Research results showing the needs of corporate marketing leaders as they make strategic business decisions.

1. LIFT PhD Survey Report:
The Needs of Corporate Decision Makers
Rob Schade Lance Bettencourt
© LIFT PhD 20151 © LIFT PhD 2015
Rob Schade
Managing Partner
LIFT PhD
919‐617‐1359
Lance Bettencourt
Managing Partner
LIFT PhD
812‐824‐2286

2. About the SurveyAbout the Survey
Objective
 To prioritize decision‐making needs uncovered from in‐depth telephone
interviews with 15 corporate executives (Example titles: Director, Innovation; SVP
Strategy, Director, Marketing)
 To determine which marketing topic areas corporate decision‐makers
would most value additional expertise
Survey Administration
 The survey was administered in February 2014.
 The survey was sent to a list of corporate decision‐makers who were The survey was sent to a list of corporate decision makers who were
screened for company size, organizational level, position type, and
decision‐making authority – 87 surveys (78 completes).
© LIFT PhD 20152

3. Survey SampleSurvey Sample
© LIFT PhD 20153
N = 87

4. Survey SampleSurvey Sample
Percentages do not add to 100% because some respondents were allowed to select multiple roles
© LIFT PhD 20154
N = 87
Percentages do not add to 100% because some respondents were allowed to select multiple roles.

5. Survey – Sample Respondent CompaniesSurvey Sample Respondent Companies
Automatic Data Processing, Inc. John Deere
Avaya Global Services KrollAvaya Global Services Kroll
Bank of America Lockheed Martin
Cisco Met Life
Colgate‐Palmolive Microsoft
Comcast Corporation NetAppComcast Corporation NetApp
Cordis Philips Medical
Covidien Rockwell Automation
Dex One Rockwell Collins
Di Sh i WilliDisney Sherwin‐Williams
Elsevier Sony Music
Equifax The Medicines Company
General Motors Transamerica
GM T B d iGM Turner Broadcasting
IBM United Technology Corp
Ingersoll Rand
© LIFT PhD 20155

6. DECISION‐MAKING NEEDSDECISION MAKING NEEDS
© LIFT PhD 20156

7. Decision‐making Need RatingsDecision making Need Ratings
 Please indicate HOW IMPORTANT each of the
f ll i d i i ki k i dfollowing decision‐making tasks is to you and your
organization given your responsibilities.
 5‐point scale: 1=Not Important at All; 2=Somewhat Important; 3=Important;
4=Very Important; 5=Extremely Important
 Please indicate HOW MUCH BETTER OR WORSE you believe
the proposed service model would be in helping your
organization satisfy each task.
 5‐point scale: Much Worse; 2=Worse; 3=About the Same; 4=Better; 5=Much p ; ; ; ;
Better
 Service Model Concept Description (see next slide)
© LIFT PhD 20157

8. Survey – Service Model Concept Description
A new service is being created to easily and reliably connect national and international companies
who have complex business challenges and learning needs on specific marketing topics with a select
f f l h id h d i d i i l i d/ i d i
Survey Service Model Concept Description
group of faculty who can provide the desired expertise via consulting and/or executive education.
The service will specialize in helping companies to make better decisions on a range of marketing
topics from pricing to social media in which faculty are especially capable of offering rigorous and
l i i h F l ill b lifi d h i i h i i d bili inovel insights. Faculty will be pre‐qualified on characteristics such as topic expertise and capabilities,
prior consulting and exec ed experience, and interpersonal skills.
For a given company challenge, the service will recommend multiple faculty matches from which a
h di i f d d I ddi i h i ill ff lcompany can choose according to its preferences and needs. In addition, the service will offer tools,
technologies, templates, and best practices to ensure the consulting and executive education efforts
of faculty are high quality.
R f i j d i i ill b fi d b d d lRates for a given project or education session will be fixed based on an agreed‐upon proposal.
© LIFT PhD 20158

