IBM CMO Study @ B2BGS

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IBM CMO Study @ B2BGS

  1. 1. Smarter Marketing in a Smarter WorldRONALD VELTENDirector Marketing, Communications & CitizenshipIBM Benelux
  2. 2. 30 MINUTES PRESENTATION TOP LEVEL FINDINGS OF THE IBM CMO STUDY © 2011 IBM Corporation
  3. 3. 30 MINUTES DISCUSSION TOP LEVEL FINDINGS OF THE IBM CMO STUDY © 2011 IBM Corporation
  4. 4. #B2BGS #IBMCMOStudy @ronaldveltenLinkedin.com/in/rvelten © 2011 IBM Corporation
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  15. 15. From Stretched to Strengthened Getting Fit for the Future © 2011 IBM Corporation
  16. 16. Key findings from the Global Chief Marketing Officer StudyRONALD VELTENDirector Marketing, Communications & CitizenshipIBM Benelux
  17. 17. Overall Benelux CMOs feel more prepared then their globalpeers, but admit to be seriously underprepared in three distinctiveareas 71%+ 69% 69% Data Social Customer Explosion Media Alignment © 2011 IBM Corporation
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  19. 19. Deliver value to Captureempowered value, measurecustomers results Foster lasting connections © 2011 IBM Corporation
  20. 20. Delivering Valueto Empowered Customers © 2011 IBM Corporation
  21. 21. “With more communication technologies, more channels, how do we stop SHOUTINGand start a conversation with our customers?” CMO Telecommunications, Belgium © 2011 IBM Corporation
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  25. 25. Markets – not individuals – still shape our marketing strategies in Benelux Market Research 84% Competitive Benchmarking 86% Campaign Analysis 79% Consumer Reviews 44% Blogs 35% 3rd Party Reviews 53% © 2011 IBM Corporation
  26. 26. Benelux CMOs give higher priority to social media, with focus ongovernance rather than ROI Enhance customer loyalty/advocacy 63% Deploy tablet/mobile apps 56% Use social media to engage customers 63% Use customer management software 46% Monitor the brand via social media 54% Measure ROI of digital technologies 37% Analyze online/offline transactions 51% Develop social media policies 54% Monetize social media 27% Increase supply chain visibility 19% © 2011 IBM Corporation
  27. 27. The old business model is not embracing the generation ofscreen agers. Our strategy is set, but agility & skills arelacking to keep execution in line with the pace of the marketCMO, Electronics, Netherlands © 2011 IBM Corporation
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  29. 29. Foster Lasting Connections © 2011 IBM Corporation
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  31. 31. Benelux CMOs seem to use customer data more than their globalpeers, but remain highly transactional focused Segmentation/targeting 81% Awareness/education 55% Interest/desire 44% Action/buy 64% Missed opportunity Use/enjoy 48% Bond/advocate 38% Transaction focused Relationship focused © 2011 IBM Corporation
  32. 32. “Everybody is the brand. Our employees need to transform into ambassadors to truly manage the customer experiece, both off and on line CMO, Retail Netherlands © 2011 IBM Corporation
  33. 33. In Benelux the corporate character is less understood and significantwork on internal branding needs to be done Is your corporate character understood in the marketplace? 56% 44% say no or limited say understood and (strong) understanding of contributor to brand success corporate character 29% 27% 31% 13% 0% Not understood Strong contributor to the brand’s success © 2011 IBM Corporation
  34. 34. In Benelux the corporate character is less understood and significantwork on internal branding needs to be done Is your corporate character understood in the marketplace? 56% 44% say no or limited say understood and (strong) understanding of contributor to brand success corporate character 29% 27% 31% 13% 0% Not understood Strong contributor to the brand’s success Is much more work needed to get employees on board? 75% 25% say no or very say significant or much limited work work needed needed 25% 30% 21% 18% 7% Significant work needed No work needed © 2011 IBM Corporation
  35. 35. CMOs must expand their personal influence by shifting to newcapabilities that focus on technology, social media and ROI Capabilities for personal success over next 3-5 years Percent of CMOs selecting capabilities Leadership abilities 65% Voice of the customer insights 63% Creative thinking 60% Cross-CxO collaboration 49% Competitive trends insights 45% Analytics aptitude 45% Management capabilities 31%Understanding products/services value chain 30% Demand creation capabilities 30% Technology savviness 28% Social media expertise 25% Finance skills 16% © 2011 IBM Corporation
