Growth Team Membership™:Americas 2010 Marketing Priorities         Survey Results            February 2010
What is Growth Team Membership™?    Growth Team Membership™ (GTM) is an annual subscription program that offers research, ...
Table of Contents                                                                                PageSection 1: Survey Pur...
Survey Purpose and RespondentsResearch ObjectiveTo understand the most pressingexternal and internal challengesshaping mar...
External Factors Shaping Marketing Strategy                                 Growth Team Membership™ Research.   5
Top Three External Factors   KEY TAKEAWAY: Marketing executives are still concerned with the global economic downturn and ...
Top Three External Factors (By Business Model)   KEY TAKEAWAY: There is a considerable overlap in challenges regardless of...
External Factors Impact on Marketing   KEY TAKEAWAY: For 2010, the top three external factors impacting strategies are ove...
Key Marketing Challenges                       Growth Team Membership™ Research.   9
Key Marketing Challenges SnapshotAll Companies                     B-to-B Companies                  B-to-C CompaniesTop t...
Top Five Key Marketing Challenges   KEY TAKEAWAY: Marketing executives are under pressure to focus on identifying new aven...
Top Five Marketing Challenges (By Business Model)   KEY TAKEAWAY: Marketing’s top challenges are largely the same across b...
Root Cause of Top Five Marketing Challenges   KEY TAKEAWAY: Staff or process issues are the key root causes of Marketing’s...
Marketing Effectiveness and Expenditures                               Growth Team Membership™ Research.   14
Marketing Expenditures and Effectiveness SnapshotAll Companies                       B-to-B Companies                    B...
Marketing’s View of Its Effectiveness (By Business Model)   KEY TAKEAWAY: B-to-B Marketer’s are more likely to rate their ...
2009 Marketing Budgets (By Business Model)   KEY TAKEAWAY: On average, B-to-C companies have larger marketing budgets.    ...
Percentage of Annual Company Revenue Allocated to  Marketing (By Business Model)   KEY TAKEAWAY: B-to-C companies allocate...
Marketing Budget Allocation (By Business Model)   KEY TAKEAWAY: In B-to-B companies online media is the largest Marcom act...
2010 vs. 2009 Staffing Plans (By Business Model)   KEY TAKEAWAY: Regardless of business model, Marketing will avoid furthe...
2010 vs. 2009 Budgets (By Business Model)   KEY TAKEAWAY: Budget cutting appears to be over—the majority of companies are ...
Anticipated Company Performance in 2010 (By Business Model)   KEY TAKEAWAY: Marketers believe the economy is rebounding an...
Marketing’s View on Its Effectiveness (By Company Revenue)   KEY TAKEAWAY: As a company’s revenue increases, marketing exe...
Marketing Budget                             (By Company Revenue)   KEY TAKEAWAY: As company revenue increases so does mar...
2010 vs. 2009 Staffing Levels (By Company Revenue)   KEY TAKEAWAY: Regardless of revenue, respondents see their 2010 staff...
2010 vs. 2009 Budget (By Company Revenue)   KEY TAKEAWAY: Marketers from larger companies are more optimistic about budget...
Anticipated Company Performance for 2010 (By Company Revenue)   KEY TAKEAWAY: As company revenue increases, so does the co...
Respondent Demographics                     Growth Team Membership™ Research.   28
DemographicsKEY TAKEAWAY: Respondents tended to be from private, B-to-B companies whose 2009 revenue was below $100 Millio...
Demographics: Top Five Participating Industries          Professional Services                                     10% Aut...
