The document summarizes the findings of a survey on how sales teams can improve productivity through better use of information. Key findings include:
1) Sales teams need rapid access to customer information to differentiate products and services.
2) Investments often focus on symptoms rather than underlying problems.
3) Tools should reduce administrative time and allow more time for selling.
4) Success requires senior management support and input from employees.
Salesforce Research - Benchmarks for Small Business Growth 2016Leonardo Maia
Salesforce Research surveyed over 3,800 small business leaders worldwide in 2015. The report identifies six benchmarks for customer success based on the research: 1) Mobile apps boost productivity for sales and service teams, with expected triple-digit growth in mobile app use over the next two years. 2) Data and analytics are being used by over half of top small business sales teams to better understand customers. 3) Teams are scaling marketing efforts with automation, social media, and mobile marketing. 4) Small businesses place more value on employee retention than larger companies. 5) Quick adoption of new technologies gives small businesses a competitive edge. 6) Creating a great customer experience is a companywide focus.
Why Master Data Management Projects Fail and what this means for Big DataSam Thomsett
This document discusses why Master Data Management (MDM) projects often fail and the implications for big data initiatives. Some key reasons for MDM project failures include a lack of enterprise thinking and executive sponsorship, weak business cases, treating MDM as an IT solution rather than business solution, unrealistic roadmaps, and poor communications planning. The document argues that establishing a data governance strategy, enterprise reference architecture, and prioritized project roadmap are important for MDM and big data success.
- 95% of responding banks have completed, are undergoing, or planning a customer experience management transformation program
- Banks see trust and reputation as more important values than loyalty or advocacy in customer interactions
- 40% of banks have appointed a head of customer experience to oversee program implementation, but C-level executives are also actively involved in customer strategies
- Legacy infrastructure is seen as the biggest hurdle to improving customer experience, particularly in achieving consistent service across channels
This document summarizes research from the Marketing Leadership Council on how B2B marketers are evolving their digital capabilities. It finds that most marketers have consolidated digital expertise but now face challenges integrating tactics. The report is structured to address these challenges, exploring how to 1) increase impact through integration by managing a continuous digital presence, 2) focus content strategy and activation, and 3) strengthen multichannel analytics. It provides observations for senior marketers advancing their organizations' digital capabilities.
4 ways to improve your customer performance measurementObservePoint
1. Marketers need answers to what is working, what isn't working, and why. However, most solutions only provide limited insights that marketers don't fully trust.
2. To gain a complete picture, marketers must evaluate the entire customer journey beyond just marketing touchpoints, using holistic and unified data from across the customer experience.
3. Marketers also need to measure success using broader financial metrics like revenue and profitability, not just initial conversions, and optimize for customer lifetime value over single transactions.
Why Your Best Salesperson May Be a Customer Support RepCognizant
This document discusses how customer support organizations can be transformed into sales channels by focusing on providing a positive customer experience. It proposes that support teams should prioritize resolving issues on the first call to increase customer satisfaction and retention. The document also describes a customer care transformation framework that uses customer usage data and feedback to identify and fix recurring problems, empowering agents and customers to resolve issues themselves through self-service tools. This framework aims to transform dissatisfied customers into advocates by resolving the root causes of their issues.
Introduction to Customer Relationship Management Systems (CRM) through the business perspective, including its importance in a digital economy, creating a competitive advantage, and a vendor criteria comparison of Salesforce and Microsoft Dynamics
Today’s consumer and how contact data affects relationships - An Experian QAS...Steven Duque
This document discusses a study on how data quality affects customer experience. Some key findings:
1) Businesses are motivated to improve data quality to increase efficiency, enhance customer satisfaction, and enable better decisions. However, many still struggle with inaccurate contact data.
2) On average, businesses believe 17% of their customer data may be inaccurate, most commonly due to incomplete, outdated, or duplicate records. Inaccuracies waste an estimated 12% of departmental budgets.
3) Improving data quality can positively impact the customer experience across channels by preventing errors, consolidating duplicate records, and enabling personalized outreach. But accuracy must be established before leveraging data analytics.
