Differentiating the Value Proposition:  2012 Asia Pacific Marketing Priorities Survey Report
 

Differentiating the Value Proposition: 2012 Asia Pacific Marketing Priorities Survey Report

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Results from Frost & Sullivan's Growth Team Membership 2012 Asia Pacific Marketing Priorities Survey Report. #2012priorities

Results from Frost & Sullivan's Growth Team Membership 2012 Asia Pacific Marketing Priorities Survey Report. #2012priorities

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Differentiating the Value Proposition:  2012 Asia Pacific Marketing Priorities Survey Report Differentiating the Value Proposition: 2012 Asia Pacific Marketing Priorities Survey Report Presentation Transcript

  • growth team m e m b e r s h i p™ 1 asia pacific Differentiating the Value Proposition 2012 marketing priorities survey results TWEET ABOUT THE SURVEYS #2012prioritiesThe contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved.
  • growth team m e m b e r s h i p™ 2012 survey results 2 CONTENTS Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 INTRO Survey Purpose and Respondents . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4 What is the Growth Team Membership™ . . . . . . . . . . . . . . . . . . . . . . . . .5 Marketing Overarching Challenges . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 SECTION 1 Key Marketing Challenges . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7 SECTION 2 Marketing Resource Trends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 SECTION 3 Special Interest Topic: Demand Generation . . . . . . . . . . . . . . . . . . . . . . . 18 SECTION 4 Respondent Demographics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved.
  • growth team m e m b e r s h i p™ 2012 survey results Introduction 3 Marketing Survey Executive Summary SECTION 1: Key Marketing Challenges Key Internal Challenge Key Internal Challenge Root Cause Developing a compelling value proposition Insufficient personnel and process SECTION 2: Marketing Resource Trends Budgets Resources Resource Allocation Marketing typically has an annual budget 2012 budgets and staffing levels will remain Marketers are allocating equal resources to under $1 million ($USD) constant their traditional and online communications SECTION 3: Demand Generation Demand Generation Demand Generation Focus Demand Generation Activities Effectiveness for 2012 Most respondents indicate their effectiveness Marketers indicate that their teams are best Marketing is prioritizing developing is “Above Average” at customer segmentation segment‑specific campaignsThe contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  • growth team m e m b e r s h i p™ 2012 survey results Introduction 4 Survey Purpose and Respondents 96 survey respondents Research Objective Methodology Survey Population To understand the most pressing challenges Web-based survey platform Manager-level and above marketing executives shaping marketing executives’ 2012 planning from companies throughout Asia PacificThe contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  • growth team m e m b e r s h i p™ 2012 survey results Introduction 5 What is the Growth Team Membership™? GTM is a subscription program that supports executives GTM provides best practices, events, and services that enable within the functions that report to the CEO executives to address challenges within their companies CEO’s Growth Team™ GTM: Creating Client Value GTM’s case-based best practices help executives: R&D/ Innovation Corporate Sales Strategy Leadership Speed the design and implementation of initiatives by not reinventing the wheel Marketing Marketing CEO Corporate Development Save money and reduce risk by avoiding mistakes made by other companies Investors/ Market Finance Research Accelerate problem-solving with a cross‑industry perspective Competitive Intelligence Improve their functions’ and companies’ performance and productivity GTMresearch@frost.com www.gtm.frost.com twitter.com/Frost_GTM slideshare.net/FrostandSullivanThe contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  • growth team m e m b e r s h i p™ 2012 survey results Introduction 6 What’s Keeping Marketing Executives Up at Night in 2012? Marketing Overarching Challenges Sample Solutions from GTM Developing a Value Proposition Marketing executives tend to guess why customers Learn how Kronos collaborated with Sales to refine the value buy, instead of collaborating with Sales or assessing proposition based on key differentiators, and embedded it with the the market. Over time, mixed messages weaken the sales force via improved messaging techniques. value proposition. Prioritizing Markets and Market Segments Marketing executives must increase