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Marketing 2020
This document summarizes the findings of a global study on marketing conducted by Marketing2020 involving over 10,000 marketing participants from 92 countries. Some of the key findings include: - Marketing functions and jobs are changing significantly beyond traditional roles and responsibilities. - Having a clear social purpose that drives business growth is becoming more important for brands. - Winning brands exhibit big insights, purposeful positioning, and deliver total experiences across all touchpoints. - Marketing organizations need to organize for growth by collaborating more closely across functions and having greater influence. - Building strong marketing capabilities is critical for driving business growth and excellence.
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Marketing 2020
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- 3. 250 CEO, CMOand Agency Vision Interviews
- 4. 10,231 marketing participantsfrom 92 countries
- 5. 1,064 US Participants Seniority Typeof Business Industry Discipline 1% 21% 18% 18% 19% 41% 12% 48% 30% 30% 28% 8% 33% 9% 63% 6% 7% 8% Board/EVP/SVP VP/Director Manager Other 5 B2C B2B Both Other Media/Communications Business and financial services Consulting Manufacturing Healthcare FMCG Others Marketing Communications Others
- 6. A lot ischanging in the Marketing World
- 7. WHAT we doin Marketing is changing beyond recognition
- 8. Marketing Organization Chart …but HOWwe organize looks the same
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- 13. ...to drive businessgrowth
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- 18. Opportunity to influencebusiness
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- 21. Touch point consistency Doingmore with less Organizational silos Privacy risks
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- 23. Ability to staycurrent
- 24. So, What does it taketo win?
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- 27. Winning Marketing2020 brand characteristics BigInsights Purposeful Positioning Total Experience
- 28. Organizing for growth BigInsights Purposeful Positioning Total Experience
- 29. Winning in Marketing2020 BigInsights Purposeful Positioning Total Experience
- 30. NOW: Winning Marketing2020 Big Insights Purposeful Positioning Brand TotalExperience Characteristics
- 31. Big Insights Purposeful Positioning TotalExperience Big Insights +30% Big insights
- 32. Big Insights Purposeful Positioning TotalExperience 50 45 Underperform Overperform 45 40 35 42 38 33 30 We have right data and analytics available to measure marketing effectiveness We are able to leverage all data and analytics available to improve our marketing effectiveness
- 33. Big Insights Purposeful Positioning TotalExperience Disagree 80 70 60 50 40 30 20 10 0 Agree 73 6 I believe that brands with a clear societal purpose will drive more business growth Purposeful Positioning
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- 35. Big Insights Purposeful Positioning TotalExperience Purpose based functional benefits
- 36. Big Insights Purposeful Positioning TotalExperience Purpose based emotional benefits
- 37. Big Insights Purposeful Positioning TotalExperience Purpose based societal benefits
- 38. Purpose drives businessgrowth Advantages to be achieved Impact of having a societally purposeful brand (Q3602) on marketing KPIs (current performance versus competition) 100% 90% 80% 70% 60% 50% 40% 30% 20% With purpose 10% Without purpose 0% Q9 Market share 38 Q11 Lead generation Q13 Marketing Q14 Net promoter efficiency score Q15 Consumer engagement Q16 Revenue growth Q17 Marketing return on investment Q18 Brand health
- 39. Total Experience Big Insights PurposefulPositioning Total Experience
- 40. Value PropositionP TH DE Brand value in a digital world INCONSISTENCY # of Touch Points and Experiences BREACH OF P R I VAC Y 40 BREADTH © 2013 EffectiveBrands
- 41. Nike’s share ofexperience Nike Experience Curves Perspective of the Runner Quality of Experience High 10 9 8 7 6 5 4 3 2 1 0 Low Price of shoe and system Heart rate monitoring Running computer Quality of shoe Brand image, selfidentification Tracking runs Motivation to run Key Elements of the Customer’s Experience 41 Integrating music and running Participating in social network Emotional association with running experience
- 42. NIKE VIDEO HEREPLEASE 42
- 43. Winning Marketing2020 Big Insights Purposeful Positioning Brand TotalExperience Characteristics
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- 45. Now: CMO Round Table: Organizing for Growth BigInsights Purposeful Positioning Total Experience
- 46. Connect: Big Insights Purposeful Positioning Marketingis too important to be left just to marketers Total Experience 46
- 47. Big Insights Purposeful Positioning TotalExperience Seamless total customer experience
- 48. 60% 2006 58% 50% 2013 40% 30% Big Insights Purposeful Positioning 38% 33% 20% 19% 10% Marketingworks closely with the CEO on business strategy Marketing approves large growth-oriented ivestment decisions Marketing Influence Total Experience
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- 50. Marketing’s Influence Big Insights PurposefulPositioning Total Experience “Marketing works closely with the CEO … Agree 6% 12% 12% 38% Neither Disagree 39% 19% 17% 30% 47% 42% 64% 50% 49% 34% Health Care Energy & Utilities Financial Manufacturing CPG 50 41%
- 51. Big Insights Purposeful Positioning TotalExperience Business acumen is the license to operate and ticket to influence #1
- 52. The CMO tenure BigInsights Purposeful Positioning Total Experience 50.0 45.0 42.0 40.0 43.0 2010 2011 45.0 in months 35.0 34.7 30.0 25.0 20.0 26.8 23.6 23.5 23.2 2004 2005 2006 28.4 15.0 10.0 5.0 0.0 2007 2008 2009 2012
- 53. @marketing2020EB Big Insights Purposeful Positioning TotalExperience Engineer less — Engage more