Salesforce Research - Benchmarks for Small Business Growth 2016Leonardo Maia
Salesforce Research surveyed over 3,800 small business leaders worldwide in 2015. The report identifies six benchmarks for customer success based on the research: 1) Mobile apps boost productivity for sales and service teams, with expected triple-digit growth in mobile app use over the next two years. 2) Data and analytics are being used by over half of top small business sales teams to better understand customers. 3) Teams are scaling marketing efforts with automation, social media, and mobile marketing. 4) Small businesses place more value on employee retention than larger companies. 5) Quick adoption of new technologies gives small businesses a competitive edge. 6) Creating a great customer experience is a companywide focus.
Why Master Data Management Projects Fail and what this means for Big DataSam Thomsett
This document discusses why Master Data Management (MDM) projects often fail and the implications for big data initiatives. Some key reasons for MDM project failures include a lack of enterprise thinking and executive sponsorship, weak business cases, treating MDM as an IT solution rather than business solution, unrealistic roadmaps, and poor communications planning. The document argues that establishing a data governance strategy, enterprise reference architecture, and prioritized project roadmap are important for MDM and big data success.
- 95% of responding banks have completed, are undergoing, or planning a customer experience management transformation program
- Banks see trust and reputation as more important values than loyalty or advocacy in customer interactions
- 40% of banks have appointed a head of customer experience to oversee program implementation, but C-level executives are also actively involved in customer strategies
- Legacy infrastructure is seen as the biggest hurdle to improving customer experience, particularly in achieving consistent service across channels
This document summarizes research from the Marketing Leadership Council on how B2B marketers are evolving their digital capabilities. It finds that most marketers have consolidated digital expertise but now face challenges integrating tactics. The report is structured to address these challenges, exploring how to 1) increase impact through integration by managing a continuous digital presence, 2) focus content strategy and activation, and 3) strengthen multichannel analytics. It provides observations for senior marketers advancing their organizations' digital capabilities.
4 ways to improve your customer performance measurementObservePoint
1. Marketers need answers to what is working, what isn't working, and why. However, most solutions only provide limited insights that marketers don't fully trust.
2. To gain a complete picture, marketers must evaluate the entire customer journey beyond just marketing touchpoints, using holistic and unified data from across the customer experience.
3. Marketers also need to measure success using broader financial metrics like revenue and profitability, not just initial conversions, and optimize for customer lifetime value over single transactions.
Why Your Best Salesperson May Be a Customer Support RepCognizant
This document discusses how customer support organizations can be transformed into sales channels by focusing on providing a positive customer experience. It proposes that support teams should prioritize resolving issues on the first call to increase customer satisfaction and retention. The document also describes a customer care transformation framework that uses customer usage data and feedback to identify and fix recurring problems, empowering agents and customers to resolve issues themselves through self-service tools. This framework aims to transform dissatisfied customers into advocates by resolving the root causes of their issues.
Introduction to Customer Relationship Management Systems (CRM) through the business perspective, including its importance in a digital economy, creating a competitive advantage, and a vendor criteria comparison of Salesforce and Microsoft Dynamics
Today’s consumer and how contact data affects relationships - An Experian QAS...Steven Duque
This document discusses a study on how data quality affects customer experience. Some key findings:
1) Businesses are motivated to improve data quality to increase efficiency, enhance customer satisfaction, and enable better decisions. However, many still struggle with inaccurate contact data.
2) On average, businesses believe 17% of their customer data may be inaccurate, most commonly due to incomplete, outdated, or duplicate records. Inaccuracies waste an estimated 12% of departmental budgets.
3) Improving data quality can positively impact the customer experience across channels by preventing errors, consolidating duplicate records, and enabling personalized outreach. But accuracy must be established before leveraging data analytics.
Businesses face a multitude of challenges in today’s environment. The overall speed of business is constantly increasing. Decisions are made within minutes and channels are diversifying rapidly. Perhaps most importantly, face-to-face interaction has started to become a luxury, rather than a necessity or consequence of everyday behavior.
Acquire Grow & Retain customers - The business imperative for Big DataIBM Software India
The emergence of Big Data and Analytics has changed the way marketing decisions are made. Marketing has moved away from traditional ‘generalisation’ practices such as customer segmentation, geographical targeting etc. and is focussing more on the individual – the ‘Chief Executive Customer’.
