Accenture Turbulence for the CMO Insights report - May 2013
Accenture InteractiveTurbulence for the CMOCharting a path for the seamless customer experience
Turbulence for the CMO: Charting a path for the seamless customer experience2“The price sensitivity ofclients is reducing marketingeffectiveness.”CMO, UK transport and travel company
3Turbulence for the CMO: Charting a path for the seamless customer experienceBased on the 2012 Accenture InteractiveCMO Insights survey of more than 400 seniormarketers from 10 countries, CMOs need to:• Fundamentally change the marketingoperating model.• Build new skills internally.• Get the right set of partners.• Drive digital orientation throughoutthe enterprise.Their ability to restructure the organizationand work horizontally to deliver seamlessand relevant customer experiences acrossall touchpoints all day, every day, will beessential to business survival.Four Priorities fora Smoother RideTurbulence is the new normal for chief marketing officers(CMOs). In the face of increasing complexity in the marketsand customers they serve, CMOs are struggling to keep pacewith competing business demands, proliferating channels andpartners, and a disconnect between the talent they have and thecapabilities they need. But that doesn’t mean senior marketerscan’t improve performance despite this challenging environment.
4Turbulence for the CMO: Charting a path for the seamless customer experienceFigure 1: More CMOs feel underprepared (%)1-2 (not prepared) 3 4 5 (very well prepared)201220112009134834517492951839331061%66%five-point decrease in preparednessThe Pressure’s onAs CMOs steer a course throughthe rough waters of today’s globalmarketplace, one thing is certain:not enough feel prepared for the ride.Nearly four in 10 CMOs say they donot have the right people, tools andresources to meet their marketingobjectives. Compared to responsesfrom Accenture’s 2011 study, thisis a five-percentage point drop inpreparedness (Figure 1).Without a doubt, the pressure’s on. CMOsface wave after wave of competing businesspriorities, changing consumer behaviorsand higher customer expectations. All thesefactors contribute to an environment mademore and more complex by:1. Relentless demands.In the three years since Accenture begansurveying CMOs in global companiesaround the world,1none of the top businesspriorities have declined in importance.Profitable growth (87%) and operationalefficiency (85%) remain in the top positions,followed closely by the need for organicand inorganic growth and the agility tocapture opportunities quickly. So strong is thepressure for growth and efficiency today thatmarketers are being asked to support theseobjectives considerably more than they arebeing asked to cut marketing budgets (58%).2. Higher stakes.Customer issues maintain their dominance.For the third year in a row, requirements toacquire and retain customers and increasesales are the most important. As in previousyears, these customer challenges continueto increase in difficulty—by five to sixpercentage points every year.Across 15 enablers often used to supportcustomer centricity and sales, bothimportance and difficulty increased in2012. Among the new strategies on whichmarketers were surveyed in 2012, seven outof 10 CMOs found these to be important:• Synchronize the end-to-end customerexperience, from marketing to salesto service.• Enable agile, timely and relevant marketing.• Use data and technology for real-timemarketing impact.Importance levels also increased forefficiency-related factors, such as the needto cut costs for the marketing workforce andreduce non-payroll items. Six in 10 CMOsfound these areas important.1CMO Insights, Accenture, 2010-2012.“(Marketing) has to changeto keep current customersand acquire more customers.”Marketing director, US bankCMOs also found it much more difficult in2012 to improve the efficiency of marketingoperations (up eight percentage pointsover 2011) and improve their workforce’sresponsiveness to digital shifts and changingconsumers (up 10 percentage points over 2011).3. Smaller share of wallet.Although large majorities of CMOs sawhigher revenues (69%) and budgets (83%),four out of 10 senior marketers also saw flator declining market share in 2012. This isconsistent with CMOs’ belief that it will beharder to obtain and keep new customersand sell more to existing ones.4. Higher customer expectations.Relevance is here to stay. According tosurvey respondents, consumers’ expectationsfor relevant experiences are having thelongest-term impact on marketing strategy(65%). However, as in 2011, consumersstill expect value, trust, quality and bettercustomer service, along with relevance(Figure 2). Despite the apparent threat of“showrooming”, a minority of CMOs (40%)expect it to have a long-term impact.
