The document provides information about The CMO Survey, which collects opinions from top marketers twice per year via an online survey. It aims to predict market trends and improve marketing value. The August 2017 survey received 349 responses out of 2628 marketers contacted. The document outlines the survey methodology and discusses 10 topics covered in the survey, including the US economy outlook, firm growth strategies, marketing spending, performance, and analytics.
Gen Z values both online and in-store shopping experiences. They are highly influenced by social media and mobile technology. While they appreciate the convenience of online shopping, they also enjoy touching and trying products in physical stores. Retailers need to provide unique merchandise, a good in-store design, and personalized experiences both online and offline in order to appeal to Gen Z shoppers.
Landscape of digital marketers in vietnam 2019MarketingTrips
This document summarizes the results of a survey conducted among 135 Vietnamese enterprises about their digital marketing activities and landscape in 2019. Some key findings include:
- Social media advertising, especially on Facebook, is very popular among Vietnamese brands and enterprises. 84% spend money on social ads.
- While most enterprises manage their own Facebook pages, larger companies are more likely to outsource digital marketing functions to agencies.
- Enterprises see advantages in digital marketing like targeted audiences and performance measurement but face challenges reaching older and rural audiences.
- A major issue cited is the lack of educational opportunities and understanding of digital marketing among management in Vietnam.
While digital channels continue to gain ground, the ambivalence isn’t gone.
Many of you feel you don’t have the right tools to measure and compare the
ROI of your ad campaigns across all the channels you use.
Nielsen provides data and insights to help clients understand consumers and markets. In this document, Nielsen discusses recent economic and consumer trends in Asia Pacific markets including Vietnam. Vietnam has seen strong economic growth recently, driven by urbanization and a growing workforce. While traditional trade still dominates in Vietnam, modern trade channels are growing rapidly. FMCG growth has slowed slightly in Vietnam in the first half of 2018 compared to the previous year. Nielsen advises companies to focus on understanding evolving consumer needs and executing well to take advantage of opportunities in Vietnam.
Technology & Digital thinking form CIO forum submit 2019Duy, Vo Hoang
The document discusses digital transformation and the customer experience. It begins by outlining key aspects of a digital strategy, including intimate understanding of customers, seamless omni-channel experiences, and adapting to changing customer expectations. It then discusses the importance of the customer journey and minimizing stress points. The document proposes using insights from neuroscience to shape compelling experiences through personalization, gamification, and intelligent nudging. This would help transform stressful moments in the journey to and from the destination into moments of exhilaration and joy. It analyzes ancillary fees that cause micro-stresses for customers and how costs can be offloaded and ancillary revenue increased by enhancing the digital experience.
Marketing Attribution: Valuing The Customer JourneyDung Tri
This document summarizes a study on marketing attribution conducted by Econsultancy. The study included surveys of over 600 marketers and agencies as well as 22 interviews. Key findings include:
- Attribution is still new for most companies, with 83% having used it for less than 2 years. It allows marketers to better optimize budgets and understand customer journeys.
- Larger companies are using attribution more, and it is moving to mid-sized companies. Methods are evolving from last-click to more sophisticated multi-touch approaches.
- Attribution provides accountability for digital spending but can also cause budgetary conflicts. There remains a gap integrating online and offline attribution.
- No single approach works for all - success depends on
The document discusses Deloitte's 2021 Global Marketing Trends report which analyzes how businesses and consumers responded to the COVID-19 pandemic. It conducted surveys of over 2,400 consumers and 400 business executives. The surveys found that executives prioritized efficiency over human-centric goals like customer engagement in response to the pandemic's uncertainty. However, consumers expected brands to help meet their needs and those that did so saw increased loyalty and business. The report identifies seven marketing trends for businesses to focus on purpose, agility, human experience, trust, participation, fusion and talent to better respond to evolving customer needs during turbulent times.
The document discusses a study conducted by MIT Technology Review Insights on how companies are using artificial intelligence (AI) to enhance customer experience. The study was based on a survey of 599 customer experience executives across 18 countries and industries. It found that most companies have adopted AI across the customer journey to improve efficiency and gain a deeper understanding of customers. Companies that implemented AI earliest are seeing the biggest rewards in efficiency, customer satisfaction, and revenue gains. The report also examines regional differences in AI adoption and investment drivers.
Gen Z values both online and in-store shopping experiences. They are highly influenced by social media and mobile technology. While they appreciate the convenience of online shopping, they also enjoy touching and trying products in physical stores. Retailers need to provide unique merchandise, a good in-store design, and personalized experiences both online and offline in order to appeal to Gen Z shoppers.
Landscape of digital marketers in vietnam 2019MarketingTrips
This document summarizes the results of a survey conducted among 135 Vietnamese enterprises about their digital marketing activities and landscape in 2019. Some key findings include:
- Social media advertising, especially on Facebook, is very popular among Vietnamese brands and enterprises. 84% spend money on social ads.
- While most enterprises manage their own Facebook pages, larger companies are more likely to outsource digital marketing functions to agencies.
- Enterprises see advantages in digital marketing like targeted audiences and performance measurement but face challenges reaching older and rural audiences.
- A major issue cited is the lack of educational opportunities and understanding of digital marketing among management in Vietnam.
While digital channels continue to gain ground, the ambivalence isn’t gone.
Many of you feel you don’t have the right tools to measure and compare the
ROI of your ad campaigns across all the channels you use.
Nielsen provides data and insights to help clients understand consumers and markets. In this document, Nielsen discusses recent economic and consumer trends in Asia Pacific markets including Vietnam. Vietnam has seen strong economic growth recently, driven by urbanization and a growing workforce. While traditional trade still dominates in Vietnam, modern trade channels are growing rapidly. FMCG growth has slowed slightly in Vietnam in the first half of 2018 compared to the previous year. Nielsen advises companies to focus on understanding evolving consumer needs and executing well to take advantage of opportunities in Vietnam.
Technology & Digital thinking form CIO forum submit 2019Duy, Vo Hoang
The document discusses digital transformation and the customer experience. It begins by outlining key aspects of a digital strategy, including intimate understanding of customers, seamless omni-channel experiences, and adapting to changing customer expectations. It then discusses the importance of the customer journey and minimizing stress points. The document proposes using insights from neuroscience to shape compelling experiences through personalization, gamification, and intelligent nudging. This would help transform stressful moments in the journey to and from the destination into moments of exhilaration and joy. It analyzes ancillary fees that cause micro-stresses for customers and how costs can be offloaded and ancillary revenue increased by enhancing the digital experience.