  36. 36. Capture Value, Measure Results © 2011 IBM Corporation
  37. 37. By 2015, ROI will be the leading measure of success Marketing ROI 63% Customer experience 58% Conversion rate/new customers 48% Overall sales 45% Marketing-influenced sales 42% Revenue per customer 42% Social media metrics 38% © 2011 IBM Corporation
  38. 38. Benelux CMOs believe Net Promoter Score will be the number onemethod for determining success by 2015 Marketing ROI 53% Customer experience 61% Conversion rate/new customers 51% Overall sales 40% Marketing-influenced sales 33% Revenue per customer 42% Social media metrics 30% Net Promoter Score 63% © 2011 IBM Corporation
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  40. 40. To truly deliver marketing ROI, CMOs need to have significantinfluence across all four Ps, not just promotion Promotion 80% Products 56% Place 44% Price 44% © 2011 IBM Corporation
  41. 41. Benelux CMOs indicate more influence on all 4 Pscustomer insights should be disseminated throughout the organization Promotion 84% Products 66% Place 53% Price 51% © 2011 IBM Corporation
  42. 42. From Stretched to Strengthened Getting Fit for the Future © 2011 IBM Corporation
  43. 43. CMOs must expand their personal influence by shifting to newcapabilities that focus on technology, social media and ROI Capabilities for personal success over next 3-5 years Percent of CMOs selecting capabilities Leadership abilities 65% Voice of the customer insights 63% Creative thinking 60% Cross-CxO collaboration 49% Competitive trends insights 45% Analytics aptitude 45% Management capabilities 31%Understanding products/services value chain 30% Demand creation capabilities 30% Technology savviness 28% Social media expertise 25% Finance skills 16% © 2011 IBM Corporation
  44. 44. Moving from Stretched to Strengthened Deliver value to empowered customers © 2011 IBM Corporation
  45. 45. Moving from Stretched to Strengthened Deliver value to Foster lasting empowered customers connections © 2011 IBM Corporation
  46. 46. Moving from Stretched to Strengthened Deliver value to Foster lasting Capture value, empowered customers connections measure results © 2011 IBM Corporation
  47. 47. Moving from Stretched to Strengthened Deliver value to Foster lasting Capture value, empowered customers connections measure results  Stimulate customer  Use analytics to improve relationships and offer tangible decision making and Focus on customers as incentives accountability individuals  Engage throughout the  Increase technical and financial Reveal preferences and trends customer lifecycle know-how hidden in data  Define a unique enterprise  Grow digital expertise with new Secure customer data and identity partners update privacy policies  Engage the C-suite to solidify  Enhance personal corporate character financial, technical and digital savviness © 2011 IBM Corporation
  48. 48. Moving from Stretched to Strengthened Deliver value to Foster lasting Capture value, empowered customers connections measure results  Stimulate customer  Use analytics to improve relationships and offer tangible decision making and Focus on customers as incentives accountability individuals  Engage throughout the  Increase technical and financial Reveal preferences and trends customer lifecycle know-how hidden in data  Define a unique enterprise  Grow digital expertise with new Secure customer data and identity partners update privacy policies  Engage the C-suite to solidify  Enhance personal corporate character financial, technical and digital savviness © 2011 IBM Corporation
  49. 49. Moving from Stretched to Strengthened Deliver value to Foster lasting Capture value, empowered customers connections measure results  Stimulate customer  Use analytics to improve relationships and offer tangible decision making and Focus on customers as incentives accountability individuals  Engage throughout the  Increase technical and financial Reveal preferences and trends customer lifecycle know-how hidden in data START TODAY IN MAKING CHANGES  Define a unique enterprise  Grow digital expertise with new Secure customer data and identity partners update privacy policies  Engage the C-suite to solidify  Enhance personal corporate character financial, technical and digital savviness © 2011 IBM Corporation
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  51. 51. www.socbiz.nl © 2011 IBM Corporation
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  55. 55. © 2011 IBM Corporation

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