This document discusses how most companies say improving the customer experience is a top priority, but many are not actually improving customer satisfaction. Surveys have found that while senior executives recognize the importance of customer feedback, the majority of firms deliver subpar customer experiences and customer satisfaction has remained stagnant or declined. The challenges companies face in effectively using customer feedback include integrating different sources of feedback, linking feedback to operational and financial metrics, and getting internal teams to take action. The document proposes strategies for companies to better leverage customer feedback, such as adopting consistent customer experience categories across all feedback sources and routinely linking feedback to other business measures.
Pervasive digital technology is fundamentally changing the retail banking business model. Here's how banking Chief Information Officers (CIOs) need to change in order to lead the digital charge, according to our recent study.
The document discusses the rise of customer life-cycle marketing systems (CLCMS) and their importance for CMOs. It makes three key points:
1) CMOs need a central technology hub to manage all customer interactions across the customer life cycle in order to optimize marketing.
2) Vendors are developing CLCMS that integrate customer data, marketing operations, interactions, reporting and analytics to help CMOs address growing complexity.
3) Over the next three years the CLCMS landscape will be noisy as vendors work to demonstrate integration, reduce costs and complexity, and fully embrace a customer life cycle approach rather than just focusing on campaigns.
Growing competition and regulatory pressures are forcing Dutch banks to reconsider their traditional payments business models. A survey of the top four Dutch banks found that their payments operating models need optimization to better serve changing customer needs. The banks recognize the need to adopt more customer-centric approaches, including overhauling outdated technologies, implementing payment hubs for end-to-end visibility, streamlining processes, and establishing centers of excellence for talent management. Adopting selective outsourcing strategies and transitioning to managed service models can also help banks cut costs and refocus on their core businesses.
Technology for Marketers: Are you Engaging Effectively? Ruder Finn UK Ltd
Ruder Finn has been working in partnership with Brand Republic to conduct research among marketers into whether their involvement in technology buying decisions has and will increase, and what their views are on the existing marketing messages that they see emanating from technology providers. The resulting report, “Technology for Marketers: Are you Engaging Effectively?”, makes interesting reading for technology companies and marketers alike, particularly those looking to target decision makers in the marketing department.
Stepping Up to the Challenges of Digital MarketingCognizant
"The advent of digital has dramatically impacted how CMOs run their marketing operations. By identifying and employing the processes, business models and technologies required in today's digitally intensive business environment, companies can strengthen their brand, enrich their relationships with customers, and manage an increasingly complex mix of partners, processes, and technologies.
This document discusses potential areas where businesses can find ROI from big data investments, including speed to market, lower costs/increased profits, customer analysis, marketing trends, and social media platforms. It also addresses challenges in defining big data roles and metrics, and establishing goals and frameworks. Additionally, it provides timelines for big data projects and emphasizes the importance of ongoing metric analysis and an open mind to ensure returns are achieved.
The key findings from the document are:
1) Companies are looking to CRM to improve performance and grow business, but CRM success can be improved significantly from less than 15% to over 70% by focusing on key steps.
2) The steps with the greatest impact on CRM success are human-oriented steps like change management and process change, not big ticket technology items.
3) Some CRM success drivers are consistent across situations, while others vary by geography and situation. Change management and process change always contribute strongly to success.
Winterberry: Customer Experience Marketing: Realizing the Promise of Dynamic ...John Zell
It has been a subject of intense study—and even more intense commentary— for as long as marketers have been battling for the affections of consumers. When the topic turns to “customer experience,” everyone has an opinion ...
This document discusses how companies adopting marketing automation software often fail to achieve success because they focus on the technology without first addressing underlying problems in their marketing and sales processes. It emphasizes that marketers must develop lead management processes to effectively engage modern B2B buyers and integrate automation tools. Specifically, companies should map their full lead lifecycle process before implementing automation to identify inefficiencies and best practices. Taking a holistic view of demand generation as both a marketing and sales initiative is key to avoiding common pitfalls.
1) CPG companies are focusing more on improving promotion effectiveness rather than increasing trade spending or improving deduction reconciliation in 2011.
2) While some CPG companies plan to decrease trade budgets in 2011, most will keep budgets flat or increase spending slightly.
3) Rising costs are forcing most CPG companies to plan price increases in 2011, but most believe retailers will pass these costs directly to consumers rather than help absorb any of the increases.