5Turbulence for the CMO: Charting a path for the seamless customer experienceHighest to lowestLong Term ImpactAccuracyTrustable companyBecoming price-sensitiveConvenience to do businessPurchase via mobile device*Accuracy of the following statementsin terms of customer expectationsExpect offers and interactions that are relevant*Long term Impact onmarketing strategyBetter customer serviceMore innovative products or uniqueproduct featuresValue for their money747472746976696741326972757070747656616761676267665659604740666265Visit our stores but purchase online*Expectations for product qualityLong term Impact onmarketing strategy56616761665659604740656762676166622012 Very important (4) extremely important (5) 2011 Very important (4) extremely important (5) * New item for 2012Trustable companyExpectations for product qualityBecoming price-sensitiveVisit our stores but purchase online*Expect offers and interactions that are relevant*Better customer serviceMore innovative products or uniqueproduct featuresValue for their money7474727469766967413269727570707476Accuracy of the following statementsin terms of customer expectationsPurchase via mobile device*Convenience to do businessFigure 2: Relevance means the most to consumers (%)6261
Turbulence for the CMO: Charting a path for the seamless customer experienceCustomer EngagementMarketing OperationsDigital Orientation Offering InnovationWeakestinIndustry/UnimportantLeadingedge/EssentialCustomer Analytics3.333.363.533.463.503.483.543.443.593.613.463.523.693.523.610.330.370.220.380.310.150.340.400.250.340.430.470.270.250.15Importance 2009 Importance 2011 Importance 2012Performance 2009 Performance 2011 Performance 2012Performance GapFigure 3: Digital orientation is weakest capabilityThe black hole of ROICMOs find it difficult to quantifymarketing return on investment (ROI).Nearly one in five score themselvesas below average in multichannelattribution, correlating advertisingto sales, and measuring mediabuying effectiveness.Despite these gaps, 26% of marketerssay they are best at building long-lastingrelationships with customers. How can CMOssucceed with customers if they can’t measurethe most effective strategies to use withcustomers who are changing their behaviorsand interacting with brands differently?The digital disconnectIn such a complex and unforgivingenvironment, CMOs capitalize onfive capabilities to improve theircompany’s performance: offeringinnovation, customer analytics, digitalorientation, customer engagementand marketing operations.Of these five, digital orientation scores theweakest performance—at the exact momentwhen it needs to be the strongest. Digitalorientation—which Accenture defines asworking across the organization to infusea digital focus in all business processes andfunctions—is critical to achieving successacross virtually any marketing strategy.However, digital orientation has the largest“performance gap” (the spread betweenperformance and importance) among thefive marketing capabilities (Figure 3). CMOsrate digital’s importance in 2012 as thelowest (3.76) of any capability over thepast three years, and they rate digital’sperformance even lower (3.33).Yet digital orientation can have a profoundimpact on sales. The performance of digitalorientation in high-growth companies is21% greater than in negative sales growthcompanies (3.4 versus 2.8), even whenthe degree of importance is fairly uniform(3.81 versus 3.57). CMOs in high-growthcompanies have found a less turbulentpath by improving their digital focus.Two-thirds of CMOs recognize the need towork horizontally across the organization toinfuse a digital focus, but only 7% say theirefforts are leading edge. In fact, one in fivebelieves their company’s digital focus is theweakest in the industry due to inefficientbusiness processes, proliferating channelsand talent gaps.It’s a similar story when trying to engagecustomers and create value through digitalchannels. Two-thirds of senior marketersfeel it is an important capability to master.Only 13% believe their performanceis leading edge, and 16% think it’s weak.3.803.833.763.633.753.803.84 3.843.883.673.773.993.83 3.894.026