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Growth Team Membership: Americas 2010 Marketing Priorites Survey Results

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Growth Team Membership: Americas 2010 Marketing Priorites Survey Results

  1. 1. Growth Team Membership™:Americas 2010 Marketing Priorities Survey Results February 2010
  2. 2. 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
  3. 3. Table of Contents PageSection 1: Survey Purpose and Respondents 4Section 2: External Factors Shaping Marketing Strategy 5Section 3: Key Marketing Challenges 9 Section 3.1: By Business Model 10Section 4: Marketing Effectiveness and Expenditures 14 Section 4.1: By Business Model 16 Section 4.2: By Company Revenue 23Section 5: Respondent Demographics 28 The content of these pages are © 2010 Frost & Sullivan. All rights reserved. Growth Team Membership™ Research. 3
  4. 4. Survey Purpose and RespondentsResearch ObjectiveTo understand the most pressingexternal and internal challengesshaping marketing executives’2010 planning.MethodologyWeb-based survey platformSurvey PopulationTarget respondents were Managerlevel and above marketingexecutives from companiesthroughout North and LatinAmerica. There were 437 surveyCo-Sponsor respondents Growth Team Membership™ Research. 4
  5. 5. External Factors Shaping Marketing Strategy Growth Team Membership™ Research. 5
  6. 6. Top Three External Factors KEY TAKEAWAY: Marketing executives are still concerned with the global economic downturn and its consequences. Adjusting to the economic 28% downturn Intesifying Competition 19% Changes in customer buying 16% behavior 0% 25% 50% Survey Question: Please indicate the three business environment factors that have the most impact on your 2010 Marketing plans.N = 387 Growth Team Membership™ Research. 6
  7. 7. Top Three External Factors (By Business Model) KEY TAKEAWAY: There is a considerable overlap in challenges regardless of business model B-to-B B-to-C Hybrid External Adjusting to the economic Changes in customer Adjusting to the economic Factor 1 downturn (28%) buying behavior (27%) downturn (31%) External Intensifying competition Adjusting to the economic Intensifying competition Factor 2 (20%) downturn (27%) (18%) External Changes in customer Intensifying competition Need for product/service Factor 3 innovation and capabilities buying behavior (18%) (50%) (16%)N = 387 Growth Team Membership™ Research. 7
  8. 8. External Factors Impact on Marketing KEY TAKEAWAY: For 2010, the top three external factors impacting strategies are overwhelmingly negative. Negative Impact 100% 90% 84% 71% 50% 0% Adjusting to the economic downturn Intensifying Competition Changes in customer buying behavior Survey Question: Please indicate the impact that each of the following forces have on your 2010 Marketing plans.N = 370 Growth Team Membership™ Research. 8
  9. 9. Key Marketing Challenges Growth Team Membership™ Research. 9
  10. 10. Key Marketing Challenges SnapshotAll Companies B-to-B Companies B-to-C CompaniesTop three challenges: Top three challenges: Top three challenges:1 Identifying new, adjacent 1 Identifying new, adjacent 1 Managing brand investments market opportunities market opportunities 2 Identifying new, adjacent2 Identifying new opportunities 2 Identifying new opportunities market opportunities for existing products for existing products 3 Cultivating brand attributes to3 Measuring marketing spend 3 Measuring marketing spend increase brand differentiation efficiency and effectiveness efficiency and effectiveness Growth Team Membership™ Research. 10
  11. 11. Top Five Key Marketing Challenges KEY TAKEAWAY: Marketing executives are under pressure to focus on identifying new avenues of growth. Challenge 1 Challenge 1 Identifying new, adjacent market opportunities (19%) Challenge 2 Challenge 2 Identifying new opportunities for existing products (11%) Challenge 3 Challenge 3 Measuring marketing spend efficiency and effectiveness (10%) Prioritizing content offerings to create maximum value with customers Challenge 4 Challenge 4 (social media, white papers, benchmarking tools, etc.) (10%) Challenge 5 Challenge 5 Monitoring changing customer preferences and needs (8%) Survey Question: Please indicate the top five challenges shaping your Marketing decision-making in 2010.N = 307 Growth Team Membership™ Research. 11