Marketing Attribution: Valuing The Customer JourneyDung Tri
This document summarizes a study on marketing attribution conducted by Econsultancy. The study included surveys of over 600 marketers and agencies as well as 22 interviews. Key findings include:
- Attribution is still new for most companies, with 83% having used it for less than 2 years. It allows marketers to better optimize budgets and understand customer journeys.
- Larger companies are using attribution more, and it is moving to mid-sized companies. Methods are evolving from last-click to more sophisticated multi-touch approaches.
- Attribution provides accountability for digital spending but can also cause budgetary conflicts. There remains a gap integrating online and offline attribution.
- No single approach works for all - success depends on
The document discusses Deloitte's 2021 Global Marketing Trends report which analyzes how businesses and consumers responded to the COVID-19 pandemic. It conducted surveys of over 2,400 consumers and 400 business executives. The surveys found that executives prioritized efficiency over human-centric goals like customer engagement in response to the pandemic's uncertainty. However, consumers expected brands to help meet their needs and those that did so saw increased loyalty and business. The report identifies seven marketing trends for businesses to focus on purpose, agility, human experience, trust, participation, fusion and talent to better respond to evolving customer needs during turbulent times.
The document discusses a study conducted by MIT Technology Review Insights on how companies are using artificial intelligence (AI) to enhance customer experience. The study was based on a survey of 599 customer experience executives across 18 countries and industries. It found that most companies have adopted AI across the customer journey to improve efficiency and gain a deeper understanding of customers. Companies that implemented AI earliest are seeing the biggest rewards in efficiency, customer satisfaction, and revenue gains. The report also examines regional differences in AI adoption and investment drivers.
Financial Marketing Trends Report (2019)Goodbuzz Inc.
Financial marketers are moving beyond brand-building to focus on acquiring new customers and members, increasing engagement and enhancing lifetime value while reducing churn. By connecting data, advanced analytics and marketing automation tools, marketers are focused on the customer journey and improving the customer experience.
Forrester Research outlines key areas for technology and business leaders to focus on in 2021.
It should point businesses and leaders in the right direction if it desires to stay relevant.
This document summarizes the results of a survey of over 900 senior-level marketers about how they are redefining success and integrating the customer journey. Key findings include:
- 86% of marketers agree that creating a cohesive customer journey across channels is important. However, only 40% use the term "customer journey".
- Companies with fully integrated customer data were most effective at creating a cohesive customer journey (97% effective).
- Mobile technologies like apps, SMS, and push notifications were highly effective but over 50% of B2B marketers do not plan to use mobile in their strategies.
- Collaboration, marketing analytics, CRM tools, and content management were rated as most important and
1) 91% of B2B marketers use content marketing, spending an average of 33% of their budgets on it. The use of tactics like research reports, videos, and mobile content is increasing.
2) Producing enough content is now the top challenge for B2B marketers, replacing producing engaging content which was the challenge in previous years.
3) The most effective B2B content marketers allocate a higher percentage of their budget to content marketing and use more tactics and social platforms than less effective marketers.
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.
Consumers are increasingly in control of their shopping experiences, deciding where, how, and what to buy based on their own research. New technologies like smartphones and tablets are empowering consumers. Retailers are striving to provide omni-channel experiences across online and offline, but this is complex. While ecommerce is still a small percentage of total retail, it is growing rapidly and disrupting traditional retailers. Data and personalized experiences are key to meeting evolving consumer demands.
Đại dịch COVID-19 đã có tác động lớn đến hành vi của người tiêu dùng, với một số nhà phân tích dự đoán rằng các nỗ lực giảm thiểu và đóng cửa toàn cầu đã thúc đẩy sự dịch chuyển khỏi các cửa hàng thực và hướng tới mua sắm trực tuyến.
'Anatomy of Effectiveness’ is a white paper for brand marketers and advertising agencies alike, highlighting five key priorities for brands seeking greater impact. It will change the way brands and agencies market and will drive better consumer engagement.
McKinsey's Jennifer Stanley goes beyond the latest research about when to use digital and when not to. Digital might be the answer, but what is the question? Clearly digital is a game changer for sales organizations that do it well and are in the lead. B2B players that embed digital in their go-to market programs grow >5x faster than their peers and have 30% higher acquisition efficiency.
The document provides an overview of trends in the in-store consumer shopping experience as it relates to the evolution of point-of-sale (POS) technology and digital/mobile commerce. It notes that consumers are increasingly using mobile technologies like smartphones to research products, compare prices, and make purchases both in-store and online. This has disrupted traditional retail models and benefited online retailers. It also discusses the convergence of coupons, loyalty programs, and payments onto digital platforms and the growth of mobile payments. Retailers face threats from "showrooming" but can counter this with integrated digital offerings that provide personalized deals and experiences to consumers.
What will be the E-Commerce Trends for 2019? - You Need to Pay AttentionDiebestengutscheine
You can relate trends to various aspects like fashion, clothes, shoes, and e-commerce is one of them. A question arises in mind what will be e-commerce trends in 2019 that are apparently explained in this presentation.
With the proliferation of e-Commerce platforms making it easier that ever to sell products online, it is increasingly difficult for brands to stand out.
In this week's webinar, Ogilvy Consulting's Pierre Kremer will take us through the retailing landscape and how brands can matter in e-Commerce.
Disrupting the medical-clothing and workwear uniforms with Digital B2B eCommerceJared Jerotz
Innovating the way brands and retailers connect.
Due to the challenging circumstances created by the pandemic and changes in the way we conduct business, brands are trying to operate as close to normal as possible using virtual environments.
As added value brands of all kinds have teamed up with Elastic, the best-in-class, B2B commerce and digital merchandising platform to help enhance their virtual sell-in process.
Elastic provides a virtual selling platform to global customers that includes a robust digital catalog and PDF catalog creator, allowing for complete print elimination and major bottom line savings (link to case study).
This Elastic platform continues to be supported 365, 24/7 allowing brands to enjoy the benefits of this well adopted platform throughout the year.
Based on findings from Altimeter Group's State of Social Business 2013 report, this infographic shows how companies are formalizing, organizing, and growing their social media efforts — yet still lacking an enterprise wide strategic foundation.
Download and read the full report at: http://bit.ly/ssb-2013.
Social media usage surged in 2013. Key trends for 2014 include greater diversity in social media platform usage, the rise of micro-videos on platforms like Vine and Instagram, an increased focus on image-based content, the mainstream adoption of paid social media advertising, greater emphasis on measuring social media return on investment, the continued rise of mobile usage, and an omnichannel approach to marketing that blurs online and offline experiences.
