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CMOs: Time for digital transformation or risk being left on the sidelines
 

CMOs: Time for digital transformation or risk being left on the sidelines

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CMOs: Time for digital transformation or risk being left on the sidelines. Digital Transformation checklist for marketeers. ...

CMOs: Time for digital transformation or risk being left on the sidelines. Digital Transformation checklist for marketeers.

Based on the Accenture Interactive 2014 CMO Insights Survey, CMOs are selling themselves short. The question isn't whether CMOs can effectively take advantage of digital channels – they are proving they can – but whether they can be more visible change agents for digital transformation across the organization.

As every business becomes a digital business, C-suite executives will need to collaborate to drive successful digital transformation. No CMO wants to be left on the sidelines.

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    CMOs: Time for digital transformation or risk being left on the sidelines CMOs: Time for digital transformation or risk being left on the sidelines Document Transcript

    • Accenture Interactive CMOs: Time for digital transformation Or risk being left on the sidelines
    • About the research Global respondent distribution: Industries surveyed: Countries included: The survey was in the field from November 2013 to January 2014. 36% North America 33% Europe, Africa and Latin America (EALA) 31% Asia Pacific Countries (APAC) Results are based on the responses of key marketing decision makers around the world: The 2013/14 CMO Insights survey is the fourth in a series of studies sponsored by Accenture and aimed at understanding the opinions, challenges and points of view of senior marketing executives from around the world. Countries 11 Industries 10 Senior marketers 581 FranceBrazil Canada GermanyAustralia China United States Italy United Kingdom Japan Singapore Respondent demographics: Travel and tourism 91% 14% 30% At least $1 billion in annual revenue Significant sales growth (>5%) Business-to-consumer (B2C) At least $500 million in annual revenue Little or flat sales growth (0-5%) Business-to-business-to-consumer (B2B2C) Negative sales growth (<0%) Business-to-business (B2B) 9% 31% 38% 55% 32% BankingAutomotive Consumer goods Electronics Insurance Life sciences Retail TelecomsMedia
    • 1 All tables and research data provided in this report reference findings from this survey unless otherwise stated. Executive Summary Digital is changing the world and chief marketing officers (CMOs) know it. They are embracing digital channels with fervor, but it’s time to do more. The prize is not mastery of the channels but command of the opportunities to delight customers and drive superior business outcomes. Then the reward for customers and marketers alike becomes relevant and seamless experiences from brand promise through brand delivery. This is a digital transformation that requires an outside-in or customer-focused orientation. Given CMOs’ understanding of the brand and the customer, they are the natural leaders, able to envision a transformation that bridges the entire customer experience, including sales, service and product. The ability to wield, rather than be overwhelmed by, digital technologies will be critical, as will cutting across current functional boundaries. By collaborating with other C-suite executives and drawing on external partners to boost internal expertise, CMOs can become more visible change agents for digital transformation. These are some of the key findings from the 2014 Accenture Interactive CMO Insights survey of nearly 600 senior marketing executives from 11 countries and 10 industries.1 The findings suggest that CMOs are selling themselves short. The question isn’t whether they can effectively take advantage of digital channels—they are proving they can—but whether they can be catalysts working across the organization to welcome the broader digital opportunities and protect against the digital threats. Winning CMOs: • Lead and transform the marketing role as a digital perspective transforms the enterprise. • Embrace the full omni-channel customer experience. • Integrate channels with real-time analytics and then act on the insights. • Invest in agile technologies and cloud-based services. • Re-orient the marketing operating model and integrate new talent to harness digital innovation. As every business becomes a digital business, C-suite executives will need to collaborate to drive successful digital transformation. No CMO wants to be left on the sidelines. A new generation of digital natives is fast approaching—with emerging roles such as chief digital officer, chief customer officer and chief experience officer included in the digital lineup. Sidestepping the confines of traditional marketing to deliver a more relevant and integrated customer experience across the business, will help ensure the future of the CMO on the digital playing field. Insights from leading marketers around the world
    • Areas of fundamental change for marketing over the next five years (%) 42Analytics skills will be a core competence of marketing 34Marketing will become more of an on-demand information provision function 27 Earned media will be more important and receive more support than paid and owned media 35Mobile will account for over 50% of the marketing budget 32 We will not know what a marketing campaign will look like in advance: campaigns will unfold in real time, depending on the individual needs and intents of each customer across every device and channel 21 CMOs will be the most important relationship for CEOs, surpassing the CFO and other C-suite executives 21We will be known as a digital company 37Digital budgets will account for over 75% of the marketing budget 34Marketing, Sales, and Customer Service will be merged into a single function 26Marketing and IT will be merged into a single function Seeing the full digital opportunity The marketing world is changing fast and digital opportunities are leading the charge. Fully three-quarters of respondents (78%) to Accenture’s research believe that marketing will undergo fundamental change over the next five years. Also not surprising: of the top three changes cited, analytics, digital and mobile are the key drivers. High-growth companies2 in particular say their investments in these three areas are paying off, especially to improve customer experience. 5/10 7/10 71% 57% 78% 2014 –2019 86% 2 High-growth companies are self-identified and have an increase of 6% or more in annual sales.
