The document summarizes the key findings of Unica's annual survey of marketers. Some of the main findings include:
1) Marketers see turning data into action as their top organizational issue and believe technology is key to addressing their challenges with measurement and personalization.
2) There is growing demand for more integrated marketing software as marketers' needs become more complex.
3) While interest in interactive marketing is high, many marketers have only partially achieved cross-channel integration due to organizational barriers.
Internet matters: The Nets sweeping impact on growth, jobs, and prosperity. DLD
Two billion people are connected to the Internet. Almost $8 trillion exchange hands each year through e-commerce. In some developed markets, about two-thirds of all businesses have a Web presence of some kind, and one-third of small and medium-sized businesses extensively use Web technologies. The Internet has transformed the way we live, the way we work, the way we socialize and meet, and the way our countries develop and grow. In two decades, the Internet has changed from a
network for researchers and geeks to a day-to-day reality for billions of people. Our
research sheds new light on this revolution and helps explain the direct link between
the Internet and economic vitality.
Internet matters: The Net’s sweeping impact on growth,jobs, and prosperity ( ...Julius Trujillo
The Internet contributed 7 percent of growth over the past 15 years and 11 percent over the past five in the G8 as well as South Korea,Sweden, Brazil, China, and India.
Internet Impact on Global GDP - Worldwide StatisticsVaibhav Agarwal
The Internet contributes significantly to economic growth and wealth creation. It accounts for 3.4% of GDP in 13 major countries studied, and was responsible for 21% of GDP growth in mature economies over the past 5 years. The Internet creates jobs, with 2.6 jobs created for every job lost. 75% of the Internet's economic impact comes from increased productivity in traditional industries. Public and private stakeholders should focus on expanding access, boosting supply ecosystem, skills development, and data policies to fully realize the Internet's potential.
Chinas digital transformation_full_reportjustincorbett
The Internet is transforming China's economy by enhancing productivity and spurring economic growth. China's Internet economy has grown rapidly and is now larger relative to GDP than in the US and Germany. Major sectors like consumer electronics, automotive, chemicals, finance, real estate, and healthcare are poised for significant productivity gains and new digital opportunities as Internet adoption increases among businesses. If adoption is widespread, the Internet could account for 7-22% of China's expected GDP growth through 2025. This digital transformation will change the nature of China's growth by increasing productivity, innovation, and consumption.
2017 Consumer Products Industry Outlook by DELOITTEthierry jolaine
2017 Consumer Products Industry Outlook
Our latest consumer products industry overview provides a closer look at the trends that are disrupting the industry and changing the way they go to market.
Big data is getting bigger, creating more challenges and opening more opportunities for businesses. This McKinsey presentation argues that CMOs and sales leaders need to take 5 actions: harness their data, put data at the heart of the organization,
Beyond the Gig Economy: How New Technologies Are Reshaping the Future of WorkThumbtack, Inc.
The document discusses how new technologies are reshaping the future of work. It notes that the economy is shifting from large manufacturing employers to smaller service businesses. This has produced a bifurcation in the labor market, with those without college degrees facing worse job prospects. However, skilled professionals who can do specialized non-routine jobs are poised to be the new middle class. Online marketplaces help match these skilled workers with clients and have grown more popular, though skilled workers still face challenges that policymakers could help address through initiatives like skills training and benefits not tied to employers.
Internet matters: The Nets sweeping impact on growth, jobs, and prosperity. DLD
Two billion people are connected to the Internet. Almost $8 trillion exchange hands each year through e-commerce. In some developed markets, about two-thirds of all businesses have a Web presence of some kind, and one-third of small and medium-sized businesses extensively use Web technologies. The Internet has transformed the way we live, the way we work, the way we socialize and meet, and the way our countries develop and grow. In two decades, the Internet has changed from a
network for researchers and geeks to a day-to-day reality for billions of people. Our
research sheds new light on this revolution and helps explain the direct link between
the Internet and economic vitality.
Internet matters: The Net’s sweeping impact on growth,jobs, and prosperity ( ...Julius Trujillo
The Internet contributed 7 percent of growth over the past 15 years and 11 percent over the past five in the G8 as well as South Korea,Sweden, Brazil, China, and India.
Internet Impact on Global GDP - Worldwide StatisticsVaibhav Agarwal
The Internet contributes significantly to economic growth and wealth creation. It accounts for 3.4% of GDP in 13 major countries studied, and was responsible for 21% of GDP growth in mature economies over the past 5 years. The Internet creates jobs, with 2.6 jobs created for every job lost. 75% of the Internet's economic impact comes from increased productivity in traditional industries. Public and private stakeholders should focus on expanding access, boosting supply ecosystem, skills development, and data policies to fully realize the Internet's potential.
Chinas digital transformation_full_reportjustincorbett
The Internet is transforming China's economy by enhancing productivity and spurring economic growth. China's Internet economy has grown rapidly and is now larger relative to GDP than in the US and Germany. Major sectors like consumer electronics, automotive, chemicals, finance, real estate, and healthcare are poised for significant productivity gains and new digital opportunities as Internet adoption increases among businesses. If adoption is widespread, the Internet could account for 7-22% of China's expected GDP growth through 2025. This digital transformation will change the nature of China's growth by increasing productivity, innovation, and consumption.
2017 Consumer Products Industry Outlook by DELOITTEthierry jolaine
2017 Consumer Products Industry Outlook
Our latest consumer products industry overview provides a closer look at the trends that are disrupting the industry and changing the way they go to market.
Big data is getting bigger, creating more challenges and opening more opportunities for businesses. This McKinsey presentation argues that CMOs and sales leaders need to take 5 actions: harness their data, put data at the heart of the organization,
Beyond the Gig Economy: How New Technologies Are Reshaping the Future of WorkThumbtack, Inc.
The document discusses how new technologies are reshaping the future of work. It notes that the economy is shifting from large manufacturing employers to smaller service businesses. This has produced a bifurcation in the labor market, with those without college degrees facing worse job prospects. However, skilled professionals who can do specialized non-routine jobs are poised to be the new middle class. Online marketplaces help match these skilled workers with clients and have grown more popular, though skilled workers still face challenges that policymakers could help address through initiatives like skills training and benefits not tied to employers.
Our latest consumer product industry overview provides a closer look at the trends that are disrupting the industry and changing the way they go to market. For more information, read our new report: https://www2.deloitte.com/us/en/pages/consumer-business/articles/consumer-products-industry-outlook.html
McKinsey Global Institute: China’s digital transformation, executive summaryVIRGOkonsult
The document discusses how China is on the brink of a major digital transformation driven by increased internet adoption. It finds that the internet could contribute 7-22% of China's GDP growth between 2013-2025 through increased productivity, innovation, and consumption. This could amount to an additional RMB 4-14 trillion in annual GDP by 2025. While some jobs will be disrupted, the overall impact on employment is expected to be neutral to slightly positive as new internet-related jobs are created.
The document discusses how digital innovation is transforming the innovation strategies and operations of leading companies. Some key points:
- 11 of the top 50 most innovative companies for 2018 according to BCG are digital natives, and most others have incorporated digital technologies into R&D.
- Leading innovators are shifting to make R&D and new product development digital endeavors, requiring changes to innovation strategy, operations, and organization.
- Four types of innovation related to digital - big data analytics, fast adoption of new technologies, mobile products/capabilities, and digital design - have increased most in importance and activity levels in recent years.
- However, an "innovation digital divide" exists, with strong
This document summarizes key findings from the 2019 Digital Trends report produced by Econsultancy in partnership with Adobe. Some of the main points include:
1) Only 10% of responding companies regard themselves as very advanced at customer experience (CX), and the same percentage describe themselves as 'digital-first'. CX leaders are almost three times more likely to have exceeded their top 2018 business goal compared to other companies.
2) The importance of customer data is a dominant theme, with companies focusing on data-driven marketing and personalization. Marketers expect better use of data to be a top priority in 2019.
