound marketing adoption across all channels requires greatercoordinationMarketers intend to expand inbound tactics across allchannels regardless of their business performance. Inbound Nearly 4Xyear-over-year increases in traditional channels and Increase in plans to expandexpansion to new ones underscore the need for greater inbound marketing across allchannel coordination. channels over the next 12- Figure: Inbound Marketing Adoption by Channel months. Q. In which of the following channels is your company delivering or planning to deliver targeted/personalized messages in real-time? Net Expected Adoption Website 68% 18% 9% 5% 95% Customer Service/Call Center 57% 15% 15% 13% 87% Currently do it Point of Sale / Kiosk / ATM 35% 17% 12% 36% 64% Plan to do it (<12 months) Face-to-face 64% 12% 9% 15% 85% Plan to do it (>12 months) No plan to do it Mobile Channels 43% 28% 18% 11% 89% Social Media 56% 22% 13% 9% 91% Base: Respondents who know what their company is doing in the area (311-358 respondents)25 © 2012 IBM Corporation
  26. 26. Marketers’ Next Steps Lead the Customer Break Down Silos & Experience Integrate Collaborate with business Map your engagement of functions to expand the customers across all role of marketing channels and business throughout the functions purchasing cycle Define metrics and Grow from traditional analytics that meet areas of strength to other executive-level rigor 4Ps Identify quick wins that Use analytics to measure showcase cross-channel performance and marketing success in business outcomes business terms – and expand to other areas26 © 2012 IBM Corporation
  27. 27. Embrace a marketing technology platform IT alignment is key to marketing’s expanded role and scope.27 © 2012 IBM Corporation
  28. 28. Marketing software adoption will span deployment models - requiring a hybrid suite and greater IT collaboration More than 40% of marketers cite that the deployment approach varies based on their requirements. Increasingly, marketers will need to explore hybrid approaches to tie different point solutions together to achieve their desire of an integrated marketing suite. Figure: Preferred Software Deployment Approach Q. Which of the following best describes your deployment model preference when selecting marketing technologies? It depends. We look for technology that best addresses our requirements. 43% We typically prefer on premise. 25% We typically prefer Software as a service. 24% We typically prefer outsourced solutions 7% from Marketing Service Providers. Base: Total Sample (n=362)28 © 2012 IBM Corporation
  29. 29. Leading marketers have a significantly better relationship with IT and have moved beyond mechanical and operational challenges76% 48% Nearly 60%Of marketers either drive Believe improved Indicate that lack of IT alignmentthe purchasing decisions technology infrastructure or and integration are significantfor marketing software or software will enable barriers to the adoption ofcollaborate with IT. marketers to do more. technology. Figure: Collaboration Between IT and Marketing on Technology Purchases. Q. How well does marketing collaborate with IT? 23% Leading Marketers Others29 © 2012 IBM Corporation
  30. 30. Leading marketers collaborate with IT and are focused on scalingtheir function by developing skills and improving the usability oftheir software investments Barriers to purchasing and implementing marketing technologies Leading Marketers Others Cost Cost Lack of certainty about ROI Lack of certainty about ROI Org. structure, corp culture, or internal processes Org. structure, corp culture, or internal processes Ease of use Lack of alignment b/w mktg and IT Lack of appropriate user skills Lack of IT integration with rest of org. Lack of alignment b/w mktg and IT Lack of support from upper mgmt Lack of IT integration with rest of org. Lack of ownership of mktg tech decisions Lack of support from upper mgmt Lack of appropriate user skills Lack of ownership of mktg tech decisions Ease of use Mktg tech is not appropriate for business Mktg tech is not appropriate for business Base: Total Sample (n=362)30 © 2012 IBM Corporation
  31. 31. Marketers’ Next Steps Lead the Customer Break Down Silos Embrace a Marketing Experience & Integrate Technology Platform Collaborate with business Map your engagement of Partner with IT more functions to expand the customers across all aggressively eliminate role of marketing channels and business silos and integrate throughout the functions technologies purchasing cycle Define metrics and Improve analytic and IT Grow from traditional analytics that meet skill sets areas of strength to other executive-level rigor 4Ps Incorporate IT Identify quick wins that methodologies for cost Use analytics to measure showcase cross-channel justification and ROI performance and marketing success in business outcomes to business terms – and justify additional expand to other areas investments31 © 2012 IBM Corporation
  32. 32. Why should I become a leading marketer? Better Financial Performance Marketers that have greater responsibilities over the 4P’s and the customer experience more effectively coordinate the delivery of personalized, real-time messages across all channels belong to companies that perform better financially. Multi-channel Coordination and Richer Personalization Marketers that embrace new, innovative channels and technologies have a significant advantage in the delivery of personalized, real-time messages and offers to customers.32 © 2012 IBM Corporation
  33. 33. How should I become a leading marketer? Measurement Justifies Investment Marketers need to be more accountable. They need to justify everything they do - every touch point, interaction and outcome. This will help them justify their expanded role and efforts to apply technology to the channels their customers are engaging their brand. IT Enables Scale Marketers that are leading practitioners are focused on scaling their ability to improve the customer experience and have fewer barriers to adopting supportive marketing technologies with IT and upper management.33 © 2012 IBM Corporation
  34. 34. Survey Approach Surveyed more than 350 marketing practitioners globally about their level of marketing technology adoption Examined impact of respondents’ business performance on their level of marketing technology adoption Asked respondents to assess their business entitys overall performance relative to industry peers Explored barriers to technology adoption and relationship with IT34 © 2012 IBM Corporation
  35. 35. Respondent profiles Respondents are from a wide range of industries, geographies and sizes Figure: Respondents by Industry Figure: Respondents by Company Size Figure: Responsibility by Marketing Function Telecommunications 14% Digital Marketing 56% Banking 12% 5000 or more 40% Direct or Database Marketing 49%Media and entertainment 9% 1000-4999 26% Social Media Marketing 42% Insurance 9% Web Analytics 42% Financial Markets 8% 500-999 17% Promotion Management 38% Marketing Services 8% Brand Advertising 100-499 9% 38% Retail 7% Marketing Operations 38% Professional Services 5% <100 employees 8% Information Technology Customer Analytics 33% 4% Computers and Office… 3% Ecommerce 27% Travel and Tourism 3% Pricing 22% Healthcare (provider) 2% Merchandizing 18%Electronics Manufacturing 2% Demand Forecasting &… 12% Life Sciences 2% Call center 12% Other 14% Other 7% Figure: Respondents by Role Figure: Respondents by Geography Figure: Respondents by Business Type Asia Pacific, Both 9% B2C & B2C, Executives B2B, 36% Non 39% Europe, North 31% Executives6 30% America 1% Central/ 57% Latin B2B, America 33% 4% 35 © 2012 IBM Corporation
  36. 36. Thank You36 © 2012 IBM Corporation
  37. 37. Copyright & Trademarks © IBM Corporation 2012. All Rights Reserved. IBM, the IBM logo, and ibm.com are trademarks or registered trademarks of International Business Machines Corp., registered in many jurisdictions worldwide. Other product and service names might be trademarks of IBM or other companies. A current list of IBM trademarks is available on the Web at “Copyright and trademark information” at www.ibm.com/legal/copytrade.shtml.37 © 2012 IBM Corporation
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