    • CMOs predict that: • Analytical skills will become a core competence. • Digital budgets will account for more than 75% of the marketing budget. • Mobile will account for more than 50% of the marketing budget. What is surprising is that CMOs do not seem to be fully engaged. The proof? Only 21% of CMOs believe their company will be known as a digital business in five years. To be part of the enterprise digital transformation that every business needs to undertake for survival, CMOs need to extend their vision of marketing and its scope. Meanwhile, emerging-market CMOs tell an entirely different story. Some 69% believe it is important to transform into a digital business, compared to 49% of mature- market CMOs. The gulf further widens when asked the importance of transforming third parties (vendors, partners or independent distributors) to a digital model (69% emerging vs. 41% mature). Emerging markets jump ahead Only 18% of CMOs in established markets believe their company will become known as a digital business, but one-third (32%) of senior marketing leaders in emerging markets think that way. Marketers in emerging countries also are twice as confident in their ability to transform into a digital business (70% vs. 38% in mature economies). While they’re willing to try a variety of methods to achieve their strategic marketing objectives, emerging-market CMOs are much more likely to initiate or complete a companywide transformation to become more digitally focused (71% vs. 42% for mature markets).
    • Confidence in digital channels on the rise While most marketers have not yet committed to thinking of their companies as digital businesses, they are definitely on board with digital channels, investing more, focusing more and achieving more results. Making more and better use of digital channels is one of the key areas to show a significant jump in marketers’ confidence over the past year, with a 10% increase. Year-on- year improvements in channel effectiveness show that digital channels lead the way, with online display advertising, search engine optimization, mobile and social media all ranking highly. 3534 69 31 6837 2237 59 1837 55 Education channels 2130 51 Video 2431 55 SMS/Text messaging 2027 47 Telemarketing 1929 48 2335 58 2835 63 2438 62 2534 59 2336 59 2735 62 2335 58 Existing customer recommendations (Word of mouth) Direct mail In-person contact with the front-line employees Corporate website Sponsorships/ Partnerships 36 6832 2639 65 2031 51 1533 48 Email 2014 2434 58 1331 442012 Events Print advertising 2014 2014 2014 2014 2014 2014 2014 2014 2014 2014 2014 2012 2012 2012 2012 2012 2012 2012 2012 2014 2012 Online display advertising 1930 49 2336 59 2014 2012 Search engine 2437 1933 61 52 2732 59 2229 51 2014 2012 TV advertising 2533 58 1832 50 2014 2012 Mobile 2234 56 1830 48 2014 2012 Social media 2635 61 2232 54 2014 2012 Media coverage 2337 60 2132 53 2014 2012 Branded content 2014 2012 Radio advertising 1830 48 1128 39 Increase in channel effectiveness since 2012 (%) Fairly effective Very effective 49 84% 5/10 7/10 71% 57% 80 49% 78% 2014 –2019 86% 10% OT
    • >$1 billion Increase >10% $101–500m Increase 1–5% $51–100m Stay the same $26–50m Decrease 1–5% $25m or less Decrease >5% Don’t know 3 14 $501m–1 billion Increase 6–10% 9 26 27 27 12 25 13 6 23 2 13 Size of 2014 digital marketing budget (%) Expected change in 1 year (%) The death of telemarketing? Telemarketing slid precipitously as an effective channel from 2012 to 2014. Effectiveness dropped from 58% to 48%; perhaps as a result, its importance dropped from 74% to 51%. The rise of an old standby While telemarketing fell, low-cost email rose as an effective channel. As email’s importance improved from 58% to 66%, its effectiveness increased commensurately, from 44% to 58%. Meanwhile, a generational divide is opening up with respect to mobile. Marketing executives who grew up with digital devices—those under 35—give significantly more weight to mobile (38%) than their more seasoned colleagues (18%). Mobility is a game changer for younger marketing executives. Seven out of 10 marketers aged 50 and younger believe that mobile is an important channel for reaching customers and prospects, compared with fewer than five out of 10 aged 51 and older. This is the difference between digital natives— those who were raised with digital channels— and those who have had to adapt to digital. For younger marketers, mobile is not a channel but a lifestyle. Budgets for digital marketing also continue to rise. Today, 39% of businesses surveyed spend more than $100 million on digital marketing. Slightly more (41%) expect that budget to rise by more than 5% in their next fiscal year. Only 8% see any kind of cutback in digital marketing spending next year. 5/10 7/10 71% 57% 78% 2014 –2019 86% 7/10 marketers under 50 believe that mobile is an important channel  for reaching customers and prospects, compared to 5/10 over 51