3) Companies are seeking greater control and ownership of their data due to concerns about privacy and
Digital Powers Consumer Durables: A $23 billion Opportunity by 2023Social Samosa
Capturing the growth of digital influence and key consumer insights in the consumer durables sector in India, Boston Consulting Group (BCG) and Google India released a report, ‘Digital Powers Consumer Durables: A $23 billion Opportunity by 2023’. Projecting a healthy growth rate for Consumer durables (Televisions, Refrigerators, Washing Machines, Air Conditioners, Microwaves, Water Purifiers & Small Kitchen Appliances), the report states that overall Industry will see a growth of 13% to reach $36Bn by 2023.
Chinese Internet Economy White Paper 2.0 - Decoding the Chinese Internet 2.0:...Boston Consulting Group
Now that China’s major online players have conquered the consumer space, they’re intent on, digitizing B2B industries and building platform-based businesses. China’s consumer internet is driving the development of the industrial internet, according to a new report by Boston Consulting Group (BCG), AliResearch and the Baidu Development Research Center. Comparing the development of China’s consumer internet and industrial internet with foreign markets for the first time, the report systematically reviews China’s internet players’ entrance into the industrial internet, revealing the unique digitalization path in China and its underlying causes.
This document provides an overview and methodology for the Reuters Institute Digital News Report 2019. Some key points:
- The report is based on a survey of over 75,000 people across 38 countries and examines news consumption trends around the world.
- The survey finds that people, especially younger generations, are increasingly getting news from social media and messaging apps rather than directly from news publishers.
- Trust in news media is declining in many countries, particularly regarding perceptions of accuracy and impartiality of reporting. Populism and polarization are challenging traditional news media.
- Younger audiences consume news very differently than older generations, relying more on digital and social platforms rather than newspapers or TV.
The document discusses key trends in the consumer tech and media industries over the next five years. It notes that the industries will grow by over $500 billion and the average American now spends more time using tech and media than sleeping or working. It also highlights that messaging platforms will surpass social networks as the dominant online activity and some messaging apps are already seeing more usage time than social networks globally.
Digital technologies simplify our lives and open doors to unprecedented business opportunities. Smartphones are the present, but the future of hardware is moving beyond touch interfaces to voice-controlled smart speakers. While smartphone sales have plateaued around 1.4 billion units annually, smart speaker shipments are expected to grow rapidly. Amazon leads the smart speaker market currently, but Google is gaining ground with its own voice assistant and devices.
DIGITAL & IoT: A TALE OF THE HAVES AND HAVE-MORES- McKinsey & CompanyTiE Seattle
The document discusses how digital technologies and the Internet of Things (IoT) are transforming business across sectors. It notes that digitization is having different impacts based on a sector's level of asset digitization, use of digital tools, and labor digitization. While IoT potential is large, value will vary by industry vertical. Infrastructure, public sector, and utilities could see the greatest economic benefits from IoT, while its impact will be smaller for industries like aerospace and defense.
The document is a report from the Economist Intelligence Unit that discusses the challenges of building a data-centric culture in organizations. It is based on a global survey of 395 executives. Some key points:
- Building the right organizational culture to realize business value from data analytics is now a priority for companies, as they have already invested in technology and talent.
- CEOs face the challenge of transforming company culture and how data is used. They must implement strategies from the top-down and engage employees.
- Successful data-driven companies are inspired by leaders who communicate a strong vision of how data can help the business and drive values like customer service. Leaders also provide expertise and education to help employees apply data.
Using big data to create a new type of intelligent assistant 38
3b.
Driverless cars: How big data could transform personal transportation 46
3c.
Precision medicine: Using big data to revolutionize health care 52
3d.
Personalized learning: Using big data to create adaptive, customized education 60
3e.
Improving government performance: Using big data to make government more effective 66
4. Capturing value from big data: Implications for organizations and policy makers 73
5. Conclusion: The next frontier 87
Technical appendix 91
Bibliography 99
Executive summary
Big data is one of
The document summarizes a report by the McKinsey Global Institute about the growth of big data and its potential economic impact. It finds that the amount of data in the world is exploding, with companies and sensors creating trillions of bytes daily. It argues that big data is becoming essential to modern economic activity and that its proliferation means more than just a more intrusive world. The report examines the potential value big data can create for organizations and the economy, and what leaders must do to capture this value.
New research presented at Demand Metric Demand Generation Virtual Summit: http://events.demandmetric.com/
Watch the presentation: https://www.youtube.com/edit?video_referrer=watch&video_id=z1xy8lvpd3o
Marketers are faced with the challenge of keeping up with new, hopefully better, strategies that emerge at a rapid rate, while cutting ineffective practices waning in popularity. It’s very valuable for marketers to have benchmark data about how the current digital marketing landscape looks, what’s new, what’s working and what isn’t. Quite often, marketers can gain a competitive advantage simply by being quick to adopt new digital marketing strategies in advance of mass adoption that eventually dilutes the impact of new things.
This study, presented by Jerry Rackley, Chief Analyst at Demand Metric & Jim Hopkins, Sr. Product Manager at Demandbase, took a close look at digital marketing to understand current practices, goals, strategies, metrics and effectiveness. Furthermore, the study investigated how well organizations understand their chosen markets, who in those markets they target as prospects and what their biggest challenges are in the pursuit of success.
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.
The document summarizes the key findings of a survey of over 150 online and direct marketers on the state of marketing in 2010. Some of the main findings include:
1) Marketers see turning data into actions as one of their top issues and view IT as their number one bottleneck.
2) Nearly three quarters of companies surveyed are leveraging customer initiated interactions to serve targeted marketing messages.
3) While centralized decisioning has been adopted by some forward-looking marketers, organizational and financial concerns are slowing broader adoption more so than technical barriers.
4) Marketers are struggling with integrating online and offline data and channels, slowed by technical and financial limitations.
IEEE GlobalSpec recently conducted its annual Trends in Industrial Marketing survey. We asked
marketing and sales professionals in the industrial sector to address marketing trends, challenges,
and expenditures within the engineering, technical, manufacturing and industrial communities. This report analyzes and presents the results of the survey, and, offers recommendations to
industrial marketers to help them allocate their budgets, develop a sound marketing strategy,
and plan effective programs and campaigns.
B2B marketers are increasingly using content marketing as a core marketing strategy. Nine out of ten organizations surveyed use content marketing. On average, marketers use eight different content tactics and spend over a quarter of their budget on content marketing. Popular tactics include social media, articles, and events. However, marketers lack confidence in the effectiveness of individual tactics. While adoption of tactics is high, only around half believe each tactic is effective. There is a significant gap between how often tactics are used and how effective they are perceived to be.
This document summarizes the key findings of a Forrester Consulting research study on multichannel marketing:
- Marketers have widely adopted multichannel marketing practices to engage customers across digital and offline channels. 40% of respondents considered themselves mature practitioners.
- Mature multichannel marketers reported significant business gains, including improved campaign performance and higher marketing ROI.
- However, even mature practitioners still have disjointed processes and opportunities to better integrate technologies to drive more benefits from their multichannel efforts.
This document provides an overview of how businesses can use the Internet as a marketing tool. It discusses researching target markets and their Internet access and usage. The Internet can be used for promotion, as a distribution channel, and sometimes as the product itself. Common Internet marketing tactics are described. The Internet allows extending the traditional four Ps of marketing (Product, Price, Place, Promotion) to include a fifth P of People. Developing an effective Internet marketing plan requires understanding the target market and how to position your business competitively online.
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.
2009
Marketing
Equation’s annual Marketing Industry Trends survey was created to monitor how
the world of Marketing is evolving with the changing consumer/media landscape.
The 2009 study is unique in that we opened up survey development to the
Marketing Community—and did so by leveraging a Web 2.0 strategy of
“crowdsourcing” the survey questions directly from marketers. Christina Kerley
(“CK”) engaged the marketing community to create questions and submit topics on
what they wanted to know through posts on the leading industry marketing blog
MarketingProfs Daily Fix and her own Marketing Blog.