Inefficient business practices togetherwith lack of funding and otherresources negatively affect all fivemarketing capabilities (Figure 4).Inefficient business practices hit digitalorientation the hardest, cited by 22% ofCMOs. Working across the organization toinfuse digital awareness requires efficiencyin the business, so it is not a surprise thatCMOs face challenges in this area. Nor is itsurprising that 19% of CMOs say that digitalorientation suffers from a lack of integrationacross the business.The biggest barriers: inefficiency and lack of fundingProviding consumers with relevantexperiences will take an investment ofresources—perhaps not incremental, justa realignment and marshaling of resources.While access to customer data is the lowestbarrier, it is possible that CMOs do not haveprocesses in place to identify the right dataneeded to drive customer engagement.DigitalOrientation229121819515CustomerAnalytics6917132016OfferingInnovation7814 1318 18CustomerEngagement441015 15617MarketingOperations51016137Access to customer dataLack the required skillsLack of critical technology/toolsInefficient business practicesLack of funding/other resourcesLack of integration withother business functionsDon’t know/not sureFigure 4: The top two performance barriers (%)Biggest barriersTurbulence for the CMO: Charting a path for the seamless customer experience7819 1917
8Turbulence for the CMO: Charting a path for the seamless customer experienceAs channels multiply, CMOs say theyare unsure how to maximize ROIacross channels. With a multitude ofchannels in play—from face-to-facecustomer contact to paid search—CMOs find it increasingly complexto get the channel mix right. Forexample, two-thirds of marketersrealize that social media is animportant channel, but less thanhalf think they are using it effectively.Online and offline channels are mixedtogether in importance, reinforcing thecomplexity of charting a seamless customerexperience in the multichannel environment.In addition to reviewing channel andinvestment effectiveness, CMOs need to usecustomer analytics to develop segmentationstrategies so they can identify the channel mixmost relevant for customers and prospects.Analytics are especially useful as the demandfor multichannel marketing continues toincrease. While the importance of the top fivemarketing channels has risen by at least 10points over 2011, effective usage has nearlyplateaued, indicating a need to find betterways to use these channels.“(The most fundamental changeover the next five years will be)channel proliferation and themove away from traditionaldirect marketing to moreeffective ways of leveragingcustomer stories and referralsvia interactive media.”CMO, Financial Services, USAThe channel explosion:importance up,effectiveness down
9Turbulence for the CMO: Charting a path for the seamless customer experienceFigure 5a: A proliferation of partners (%)How is capability resourced?19 40 4111 50 3914 49 377 57 3711 52 3716 48 3712 53 3612 55 3412 58 305 65 3021 49 306 64 297 64 2815 56 2914 58 287 66 285 70 265 71 2310 67 234 64 3113 54 3310 58 32Don’t currently resource/fund Manage internally Manage externally with an agencyPaid searchSearch engine optimizationMedia mix optimizationCreative concept developmentSocial media monitoringMedia auditsMultichannel campaign managementMarketing analyticsConversion and optimizationCustomer insights/analyticsUser experienceAttribution management/modelingMarketing automationContent managementWebsite managementManaging customer dataManaging ROIMedia/advertising optimizationDirect mail/marketingBrand strategy developmenteMail marketingWeb analyticsThe partner proliferationWith the explosion of channels,CMOs have turned to a large mixof agencies and alliance partnersand created a highly fragmentedenvironment (Figure 5).Between 45% and 75% of marketing activitiesare managed by digital agencies, specializedagencies and marketing service providers.Also in the picture are traditional advertisingagencies, management consultants, systemsintegrators and public relations firms.With no clear strategic leader among theoutside resources, many CMOs default toineffective internal processes to createthe cross-agency view. However, high-growth companies use marketing serviceproviders and specialized agencies (both19%) to a greater extent than other typesof companies, indicating that selectivetypes of outside partners may help charta course to improved performance.
