Growth Team Membership Americas 2010 Market Research and Competitive Intelligence Priorities Survey Results
 

Growth Team Membership Americas 2010 Market Research and Competitive Intelligence Priorities Survey Results

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Growth Team Membership Americas 2010 Market Research and Competitive Intelligence Priorities Survey Results.

Growth Team Membership Americas 2010 Market Research and Competitive Intelligence Priorities Survey Results.

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Growth Team Membership Americas 2010 Market Research and Competitive Intelligence Priorities Survey Results Growth Team Membership Americas 2010 Market Research and Competitive Intelligence Priorities Survey Results Presentation Transcript

  • Growth Team Membership™:Americas 2010 Market Research and Competitive Intelligence Priorities Survey Results April 2010
  • What is Growth Team Membership™? Growth Team Membership™ (GTM) is an annual subscription program that offers research, events and services designed to increase the effectiveness, productivity, and impact of executives in the functions that support the CEO’s growth strategy.If you have any questions orcomments, please contact us atGTMResearch@frost.com Growth Team Membership™ Research. 2
  • Table of Contents PageSection 1: Survey Purpose and Respondents 4Section 2: External Factors Shaping Market Research & CI Strategies 5Section 3: Key Market Research Challenges 9 Section 3.1: By Business Model 13Section 4: Market Research Effectiveness and Expenditures 14 Section 4.1: By Business Model 15Section 5: Key Competitive Intelligence Challenges 24 Section 5.1: By Business Model 28Section 6: Competitive Intelligence Effectiveness and Expenditures 29 Section 6.1: By Business Model 30Section 7: Respondent Demographics 39The content of these pages are © 2010 Frost & Sullivan. All rights reserved. Growth Team Membership™ Research. 3
  • Survey Purpose and RespondentsResearch ObjectiveTo understand the most pressingexternal and internal challengesshaping market research andcompetitive intelligence executives’2010 planning.MethodologyWeb-based survey platformSurvey PopulationTarget respondents were Managerlevel and above market researchand CI executives from companiesthroughout North and Latin America. There were 69 surveyCo-Sponsor respondents Growth Team Membership™ Research. 4
  • External Factors Shaping Market Research and Competitive Intelligence Strategies Growth Team Membership™ Research. 5
  • Top Three External Factors KEY TAKEAWAY: Strategies are heavily influenced by customer shifts and competitor activities Intensifying Competition 26% Need for product/service 16% innovation and capabilities Changes in customer buying 20% behavior 0% 25% 50% Survey Question: Please indicate the three business environment factors that have the most impact on your 2010 market research and competitive intelligence plans.N = 65 Growth Team Membership™ Research. 6
  • External Factors Impact on Market Research and Competitive Intelligence KEY TAKEAWAY: For 2010, the top three external factors impacting strategies are overwhelmingly negative. Negative Impact 100% 90% 73% 67% 50% 0% Intensifying Competition Need for product/service innovation Changes in customer buying behavior and capabilities Survey Question: Please indicate the impact that each of the following forces have on your 2010 market research and competitive intelligence plans.N = 65 Growth Team Membership™ Research. 7
  • Top Three External Factors (By Business Model) KEY TAKEAWAY: There is a considerable overlap in external challenges regardless of business model B-to-B B-to-C Hybrid External Tapping into global market Adjusting to the economic Intensifying competition Factor 1 opportunities (20%) downturn (33%) (35%) External Need for product/service Intensifying competition Changes in customer innovation and capabilities Factor 2 (31%) buying behavior (33%) (23%) External Changes in customer Need for product/service Changes in customer Factor 3 innovation and capabilities buying behavior (19%) buying behavior (24%) (33%)N = 65 Growth Team Membership™ Research. 8
  • Key Market Research Challenges Growth Team Membership™ Research. 9
