CEO - FACTS survey
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CEO - FACTS survey

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CEO - FACTS survey CEO - FACTS survey Presentation Transcript

  • How do CEO’s think about marketers? 26 september 2013, Dhr. Frank Bekkers, Mobile Vikings
  • 2 45 CEO’s gave their opinion about the performance and responsibilities of marketers
  • 3 •Build consistent brand equities •Define customer segment(s) •Check customers' needs •React fast to changes •Adapt fast to new expectations •Define efficient marketing processes •Define unique value propositions •Make everyone contribute to brand marketing •Innovation that reaches new customers/markets •Increase innovative power of company •Analytical skills •Make strategic analysis of the market •Define KPI’s and improvement plans •Demonstrate Pragmatism •Analyze competition objectively •Appreciate impact of sustainable decisions •Combine sustainable performance •Raise awareness of sustainability across company View slide
  • 4 1 1213 2 8 14 3 7 9 15 4 6 10 16 18 5 11 17 -2 -1.5 -1 -0.5 0 0.5 1 1.5 2 -2 -1.5 -1 -0.5 0 0.5 1 1.5 2 Performance Importance Focus 1) Build consistent brand equities 12) Define customer segment(s) 13) Check customers' needs Agility 2) React fast to changes 8) Adapt fast to new expectations 14) Define efficient marketing processes Creativity 3) Define unique value propositions 7) Make everyone contribute to brand marketing 9) Innovation that reaches new customers/markets 15) Increase innovative power of company Tangibility 4) Analytical skills 6) Make strategic analysis of the market 10) Define KPI’s and improvement plans 16) Demonstrate Pragmatism 18) Analyze competition objectively Sustainability 5) Appreciate impact of sustainable decisions 11) Combine sustainable performance 17) Raise awareness of sustainability across company -2 = below -1 = almost in line with 0 = in line with +1 = slightly above +2 = above expectations View slide
  • CEO’s rank marketing responsibilites as moderately important Marketers’ performance is below their expectations (exception: CEO consider “defining segments” as very important and value the market analysis) 5
  • 6 1 12 13 2 8 14 3 7 9 15 4 6 10 1618 5 11 17 0 0.2 0.4 0.6 0.8 1 1.2 -0.5 0 0.5 1 1.5 2 Marketers CEO's Importance of Marketing responsibilities Focus 1) Build consistent brand equities 12) Define customer segment(s) 13) Check customers' needs Agility 2) React fast to changes 8) Adapt fast to new expectations 14) Define efficient marketing processes Creativity 3) Define unique value propositions 7) Make everyone contribute to brand marketing 9) Innovation that reaches new customers/markets 15) Increase innovative power of company Tangibility 4) Analytical skills 6) Make strategic analysis of the market 10) Define KPI’s and improvement plans 16) Demonstrate Pragmatism 18) Analyze competition objectively Sustainability 5) Appreciate impact of sustainable decisions 11) Combine sustainable performance 17) Raise awareness of sustainability across company -2 = below -1 = almost in line with 0 = in line with +1 = slightly above +2 = above expectations
  • 7 Performance of Marketers 1 12 13 2 8 14 3 7 9 15 4 6 10 16 18 5 11 17 -0.6 -0.5 -0.4 -0.3 -0.2 -0.1 0 0.1 -1 -0.5 0 0.5 1 1.5 marketers CEO's Focus 1) Build consistent brand equities 12) Define customer segment(s) 13) Check customers' needs Agility 2) React fast to changes 8) Adapt fast to new expectations 14) Define efficient marketing processes Creativity 3) Define unique value propositions 7) Make everyone contribute to brand marketing 9) Innovation that reaches new customers/markets 15) Increase innovative power of company Tangibility 4) Analytical skills 6) Make strategic analysis of the market 10) Define KPI’s and improvement plans 16) Demonstrate Pragmatism 18) Analyze competition objectively Sustainability 5) Appreciate impact of sustainable decisions 11) Combine sustainable performance 17) Raise awareness of sustainability across company -2 = below -1 = almost in line with 0 = in line with +1 = slightly above +2 = above expectations
  • 8 Marketers see marketing responsibilities as slightly more important than CEO’s do ... but they are even more severe on their own performance than CEO’s are
  • The CEO values segmentation and market analysis, but not more than that Marketing seems to be a short term responsibility where pragmatism is expected Marketing looks more and better at the past than to the future Marketing is not in the lead for innovation And marketing is not expected to put sustainability on the agenda 9 DOES MARKETING FAIL?
  • Marketers need a FACTS approach More strategic focus More agility in the organization More creativity in their marketing approach and innovation More tangibility without losing faith in intuition More sustainable reflections 10
  • The marketer should re-valorise his responsibilites and focus on the ultimate goal: customer satisfaction Concretely:  we see marketers as cross-departemental INTEGRATORS making all employees focused on customer satisfaction. He has the total view and can push for change and improvement  we see marketers as BRAND BUILDERS, aiming for consistency and granted relevance  we see BUSINESS MINDED marketers, looking at the future, able to guide the necessary organizational changes in a turbulent environment  we see marketers as the INNOVATORS within the company  we see marketers as ANALISTS but counting on intuition and profound knowlegde as well to make decisions  we see marketers as defenders of a sustainable marketing, contrary to the unlimited push marketing of the past that has lead to absurd consumption 11