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Assessing the Value Proposition - 2012 Marketing Priorities Survey Results
 

Assessing the Value Proposition - 2012 Marketing Priorities Survey Results

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Results and analysis of the value proposition from the 2012 marketing priorities survey conducted globally.

Results and analysis of the value proposition from the 2012 marketing priorities survey conducted globally.

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    Assessing the Value Proposition - 2012 Marketing Priorities Survey Results Assessing the Value Proposition - 2012 Marketing Priorities Survey Results Presentation Transcript

    • growth team m e m b e r s h i p™ 1 global Assessing the Value Proposition 2012 marketing priorities survey results TWEET ABOUT THE SURVEYS #2012priorities Co-SponsorThe 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 value proposition Insufficient personnel SECTION 2: Marketing Resource Trends Budgets Resources Resource Allocation Marketing typically has an annual budget 2012 budgets will increase moderately and Marketers are allocating equal resources to under $1 million staffing levels will remain 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 Marketers indicate that they are best at Marketing’s priority is developing effectiveness is “Average” leveraging 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 539 survey respondents Research Objective Methodology Survey Population Co-Sponsor To understand the most pressing Web-based survey platform Manager-level and above marketing challenges shaping marketing executives from companies globally executives’ 2012 planningThe 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 become sales force via improved messaging techniques. diffused and weaken the value proposition. Prioritizing Markets and Market Segments Marketing executives must increase their familiarity Learn how Tandberg made customer segmentation the foundation of with prospects to prioritize segments based on fit its customer-centric business model. with core capabilities. Creating Effective Demand Generation Using Social Media Employees and customers are using social media— whether you harness it or not is up to you. Marketers Learn how Cisco created a Social Media Center of Excellence aimed need to enable practitioners with best practices in at improving employees’ capabilities in listening, planning, engaging, social networking to speak with one voice and engage and measuring. prospects. 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 (19%) Understanding changing customer preferences and needs/ Challenge 2 incorporating voice of the customer (12%) Challenge 3 Improving sales and marketing integration (14%) Challenge 4 Measuring marketing ROI (11%) Challenge 5 Prioritizing markets and market segments (9%) 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 The overriding root cause of Marketing’s challenges is limited staff Top Five Marketing Challenges Root Cause of Top Five Marketing Challenges Developing a compelling value Challenge 1 Staff: Limited resources (28%) proposition Understanding changing customer Challenge 2 preferences and needs/incorporating Staff: Limited resources (28%) voice of the customer Improving sales and marketing Strategic Alignment: Insufficient senior Challenge 3 integration management support (20%) Challenge 4 Measuring marketing ROI Process: Lack of process (30%) Prioritizing markets and market Challenge 5 Staff: Limited resources (29%) 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 Section 1 10 Developing a compelling value proposition is a top challenge for both B-to-B and B-to-C marketers Top Five Marketing Challenges (By Business Model) B-to-B B-to-C Challenge 1 Developing a compelling value proposition (26%) Developing a compelling value proposition (15%) ROOT CAUSE Staff: Limited resources (26%) Staff: Limited resources (38%) Understanding changing customer preferences Challenge 2 and needs / incorporating voice of the Improving sales and marketing integration (12%) customer (13%) ROOT CAUSE Staff: Limited resources (38%) Staff: Limited resources (67%) Developing segment-specific marketing Challenge 3 Prioritizing markets and market segments (12%) programs (10%) ROOT CAUSE Staff: Limited resources (36%) Root Cause: Staff: Limited resources (50%) Prioritizing markets and market segments (10%) Challenge 4 Measuring marketing ROI (11%) Driving sales usage of marketing collateral, tools, and resources (10%) ROOT CAUSE Process: Lack of process (37%) Process: Ineffective process Challenge 5 Improving sales and marketing integration (10%) Measuring marketing ROI (14%) Strategic Alignment: Lack of common ROOT CAUSE Process: Lack of process (47%) objectives (21%) 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.
    • growth team m e m b e r s h i p™ 2012 survey results 11 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 12 Most 2012 marketing budgets are below $1 million 2012 Marketing Budgets (By Business Model) 50% 47% 48% F 46% 40% 30% 24% 24% F 23% The red percentages are 20% for all respondents. 