To the best of our knowledge, it’s the first time a trends survey of this size
has been constructed by and for the community it’s targeting.
Our latest consumer product industry overview provides a closer look at the trends that are disrupting the industry and changing the way they go to market. For more information, read our new report: https://www2.deloitte.com/us/en/pages/consumer-business/articles/consumer-products-industry-outlook.html
McKinsey Global Institute: China’s digital transformation, executive summaryVIRGOkonsult
The document discusses how China is on the brink of a major digital transformation driven by increased internet adoption. It finds that the internet could contribute 7-22% of China's GDP growth between 2013-2025 through increased productivity, innovation, and consumption. This could amount to an additional RMB 4-14 trillion in annual GDP by 2025. While some jobs will be disrupted, the overall impact on employment is expected to be neutral to slightly positive as new internet-related jobs are created.
The document discusses how digital innovation is transforming the innovation strategies and operations of leading companies. Some key points:
- 11 of the top 50 most innovative companies for 2018 according to BCG are digital natives, and most others have incorporated digital technologies into R&D.
- Leading innovators are shifting to make R&D and new product development digital endeavors, requiring changes to innovation strategy, operations, and organization.
- Four types of innovation related to digital - big data analytics, fast adoption of new technologies, mobile products/capabilities, and digital design - have increased most in importance and activity levels in recent years.
- However, an "innovation digital divide" exists, with strong
This document summarizes key findings from the 2019 Digital Trends report produced by Econsultancy in partnership with Adobe. Some of the main points include:
1) Only 10% of responding companies regard themselves as very advanced at customer experience (CX), and the same percentage describe themselves as 'digital-first'. CX leaders are almost three times more likely to have exceeded their top 2018 business goal compared to other companies.
2) The importance of customer data is a dominant theme, with companies focusing on data-driven marketing and personalization. Marketers expect better use of data to be a top priority in 2019.
3) Companies are seeking greater control and ownership of their data due to concerns about privacy and
Digital Powers Consumer Durables: A $23 billion Opportunity by 2023Social Samosa
Capturing the growth of digital influence and key consumer insights in the consumer durables sector in India, Boston Consulting Group (BCG) and Google India released a report, ‘Digital Powers Consumer Durables: A $23 billion Opportunity by 2023’. Projecting a healthy growth rate for Consumer durables (Televisions, Refrigerators, Washing Machines, Air Conditioners, Microwaves, Water Purifiers & Small Kitchen Appliances), the report states that overall Industry will see a growth of 13% to reach $36Bn by 2023.
Chinese Internet Economy White Paper 2.0 - Decoding the Chinese Internet 2.0:...Boston Consulting Group
Now that China’s major online players have conquered the consumer space, they’re intent on, digitizing B2B industries and building platform-based businesses. China’s consumer internet is driving the development of the industrial internet, according to a new report by Boston Consulting Group (BCG), AliResearch and the Baidu Development Research Center. Comparing the development of China’s consumer internet and industrial internet with foreign markets for the first time, the report systematically reviews China’s internet players’ entrance into the industrial internet, revealing the unique digitalization path in China and its underlying causes.
This document provides an overview and methodology for the Reuters Institute Digital News Report 2019. Some key points:
- The report is based on a survey of over 75,000 people across 38 countries and examines news consumption trends around the world.
- The survey finds that people, especially younger generations, are increasingly getting news from social media and messaging apps rather than directly from news publishers.
- Trust in news media is declining in many countries, particularly regarding perceptions of accuracy and impartiality of reporting. Populism and polarization are challenging traditional news media.
- Younger audiences consume news very differently than older generations, relying more on digital and social platforms rather than newspapers or TV.
The document discusses key trends in the consumer tech and media industries over the next five years. It notes that the industries will grow by over $500 billion and the average American now spends more time using tech and media than sleeping or working. It also highlights that messaging platforms will surpass social networks as the dominant online activity and some messaging apps are already seeing more usage time than social networks globally.
Digital technologies simplify our lives and open doors to unprecedented business opportunities. Smartphones are the present, but the future of hardware is moving beyond touch interfaces to voice-controlled smart speakers. While smartphone sales have plateaued around 1.4 billion units annually, smart speaker shipments are expected to grow rapidly. Amazon leads the smart speaker market currently, but Google is gaining ground with its own voice assistant and devices.
DIGITAL & IoT: A TALE OF THE HAVES AND HAVE-MORES- McKinsey & CompanyTiE Seattle
The document discusses how digital technologies and the Internet of Things (IoT) are transforming business across sectors. It notes that digitization is having different impacts based on a sector's level of asset digitization, use of digital tools, and labor digitization. While IoT potential is large, value will vary by industry vertical. Infrastructure, public sector, and utilities could see the greatest economic benefits from IoT, while its impact will be smaller for industries like aerospace and defense.
The document is a report from the Economist Intelligence Unit that discusses the challenges of building a data-centric culture in organizations. It is based on a global survey of 395 executives. Some key points:
- Building the right organizational culture to realize business value from data analytics is now a priority for companies, as they have already invested in technology and talent.
- CEOs face the challenge of transforming company culture and how data is used. They must implement strategies from the top-down and engage employees.
- Successful data-driven companies are inspired by leaders who communicate a strong vision of how data can help the business and drive values like customer service. Leaders also provide expertise and education to help employees apply data.
Using big data to create a new type of intelligent assistant 38
3b.
Driverless cars: How big data could transform personal transportation 46
3c.
Precision medicine: Using big data to revolutionize health care 52
3d.
Personalized learning: Using big data to create adaptive, customized education 60
3e.
Improving government performance: Using big data to make government more effective 66
4. Capturing value from big data: Implications for organizations and policy makers 73
5. Conclusion: The next frontier 87
Technical appendix 91
Bibliography 99
Executive summary
Big data is one of
The document summarizes a report by the McKinsey Global Institute about the growth of big data and its potential economic impact. It finds that the amount of data in the world is exploding, with companies and sensors creating trillions of bytes daily. It argues that big data is becoming essential to modern economic activity and that its proliferation means more than just a more intrusive world. The report examines the potential value big data can create for organizations and the economy, and what leaders must do to capture this value.
New research presented at Demand Metric Demand Generation Virtual Summit: http://events.demandmetric.com/
Watch the presentation: https://www.youtube.com/edit?video_referrer=watch&video_id=z1xy8lvpd3o
Marketers are faced with the challenge of keeping up with new, hopefully better, strategies that emerge at a rapid rate, while cutting ineffective practices waning in popularity. It’s very valuable for marketers to have benchmark data about how the current digital marketing landscape looks, what’s new, what’s working and what isn’t. Quite often, marketers can gain a competitive advantage simply by being quick to adopt new digital marketing strategies in advance of mass adoption that eventually dilutes the impact of new things.
This study, presented by Jerry Rackley, Chief Analyst at Demand Metric & Jim Hopkins, Sr. Product Manager at Demandbase, took a close look at digital marketing to understand current practices, goals, strategies, metrics and effectiveness. Furthermore, the study investigated how well organizations understand their chosen markets, who in those markets they target as prospects and what their biggest challenges are in the pursuit of success.
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.
The document summarizes the key findings of a survey of over 150 online and direct marketers on the state of marketing in 2010. Some of the main findings include:
1) Marketers see turning data into actions as one of their top issues and view IT as their number one bottleneck.
2) Nearly three quarters of companies surveyed are leveraging customer initiated interactions to serve targeted marketing messages.
3) While centralized decisioning has been adopted by some forward-looking marketers, organizational and financial concerns are slowing broader adoption more so than technical barriers.
4) Marketers are struggling with integrating online and offline data and channels, slowed by technical and financial limitations.