CMOs: Time for digital transformation or risk being left on the sidelinesruttens.com
CMOs: Time for digital transformation or risk being left on the sidelines. Digital Transformation checklist for marketeers.
Based on the Accenture Interactive 2014 CMO Insights Survey, CMOs are selling themselves short. The question isn't whether CMOs can effectively take advantage of digital channels – they are proving they can – but whether they can be more visible change agents for digital transformation across the organization.
As every business becomes a digital business, C-suite executives will need to collaborate to drive successful digital transformation. No CMO wants to be left on the sidelines.
The CMO Survey - Highlights and Insights Report - Aug 2019christinemoorman
The document summarizes key findings from the 23rd administration of The CMO Survey, which collected responses from 341 top marketers at US companies. Some key findings include:
- Marketer optimism about the US economy climbed slightly after hitting its lowest point in 7 years in the previous survey. B2B product marketers were most optimistic.
- Marketers expect customers in 2020 to prioritize excellent service and superior product quality more than low price.
- Most companies use channel partners to reach markets, especially those in energy, technology and consumer packaged goods industries.
InMobi_Infographic on The role of mobile and it's influence on back to school...InMobi
As a brand marketer, many questions need answering before you plan your mobile marketing spend. The infographic answers some key questions on the shifting trends of back-to-school shopping, consumer behaviour on smartphones while shopping and the mobile media impact on their buying decision.
The CMO Survey Highlights and Insights February 2017christinemoorman
The CMO Survey is administered twice a year via an Internet survey to collect and disseminate the opinions of top marketers. It aims to predict market trends and improve marketing value. The February 2017 survey was the 18th administration, with 388 respondents out of 2813 marketers contacted, a 13.8% response rate. Results are reported in aggregate form or by industry/firm characteristics. The survey covers topics like the economy, growth strategies, marketing spending, performance, social media, mobile, jobs, leadership and analytics.
The CMO Survey: Highlights and Insights [August 2016]Filipp Paster
The document summarizes key findings from the 17th administration of The CMO Survey conducted in August 2016. 427 CMOs responded to questions about their outlook on the economy, company growth strategies, marketing budgets, and spending. Key findings include CMOs being more optimistic about their own companies than the overall economy, investments focusing on existing markets and offerings, marketing budgets expected to increase 7.2% on average in the next year, and continued growth in digital marketing spending outpacing traditional advertising.
Financial Marketing Trends Report (2019)Goodbuzz Inc.
Financial marketers are moving beyond brand-building to focus on acquiring new customers and members, increasing engagement and enhancing lifetime value while reducing churn. By connecting data, advanced analytics and marketing automation tools, marketers are focused on the customer journey and improving the customer experience.
Forrester Research outlines key areas for technology and business leaders to focus on in 2021.
It should point businesses and leaders in the right direction if it desires to stay relevant.
This document summarizes the results of a survey of over 900 senior-level marketers about how they are redefining success and integrating the customer journey. Key findings include:
- 86% of marketers agree that creating a cohesive customer journey across channels is important. However, only 40% use the term "customer journey".
- Companies with fully integrated customer data were most effective at creating a cohesive customer journey (97% effective).
- Mobile technologies like apps, SMS, and push notifications were highly effective but over 50% of B2B marketers do not plan to use mobile in their strategies.
- Collaboration, marketing analytics, CRM tools, and content management were rated as most important and
1) 91% of B2B marketers use content marketing, spending an average of 33% of their budgets on it. The use of tactics like research reports, videos, and mobile content is increasing.
2) Producing enough content is now the top challenge for B2B marketers, replacing producing engaging content which was the challenge in previous years.
3) The most effective B2B content marketers allocate a higher percentage of their budget to content marketing and use more tactics and social platforms than less effective marketers.
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.
Consumers are increasingly in control of their shopping experiences, deciding where, how, and what to buy based on their own research. New technologies like smartphones and tablets are empowering consumers. Retailers are striving to provide omni-channel experiences across online and offline, but this is complex. While ecommerce is still a small percentage of total retail, it is growing rapidly and disrupting traditional retailers. Data and personalized experiences are key to meeting evolving consumer demands.
Đại dịch COVID-19 đã có tác động lớn đến hành vi của người tiêu dùng, với một số nhà phân tích dự đoán rằng các nỗ lực giảm thiểu và đóng cửa toàn cầu đã thúc đẩy sự dịch chuyển khỏi các cửa hàng thực và hướng tới mua sắm trực tuyến.
'Anatomy of Effectiveness’ is a white paper for brand marketers and advertising agencies alike, highlighting five key priorities for brands seeking greater impact. It will change the way brands and agencies market and will drive better consumer engagement.
McKinsey's Jennifer Stanley goes beyond the latest research about when to use digital and when not to. Digital might be the answer, but what is the question? Clearly digital is a game changer for sales organizations that do it well and are in the lead. B2B players that embed digital in their go-to market programs grow >5x faster than their peers and have 30% higher acquisition efficiency.
The document provides an overview of trends in the in-store consumer shopping experience as it relates to the evolution of point-of-sale (POS) technology and digital/mobile commerce. It notes that consumers are increasingly using mobile technologies like smartphones to research products, compare prices, and make purchases both in-store and online. This has disrupted traditional retail models and benefited online retailers. It also discusses the convergence of coupons, loyalty programs, and payments onto digital platforms and the growth of mobile payments. Retailers face threats from "showrooming" but can counter this with integrated digital offerings that provide personalized deals and experiences to consumers.
What will be the E-Commerce Trends for 2019? - You Need to Pay AttentionDiebestengutscheine
You can relate trends to various aspects like fashion, clothes, shoes, and e-commerce is one of them. A question arises in mind what will be e-commerce trends in 2019 that are apparently explained in this presentation.
With the proliferation of e-Commerce platforms making it easier that ever to sell products online, it is increasingly difficult for brands to stand out.
In this week's webinar, Ogilvy Consulting's Pierre Kremer will take us through the retailing landscape and how brands can matter in e-Commerce.
Disrupting the medical-clothing and workwear uniforms with Digital B2B eCommerceJared Jerotz
Innovating the way brands and retailers connect.
Due to the challenging circumstances created by the pandemic and changes in the way we conduct business, brands are trying to operate as close to normal as possible using virtual environments.
As added value brands of all kinds have teamed up with Elastic, the best-in-class, B2B commerce and digital merchandising platform to help enhance their virtual sell-in process.
