IBM CMO Study - NIMA AWARDS 2011

Key findings from theGlobal Chief MarketingOfficer Study

Overall Benelux CMOs feel more prepared then their global peers,but admit to be seriously underprepared in three distinctive areas 71%+ Data 69% Social 69% Customer Explosion Media Alignment © 2011 IBM Corporation

Markets – not individuals – still shape our marketing strategies Market research 82% Corporate strategy 81% 50% Competitive benchmarking 80% Customer analytics 74% Marketing team analysis 69% 7 other sources Consumer reviews 4% Third-party rankings 42% Retail and shopper analysis 41% Online communications 40% Professional journals 37% Key sources to Blogs 26% understand individuals 11 © 2011 IBM Corporation

In Benelux we seem to be more focused on understanding marketsand campaigns rather than individuals to shape our strategies Market Research 84% Competitive Benchmarking 86% Campaign Analysis 79% Consumer Reviews 44% Blogs 35% 3rd Party Reviews 53% © 2011 IBM Corporation

IBM Institute for Business ValueBenelux CMOs plan to increase social media and mobile utilizationmore, but plan to invest less in client listening technologies 87% Social 85% Mobile 56% Reputation Media Applications Management © 2011 IBM Corporation

“The old business model is not embracing thegeneration of screen agers. Our strategy is set,but agility & skills are lacking to keepexecution in line with the pace of the market”CMO, Electronics, Netherlands14 © 2011 IBM Corporation

Enhancing customer loyalty is the top digital priority globally Enhance customer loyalty/advocacy 67% Deploy tablet/mobile apps 57% Use social media to engage customers 56% Use customer management software 56% Monitor the brand via social media 51% Measure ROI of digital technologies 47% Analyze online/offline transactions 45% Develop social media policies 37% Monetize social media 29% Increase supply chain visibility 24%17 © 2011 IBM Corporation

Benelux CMOs give higher priority to social media, with focus ongovernance rather than ROI Enhance customer loyalty/advocacy 63% Deploy tablet/mobile apps 56% Use social media to engage customers 63% Use customer management software 46% Monitor the brand via social media 54% Measure ROI of digital technologies 37% Analyze online/offline transactions 51% Develop social media policies 54% Monetize social media 27% Increase supply chain visibility 19%18 © 2011 IBM Corporation

Benelux CMOs seem to use customer data more than their globalpeers, but remain highly transactional focused Segmentation/targeting 81% Awareness/education 55% Interest/desire 44% Action/buy 64% Missed opportunity Use/enjoy 48% Bond/advocate 38% Transaction focused Relationship focused © 2011 IBM Corporation 19

In Benelux the corporate character is less understood and significantwork on internal branding needs to be done BENELUX Is your corporate character understood in the marketplace? 29% say no or limited 44% say understood and understanding of (strong) contributor to corporate character brand success 29% 27% 31% 13% 0% Not understood Strong contributor to the brand’s success Is much more work needed to get employees on board? 55% 25% say significant or much say no or very work needed limited work needed 25% 30% 21% 18% 7% Significant work needed No work neededSource: Q10 Is your corporate character understood in the marketplace? n=55; Q11 How much work is needed to have employees embrace and live the corporate character? n=57 © 2011 IBM Corporation

By 2015, ROI will be the leading measure of success Marketing ROI 63% Customer experience 58% Conversion rate/new customers 48% Overall sales 45% Marketing-influenced sales 42% Revenue per customer 42% Social media metrics 38%23 © 2011 IBM Corporation

Benelux CMOs believe Net Promotor Score will be the number onemethod for determining success by 2015 Marketing ROI 53% Customer experience 61% Conversion rate/new customers 51% Overall sales 40% Marketing-influenced sales 33% Revenue per customer 42% Social media metrics 30% Net Promoter Score 63%24 © 2011 IBM Corporation

Moving from Stretched to Strengthened Deliver value to Foster lasting Capture value, empowered customers connections measure results §  Stimulate customer §  Use analytics to improve relationships and offer tangible decision making and§  Focus on customers as incentives accountability individuals §  Engage throughout the §  Increase technical and financial§  Reveal preferences and trends customer lifecycle know-how hidden in data §  Define a unique enterprise §  Grow digital expertise with new§  Secure customer data and identity partners update privacy policies §  Engage the C-suite to solidify §  Enhance personal financial, corporate character technical and digital savviness 31 © 2011 IBM Corporation

Moving from Stretched to Strengthened Deliver value to Foster lasting Capture value, empowered customers connections measure results §  Stimulate customer §  Use analytics to improve relationships and offer tangible decision making and§  Focus on customers as incentives accountability individuals §  Engage throughout the §  Increase technical and financial§  Reveal preferences and trends customer lifecycle know-how hidden in data §  Define a unique enterprise §  Grow digital expertise with new§  Secure customer data and identity partners update privacy policies §  Engage the C-suite to solidify §  Enhance personal financial, corporate character technical and digital savviness 32 © 2011 IBM Corporation

IBM CMO Study - NIMA AWARDS 2011

by Ronald Velten

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