The Incite Primer: The Evolution of Marketing and Communications in 2013

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Tough questions, insightful answers
Incite Primer:
The evolution of
Marketing and
Communications
in 2013

Convergence between Marketing and Communications Functions
2Join the conversation at facebook.com/InciteMC@InciteMCwww.inciteMC.com
It’s going to be an interesting year.
Marketing and Communications executives are both wrestling with significant
evolutions in many different areas of their roles.
The technological advances that have birthed the horrific portmanteau “SoLoMo”
have also given savvy executives more opportunities than ever before to engage
customers where they want to be engaged, and when they want to be engaged.
Equally, the explosion in ‘big data’ has meant that the picture a brand can build of
individual customers and consumer trends equip forward-looking companies with
insight they could barely dream of a couple of years ago.
And yet these two opportunities also herald significantly ructions in the existing role
- and very definition - of marketing and communications executives.
In this collection of publications, Incite Marketing and Communications have
analysed hundreds of survey responses from corporate executives, and merged
them with hundreds of hours of primary research. We have begun to draw out some
key trends that we expect will have a deep and lasting impact on both marketing
and communications executives in the coming year and the longer term future.
So please read on, and take a glimpse at what 2013 holds for you. Once you have,
we want your feedback. Incite exists to incite (natch) debate on the tough questions
faced by marketers and communicators. You can join that debate and learn from
your peers at www.incitemc.com and on Twitter at @InciteMC.
Cheers,
Nick Johnson
Founder
Incite Marketing and Communications

Contents:
The 4 Key Issues of 2013: Predictions for Marketers and
Communicators...
In this publication, we take an overview of the trends and changes that will impact
on your role as a marketer and communicator in 2013. We cover issues like:
• Customer-Centricity
• Multi-channel marketing and communications
• The erosion of the dividing line between marketing and communications
How big data, social media and customer-centricity will drive a merging
of the marketing and communications departments
In this essay, we investigate how three of the big trends of the last few years are
slowly removing the historic division between marketing and communications
functions. We look at
• Internal and external pressures for convergence
• The observation that Communicators seem keener on this convergence than
Marketers
• How ‘internal convergence’ is just as important as ‘external convergence’
’Multi-channel’ is going to revolutionise marketing and communications.
Again.
In this investigation, we look at how the increasing complexity of what it means to
be ‘multi-channel’, and the impact that will have on your role. We look at:
• Why multi-channel is shooting up your priority list
• Examples of how multi-channel can boost your brand engagement
• Benchmarks on how prepared your peers feel for this significant change
4
8
13

The 4 biggest issues in 2013 – according to 300
of your peers
As part of the run up to the 2013 Incite Summits, we asked 300+ marketing and communications executives about
the key issues they see impacting on their roles in 2013.
A complicated future
The first observation is quite how complex both roles will become in 2013 - and, significantly - the surprising level
of harmony in the predicted key issues over two normally quite distinct job functions.
Biggest
Impact on
Marketing and
Communications
Roles in 2013
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The four most important topics, as you’ll see in the chart above, are:
1. Customer-centricity: Specifically, in this case, getting closer to the customer and understanding them better.
What’s more, evolving the business so one’s customers are able to have a meaningful impact on business practices,
strategy and future goals/products. This is quite clearly the most significant impact on roles in 2013 - across both
functions. An enormous 46% of all respondents picked this as their top priority in 2013.
2. Multi-channel marketing/communications: Linked closely to the previous issue, multi-channel marketing
focuses on how to integrate multiple marketing/comms channels to ensure they work in concert for an impactful,
effective, and pervasive marketing campaign. A significant 22% picked this as top priority
3. Building unique customer experiences through more personalisation/segmentation/better consumer
insight: Striving towards providing your customers with a personalised, engaging and unique relationship with
your brand. Companies are beginning to do this through the increased segmentation made possible by social
media/big data profiling, and by the proliferation of marketing/communications channels and platforms. Evidently,
from the popularity of this option, it is a challenge that executives have not overcome completely. 10% picked this
as top priority