  • Key Market Research Challenges SnapshotAll Companies B-to-B Companies B-to-C CompaniesTop three challenges: Top three challenges: Top three challenges:1 Identifying and synthesizing 1 Identifying and synthesizing 1 Ensuring internal disparate information sources disparate information sources clients/stakeholders integrate research insights into their2 Ensuring internal 2 Ensuring internal decision making clients/stakeholders integrate clients/stakeholders integrate research insights into their research insights into their 2 Enhancing Market Research’s decision making decision making capabilities to provide consultative support to internal3 Contributing to the company’s 3 Ensuring the research clients/stakeholders strategic priorities portfolio/agenda contains the right balance of strategic and 3 Identifying and synthesizing tactical projects disparate information sources Growth Team Membership™ Research. 10
  • Top Five Key Market Research Challenges KEY TAKEAWAY: Market Research’s top challenges reflect their need to enhance insight generation for stakeholders and the perennial issues around organizing information. Challenge 1 Identifying and synthesizing disparate information sources (22%) Ensuring internal clients/stakeholders integrate research insights into their Challenge 2 decision making(33%) Challenge 3 Contributing to the company’s strategic priorities (15%) Enhancing Market Research’s capabilities to provide consultative support to Challenge 4 internal clients/stakeholders(24%) Challenge 5 Maintaining a portal for centralized knowledge management (39%) Survey Question: Please indicate the top five challenges shaping your Market Research decision-making in 2010.N =27 Growth Team Membership™ Research. 11
  • Root Cause of Top Five Market Research Challenges KEY TAKEAWAY: Process and Technology are cited as the predominant root causes of Market Research’s challenges. 100% Staff Staff 11% Process 22% Staff Staff 33% 33% 33% Process 22% 50% Process Technology 78% Process Process Technology 67% 67% 67% 67% 0% Identifying and Ensuring internal Contributing to the Enhancing Market Maintaining a portal synthesizing clients/stakeholders company’s strategic Research’s for centralized disparate information integrate research priorities capabilities to knowledge sources insights into their provide consultative management decision making support to internal clients/stakeholders Survey Question: For the top five challenges you selected above, please indicate whether the root cause of the challenge is staff, technology, or process.N = 27 Growth Team Membership™ Research. 12
  • Top Three Market Research Challenges (By Business Model) KEY TAKEAWAY: Regardless of business model the top market research challenges remain the same. B-to-B B-to-C Hybrid Ensuring internal Identifying and clients/stakeholders Identifying and Challenge 1 synthesizing disparate integrate research insights synthesizing disparate information sources (25%) into their decision making information sources (21%) (100%) Enhancing Market Ensuring internal Research’s capabilities to Ensuring internal clients/stakeholders provide consultative clients/stakeholders Challenge 2 support to internal integrate research insights integrate research insights into their decision making clients/stakeholders into their decision making (42%) (100%) (29%) Ensuring the research Identifying and portfolio/agenda contains Contributing to the Challenge 3 synthesizing disparate the right balance of company’s strategic information sources strategic and tactical priorities (29%) (100%) projects (17%)N = 27 Growth Team Membership™ Research. 13
  • Market Research Effectiveness and Expenditures Growth Team Membership™ Research. 14
  • Market Research Expenditures and Effectiveness SnapshotAll Companies B-to-B Companies Hybrid Companies Rank their market research Rank their marketing effectiveness Rank their market research effectiveness as above average as average effectiveness as above average Budgets are evenly distributed Largest budget expenditures are on Largest budget expenditures are on across research activities market sizing and business product testing and customer intelligence behavior Expect the number of vendors they work with to stay the same Expect the number of vendors they Expect the number of vendors they in 2010 work with to stay the same in 2010 work with to stay the same in 2010 Expect the percentage of their Expect the percentage of their Expect their percentage of their budget spent on vendors to stay budget spent on vendors to stay the budget spent on vendors to the same in 2010 same in 2010 decrease moderately in 2010 Expect their staffing levels to stay the same in 2010 Expect their staffing levels to stay Expect their staffing levels to stay the same in 2010 the same in 2010 Expect their budgets to increase moderately in 2010 Expect their budgets to stay the Expect their budgets to increase same in 2010 moderately in 2010 Note: Due to small response rates, there is no data available for B-to-C Respondents. Growth Team Membership™ Research. 15