9. Decision‐Making Need PrioritiesDecision Making Need Priorities
TOP2BOX % RANK
Decision‐making Jobs IMP ADV OPP IMP ADV OPP
Gain a unique perspective to think through a market orGain a unique perspective to think through a market or
marketing challenge
71.30% 78.20% 71.80% 4 1 1
Gather the data/information to make informed market or
marketing decisions
78.20% 71.80% 70.00% 3 2 2
Make better, more informed market or marketing decisions 80.50% 67.90% 66.70% 1 6 3Make better, more informed market or marketing decisions 80.50% 67.90% 66.70% 1 6 3
Improve staff capabilities in marketing / sales decision‐
making
71.30% 70.50% 65.80% 4 3 4
Give structure to ill‐defined market or marketing problems 67.80% 65.40% 65.40% 9 10 5
Identify blind spots in market or marketing decision‐
69 00% 69 20% 64 60% 7 4 6
y p g
making
69.00% 69.20% 64.60% 7 4 6
Get needed market or marketing expertise at a reasonable
price
62.10% 66.70% 63.80% 12 8 7
Understand best practices for making particular market or
59 80% 67 90% 63 30% 13 6 8
marketing decisions
59.80% 67.90% 63.30% 13 6 8
Get sophisticated market research and analyses done 57.50% 64.10% 60.80% 14 11 9
Get cutting edge thinking on a particular market or
marketing topic
57.50% 66.70% 60.80% 14 8 9
© LIFT PhD 20159
IMP is the percent of respondents who rated a job as very or extremely important. ADV is the percent of respondents who rated the proposed service
model as better or much better at helping the organization get the job done. OPP is the percent of respondents who rated the job as important, very
important, or extremely important, and rated the ability to get the job done as better or much better.

10. Decision‐Making Need PrioritiesDecision Making Need Priorities
TOP2BOX % RANK
Decision‐making Jobs IMP ADV OPP IMP ADV OPP
Draw novel insights from existing research and market data 66 70% 64 10% 59 50% 10 11 11Draw novel insights from existing research and market data 66.70% 64.10% 59.50% 10 11 11
Understand thoroughly the pros and cons of distinct market
or marketing decision alternatives
71.30% 64.10% 55.70% 4 11 12
Find needed outside expertise for focused market or
marketing challenges
49.40% 69.20% 55.60% 16 4 13
marketing challenges
Lay out actionable strategy and tactics for a given market
situation
80.50% 55.10% 53.20% 1 15 14
Gain internal credibility for market or marketing decisions
and recommendations
69.00% 59.00% 53.20% 7 14 14
Monitor and evaluate the quality of market or marketing
decisions
65.50% 52.60% 48.80% 11 16 16
© LIFT PhD 201510
IMP is the percent of respondents who rated a job as very or extremely important. ADV is the percent of respondents who rated the proposed service
model as better or much better at helping the organization get the job done. OPP is the percent of respondents who rated the job as important, very
important, or extremely important, and rated the ability to get the job done as better or much better.

11. TOP 5 DECISION‐MAKING ADVANTAGES OFTOP 5 DECISION MAKING ADVANTAGES OF
PROFESSORS*
Please indicate HOW MUCH BETTER OR WORSE you believe the proposed service model would be in helping yourPlease indicate HOW MUCH BETTER OR WORSE you believe the proposed service model would be in helping your
organization satisfy each task.
78.20%Gain a unique perspective to think through a market or marketing challenge
70.50%
71.80%
Improve staff capabilities in marketing / sales decision-making
Gather the data/information to make informed market or marketing decisions
67.90%
69.20%
62% 64% 66% 68% 70% 72% 74% 76% 78% 80%
Understand best practices for making particular market or marketing
decisions
Identify blind spots in market or marketing decision-making
*n=78 corporate decision-makers; US only; Percent shown is top two box percentage on 5-point scale: 1=much worse; 2=worse; 3=about the same; 4=better;
5=much better.
62% 64% 66% 68% 70% 72% 74% 76% 78% 80%
© LIFT PhD 201511
* The task “Find needed outside expertise for focused market or marketing challenges” is excluded from this chart because it specifically
concerns use of an outside expert.