Re:Engage: Accelerating Sales Pipeline w/ Marketing's New DynamicsScott Salkin
The document discusses how marketing and sales have changed dramatically in recent years due to new buyer behaviors and technologies. Buyers now do extensive research online before engaging with sales, and use a variety of information sources and networks to make purchase decisions. This has shifted power to buyers and made traditional sales approaches like cold calling much less effective. The document recommends that companies focus on understanding buyer motivations, demonstrating value over price, stopping ineffective sales tactics, enabling sales teams, and aligning marketing and sales around content and messaging to engage buyers throughout the purchase process.
7 deadly sins of customer management webinarDr. Ted Marra
After 40 years somehow senior management still doesn't seem to get it right! Learn in this presentation where they most often go wrong and begin to develop approaches to 'plug the leaks' before the boat sinks!
A Customer Centricity Paradox, a 2012 Acxiom & Digiday State of the Industry ...Vivastream
The document summarizes a study that found most marketers see customer centricity as an aspirational goal but have not achieved it in reality. While marketers believe they have strong customer-centric capabilities, few can actually measure results at the customer level. Additionally, most struggle with integrating customer data from different sources and measuring success across channels. So there is a paradox between marketers' views of their capabilities and the realities of measuring success and integrating customer data.
In a few short years, social technologies have given social interactions the speed and scale of the Internet. Whether discussing consumer products or organizing political movements, people around the world constantly use social-media platforms to seek and share information. Companies use them to reach consumers in new ways too; by tapping into these conversations, organizations can generate richer insights and create precisely targeted messages and offers.
While 72 percent of companies use social technologies in some way, very few are anywhere near to achieving the full potential benefit. In fact, the most powerful applications of social technologies in the global economy are largely untapped. Companies will go on developing ways to reach consumers through social technologies and gathering insights for product development, marketing, and customer service. Yet the McKinsey Global Institute (MGI) finds that twice as much potential value lies in using social tools to enhance communications, knowledge sharing, and collaboration within and across enterprises. MGI’s estimates suggest that by fully implementing social technologies, companies have an opportunity to raise the productivity of interaction workers—high-skill knowledge workers, including managers and professionals—by 20 to 25 percent.
This white paper discusses how organizations can optimize business productivity by increasing the productivity of customer-facing employees through the use of CRM solutions. It provides examples of how CRM tools can streamline workflows, automate repetitive tasks, and provide role-tailored tools to sales, marketing, and service professionals. When implemented effectively, CRM can improve customer experiences and relationships while driving significant returns and productivity gains for organizations.
This document discusses how school districts can integrate business software and tools with Microsoft Dynamics to streamline operations. It provides examples of how Dynamics can help with human resources management, payroll integration, budgeting, financial reporting, grants management, and other tasks. The document argues that Dynamics allows for tighter budget control, regulatory compliance, and improved decision-making to help schools operate more efficiently.
This document discusses how organizations can leverage social networking along with their CRM solutions to enhance customer interactions and drive business value. It describes how the Social Networking Accelerator for Microsoft Dynamics CRM allows users to discover online conversations, identify influential people, and engage with customers on social media all within their CRM system. The accelerator can help marketing identify influencers and track brand sentiment, sales discover leads and better understand customers, and customer service create an early warning system for issues and provide multi-channel support.
Businesses face a multitude of challenges in today’s environment. The overall speed of business is constantly increasing. Decisions are made within minutes and channels are diversifying rapidly. Perhaps most importantly, face-to-face interaction has started to become a luxury, rather than a necessity or consequence of everyday behavior.
Acquire Grow & Retain customers - The business imperative for Big DataIBM Software India
The emergence of Big Data and Analytics has changed the way marketing decisions are made. Marketing has moved away from traditional ‘generalisation’ practices such as customer segmentation, geographical targeting etc. and is focussing more on the individual – the ‘Chief Executive Customer’.
This document discusses how most companies say improving the customer experience is a top priority, but many are not actually improving customer satisfaction. Surveys have found that while senior executives recognize the importance of customer feedback, the majority of firms deliver subpar customer experiences and customer satisfaction has remained stagnant or declined. The challenges companies face in effectively using customer feedback include integrating different sources of feedback, linking feedback to operational and financial metrics, and getting internal teams to take action. The document proposes strategies for companies to better leverage customer feedback, such as adopting consistent customer experience categories across all feedback sources and routinely linking feedback to other business measures.