  • Market Research’s View of Its Effectiveness (By Business Model) KEY TAKEAWAY: B-to-B companies are more likely to rank their Market Research’s effectiveness as Average. All Companies B-to-B Companies Exceptional Exceptional Average 9% 12% 40% Above Average 27% Above Average 48% Average 64% Hybrid Companies Exceptional 15% Average 23% Above Average 62% Survey Question: Please assess the overall effectiveness of your marker research function compared to those in other firms within your industry.N = 25 Growth Team Membership™ Research. 16
  • 2009 Market Research Budgets (By Business Model) KEY TAKEAWAY: Most respondents’ companies are likely to allocate under $500,00 to their Market Research budgets.80% 75%60% 44% The red percentages are for all respondents.40% 28% 25% 25%20% 17% 8% 17% 8%17% 4%8% 4%8% 4% 8% 0% 0% 0% 0% 0% 0% Less than $500,000 $500,000 to $1 Million to $2.99 $3 Million to $4.99 $5 Million to $9.99 $10 Million to $20 Million or more $999,999 Million Million Million $19.99 Million B-to-B Hybrid All Companies Survey Question: Please indicate your 2009 total market research budget (all expenditures on primary, secondary syndicated and other research but excluding general & administrative expenses such as salaries) was in the range of in US$.N = 25 Growth Team Membership™ Research. 17
  • Market Research Budget Allocation (By Business Model) KEY TAKEAWAY: B-to-B companies are likely to allocate three times as much of their budget to market sizing and business intelligence activities than their peers in hybrid companies. 20% The red percentages are the median 18% values for all companies’ marketing 18% budget by category. 15% 15% 10% 10% 10% 10% 10% 10% 11% 10% 10% 10% 10% 8% 5% 5% 5% 5% 3% 0% Market Size/Structure Product/Service Branding, Messaging, Customer/Consumer Pricing Research Customer Business/Competitive Development and Testing and MarCom Behavior Satisfaction/Market Intelligence Tracking B-toB Hybrid Overall Survey Question: Please provide the percentage allocation of your total 2009 market research budget to the following research categories (must sum to 100%)N = 25 Growth Team Membership™ Research. 18
  • 2010 vs. 2009 Vendor Portfolio (By Business Model) KEY TAKEAWAY: Regardless of business model, market researchers report no change in the number of vendors they will be working with in 2010. All Companies B-to-B Companies Decrease Decrease Increase Increase Substantially Substantially Moderately Moderately 8% 8% 15% 25% Decrease Decrease Moderately Moderately 17% 23% Stay the Same 54% Stay the Same 50% Hybrid Companies Decrease Increase Substantially Moderately 8% 8% Decrease Moderately 30% Stay the Same 54% Survey Question: In comparison to 2009, your 2010 the number of vendors your market research function works with will:N = 26 Growth Team Membership™ Research. 19
  • 2010 vs. 2009 Vendor Budget (By Business Model) KEY TAKEAWAY: For most respondents 2010 will see budget stability as corporate cost cutting abates. All Companies B-to-B Companies Decrease Decrease Substantially Increase Substantially Increase 11% Moderately 8% Moderately 23% Decrease 25% Decrease Moderately Moderately 17% 27% Stay the Same 50% Stay the Same 39% Hybrid Companies Decrease Increase Substantially Moderately 15% 23% Decrease Stay the Same Moderately 23% 39% Survey Question: In comparison to 2009, your 2010 the percentage of your market research budget allocated to vendors will:N = 26 Growth Team Membership™ Research. 20
  • 2010 vs. 2009 Staffing Plans (By Business Model) KEY TAKEAWAY: Market Research functions plan on maintaining their current staffing levels in 2010. All Companies B-to-B Companies Increase Decrease Decrease Substantially Moderately Moderately 4% 8% Increase 12% Increase Moderately Moderately 25% 19% Stay the Same 65% Stay the Same 67% Hybrid Companies Increase Decrease Substantially Moderately 8% 15% Increase Moderately 15% Stay the Same 62% Survey Question: In comparison to 2009, your 2010 market research staff will:N = 26 Growth Team Membership™ Research. 21