4. Internal Collaboration: Focusing on more efficient internal collaboration between marketing and
communications, to ensure that the company speaks with a unified voice, shares insight and responds better to
consumers.7% picked this as top priority - which is significant in itself, but more so when one considers that 24%
of Communications execs said this was priority #1, and only 5% of marketers. More on that below.
Customer centricity has never been more alive
What issue
will have
the biggest
impact on
your role
in 2013?
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20%
40%
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10%
50%
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measurement
speed
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f
response
‘Customer Centricity’ is not a new term. It has been around for several years. For the more overzealous of marketing
‘gurus’, it’s already dead, actually.
Not according to our corporate respondents. For them, customer centricity is going to be the biggest impact on
their role in 2013. Not 2008. Not 2010. 2013.
Why the discrepancy?
Marketing and Communications service providers/agencies have something to sell. It’s understandable that they
want to move on from any new development as soon as they can - the next big idea may well be even more
lucrative.
But corporations themselves move at a slower pace. They focus on what actually impacts on their business - and
their bottom line. Things that work, not things that are new.
There have been many, many buzzwords bandied around for the last few years - glocal, solomo, gamified to name
but three. It is significant that, in the company of many other more ‘traditional’ and ‘recognisable’ issues, ‘customer
centricity’ is still picked by more than twice as many of our corporate respondents as anything else.
This is the year, it seems, for customer-centricity to truly come to life.

Communicators want Marketers. Marketers don’t care
The increased need to
collaborate with the
marketing / comms
department is going to
have the most impact
on my role in 2013
22% communicators 5% marketers
Over the last 8 months, we have been researching the key issues for both the marketing and communications
communities.
Both sets of respondents are united in the need for a more customer-centric approach, for presenting a more
human face to consumers, for communicating in an integrated - and consistent - manner, and for sharing insights
about consumers better internally.
And yet. When asked how important enhanced internal collaboration would be in 2013, 22% of communications
executives said it was their top priority. Only 5% of marketers said the same.
Why?
1. Marketers are already doing as much collaboration as they need
2. Communicators are seen as performing a smaller/less critical role, and thus marketing is less incentivised to
collaborate with their department specifically
3. What else? Your feedback would be appreciated in the comments below
Big data, small impact
While our survey results have come as a boon to those predicting a big year for customer-centricity, they give short
shrift to those talking of big data’s huge impact on corporate marketing and communications/
Put simply, the practitioners don’t agree.
Only 7% of respondents say it’s going to have the biggest impact on their role in 2013. It falls behind not just
customer-centricity, but multi-channel marketing and the ability to deliver more unique customer experiences
through better personalisation/segmentation/customer insight.
While it’s obviously true that the impact of big data is liable to fall far more broadly than on simply the marketing and
communications departments, and equally, that the topic is nevertheless one of the top 7 responses throughout
our research, it’s still a surprising showing. Big data is perhaps one of the most talked about developments of the
last decade, and the potential impacts on business are undeniably vast. But, as suggested above, multi-national
corporations are not known for moving fast. Evidently this new strategic opportunity hasn’t filtered down yet into
the marketing and communications departments.

Biggest
Impact on
Communications
Roles in 2013
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B2B
B2C

Big data, social media and customer-centricity
will drive a merging of the marketing and
communications departments
Over the last few months, we at Incite have been conducting in-depth research with over 80 senior marketing and
communications executives.
Since then, we’ve run several surveys and questionnaires to attach some solid statistics to our more qualitative
findings from our conversations with practitioners.
In this piece, I’ll investigate the first major finding from our work.
Marketing and Communications Functions are Merging
Perhaps the most obvious, and pressing, development for senior marketing and communications executives in
2013 is the continued blurring of the lines between the two functions.
It was a common refrain throughout our research -
“The challenge is how both functions work more closely in alignment, and leverage each others’ resources”
“What we’re saying internally is that with the advent of social, with multiple media channels, that lines blur
between traditional marketing, PR and Communications”
“The customer doesn’t care where the info is from, just that they can get that info easily”
“One of our key challenges this year is integration - between brand, PR, communications, and marketing, to
ensure a better joined up response and message to a more demanding set of customers”
As we can see from the chart below, the surveys we’ve run back up the findings. A huge 92% of respondents said
that multiple departments “must work better together for an enhanced, unified customer experience”.
Must multiple-
departments work
better together for an
enhanced customer
experience?
92% YES
8% NO

