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The State of Marketing Leadership: How Senior-Level Marketers Are Redefining Success and Integrating the Customer Journey

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Today’s marketing leader must be more agile, data-focused, and customer-obsessed than ever before. For The State of Marketing Leadership, a joint research report from LinkedIn and Salesforce Marketing Cloud, we surveyed more than 900 senior-level marketers on LinkedIn to learn what’s top-of-mind in their roles—whether director, VP, or CMO.

Key findings include:
- 86% of senior-level marketers agree that it’s absolutely critical or very important to create a cohesive customer journey.
- 56% of enterprise companies have a customer journey strategy, vs. 33% of mid-sized companies and 27% of small businesses.
- The top three challenges facing senior-level marketers: budgetary constraints, quantifying marketing’s ROI, and creating personalized experiences.
- Among marketers who have fully integrated customer data (only 17%), 97% said they are now successfully creating a cohesive customer journey.

The full report also includes charts segmented by B2B vs. B2C and enterprise, mid-sized, and small business.

Download the full report: http://extg.co/1suX9Rs

The State of Marketing Leadership: How Senior-Level Marketers Are Redefining Success and Integrating the Customer Journey

  1. 1. ‘i I The State of Marketing Leadership How SenIor—LeveI Marketers are Redefining Success and Integrating the Customer Journey + salesforce marketing CiOUd
  2. 2. The State of Marketing Leadership About Our Research <9 Salesforce and Linkedln surveyed 985 senior marketers on Linkedln. We asked marketers about their top marketing goals and objectives. rrril Data was compiled and segmented by company size and type of business. I ‘ * . flla-13-Ina‘
  3. 3. Here's What We Studied - Common success metrics - Effectiveness of marketing technologies - Customer service as a marketing tool - Collaboration
  4. 4. L. ‘ ‘->3’ C" ‘ :5 , ‘ ‘ 1 I’. _ - 1 J l. _, » is. . at ‘ r 2 M 1*”/ *’ _ Ar, —* -7» '4': ‘ i ”. " "<'| ,, - ii" / ‘ ii. y __ . - 1 = gt -1; J«"I' i . ‘ l'. ' ' , ' I , _ : I I’ i » 1 ‘ C T1 ‘ ‘ i I I ‘ P . , , I . I L _ . .. r: ’rII_l Key Takeaways The importance of the customer journey is taking over marketing strategies Data integration continues to be a challenge to building a cohesive customer journey Mobile is rated one of the most effective, but least used marketing tactics Companies must become helpful, accessible, and always-on resources for their customers Employees need to be properly trained and ready to collaborate rwir - j . x». ita.13-in-. )
  5. 5. The Customer Journey Takeover
  6. 6. 86% of senior-level marketers agree that it's very important to create a cohesive customer journey. However, 40% of marketing leaders surveyed said their company uses the term “customerjourney. ” Only 29% of enterprise companies rate themselves as very effective or effective at creating a cohesive customerjourney, compared to 40% of small businesses. _ /17 Z/ ** a». ira-1:-in-. )
  7. 7. B2B Understanding of the Customer Journey Percent of B2B Marketing Leaders Rating These Technologies Important to and Effective for Creating a Cohesive Customer Journey CRM Tools Marketing Analytics Content Management 8 9 28 55 Marketing Automation 38 52 5 <1 E Social Publishing Tools io 10 43 40 Social Listening Tools Enterprise Resource Planning (ERP) Software 13 1o 39 39 Predictive Intelligence 20 59 12 9 Collaboration Tools E Mobile Apps I % Absolutely Critical/ Very Important I % Very Effective/ Effective I % Moderately/ Slightly Important I % Somewhat/ Not Very Effective I % Not At All Important I % Not At All Effective I % Don't Know I % Don't Know saesforce
  8. 8. B2C Understanding of the Customer Journey Percent of B2C Marketing Leaders Rating These Technologies Important to and Effective for Creating a Cohesive Customer Journey °R’”°°'$ i ES : __ I Marketing Analytics Content Management 4 E 11 W Marketing Automation Social Publishing Tools ‘ i {E W’ Social Listening Tools F . - Enterprise Resource Planning (ERP) Software ’ Predictive Intelligence fl Collaboration Tools EL 37 Mobile Apps f E [7 % Absolutely Critical/ Very Important F % Moderately/ Slightly Important % Not At All Important I ‘ % Don’t Know 1 I % Very Effective/ Effective % Somewhat/ Not Very Effective % Not At All Effective % Don't Know ‘ " . a». rta.1;-my
  9. 9. Data Integration: A Critical Piece of the Customer Journey
  10. 10. Only 17% of respondents said their company had fully integrated their customer data across all areas of the organization. salesforce