  • 2010 vs. 2009 Budgets (By Business Model) KEY TAKEAWAY: The majority of respondents’ 2010 budgets will stay the same or increase. All Companies B-to-B Companies Decrease Decrease Increase Substantially Substantially Increase Moderately 8% 8% Moderately 15% 25% Decrease Moderately Decrease 31% Moderately 25% Stay the Same Stay the Same 46% 42% Hybrid Companies Decrease Increase Moderately Substantially 15% 15% Stay the Same 24% Increase Moderately 46% Survey Question: In comparison to 2009, your 2010 market research budget will:N = 26 Growth Team Membership™ Research. 22
  • Anticipated Company Performance in 2010 (By Business Model) KEY TAKEAWAY: Regardless of business models, respondents are optimistic about their company’s performance in 2010. All Companies B-to-B Companies Decrease Decrease Substantially Increase Substantially 4% Substantially 9% Decrease Decrease 8% Moderately Moderately 12% 9% Increase Moderately Increase 46% Moderately Stay the Same 44% Stay the Same 32% 36% Hybrid Companies Decrease Moderately Increase 4% Substantially 16% Stay the Same 16% Increase Moderately 63% Survey Question: In comparison to 2009, your company’s performance by the end of 2010 will:N = 25 Growth Team Membership™ Research. 23
  • Key Competitive Intelligence Challenges Growth Team Membership™ Research. 24
  • Key Competitive Intelligence Challenges SnapshotAll Companies B-to-B Companies B-to-C CompaniesTop three challenges: Top three challenges: Top three challenges:1 Embedding an understanding 1 Embedding an understanding 1 Engaging internal of CI’s benefits with executive of CI’s benefits with executive clients/stakeholders to diagnose management management their specific intelligence needs2 Packaging and communicating 2 Packaging and communicating 2 Packaging and communicating competitive data and insights competitive data and insights competitive data and insights to to drive stakeholder decision to drive stakeholder decision drive stakeholder decision making making making3 Developing a methodology for 3 Creating and managing a portal 3 Embedding an understanding of identifying disruptive or to centralize CI-related CI’s benefits with executive emergent challenges information within the company management Growth Team Membership™ Research. 25
  • Top Five Key Competitive Intelligence Challenges KEY TAKEAWAY: CI’s challenges reflect their need to contribute to the bottom line of their companies and the struggle to capture competitive information from a myriad of sources. Challenge 1 Embedding an understanding of CI’s benefits with executive management (15%) Packaging and communicating competitive data and insights to drive stakeholder Challenge 2 decision making (26%) Challenge 3 Developing a methodology for identifying disruptive or emergent challenges (19%) Using informal networks to capture the competitive information held by the Challenge 4 company’s employees (12%) Entrenching competitive intelligence insights in the company’s revenue-generating Challenge 5 activities, e.g. Sales (16%) Survey Question: Please indicate the top five challenges shaping your Competitive Intelligence decision-making in 2010.N = 27 Growth Team Membership™ Research. 26
  • Root Cause of Top Five Competitive Intelligence Challenges KEY TAKEAWAY: Process is indicated as the primary root cause of four of CI’s top challenges. However, Staff is indicated as the root cause for embedding the benefits of CI with executive management. Staff Staff Staff 100% Staff 33% Staff 75% Process 86% Process Process 50% 100% 100% Process 67% Process 25% Technology 14% 0% Embedding an Packaging and Developing a methodology Using informal networks to Entrenching competitive understanding of CI’s communicating for identifying disruptive or capture the competitive intelligence insights in the benefits with executive competitive data and emergent challenges information held by the company’s revenue- management insights to drive company’s employees generating activities, e.g., stakeholder decision Sales making Survey Question: For the top five challenges you selected above, please indicate whether the root cause of the challenge is staff, technology, or process.N = 27 Growth Team Membership™ Research. 27