11Turbulence for the CMO: Charting a path for the seamless customer experience“With no clear strategic leaderamong the outside resources,many CMOs default to ineffectiveinternal processes to create thecross-agency view.”
12Turbulence for the CMO: Charting a path for the seamless customer experienceCMOs are generally more satisfiedwith marketing areas managed byexternal resources than with theirown people. In only six areas dointernal resources show highersatisfaction scores than those forexternal partners: brand strategydevelopment, direct mail andmarketing, marketing automation,web analytics, social mediamonitoring and paid search.However, there’s lots of room to improveCMO satisfaction across the board, especiallyin the areas of execution and delivery, wherepartners are seen as weakest by 64% ofsenior marketers (Figure 6).While one-third of CMOs say their partnershave improved on execution, a like numberhave not seen any change in their partnerrelationships. Worse, CMOs say their partnersare not doing a good job helping themtransform the marketing organization.The satisfaction shortage(12) Not at all satisfied 3 4 5 Extremely satisfiedExecutes flawlesslyCollaborate with our agencies/partnersUnderstand my businessCan talk both ‘technology’ and ‘creative’Support my marketing programs globallySupport multi-channel marketing programsAre innovative and push great ideasCan help transform my marketing organizationBring the right talent13423511Understand my brand 114039111337381212373913103642128374312113341158364214835451211324313Efficiently manage my budget, maximizing ROI 83243178294518Lack of business processes, briefs, decision-making, etc.Figure 6: Partners weakest at execution and delivery (%)Provide an integrated view of marketing effectivenessNot able to deliver what they promise/sell 82844209285014Partners are seen as weakest by 64%of senior marketers
While marketing budgets are expectedto show some growth next year, theallocation towards digital marketing isexpected to jump significantly (Figure7)—a sign that CMOs understand theirsituation and believe digital is criticalto their future.Some 28% of marketers—an increaseof five points over 2011—believe there willbe significant growth in marketing budgets,but more than half the respondents expectflat or little growth.The bigger, better digital budgetMeanwhile, CMOs are aggressivelyincreasing their budget allocationtowards digital marketing, with 66%assigning more than one-quarter of theirbudget to digital next year. The heaviestinvestments are in customer experienceand data and analytics. These investmentsalign with the priorities to acquire andretain customers and increase sales.Figure 7: Big jump in digital budgets (%)285518235719235226201220092011Negative growth Flat / Little growth Significant growthExpected changeMarketing budgetNext year This yearMarketing budget towards digital marketing66% of CMOs allocatingover one quarter of theirmarketing budgetto digitalTurbulence for the CMO: Charting a path for the seamless customer experience13More than 50%112325-49%3643Less than 25%5334
14Turbulence for the CMO: Charting a path for the seamless customer experienceThe new CMO agendaGiven the increase in customerexpectations and channelpreferences, it’s not surprisingthat seven in 10 CMOs expect themarketing function to changefundamentally in the next fiveyears (Figure 8).More than 70% of marketers in B2C, B2B2Cand significant-growth companies feel thisway. Marketers in APAC feel even stronger(85%), while those in EALA (58%) and B2Bcompanies (62%) feel less strongly thattransformation is on the way. Nonetheless,the current turbulent path is no place to linger.To achieve substantial change, CMOs needto do four things to transform marketingand streamline their agency mix so theycan improve marketing performance:• Fundamentally change the marketingoperating model. Over the next five yearsthe marketing function needs to undergofundamental change to stay on top ofchanging consumer behavior and channelproliferation. CMOs are looking to improveinnovation and internal capabilities.Transformation is also core to half of seniormarketers, whether it be completing atransformation in progress or initiating anorganizational transformation to becomemore digitally focused.Case in point: to create more relevantexperiences at scale, organizations needto mend the seams that reveal themselveswhen customers move among touchpoints.CMOs must drive a significant shift inorganizational culture so that consumerrelevance at scale becomes a key operatingprinciple shared by RD, manufacturing,marketing, sales, supply chain management,services and other departments that affectthe consumer experience.CMOs that have already beguntransforming their operating model areseeing significant sales growth (Figure9). In fact, more than half (53%) ofhigh-growth companies are relying on