  11. 11. 97% of “fully integrated” marketing leaders said they were at least somewhat effective at creating a cohesive customer journey across all touchpoints and channels.
  12. 12. Companies That Integrate Customer Data vs. Those That Don’t Percent of Marketing Leaders Rating Their Efforts Effective at Creating a Cohesive Customer Journey, Based on Level of Customer Data Integration and B2B vs. B2C Total I 27; .1 B2B ' :42» = w B2C 7 :1 Fully Integrated I 42> 4!: Partially integrated at a: Not At All Integrated H 1:. -.1 % Very Effective/ Effective % Not At All Effective % Somewhat/ Not Very Effective % Don’t Know ‘ " -Y-Ila-fiilflfl
  13. 13. I Companies That Integrate Customer Data vs. Those That Don’t Percent of Marketing Leaders Who Have Integrated Customer Data Across Their Organizations 1 , , ; . Total eze B2C w. :7. av I-'‘ an Small I Mid-Sized Ent r rise Businesses Businesses Bu ‘ sses 1 5. m T 96 Fully Integrated 96 Not At All Integrated % Partially Integrated 96 Don't Know N I . y.ua-1:-. ... q
  14. 14. All Businesses Are Mobile Businesses — Or They Should Be
  15. 15. 100% of marketers who valued mobile app technology as important rated their company very effective or effective at using mobile apps to execute their overall marketing strategy.
  16. 16. Rating Digital Marketing Technologies: lmportance and Effectiveness Percent of Marketing Leaders Rating These Technologies Effective by the Importance They Place on Collaboration % Rating Collaboration as Absolutely Critical/ Very Important 50% 52% 44% CRM Tools Marketing Content Analytics Management 29% 45% 43% Ma, ke[, ,,9 Social Social Automation Publishing Llstenlng Tools Tools 54% 77% 55% Enterprise Resource I>reoIcr-ve Collaboration Planning (ERP) Intelligence Tools Software 72% Mobile A905 % Rating Collaboration as Very Effective/ Effective CRM Tools Marketing Analytics Content Management Marketing Automation Social Publishing Tools Social Listening Tools Enterprise Resource Planning (ERP) Software Predictive Intelligence Collaboration Tools Mobile Apps I7. % All Marketers " % of Marketers Rating Collaboration as Absolutely Critical/ Very Important ‘ " . y.ita.1;-Iraq
  17. 17. Rating Digital Marketing Effectiveness: Usage Rates, Current and Planned Percent of Marketing Leaders Using Popular Digital Marketing Technologies Corporate website Marketing automation 45 24 I‘ I Display/ banner ads 70 12 IE Landing pages 8i ll E. A Native aciveriisins Web personalization 40 30 :0 ltl Seagztstgtigi: .i; *iT; %:; i?. ig<%Eé°>I 76 is i Blogging 55 22 is = . Mobiie iexi <sMs> messaging Mobiie "push" nomicsiions Location-based mobile tracking I6 22 «:5 iii Videos Video advertising Podcasts _ Social media listening 58 19 Social media marketing 79 Social media advertising 60 I7 Content marketing 73 I7 Email marketing «L in J J 3 3 I x. to to. : _n B , - 1 , ti .2 =4 I In oz LN 0 J» I I % Currently Use I % Piloting/ Plan to Use in Next 12 Months I 96 Don't Plan to Use I 96 Don't Know Ii J Lead nurturing and scoring 44 2i Io M u Data targeting and segmentation 62 Guided selling sales/ oi(e
  18. 18. Rating Digital Marketing Effectiveness: Usage Rates, Current and Planned Percent of Marketing Leaders Rating Digital Marketing Technologies as Effective Corporate website 7 if I Marketing automation 7' Disp| ay/ banner ads 7 E Landing pages Native advertising 7 Web personalization 593$; r°c'l'I9é'? I‘Z; I‘? I‘ét'III"$? l?§': ‘i’I§'g(§§i? I?/ ) . E 3' Blogging W E Mobile text (SMS) messaging *1 Mobile “push" notifications I if Location-based mobile tracking 7 E V Videos I Q E Video advertising _ E’ Podcasts 7 E Social media listening I -: ‘ 7 Social media marketing V i‘ Social media advertising 1 Content marketing I E Email marketing 7 f I ' %Very Effectivel Lead nurturing and scoring _ E I _ E"°°""° , _ _ % Somewhat Effective Data targeting and segmentation , E T % Not very/ Not M Guided selling . E All Effective % Don’t Know , * . y.Iia-1t-I. ..e;
  19. 19. Rating Digital Marketing Technologies & Effectiveness - The three technologies with the highest “don’t plan to use” rates are in the mobile category: SMS, push notifications, and location—based mobile tracking. Yet 86% of marketers who use SMS and 88% of those who use push notifications rate them as at least somewhat effective, and mobile apps scored the highest effectiveness rating. Considering that there will be 5 billion smartphones by 2017 and 75 billion connected products by 2020, the mobile imperative has never been greater. mam‘-m~. )
  20. 20. Shifting Measurement to Customer Success