  • Top Three Competitive Intelligence Challenges (By Business Model) KEY TAKEAWAY: Regardless of business model, the top three challenges of CI remain the same. B-to-B B-to-C Hybrid Embedding an Engaging internal Embedding an Challenge 1 understanding of CI’s clients/stakeholders to understanding of CI’s benefits with executive diagnose their specific benefits with executive management (14%) intelligence needs (40%) management (25%) Packaging and Packaging and communicating competitive Packaging and communicating competitive data and insights to drive communicating competitive Challenge 2 data and insights to drive stakeholder decision data and insights to drive stakeholder decision making (20%) stakeholder decision making (21%) making (39%) Creating and managing a Embedding an Developing a methodology Challenge 3 portal to centralize CI- understanding of CI’s for identifying disruptive or related information within benefits with executive emergent challenges (50%) the company (21%) management (20%)N = 27 Growth Team Membership™ Research. 28
  • Competitive Intelligence Effectiveness and Expenditures Growth Team Membership™ Research. 29
  • Competitive Intelligence Expenditures and Effectiveness SnapshotAll Companies B-to-B Companies B-to-C Companies Rank their competitive intelligence Rank their competitive intelligence Rank their competitive intelligence effectiveness as average effectiveness as average effectiveness as average or exceptional Report directly to the Marketing Report directly to the Marketing function function Report directly to the Marketing function Expect the number of vendors they Expect the number of vendors they work with to stay the same in 2010 work with to stay the same in 2010 Expect the number of vendors they work with to stay the same in 2010 Expect the percentage of their Expect the percentage of their budget spent on vendors to Expect their percentage of their budget spent on vendors to stay increase moderately in 2010 the same in 2010 budget spent on vendors to stay the same in 2010 Expect their staffing levels to stay Expect their staffing levels to stay the same in 2010 the same in 2010 Expect their staffing levels to increase in 2010 Expect their budgets to stay the same in 2010 Expect their budgets to stay the same in 2010 Expect their budgets to decrease moderately in 2010 Growth Team Membership™ Research. 30
  • Competitive Intelligence’s View of Its Effectiveness (By Business Model) KEY TAKEAWAY: B-to-C companies are more likely to rank the effectiveness of their CI function as exceptional. All Companies B-to-B Companies Exceptional Below Average Exceptional Below Average 19% 15% 15% 15% Above Average Above Average 31% Average 22% Average 39% 44% Hybrid Companies B-to-C Companies Exceptional Below Average Below Average 11% 11% 20% Exceptional Above Average 40% 22% Average Average 56% 40% Survey Question: Please assess the overall effectiveness of your competitive intelligence function compared to those in other firms within your industry.N =27 Growth Team Membership™ Research. 31
  • 2009 Competitive Intelligence Budgets (By Business Model) KEY TAKEAWAY: Regardless of business model, most companies allocate less than $250,000 to their annual CI budget. The red percentages 80% 59% are for all respondents. 67% 60% 57% 50% 40% 19% 29% 25% 25% 20% 4% 7% 11% 11% 11% 7% 7% 0% 7% 1% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% Less than $250,00O to $500,000 to $1 Million to $2 Million to $3 Million to $4 Million to $5 Million or more $250,000 $499,999 $999,999 $1.99 Million $2.99 Million $3.99 Million $4.99 Million B-to-B B-to-C Hybrid All Companies Survey Question: Please indicate your 2009 total competitive intelligence budget (all expenditures on competitive intelligence activities but excluding general & administrative expenses such as staff) was in the range of in US$.N = 27 Growth Team Membership™ Research. 32
  • Direct Line Reporting of Competitive Intelligence Functions KEY TAKEAWAY: Regardless of business model, CI departments tend to report directly to Marketing. The red percentages 60% are for all respondents. 46% 50% 46% 44% 40% 17% 25% 25% 22% 20% 18% 13% 13% 11% 11% 8% 11% 9% 9% 9% 9% 3% 0% 0% 0% 0% 0% Marketing Strategy/Planning Market Research Sales/Business CEO/President/ R&D/Innovation Development General Manager B-to-B Companies B-to-C Companies Hybrid Companies All Companies Survey Question: Your CI department reports directly into the following function.N = 24 Growth Team Membership™ Research. 33