IEEE GlobalSpec recently conducted its annual Trends in Industrial Marketing survey. We asked
marketing and sales professionals in the industrial sector to address marketing trends, challenges,
and expenditures within the engineering, technical, manufacturing and industrial communities. This report analyzes and presents the results of the survey, and, offers recommendations to
industrial marketers to help them allocate their budgets, develop a sound marketing strategy,
and plan effective programs and campaigns.
B2B marketers are increasingly using content marketing as a core marketing strategy. Nine out of ten organizations surveyed use content marketing. On average, marketers use eight different content tactics and spend over a quarter of their budget on content marketing. Popular tactics include social media, articles, and events. However, marketers lack confidence in the effectiveness of individual tactics. While adoption of tactics is high, only around half believe each tactic is effective. There is a significant gap between how often tactics are used and how effective they are perceived to be.
This document summarizes the key findings of a Forrester Consulting research study on multichannel marketing:
- Marketers have widely adopted multichannel marketing practices to engage customers across digital and offline channels. 40% of respondents considered themselves mature practitioners.
- Mature multichannel marketers reported significant business gains, including improved campaign performance and higher marketing ROI.
- However, even mature practitioners still have disjointed processes and opportunities to better integrate technologies to drive more benefits from their multichannel efforts.
This document provides an overview of how businesses can use the Internet as a marketing tool. It discusses researching target markets and their Internet access and usage. The Internet can be used for promotion, as a distribution channel, and sometimes as the product itself. Common Internet marketing tactics are described. The Internet allows extending the traditional four Ps of marketing (Product, Price, Place, Promotion) to include a fifth P of People. Developing an effective Internet marketing plan requires understanding the target market and how to position your business competitively online.
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.
2009
Marketing
Equation’s annual Marketing Industry Trends survey was created to monitor how
the world of Marketing is evolving with the changing consumer/media landscape.
The 2009 study is unique in that we opened up survey development to the
Marketing Community—and did so by leveraging a Web 2.0 strategy of
“crowdsourcing” the survey questions directly from marketers. Christina Kerley
(“CK”) engaged the marketing community to create questions and submit topics on
what they wanted to know through posts on the leading industry marketing blog
MarketingProfs Daily Fix and her own Marketing Blog.
To the best of our knowledge, it’s the first time a trends survey of this size
has been constructed by and for the community it’s targeting.
When it comes to engaging with your customers, do you have the right formula to reach them through their CHANNEL of preference, with the CONTENT they want and at their CONVENIENCE ? How engaged is your brand?
This year, Alterian surveyed nearly 1,500 marketing professionals to see just where brands stand when it comes to expenditure, social media, level of personalization, and whether brands are ready for growth or at risk.
In this presentation Donnell Wright and Russ Taufa, of Alterian's research consulting group, examine survey findings and provide insight into how brand engagement is shifting as well as discuss new marketing opportunities for 2011.
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
The State of Always-On Marketing StudyIshraq Dhaly
This document summarizes the findings of a study on "Always-On Marketing" conducted by Razorfish and Adobe. The study surveyed 685 executives and found that:
1) Very few businesses (under 5%) have the capabilities to deliver personalized, real-time marketing across channels, despite many executives believing they do.
2) There is a large gap between perceived ability and actual ability, especially in France and Germany.
3) Company size and industry affect capabilities, with larger companies and retailers/tech companies more likely to be leaders in Always-On Marketing.
Strategy First : How Marketers Can Avoid Common Technology Pitfalls & Drive R...Alyesha Patel-Parker
A research study performed by Strategy First found several key findings about how marketers select and use technology:
1. The most important factors in selecting technology providers are the functionality of the platform and its compatibility with other systems, though training is also important.
2. Marketers want to better utilize data assets and improve marketing execution to drive ROI, which is why they often change technology providers.
3. A lack of skills in using popular marketing technologies creates risks, and vendors need to provide better post-sales support.
4. The best marketing leaders clearly articulate goals and technology needs to achieve strategies and drive results.
The document is a report summarizing the results of a survey of over 5,000 marketers about their budgets, priorities, and strategies for 2015 across digital channels. Some key findings include:
- 84% of marketers plan to increase or maintain their spending in 2015.
- Top challenges for marketers are new business development, quality of leads, and staying up to date with marketing technology/trends.
- Social media, mobile, and email are seen as core channels, with marketers focusing on metrics like traffic, click-through rates, and customer satisfaction.
The survey found that most marketers plan to increase or maintain their marketing budgets in 2015, with many shifting spending from traditional to digital channels. Social media marketing and mobile marketing were seen as most critical to businesses and were the top areas for increased spending. The biggest challenges identified were new business development, quality of leads, and staying up to date with marketing technologies. Marketers saw technologies like mobile apps, marketing automation, and CRM tools as most critical for creating a cohesive customer journey across channels.
Growing Bio-pharma Digital Marketing Impact by Digitizing Launch, Developing ...Best Practices
It has become quite crucial to identify the drivers of digital marketing performance excellence in the health care industry which will enable companies to gain valuable customer insights, build effective relationships, leverage online media, and maximize revenue.
Best Practices, LLC undertook this benchmarking research to provide critical insights into how savvy bio-pharma digital marketers are enhancing the medical and commercial potential of new products, improving alignment with brand teams, acquiring and training new digital marketers, managing service delivery for key programs and optimizing insource vs. outsource mix.
Download Full Report: http://bit.ly/2gnXrIu
This document discusses a survey of over 150 senior marketers exploring their attitudes towards marketing measurement. Key findings include that while 81% see measurement as important, only 13% rate their ability to measure as excellent. Marketers face pressure to prove their contribution to business growth through metrics. However, only 30% have data to provide strategic metrics measuring this contribution. Barriers to effective measurement include poor technology integration, lack of time and skills. The document provides tips for marketers to improve measurement, such as differentiating between strategic metrics measuring outcomes and tactical metrics measuring activities, and developing a customer interaction system to accurately attribute marketing contributions over time.
A study on role of social media marketing in promotion of products and servicesPriyansh Kesarwani
This document summarizes a presentation on a project report about the role of social media marketing in promoting products and services. The presentation includes an introduction to the topic, the significance of studying this topic, a literature review on social media usage and trends, a profile of the company studied, the objectives and methodology of the research project, findings from data interpretation, and conclusions. The research aimed to understand customer perceptions and behavior regarding social media marketing and digital promotion of products and services.
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The State of Marketing 2011
1. The State of Marketing 2011:
Unica’s Annual Survey of Marketers
Unica, an IBM Company | www.unica.com 1
2. MARKETING SUCCESS STARTS WITH U™
MARKETERS SEE THE OPPORTUNITIES,
YET ARE LESS CERTAIN ABOUT HOW TO SEIZE THEM
The opportunity to understand what marketers are thinking and doing during a period of unprecedented change and increasing expectations has made Unica’s Annual Survey of
Marketers a must read. Last year, Unica’s survey revealed the following key concerns among marketers: an overall shift to online marketing, a greater emphasis on website
personalization, and a general dissatisfaction with IT support for marketing’s technology needs. This year, the survey found continued interest in many of the same issues, plus a more
urgent need to turn data into action, increasing recognition of mobile’s marketing power, and a desire for more integrated technology solutions.
Our current report is based on a survey of almost 300 online and direct marketers who:
• Represent a comprehensive mix of companies by location, revenues and industry. All responding companies report more than $100M in annual revenue; the largest block
(54%) reports $1B or more per annum.
• Assume responsibilities across the complete spectrum of marketing roles; over one third (35%) are marketing executives.
• Play some role in the purchase of technology, whether it’s to authorize, recommend, review, or evaluate technology needs and options.
To monitor trends, many of the survey questions have been carried over from last year. But in response to new developments – such as the maturing of social media and mobile
marketing, and the increased recognition of the need for interactive marketing – the survey posed nine new questions, opening fresh areas of insight.
