From Insights from the Global Chief Marketing Officer Study Stretched toStrengthened Executive Summary
2 From Stretched to StrengthenedThis is a summary of the IBM Global Executive summaryCMO Study entitled “From Stretched toStrengthened: Insights from the Global Today’s customers can shop around the globe, find out more than everChief Marketing Officer Study.” before about the organizations they’re dealing with, and share their views with hundreds of thousands, if not millions, of fellow customers. TheirThe full report is available at: expectations — be they consumers, citizens or business customers —ibm.com/cmostudy2011 are soaring. And they can make or break brands overnight. So how are chief marketing officers (CMOs) faring amid such turbulence? We conducted face-to-face interviews with 1,734 CMOs, spanning 19 industries and 64 countries, to find out what they are doing to help their“Customers today have more enterprises cope with the fundamental shifts transforming business and control and influence with the the world. brand than ever. We need to make Our CMO Study is the latest in IBM’s series of C-suite Studies, encom- sure it’s give and take — a two-sided passing interviews with more than 15,000 top executives over the past conversation, with both parties seven years. The study casts light on the challenges public and private having responsibilities in the sector CMOs confront — and the opportunities they envision — in interaction. ” increasingly complex times.Ann Glover, Chief Marketing Officer, ING Insurance U.S. One of the most surprising findings to emerge from our study is the degree of consensus among the respondents. No matter where they work, their industry, or how large or successful their organizations are, CMOs are facing many of the same challenges and most feel underpre- pared to manage them.Figure 1 Percent of CMOs reporting underpreparednessFeeling the pain Most CMOs are underprepared 50%to manage the impact of key changes in themarketing arena. Data explosion 71% Social media 68% Growth of channel and device choices 65% Shifting consumer demographics 63% Financial constraints 59% Decreasing brand loyalty 57% Growth market opportunities 56% ROI accountability 56% Customer collaboration and influence 56% Privacy considerations 55% Global outsourcing 54% Regulatory considerations 50% Corporate transparency 47%
Executive summary 3Our interviews reveal that CMOs see four of these challenges as perva-sive, universal game-changers: the data explosion, social media, prolifera-tion of channels and devices, and shifting consumer demographics.Additionally, most CMOs are struggling in one vital respect — providingthe numbers that demonstrate a return on investment (ROI) for marketing.The most proactive CMOs are responding to these challenges by trying tounderstand individuals as well as markets.1 They are focusing on relation-ships, not just transactions. Outperformers are also committed todeveloping a clear “corporate character.”In the course of our conversations with CMOs worldwide, an overwhelm-ing consensus emerged. The vast majority of CMOs believe there arethree key areas for improvement. They must understand and deliver valueto empowered customers; create lasting relationships with those custom-ers; and measure marketing’s contribution to the business in relevant,quantifiable terms.Deliver value to empowered customersThe first imperative for CMOs is to deliver value to empowered customers.That means finding out who these customers are, what they want and “We have to get scientific about thehow they would like to interact with the organization. It’s not just a customer experience.”question of understanding their immediate needs and preferences. It’s Nick Barton, Vice President Sales & Marketing,also a question of understanding what they value and how they behave. Greater China, InterContinental Hotel GroupAt least 80 percent of CMOs rely on traditional sources of information, suchas market research and competitive benchmarking, to make strategicdecisions. But these sources only show customers in aggregate, offeringlittle insight into what individual customers need or desire. By contrast,relatively few CMOs are exploiting the full power of the digital grapevine.While 75 percent of CMOs use customer analytics to mine data, only 26percent are tracking blogs, only 42 percent are tracking third-party reviewsand only 48 percent are tracking consumer reviews. Yet these provide richsources of information about customer sentiment, with context, that canhelp companies more accurately predict demand patterns.