    • High performers harness digital potential 49% 84% 5/10 7/10 71% 57% 80% 49% 78% 2014 –2019 86% 10% 1% CMO OTHER 35 CEO High-growth companies provide a consistent customer experience across all channels: 80% vs. 59% 49% 84% 5/10 7/10 71% 57% 80% 49% 78% 2014 –2019 86% 10% 1% CMO OTHER 35% CEO High-growth companies recognize strategic importance of digital channels: 84% vs. 67% 49% 84% 5/10 7/10 71% 57% 80% 49% 78% 2014 –2019 86% 10% 1% CMO OTHER 35% CEO High-growth companies use data and analytics to improve marketing impact: 86% vs. 65% Digital channels are proving pivotal to how an entire organization competes, innovates and enhances the customer experience. High-growth companies in Accenture’s research say that analytics and digital channels became significantly more important between 2012 and 2014—analytics by 15 points (from 71% to 86%) and digital channels also by 15 points (from 69% to 84%). At the same time, it became easier to succeed in both of these areas for high-growth companies, which reaped the rewards of more intense investment and resourcing. CMOs in low-growth companies should take note of the areas their better-performing colleagues rate as important to their success. Gaps as much as 20 points or more are reported in the very areas that help marketing perform better—analytics, digital channels and technology, for example. As high-growth companies demonstrate, digital’s potential stretches way beyond a new distribution channel. Digital represents a wave of transformational opportunities—and threats—that comprise the ecosystem in which we live, work and play. In this digital world, technology is changing the game and consumers are making—and breaking—the rules. That makes every business a digital business, whether it sells widgets or WiFi. Every business requires a digital orientation, meaning a digital focus in all business processes and functions. High-growth vs low-growth research findings
    • High performers make more and better use of digital capabilities in 2014 (%) Using technology to improve marketing impact 1835 53 Improving the effectiveness of marketing operations 1929 48 Expanding into new geographic markets 2031 51 Reducing the costs of marketing operations—project duration, work effort, cost of quality, third party spend, etc. 1631 47 Using data and analytics to improve marketing impact 1738 55 Improving customer retention/loyalty 1827 45 Improving the operational effectiveness of marketing workforce 1930 49 Reallocating and re-skilling resources across paid, earned, and owned media 1729 46 Making more or better use of digital channels 1935 54 Increasing sales to current customers 2029 49 Actively managing the company’s corporate/brand reputation 1927 46 Enabling agile, timely, and relevant marketing 2221 43 Improving the trust/integrity in your brands and corporate image 1633 49 Improving promotion effectiveness of marketing campaigns 1828 46 Providing a consistent customer experience across all channels 1433 47 Acquiring new customers 1924 43 Measuring return on marketing investment 1533 48 Responding to shifting consumer demographics 1432 46 Internally synchronizing the end-to-end customer experience, across marketing, sales and service 1530 45 Easier to succeed Much easier to succeed
    • Customer experience lags behind The point of efficient digital channels, of course, is to ensure that they are effective as well, and the biggest proof of effectiveness lies in the customer’s interactions with the brand. Some 77% of marketers say it is essential or very important to deliver an effective customer experience for their company, but only 62% think they’re doing a good job. High-growth companies are more focused on the importance of customer experience (89%), compared to only 60% of low-growth companies. And customer experience is the #1 recipient of investments among high-growth companies (at 69%) out of 26 options, versus 40% for low-growth companies. Clearly, high-growth companies have grasped a key insight: today’s digital customer expects a relevant and delightful customer experience at all times and across all channels. A seamless brand experience is key for today’s tech-savvy, multi-device-owning customer. Interesting then, only one-third of high- growth companies report their online and offline analytic capabilities are completely integrated across all functions—though that is considerably more than the 14% of low-growth companies and 19% of average growers. The reality is that challenges still exist for all companies looking to integrate offline and online channels.