  21. 21. How Marketing Leaders Are Measuring Their Efforts Percent of Marketing Leaders Using These Metrics to Gauge Success (Showing Top 10 Metrics) % Small % Mid-Sized % Enterprise % B2B % B2C Revenue growth al 4;; -, y_, 3- 5i .1. Return on investment 21:‘ 3;; ;1 3. g; ;y, Conversion rates 21-‘ q. -. 22 2o 21 24 Customer satisfaction 31.1 18 3,! ga 19 ,4; Customer acquisition ’ .11., ' (audience/ list growth) * 24 19 19 17 24 Pipeline attributed to marketing 1:4 14 17 21 V 1‘: ' 10 Customer retention rates 1:4 19 18 16 15 21 Lifetime customer value ‘I: 16 17 14 11 20 Quality of leads generated ‘I: 18 17 12 21 10 Engagement rates (opens. E! S clicks, downloads) 15 15 12 14 15 Righ t: Top three metrics highlighted in orange by each ca tegory. L~. y.lxaJVt-1.14
  22. 22. B2B vs. B2C Metrics B2B marketing leaders focus on metrics related to leads, such as pipeline directly attributed to marketing activities (25% :1}: use this metric), quality of leads generated (21% use this metric), and number of leads generated (17%). B2C marketing leaders place a heavy emphasis on customer-related metrics, 1, ‘T , including customer satisfaction (25%), ‘ customer retention rates (21%), and 1 1’ lifetime customer value (20%). ‘ $17 1‘. 11 l AJ4
  23. 23. Collaborating, Enabling, and Preparing for the Future
  24. 24. Marketing Leaders and Cross-Functional Collaboration Percent of Senior—Leve| Marketers Rating Cross-Functional Relationships as Absolutely Critical/ Very Important Head of Sales Head of Product COO and/ or Customer and/ or R&D Service Team and/ or Sales Team 86% 78% 70% 67% C10 an CTO and/ orT Team
  25. 25. Marketing Leaders and Cross-Functional Collaboration Percent of Senior-Level Marketers Who Collaborate with Peers at Least Weekly and Effectiveness of Those Collaborations % Marketers Rating Relationships as Absolutely Critical/ Very Important ‘lei f Head of Sales and/ or Sales Team ‘Lei 11- e CEO 1T Head of Product and/ or R&D l I ‘i a‘) C00 and/ or Customer W Service Team E‘ CIO and/ or CTO 51 and/ or Tech Team F. 96 Meet at Least Weekly ’ ' % Very Effective/ Effective Collaboration CFO % All Marketers 4!-" efll :1»: AH‘ '7 % Meet at Least Weekly 10- film % Very Effective/ Effective Collaboration 1 l . y.ua-1:-. ... q
  26. 26. ‘ -«. . -T“ . T. ’ ' Preparing for the Future - 46% of senior-level marketers reported an increased need for data and analytics expertise over the past 12+ months, while 43% expect to see an increased need over the next 12+ months. These marketers are also feeling unprepared to gain a deeper understanding of marketing technologies and best practices — while simultaneously owning increased alignment of internal functions (e. g., marketing, product, sales, operations). e X . ,.. t . y.ita.1:-in-. )
  27. 27. Top 3 Recommendations
  28. 28. 1. Map the customer journey. We recommend marketers increasingly focus on customer journey strategy — improving customer experience of lead forms, lead nurturing campaigns, sales interactions, advertising, and beyond. Customer journey mapping, or illustrating important touchpoints along the customer journey and the different ways customers might respond to them, will be an important area for marketing leaders to oversee.
  29. 29. 2. Prioritize mobile strategy. There are already billions of smartphones in the world, but more importantly, those smartphones are creating hundreds of trillions of data points by the second. Marketing leaders — especially in B2B companies — should invest research, budget, and effort into how customers use mobile channels and act accordingly, because mobile penetration is growing exponentially. salesforce
  30. 30. 3. Close the data integration gap. Only 17% of respondents said their company had fully integrated their customer data across all areas of the organization. Closing this gap is inherent to marketers wanting to build a personalized, responsive customer journey model. Without the data to do it, the customer journey lacks any relevancy beyond broad segmentation. salesforce
  31. 31. The State of Marketing Leadership How SElllOl"L€‘/ El Marketers are Reoefm ng Success and liiregratmg the Customer Jourvey Want m0 re? Click here to download the full report. | _5nkedm_ + . .g. . memgm: salesforce
  32. 32. Appendix
  33. 33. The State of Marketing Leadership About Our Research IOIAL CMO Owner Self-employed or consultant Vice President Director LQIAL Small: 1 to 200 Mid-Sized: 201 to 2,500 Enterprise: 2,501+ 17% 5% 5% 21% 53% 29% 35% 36% TITLE/ ROLE WITHIN COMPANY B23 CMO Owner Self-employed or consultant Vice President Director NUMBER OF EMPLOYEES 5E Small: 1 to 200 Mid-Sized: 201 to 2,500 Enterprise: 2,501+ 20% 7% 4% 21% 48% 32% 33% 35% BZQ CMO Owner Self-employed or consultant Vice President Director B252 Small: 1 to 200 Mid-Sized: 201 to 2,500 Enterprise: 2,501+ 12% 3% 6% 21% 58% 26% 37% 37% 1 L—. y.: xa-1:-. .:q

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