Actionable Insights and Strategic Impact - 2012 Market Research and Competitive Intelligence Priorities Survey Results

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Results and analysis of actionable insights and strategic impact from the 2012 market research and competitive intelligence priorities survey conducted globally.

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Actionable Insights and Strategic Impact - 2012 Market Research and Competitive Intelligence Priorities Survey Results

  1. 1. growth team m e m b e r s h i p™ 1 global Actionable Insights and Strategic Impact 2012 market research and competitive intelligence priorities survey results TWEET ABOUT THE SURVEYS #2012priorities Co-SponsorThe contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved.
  2. 2. growth team m e m b e r s h i p™ 2012 survey results 2 CONTENTS Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Survey Purpose and Respondents . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4 INTRO What is the Growth Team Membership™ . . . . . . . . . . . . . . . . . . . . . . . . .5 Market Research and Competitive Intelligence Overarching Challenges . . . . . . . . . 6 SECTION 1 Key Market Research Challenges . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 SECTION 2 Market Research Resource Trends . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 SECTION 3 Key Competitive Intelligence Challenges . . . . . . . . . . . . . . . . . . . . . . . . 19 SECTION 4 Competitive Intelligence Resource Trends . . . . . . . . . . . . . . . . . . . . . . . . 23 SECTION 5 Special Interest Topic: Tools of the Trade . . . . . . . . . . . . . . . . . . . . . . . . 31 SECTION 6 Respondent Demographics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved.
  3. 3. growth team m e m b e r s h i p™ 2012 survey results Introduction 3 Market Research and Competitive Intelligence Survey Executive Summary SECTION 1: Key Market Research Challenges Key Challenge Challenge Root Cause Ensuring internal clients/stakeholders integrate research insights Lack of strategic alignment and executive support with their decision-making SECTION 2: Market Research Resource Trends Resources Budget Allocations Outsourced Research 2012 budgets and staffing levels will remain 65% of the budget goes to vendors Vendors are relied on for customized primary constant research (e.g., focus groups or surveys) SECTION 3: Key Competitive Intelligence Challenges Key Challenge Challenge Root Cause Aligning Key Intelligence Topics (KITs) to the company’s strategic Lack of process and common objectives priorities SECTION 4: Competitive Intelligence Resource Trends Resources Budget Allocations Outsourced Research 2012 budgets and staffing levels will remain 43% of its budget goes to vendors Vendors are relied on for customized constant secondary research (e.g., specialized market analysis) SECTION 5: Special Interest Topic: Tools of the Trade Primary Research Tool Social Media Platform Purpose of Social Media Platform Key word research and tracking Special interest blogs, communities, and Tracking competitor product/service forums developmentThe contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  4. 4. growth team m e m b e r s h i p™ 2012 survey results Introduction 4 Survey Purpose and Respondents 168 survey respondents respondents’ role •• 19% work in CI •• 25% work in Market Research •• 56% work in both CI and Market Research Research Objective Methodology Survey Population Co-Sponsor To understand the most pressing Web-based survey platform Manager-level and above market challenges shaping market research research and competitive and competitive intelligence intelligence executives from executives’ 2012 planning companies globallyThe contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  5. 5. 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 p Speed the design and implementation of initiatives by not reinventing the wheel Marketing CEO Corporate o Development Save money and reduce risk by avoiding mistakes made by other companies Investors/ Market Market Finance Research Research Accelerate problem-solving with a cross‑industry perspective Competitiive Competitive Intelligence 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.