Another significant proportion - 56% - are more specific, declaring that it is ‘very important’ for marketing and
communications departments to collaborate and integrate better over 2013.
How important is it
for Marketing and
Communications
Departments to
work more closely?
14% QUITE IMPORTANT
56% VERY IMPORTANT
5% NOT IMPORTANT
25% IMPORTANT
What explains this push to convergence?
So why has internal departmental convergence, collaboration and integration become such a pressing concern for
senior marketers and communicators?
There are two relatively new pressures on both groups, and they’re blurring the lines between two previously
distinct departments
The external pressure
In large part because of the rise of social media, consumers increasingly expect to be able to speak to a brand as
easily as they speak to a friend - and more importantly, to get a response and build a relationship.
Your consumers expect that when they mention your brand on Twitter, then call you, and then send you a follow
up message over Facebook, that you’ll join the dots. And that’s a real challenge when social adoption is so
fragmented, particularly in larger businesses who usually have tens of social accounts, run by different individuals
in different teams.
One obvious answer is to unify that approach. Considering the marketing and communications teams are those
predominantly responsible for outreach on behalf of a brand, it follows that they should work together to manage
these communication channels (with the possible addition of customer service - and even IT - departments).
The internal pressure
Again, social plays a role here - though big data is becoming increasingly important. Companies now have an
unrivalled ability to track, monitor - and understand - their customer in far greater depth than ever before. To take
the example above, once your business can track customer interactions over multiple channels, one is able to spot
trends, brewing crises, and new business opportunities.
But for this to work, those many departments who monitor different big data sets - IT, customer service, product
development, customer insight, marketing, customer service - must ensure that data flows uninterrupted between
each other. More importantly, that learning is shared between these departments.
Marketing and communications, as the two functions with arguably the most to gain from a more in-depth and
nuanced understanding of the consumer, should be spearheading this unification.

Communications Needs Marketing More Than Marketing Needs Them
When we begin to look a little deeper, some interesting further trends emerge:
‘Very Important’
for Marketing and
Communications to
work more closely
42% MARKETING
58% COMMUNICATIONS
When one breaks out the respondents from Communications and Marketing functions, there is a striking difference
of opinion. 65% of communications execs say that it is ‘very important’ to work better with marketing in 2013, and
yet only 48% of their peers in marketing believe the same.
Why? Is Marketing the function with more power within business? It’s certainly true that CMOs are more often
responsible for Communications departments than CCOs responsible for marketers.
B2B companies want convergence more than B2Cs
It’s critical to do better
internal collaboration
93% B2B 86% B2C
Surprisingly, 93% of B2B companies say they need to do better internal collaboration, compared to 86% of B2Cs.
Admittedly, the difference is slight and the result over both business types is emphatic, but B2B respondents with
a similar level of desire for convergence is surprising, let alone more desire.
Why surprising? A core pillar of the argument for more convergence is to deliver a more unified voice to the
consumer. B2C companies, with more individual consumers, with what tends to be a broader and ‘higher volume’
external communications approach, would seem more naturally pressured by a need for this convergence.

Internal convergence is more important than external convergence
When one talks of ‘convergence’, it is tempting to play with semantics and broaden the term to incorporate
‘customer-centric’ characteristics - and start to look at convergence between the corporate and the consumer - in
terms of closer alignment, understanding, product delivery etc.
Considering the rampant popularity of the buzzword ‘customer-centric’, one would assume the passion for this
‘external convergence’ would be significantly higher than the more boring ‘desiloisation’ needed for internal
collaboration.
It is important
to do better...
EXTERNAL
COLLABORATION
INTERNAL
COLLABORATION
92%
92%
It’s not. Companies view both internal and external collaboration as just as important as each other.
A note on definitions of ‘customer-centricity’ and ‘external collaboration’
One could read these results as a more cautious reading of what ‘customer-centricity’ means for a corporate
audience. The ideal espoused by Bob Thompson of Customer Think is of a ‘customer-inspired’ business, which
“Thinks deeply about what customers are trying to accomplish in their business and personal lives, and create new
ways to add value before they ask”
But perhaps corporate practitioners’ understanding of ‘customer-centricity’ is lower down Thompson’s “Customer-
Centric Pyramid” - at the ‘Customer-Driven’ phase:
customer
INSPIRED
customer
ENGAGED
customer
DRIVEN
customer
FOCUSED
How customer-
centric is your
business?
Copyright
CustomerThinkCorp