12. Company Opportunity Rank ComparisonsCompany Opportunity Rank Comparisons
Decision‐Making Jobs ALL SML MED LRG MFG SRVC
C‐level
/ VP
Gain a unique perspective … 1 2 4 1 1 4 9
Gather the data/information … 2 5 1 5 9 1 1
Make better, more informed decisions 3 5 2 8 2 8 9
Improve staff capabilities … 4 1 5 10 5 2 4
Give structure to ill‐defined problems 5 15 2 4 2 5 2
Identify blind spots in decision making 6 2 7 7 7 5 7Identify blind spots in decision‐making 6 2 7 7 7 5 7
Get needed expertise at a reasonable price 7 4 7 5 13 2 2
Understand best practices … 8 5 9 3 6 7 12
Get sophisticated research/analyses done 9 5 6 10 7 10 7
Get cutting edge thinking … 9 12 13 2 4 12 12g g g
Draw novel insights … 11 5 9 9 14 11 5
Understand thoroughly pros and cons … 12 5 11 14 10 12 16
Find needed outside expertise … 13 12 11 13 16 8 5
Lay out actionable strategy and tactics … 14 16 13 10 10 15 15
G i i l dibili 1 16 1 10 1 11Gain internal credibility … 14 5 16 14 10 15 11
Monitor and evaluate decisions 16 12 13 16 15 14 12
SML = 500 to 999 employees
MED = 1000 to 24,999 employees
LRG = 25,000 or more employees
MFG = Manufacturing Construction Mining and Agriculture industries
© LIFT PhD 201512
MFG = Manufacturing, Construction, Mining, and Agriculture industries
SRVC = Services and Information industries

13. MARKETING EXPERTISE NEEDSMARKETING EXPERTISE NEEDS
© LIFT PhD 201513

14. Marketing Expertise Need RatingsMarketing Expertise Need Ratings
 Please indicate HOW VALUABLE it would be to your
i i i ddi i l i i h i h lorganization to gain additional insight or expertise to help
improve planning and decision‐making related to each of the
following marketing topics.
 5‐point scale: 1=Not Valuable at All; 2=Somewhat Valuable ; 3=Valuable;
4=Very Valuable; 5=Extremely Valuable
© LIFT PhD 201514

15. Marketing Topics – Org Size ComparisonsMarketing Topics Org Size Comparisons
TOP2BOX % RANK
Marketing Topic Areas TOTAL SML MED LRG TOTAL SML MED LRG
Market Analysis & Strategy 83.10% 89.30% 73.50% 90.50% 1 3 2 1Market Analysis & Strategy
Customer Analysis: Needs, Motivation, & Decision‐making 80.70% 85.70% 73.50% 85.70% 2 5 2 2
Innovation & New Product Development 78.30% 71.40% 79.40% 85.70% 3 12 1 2
Competitive Intelligence & Analysis 77.10% 82.10% 70.60% 81.00% 4 7 5 4
Market Sizing, Forecasting, & Revenue Management 74.70% 85.70% 73.50% 61.90% 5 5 2 9
Service Quality & Customer Experience/Satisfaction 73.50% 92.90% 58.80% 71.40% 6 1 8 7y p
Pricing Strategy & Tactics 72.30% 89.30% 55.90% 76.20% 7 3 9 6
Marketing Research & Analytics (including customer databases) 68.70% 67.90% 61.80% 81.00% 8 15 6 4
Segmentation, Targeting, & Positioning 65.10% 67.90% 61.80% 66.70% 9 15 6 8
Organization of Marketing & Customer‐facing Functions 59.00% 92.90% 47.10% 33.30% 10 1 11 18
Product & Brand Management 56.60% 78.60% 44.10% 47.60% 11 9 12 13
Global Marketing Management 56.60% 67.90% 50.00% 52.40% 11 15 10 10
Market & Customer Orientation of the Firm 56.60% 75.00% 44.10% 52.40% 11 11 12 10
Marketing Controls, Metrics, & Evaluation 55.40% 78.60% 44.10% 42.90% 14 9 12 14
Marketing Mix Management & Optimization 54.20% 67.90% 44.10% 52.40% 15 15 12 10
Channels & Distribution Management 50.60% 71.40% 38.20% 42.90% 16 12 16 14
Promotions, Advertising, & Sponsorships 49.40% 82.10% 38.20% 23.80% 17 7 16 20
Social Media & Content Marketing 47.00% 64.30% 38.20% 38.10% 18 19 16 16
Personal Selling & Sales Management 44.60% 71.40% 26.50% 38.10% 19 12 19 16
Socially Responsible Marketing & Sustainability 38.60% 57.10% 26.50% 33.30% 20 20 19 18
SML = 500 to 999 employees
1000 24 999 l
© LIFT PhD 201515
MED = 1000 to 24,999 employees
LRG = 25,000 or more employees

