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Table of Contents
1. Introduction
2. Executive Summary
3. Research Methodology
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5. Perception of Alignment
6. Organizational Structure
7. Alignment & Technology
8. Leads & Lead Quality
9. Analyst Bottom Line
10. Acknowledgements
11. About Demand Metric
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The Demand Metric 2013 Sales & Marketing Alignment Survey was administered online over a period of June 24th through June 30th, 2013. During that time, over 600 responses were collected, 550 of which were complete.
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While respondent email addresses were collected in order to facilitate the prize drawing, no identifying information was retained or considered in the analysis of the survey data.
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How influential is sales and marketing alignment on achieving revenue goals? A Demand Metric Benchmark Study concluded that sales and marketing alignment is more than just “happy talk”; it has a real effect on revenue performance.
In June 2013, Demand Metric conducted a benchmarking study to assess the influences on sales and marketing alignment and how in turn in impacts revenue performance. Key findings from this study include:
• Not an “all or nothing” proposition: complete alignment of sales and marketing goals is related to the highest revenue achievement, but even partial alignment is far superior to none.
• Rose-colored glasses: Presidents, CEOs or owners of their firms are more likely to perceive strong or complete sales and marketing alignment than their sales and marketing teams.
• Two is better than one: Organizational structure is related to achievement. Separate sales and marketing teams outperform organizations where sales and marketing operate as a single, combined team.
• The one with the best tools wins: Mature implementations of sales and marketing systems, such as marketing automation or CRM, are having a significant impact on revenue achievement.
• Integration = Revenue: The highest level of revenue achievement coincides with the highest level of integration effectiveness between sales and marketing systems.
• Diminishing returns: once qualified leads account for 10% of total leads generated, revenue achievement remains flat even as the percentage of qualified leads increases.
Learn more about the impact of sales and marketing alignment on revenue performance by downloading a copy of the report.
Table of Contents
1. Introduction
2. Executive Summary
3. Research Methodology
4. Revenue Goal Acheivement
5. Perception of Alignment
6. Organizational Structure
7. Alignment & Technology
8. Leads & Lead Quality
9. Analyst Bottom Line
10. Acknowledgements
11. About Demand Metric
Research Methodology
The Demand Metric 2013 Sales & Marketing Alignment Survey was administered online over a period of June 24th through June 30th, 2013. During that time, over 600 responses were collected, 550 of which were complete.
All members of the Demand Metric community received email invitations to participate in the survey, and participation was encouraged through a random draw incentive for an iPad Mini.
While respondent email addresses were collected in order to facilitate the prize drawing, no identifying information was retained or considered in the analysis of the survey data.
Following collection of the survey data, Demand Metric used IBM SPSS statistics software to analyze the results and draw statistically significant conclusions.
2013 Industry survey Dgm affiliate survey final chris garner
Nice retrospective on the Australian Market. I was responsible for this paper generating local insights from market intelligence and macro analysing global marketing to predict how the performance marketing would grow over time. Ground breaking for its time
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2015 investor digital and social media survey
Brunswick Group releases findings of its fifth global investor survey, which tracks the changing trends in how investors use digital media.
Key highlights from this year’s survey include:
• Influence of information direct from companies continues to increase
• Of digital media, blogs and presentation sharing cited as most influential
For more information please contact:
Jason Golz: www.brunswickgroup.com/people/directory/jason-golz/
Sparky Zivin: www.brunswickgroup.com/people/directory/sparky-zivin/
Adobe2013 digitalmarketingoptimizationsurvey finalreport_april2013
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2015 investor digital and social media infographic
Brunswick Group releases findings of its fifth global investor survey
Key highlights include:
• Influence of information direct from companies continues to increase
• Of digital media, blogs and presentation sharing cited as most influential
For more information please contact:
Jason Golz: www.brunswickgroup.com/people/directory/jason-golz/
Sparky Zivin: www.brunswickgroup.com/people/directory/sparky-zivin/
Hello You: Transforming the Customer Conversation in FS
The document summarizes the findings of a survey of over 4,500 UK financial services customers. It finds that while customers appreciate the increased convenience of digital services, they still desire a human touch in their interactions, especially for important decisions. Customers are also concerned about how their personal data is used. To succeed, financial institutions must offer highly personalized services and interactions through natural conversations, using data and technology to enhance rather than replace human elements.