8% 10% 7% 6% 8% 10% 9% 9% 9% 7% F 7% F F 5% F 3% 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 All Companies B-to-B Companies B-to-C Companies 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 13 B-to-C companies are likely to allocate more revenue to their marketing budgets Percent of Revenue Dedicated to Marketing Budget (By Business Model) 3% 2.3% 2% 1% 0.9% 0.5% 0% All Companies B-to-B Companies B-to-C Companies SURVEY QUESTION:  hat is your 2012 total marketing budget (from the previous question) as a percentage of your company’s total 2011 revenue? WThe 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 B-to-B companies lead B-to-C companies in budget allocated to online/digital media Marketing Resource Allocations (By Business Model) 30% 30%30% F 25%20% 10% 10% 10% 10% 10% 10% 10% 10%10% F F F 6% 6% 5% 5% 5% 5% 5% F 4% F 2% 1% 3% 0% 2% 1% F 0% 0% F 0% 0% 0%0% F F 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) All Companies B-to-B Companies B-to-C Companies 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 15 Marketing staffing is expected to remain static in 2012 Marketing Staffing Changes (By Business Model) All Companies B-to-B Companies Decrease Substantially 2% Increase Substantially Decrease Substantially 2% Increase Substantially Decrease Moderately 5% Decrease Moderately 4% 8% 7% 34% 36% Increase Moderately Increase Moderately 51% 51% Stay the Same Stay the Same B-to-C Companies Decrease Substantially 3% Increase Substantially Decrease Moderately 7% 10% 29% Increase Moderately 51% Stay the Same SURVEY QUESTION: In comparison to 2011, your 2012 marketing staffing 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 16 Marketing budgets are expected to increase across all business models Marketing Budget Changes (By Business Model) All Companies B-to-B Companies Decrease Substantially 4% Increase Substantially Decrease Substantially 3% Increase Substantially 9% Decrease Moderately 8% Decrease Moderately 14% 14% 38% Increase Moderately 41% Increase Moderately 35% 34% Stay the Same Stay the Same B-to-C Companies Decrease Substantially 4% Increase Substantially Decrease Moderately 11% 14% 34% Increase Moderately 37% Stay the Same SURVEY QUESTION: In comparison to 2011, your 2012 marketing 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 17 Marketers rate their performance as “Above Average” compared to their peers Marketing Effectiveness (By Business Model) All Companies B-to-B Companies Exceptional Exceptional Below Average Below Average 7% 8% 13% 12% Above Average 41% Average 39% Above Average 40% 40% Average B-to-C Companies Exceptional Below Average 4% 13% 44% 39% Average 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 18 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 19 Demand generation poses a bigger challenge to B-to-C companies Demand Generation Effectiveness (By Business Model) All Companies B-to-B Companies Exceptional 3% Exceptional 2% Below Average Below Average 18% 17% Above Average Above Average 32% 32% 47% 49% Average Average B-to-C Companies Exceptional 5% Below Average 20% Above Average 33% 42% 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 20 Adoption of social media and mobile marketing are marketers’ weakest demand generation capabilities Demand Generation Activities Effectiveness (All Companies) 100% 3% 3% 1% 5% 4% 4% 6% 5% 7% 10% 11% 21% 22% 20% 23% 25% 26% 19% 28% 28% 44% 35% 50% 48% 44% 49% 44% 42% 45% 37% 24% 21% 23% 35% 19% 21% 21% 20% 18% 5% 8% 6% 6% 7% 2% 5% 0% 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 21 B-to-B companies are confident in their ability to leverage customer segmentation Demand Generation Activities Effectiveness (B-to-B Companies) 100% 3% 2% 3% 1% 5% 4% 5% 7% 5% 10% 12% 20% 22% 23% 19% 26% 27% 18% 32% 32% 44% 50% 33% 43% 50% 52% 42% 41% 43% 32% 24% 21% 24% 38% 21% 20% 19% 20% 16% 6% 7% 7% 7% 7% 2% 5% 0% 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 22 Social media effectiveness among B-to-C companies is the largest area for improvement Demand Generation Activities Effectiveness (B-to-C Companies) 100% 3% 2% 5% 5% 7% 7% 8% 7% 5% 11% 18% 8% 17% 22% 24% 21% 21% 29% 19% 23% 44% 50% 46% 52% 46% 50% 40% 47% 38% 48% 27% 23% 21% 16% 24% 26% 22% 19% 18% 2% 8% 5% 8% 2% 3% 3% 0% 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 23 Marketing is focused on activities involving segmentation and the value proposition Demand Generation Activities for 2012 (By Business Model) All Companies B-to-B Companies B-to-C Companies Developing segment-specific campaigns Developing segment-specific campaigns (63%) Identifying new segments (66%) (65%) Refining the value proposition (63%) Developing qualification criteria Developing segment-specific campaigns Refining the value proposition (59%) collaboratively with Sales (58%) (65%) Developing qualification criteria Developing qualification criteria Reevaluating target segments (54%) collaboratively with Sales (58%) collaboratively with Sales (53%) Identifying new segments (57%) Identifying new segments (53%) Reevaluating target segments (52%) Reevaluating target segments (54%) Enhancing the contact database (51%) Refining the value proposition (48%) 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 24 Companies cite live events as a major component of demand generation Media Mix for Demand Generation Activities (By Business Model) All Companies B-to-B Companies B-to-C Companies 20% 20% 20% Email 5% 5% 5% Social Media 20% 25% 15% Live Events 10% 10% 5% Internet (search engine optimization) 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 25 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 26 Respondent Demographics Enterprise Type Business Model Venture Capital The majority of the B-to-C The majority of the Hybrid 4% 4% respondents come Company respondents come from from Public companies. (Indirect) B-to-B companies. 25% 50% Public 42% B-to-C 7% Private Company 68% (Direct) B-to-B Company N = 499 N = 496 Company Revenue 30% 30% 27% 17% 17% 9% 0% N = 487 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 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 27 Respondent Demographics: Region and Top Five Participating Industries Region Industries Other Middle East 2% 2% Information and Communication 20% Technologies Europe 30% 47% Healthcare and Life 20% Americas Sciences 19% Energy and Power 24% Systems Asia Pacific Chemicals, Materials, 26% N = 483 and Food Automotive and 27% Transportation 0% 15% 30% N = 483 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.