  6. 6. growth team m e m b e r s h i p™ 2012 survey results Introduction 6 What’s Keeping Market Research and Competitive Intelligence Executives Up at Night in 2012? Market Research and Competitive Best Practice Solutions from GTM Intelligence Overarching Challenges Balancing the Research Portfolio Staffing limitations and stagnating budgets require market research and competitive intelligence Learn how L3 developed a system to prioritize its project portfolio, executives to create a higher return on their allocate resources, and reduce redundant requests. resources, by prioritizing project requests based on revenue potential and strategic value. Driving Strategic Decision-Making CI executives need to develop a methodology for Learn how Merck used scenario planning to identify long-term identifying emerging challenges, creating insightful threats and opportunities and incorporate new insights into action plans, and supporting strategy formulation. strategy planning. Integrating Customer Insights In its efforts to support Marketing, market research Learn how our Customer Strategy toolkit helps you collect and executives struggle with integrating global, regional, prioritize customer insights and share customer intelligence and local customer information to generate insights throughout your organization. and capture voice of the customer. Contact us at GTMResearch@frost.com.The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  7. 7. growth team m e m b e r s h i p™ 2012 survey results 7 INTRO SECTION 1 Key Market Research Challenges SECTION 2 SECTION 3 SECTION 4 SECTION 5 SECTION 6The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  8. 8. growth team m e m b e r s h i p™ 2012 survey results Section 1 8 Top Five Market Research Challenges Ensuring internal clients/stakeholders integrate research insights Challenge 1 with their decision-making (15%) Engaging internal clients/stakeholders to pinpoint their research Challenge 2 needs (12%) Integrating global, regional, and local customer/market information Challenge 3 to generate insights (14%) Challenge 4 Demonstrating the ROI of market research (13%) Challenge 5 Maintaining a portal for centralized knowledge management (19%) 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: Please indicate the top five functional challenges shaping your market research strategy in 2012.The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  9. 9. growth team m e m b e r s h i p™ 2012 survey results Section 1 9 B-to-B executives are struggling to support decision-making, while B-to-C executives are focusing on balancing their project portfolios Top Five Market Research Challenges (By Business Model) B-to-B B-to-C Ensuring internal clients/stakeholders Ensuring the research portfolio balances Challenge 1 integrate research insights with their strategic and tactical projects (14%) decision-making (15%) Communicating data and insights in an Engaging internal clients/stakeholders to Challenge 2 actionable manner (14%) pinpoint their research needs (11%) Integrating global, regional, and local Integrating global, regional, and local Challenge 3 customer/market information to customer/market information to generate insights (13%) generate insights (17%) Ensuring internal clients/stakeholders Creating an insight generation process Challenge 4 integrate research insights with their that yields high-quality information (18%) decision-making (18%) Maintaining a portal for centralized Maintaining a portal for centralized Challenge 5 knowledge management (16%) knowledge management (22%) 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.The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  10. 10. growth team m e m b e r s h i p™ 2012 survey results Section 1 10 The root causes of Market Research’s top challenges include people, process, and alignment Top Five Market Research Challenges Root Cause of Top Five Market Research Challenges Ensuring internal clients/stakeholders Strategic Alignment: Insufficient senior Challenge 1 integrate research insights with their management support (50%) decision-making Engaging internal clients/stakeholders to Challenge 2 Process: Ineffective process (55%) pinpoint their research needs Integrating global, regional, and local Challenge 3 customer/market information to Staff: Limited resources (50%) generate insights Demonstrating the ROI of market Challenge 4 Process: Lack of process (57%) research Maintaining a portal for centralized Process: Inadequate communication (18%) Challenge 5 knowledge management Staff: Limited resources (18%) SURVEY QUESTION: Please indicate if the root cause of your top five functional challenges are—staff, process, technology/systems, or strategic alignment.The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  11. 11. growth team m e m b e r s h i p™ 2012 survey results 11 INTRO SECTION 1 SECTION 2 Market Research Resource Trends SECTION 3 SECTION 4 SECTION 5 SECTION 6The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved. Growth Team Membership™ research.
  12. 12. growth team m e m b e r s h i p™ 2012 survey results Section 2 12 Market research departments in B-to-C companies tend to have larger budgets 2012 Market Research Budgets (By Business Model) 70% 63% 60% 54% F 50% 43% 40% 30% The red percentages are 20% 15% for all respondents. 13% 17% 14% 14%F 14% 9% F11% 10% 4% F 6% 6% 2% 5% 3% 2% F 2% 3% 0% F F 0% Below $500,000 $500,000 to $1 Million to $3 Million to $5 Million to $10 Million to $20 Million $999,999 $2.99 Million $4.99 Million $9.99 Million $19.99 Million or more All Companies B-to-B Companies B-to-C Companies SURVEY QUESTION: lease indicate your 2012 total market research budget (all expenditures on market research activities and general administrative— P including staff) in the above US$ ranges.The contents of these pages are copyright © 2012 Frost Sullivan. All rights reserved. Growth Team Membership™ research.