    • How important is delivering an effective customer experience to your company? How successful is your company in delivering effective customer experiences? Customer experience ranks very highly on the CMO agenda but performance is lagging importance By Sales Growth (%) By Business Type (%) Business-to-Business-to-Consumer (B2B2C) Business-to-Consumer (B2C) Decreased (<0%) 31 29 60 Business-to-Business (B2B) 39 29 68 28 13 41 44 12 56 Stayed the same (0–5%) 45 32 77 39 43 82 49 14 63 48 20 68 Increased (>5%) 31 58 89 37 46 83 48 23 71 45 17 62 Importance: Important Essential Performance: Very successful Extremely successful
    • 3 Accenture and The Economist Intelligence Unit, The Global Agenda: Competing in a Digital World, CEO Briefing 2014. Who’s driving digital transformation? A digital orientation can enable nothing less than complete transformation of the operating and business model. More than half (52%) of C-suite executives, recently surveyed by Accenture and The Economist Intelligence Unit expect digital to cause significant change or complete transformation in their industries.3 So great is the expected transformation that 42% of executives expect the biggest barrier to implementing digital business initiatives will be managing change. So where is the CMO in this transformation? Barely visible. One-third of C-suite executives (35%) say the CEO is responsible for digital innovation. The chief technology officer and chief information officer follow closely at 23% and 22% respectively. The CMO, however, is at 1%. The question is not whether CMOs can effectively take advantage of digital channels; it’s whether they can be a change agent, helping the organization embrace the broader digital opportunity and protect against the broader digital threats. The CMO is well positioned to assume this role because the opportunities and threats are all about the customer, the brand, the interface with the customer and how the customer is empowered. No one should have the pulse of that better than CMOs. However, they are so focused on leveraging digital channels that they are missing the full potential of the broader digital playing field. This has given rise to a variety of new roles, such as chief digital officers (CDOs), emerging to fill the gap and join the team. The rise of the CDO It’s a title you hear more and more as digital capabilities take hold. Chief digital officers are deeply committed to a digital vision. They act as a catalyst for digital transformation, someone the CMO should work closely with to enable a cross-functional focus on customer experience. CDOs are concerned with every digital touchpoint—where data is going and how it is used. According to the survey findings, CDOs think they do a very good job in areas like efficiently running the same content and campaigns across multiple branded websites (60% vs. 50% for CMOs) and improving the e-commerce platform (60% vs. 45%). CDOs also are staunch believers in the marketing function. They are very likely to say that CMOs will be the most important relationship for the CEO over the next five years, surpassing other C-suite executives. 49% 84% 80% 49% 10% 1% CMO OTHER 35% CEO
    • With the increasing pace of technology and device innovation, it is not surprising that one in four CMOs cite a lack of critical technology or tools as the chief barrier to digital integration. Interestingly, that number remains the same whether a company has high-, low- or average-growth, and it represents more than a 10% gain over last year. CMOs know a plethora of digital technologies to leverage; their challenge, however, is to rally around the right ones for their business. The biggest barriers to digital integration Barriers to performance improvement 2014 - Digital Orientation; for companies with increased sales, little or no sales growth and decreased sales Our organization lacks critical technology or tools 252014 34 1313Our people lack the required skills 2014 22 We are not sufficiently integrated with other business functions 19 152014 19 9 We do not have sufficient senior leadership commitment 13 82014 20 We have inefficient business practices 212014 18 18 18We lack the funding 2014 High performers Stayed the same Low performers The volume and variety of today’s technology can easily overwhelm. It comes in smaller, more flexible solutions than the big CRM systems of old, putting a premium on knowing a wide variety of providers’ products and understanding their capabilities. What’s more, new technologies need to be piloted and adapted from experience. They must be agile and modular, allowing a test, learn and “fail fast” approach. This can be a tall order for marketers accustomed to working with legacy systems on internal platforms rather than flexible e-services in the cloud. In collaborating with the CIO, CMOs can stay focused on the customer experience and cherry-pick technologies that help delight their customers. 17 25
    • Omni-channel customer experience took a hit last year. Performance fell across four key metrics: ability to build long-lasting customer relations, design and deliver branded customer experiences, use multiple channels strategically and leverage digital channels. Whether high-growth or low- growth company, B2B, B2C or B2B2C, marketers also report that the importance of offering an omni-channel experience declined as well. One set of numbers tells the story in sharp relief. CMOs report that their ability to use multiple channels strategically and in an integrated and consistent way fell seven points in 2014 from 2012 (from 53% to 46%), but the importance of mastering the multi-channel customer experience fell even more—by 14 points (from 71% to 57%). This trend doesn’t bode well for any industry but especially not for retail, where the omni-channel customer experience is fast becoming the norm. It is now a brand differentiator, according to a recent study Forrester conducted for Accenture and hybris, an SAP company.4 Omni-channel experience suffers 4 Forrester Consulting, Customer Desires Vs. Retailer Capabilities: Minding the Omni-Channel Commerce Gap, March 17, 2014.