Elastic provides a virtual selling platform to global customers that includes a robust digital catalog and PDF catalog creator, allowing for complete print elimination and major bottom line savings (link to case study).
This Elastic platform continues to be supported 365, 24/7 allowing brands to enjoy the benefits of this well adopted platform throughout the year.
Based on findings from Altimeter Group's State of Social Business 2013 report, this infographic shows how companies are formalizing, organizing, and growing their social media efforts — yet still lacking an enterprise wide strategic foundation.
Download and read the full report at: http://bit.ly/ssb-2013.
Social media usage surged in 2013. Key trends for 2014 include greater diversity in social media platform usage, the rise of micro-videos on platforms like Vine and Instagram, an increased focus on image-based content, the mainstream adoption of paid social media advertising, greater emphasis on measuring social media return on investment, the continued rise of mobile usage, and an omnichannel approach to marketing that blurs online and offline experiences.
CMOs: Time for digital transformation or risk being left on the sidelinesruttens.com
CMOs: Time for digital transformation or risk being left on the sidelines. Digital Transformation checklist for marketeers.
Based on the Accenture Interactive 2014 CMO Insights Survey, CMOs are selling themselves short. The question isn't whether CMOs can effectively take advantage of digital channels – they are proving they can – but whether they can be more visible change agents for digital transformation across the organization.
As every business becomes a digital business, C-suite executives will need to collaborate to drive successful digital transformation. No CMO wants to be left on the sidelines.
The CMO Survey - Highlights and Insights Report - Aug 2019christinemoorman
The document summarizes key findings from the 23rd administration of The CMO Survey, which collected responses from 341 top marketers at US companies. Some key findings include:
- Marketer optimism about the US economy climbed slightly after hitting its lowest point in 7 years in the previous survey. B2B product marketers were most optimistic.
- Marketers expect customers in 2020 to prioritize excellent service and superior product quality more than low price.
- Most companies use channel partners to reach markets, especially those in energy, technology and consumer packaged goods industries.
InMobi_Infographic on The role of mobile and it's influence on back to school...InMobi
As a brand marketer, many questions need answering before you plan your mobile marketing spend. The infographic answers some key questions on the shifting trends of back-to-school shopping, consumer behaviour on smartphones while shopping and the mobile media impact on their buying decision.
The CMO Survey Highlights and Insights February 2017christinemoorman
The CMO Survey is administered twice a year via an Internet survey to collect and disseminate the opinions of top marketers. It aims to predict market trends and improve marketing value. The February 2017 survey was the 18th administration, with 388 respondents out of 2813 marketers contacted, a 13.8% response rate. Results are reported in aggregate form or by industry/firm characteristics. The survey covers topics like the economy, growth strategies, marketing spending, performance, social media, mobile, jobs, leadership and analytics.
The CMO Survey: Highlights and Insights [August 2016]Filipp Paster
The document summarizes key findings from the 17th administration of The CMO Survey conducted in August 2016. 427 CMOs responded to questions about their outlook on the economy, company growth strategies, marketing budgets, and spending. Key findings include CMOs being more optimistic about their own companies than the overall economy, investments focusing on existing markets and offerings, marketing budgets expected to increase 7.2% on average in the next year, and continued growth in digital marketing spending outpacing traditional advertising.
The CMO Survey Highlights and Insights August 2016christinemoorman
The document summarizes key findings from The CMO Survey, an online survey of over 400 top U.S. marketers administered twice a year. The survey tracks trends in marketing spending, strategies, and performance. Key findings from the most recent survey include: marketing budgets are expected to increase 7.2% in the next 12 months, digital marketing spending continues growing at a slower rate than previous years, and firm performance metrics increased across the board in the last 12 months including sales, profits, and brand value.
The CMO Survey - Highlights and Insights Report - August 2018christinemoorman
Marketing budgets grew modestly in the past year according to CMO survey responses. Spending on existing markets and products/services continues to dominate companies' growth strategies, though there was a slight shift toward more spending on new product/service development. Having the right talent remains the top priority for driving future organic growth. Internet sales remain modest across sectors due to needs for greater human interaction and new business models.
The CMO Survey Report: Highlight and Insights August 2014christinemoorman
The CMO Survey collects and disseminates the opinions of top marketers in order to predict the future of markets, track marketing excellence, and improve the value of marketing in firms and in society.
The document summarizes the results of a survey of top marketers in the US. Some key findings include:
- Marketing budgets are forecast to increase 6.9% in the next year, with digital marketing spend up 13.2% and traditional advertising spend down 3.2%.
- International markets still represent a small portion of company sales, though Western Europe is seen as the top current and future growth market.
- Marketers' optimism about the overall US economy has weakened, though they remain more optimistic about their own companies' prospects. Customer indicators are also expected to weaken in the coming year.
The CMO Survey - Highights and Insights Report - Feb 2018christinemoorman
The document summarizes the findings of The CMO Survey, which collects opinions from top marketers twice a year. Some key findings from the most recent survey include:
- Marketer optimism about the U.S. economy increased compared to the last quarter, with over 50% of respondents more optimistic. Customer outcomes like acquisition, spending and retention are expected to improve.
- When asked about growth strategies, over half of marketers said their spending focused on market penetration of existing products/services in existing markets. Having the right talent was seen as most important for driving future organic growth.
- Regarding customers, priorities are shifting more towards service. Channel partner purchase volumes and related spending are also forecasted to
The CMO Survey Highlights and Insights February 2015christinemoorman
The CMO Survey collects and disseminates the opinions of top marketers in order to predict the future of markets, track marketing excellence, and improve the value of marketing in firms and in society.
This document discusses a study on awareness of digital marketing in industries. It provides background on the digital marketing company SMIT that conducted the study. The study used surveys to examine industries' use of digital marketing tools like SEO, awareness of opportunities, and reasons for not using digital marketing. Key findings include that over 60% of companies do not use digital marketing and lack awareness, while SEO and email marketing were most commonly used. The document provides recommendations on how SMIT can increase awareness and educate on benefits.
The cmo survey_highlights_and_insights_aug - 13-finalchristinemoorman
Marketing budgets are expected to grow more slowly in the next year, with an overall increase of 4.3% compared to 6.4% last year. Digital marketing spending is leveling off at 10% of total budgets while traditional advertising continues to decline sharply. While other marketing investments like new product introductions, customer relationship management and brand building will still see positive growth, the rate of increase is slowing compared to previous periods.