  13. 13. growth team m e m b e r s h i p™ 2012 survey results Section 2 13 Market research departments in B-to-B companies allocate more of their budgets to product development testing and pricing research Budget Allocations Across Research Types (By Business Model) 20% 18% 15% 15% The red percentages are F for all respondents. 10% 10% 10% 10% 10% 10% 10% 10% 10% F F F 5% 5% 5% 5% 5% 5% 5% 5% 5% 5% 5% F F F 0% 0% 0% F Market Size/ Product/Service Branding, Customer/ Pricing Research Customer Business/ Competitive Structure Development Messaging, and Consumer Satisfaction/ Competitive Analysis and Testing Marketing Behavior Market Tracking Intelligence Communications All Companies B-to-B Companies B-to-C Companies SURVEY QUESTION: How have you allocated your market research project portfolio across the above research categories?The contents of these pages are copyright © 2012 Frost Sullivan. All rights reserved. Growth Team Membership™ research.
  14. 14. growth team m e m b e r s h i p™ 2012 survey results Section 2 14 Most of Market Research’s vendor budget is spent on outsourcing customized primary research Market Research’s Budget Allocated to Vendors (By Business Model) All Companies B-to-B Companies B-to-C Companies 65% 60% 65% SURVEY QUESTION: hat percent of your budget is allocated to vendors/suppliers? W Vendor Budget Allocations by Research Types (By Business Model) All Companies B-to-B Companies B-to-C Companies Syndicated Research 15% 11% 15% Customized Secondary Research 10% 10% 10% (e.g., specialized market analysis) Customized Primary Research 40% 40% 45% (e.g., surveys, focus groups) SURVEY QUESTION: hat percentage of your vendor/supplier resources have you allocated across the above types of research in 2012? WThe contents of these pages are copyright © 2012 Frost Sullivan. All rights reserved. Growth Team Membership™ research.
  15. 15. growth team m e m b e r s h i p™ 2012 survey results Section 2 15 Marketing accounts for most of Market Research’s projects Market Research’s Top Three Clients (By Business Model) All Companies B-to-B Companies B-to-C Companies Marketing (47%) Marketing (38%) Marketing (57%) Sales/Business Development (25%) Sales/Business Development Sales/Business Development (31%) (36%) Strategy/Planning (25%) CEO/President/General Strategy/Planning (23%) Strategy/Planning (30%) Manager (21%) SURVEY QUESTION: Please identify your top three internal clients (in terms of the percentage of your research portfolio they account for).The contents of these pages are copyright © 2012 Frost Sullivan. All rights reserved. Growth Team Membership™ research.
  16. 16. growth team m e m b e r s h i p™ 2012 survey results Section 2 16 The majority of respondents expect staffing levels to stay the same in 2012 Market Research Staff Changes (By Business Model) All Companies B-to-B Companies Decrease Substantially Decrease Substantially 3% Increase Substantially Decrease Moderately 3% Decrease Moderately 5% 5% Increase Moderately 5% Increase Moderately 21% 19% 68% 71% Stay the Same Stay the Same B-to-C Companies Decrease Substantially Increase Substantially Decrease Moderately 5% 5% 8% Increase Moderately 16% 65% Stay the Same SURVEY QUESTION: In comparison to 2011, your 2012 market research staffing will…The contents of these pages are copyright © 2012 Frost Sullivan. All rights reserved. Growth Team Membership™ research.