“We regularly get customer feedback, prioritize key issues and work to improve customer satisfaction with the
products and services we sell, to minimise customer attrition”
Thompson feels that the higher up the pyramid, the better for the business. Again, perhaps this is one assumption
too far. What do you think? What is the ideal level of customer-centricity?

What is Multi-Channel Marketing?
The last five years have seen a radical shifting of the marketing and communications landscape, and
‘multi-channel’ as a concept.
According to Wikipedia, it can be defined as:
“marketing [and communications] using many different channels to reach a customer.[1] In this sense, a channel
might be a retail store, a web site, a mail order catalogue, or direct personal communications by letter, email or
text message. The objective of the companies doing the marketing is to make it easy for a consumer to buy from
them in whatever way is most appropriate.[2] “
While ‘multi-channel’ has been around as long as marketing and communications themselves, the world has
changed siginficantly in the recent past. That means that the role of the marketer/communicator has got
significantly more complicated, and the expectations from customers have evolved significantly. There’s not only
an opportunity to engage across multiple channels, but an expectation - and a need.
In a recent Incite Webinar (available to listen for free here) Linda Rutherford, Vice-President of Communications
and Strategic Outreach at Southwest Airlines, said that
“The way the world used to be, when you tuned into television news, 90% of the population saw it. That’s simply
not the world of today. There are so many different ways to reach people, to share with them, and to tell them
about your brand. In recognition of that fragmented world, it requires us to think about what a multi-channel
approach can look like. Our mantra is to ‘be where our customers are’”
Jerome Hiquet, Vice-President of Marketing at Club Med North America, agreed with her in the same discussion:
“Customers are multi-channel, they use lots of channels to reach us - but they want to speak to one brand. So
multi-channel strategies are going to force each brand to take a ‘step change’. To engage, we must be everywhere,
and we must be involved in ‘participative marketing’ - so multichannel and multi-directional.”
It seems that if you want to reach your customers as efficiently as previously, you can’t use the tried and tested
methods that worked previously.
Why should you care?
Alongside this increasing pressure and need to extend your multi-channel abilities, there are huge opportunities
available Technological advances have led to not only meant that your customers and stakeholders are now
accessible in ways not possible even five years ago.
As a marketer or communicator, you can now get in touch with people when they want, in the way that they want
- and when they are most likely to engage with you.
You can identify consumers from their travel habits and remind them to pick up a coffee from your (conveniently
located) coffee shop as they leave the subway.
When they talk over social media about their need for a new work shirt, you can join the conversation and point
out your excellent bespoke service.

As they watch the Super Bowl, and get confused about the power outage and go to a social network to find out
more, you can quickly respond with a brand message taking a sideways look at the issue. Oreo did this, and drove
more awareness for their brand than any number of SuperBowl advertisements.
These single channels all offer fantastic opportunities for the savvy brand to engage.
And yet they are far more powerful together.
When ensuring all channels - social, local, email, direct mail, broadcast, online ads, mobile and more - work
together, you are able to create campaigns and messages more pervasive, personalised and engaging than one
could have dreamt of less than a decade ago.
Challenges in multi-channel
It appears that there is little argument - cutting edge marcomms execs must deliver a multi-channel experience in
this new world of brand engagement.
Yet that presents challenges to overcome. The first, and most obvious, is complexity. A fragmented marketing and
communications landscape means you need to:
• Understand which channel is appropriate for which message
• How to drive people from one channel to another
• Retain consistency over several channels
• Track and understand which channels are working and which are not
This is evidently no easy feat. And corporate practitioners recognise this:
Top 3 issues
for you
in 2013
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MARKETING
COMMS
OVERALL
The chart above shows which issues are identified as a ‘Top 3 Priority’ for the coming year