4 From Stretched to Strengthened CMOs are also overwhelmingly underprepared to take charge of the growing volume, velocity and variety of data. More than two-thirds believe they will need to invest in new tools and technologies and develop new strategies for managing big data. Four-fifths of respondents plan to use customer analytics, customer relationship management (CRM), social media and mobile applications more extensively over the next three to five years. Further, the increasing emphasis on demonstrating return on marketing investment will increase the need of CMOs to quantify the value they bring to the business through the use of these tools and others. Sources used to influence strategy decisionsFigure 2 50%Missing the personal touch Most CMOs paymore attention to markets than individuals. Market research 82% Key sources to understand individuals Corporate strategy 81% Competitive benchmarking 80% Customer analytics 74% Marketing team analysis 69% Customer service feedback 68% Financial metrics 68% Campaign analysis 68% Brand performance analysis 65% Sales/sell-through numbers 61% Test panels/focus groups 54% R&D insights 52% Consumer-generated reviews 48% Third-party reviews and rankings 42% Retail and shopper analysis 41% Online communications 40% Professional journals 37% Blogs 26% Supply-chain performance 25%
Executive summary 5Questions to considerHow are you gearing your marketing people, programs and processesto understand individuals and not just markets?Which tools and processes are you investing in to better understandand respond to what individual customers are saying and doing?How do you safeguard your customers’ data and privacy in a multi-channel, multi-device world?Foster lasting connectionsIt’s not enough just to understand customers or citizens, of course. Anorganization also has to act on what it learns — and do so faster than its “We have to increase customercompetitors. In today’s age of digital technology, it’s easy for disaffected loyalty. The digital technologiescustomers to go elsewhere, as CMOs are intensely aware. Hence, their represent an important channeltop priority is to enhance customer loyalty and encourage satisfied with which to interact with clientscustomers to advocate their brands. and attract them to our service.” Jeannette Schmitteckert, Head of Marketing andMore than half of all CMOs think social media is a key channel for Public Relations, Bardusch GmbH & Co. KGengaging with customers. However, engaging with customers is not justabout communicating with them. It’s also about helping them enjoy theproducts and services they’ve bought, with the intention of buildingcustomer loyalty. To do this, marketing needs to look beyond the transac-tion and focus on the full customer relationship. Most CMOs, though,report using data primarily to segment and sell, not to generate aware-ness or stimulate interest.Interacting effectively with customers in the digital era has implicationsbeyond marketing products and services. Customers can now find outwhere and how a company makes its products; how it treats its employ-ees, retired workers and suppliers; how much it pays its top executives;how seriously it takes its environmental responsibilities and the like. Thisknowledge can affect their buying decisions. Each company has acorporate character – the differentiating attributes that make it a distinctenterprise. In other words, what an organization stands for is as importantas what it sells. While more than half of the CMOs we talked with thinktheir organization’s corporate character is well understood in the market-place, only 20 percent believe they have succeeded in getting theiremployees fully on board. Seventy-five percent of CMOs believe market-ing must manage brand reputation within and beyond the enterprise.
6 From Stretched to StrengthenedFigure 3 Extensive use of customer dataPeddling, not partnering Most CMOs areusing data to manage the customer transaction, Segmentation/targeting 61%not the relationship. Awareness/education 46% Transaction focused Relationship focused Interest/desire 45% Action/buy 54% Use/enjoy 41% Bond/advocate 40% Questions to consider How do your marketing tactics and investments work in sync to create and grow a pervasive and innovative total customer relationship? What steps are you taking to connect customer insights with product and service development, and to stimulate your customers to become brand or company advocates? How are you collaborating with your C-level peers to activate your “corporate character” across all touch points and experiences? Capture value, measure results CMOs today are under increasing pressure to provide quantifiable“The success of my role is far more evidence of how their marketing expenditure is helping the organization about analytics and technology achieve its goals. They also have to hire people with the right mix of than it is about hanging out with financial, technical and digital skills and become savvier in such areas my ad agency, coming up with themselves. great creative campaigns. We must increase campaign ROI.” CMOs are well aware they will have to be much more financially account- able in the future. In fact, 63 percent of respondents believe marketingRob Colwell, Executive Manager — Commercial andMarketing, Qantas Frequent Flyer return on investment (ROI) will become the most important measure of success over the next three to five years. Importantly, though, only 44 percent of respondents feel sufficiently prepared to manage the increas- ing importance of ROI. However, if CMOs are to be held responsible for the marketing returns they deliver, they must also have significant influence over all four Ps of marketing: promotion, products, place and price. Surprisingly, this is often not the case. CMOs told us they exert a strong influence over promotional activities such as advertising, external communications and social media initiatives. But, in general, they play a smaller role in shaping the other three Ps.
Executive summary 7Seven most important measures to gauge marketing success Figure 4 Hard measures CMOs believe ROI on marketing spend will be the number Marketing ROI 63% one method for determining the marketing Customer experience 58% function’s success by 2015.Conversion rate/new customers 48% Overall sales 45% Marketing-influenced sales 42% Revenue per customer 42% Social media metrics 38%Questions to considerHow are you measuring and analyzing the results of your initiativesand communicating them to advance your marketing function’scredibility and accountability?What are you doing to enrich the skills mix in the marketing functionand build technical, financial and digital acumen?In what ways are you personally investing to broaden yourcapabilities?Get fit for the futureThe practice of marketing is going through a period of unparalleledchange, putting CMOs everywhere to the test. However, you can seize the “Marketing is a balancedopportunity to transform your marketing function. The combined insights combination of art and science.of the 1,734 senior marketing executives participating in our study point to A good approach blends humanthree strategic imperatives that can strengthen your likelihood of success: creativity and logical thinking based on the data insights technology offers.” Deliver value to Foster lasting Capture value, empowered customers connections measure results Le Quang Thuc Quynh, Marketing Director, Saigon Co-op • Focus on creating value • Capitalize on new digital • Use advanced analytics for customers as channels to stimulate and compelling metrics to individuals customer conversations improve decision making • Reprioritize investments to and new relationships; use and to demonstrate analyze digital channels to tangible incentives to accountability access customers’ views attract followers • Adjust your talent mix to and use advanced • Engage with customers increase technical and analytics to recognize throughout the customer financial skills, and grow preferences and trends lifecycle; build online/offline digital expertise by across every touch point communities to strengthen finding new partners to • Work with IT to assess your brand supplement in-house potential data and • Help the enterprise define resources infrastructure exposures, and activate traits that • Expand your horizons by employ tools to secure make it unique and engage enhancing your personal customer data and update the C-suite to meld the financial, technical and privacy policies to address internal and external faces digital savviness customers’ concerns of the enterpriseContinue the conversation at ibm.com/cmostudy2011