  17. 17. growth team m e m b e r s h i p™ 2012 survey results Section 2 17 Market researchers expect their budgets to remain static in 2012 Market Research Budget Changes (By Business Model) All Companies B-to-B Companies 3% Increase Substantially Decrease Substantially Decrease Substantially 8% Decrease Moderately 9% Decrease Moderately 7% Increase Moderately 14% 29% Increase Moderately 29% 46% 55% Stay the Same Stay the Same B-to-C Companies Decrease Substantially Increase Substantially 5% 8% Increase Moderately Decrease Moderately 22% 30% 35% Stay the Same SURVEY QUESTION: In comparison to 2011, your 2012 market research budget will…The contents of these pages are copyright © 2012 Frost Sullivan. All rights reserved. Growth Team Membership™ research.
  18. 18. growth team m e m b e r s h i p™ 2012 survey results Section 2 18 Respondents indicate their departments are “Above Average” in comparison to their peers Market Research’s Effectiveness (By Business Model) All Companies B-to-B Companies Exceptional 3% Poor Exceptional 2% 3% Poor 5% Below Average Below Average 10% 14% Above Average 44% Above Average 46% 38% Average 35% Average B-to-C Companies Poor 2% Exceptional Below Average 7% 7% Above Average 42% 42% 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.
  19. 19. growth team m e m b e r s h i p™ 2012 survey results 19 INTRO SECTION 1 SECTION 2 SECTION 3 Key Competitive Intelligence Challenges SECTION 4 SECTION 5 SECTION 6The contents of these pages are copyright © 2012 Frost Sullivan. All rights reserved. Growth Team Membership™ research.
  20. 20. growth team m e m b e r s h i p™ 2012 survey results Section 3 20 Top Five Competitive Intelligence Research Challenges Aligning Key Intelligence Topics (KITs) to the company’s strategic Challenge 1 priorities (19%) Capturing the competitive information held by your company’s Challenge 2 employees (20%) Incorporating competitive intelligence insights into the company’s Challenge 3 revenue-generating activities (11%) Creating and/or managing a portal to centralize CI-related Challenge 4 information for the company (16%) Challenge 5 Developing a methodology for identifying emerging challenges (12%) 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: Please indicate the top five functional challenges shaping your competitive intelligence strategy in 2012.The contents of these pages are copyright © 2012 Frost Sullivan. All rights reserved. Growth Team Membership™ research.
  21. 21. growth team m e m b e r s h i p™ 2012 survey results Section 3 21 CI departments in B-to-B companies are focused internally on process and communication, while their peers in B-to-C companies are looking outward to revenue generation and counter-intelligence Top Five Competitive Intelligence Challenges (By Business Model) B-to-B B-to-C Aligning Key Intelligence Topics (KITs) Diagnosing internal clients/stakeholders’ Challenge 1 to the company’s strategic priorities specific intelligence needs (22%) (21%) Incorporating competitive intelligence Capturing the competitive information Challenge 2 insights into the company’s revenue- held by your company’s employees (28%) generating activities (15%) Packaging and communicating Capturing the competitive information Challenge 3 competitive data and insights to drive held by your company’s employees (28%) stakeholder decision-making (13%) Creating and/or managing a portal to Packaging and communicating Challenge 4 centralize CI-related information for the competitive data and insights to drive company (19%) stakeholder decision-making (11%) Developing, implementing, and Identifying and implementing the “right” Challenge 5 monitoring counter-intelligence tactics CI tools (15%) (12%) 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.The contents of these pages are copyright © 2012 Frost Sullivan. All rights reserved. Growth Team Membership™ research.
  22. 22. growth team m e m b e r s h i p™ 2012 survey results Section 3 22 Lack of process is the primary cause of Competitive Intelligence’s challenges Top Five Competitive Intelligence Challenges Root Cause of Top Five Competitive Intelligence Challenges Process: Lack of process (25%) Aligning Key Intelligence Topics (KITs) to Challenge 1 Strategic Alignment: Lack of common the company’s strategic priorities objectives (25%) Capturing the competitive information Challenge 2 Process: Lack of process (60%) held by your company’s employees Incorporating competitive intelligence Challenge 3 insights into the company’s revenue- Process: Lack of process (33%) generating activities Creating and/or managing a portal to Challenge 4 centralize CI-related information for the Staff: Limited resources (50%) company Developing a methodology for Challenge 5 Process: Lack of or inefficient process (57%) identifying emerging challenges SURVEY QUESTION: Please indicate if the root cause of your top five functional challenges are—staff, process, technology/systems, or strategic alignment.The contents of these pages are copyright © 2012 Frost Sullivan. All rights reserved. Growth Team Membership™ research.