The CMO Survey Highlights and Insights - Aug 2013christinemoorman
Marketing budgets are expected to grow more slowly in the next year, with an overall increase of 4.3% compared to 6.4% last year. Spending on digital marketing is leveling off at around 10% of total budgets, while spending on traditional advertising continues to decline sharply. Other marketing investments like new product introductions, customer relationship management, and brand building are still expected to increase but at a slower pace than in previous years.
The CMO Survey Highlights and Insights August 2015christinemoorman
- The document discusses the results of a survey of top marketers regarding various topics related to marketing. The survey has been administered twice a year since 2008 to track trends over time.
- Key findings from the recent survey include marketers maintaining a positive but cautious outlook on the US economy, an expected shift in growth strategies with less emphasis on market penetration, and rising budgets for digital and mobile marketing.
- Performance metrics are mixed, with sales and profits up in the last year but weaker growth for customer retention and brand value. Social media spending continues to increase significantly.
It’s no surprise that B2B and B2C marketers have different goals and strategies. In January, we released new research on the overall state of marketing — including businesses of all sizes and types, based on the responses of 5,000+ global marketers.
Now we’re separating B2B from B2C marketers. Today, we present you with data about B2B trends, goals, and obstacles in 2015 with the 2015 State of B2B Marketing.
Using survey responses from 2,100+ B2B marketers, this report takes a look at what B2B marketers are really thinking and dealing with this year.
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.
In Q4 of 2013, we surveyed over 100 retail marketing executives across the United States on what technologies, data, and innovative ideas were most important to them. Not only that, we asked them what there current budgets and planned budgets were for all these strategies over the next 5 years. The results were surprising!
Which Way Now? Justin Gibbons, work.researchMediaSense
In this presentation, Justin Gibbons summarises the key findings from our new research and concluded that as an industry, we value what we measure but we are measuring the wrong stuff; not what drives performance.
The CMO Survey - Highlights and Insights Report - March 2023christinemoorman
The document discusses the results of a survey of marketing leaders on topics related to the economy, marketing spending, managing brands, growth strategies, and metrics. Some key findings include:
- Marketers report slightly higher optimism in the US economy than last quarter, though below pre-pandemic levels. Over 40% still feel less optimistic.
- Most companies decreased marketing spending or saw no impact due to inflationary pressures on consumer spending.
- Marketers use an array of metrics to measure performance, but strategic, long-term metrics are measured least consistently.
- Having the right talent and operating model are seen as most important for future revenue growth, while technology has increased in importance.
Driving Marketing Efficiency In The Consumer Goods Business With Advanced Ana...Gina Shaw
"Information is the oil of the 21st century, and analytics is the combustion engine" – Gartner
A large percentage of marketing efforts in a consumer goods business has little to no impact on sales. One primary reason for low-yield marketing campaigns is the inability to leverage data. Success in the consumer goods industry largely depends on the speed and accuracy of decision-making.
This eBook will help you discover:
1. Challenges marketers face in in the consumer goods business
2. The current state of marketing analytics
3. The overview and importance of advanced analytics
4. Traditional analytics vs advanced analytics
5. Advanced analytics solutions use cases in the areas of
- Measuring marketing effectiveness
- Optimizing marketing and advertising spend
- Sales forecasting
- Product portfolio management
- Marketing mix modelling
6. Driving analytics adoption within your organization with AI
7. Case study: How a global CPG company reduced marketing spend by 5% with advanced analytics
8. How you can get started right away?
Similar to The CMO survey highlights and insights aug 2017 (20)
Tương lai của tiêu dùng & thương mại châu Á TBDDuy, Vo Hoang
Shoppertainment2024 - Tương lai của tiêu dùng & thương mại châu Á TBD. Báo cáo được ghi nhận đầy đủ các yếu tố bán hàng thành công thông qua các case thực tế tại từng thị trường bởi Tiktok Platform.
Buy Now Pay Later by Grab at SEA marketDuy, Vo Hoang
The document discusses the growing popularity and stickiness of alternative payments like mobile wallets and buy now pay later (BNPL) options in Southeast Asia. It notes that mobile wallets are among the top three most used payment sources across several Southeast Asian countries. BNPL usage is also growing rapidly among mobile wallet users in the region. This trend is occurring because alternative payments provide financial access to many previously unbanked consumers, and seamlessly integrate with e-commerce checkout flows. Data on Grab's own payments services, GrabPay and PayLater, show significantly higher user retention and transaction rates compared to cash and non-BNPL users, underscoring the stickiness of alternative payments.
Marketers are facing challenges adapting to the phasing out of third-party cookies and increased data privacy regulations. A survey of Asian marketers and consumers found that marketers are optimistic and see this as an opportunity to build consumer trust by shifting to first-party and zero-party data collection directly from consumers. However, marketers face hurdles in making this transition including changing mindsets, consolidating multiple data sources, and educating teams on new approaches. To succeed, the report recommends marketers educate their teams, re-architect data collection, and solve technology issues to better utilize first-party and zero-party data.
Presentation Deck - Levitating Tet 2024Duy, Vo Hoang
The document discusses confidential and proprietary market research on Vietnam. It notes that Vietnam has a population of over 95 million people with a fast growing middle class and young population. The economy has grown significantly in recent decades and is projected to continue expanding. The market research analyses economic and demographic trends to provide insights into business opportunities in Vietnam.
The document provides an overview of consumer types in Vietnam based on a survey conducted by Euromonitor International in 2022. It identifies the five main consumer types in Vietnam and their respective proportions of the population. The largest group is the Undaunted Striver, making up 34% of respondents. The document then profiles each consumer type in more detail, providing their demographic characteristics, values, shopping motivations, and preferences. It also outlines the best ways for companies to target each consumer type to appeal to their traits and develop resonant marketing campaigns. The profiles are intended to help companies better understand their target markets in Vietnam beyond typical demographics.
Vietnam retail store modern trade trend 2023Duy, Vo Hoang
The document provides monthly sales trend data for modern trade in Vietnam from October 2021 to December 2022 (estimated). Some key points:
- Total sales increased 23% in 2022 compared to 2021, led by growth in retail, travelling, and accommodation/catering.
- Retail sales saw steady growth throughout 2022 with a 9% increase in December 2022 over the previous year.
- Travelling rebounded significantly in 2022 after restrictions eased, with December 2022 sales up 139% over the year before.