CMO insights- IBM Institute for Business Value
This document summarizes insights from a study of 524 chief marketing officers (CMOs). It finds that:
1) While CMOs are gaining influence, few have built robust digital capabilities, with only 20% setting up social networks and 13% integrating customer touchpoints.
2) CMOs fall into three categories: Traditionalists challenged by new technologies; Social Strategists building social media infrastructure; and Digital Pacesetters prepared for data and social/mobile customers.
3) Digital Pacesetters who invest heavily in analytics throughout the customer lifecycle and integrate internal/external data help their companies financially outperform at higher rates.
The cmo survey_highlights_and_insights_aug - 13-final
Marketing budgets are expected to grow more slowly in the next year, with an overall increase of 4.3% compared to 6.4% last year. Digital marketing spending is leveling off at 10% of total budgets while traditional advertising continues to decline sharply. While other marketing investments like new product introductions, customer relationship management and brand building will still see positive growth, the rate of increase is slowing compared to previous periods.
Europe and the Internet: It’s complicated
European public and policy elite views of US tech companies
This presentation explores consumer attitudes to US tech companies in France, Germany, the UK and Brussels, how that interacts with media coverage, and what is driving the European regulatory agenda towards the internet and technology companies.
For more information please contact:
Chris Blundell: http://www.brunswickgroup.com/people/directory/chris-blundell/
Philippe Blanchard: http://www.brunswickgroup.com/people/directory/philippe-blanchard/
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- Marketers use an array of metrics to measure performance, but strategic, long-term metrics are measured least consistently.
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Social value benchmark
1. The document analyzes the results of a benchmark study that assessed how 27 companies across 5 categories used social media across the customer journey.
2. On average, companies scored only 31% across the entire customer journey, with social use highest (51%) in the early awareness stage and lowest (21%) at the point of purchase. Many opportunities exist to better engage customers through social.
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Get Serious About Social Customer Care
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This document provides key findings from an influencer marketing benchmark report in 2021. Some of the main highlights include:
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- Micro-influencers have better engagement rates than larger influencers, with micro-influencers on TikTok receiving an average engagement rate of 17.96%.
- Most influencers selected on Instagram and YouTube are micro-influencers, while larger influencers are more popular on TikTok.
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Presentation given at the first Annual EEA Networking Event on the ROI of Events and a discussion of channel programs.
Five steps to_better_relations_between_cf_os_and_cmos
This document discusses five steps that CMOs and CFOs can take to build collaboration and demonstrate the value of marketing investments:
1) Create an "open book" mindset by making marketing spending and activities transparent.
2) Focus on key performance metrics that are aligned with business goals and shareholder value.
3) Balance measuring short-term sales impacts and long-term brand building.
4) Consider opportunities to reduce marketing costs in addition to justifying spending.
5) Seek opportunities for CMOs and CFOs to collaborate in planning and budgeting processes.
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Consumer relationship architecture report - by Customer Helix
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India Strategic Communications Report 2015: Inside the CMO’s Mind
MSLGROUP’s 2015 annual report on the state of the industry changes details the findings of a countrywide survey focusing on Chief Marketing Officers (CMOs) across industries and how they view the role of ‘new PR’ – integrated communication – in building brands. This is an annual report that is in its fourth consecutive year.
This year’s survey – which comprises the main section of the report – details the views of the CMOs, who come out strongly in favour of integrated communication.
We hope you enjoy reading it. For more information or feedback connect with our India team @MSLGROUP_India or reach out to us on Twitter @msl_group.
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Orchestrate digital marketing strategies around customers by evaluating current digital efforts, agreeing on digital ambitions, and inspiring a digital culture. Key recommendations include taking stock of current digital interactions, agreeing on 1-4 digital strategies, and selecting 3-5 critical initiatives to achieve ambitions. The dealer principal must actively participate in connecting digital messages with consumers across departments.
The State of Digital Marketing for Associations 2017
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The importance of member understanding has continued to emerge as a key success factor in association marketing. A deep member under- standing is crucial for many reasons, not the least of which is so asso- ciations can better allocate their budgets. Those associations that have certainty about the needs of their members will allocate line items in their budget to better serve them.