  • 2010 vs. 2009 Vendor Portfolio (By Business Model) KEY TAKEAWAY: CI executives report no plans to change the number of vendors they employ in 2010. All Companies B-to-B Companies Decrease Increase Increase Substantially Substantially Decrease Substantially 3% 4% Moderately 7% Decrease Increase 21% Moderately Moderately 14% Increase 29% Moderately 29% Stay the Same 50% Stay the Same 43% Hybrid Companies B-to-C Companies Decrease Decrease Substantially Moderately 12% 20% Increase Moderately 44% Stay the Same 44% Stay the Same 80% Survey Question: In comparison to 2009, your 2010 the number of vendors your competitive intelligence function works with will:N = 28 Growth Team Membership™ Research. 34
  • 2010 vs. 2009 Vendor Budget (By Business Model) KEY TAKEAWAY: With the exception of B-to-C companies, respondents indicate they will increase their 2010 vendor budget. All Companies B-to-B Companies Decrease Increase Substantially Substantially 3% Decrease Increase Decrease 4% Moderately Moderately Moderately 25% Increase 28% 36% Moderately 32% Stay the Same Stay the Same 36% 36% Hybrid Companies B-to-C Companies Decrease Increase Substantially Substantially 11% 11% Decrease Decrease Moderately Moderately 11% 40% Increase Stay the Same Moderately 60% Stay the Same 45% 22% Survey Question: In comparison to 2009, your 2010 the percentage of your competitive intelligence budget allocated to vendors will:N = 28 Growth Team Membership™ Research. 35
  • 2010 vs. 2009 Staffing Plans (By Business Model) KEY TAKEAWAY: Most companies do not intend to change their CI staffing levels in 2010. All Companies B-to-B Companies Increase Decrease Decrease Substantially Increase Moderately Moderately 4% Moderately 14% 8% Increase 21% Moderately 21% Stay the Same Stay the Same 61% 71% Hybrid Companies B-to-C Companies Increase Decrease Increase Decrease Substantially Moderately Moderately Moderately 11% 20% 20% 11% Increase Moderately 11% Stay the Same 67% Stay the Same 40% Survey Question: In comparison to 2009, your 2010 competitive intelligence staff will:N = 28 Growth Team Membership™ Research. 36
  • 2010 vs. 2009 Budgets (By Business Model) KEY TAKEAWAY: Respondents indicate that their CI budgets are likely to remain static in 2010. All Companies B-to-B Companies Decrease Increase Substantially Decrease Substantially 4% Moderately 7% 7% Increase Decrease Increase Moderately Moderately Moderately 18% 36% 25% Stay the Same 46% Stay the Same 57% Hybrid Companies B-to-C Companies Decrease Substantially Increase Increase 11% Substantially Moderately 22% 20% Decrease Moderately 11% Increase Decrease Moderately Stay the Same Moderately 11% 20% 60% Stay the Same 45% Survey Question: In comparison to 2009, your 2010 market research budget will:N = 28 Growth Team Membership™ Research. 37
  • Anticipated Company Performance in 2010 (By Business Model) KEY TAKEAWAY: The majority of respondents are optimistic about their company’s performance in 2010. All Companies B-to-B Companies Increase Increase Decrease Substantially Decrease Substantially Moderately 4% Moderately 7% 7% 14% Stay the Same Increase 28% Moderately Increase 36% Moderately 61% Stay the Same 43% Hybrid Companies B-to-C Companies Increase Moderately Stay the Same 11% 20% Increase Increase Moderately Substantially 80% 89% Survey Question: In comparison to 2009, your company’s performance by the end of 2010 will:N = 28 Growth Team Membership™ Research. 38
  • Market Research and CompetitiveIntelligence Respondent Demographics Growth Team Membership™ Research. 39
  • Demographics Respondents tended to be from public, B-to-B companies whose 2009 revenue ranged from $1 to $11 billion. Enterprise Type Business ModelOver half of the Privaterespondents work in 27%a public company. Hybrid B-to-B Company Company 38% 49% Venture Capital 1% Public 72% N =67 N = 68 B-to-C Company 13% Company Revenue 60% 42% 27% 30% 15% 5% 6% 0% Below $100 million $100 to $499.99 $500 million to $1 billion to $11 More than $11 N = 67 million $999.99 million billion billion Survey Question: Please indicate the type of enterprise best represents your organization. Growth Team Membership™ Research. 40
  • Demographics: Top Five Participating IndustriesChemicals, Materials, and Food 10% Energy and Power Systems 12% Financial Services 13%Information and Communication 19% Technologies Healthcare and Life Sciences 20% 0% 15% 30% Survey Question: Please indicate which of these Industry categories best describes you organization (please indicate all that apply).N = 69 Growth Team Membership™ Research. 41
  • Contact Us If you have any questions or comments, please contact us at GTMResearch@frost.com Growth Team Membership™ Research. 42