Pervasive digital technology is fundamentally changing the retail banking business model. Here's how banking Chief Information Officers (CIOs) need to change in order to lead the digital charge, according to our recent study.
The document discusses the rise of customer life-cycle marketing systems (CLCMS) and their importance for CMOs. It makes three key points:
1) CMOs need a central technology hub to manage all customer interactions across the customer life cycle in order to optimize marketing.
2) Vendors are developing CLCMS that integrate customer data, marketing operations, interactions, reporting and analytics to help CMOs address growing complexity.
3) Over the next three years the CLCMS landscape will be noisy as vendors work to demonstrate integration, reduce costs and complexity, and fully embrace a customer life cycle approach rather than just focusing on campaigns.
Growing competition and regulatory pressures are forcing Dutch banks to reconsider their traditional payments business models. A survey of the top four Dutch banks found that their payments operating models need optimization to better serve changing customer needs. The banks recognize the need to adopt more customer-centric approaches, including overhauling outdated technologies, implementing payment hubs for end-to-end visibility, streamlining processes, and establishing centers of excellence for talent management. Adopting selective outsourcing strategies and transitioning to managed service models can also help banks cut costs and refocus on their core businesses.
Technology for Marketers: Are you Engaging Effectively? Ruder Finn UK Ltd
Ruder Finn has been working in partnership with Brand Republic to conduct research among marketers into whether their involvement in technology buying decisions has and will increase, and what their views are on the existing marketing messages that they see emanating from technology providers. The resulting report, “Technology for Marketers: Are you Engaging Effectively?”, makes interesting reading for technology companies and marketers alike, particularly those looking to target decision makers in the marketing department.
Stepping Up to the Challenges of Digital MarketingCognizant
"The advent of digital has dramatically impacted how CMOs run their marketing operations. By identifying and employing the processes, business models and technologies required in today's digitally intensive business environment, companies can strengthen their brand, enrich their relationships with customers, and manage an increasingly complex mix of partners, processes, and technologies.
This document discusses potential areas where businesses can find ROI from big data investments, including speed to market, lower costs/increased profits, customer analysis, marketing trends, and social media platforms. It also addresses challenges in defining big data roles and metrics, and establishing goals and frameworks. Additionally, it provides timelines for big data projects and emphasizes the importance of ongoing metric analysis and an open mind to ensure returns are achieved.
The key findings from the document are:
1) Companies are looking to CRM to improve performance and grow business, but CRM success can be improved significantly from less than 15% to over 70% by focusing on key steps.
2) The steps with the greatest impact on CRM success are human-oriented steps like change management and process change, not big ticket technology items.
3) Some CRM success drivers are consistent across situations, while others vary by geography and situation. Change management and process change always contribute strongly to success.
Winterberry: Customer Experience Marketing: Realizing the Promise of Dynamic ...John Zell
It has been a subject of intense study—and even more intense commentary— for as long as marketers have been battling for the affections of consumers. When the topic turns to “customer experience,” everyone has an opinion ...
This document discusses how companies adopting marketing automation software often fail to achieve success because they focus on the technology without first addressing underlying problems in their marketing and sales processes. It emphasizes that marketers must develop lead management processes to effectively engage modern B2B buyers and integrate automation tools. Specifically, companies should map their full lead lifecycle process before implementing automation to identify inefficiencies and best practices. Taking a holistic view of demand generation as both a marketing and sales initiative is key to avoiding common pitfalls.
1) CPG companies are focusing more on improving promotion effectiveness rather than increasing trade spending or improving deduction reconciliation in 2011.
2) While some CPG companies plan to decrease trade budgets in 2011, most will keep budgets flat or increase spending slightly.
3) Rising costs are forcing most CPG companies to plan price increases in 2011, but most believe retailers will pass these costs directly to consumers rather than help absorb any of the increases.
Re:Engage: Accelerating Sales Pipeline w/ Marketing's New DynamicsScott Salkin
The document discusses how marketing and sales have changed dramatically in recent years due to new buyer behaviors and technologies. Buyers now do extensive research online before engaging with sales, and use a variety of information sources and networks to make purchase decisions. This has shifted power to buyers and made traditional sales approaches like cold calling much less effective. The document recommends that companies focus on understanding buyer motivations, demonstrating value over price, stopping ineffective sales tactics, enabling sales teams, and aligning marketing and sales around content and messaging to engage buyers throughout the purchase process.