15Turbulence for the CMO: Charting a path for the seamless customer experience20122009201130 7025 7538 62More than 70% of marketersin B2B2C and significantgrowth companies feel thatthe marketing function willfundamentally change overthe next 5 years.Overall201220122012201120112011APACEALANorth AmericaRegion20 8015 8529 7142 5824 7624 76Marketers in APAC aremore aggressive aboutthis change (85%) withmarketers in EALA (58%)and B2B marketers (62%)not feeling as stronglyabout such transformation.201220122012201120112011B to B to CB to CB to BCompany type252526757574262938747162201220122012201120112011SignificantFlat/littleNegativeSales growth252823757277293034717066No YesFigure 8: Fundamental changes in next 5 years (%)
Turbulence for the CMO: Charting a path for the seamless customer experience16organizational transformation to meettheir marketing objectives. The newmarketing organization, powered byanalytics and technology and focusedon business outcomes, will play a criticalintegration role across channels andbusiness units.• Build new skills internally. Marketerswill need to hire, reskill and redeploypeople to improve efficiency, agility andresponsiveness. Marketers need talentthat can create consistent, multichannelexperiences that meet customers’ needs,expectations and demands for relevance.Innovative employees are high on the CMOagenda. An emerging priority for marketingexecutives is to hire and grow talent that isdigitally experienced and can integrate wellwith the IT department.CMOs plan to have more employeesfocused on analytics and digital marketingin the year ahead (Figure 10). About one-quarter of senior marketers are dedicating41-60% of their employees to these areas.They recognize the importance of analyticsin understanding how consumers’ desiresfor relevance drive marketing decisions.With the shift in budgets to digital, thenumber of employees focused on that areais expected to increase. In fact, employeeheadcount in digital marketing showsthe biggest jump (eight points) acrosscustomer analytics, digital marketing,and marketing and media analytics.More traditional areas of marketing willsee a smaller increase—or even a decreasein employees in some cases.• Get aligned with the right set ofpartners. Agencies and alliance partnersmust help CMOs make sense of complexityin the marketplace by improving their levelsof execution and delivery and by providinga broader set of capabilities and deeperintegration across the agency ecosystem.As CMOs consider whether to investinternally or externally, they may prioritizetheir decisions based on capabilities andsatisfaction. For example, external providersreceive satisfaction scores nine to 12points higher than internal resources in theareas of customer insights and analytics,multichannel campaign management,content management, media mixoptimization and media audits.• Drive digital orientation throughoutthe enterprise. To improve marketingperformance, prepare for the future andreduce complexity, digital orientationcan no longer remain only a province ofmarketing. The entire organization needsto understand how digital is transformingthe customer experience.While CMOs recognize the need toincrease digital capabilities and budgetsto meet consumer expectations andsupport profitable business growth,inefficient business practices hinder thedevelopment of a digital DNA across theorganization. Some 16% of CMOs encounterperformance barriers when trying to workhorizontally. The C-suite needs to givedigital orientation greater importanceby embracing horizontal collaboration.“(The marketing organization)has to change to stay up withcurrent technology. Toomuch is the ‘old’ way andnot getting results.”VP Marketing, Fortune 100 bank, USA
17Turbulence for the CMO: Charting a path for the seamless customer experienceFigure 10: Employee growth in analytics, digital marketing (%)Marketing Media Analytics% of marketing Employees dedicated to:Next year This yearCustomer AnalyticsDigital MarketingDirect Marketing /Campaign ManagementMass Media /Advertising41-60%21-40%2735243641-60%21-40%21292028Marketing Operations41-60%21-40%2633213241-60%21-40%2630223141-60%21-40%2421283341-60%21-40%183323358393716Will not rely at all (12)5 - Will rely to a large extent43Significant Sales Growth53%11393613Flat / Little Sales Growth49%Will not rely at all (12)5 - Will rely to a large extent4327283411Negative Sales Growth45%Will not rely at all (12)5 - Will rely to a large extent43Will not rely at all (12) 3 4 Will rely to a large extent 5Figure 9: The impact of operating model transformation on sales