As you can see from the chart above, multi-channel marketing is a fundamental focus for both marketers and
communicators in 2013.
Overall, it comes second in the list of corporate priorities, behind being more customer-centric, and tied with
building unique customer experiences for customers/stakeholders.
NB: Importantly, it is worth acknowledging that ‘building unique customer experiences’ and ‘multi-channel’ are
inextricably linked. ‘Multi-channel’ is the fundamental tactic corporations are using to build these ‘unique customer
experiences’.
There’s a difference
It’s interesting to consider the differences in approach that this chart highlights between the marketing and
communications functions in 2013.
In research conducted by Incite over the last few months, as we discuss here, there is a notable synergy between
marketing and communications functions. The two departments have remarkably similar priorities, and indeed,
there is an argument to be made that the dividing line between the two functions is blurring.
This blurring has come about through the increasing need for companies to speak ‘with one voice’ to customers,
as Hiquet highlights above, and equally to the drive to build more detailed pictures of consumers through better
internal data sharing.
Yet evidently there are still differences. The relative importance of establishing multi-channel campaigns is one. As
Chart 1 shows, Multi-channel campaigns are named as a ‘Top 3 issue’ by over half of all marketers surveyed. Yet
for Communicators, this figure drops to just over 20%.
That’s a remarkable difference in approach - indeed, it’s the most significant difference in approach across all
issues in the chart. There is no greater gap between marketing/communications functions than when it comes to
multi-channel.
Why is this? We don’t know. We would love you to let us know what you think.

But don’t be misled - this is critical for everyone
Overall:
Importance
of Multi-Channel
41% CRITICAL
14% NEUTRAL
45% IMPORTANT
When asked in isolation about the importance of multi-channel in outreach campaigns, both marketing and
communications functions were more forthright.
Overall, 41% of respondents said it was ‘critical’ in 2013, with a further 45% classing it as important.
Communicators:
Importance
of Multi-Channel
39% CRITICAL
19% NEUTRAL
42% IMPORTANT
Of those respondents working in the Communications function, the numbers were slightly lower.
Nearly a fifth of respondents said that Multi-channel was not important, or they were neutral about it. Yet well over
a third still said that multi-channel communications was critical, and 42% said it was important.
Marketers:
Importance
of Multi-Channel
42% CRITICAL
9% NEUTRAL
49% IMPORTANT
Marketers, understandably considering chart 1, were more committed to multi-channel. A full 42% said it was
critical to their role in 2013, and 49% said it was important. That leaves only a rather small 9% of our entire
respondents who either class multi-channel as ‘unimportant’, or something they’re neutral about.

Putting their money where their mouth is
“I expect my company’s
resource spend on
multi-channel will
increase over 2013”
17% NEUTRAL
9% DISAGREE
74% AGREE
And they put their money where their mouth is. An enormous 74% of people who attended our recent webinar
on multi-channel marketing (recordings available for free, here) expect their company to increase resource spend
on multi-channel over 2013.
Both Hiquet and Rutherford were surprised by this finding.
Along with many participants in the webinar, both Vice-Presidents suggested that rather than increasing resource
spend overall, they were instead looking at reallocation. Finding areas of inefficiency, and reallocating resource
from underperforming areas of marketing into multi-channel.
Nevertheless, Hiquet still had advice for those looking to prise open the board’s purse strings. He went to
management with the message:
“If we work better in multi-channel, we can expect an increase in terms of brand attachment, but also in repurchase
rate. We tried to demonstrate that by increasing repeat business, we should use that to increase our resources.”
So, are you prepared?
“Our multi-channel
strategy is not as
developed as
it should be”
20% NEUTRAL
4% DISAGREE
76% AGREE
You feel prepared for this? If so, you’re in the minority.
A full 76% of our respondents do not feel that their multi-channel strategy is ‘as developed as it should be’. Only
a tiny 4% were confident enough to say that they were where they needed to be.