7 deadly sins of customer management webinarDr. Ted Marra
After 40 years somehow senior management still doesn't seem to get it right! Learn in this presentation where they most often go wrong and begin to develop approaches to 'plug the leaks' before the boat sinks!
A Customer Centricity Paradox, a 2012 Acxiom & Digiday State of the Industry ...Vivastream
The document summarizes a study that found most marketers see customer centricity as an aspirational goal but have not achieved it in reality. While marketers believe they have strong customer-centric capabilities, few can actually measure results at the customer level. Additionally, most struggle with integrating customer data from different sources and measuring success across channels. So there is a paradox between marketers' views of their capabilities and the realities of measuring success and integrating customer data.
In a few short years, social technologies have given social interactions the speed and scale of the Internet. Whether discussing consumer products or organizing political movements, people around the world constantly use social-media platforms to seek and share information. Companies use them to reach consumers in new ways too; by tapping into these conversations, organizations can generate richer insights and create precisely targeted messages and offers.
While 72 percent of companies use social technologies in some way, very few are anywhere near to achieving the full potential benefit. In fact, the most powerful applications of social technologies in the global economy are largely untapped. Companies will go on developing ways to reach consumers through social technologies and gathering insights for product development, marketing, and customer service. Yet the McKinsey Global Institute (MGI) finds that twice as much potential value lies in using social tools to enhance communications, knowledge sharing, and collaboration within and across enterprises. MGI’s estimates suggest that by fully implementing social technologies, companies have an opportunity to raise the productivity of interaction workers—high-skill knowledge workers, including managers and professionals—by 20 to 25 percent.
This white paper discusses how organizations can optimize business productivity by increasing the productivity of customer-facing employees through the use of CRM solutions. It provides examples of how CRM tools can streamline workflows, automate repetitive tasks, and provide role-tailored tools to sales, marketing, and service professionals. When implemented effectively, CRM can improve customer experiences and relationships while driving significant returns and productivity gains for organizations.
This document discusses how school districts can integrate business software and tools with Microsoft Dynamics to streamline operations. It provides examples of how Dynamics can help with human resources management, payroll integration, budgeting, financial reporting, grants management, and other tasks. The document argues that Dynamics allows for tighter budget control, regulatory compliance, and improved decision-making to help schools operate more efficiently.
This document discusses how organizations can leverage social networking along with their CRM solutions to enhance customer interactions and drive business value. It describes how the Social Networking Accelerator for Microsoft Dynamics CRM allows users to discover online conversations, identify influential people, and engage with customers on social media all within their CRM system. The accelerator can help marketing identify influencers and track brand sentiment, sales discover leads and better understand customers, and customer service create an early warning system for issues and provide multi-channel support.
Tei of microsoft dynamics crm 2011 final 05092011Suruli Kannan
The document is a Forrester Consulting study that analyzes the total economic impact of implementing Microsoft Dynamics CRM 2011. It finds that the composite organization achieved a 243% ROI over 3 years, with payback in under 5 months. Key benefits included increased sales and customer service productivity, lower costs, and improved processes. Costs included software licenses, professional services, training, and support. The study provides a framework for evaluating a potential Microsoft Dynamics CRM 2011 investment.
This quick reference guide provides an overview of CSS properties for styling backgrounds, borders, boxes, fonts, margins, and padding. It lists various properties for backgrounds including background-color, background-image, and background-position. The guide also covers border properties such as border-width, border-style, and border-color and box model properties like width, height, padding, and margin.
Amazon Cloud can reduce your IT maintenance / investment, bringing worlds efficient infrastructure that is required to meet your scaling up/down online software applications / data / access and processing speed. We can prepare the report on your ROI/advantages/savings/gaps/timeline if the web applications you have/use may get moved to Amazon cloud with all required compliance.
Try Amazon cloud. Avail our 360 degree report on your Benefits / ROI / Migration Timeline exclusive for your business. Amazon Cloud can bring your maintenance/investment reduced, giving worlds efficient IT infrastructure that is required to meet your scaling up/down online software application/data access and processing speed for your business you have/use may get moved to Amazon cloud with all required compliances. We request an hour time slot with your stakeholders, next week, between Monday and Friday , 8am and 5pm EST.