- 54. Engage internally Big Insights PurposefulPositioning Total Experience 90 84 Under Perform Overperform 80 72 70 63 60 60 50 47 43 40 I am proud of my brand’s purpose 54 In our company we ensure that all employees are fully engaged with our brand purpose We continuously engage our consumers and customers around our brand’s purpose
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- 56. Big Insights Purposeful Positioning TotalExperience Full week training & PDP
- 57. @marketing2020EB Big Insights Purposeful Positioning TotalExperience $2,000 ‚Leave Now‛ check
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- 59. Understanding the strategy BigInsights Purposeful Positioning “Local marketing understands the global strategy” “It’s clear what the strategy is for the brand I’m working on” 70% 59% 56% 49% Underperformer 59 Overperformer Underperformer Overperformer Total Experience
- 60. Communicate, Communicate … BigInsights Purposeful Positioning ‚I support the global strategy of the brand I am working for - % AGREE‛ Total Experience EVP VP/MD Manager Other Global 83% 80% 83% 82% Regional 72% 74% 75% 73% Local 66% 64% 63% 56%
- 61. Orchestration & Integration Big Insights PurposefulPositioning Total Experience
- 62. Big Insights Purposeful Positioning TotalExperience Founder — Chief Experience Officer
- 63. Collaborating more closelywith IT, Finance and HR % Always Under Perform Overperform 50 45 40 40 35 30 29 30 26 25 20 18 14 15 10 Marketing works closely with IT Marketing works closely with HR Marketing works closely with Finance
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- 65. CMO and Headof HR
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- 69. Content & creativeservices Big Insights Purposeful Positioning Total Experience
- 70. Big Insights Purposeful Positioning TotalExperience 58%
- 71. More agencies Big Insights %that works with more than 5 agencies Purposeful Positioning Total Experience Under Perform Overperform 60 53 55 50 45 40 35 33 30 25 20 # agencies
- 72. Big Insights Purposeful Positioning TotalExperience From Global to Networked
- 73. Big Insights Purposeful Positioning TotalExperience From Local to Communities
- 74. Big Insights Purposeful Positioning TotalExperience Building Marketing capabilities drives growth
- 75. Growing marketing excellence BigInsights Purposeful Positioning Capabilities have the strongest correlation to revenue growth, brand health and MROI 60 Underperform 50 52 Total Experience 50 42 40 30 24 26 20 15 10 Consumer Understanding & Insights 75 Brand Positioning Brand Strategy
- 76. From Digital Marketing to Marketing in adigital Age
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- 78. Big Insights Purposeful Positioning TotalExperience Lead by example
- 79. Table: Organizing for Growth Big Insights PurposefulPositioning Total Experience
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- 81. What are youdoing to prepare clients and colleagues for this new world order? info@marketing2020.org
- 82. How do youmove your teams from Big Data to Big Insights? info@marketing2020.org
- 83. How do youbest engage the CEO … and the rest of the organization? info@marketing2020.org
- 84. How different willyour marketing organization look 5 years from now? info@marketing2020.org
- 85. What are potentialtraps for CMOs in driving such aggressive change? info@marketing2020.org
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- 87. What’s Next? • Marketing2020CMO Round Tables in NYC, Chicago, LA and Las Vegas (CES) • Benchmarking: Marketing2020 PulseCheck • In-Company M2020 workshops • Brand Purpose Round Tables • Marketing Excellence Round Tables • Organization Round Tables Contact: nprimola@ana.net
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- 89. What’s next forYOU? Top Marketing2020 CMO Priorities 1. Lead by example in a digital world 2.Engage the total organization 3.Inspire and empower vs. control 4.Ensure brand consistency throughout 5.Build marketing capability
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Editor's Notes
- #3 This truly is a program of the future by virtue of the partners that have come together to pool expertise and experience….EffectiveBrands – the global marketing consultants that are leading the process and leveraging their expertise on what it takes to winning marketing organisation Spencer Stuart – who know better than anyone else how to attract and develop winning senior marketing leadersMetrixLab the global online research company who are reinventing how marketers connect to consumer insights The World Federation of Advertisers who represent all the worlds national advertising associations as well as most of the top 25 actual advertisers Forbes who have quickly become a leading source of CMO insights and learningAnd Adobe who are now also applying their software and creative work flow expertise to improving marketing and messaging speed and effectiveness And then its important to recognize how global this study is. No less than 8 major national advertising associations are partners of Marketing2020 as well as MarketingWeek, CampaignAsia, Werben und Verkauf, Roularta and the Adfogroup.
- #7 Digital world
- #17 Marketing in a digital world
- #19 Opportunity to influencing the business
- #21 infobesity
- #23 Lack of influence
- #24 Personal ability to stay current
- #25 All CMO’s interviewed say they are a business manager first and a marketer second
- #50 Paul Polman and Keith WeedJeffrey Immelt and Beth ComstockMike Duke and Steven QuinnMark Parker and Trevor Edwards
- #52 growth
- #56 Google expectsgooglinessZappos offers you a 2,000 check to leave
- #59 Bar is gradient with the left stop set to opaque EB orange and the right stop set to transparent whiteFont: CalibriText left-aligned and 30pt (top) and 36pt (“clarity of strategy”)
- #65 WHY DO WE DISCUSS BUSINESS PERFORMANCE EVERY MONTH FOR A FULL DAY AND HUMAN PERFORMANCE 2X PER YEAR FOR 60 MINUTES?
- #66 WHY DO WE DISCUSS BUSINESS PERFORMANCE EVERY MONTH FOR A FULL DAY AND HUMAN PERFORMANCE 2X PER YEAR FOR 60 MINUTES?