According to Hiquet and Rutherford, this isn’t surprising. Indeed, both expressed the view that a brand will never
be ‘done’ when it comes to multi-channel marketing, with new channels and opportunities to connect arising
quickly and consistently.
Hiquet said of the findings:
“It’s a proof of humility, and with all these touchpoints to manage, to be consistent, to have the right content and
targets, it’s very tough. I do think that everything changes so quickly, and in terms of new trends, new actors in the
market, we need to be very humble in what we can do. I think people are saying they can improve, and they are
focusing on doing that.”
Rutherford agrees with him:
“I’m not surprised - I don’t know that we’ll ever be done in this new world we live in. When you say ‘multi-channel’,
there are new ways to engage your audience with your brand that are popping up every day. In the last 6 months,
we’ve spent time playing around with Vine and Viddy and other opportunities to engage.The speed, and the
creativity, with which things are moving these days means we are constantly going to be learning about these new
opportunities to connect, I don’t think we’re ever going to be ‘done’”.
Conclusion
Getting better at multi-channel marcomms is evidently a significant challenge for your peers. It’s also undeniably
a key focus for 2013 - whether one works in marketing and communications.
There are huge advantages to a more multi-channel approach to your outreach program, not least the increased
pervasiveness, personalisation and engagement levels when one can orchestrate a truly multi-channel campaign.
And yet the challenges - notably the huge upscale in complexity inherent in marketing and communicating across
such a fragmented landscape - leave many feeling they simply are not prepared for this shift.
That is why we’re running a large-scale business Summit discussing this very issue. We have Chief Marketing and
Communications Officers from Sony, L’Oreal, Aflac, Arby’s restaurants and more sharing their insights on this topic.
If you want to find out more, you can download a ‘sneak peek’ for marketers here, and for communicators here.

Secure your place with our ultra-early bird passes
and SAVE $895 on your ticket at www.incitemc.com
incitemc.com #IMCSummit
September 18-19, New York
Your sneak peek into how the Incite 2013 Summit is shaping up!
Map the Future of Multi-channel,
Customer-centric Marketing
and Communications
at a glance: Insight on some of the big issues…AGENDA
The Customer-
Centric Future
Change your
corporate culture to
focus better on the
customer
Moving Customer-
Centric Without
Causing Chaos
Get a customer-centric
internal organisation
that’s simple, not
complex
How To Listen,
So You Can Talk
Back Better
Get more useful
insight about your
customers, and
use it to do better
Communications
Build Unique
Customer Experiences
Manage a complex
Communications
landscape and integrate
many channels to build
one effective stake-
holder experience
Less Silos =
More Success
Break down internal
barriers and get
everyone singing from
the same hymn sheet
we have already confirmed to contributeSPEAKERS
Sony Electronics
Mike Fasulo
Chief Marketing Officer
Aflac
Michael Zuna
Sears
Jennifer Dominiquini
(Seasonal and Outdoor
Living)
Restaurant.com
Christopher Krohn
Arby’s
Russell Klein
BASF
Robin Rotenberg
Chief Communications
Officer
MetLife
Claire Burns
Chief Customer Officer
Chobani
Nicki Briggs
Chief Communications
Officer
Ericsson/Coinstar
Nora Denzel
Non-Executive Director
Citigroup
Ben Eyler
Vice-President, Marketing
and Communications
Barnes Noble
Sasha Norkin
Vice-President, Digital
and Channel Marketing
Home Depot
Fred Neil
Vice-President,
Marketing, CRM and
Customer Insights
Diageo
Michelle Klein
Vice-President, Global
Marketing (Smirnoff)
Hewlett Packard
Rob Wait
Vice-President, Marketing
Whole Foods
Bill Tolany
Head of Integrated
Marketing
Yum Brands
Amy Sherwood
Vice-President, Public
Relations and Consumer
Affairs
Sprint
Doug Duvall
Vice-President,
Corporate
Communications
Cardinal Healthcare
Jill LaNouette
Vice-President,
Public Affairs
McDonald’s
Heather Oldani
Head of US
Communications
Nestle
Doug Hawkins
Vice-President,
Public Affairs
Policy (Nutrition)
The Incite 2013 Summit

Who are we?
• A community of corporate marketing and communications professionals
• A strident editor of debate
• A tool for you to drive the future of marketing and communications
What do we do?
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The Incite Primer: The Evolution of Marketing and Communications in 2013

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