  12. 12. Top Five Marketing Challenges (By Business Model) KEY TAKEAWAY: Marketing’s top challenges are largely the same across business models, but vary in their prioritization. B-to-B B-to-C Hybrid Challenge Identifying new, adjacent Managing brand investments Identifying new, adjacent 1 market opportunities (18%) (33%) market opportunities (19%) Identifying new, adjacent Challenge Identifying new opportunities market opportunities (11%) Improving Sales and Marketing 2 for existing products (11%) Integration (12%) Challenge Measuring marketing spend Cultivating brand attributes to Monitoring changing customer 3 efficiency and effectiveness increase brand differentiation preferences and needs (14%) (9%) (22%) Prioritizing content offerings to Challenge create maximum value with Monitoring changing customer Identifying new opportunities 4 customers (social media, white preferences and needs (29%) for existing products (10%) papers, benchmarking tools, etc.) (10%) Challenge Prioritizing content offerings to Prioritizing content offerings to Improving Sales and Marketing create maximum value with create maximum value with 5 Integration (9%) customers (29%) customers (10%)N = 307 Growth Team Membership™ Research. 12
  13. 13. Root Cause of Top Five Marketing Challenges KEY TAKEAWAY: Staff or process issues are the key root causes of Marketing’s top challenges. 100% Staff 17% Staff 33% Staff Staff Staff 53% 57% 59% Process 43% 50% Process Process 57% Process 31% Process 28% Technology 39% 40% Technology Technology 13% 16% 10% Technology 0% 4% Identifying new, Identifying new Measuring marketing Prioritizing content Monitoring changing adjacent markets opportunities for spend efficiency and offerings to create customer preferences existing products effectiveness maximum value with and needs customers 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 = 290 Growth Team Membership™ Research. 13
  14. 14. Marketing Effectiveness and Expenditures Growth Team Membership™ Research. 14
  15. 15. Marketing Expenditures and Effectiveness SnapshotAll Companies B-to-B Companies B-to-C Companies Rank their marketing Rank their marketing Rank their marketing effectiveness as above average effectiveness as average effectiveness as average 3% of their company’s revenue is 8.5% of their company’s revenue 3% of their company’s revenue is allocated to the marketing is allocated to the marketing allocated to the marketing budget budget budget Largest budget items are staff Largest budget expenditure is Largest budget item is staff followed by online traditional media/marcom Expect their staffing levels to media/marcom activities activities increase moderately in 2010 Expect their staffing levels to Expect their staffing levels to Expect their marketing budgets increase moderately in 2010 stay the same in 2010 to stay the same in 2010 Expect their marketing budgets Expect their marketing budgets to stay the same in 2010 to stay the same in 2010 Growth Team Membership™ Research. 15
  16. 16. Marketing’s View of Its Effectiveness (By Business Model) KEY TAKEAWAY: B-to-B Marketer’s are more likely to rate their effectiveness as above average. All Companies B-to-B Companies Exceptional 3% Below Average Exceptional 12% Below Average 9% 27% Above Average 21% Above Average Average 43% 36% Average 49% Hybrid Companies B-to-C Companies Exceptional Exceptional 9% 0% Below Average 18% Below Average Above Average 13% 25% Above Average 30% Average 43% Average 62% Survey Question: Please assess the overall effectiveness of your marketing function compared to those in other firms within your industry.N = 274 Growth Team Membership™ Research. 16
  17. 17. 2009 Marketing Budgets (By Business Model) KEY TAKEAWAY: On average, B-to-C companies have larger marketing budgets. The red percentages 80% The red percentages are for all respondents. 59% are for all respondents. 64% 58% 57% 60% 43% 40% 21% 20% 20% 17% 6% 5% 5% 8% 4% 6% 6% 7% 5% 4% 5% 0% 0% 0% 0% 0% 0% Below $ 1 Million $ 1 Million to $2.99 $ 3 Million to $ 4.99 $ 5 Million to $ 9.99 $ 10 Million to $19.99 $ 20 Million or more Million Million Million Million B-to-B B-to-C Hybrid All Companies Survey Question: Please indicate your 2009 total marketing budget (all expenditures on marketing activities and general & administrative—including staff) was in the range of in US$.N = 265 Growth Team Membership™ Research. 17