  23. 23. growth team m e m b e r s h i p™ 2012 survey results 23 INTRO SECTION 1 SECTION 2 SECTION 3 SECTION 4 Competitive Intelligence Resource Trends SECTION 5 SECTION 6The contents of these pages are copyright © 2012 Frost Sullivan. All rights reserved. Growth Team Membership™ research.
  24. 24. growth team m e m b e r s h i p™ 2012 survey results Section 4 24 The majority of competitive intelligence budgets are less than $500,000 2012 Competitive Intelligence Budgets (By Business Model) 70% 67% 63% F60% 60% 50% 40% 30% 21% 17% The red percentages are 20% for all respondents. F 14% 17% 11% F 10% 9% 6% 2% 1% 3% 3% 3% 3% 0% 0% F 0% F F 0% 0% 0% F Below $500,000 $500,000 to $1 Million to $3 Million to $5 Million to $10 Million to $20 Million $999,999 $2.99 Million $4.99 Million $9.99 Million $19.99 Million or more All Companies B-to-B Companies B-to-C Companies SURVEY QUESTION: lease indicate your 2012 total competitive intelligence budget (all expenditures on competitive intelligence activities and P general  administrative—including staff) in the above US$ ranges.The contents of these pages are copyright © 2012 Frost Sullivan. All rights reserved. Growth Team Membership™ research.
  25. 25. growth team m e m b e r s h i p™ 2012 survey results Section 4 25 Competitive intelligence departments tend to outsource secondary research Competitive Intelligence Budget Allocated to Vendors (By Business Model) All Companies B-to-B Companies B-to-C Companies 43% 43% 50% SURVEY QUESTION: hat percentage of your 2012 competitive intelligence budget is allocated to vendors/suppliers? W Vendor Budget Allocations by Research Type (By Business Model) All Companies B-to-B Companies B-to-C Companies Syndicated Research 3% 0% 5% Customized Secondary Research 15% 15% 20% (e.g., specialized market analysis) Customized Primary Research 10% 10% 10% (e.g., surveys, focus groups) SURVEY QUESTION: hat percentage of your vendor/supplier resources have you allocated across the above types of research in 2012? WThe contents of these pages are copyright © 2012 Frost Sullivan. All rights reserved. Growth Team Membership™ research.
  26. 26. growth team m e m b e r s h i p™ 2012 survey results Section 4 26 CI departments in B-to-C companies are just as likely to report into Strategy as Marketing Direct Line Reporting of Competitive Intelligence Function (By Business Model) 50% 46% 42% F 40% 35% 35% 29% 30% F The red percentages are 24% for all respondents. 20% 14% 15% F 13% 13% 8% 10% 7% F 5% 5% F 4% 3% 2% F 0% 0% Marketing Strategy/Planning Sales/Business RD/Innovation CEO/President/ Finance Development General Manager All Companies B-to-B Companies B-to-C Companies SURVEY QUESTION: To which department does your competitive intelligence function directly report?The contents of these pages are copyright © 2012 Frost Sullivan. All rights reserved. Growth Team Membership™ research.
  27. 27. growth team m e m b e r s h i p™ 2012 survey results Section 4 27 CI departments in B-to-B companies are more likely than their B-to-C counterparts to support revenue-generating activities Competitive Intelligence’s Top Three Clients (By Business Model) All Companies B-to-B Companies B-to-C Companies Marketing (34%) Marketing (33%) Marketing (36%) Sales/Business Development Strategy/Planning (32%) Strategy/Planning (47%) (36%) CEO/President/General CEO/President/General Strategy/Planning (29%) Manager (27%) Manager (28%) SURVEY QUESTION: Please identify your top three internal clients (in terms of the percentage of your research portfolio they account for).The contents of these pages are copyright © 2012 Frost Sullivan. All rights reserved. Growth Team Membership™ research.