- Store counts for the major chains Vinmart+/Winmart+ and Bach Hoa Xanh remained dominant though BHX closed some stores and Winmart+
[Netcore] Ecommerce personalization benchmark report 2021Duy, Vo Hoang
[Netcore] Ecommerce personalization benchmark report 2021
A research study of 200 retailers and 600 consumers
An overwhelming 91% of shoppers would abandon an online retailer over a poor shopping experience. Many say it is crucial for retailers to personalize the experience to fit their preferences.
E-commerce in vietnam report from statistics 2020Duy, Vo Hoang
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Digital Transformation 2021 - hiểu rõ để làm tốt và tăng trưởngDuy, Vo Hoang
The document discusses frameworks for digital transformation and data processing. It provides an overview of BCG's digital transformation framework, which includes digitizing core domains and processes. It also discusses building blocks for digitizing core functions like data and analytics, machine learning/deep learning, and blockchain. Additionally, it covers modern business intelligence blueprints, multimodal data processing blueprints, and AI/ML blueprints. Finally, the document discusses growth models based on experimentation and data, and technologies in the marketing technology ecosystem.
Report Digital in vietnam 2021 from We Are Social HootsuiteDuy, Vo Hoang
[CHÍNH THỨC] VIET NAM DIGITAL 2021
Tổng hợp từ We Are Social Hootsuite
Báo cáo tại thị trường Việt Nam được công bố hằng năm vào tháng 02
Tổng quan Dân số việt nam
▪ Việt Nam có dân số 97,75 triệu người vào tháng 1 năm 2021.
▪ Dân số Việt Nam tăng 852 nghìn (+ 0,9%) từ tháng 1 năm 2020 đến tháng 1 năm 2021.
▪ 50,1% dân số Việt Nam là nữ, trong khi 49,9% dân số là nam
▪ 37,7% dân số Việt Nam sống ở trung tâm thành thị, trong khi 62,3% sống ở nông thôn.
Người dùng Internet ở Việt Nam
▪ Có 68,72 triệu người dùng Internet tại Việt Nam vào tháng 1 năm 2021.
▪ Số lượng người dùng Internet ở Việt Nam tăng 551 nghìn (+ 0,8%) trong giai đoạn 2020-2021.
▪ Tỷ lệ sử dụng Internet ở Việt Nam đạt 70,3% vào tháng 1 năm 2021.
Thống kê sử dụng mạng xã hội cho Việt Nam
▪ Có 72,00 triệu người dùng mạng xã hội ở Việt Nam vào tháng 1 năm 2021.
▪ Số lượng người dùng mạng xã hội ở Việt Nam tăng 7,0 triệu (+ 11%) từ năm 2020 đến năm 2021.
▪ Số lượng người dùng mạng xã hội tại Việt Nam tương đương 73,7% tổng dân số vào tháng 1 năm 2021.
Kết nối di động tại Việt Nam
▪ Có 154,4 triệu kết nối di động tại Việt Nam vào tháng 1 năm 2021.
▪ Số lượng kết nối di động tại Việt Nam tăng 1,3 triệu (+ 0,9%) trong khoảng thời gian từ tháng 1 năm 2020 đến tháng 1 năm 2021.
▪ Số lượng kết nối di động tại Việt Nam vào tháng 1 năm 2021 tương đương 157,9% tổng dân số.
File pdf được upload tại group chung: https://www.facebook.com/groups/Data.Driven.Marketing.Communication/
B2B ecommerce insight 2021 from Keyrus
Discover Top B2B ECommerce trends and winning model for
2021
Source:https://www.linkedin.com/smart-links/AQEFsePhcFHJgw/88504737-90a6-46ce-afc1-0657195dba61
Digital customer experience report 2020Duy, Vo Hoang
Digital customer experience report 2020.
Bernard Slowey, worldwide lead for digital customer
support at Microsoft, maintains one of the biggest
mistakes in digital CX is not having a dedicated team.
“A lot of companies have teams of people focused on
call centers, as well as improving minutes-per-incident
and handle times for voice calls with customers, but
then digital is merely treated as a bolt-on to support
organizations,” says Slowey.
More than a third of our research group (36 per cent) is
seemingly making this mistake. For these brands
digital experiences are supported by multiple
functions, potentially between marketing, CX and
customer service departments. This dispersed setup
can result in customers receiving conflicting and
disjointed digital experiences.
However, the majority of the respondents (64 per cent)
recognize the value of dedicated digital experience
teams, which is an 18 per cent year-on-year increase.
Within 18 months of building its dedicated digital
customer support department, Microsoft’s digital team
achieved a 3× ROI (return on investment). This result was
obtained by solving customer issues digitally and so
reducing the volumes shouldered by more expensive
support channels such as voice.
In this humorous and data-heavy session, join us in a joyous celebration of life honoring the long list of SEO tactics and concepts we lost this year. Remember fondly the beautiful time you shared with defunct ideas like link building, keyword cannibalization, search volume as a value indicator, and even our most cherished of friends: the funnel. Make peace with their loss as you embrace a new paradigm for organic content: Pillar-Based Marketing. Along the way, discover that the results that old SEO and all its trappings brought you weren’t really very good at all, actually.
In this respectful and life-affirming service—erm, session—join Ryan Brock (Chief Solution Officer at DemandJump and author of Pillar-Based Marketing: A Data-Driven Methodology for SEO and Content that Actually Works) and leave with:
• Clear and compelling evidence that most legacy SEO metrics and tactics have slim to no impact on SEO outcomes
• A major mindset shift that eliminates most of the metrics and tactics associated with SEO in favor of a single metric that defines and drives organic ranking success
• Practical, step-by-step methodology for choosing SEO pillar topics and publishing content quickly that ranks fast
Lily Ray - Optimize the Forest, Not the Trees: Move Beyond SEO Checklist - Mo...Amsive
Lily Ray, Vice President of SEO Strategy & Research at Amsive, explores optimizing strategies for sustainable growth and explores the impact of AI on the SEO landscape.
Breaking Silos To Break Bank: Shattering The Divide Between Search And SocialNavah Hopkins
At Mozcon 2024 I shared this deck on bridging the divide between search and social. We began by acknowledging that search-first marketers are used to different rules of engagement than social marketers. We also looked at how both channels treat creative, audiences, bidding/budgeting, and AI. We finished by going through how they can win together including UTM audits, harvesting comments from both to inform creative, and allowing for non-login forums to be part of your marketing strategy.