Snapshot of key findings:
• Marketers Seem Ready to Bridge the Gap Between Analysis and Action – This year, “measurement, analysis and learning” overtook “IT support of marketing needs” as
the #1 marketing bottleneck. And after years of analysis paralysis, respondents identified “turning data-into-action” as their #1 organizational issue.
• Marketers Believe Technology Can Ease Their Pain – Over half also cited technology as the key to productivity. Without question, marketers see technology as vital to
resolving the challenges of meaningful measurement and analysis and choosing the next best course of action – more so than additional staff or agency support.
• Demand for an Integrated Marketing Suite Continues to Grow – As marketing’s need for technology grows and technology adoption matures, there is a corresponding
concern with integration – 87% of marketers express interest in a marketing suite that is better integrated.
• Marketers Believe in Interactive Marketing, but Have More Progress to Make Toward this Vision – While responses suggest that interest in achieving truly integrated
cross-channel dialogs with customers is high, nearly half of survey participants report that they are only partially achieving that goal. The key barrier? Organizational
structure and internal processes. Regardless, 57% report the adoption of inbound marketing methods (personalized targeting/messaging) in their web channels.
• Web Data Is Highly Prized, but Putting It to Work in Campaign Decisioning Still Lags– Here’s a paradox: 92% of marketers appreciate the value and importance of web
data, yet half or less apply that data to customer analyses and campaigns. And of those that do, less than a third believe their efforts are very effective.
• Online Marketing Is Pervasive but Fragmented – Email is pervasive, but nearly three-quarters of respondents complain that their email data is either not integrated with
other customer data, or that the integration is mostly a manual effort. Paid search remains immature, with only a little more than a quarter adopting any software to manage
keyword bids. Nearly a quarter of those who have adopted a solution simply rely on free tools. Indeed, respondents indicated that search isn’t very well integrated with
overall marketing efforts.
• Social Media Marketing Experiences Growing Pains – Once again, social media remains the reigning champion among emerging marketing channels, leading the way
with 53% current usage. But marketers’ enthusiasm is burning less brightly than last year, suggesting that we have passed the peak of inflated expectations and are focused
on finding the value that social channels can yield.
• Mobile Marketing Continues to Rise – Consumers are rapidly adopting connected mobile devices and smart marketers are aggressively following their audience. 43% of
respondents say they currently use the tactic, with another 23% planning to do so within a year. Yet, as with other tactics, today’s efforts are largely not well integrated with
other marketing efforts.
Unica, an IBM Company | www.unica.com 2
3. MARKETING SUCCESS STARTS WITH U™
MARKETERS’ CHALLENGES AND VIEWS TOWARD TECHNOLOGY
Measurement, Analysis & Learning Overtakes IT as the Most Pervasive Bottleneck
This year, “measurement analysis & learning” moved into the lead spot as the biggest bottleneck marketers face within their organizations, holding a solid ten percentage-point
advantage over 2010’s number one, “IT support of marketing technology needs.” Also noteworthy is the sharper distinction of priorities this year, with a range of 57% at the top to 31%
(for “channel execution & delivery”) at the bottom. Last year, the numbers were more closely clustered together, but clearly in 2011, the demarcations are more pronounced,
suggesting that marketers have sharper clarity about their priorities.
Figure: Ranking of Top 3 Bottlenecks in the Marketing Process
Q. Of the following marketing processes, rank the three that represent the biggest bottlenecks within your marketing organization.
Base: Total Sample (279 Respondents)
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4. MARKETING SUCCESS STARTS WITH U™
Top Issues: Turning Data-Into-Action, Attribution and Contact Management
When asking marketers about their key issues, this year’s survey changed one of the answer options on the questionnaire from “measuring results and increasing effectiveness” to
“attributing success to marketing”. While a subtle yet distinctive shift in perspective, the option struck a nerve, and attribution took one of the top spots. At the same time, “turning data
into action” leapt into the lead, but was clearly a more urgent cause for North American marketers than European. “Determining optimal channel and contact frequency” – an issue that
ranked fairly low in the previous survey was also in the top. Interestingly, despite the buzz and media hype, social media pulled in dead last with only 19%.
Figure: Ranking of Top 3 Important Issues to Marketers
Q. Of the following issues, rank the three most important for your marketing organization to address.
Base: Total Sample (279 Respondents)
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5. MARKETING SUCCESS STARTS WITH U™
Marketers Believe Technology Is the Best Way to Ease Their Pain
As they say, recognizing a problem is the first step toward solving it. Marketers don’t just have issues and bottlenecks; they are opinionated about how to solve them. When asked
about which of three choices could most improve marketing productivity – technology, staff or external support – technology was top worldwide. Given the current global penchant for
outsourcing and the need for new skill development in many marketing organizations, it should come as no surprise that technology is viewed as the best hope for further improving
productivity.
Faith in technology is stronger, however, in North America than in Europe, where there is greater interest in external agency support.
Figure: Increasing Marketing Productivity
Q. Which of the following do you feel could most increase your marketing organization’s productivity?
Base: Total Sample (279 Respondents)
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6. MARKETING SUCCESS STARTS WITH U™
ADOPTION OF MARKETING TECHNOLOGY
Looking for Help, Marketers Adopt a Wide Variety of Technologies
Not surprisingly, topping marketers’ list for adoption over the next year is social media monitoring tools at 26%. This is both a reflection of the mindshare that social media continues to
hold and a sign that marketers are looking for ways to measure and prove the value of this emerging channel. A series of technologies to help marketers optimize interactions with
customers follows, including cross-channel interaction management, contact optimization, and web targeting. These technologies are the cornerstone of good interactive marketing.
Web analytics and email are the technologies mostly likely to have been already adopted, followed by web content management, campaign management, and eCommerce. For each
of these technologies, more than 50% of marketers say they are already using them. Despite the widespread adoption of these technologies, sophistication of use varies considerably.
Later sections of the survey results provide additional details on marketers’ attitudes toward and plans for many of these technologies.
Figure: Marketing Technology Adoption
Q. Which of the following marketing software categories does your company currently use or is planning to use?
Base: Total Sample (279 Respondents)
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7. MARKETING SUCCESS STARTS WITH U™
Demand for a More Comprehensive and Integrated Application Suite Grows
As channel options grow rapidly, marketers feel a growing need for software that breaks down barriers and facilitates coordinated marketing efforts. Forrester has posed a question
regarding integration in its Marketing Technology Adoption survey for several years – in 2006, only 77% of respondents agreed or strongly agreed with the need for a full-blown
1
applications suite . Our subsequent surveys find that that this number has grown significantly to where 87% now believe a more integrated software suite would help improve
marketing effectiveness. And the interest is global: there is no statistical difference between respondents in North America and Europe.
Figure: The Need for a Marketing Suite
Q. Indicate your level of agreement with the following statement: “Marketing software is too siloed and missing important tools. As a result, marketing needs a more comprehensive
and integrated application suite of marketing software in order to improve its effectiveness”
Base: Total Sample (279 Respondents)
1
Anderson, Elana. “Marketing Technology Adoption 2006,” Forrester Research, June 28, 2006
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8. MARKETING SUCCESS STARTS WITH U™
INTERACTIVE MARKETING SUCCESS
What Is Interactive Marketing? More than Half Are on the Path to Interactive Marketing
Simply put, it’s the meaningful alternative to imposing messages on customers that Each of the trends in this survey isn’t taking place in isolation. Interactive Marketing
they no longer want to hear. Consider: bridges these trends to facilitate customer awareness, centralized decisioning, and
execution across channels. Most marketers understand the need to create cross-
• Marketing channels are evolving at a breakneck pace: As channel dialogs and embrace Interactive Marketing. Yet, when asked about their
traditional and “push” strategies decline in effectiveness, it is increasingly current practices, a mere 10% say they have completed their Interactive Marketing
difficult to make an impact. journey. The good news? Half of marketers say they are currently integrating across
some channels. Over the next year, savvy marketers will increase their adoption of
• Virtually every marketing channel is more addressable: Nearly all
Interactive Marketing and expand the number of channels they include in this
marketing channels, particularly emerging mobile and social channels,
orchestrated strategy.