How to Engage SMBs with Content on Social Media – Webinar
Are you a finance marketer looking to reach small and medium-sized businesses (SMBs)? Learn how you can engage them on social media. We will reveal our latest research with TNS, "Priming the Economic Engine," where you'll learn:
-- What content SMBs are actively searching for on social media
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Use the information in this SlideShare presentation to start building relationships with these high-growth companies.
Marketing mix lessons from 2013
The document provides an overview of global marketing trends in 2013 based on a survey conducted by the International Federation of DMA's across 12 countries. Key findings include:
1) Marketing budgets increased in 2013 after several years of declines, with over 40% of respondents reporting higher budgets. Digital channels like social media, search, and email saw the largest budget increases while traditional channels like TV and radio saw decreases.
2) Marketers are evaluating and shifting budgets to channels that can demonstrate business metrics like lead generation, conversion, and return on investment. Social media is unique in being evaluated on both awareness and business goals.
3) Around half of respondents linked their marketing activities to increased company revenues over the past year,
Fiskaz Company profile
This document provides information about Fiskaz, a social media marketing company. It discusses Fiskaz's services and clients in various countries. It also introduces the founding members and describes their experience and skills. The document focuses on explaining Fiskaz's approach to social media marketing through a three stage process: launch, management, and optimization. Each stage involves different focuses and metrics to measure success and ROI. Fiskaz believes this progressive process is needed to fully realize the potential of social media marketing.
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eyond digitalizing money, payments, economics, and finance, blockchains are a singularity-class technology that enables the secure, trackable, automated coordination of very large-scale projects, fleets, and swarms
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Early adopters of cognitive technologies are already gaining major competitive advantages through initiatives that improve customer engagement, productivity and efficiency, and business growth. A survey of over 600 cognitive decision-makers found that IT, data analytics, and customer service are common starting points for cognitive initiatives focused on product and service innovation and automation. While challenges remain around costs, security, and skills, collaboration between IT and business is driving cognitive adoption across industries.
Ibm watson analytics for social media
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3. Cybersecurity is becoming more important as threats evolve, requiring proactive approaches like predictive modeling rather than just reactive defenses.
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Cmo survey - deloitte
- 1. About Deloitte Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as “Deloitte Global”) does not provide services to clients. Please see www.deloitte.com/about for a detailed description of DTTL and its member firms. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting. Copyright © 2016 Deloitte Development LLC. All rights reserved. Member of Deloitte Touche Tohmatsu Limited 1 Number estimated using survey responses for spending in next 12 months and next 5 years, assuming linear growth in spend Source: The CMO Survey, February 2016 of respondents believe their companies are very effective in integrating customer information across purchasing, communication, and social media channels Less than 50%of companies use analytics for decision marketing in customer insight, acquisition, and retention is the average rating for how effectively firms link social media to their marketing strategies4.1 out of 7 Marketers will need to think strategically and holistically to make a true impact with their marketing investments. 13% 19.9% 22.5% 14.3% 9.1% 3.5% 17.7% not at all effective very effective MOBILE MARKETING 2.4 out of 7 MARKETING ANALYTICS 3.8 out of 7 SOCIAL MEDIA 3.1 out of 7 Average rating of degree of contribution to company performance How effectively companies integrate customer information <4% of companies have yet to prove the short-term quantitative impact of marketing 63% Good qualitative sense of the impact, not quantitative Haven’t been able to show the impact yet 46% 17% TODAY’S EFFORTS ARE FALLING SHORT MARKETING ANALYTICS 6.7% 11.1% SOCIAL MEDIA 10.6% 17.1%1 MOBILE MARKETING 5.9% 14.6% Current In three years Percent of marketing budget Current In three years Percent of marketing budget Current In three years Percent of marketing budget SOCIAL, MOBILE, AND ANALYTICS BUDGETS ARE ON THE RISE Respondents indicate that marketing expenses account for of their firms’ overall budgets, which is the highest percentage since the survey question was first asked in 2011 12.1% 11.4% 10.1% 10.9%10.9% 9.4% 10.6% 11.4% 10.4%10% 8.1% FEB 12% Percent change in planned spending over the next 12 months overall marketing spend 6.9% 3.2% traditional advertising 5.0% brand building 7.1% customer relationship management 13.2% digital marketing 2015 FEB AUG 2014 FEB AUG 2013 FEB AUG 2012 FEB AUG 2011 FEB AUG 2016 INVESTMENT IN MARKETING CONTINUES TO GROW The CMO Survey February 2016 results