their familiarity Learn how Tandberg* made customer segmentation the foundation with prospects to prioritize segments based on fit of its customer-centric business model. with core capabilities. Creating Effective Demand Generation Using Social Media Employees and customers are already using social media—whether you harness it or not is up to you. Learn how Cisco created a Social Media Center of Excellence aimed Marketers need to enable practitioners in social at improving employees’ capabilities in listening, planning, engaging, networking to speak with one voice and engage and measuring. prospects. * Tandberg is now a part of Cisco Systems Inc. Contact us at GTMResearch@frost.com.The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  • growth team m e m b e r s h i p™ 2012 survey results 7 INTRO SECTION 1 Key Marketing Challenges SECTION 2 SECTION 3 SECTION 4The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  • growth team m e m b e r s h i p™ 2012 survey results Section 1 8 Top Five Key Marketing Challenges Challenge 1 Developing a compelling value proposition (31%) Challenge 2 Developing an effective channel strategy (16%) Challenge 3 Improving sales and marketing integration (21%) Challenge 4 Identifying and qualifying sales-ready leads (14%) Challenge 5 Prioritizing markets and market segments (13%) Note: The respondents were asked to rank their top five challenges. The percentage values indicate how many respondents listed that particular challenge as their first through fifth challenge. SURVEY QUESTION: What are the top five functional challenges shaping your marketing strategy?The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  • growth team m e m b e r s h i p™ 2012 survey results Section 1 9 Understaffing and a lack of common objectives are the predominant causes of Marketing’s challenges Top Five Marketing Challenges Root Cause of Top Five Marketing Challenges Developing a compelling value Challenge 1 Staff: Limited resources (26%) proposition Strategic Alignment: Lack of common Challenge 2 Developing an effective channel strategy objectives (40%) Staff: Lack of knowledge (40%) Improving sales and marketing Challenge 3 Strategic Alignment: Lack of common integration objectives (40%) Identifying and qualifying sales-ready Challenge 4 Process: Ineffective process (50%) leads Prioritizing markets and market Challenge 5 Staff: Inadequate skills (43%) segments SURVEY QUESTION: Please indicate the root cause—staff, process, technology/systems, or strategic alignment—of your top five marketing challenges.The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  • growth team m e m b e r s h i p™ 2012 survey results 10 INTRO SECTION 1 SECTION 2 Marketing Resource Trends SECTION 3 SECTION 4The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  • growth team m e m b e r s h i p™ 2012 survey results Section 2 11 The majority of marketing budgets are under $1 million ($USD) 2012 Marketing Budgets 60% percentage of company revenue 58% dedicated to marketing budget In 2012, companies allocated 2% of their 2011 revenue to their marketing budgets. 50% 40% 30% 20% 20% 10% 6% 6% 6% 4% 0% Below $1 Million $1 Million to $3 Million to $5 Million to $10 Million to $20 Million $2.99 Million $4.99 Million $9.99 Million $19.99 Million or more SURVEY QUESTION:  hich of the above ranges (in $USD) best describes your 2012 total marketing budget (all expenditures on marketing activities and W general & administrative—including staff)?The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  • growth team m e m b e r s h i p™ 2012 survey results Section 2 12 Marketers are allocating resources equally to online and traditional marketing communications Marketing Resource Allocations 20%20% 10% 10% 10%10% 5% 5% 5% 5% 1% 1%0% Personnel/ Marketing Marketing Channel Partner Marketing Customer Content Knowledge Training Other Staffing Communications: Communications: Programs Automation Relationship Development Management Traditional Media Online/Digital Platform Management (white papers, Systems Media (CRM) Software brochures, social and Maintenance media, and trade show support) SURVEY QUESTION: How have you allocated your 2012 marketing budget across the above activities (allocation must total 100%)? The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  • growth team m e m b e r s h i p™ 2012 survey results Section 2 13 Marketers expect their resources to remain static in 2012 Marketing Staffing and Budget Changes (By Business Model) Staffing Budget Decrease Substantially 3% Increase Substantially Decrease Substantially 3% Decrease Moderately Increase Substantially Decrease Moderately 8% 8% 15% 13% Increase Moderately 26% 28% Increase Moderately 55% 41% Stay the Same Stay the Same SURVEY