Digital is the marketing game changer.In an information-overloaded world,the traditional brand-centric marketingapproach has long lost the appeal itonce had for attracting consumers andassuring a healthy rate of return frommarketing investments.Today’s consumer is more in control thanever—and causing more turbulence for today’smarketers. As consumers go digital andinteract across multiple devices and channels(encouraged by their millennial offspring), theyexpect brands to fit their needs of the momentwith relevant experiences. If the brand doesn’tmeasure up, consumers move on.In the face of such a shift, the marketingfunction needs to undergo a fundamentalchange over the next five years to stay ontop of changing consumer behavior andchannel proliferation. Marketers will need tohire, reskill and redeploy people to improveefficiency, agility and responsiveness. Theywill need to stay relevant and engage withcustomers through the most convenientchannel and the most relevant offer.Facing increasing complexity, CMOs who wanttheir companies to achieve high performanceare transforming their operating model,tuning up their business practices, carefullyselecting their agencies and partners, andupskilling their talent.Their ability to restructure the organizationand work horizontally to deliver seamlessand relevant customer experiences across alltouchpoints all day, every day, will be essentialto survival in the global marketplace.18Turbulence for the CMO: Charting a path for the seamless customer experienceThe marketing game changer
19Turbulence for the CMO: Charting a path for the seamless customer experienceAbout the researchThe 2012 CMO Insights survey is the third ina series of studies sponsored by Accentureand aimed at understanding the opinions,challenges and points of view of seniormarketing executives from around the world.Results are based on online surveys across10 countries with 405 senior executiveswho are key marketing decision makersin their companies.Most companies have at least US$1 billionin annual revenues. Corporations in France,Australia, Singapore and Brazil have annualrevenues of at least US$500 million.Nearly half (48%) the companies experiencedflat or little growth in 2012. Another 36%showed significant growth, while theremainder (16%) had negative growth.Business-to-consumer (B2C) and business-to-business-to-consumer (B2B2C) corporationsrepresented the most prevalent business model(37% each). Business-to-business companiesmade up the remaining 26%. Financial servicesrepresented the biggest sector (34%), withproducts companies close behind at 30%.Communications, high-technology and mediacompanies represented 16%. Resourcescompanies made up 7%, while a variety ofother companies represented 11%.Some 45% of respondents were based inEurope, Africa and Latin America (EALA).Another 40% were located in North America,while 15% were headquartered in Asia-Pacific (APAC).AuthorsBrian WhippleBrian Whipple is Managing Director ofAccenture Interactive, a business of Accenturethat helps companies develop industry-leading digital marketing capabilities,including the development and managementof websites and interactive marketing, aswell as the optimization of online and offlinemarketing and merchandising investments.Brian leads all of Accenture Interactive’sglobal consulting domains including Digital,Marketing Analytics, Media Management,Marketing Data Management and MarketingTransformation. Prior to Accenture, Brianwas Chief Operating Officer of Hill Holliday,an advertising and marketing services firmheadquartered in Boston.firstname.lastname@example.orgBaiju ShahBaiju Shah is Managing Director for Strategy Innovation in Accenture Interactive. Inthis role, he oversees Accenture Interactive’sbusiness strategy and manages a portfolio ofemerging business services. He is responsiblefor identifying and catalyzing new waves ofgrowth by creating new business servicesthat address unmet needs in the ever-evolving marketing landscape. He hasworked closely with clients across industriesincluding Verizon, Chrysler and PG onstrategies that take advantage of emergingtechnology and analytics as a competitiveadvantage in Digital. Baiju’s expertiselies in digital marketing, advanced analytics,and technology market email@example.com