    • While senior marketers have succeeded in hiring more talent with digital, analytical and technical skills, the impact has yet to show up in improved performance. In fact, satisfaction with key marketing capabilities has declined in precisely those areas where internal resourcing has increased. Capabilities in customer and digital analytics, for example, show a 10-point decline in satisfaction from last year to this year. Customer experience and content management capabilities also show declines in satisfaction year over year. In all these cases, more internal resources are being used. Ironically, marketers say their external partners are doing a better job. Agencies are bringing more creative ideas and understanding CMOs’ business better (both 34%). Agencies also are assuming more responsibility for digital marketing programs and being more of a strategic driver and partner in the planning process (both 31%). So CMOs are not moving more capabilities internally because external partners are doing a poor job. Rather, they want to upskill their own people and move more core marketing functions inside. The tradeoff, however—at least for the time being—is lower satisfaction levels. The talent conundrum Marketers’ satisfaction with performance of analytics capabilities fell 10 points to 49% last year 84% 5/10 7/10 71% 57% 49% 86%
    • Time to get in the game There’s a larger game being played on the digital field today. Just at the moment when CMOs are optimizing digital marketing channels, the digital opportunity itself is expanding. It’s significantly more profound and potentially more disruptive. To achieve substantial change, here are five ways CMOs can get in the game and be a vital partner in the digital transformation of their organization: Set your sights on an enterprise-wide digital ecosystem and the role of marketing within it. Aim to create multi-channel, personalized experiences for each customer across the brand. Don’t wait for all the technology to be ready. Select a few channels now, offer more than one experience and begin to test and learn. Then review the data and shift your tactics and technology if necessary. The key is to start now, collaborate across the business and keep at it. While CMOs own the brand promise, fewer than half (49%) say they own the customer experience. Among high-growth companies, however, that number jumps 10 points, to 59%. Among low-growth companies, it falls 12 points, to 37%. Clearly sales growth is affected when customer experience is emphasized. All the more reason, then, for CMOs to own it. 49% 84% 7/10 1% 57% 80% 49% 78% 014 –2019 86% 10% 1% CMO OTHER 35% CEO Some ways to do so: • Reverse engineer marketing initiatives around desired outcomes—which aren’t always sales transactions. • Empathize with your customers. Evolve marketing initiatives to engage, share and help your customers, rather than target, capture and convert them. • Engage customers in an ongoing dialogue instead of individual transactions. Treat your customer as a continuous relationship that covers the whole spectrum of sales, service, retention and loyalty. Transform the marketing role as a digital perspective transforms the enterprise. Embrace the full omni-channel customer experience.
    • Today’s technology—like today’s customers—is non-stop. “Test, learn and earn” is the new maxim. Move incrementally and add e-services managed through the cloud. As the focus on systems gives way to a focus on the customer, you can relax your constraints, begin to scale and score more goals. Capturing channel analytics and presenting them in dashboards is no longer enough. Apply your hard-earned insights to multi-channel experiences and ongoing experience management in flexible and powerful ways. As you hire talent with skills in analytics, mobile and digital, integrate them in a way that produces different outcomes. Talent needs to be empowered to work together across the organization in new operating models that recognize the primacy of digital marketing and the importance of customer experience. What good is it, for example, to plug analytics talent into a traditional marketing operating model when you really want an integrated, end-to-end customer experience driven by analytics? What good are new outcomes in old delivery models? Integrate channels with real- time analytics and then act on the insights. Invest in agile technologies and cloud-based services. Re-orient the marketing operating model and integrate new talent to harness digital innovation.