  18. 18. Percentage of Annual Company Revenue Allocated to Marketing (By Business Model) KEY TAKEAWAY: B-to-C companies allocate twice the amount of revenue to marketing as companies with other business models. 10.0% 8.5% 5.0% 3.0% 3.0% All Companies: 3.0% 0.0% B-to-B B-to-C Hybrid Survey Question: Please provide your 2009 total marketing budget (from the previous question) as a percentage of total company revenue: The graph above indicates the median percentages of each business model.N = 206 Growth Team Membership™ Research. 18
  19. 19. Marketing Budget Allocation (By Business Model) KEY TAKEAWAY: In B-to-B companies online media is the largest Marcom activity while staffing absorbs a third of the budget. B- to-C companies spend more on traditional media activities. 40% 33% 35% The red percentages are the median The red percentages are the median values for all companies’ marketing 30% values for all companies’ marketing budget by category. budget by category. 10% 20% 15% 20% 15% 2% 5% 10% 10% 10% 10% 10% 10% 10% 2% 5% 1% 5% 5% 5% 5% 5% 5% 5% 4% 3% 2% 2% 1% 0% 0% Staffing Marketing Marketing Public Relations Channel Partner Customer Knowledge Training Communications: Communications: Programs Relationship Management Traditional media Online/media Management and promotions B-toB B-to-C Hybrid Overall Survey Question: What percentage of your total Marketing Budget is spent on the following? The graph above indicates the median percentages assigned to each component.N = 180 Growth Team Membership™ Research. 19
  20. 20. 2010 vs. 2009 Staffing Plans (By Business Model) KEY TAKEAWAY: Regardless of business model, Marketing will avoid further staff cuts, either maintaining existing numbers or recruiting at a moderate level. All Companies B-to-B Companies Increase Decrease Increase Substantially Decrease Substantially Substantially 8% Substantially 3% 7% Decrease 3% Decrease Moderately Moderately 13% 14% Increase Increase Moderately Moderately 37% 39% Stay the Same Stay the Same 39% 37% Hybrid Companies B-to-C Companies Decrease Increase Decrease Substantially Substantially Moderately 4% Increase 11% 12% Decrease Moderately Moderately 25% 9% Increase Moderately Stay the Same 35% Stay the Same 41% 63% Survey Question: In comparison to 2009, your 2010 marketing staff will:N = 290 Growth Team Membership™ Research. 20
  21. 21. 2010 vs. 2009 Budgets (By Business Model) KEY TAKEAWAY: Budget cutting appears to be over—the majority of companies are optimistic—expecting a moderate or substantial increase in budget. All Companies B-to-B Companies Decrease Increase Decrease Increase Substantially Substantially Substantially Substantially 2% 3% 2% 3% Increase Decrease Increase Decrease Moderately Moderately Moderately Moderately 20% 9% 21% 8% Stay the Same 65% Stay the Same 67% Hybrid Companies B-to-C Companies Decrease Increase Substantially Substantially Increase 4% 6% Decrease Moderately Increase Moderately 12% Decrease Moderately 25% Moderately 11% 26% Stay the Same 53% Stay the Same Survey Question: In comparison to 2009, your 2010 marketing budget will: 63%N = 290 Growth Team Membership™ Research. 21
  22. 22. Anticipated Company Performance in 2010 (By Business Model) KEY TAKEAWAY: Marketers believe the economy is rebounding and predict a moderate increase in their company’s 2010 performance. All Companies B-to-B Companies Decrease Decrease Decrease Substantially Decrease Substantially Increase Increase Substantially Moderately 1% Moderately 2% Substantially 18% 5% 6% 17% Stay the Same Stay the Same 14% 15% Increase Increase Moderately Moderately 62% 60% Hybrid Companies B-to-C Companies Decrease Decrease Increase Moderately Moderately Substantially 12% 4% Stay the Same 16% 16% Stay the Same 25% Increase Moderately Increase 63% Moderately 63% Survey Question: In comparison to 2009, your company’s performance by the end of 2010 will:N = 290 Growth Team Membership™ Research. 22
  23. 23. Marketing’s View on Its Effectiveness (By Company Revenue) KEY TAKEAWAY: As a company’s revenue increases, marketing executives are more likely to rate their function’s effectiveness as above average.100% 4% 4% 8% 11% 8% 12% Exceptional 37% 38% 47% 40% 42% 47% Above Average 50% 41% 38% 18% Average 38% 42% 45% 23% 18% 16% 11% 8% Below Average 4% 0% All Companies Below $100 $100 Million to $500 Million to $1 Billion to $11 More than $11 Million $499 Million $999 Million Billion Billion Survey Question: Please assess the overall effectiveness of your marketing function compared to those in other firms within your industry.N = 274 Growth Team Membership™ Research. 23