I themed this deck using Baldur's Gate 3 characters: Gale as Search and Astarion as Social
Can you kickstart content marketing when you have a small team or even a team of one? Why yes, you can! Dennis Shiao, founder of marketing agency Attention Retention will detail how to draw insights from subject matter experts (SMEs) and turn them into articles, bylines, blog posts, social media posts and more. He’ll also share tips on content licensing and how to establish a webinar program. Attend this session to learn how to make an impact with content marketing even when you have a small team and limited resources.
Key Takeaways:
- You don't need a large team to start a content marketing program
- A webinar program yields a "one-to-many" approach to content creation
- Use partnerships and licensing to create new content assets
We will explore the transformative journey of American Bath Group as they transitioned from a traditional monolithic CMS to a dynamic, composable martech framework using Kontent.ai. Discover the strategic decisions, challenges, and key benefits realized through adopting a headless CMS approach. Learn how composable business models empower marketers with flexibility, speed, and integration capabilities, ultimately enhancing digital experiences and operational efficiency. This session is essential for marketers looking to understand the practical impacts and advantages of composable technology in today's digital landscape. Join us to gain valuable insights and actionable takeaways from a real-world implementation that redefines the boundaries of marketing technology.
Capstone Project: Luxury Handloom Saree Brand
As part of my college project, I applied my learning in brand strategy to create a comprehensive project for a luxury handloom saree brand. Key aspects of this project included:
- *Competitor Analysis:* Conducted in-depth competitor analysis to identify market position and differentiation opportunities.
- *Target Audience:* Defined and segmented the target audience to tailor brand messages effectively.
- *Brand Strategy:* Developed a detailed brand strategy to enhance market presence and appeal.
- *Brand Perception:* Analyzed and shaped the brand perception to align with luxury and heritage values.
- *Brand Ladder:* Created a brand ladder to outline the brand's core values, benefits, and attributes.
- *Brand Architecture:* Established a cohesive brand architecture to ensure consistency across all brand touchpoints.
This project helped me gain practical experience in brand strategy, from research and analysis to strategic planning and implementation.
As 2023 proved, the next few years may be shaped by market volatility and artificial intelligence services such as OpenAI's ChatGPT and Perplexity.ai. Your brand will increasingly compete for attention with Google, Apple, OpenAI, and Amazon, and customers will expect a hyper-relevant and individualized experience from every business at any moment. New state-legislated data privacy laws and several FTC rules may challenge marketers to deliver contextually relevant customer experiences, much less reach unknown prospective buyers. Are you ready?Let's discuss the critical need for data governance and applied AI for your business rather than relying on public AI models. As AI permeates society and all industries, learn how to be future-ready, compliant, and confidentlyscaling growth.
Key Takeaways:
Primary Learning Objective
1: Grasp when artificial general intelligence (""AGI"") will arrive, and how your brand can navigate the consequences. Primary Learning Objective
2: Gain an accurate analysis of the continuously developing customer journey and business intelligence. Primary Learning Objective
3: Grow revenue at lower costs with more efficient marketing and business operations.
Empowering Influencers: The New Center of Brand-Consumer Dynamics
In the current market landscape, establishing genuine connections with consumers is crucial. This presentation, "Empowering Influencers: The New Center of Brand-Consumer Dynamics," explores how influencers have become pivotal in shaping brand-consumer relationships. We will examine the strategic use of influencers to create authentic, engaging narratives that resonate deeply with target audiences, driving success in the evolved purchase funnel.
The digital marketing industry is changing faster than ever and those who don’t adapt with the times are losing market share. Where should marketers be focusing their efforts? What strategies are the experts seeing get the best results? Get up-to-speed with the latest industry insights, trends and predictions for the future in this panel discussion with some leading digital marketing experts.
Did you know that while 50% of content on the internet is in English, English only makes up 26% of the world’s spoken language? And yet 87% of customers won’t buy from an English only website.
Uncover the immense potential of communicating with customers in their own language and learn how translation holds the key to unlocking global growth. Join Smartling CEO, Bryan Murphy, as he reveals how translation software can streamline the translation process and seamlessly integrate into your martech stack for optimal efficiency. And that's not all – he’ll also share some inspiring success stories and practical tips that will turbocharge your multilingual marketing efforts!
Key takeaways:
1. The growth potential of reaching customers in their native language
2. Tips to streamline translation with software and integrations to your tech stack
3. Success stories from companies that have increased lead generation, doubled revenue, and more with translation
In this dynamic session titled "Future-Proof Like Beyoncé: Syncing Email and Social Media for Iconic Brand Longevity," Carlos Gil, U.S. Brand Evangelist for GetResponse, unveils how to safeguard and elevate your digital marketing strategy. Explore how integrating email marketing with social media can not only increase your brand's reach but also secure its future in the ever-changing digital landscape. Carlos will share invaluable insights on developing a robust email list, leveraging data integration for targeted campaigns, and implementing AI tools to enhance cross-platform engagement. Attendees will learn how to maintain a consistent brand voice across all channels and adapt to platform changes proactively. This session is essential for marketers aiming to diversify their online presence and minimize dependence on any single platform. Join Carlos to discover how to turn social media followers into loyal email subscribers and ultimately, drive sustainable growth and revenue for your brand. By harnessing the best practices and innovative strategies discussed, you will be equipped to navigate the challenges of the digital age, ensuring your brand remains relevant and resonant with your audience, no matter the platform. Don’t miss this opportunity to transform your approach and achieve iconic brand longevity akin to Beyoncé's enduring influence in the entertainment industry.
Key Takeaways:
Integration of Email and Social Media: Understanding how to seamlessly integrate email marketing with social media efforts to expand reach and reinforce brand presence. Building a Robust Email List: Strategies for developing a strong email list that provides a direct line of communication to your audience, independent of social media algorithms. Data Integration for Targeted Campaigns: Leveraging combined data from email and social media to create personalized, targeted marketing campaigns that resonate with the audience. Utilization of AI Tools: Implementing AI and automation tools to enhance efficiency and effectiveness across marketing channels. Consistent Brand Voice Across Platforms: Maintaining a unified brand voice and message across all digital platforms to strengthen brand identity and user trust. Proactive Adaptation to Platform Changes: Staying ahead of social media platform changes and algorithm updates to keep engagement high and interactions meaningful. Conversion of Social Followers to Email Subscribers: Techniques to encourage social media followers to subscribe to email, ensuring a direct and consistent connection. Sustainable Growth and Minimized Platform Dependence: Strategies to diversify digital presence and reduce reliance on any single social media platform, thereby mitigating risks associated with platform volatility.