The document summarizes key findings from a survey of 253 corporate marketing decision makers regarding their use of data, digital tools, and marketing ROI measurement. Some of the main findings include:
1) While 91% of marketers believe using customer data is important, many are not collecting the right types of data like mobile or social media data, or are not sharing data effectively across organizations.
2) Marketers have widely adopted new digital tools like social media marketing but are struggling to measure their effectiveness, especially in comparing across different channels.
3) Defining and measuring marketing ROI remains a challenge, with 37% not including financial outcomes in their definition and 57% not basing budgets on ROI analysis. Significant
Marketing roi in the era of big data 2012Zenith España
The document summarizes findings from a 2012 study on marketing practices among large corporations. Some key findings include:
1) While 91% of marketers believe using customer data is important, many are not collecting the right types of data like mobile or social media data. Data is also often not collected frequently enough.
2) Marketers recognize the need to share data across organizations but 51% say lack of data sharing is a barrier to measuring marketing ROI.
3) New digital marketing tools like social media and mobile ads are widely used but often not tied to financial metrics. Comparing effectiveness across channels is also a major challenge.
4) Defining and measuring marketing ROI remains difficult as 37% of
Sales organizations are under pressure to increase revenue targets but many sales reps are struggling to meet quotas. A new, data-driven approach is needed that uses analytics and cloud-based systems rather than estimates and spreadsheets. This allows for improved sales planning, execution against plans, and performance monitoring. When implemented successfully, it provides a single version of the truth all can access to optimize sales performance.
Broken links: Why analytics investments have yet to pay off, sponsored by ZS, draws on the survey findings, interviews with senior corporate executives and desk research to explore the current state of sales and marketing analytics.
This document summarizes the findings of a study on marketing ROI and data usage among large corporate marketers. Some key findings include:
1) While 91% of marketers believe successful brands use customer data to drive decisions, many are not collecting the right types of data like mobile or social media data as frequently as traditional demographic data.
2) Marketers have adopted many new digital marketing tools but struggle to measure their effectiveness, with only 14% tying social media marketing and 17% tying mobile ads to financial metrics.
3) Comparing the effectiveness of different digital marketing channels is a major challenge for 60% of companies due to different engagement metrics used for each channel.
4) Over half of market
This document discusses how predictive analytics can help sales and marketing organizations overcome challenges posed by growing multi-channel marketing strategies and big data. Predictive analytics provides the ability to analyze historical sales and marketing data to determine how customers are likely to behave in the future. This allows companies to improve key operations like customer retention, acquisition, cross-selling, and price optimization. The document outlines best practices for building predictive models, including understanding business needs, preparing data, modeling, and evaluating results. It also highlights the benefits of WebFOCUS RStat for predictive analytics and a success story at a discount retailer.
Extensive and best-practice users of customer analytics significantly outperform their competitors across key performance metrics like profits, sales growth, sales, and return on investment. Companies that extensively use customer analytics are much more likely to achieve above-average performance across the entire customer lifecycle, from new customer acquisition to customer loyalty and profitability. The top performers implement customer analytics broadly across their organizations and view it as a strategic priority rather than just an IT topic.
The economist intelligence unit: Voice of the customer, whose job is it, anywayAidelisa Gutierrez
In what areas should marketing focus investments in order to contribute most to your business in 3 years?
#1 Customer Analytic
#2 Customer Relationship Management
#3 Social Media
The document discusses the challenges and opportunities of data-driven marketing based on a global survey of over 2,200 marketers. Some key findings include:
1) Marketers want an integrated view of customers by combining online and offline data sources, but many struggle with data integration challenges.
2) While most marketers feel pressure to be more data-driven, over 40% give their department's use of data low grades of C or below.
3) Marketers recognize opportunities to better leverage data insights, but lack of processes to operationalize insights into marketing decisions is a major obstacle.
4) Hiring marketing data scientists is one way companies are addressing skills gaps, and departments with these roles tend
The document discusses key findings from a survey of over 1,000 marketing professionals about data usage, customer journeys, and business impacts. Some key findings include:
1. First-party data makes up 75% of companies' data on average, but only around half are using it for personalization and marketing automation.
2. Audience segmentation and customer journey mapping are popular data-driven activities, but linking online and offline data remains a challenge.