16. Marketing Topics – Industry ComparisonsMarketing Topics Industry Comparisons
TOP2BOX % RANK
Marketing Topic Areas TOTAL MFG SRVC TOTAL MFG SRVC
Market Analysis & Strategy 83.10% 82.80% 82.70% 1 2 2Market Analysis & Strategy % %
Customer Analysis: Needs, Motivation, & Decision‐making 80.70% 86.20% 76.90% 2 1 5
Innovation & New Product Development 78.30% 69.00% 84.60% 3 5 1
Competitive Intelligence & Analysis 77.10% 65.50% 82.70% 4 7 2
Market Sizing, Forecasting, & Revenue Management 74.70% 62.10% 80.80% 5 10 4
Service Quality & Customer Experience/Satisfaction 73.50% 75.90% 73.10% 6 3 6y p
Pricing Strategy & Tactics 72.30% 75.90% 71.20% 7 3 7
Marketing Research & Analytics (including customer databases) 68.70% 69.00% 69.20% 8 5 8
Segmentation, Targeting, & Positioning 65.10% 65.50% 65.40% 9 7 9
Organization of Marketing & Customer‐facing Functions 59.00% 55.20% 61.50% 10 12 11
Product & Brand Management 56.60% 55.20% 59.60% 11 12 12
Global Marketing Management 56.60% 65.50% 53.80% 11 7 15
Market & Customer Orientation of the Firm 56.60% 48.30% 63.50% 11 14 10
Marketing Controls, Metrics, & Evaluation 55.40% 48.30% 59.60% 14 14 12
Marketing Mix Management & Optimization 54.20% 58.60% 51.90% 15 11 17
Channels & Distribution Management 50.60% 48.30% 53.80% 16 14 15
Promotions, Advertising, & Sponsorships 49.40% 41.40% 55.80% 17 17 14
Social Media & Content Marketing 47.00% 41.40% 51.90% 18 17 17
Personal Selling & Sales Management 44.60% 41.40% 48.10% 19 17 19
Socially Responsible Marketing & Sustainability 38.60% 34.50% 42.30% 20 20 20
MFG = Manufacturing, Construction, Mining, and Agriculture industries
S VC S i d I f i i d i
© LIFT PhD 201516
SRVC = Services and Information industries

17. TOP 10 MARKETING TOPICS FOR HELPTOP 10 MARKETING TOPICS FOR HELP
Please indicate HOW VALUABLE it would be to your organization to gain additional
insight or expertise to help improve planning and decision-making related to each of the
following marketing topicsfollowing marketing topics.
78 30%
80.70%
83.10%
Innovation & New Product Development
Customer Analysis: Needs & Decision-making
Market Analysis & Strategy
73.50%
74.70%
77.10%
78.30%
Service Quality & Customer Experience/Satisfaction
Market Sizing, Forecasting, & Revenue Management
Competitive Intelligence & Analysis
Innovation & New Product Development
65.10%
68.70%
72.30%
Segmentation, Targeting, & Positioning
Marketing Research & Analytics
Pricing Strategy & Tactics
y p
59.00%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
Organization of Marketing & Customer-facing Functions
*n=83 corporate decision-makers; US only; Percent shown is top two box percentage on 5-point scale: 1=not valuable at all;
2=somewhat valuable; 3=valuable; 4=very valuable; 5=extremely valuable.
© LIFT PhD 201517
y y

18. For More InformationFor More Information
 For questions on the survey: lance@LIFTPhD.com
 For information on LIFT PhD: www.LIFTPhD.com
© LIFT PhD 201518