enable individualized communication – messages and content that are
relevant to customer needs
Figure: Interactive Marketing Adoption
• Your customers are increasingly in control: Customers can move rapidly
between a variety of online and offline channels numerous times before Q. “Interactive Marketing” engages each customer and prospect in a cross-channel
making a buying decision, shifting the balance of power in their favor dialogue that builds upon their past and current behavior, across inbound and
outbound, and online and offline channels. What is your company doing or planning to
To adapt to this changing landscape, you need to shift away from traditional marketing do with “Interactive Marketing”?
approaches and adopt "Interactive Marketing” that:
• Builds upon past behavior
• Adapts tactics based on current behavior, context, and each customer’s
reaction to each new message
• Consistently delivers the most compelling message to each customer, at the
perfect moment, through the right channel – across inbound and outbound,
online and offline, or traditional and emerging
Base: Respondents who know what their company is doing in “interactive marketing”
(263 Respondents)
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9. MARKETING SUCCESS STARTS WITH U™
Marketers Are Confident Interactive Marketing Can Healthy Adoption of Marketing during Customer-Initiated
Deliver ROI Interactions
When asked about what was slowing Interactive Marketing progress, more than half of No one needs to sell marketers on the significance of inbound marketing. When asked
respondents identified organizational structures. Marketers also felt that their existing about personalizing messages in customer-initiated interactions, most marketers are
systems and data were too disparate. Not at the top of their list – lack of budget, currently engaged in the effort, especially when it comes to the website and customer
uncertain ROI or high cost. service/call centers.
Figure: Ranking of Top 3 Barriers to Adopting Interactive Marketing Figure: Inbound Marketing Adoption by Channel
Q. Of the barriers to achieving “interactive marketing” listed below, rank the three Q. Is your company delivering or planning to deliver targeted/personalized messages
biggest barriers that your marketing organization experiences, with “1” being the in customer-initiated interactions (e.g., website, physical store/branches, call center)?
biggest barrier; “2” being the second biggest barrier; and “3” being the third biggest
barrier.
Base: Respondents answering familiar with the concept of "interactive marketing" and
interactive marketing is appropriate for their business (223 Respondents)
Base: Respondents who know what their company is doing in the respective channel
(225-272 Respondents)
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10. MARKETING SUCCESS STARTS WITH U™
VALUE, USE, AND EFFECTIVENESS OF WEB DATA
Marketers Appreciate the Value of Web Data
The first in a series of three web data questions reveals an unmistakable portrait of admiration: by overwhelming margins, marketers believe individual online data regarding visitors
and their behavior is important when performing customer analytics and when making decisions about marketing offers and campaigns.
Figure: Value of using Web Data in Customer Analytics and Decisioning
Q. How valuable do you think it is to use data about individual online visitors and their behavior on your website (such as what pages they visited, what links they clicked on, how long
they stayed on your site) when (a) performing customer analytics (b) making decisions about marketing offers and campaigns
Base: Total Sample (279 Respondents)
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11. MARKETING SUCCESS STARTS WITH U™
…But Struggle to Put Web Data to Use
Marketers may talk the talk, but they struggle to walk the walk. Despite appreciation for the value of web data, half or less of respondents say they currently use data regarding
individual online visitors/behavior to perform analytics or make decisions regarding offers and campaigns. About one-third plan on doing both in the next twelve months. Surprisingly,
14% have no plans to use this data at all.
Figure: Use of Web Data in Customer Analytics and Decisioning
Q. Is your company currently using or planning to use data about individual online visitors and their behavior on your website (such as what pages they visited, what links they clicked
on, how long they stayed on your site) when (a) performing customer analytics (b) making decisions about marketing offers and campaigns
Base: Respondents who know what their company is doing for (a) analytics, 263 respondents, and (b) making decisions about marketing offers and campaigns, 259 respondents
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12. MARKETING SUCCESS STARTS WITH U™
Even Those Who Leverage Web Data Are Not Confident about its Effective Use
When it comes to analytics and campaigns, most marketers – by significant margins – said they were only “somewhat effectively” leveraging online visitor data. Less than a quarter
(24% for analytics, 20% for campaigning) believed they were using it “very effectively,” and a slightly smaller group reported that their attempts to use web data were either marginally
effective or not effective at all.”
Figure: Effectiveness of Web Data in Customer Analytics and Decisioning
Q. How effectively is your company leveraging data about your online visitors and their behavior on your website (such as what pages they visited, what links they clicked on, how long
they stayed on your site) when (a) performing customer analytics (b) making decisions about marketing offers and campaigns?
Base: Respondents whose company are using web data for (a) analytics, 132 respondents, and (b) making decisions about marketing offers and campaigns, 106 respondents
Leveraging the Value of Web Data: How to Get Started
Putting web data to work may seem overwhelming, but getting started can be easy. Begin by tackling the following four key steps:
1. Watch and learn: See what your customers actually do while they’re on your site to discover what they want right now. Use this information to build individual profiles of
website visitors.
2. Integrate your sources: You have one marketing goal, but your data sources are as fragmented as your tactics. Bring key metrics from the website and other customer
information together for more comprehensive customer profiles.
3. Determine the optimal action: What’s next for each customer? Use these new profiles to better match marketing messages to customers. For example, remarket to
customers that abandon shopping carts or registrations.
4. Centralize decisioning: Instead of isolated command areas (like website, mail, call center, etc.), bring all your tactics under one centralized decision-making authority that
follows customers across channels.
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13. MARKETING SUCCESS STARTS WITH U™
What’s Inhibiting Progress for Web Data? Disparate Systems and Data
Marketers are bullish about web data, yet recognize shortcomings in their ability to realize its full value. What’s preventing progress? Just like last year, respondents report that
integration is their key challenge. While 60% of North American marketers identified integration as their key challenge, only 36% of Europeans agreed. Across the board, high costs,
ROI and lack of budget all fell 15-20 percentage points in importance year over year, so money definitely is no longer the gating issue. Plagued by legacy systems and disparate data
sources, marketers continue to struggle with integration (perhaps yet another reason why they look to technology advances to ease their pain.)
Figure: Ranking of Top 3 Barriers to Integrating Online Data and Offline Data
Q. Of the potential barriers listed below when integrating online data (such as what pages visited, what links clicked on, length of time on your site) and offline data (such as
demographic or purchase/transaction data), please identify and rank the top 3 barriers to your marketing organization.
Base: Respondents who are familiar with the concept of integrating online and offline data, who say integrating online and offline data is appropriate for their business, and who had a
response (204 Respondents)
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14. MARKETING SUCCESS STARTS WITH U™
ONLINE MARKETING ATTITUDES, ADOPTION, AND OBSERVATIONS
Email Adoption Is Healthy… …But Email Is Not Well Integrated with Data Sources that Could
Improve Targeting and Relevance
Our question about marketing technology usage revealed that email is one of the most
widely adopted technologies. Further analysis shows that adoption in Europe lags While everybody uses email, batch and blast is still the most prevalent approach. But
significantly behind North America, but email still remains a top choice for online highly targeted and relevant email requires integration of email subscriber lists with
marketing. other data sources. Unfortunately, nearly two-thirds of respondents indicated that their
email data is either not integrated with other customer data or is manually integrated.
Figure: Email Adoption Notably, Europe outpaces North America in email automation.
Q. Which of the following marketing software categories does your company currently Figure: Email Integration
use or is planning to use? (Email)
Q. For your company’s email marketing, how integrated is your email data with your
other customer data?