  28. 28. growth team m e m b e r s h i p™ 2012 survey results Section 4 28 CI staffing levels are expected to remain static in 2012 Competitive Intelligence Staff Changes (By Business Model) All Companies B-to-B Companies Decrease Substantially Decrease Substantially 3% Increase Substantially 3% Increase Substantially Decrease Moderately Decrease Moderately 5% 7% 5% 7% Increase Moderately Increase Moderately 16% 14% 69% 71% Stay the Same Stay the Same B-to-C Companies Decrease Substantially Decrease Moderately 3% 3% Increase Substantially 6% Increase Moderately 19% 69% Stay the Same SURVEY QUESTION: In comparison to 2011, your 2012 competitive intelligence staffing will…The contents of these pages are copyright © 2012 Frost Sullivan. All rights reserved. Growth Team Membership™ research.
  29. 29. growth team m e m b e r s h i p™ 2012 survey results Section 4 29 CI budgets will remain unchanged in 2012 Competitive Intelligence Budget Changes (By Business Model) All Companies B-to-B Companies Decrease Substantially Decrease Substantially 1% Increase Substantially 2% Increase Substantially Decrease Moderately Decrease Moderately 5% 5% 12% 9% Increase Moderately Increase Moderately 28% 25% 54% 59% Stay the Same Stay the Same B-to-C Companies Increase Substantially Decrease Moderately 6% 15% Increase Moderately 33% 46% Stay the Same SURVEY QUESTION: In comparison to 2011, your 2012 competitive intelligence budget will…The contents of these pages are copyright © 2012 Frost Sullivan. All rights reserved. Growth Team Membership™ research.
  30. 30. growth team m e m b e r s h i p™ 2012 survey results Section 4 30 Respondents in B-to-B companies are more confident about their departments’ effectiveness than their B-to-C peers Competitive Intelligence’s Effectiveness (By Business Model) All Companies B-to-B Companies Poor Exceptional 2% Poor Exceptional 2% 6% 5% Below Average Below Average 27% 30% Above Average 37% Above Average 43% 28% 20% Average Average B-to-C Companies Exceptional 9% Below Average 24% Above Average 27% 40% 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.
  31. 31. growth team m e m b e r s h i p™ 2012 survey results 31 INTRO SECTION 1 SECTION 2 SECTION 3 SECTION 4 SECTION 5 Special Interest Topic: Tools of the Trade SECTION 6The contents of these pages are copyright © 2012 Frost Sullivan. All rights reserved. Growth Team Membership™ research.
  32. 32. growth team m e m b e r s h i p™ 2012 survey results Section 5 32 Respondents primarily use keyword and media-monitoring tools Top Five Tools (By Business Model) All Companies B-to-B Companies B-to-C Companies Keyword Research and Keyword Research and Keyword Research and Tracking (77%) Tracking (82%) Tracking (67%) Media Monitoring (64%) Media Monitoring (64%) Media Monitoring (65%) Buzz [news and media Automated Collection (51%) Automated Collection (61%) analysis] (47%) Buzz [news and media Key Word Feeds (50%) Automated Collection (35%) analysis] (46%) Online or Traditional Clipping Buzz [social media analysis] Key Word Feeds (45%) Services (48%) (35%) SURVEY QUESTION: Please indicate the tools/software your department commonly uses (check all that apply).The contents of these pages are copyright © 2012 Frost Sullivan. All rights reserved. Growth Team Membership™ research.
  33. 33. growth team m e m b e r s h i p™ 2012 survey results Section 5 33 Social media is primarily used to monitor competitors’ product or service development activities Purpose of Top Six Social Media Activities 59% Use Special interest blogs/forums/communities Tracking competitor product/service development (32%) 57% Use Company blogs/forums Tracking competitor product/service development (29%) 57% Use Professional networking sites (e.g., LinkedIn) Following key influencers (29%) 40% Use Social networking sites (e.g., Facebook) Tracking competitor product/service development (33%) 40% Use Video Sharing (e.g. You Tube) Tracking competitor product/service development (54%) 38% Use Microblogs (e.g., Twitter) Capturing voice of the customer (35%) SURVEY QUESTION: What is the primary purpose of your department’s social media use?The contents of these pages are copyright © 2012 Frost Sullivan. All rights reserved. Growth Team Membership™ research.