3. Organizational silos, lack of resources, and technical complexity are major barriers to a unified customer view.
4. Most companies remain focused on individual channels rather than integrated customer journeys. Mobile and social priorities often outpace data and measurement
The document discusses a study conducted by MIT Technology Review Insights on how companies are using artificial intelligence (AI) to enhance customer experience. The study was based on a survey of 599 customer experience executives across 18 countries and industries. It found that most companies have adopted AI across the customer journey to improve efficiency and gain a deeper understanding of customers. Companies that implemented AI earliest are seeing the biggest rewards in efficiency, customer satisfaction, and revenue gains. The report also examines regional differences in AI adoption and investment drivers.
In a rapidly evolving, digitally driven world, how do marketers really feel about new platforms, new data sources and new expectations of their role? Marketing Monitor is a study from TNS that surveys more than 2,700 marketers from across Asia Pacific to track the key issues dominating their agenda.
capgemini research on cmo responsibilities with changing times in 2021Social Samosa
The latest Capgemini research highlights the need for CMOs to transform their skills with the evolving times and reimagine the customer journey with real-time engagement for a data-driven marketing environment.
The document discusses a survey of 300 enterprise organizations about data ownership and big data initiatives. It finds that marketing and sales are most involved in purchase decisions, but sales, business development, and insights/analytics have the most influence. Most functions see their involvement peaking late in the purchase process. Organizations need strategies to align functional areas and determine influence. Data initiatives are being driven by needs for better analytics, marketing intelligence, and predictive capabilities rather than just data quality issues.
This document summarizes a report from The Economist Intelligence Unit on pricing strategies and business models for engaging customers in the on-demand economy. It finds that attracting new customers is the most challenging stage for companies due to information overload and competition. Effective strategies for customer engagement across the journey include using social media and influencers to attract attention, offering free trials and location-based targeting to convert leads, and bundling products to generate repeat business. Customer retention is also difficult due to competitive pressures, so flexibility in pricing and personalized experiences are important to build loyalty.
This document provides a summary of a benchmark report on the impact of content effectiveness on sales and marketing. Some key findings of the report include: 1) 51% of sales organizations feel their feedback is not utilized well by marketing to optimize content; 2) Marketing teams that receive regular feedback from sales experience 31% higher content usage; 3) When alignment between sales and marketing is high, marketing content meets sales' needs 81% of the time versus 35% when alignment is low. The report provides insights on improving the relationship between sales and marketing around content creation and use.
Customer Insight Findand Keepthe Customers You WantAnil Kumar
This document discusses how companies can improve customer acquisition and retention by developing stronger insights into their customers. While many companies have invested in CRM systems, capabilities for generating and acting on customer insights are still lacking. The document examines how a single customer view can provide a more complete understanding of customers. It also provides examples of companies that have improved marketing, sales, service and operational effectiveness by developing robust customer insight capabilities, including a country's postal service. Overall, the key message is that deep customer understanding is needed to build loyal, profitable customer relationships.
This document provides a benchmark report on customer marketing. It finds that over 90% of organizations have some form of customer marketing efforts, and 53% report getting moderate to significant revenue from these efforts. Large companies are more likely than medium or small companies to report such revenue gains. The activities most associated with revenue impact are customer satisfaction programs, referral programs, and renewal campaigns. Customer marketing is expected to grow in importance and investment. There is a strong relationship between customer marketing success and customer satisfaction.
The document discusses 5 ways that retail CEOs can increase corporate profits through strategic information management. It outlines initiatives to 1) speed time to market for new products, 2) reduce costly product returns, 3) optimize inaccurate inventory levels, 4) streamline the expensive supplier onboarding process, and 5) improve up-sell and cross-sell conversions. A strategic information management platform provides a single source of product truth across systems to enable these initiatives.
Similar to Economist sales productivity_report (20)
1. The empowered sales team
Enhancing productivity through
the better use of information
A report from the Economist Intelligence Unit
Sponsored by Microsoft
17. Cover illustration: Dennis Bailey
Whilst every effort has been taken to verify the accuracy
of this information, neither The Economist Intelligence
Unit Ltd. nor the sponsors of this report can accept any
responsibility or liability for reliance by any person on
this white paper or any of the information, opinions or
conclusions set out in the white paper.
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