Base: Respondents who know how their email data is integrated with other customer
Base: Total Sample (279 Respondents) data (264 Respondents)
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15. MARKETING SUCCESS STARTS WITH U™
Adoption of Search Bid Management Software Lags Behind Outsourcing and Free Tools Trump More Integrated Approaches
Investment in Paid Search to Paid Search
Online marketers spend more on paid search than any other type of online media. Yet Marketers have grasped the importance of paid search as a marketing tactic, and are
most firms rely on external agencies or tools provided by the search engines to investing heavily in it. Paying an agency do the hard work often seems like a good
manage their keyword spend. As a result, marketers have very little visibility into how choice with limited in-house skills and rapidly evolving best practices, and free tools
their investments are paying off, and they have no way to determine which terms might seem “good enough.” However, this is just one more example of marketers’
generate more impact than mere site referrals. Integrating search bid management struggle to fully understand the importance of integrating the right data. By relying on
with web analytics and marketing execution tools helps marketers understand which services and free tools, marketers pay the price in significant lost opportunities, for
search terms generate desired actions, conversions, value and even the most example:
desirable customers.
• Closing the loop to understand SEM value: Free tools have limited analytical
Figure: Adoption of Search Bid Management Software power, lack customer level granularity, and have no integration into other
marketing and transactional systems. These tools fail to capture the true impact,
Q. Which of the following marketing software categories does your company currently in conversions and customer value, of various search terms. Therefore it is
use or is planning to use? (Search Bid Management) impossible to close the loop and understand the value of the customers that
these efforts deliver.
• Integration into cross-channel marketing campaigns: All the free services are
stand-alone tools that operate outside of your marketing systems. Lessons
learned from keyword data (revealing consumer behavior and intentions) remain
isolated from your other marketing channels.
Figure: Managing Bidding for Search Engine Keywords
Q. How does your company manage bidding for search engine keywords (select all
that apply)?
Base: Total Sample (279 Respondents)
Base: Respondents who know how their company is managing their search bids
(167 Respondents)
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16. MARKETING SUCCESS STARTS WITH U™
Search’s Integration with the Rest of Marketing only Partially
Complete
Respondents exposed a lack luster record of search engine marketing integration with
other marketing campaigns and programs. Less than half said it was “somewhat
integrated” and almost as many indicated that it wasn’t integrated. Only 10% claimed
“very integrated” for their company’s efforts.
Figure: Search Engine Integration with other Marketing Programs
Q14. How integrated is your company’s search engine marketing with other marketing
campaigns and programs (select one response)?
Base: Respondents who know how their search is integrated with marketing
(235 Respondents)
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17. MARKETING SUCCESS STARTS WITH U™
EMERGING MARKETING CHANNELS
Marketers Continue to Adopt Emerging Channels with Enthusiasm
Across the board, adoption of emerging channels increased over last year. Why the interest? Frankly, marketers are under intense pressure to accomplish more with less. Online
channels, with low cost barriers, are an attractive way to complement traditional marketing efforts. More importantly, when the emerging channels are backed with systems for
capturing, managing and distributing crucial data regarding customer/prospect behavior, they become golden opportunities for personalizing marketing campaigns and reaching
individual customers with more timely, more relevant messages.
Figure: Emerging Marketing Channels
Q. Which of the following marketing tactics is your company currently using or planning to use?
Base: Respondents who know what the respective channel is and what their company is doing in it (248-256 Respondents)
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18. MARKETING SUCCESS STARTS WITH U™
Social Media Will Experience Growing Pains North American Marketers More Willing to Embrace Social
Media
This year, social media is no longer the adorable baby everyone wants to hold, but the
angst-filled adolescent – still immature yet no longer cute – who inspires mixed North America marketers’ use of social media channels outpaces European usage by
feelings. All things social continue to hold intense interest, with 53% of marketers over 30 percentage points. In fact, European skepticism seems to run deep: nearly
currently applying it to their marketing efforts. But as tactics rise and fall, a more one in four European respondents says they have no plans for social media
sophisticated approach is emerging. Instead of thinking tactic by tactic, marketers are whatsoever.
beginning to think strategically across three major areas of social content: owned
(what they create), earned (what customers create), and paid (what marketers spend Figure: Social Media Adoption by Geography
money for).
Q. Which of the following marketing tactics is your company currently using or
Figure: Social Media Marketing Adoption planning to use? (Social)
Q. Which of the following marketing tactics is your company currently using or
planning to use? (Social)
Base: Respondents who know what social media tactics are and what their company
is doing in it (254 Respondents)
Base: Respondents who know what social media marketing is and what their company
is doing for it (254 Respondents)
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19. MARKETING SUCCESS STARTS WITH U™
3rd Party Social Network Sites Are the Most Popular Social Tactic
rd
With big brand names such as Facebook and LinkedIn, it’s no accident that 3 party social networking sites rank highest on the list of social media marketing options at 60%;
microblogging, social sharing links, and blogs are all also popular. On the far leading edge, location-based services, currently only used by 20% of marketers, represent the
convergence of social and mobile marketing. Look for this area to heat up in the coming months. While adoption is low today, as marketers grasp the profound opportunities to add
location to campaign decisioning to offer location-aware offers, they will further improve the ability to deliver more relevant, revenue-enhancing marketing messages.
Figure: Use of Social Media Marketing Tactics
Q. Which of the following social media marketing tactics is your company using or planning to use?
Base: Respondents who know what each social media marketing tactic is and what their company is doing in it (166-211 Respondents)
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20. MARKETING SUCCESS STARTS WITH U™
Like Many Online Channels, Social Tactics Are Siloed
The survey exposed similar integration challenges with email marketing and paid search. But in the case of social media, program integration varied considerably across tactical
options. At 56%, “social sharing links in email and web offers” shows real traction with integration, while company-hosted communities and Twitter are the most widely orphaned social
tactics.
Figure: Integration of Social Media Marketing Tactics
Q. How integrated are the tactics below with other company marketing campaigns and programs?
Base: Respondents who know what each social media marketing tactic is and how it is integrated (29-112 Respondents)
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21. MARKETING SUCCESS STARTS WITH U™
Few Companies Measure Success of “Owned Media” The Three Types of Media Marketers Must Manage
rd
Given the popularity of 3 party social networking sites, tracking the reach of Survey participants were explicitly asked about “owned” content, but to secure a
company-created or “owned” media should be a priority. Nearly 40% of respondents complete picture of a company’s media landscape, you may want to pull back and
rd
say they use web analytics tools to measure owned media success on 3 party sites. assess your strengths among all three kinds of content:
Another third report plans to do so in the coming year, while the remainder either have
no plans, or distant plans. 1. Owned: Media, content, and channels that the company directly delivers,
has control over, or owns. For example:
Using Web Analytics for Owned Media o Traditional – direct mail, call center, branch/store,
ATM/kiosk/POS
Q. “Owned media” is content your company creates and publishes online to your o Digital – email, website, microsites, blog, Facebook
websites, microsites, blogs, Facebook page, etc. Is your company using a web
rd rd
analytics tool to measure “owned media” that is posted on 3 party sites like 2. Earned: Media, content, and channels that are delivered through a 3 party
Facebook? without exchange of payment. While your control factor is low, credibility is
high. Examples include:
o Traditional – public relations generated news, analyst coverage
o Digital – Twitter, blogs, product reviews
3. Paid: The most familiar terrain for most marketers; this is media, content,
rd
and channels that are delivered through a 3 party or intermediary in
exchange for payment. For example:
o Traditional – TV, radio, print, out-of-home
o Digital – display ads, PPC, sponsored content
Base: Respondents who know what this software is and what their company is doing
with regard to it (147 Respondents)
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22. MARKETING SUCCESS STARTS WITH U™
Most Marketers Say They Are Using or Plan to Use Social The Value of Including Social Dimensions in Segmentation
Segmentation
Are all customers alike? No, yet too many social media strategies treat their audiences
According to the survey, close to 70% of participants either use or soon plan to use as one, undifferentiated mass. Marketers should collect social media data and
social media data in their segmentation. Only 15% have no plans to include social attributes in their customer profiles and use this information to enrich segmentation
attributes in their segmentation. strategies. Social data compliments traditional demographic and transactional data
and the web behavioral data with insights into likes/dislikes, interests, and brand
Social Segmentation disposition.