  34. 34. growth team m e m b e r s h i p™ 2012 survey results Section 5 34 Respondents are less likely to use social media to track voice of the customer or gather competitive insights from employees Purpose of Bottom Six Social Media Activities 34% Use Personal blogs Capturing voice of the customer (26%) Following key influencers (26%) 27% Use Internal company social networking sites (e.g., Yammer) Capturing competitive insights from your employees (55%) 27% Use SlideShare Tracking competitor product/service development (53%) 25% Use Wikis Capturing competitive insights from your employees (29%) 12% Use Consumer review sites (e.g., Yelp) Capturing voice of the customer (25%) 12% Use Employee review sites (e.g., Glassdoor) Benchmarking (32%) SURVEY QUESTION: What is the primary purpose of your department’s social media use?The contents of these pages are copyright © 2012 Frost Sullivan. All rights reserved. Growth Team Membership™ research.
  35. 35. growth team m e m b e r s h i p™ 2012 survey results Section 5 35 Respondents are confident in their ability to leverage special interest blogs, forums, and communities for research Effectiveness of Social Media Activities 100% 2% 2% 5% 4% 5% 11% 8% 16% 12% 17% 14% 20% 13% 20% 29% 11% 29% 47% 30% 41% 47% 58% 52% 59% 46% 62% 59% 50% 42% 48% 25% 21% 32% 13% 10% 25% 5% 15% 17% 7% 14% 13% 25% 24% 19% 21% 21% 12% 12% 14% 16% 15% 7% 8% 0% Social Professional Internal Consumer Employee Company Special Personal Blogs Microblogs Wikis SlideShare Video Sharing Networking Networking Company Review Sites Review Sites Blogs/Forums Interest Blogs/ (e.g., Twitter) (e.g., YouTube) Sites (e.g., Sites (e.g., Social (e.g., Yelp) (e.g., Forums/ Facebook) LinkedIn) Networking Glassdoor) Communities Sites (e.g., Yammer) Poor Below Average Average Above Average Exceptional SURVEY QUESTION: How would you rate the effectiveness of your department’s social media use efforts?The contents of these pages are copyright © 2012 Frost Sullivan. All rights reserved. Growth Team Membership™ research.
  36. 36. growth team m e m b e r s h i p™ 2012 survey results 36 INTRO SECTION 1 SECTION 2 SECTION 3 SECTION 4 SECTION 5 SECTION 6 Respondent DemographicsThe contents of these pages are copyright © 2012 Frost Sullivan. All rights reserved. Growth Team Membership™ research.
  37. 37. growth team m e m b e r s h i p™ 2012 survey results Section 6 37 Respondent Demographics Enterprise Type Business Model Not for Profit Government/Public Sector 2% The majority of the Venture Capital 2% B-to-C (Direct) respondents work in 6% Hybrid Company B-to-B companies. 6% Public 26% 40%Most of the respondentswork in privately held 57% B-to-Bcompanies. 17% Company 44% B-to-C (Indirect) Private Company N = 159 N = 159 Company Revenue 60% 35% 30% 24% 17% 13% 11% 0% Below $100 Million to $500 Million to $1 Billion to More than N = 154 $100 Million $499.99 Million $999.99 Million $11 Billion $11 Billion SURVEY QUESTION: Please indicate the type of enterprise, business model, and revenue that best represents your company. The contents of these pages are copyright © 2012 Frost Sullivan. All rights reserved. Growth Team Membership™ research.
  38. 38. growth team m e m b e r s h i p™ 2012 survey results Section 6 38 Respondent Demographics: Region and Top Five Participating Industries Region Industries Other 1% 2% Africa Middle East 3% Automotive and Transportation 14% Europe 27% Electronics and 15% 52% Americas Security 15% Chemicals, Materials, 16% and Food Asia Pacific N = 158 Information and Communication 27% Technologies Healthcare and Life Sciences 34% 0% 20% 40% N = 158 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.

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