  24. 24. Marketing Budget (By Company Revenue) KEY TAKEAWAY: As company revenue increases so does marketing’s budget. 100% 5% 1% 3% 6% 8% 4% 16% 11% 8% $20 Million or More 5% 12% 31% 6% 8% 9% 12% 21% 12% 13% $10 to $19.99 Million 16% 9% 49% 6% $5 to $9.99 Million 50% 6% $3 to $4.99 Million 85% 16% 28% 59% 31% $1 to $2.99 Million 36% 29% 26% 13% Below $ 1 Million 0% All Companies Below $100 $100 Million to $500 Million to $1 Billion to $11 More than $11 Million $499 Million $999 Million Billion Billion Survey Question: Please indicate your 2009 total marketing budget (all expenditures on marketing activities and general & administrative—including staff) was in the range of in US$.N = 265 Growth Team Membership™ Research. 24
  25. 25. 2010 vs. 2009 Staffing Levels (By Company Revenue) KEY TAKEAWAY: Regardless of revenue, respondents see their 2010 staffing levels as staying the same or increasing moderately. 100% 3% Decrease Substantially 4% 7% 13% 8% 16% 18% 21% Decrease Moderately 18% 38% 29% 39% 48% 43% Stay the Same 40% 50% 42% 42% 37% 28% 30% 36% Increase Moderately 13% 8% 8% 7% 4% Increase Substantially 0% All Companies Below $100 $100 Million to $500 Million to $1 Billion to $11 More than $11 Million $499 Million $999 Million Billion Billion Survey Question: In comparison to 2009, your 2010 marketing staff will:N = 290 Growth Team Membership™ Research. 25
  26. 26. 2010 vs. 2009 Budget (By Company Revenue) KEY TAKEAWAY: Marketers from larger companies are more optimistic about budget changes for 2010. 100% 2% 3% 2% 6% 9% Decrease Substantially 9% 7% Decrease Moderately 22% 64% Stay the Same 56% 65% 67% 74% 50% 56% 32% 29% Increase Moderately 21% 21% 16% 13% 6% 7% Increase Substantially 3% 2% 4% 4% 0% All Companies Below $100 $100 Million to $500 Million to $1 Billion to More than $11 Million $499 Million $999 Million $11 Billion Billion Survey Question: In comparison to 2009, your 2010 marketing budget will:N = 290 Growth Team Membership™ Research. 26
  27. 27. Anticipated Company Performance for 2010 (By Company Revenue) KEY TAKEAWAY: As company revenue increases, so does the conviction that company performance will increase moderately. 100% 1% 5% Decrease Substantially 5% 7% 9% 13% Decrease Moderately 21% 14% 15% 16% 9% Stay the Same 50% 56% 63% 62% 80% 70% 71% Increase Moderately 21% 19% 17% 9% 10% 7% Increase Substantially 0% All Companies Below $100 $100 Million to $500 Million to $1 Billion to More than $11 Million $499 Million $999 Million $11 Billion Billion Survey Question: In comparison to 2009, your company’s performance by the end of 2010 will:N = 290 Growth Team Membership™ Research. 27
  28. 28. Respondent Demographics Growth Team Membership™ Research. 28
  29. 29. DemographicsKEY TAKEAWAY: Respondents tended to be from private, B-to-B companies whose 2009 revenue was below $100 Million. Enterprise Type Business Model The overwhelming The overwhelming majority of the Over half of the majority of the Over half of the Hybrid respondents work in respondents work in respondents work in Public respondents work in Company B-to-B companies. aa private company. private company. B-to-B companies. 35% 21% B-to-C B-to-B Private Company Company 59% 76% 3% Venture Capital N = 415 N = 413 6% Company Revenue 60% 51% 30% 18% 11% 8% 8% 0% Below $100 million $100 to $499.99 $500 million to $1 billion to $11 More than $11 N = 408 million $999.99 million billion billionSurvey Question: Please indicate the type of enterprise best represents your organization. Growth Team Membership™ Research. 29
  30. 30. Demographics: Top Five Participating Industries Professional Services 10% Automotive and Transportation 10% More than 50% of the respondents are in Energy and Power Systems 11% More than 50% of the respondents are in the Information and Communication the Information and Communication Technologies or Healthcare and Life Technologies or Healthcare and Life Sciences industries. Sciences industries. Electronics and Security 14% Healthcare and Life Sciences 20%Information and Communication 33% Technologies 0% 20% 40% Survey Question: Please indicate which of these Industry categories best describes you organization (please indicate all that apply).N = 408 30 Growth Team Membership™ Research.

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