QUESTION: In comparison to 2011, your 2012 marketing staffing and budget will…The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  • growth team m e m b e r s h i p™ 2012 survey results Section 2 14 The majority of marketers rate their function’s effectiveness “Above Average” Marketing Effectiveness Exceptional Below Average 8% 10% 30% Average 52% Above Average SURVEY QUESTION: How would you rate the performance or effectiveness of your function compared to others within your industry?The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  • growth team m e m b e r s h i p™ 2012 survey results 15 INTRO SECTION 1 SECTION 2 SECTION 3 Special Interest Topic: Demand Generation SECTION 4The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  • growth team m e m b e r s h i p™ 2012 survey results Section 3 16 Most marketers rate their departments’ demand generation activities “Above Average” Demand Generation Effectiveness Exceptional Below Average 3% 14% Above Average 48% 35% Average SURVEY QUESTION: How would you rate the effectiveness of your marketing department’s demand generation activities (driving awareness and consideration)?The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  • growth team m e m b e r s h i p™ 2012 survey results Section 3 17 Adoption of mobile marketing and social media are marketers’ weakest demand generation capabilities Demand Generation Activities Effectiveness 100% 3% 6% 5% 6% 8% 11% 11% 11% 11% 8% 24% 19% 19% 35% 33% 24% 27% 32% 33% 27% 50% 27% 51% 49% 36% 38% 43% 46% 43% 24% 38% 22% 16% 14% 14% 11% 22% 8% 8% 5% 5% 6% 5% 6% 8% 0% 3% Develop lead Clean and qualify Allocate spend Identify and Integrate social Integrate mobile Employ Leverage Generate new qualification leads across demand integrate media tactics marketing tactics campaigns customer customer criteria with generation appropriate customized by segmentation segments Sales platforms content for each vertical stage of the buying cycle Do Not Use Below Average Average Above Average Best-in-Class SURVEY QUESTION: How would you rate the effectiveness of your marketing department’s ability to execute the above demand generation activities?The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  • growth team m e m b e r s h i p™ 2012 survey results Section 3 18 Marketers are focused on segmentation and its related activities Demand Generation Activities for 2012 Developing segment-specific campaigns (25%) Identifying new segments (24%) Developing qualification criteria collaboratively with Sales (23%) Refining the value proposition (22%) Enhancing contact database (22%) SURVEY QUESTION: Which of the above demand generation activities does your marketing department intend to focus on in 2012 (check all that apply)?The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  • growth team m e m b e r s h i p™ 2012 survey results Section 3 19 Live events and email campaigns are the pillars of companies’ demand generation activities Media Mix for Demand Generation Activities Internet Email Social Media Live Events (search engine optimization) 20% 5% 25% 5% SURVEY QUESTION: What is the percentage mix of media tactics (listed above) associated with your demand generation activities (total must equal 100%)?The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  • growth team m e m b e r s h i p™ 2012 survey results 20 INTRO SECTION 1 SECTION 2 SECTION 3 SECTION 4 Respondent DemographicsThe contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  • growth team m e m b e r s h i p™ 2012 survey results Section 4 21 Respondent Demographics Enterprise Type Business Model Venture Capital 3% Hybrid The majority of the respondents come from 8% B-to-B companies. B-to-C Public Company 37% 43% (Indirect) 55% B-to-B 46% Company Private 8% Most of the B-to-C N = 95 Company N = 95 respondents come (Direct) from privately held companies. Company Revenue 40% 27% 22% 22% 20% 19% 10% 0% N = 95 Below $100 Million to $500 Million to $1 Billion to More than $100 Million $499.99 Million $999.99 Million $11 Billion $11 Billion SURVEY QUESTION: Please indicate the type of enterprise, business model, and revenue ($USD) that best represents your company.The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  • growth team m e m b e r s h i p™ 2012 survey results Section 4 22 Respondent Demographics: Top Five Participating Industries Chemicals, Materials, and Food 12% Healthcare and Life Sciences 13% Energy and Power Systems 20% Automotive and Transportation 21% Information and Communication Technologies 37% N = 95 0% 20% 40% SURVEY QUESTION: Please indicate which region you are located in and which industry categories best describe your company (check all that apply).The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.