    • Making a complete digital transformation means aligning and executing these three elements together, even if maturity among them varies. High-growth companies already have learned this lesson. They are rapidly creating a digital ecosystem that marries analytic insights and actions across customers’ preferred channels. They are attracting talent who create experiences that allow their companies to leapfrog the competition. Customers are demanding a relevant and delightful experience at all times and across all channels. Digital, analytics and mobile are disrupting both the marketplace and the role of the CMO. As the customer’s chief advocates within the enterprise, CMOs can be the change agents who break the silos and collaborate across the organization to put their companies in the vanguard of digital leadership and customer experience. Within disruption lies opportunity—for the enterprise and its customers and for CMOs with a digital mindset, ready to achieve new heights of relevance and high performance. Business success today requires a customer-focused digital orientation. It starts with prioritizing a superior and relevant customer experience and aligning the organization, processes and technology to power it. It continues with a relentless focus on delighting your customers, reorienting your business and flexing your platform. Breakthrough business performance Source: Accenture Interactive Digital Transformation Enduring customer relevance requires three key elements:
    • About the authors Baiju Shah Baiju Shah is the Managing Director for Strategy & Innovation at Accenture Interactive. He is responsible for Accenture Interactive’s market strategy, including acquisitions and new business services to ensure ongoing relevance to our clients. Baiju also oversees the line of business focused on digital strategy, customer experience and customer analytics. He has worked with clients across industries, including Verizon, Samsung and Chrysler, on strategies to take advantage of digital as competitive advantage. Baiju’s expertise lies in digital strategy, customer experiences and market adoption. His market perspectives have been featured in Forbes, MIT’s Sloan Management Review and BusinessWeek. baiju.shah@accenture.com @baijushah Glen Hartman Glen Hartman is the Managing Director for Digital Transformation at Accenture Interactive. In this role, Glen leads Accenture Interactive North America and has global responsibility for Accenture’s Digital Platforms and Operations offerings, such as eCommerce, Content Management, Campaign Management and Marketing BPO. This role includes management and integration of recent Accenture acquisitions, including Acquity, Fjord and avVenta. Cited by Forbes as a “top 10 influencer in digital” in 2013, Glen leverages his 23 years of experience in digital transformation, multi-channel and data-driven marketing to help Accenture clients engage customers and develop lasting brands. Prior to Accenture Glen was Managing Director, Digital Practice at Harte-Hanks and helped launch the “Agency Inside Harte-Hanks.” His market perspectives on digital transformation and customer experience have been featured in Harvard Business Review, Forbes and AdvertisingAge. glen.a.hartman@accenture.com @hartmanglen Brian Whipple Brian Whipple is the global leader of Accenture Interactive, and is a Senior Managing Director in Accenture’s leadership. Brian leads all of Accenture Interactive’s business globally including Marketing Optimization, eCommerce and Content Management, Digital Transformation, and Customer Experience. He brings a unique blend of agency and consulting experience to Accenture Interactive’s largest clients to help with their IT and marketing needs, which often include navigating the complex landscape of agency relationships. Prior to Accenture, Brian was Chief Operating Officer of Hill Holliday, an advertising and marketing services firm headquartered in Boston. brian.whipple@accenture.com @bhwhipple Interact with Key Findings Explore the study findings further through the data visualization dashboards, powered by Tableau. For desktop and tablet users only.
    • Copyright © 2014 Accenture All rights reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture. Disclaimer: Accenture’s CMO Insights survey uses the generic term “partner” to refer to entities such as digital agencies, specialized agencies, marketing service providers, advertising agencies, management consultants, systems integrators and public relations firms. The use of the term “partner” in the survey, the survey results, and in this edition of CMO Insights is not intended to, and does not, imply the existence of a legal partnership. About Accenture Interactive Accenture Interactive helps the world’s leading brands delight their customers and drive superior marketing performance across the full multi-channel customer experience. As part of Accenture Digital, Accenture Interactive works with over 23,000 Accenture professionals dedicated to serving marketing and digital clients, to offer integrated, industrialized and industry-driven digital transformation and marketing services. Follow @AccentureSocial or visit accenture.com/interactive. About Accenture Accenture is a global management consulting, technology services and outsourcing company, with approximately 289,000 people serving clients in more than 120 countries. Combining unparalleled experience, comprehensive capabilities across all industries and business functions, and extensive research on the world’s most successful companies, Accenture collaborates with clients to help them become high-performance businesses and governments. The company generated net revenues of US$28.6 billion for the fiscal year ended Aug. 31, 2013. Its home page is www.accenture.com.