Q. Is your company using social media data in your customer and prospect While social segmentation may seem complex, most marketers can begin with a
segmentation strategy to identify influencers or create social segmentation? simple framework:
1. Basic Level: Who is Active Where? For starters, you can determine which
of your customers use what social media channels (blogs, Twitter,
Facebook) and direct your content accordingly.
2. Intermediate: Recency, Frequency and Reach. Kick it up a notch by
targeting audiences with favorable indicators such as:
• Recency: Who posted, tweeted, or updated most recently?
• Frequency: Who contributes most often?
• Reach: Who has the broadest network of friends/followers?
3. Advanced: Influence. Create content specifically for the most influential
segment of your social network – those who may actively distribute your
material within their networks.
Base: Respondents who know what this is and what their company is doing with
regard to it (159 Respondents)
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23. MARKETING SUCCESS STARTS WITH U™
Mobile Marches toward Greater Significance Apps Most Popular Mobile Marketing Tactic, Europe More
Bullish on Mobile Messaging
Overall, mobile marketing is picking up speed. During the last year, the Google mobile
platform has begun to mature, and as a result, has seen a huge uptake of Android Among the tactical options for mobile marketing, applications lead in popularity with
among handset-makers. Google and handset manufacturers are mounting a serious significantly more respondents indicating that they currently have or plan to deploy
threat to Apple’s dominance of the smart phone market. Not sitting on the sidelines, mobile apps. Mobile sites rank a close second. Perhaps reflecting the general head-
Apple countered with red-hot sales of its iPad, kicking off a new front in this battle – start Europeans have in mobile device penetration, they report a 43% current use of
the tablet market. Moreover, the deafening buzz surrounding near field communication mobile messaging.
(NFC)-based mobile payments is becoming hard to ignore. These factors, combined
with rising consumer adoption of smart phones, are a boon for marketers. As a result, Figure: Use of Mobile Marketing Tactics
over 40% of marketers are already using mobile marketing tactics, with an additional
quarter planning to use them this year. Q. Which of the following mobile marketing tactics is your company using or planning
to use?
Figure: Mobile Marketing Adoption
Q. Which of the following marketing tactics is your company currently using or
planning to use? (Mobile)
Base: Respondents who know what mobile marketing is and what their company is
doing for it (256 Respondents) Base: Respondents who know what each mobile marketing tactic is and what their
company is doing in it (173-201 Respondents)
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24. MARKETING SUCCESS STARTS WITH U™
Mobile Marketing Efforts Are Largely Siloed Web Analytics Tools Lead Mobile Measurement
Few marketers have reached the maturity stage at which mobile tactics are integrated So how do marketers measure mobile application/mobile website success? Web
with other marketing programs. Not surprisingly mobile email is the most integrated analytics tools have clearly emerged as the de facto standard. Unfortunately, 15% say
mobile tactic. they don’t measure their mobile marketing efforts.
Figure: Integration of Mobile Marketing Tactics Figure: Analytics for Mobile Websites and Mobile Applications
Q. How integrated are the tactics below with other company marketing campaigns and Q. What tools is your company using to measure its mobile websites or mobile
programs? applications?
Base: Respondents who know how their mobile website and mobile applications are
being measured (173 Respondents)
Base: Respondents who know what each mobile marketing tactic is and how it is
integrated (46-83 Respondents)
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25. MARKETING SUCCESS STARTS WITH U™
RESPONDENT PROFILES
Respondents Include a Wide Range of Industries, Geographies, and Sizes
The online and direct marketers who responded to the survey represent a wide range of industries. There are slightly more respondents from North America (60%) than from Europe
(40%); slightly more than half are from large companies that are above $1B in revenue.
Figures: Respondents by Industries, Geography, and Revenue
Figure: Respondents by Revenue Figure: Respondents by Industry
Figure: Respondents by Geography Figure: Respondents by Business Type
Base: Total Sample (279 Respondents)
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26. MARKETING SUCCESS STARTS WITH U™
Over One Third Are Marketing Executives, All Are Involved in the Respondents Are Responsible for a Broad Set of Marketing
Purchase Process Functions that Span Online & Offline Marketing
Figure : Respondents by Role Figure: Respondents by Responsibilities
Figure: Respondents’ Role in the Organization Figure: Respondents’ Responsibility by Marketing Function
Figure: Respondents’ Role in the Purchase of Technology Figure: Respondents’ Responsibility by Marketing Function
Base: Total Sample (279 Respondents)
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27. MARKETING SUCCESS STARTS WITH U™
CONCLUDING THOUGHTS
Will More Channels Lead to More Confusion – or to Greater Clarity?
The good news: The proliferation of electronic channels, from the now-familiar email to the new terrains of social and mobile media, has opened
up many more possibilities for meaningful communications with our customers.
The bad news: With rapid channel proliferation comes mass confusion. In an environment already suffering from information overload, each new
channel, tactic, and tool generates a flood of data that demands attention.
With data streaming from every direction, it’s no surprise that survey respondents named “turning data into action” as the number one issue
marketers need to address.
What’s a marketer to do?
First, take a step back to see the whole marketing picture, not just the latest hot tactic creating buzz. That’s why Unica is the proud sponsor of the
annual State of Marketing survey, a reflection of our hunger for genuine insight into the real-world experiences of today’s marketers.
But more importantly, we believe in an integrated, interactive approach to marketing that assembles all customer communications – in both
directions – into one centralized command system continually informed with real-time data and intelligence. We call it Enterprise Marketing
Management. Others might simply call it good, common sense in an age when customers are calling the shots – and every marketer must be
prepared to engage them on their terms.
In the year ahead, we invite you to learn more about how intelligence, integration, and interactivity can drive the results you’re working for. Take
the next step by visiting the Interactive Marketing Resource Center at http://www.theinteractivemarketingjourney.com.
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28. MARKETING SUCCESS STARTS WITH U™
SURVEY METHODOLOGY
• 279 online and direct marketing professionals participated in Unica’s Annual Marketing Survey.
• Online surveys were completed in Q4 2010 within 2 geographic regions among Unica customers and prospective customers.
• North America represents respondents from the U.S. & Canada. Europe represents respondents from 8 European countries that are large
technology markets.
• The average survey response time was 15 minutes.
• All respondents were rigorously screened to ensure participation by the right respondents within the right companies according to the
screening requirements below:
o Responsible for marketing or IT dedicated to supporting marketing in at least one targeted marketing function: all marketing
functions; direct or database marketing; online marketing (e.g., email, SEM, display advertising), customer analysis, web analytics,
or marketing operations.
o Involved in the purchase process for marketing software.
o Work for companies with annual revenues of US $100M+ to represent both mid-size and large company markets.
• Sample sources for the study include: large research panels that are representative of the target market audiences for the study and Unica-
supplied sample of customers and prospects from their internal resources.
• 179 surveys were completed using the large random research panels and 100 surveys were completed from Unica-supplied sample sources
of customers and prospects.
• Surveys were conducted in English, French, German, and Dutch.
• The responses were weighted to better reflect actual market distributions as follows:
o 1st weighting the LT $1B (46%) & GE $1B (54%) company size segments at a region level to 2009 levels.
o 2nd weighting the regional splits by the 60% NA / 40% EU shares.
The incidence of the random research panel samples was 20%.
• To encourage study participation, Unica disclosed its sponsorship and offered respondents who completed a survey a copy of the survey
results and a choice of receiving cash or making or a charitable donation in their name to either UNICEF - the United Nations Children’s Fund
or to the World Wide Fund for Nature / World Wildlife Fund.
• The margin of error for this sample at the 90% confidence level with a 50% response is +5%.
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