Unlock the secrets to enhancing your digital presence with our masterclass on mastering online visibility. Learn actionable strategies to boost your brand, optimize your social media, and leverage SEO. Transform your online footprint into a powerful tool for growth and engagement.
Key Takeaways:
1. Effective techniques to increase your brand's visibility across various online platforms.
2. Strategies for optimizing social media profiles and content to maximize reach and engagement.
3. Insights into leveraging SEO best practices to improve search engine rankings and drive organic traffic.
The Good the Bad and The Ugly of Marketing MeasurementNapierPR
We explore how B2B marketers can impress the board by measuring their PR and marketing campaigns successfully, and explore 5 metrics that will get you promoted, and 3 that will get your fired.
We cover:
-Meaningless marketing metrics
-The difference between attribution and incrementality
-The importance of the customer journey
-Why you should care about prospects that are in market
-Measuring the unmeasurable
This session will aim to comprehensively review the current state of artificial intelligence techniques for emotional recognition and their potential applications in optimizing digital advertising strategies. Key studies developing AI models for multimodal emotion recognition from videos, images, and neurophysiological signals were analyzed to build content for this session. The session delves deeper into the current challenges, opportunities to help realize the full benefits of emotion AI for personalized digital marketing.
Efficient Website Management for Digital Marketing ProsLauren Polinsky
Learn how to optimize website projects, leverage SEO tactics effectively, and implement product-led marketing approaches for enhanced digital presence and ROI.
This session is your key to unlocking the secrets of successful digital marketing campaigns and maximizing your business's online potential.
Actionable tactics you can apply after this session:
- Streamlined Website Management: Discover techniques to streamline website development, manage day-to-day operations efficiently, and ensure smooth project execution.
- Effective SEO Practices: Gain valuable insights into optimizing your website for search engines, improving visibility, and driving organic traffic to your digital assets.
- Leverage Product-Led Marketing: Explore strategies for incorporating product-led marketing principles into your digital marketing efforts, enhancing user engagement and driving conversions.
Don't miss out on this opportunity to elevate your digital marketing game and achieve tangible results!
Trust Element Assessment: How Your Online Presence Affects Outbound Lead Gene...Martal Group
Learn how your business's online presence affects outbound lead generation and what you can do to improve it with a complimentary 13-Point Trust Element Assessment.
2. About The CMO Survey
2
Mission
- To collect and disseminate the opinions of top marketers in order to predict the future of markets,
track marketing excellence, and improve the value of marketing in firms and society.
- The survey is an objective source of information about marketing and a non-commercial service
dedicated to the field of marketing.
Survey operation
- Founded in August 2008, The CMO Survey is administered twice a year via an Internet survey. Many
questions repeat to observe trends over time.
- The August 2017 survey is the 19th administration of The CMO Survey.
Sponsoring organizations
- Sponsors support The CMO Survey with intellectual and financial resources.
- Survey data and participant lists are held in confidence and not provided to survey sponsors or any
other parties.
3. Survey methodology
3
Survey sample
- 2628 top U.S. marketers at for-profit companies
- 349 responded for a 13.3% response rate
Survey administration
- Email contact with four follow-up reminders
- Survey in field from July 18, 2017 – August 8, 2017
- 92.3% of respondents VP-level or above
Results interpretation
- M = sample mean; SD = sample standard deviation
- B2B = Business-to-Business firms; B2C = Business-to-Consumer firms
Two other reports are available at cmosurvey.org/results
- The Topline Report: Results reported at the aggregate level
- Results by Firm and Industry Characteristics: Results reported within sectors, size, and Internet sales
6. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Outlook on the U.S. economy remains
positive
6
Figure 1.1. How optimistic are you about the overall U.S. economy on a 0-
100 scale with 0 being least optimistic and 100 most optimistic?
Overall 65.8
B2B Product 66.2
B2B Services 64.2
B2C Product 67.8
B2C Services 67.0
47.7
56.5
57.8
55.6
63.3
52.2
63.4
58.4
62.7
65.7 66.1 66.4
69.9 69.7
64.4 63.7 63.2
65.8
40
50
60
70
80
Feb-09 Aug-09 Feb-10 Aug-10 Feb-11 Aug-11 Feb-12 Aug-12 Feb-13 Aug-13 Feb-14 Aug-14 Feb-15 Aug-15 Feb-16 Aug-16 Feb-17 Aug-17
Marketer Optimism About Overall Economy
7. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Marketer economic optimism slows over
the last quarter
7
More
Optimistic
34.7%
Less
Optimistic
21.1%
No Change
44.2%
Figure 1.1. Are you more or less optimistic about the overall U.S. economy compared to last quarter?
30.6%
34.9%
42.5%
34.7%
0%
20%
40%
60%
80%
100%
Feb-16 Aug-16 Feb-17 Aug-17
More Optimistic
8. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Economic outlook by industry
8
Figure 1.1. Are you more or less optimistic about the overall U.S. economy compared to last quarter?
More optimistic Less optimistic No change
Overall 34.7% 21.2% 44.2%
Banking/Finance/Insurance 32.2% 21.4% 46.4%
Communications/Media 30.8% 26.9% 42.3%
Consumer Packaged Goods 31.6% 21.0% 47.4%
Consumer Services 12.5% 50.0% 37.5%
Education 66.7% 0.0% 33.3%
Energy 38.4% 30.8% 30.8%
Healthcare 28.6% 8.6% 62.8%
Manufacturing 41.5% 14.6% 43.9%
Mining/Construction 50.0% 0.0% 50.0%
Service Consulting 30.5% 23.7% 45.8%
Retail/Wholesale 37.9% 24.2% 37.9%
Tech/Software/Biotech 37.2% 21.6% 41.2%
Transportation 50.0% 20.0% 30.0%
9. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Customer indictors mixed
9
Figure 1.3. Forecasted customer outcomes in next 12 months (% of respondents)
73%
67%
61%
53%
49%
35%
71% 69%
66%
50%
46%
31%
0%
20%
40%
60%
80%
100%
Increased
acquisition of
new customers
Increased
customer
purchase volume
Increased purchase
of related products
and services
Increased
customer
retention
Increased entry of
new customers
into the market
Increased
customer price
per unit
February 2017 August 2017
10. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Customer outlook by industry
10
Table 1.2. Forecasted customer outcomes by industry
Acquisition of
new customers
Customer
purchase volume
Purchase of
related products
& services
Customer
retention
Entry of new
customers into
market
Price per unit
Overall 71% 69% 66% 50% 46% 31%
Banking/Finance/Insurance 96% 80% 76% 52% 56% 24%
Communications/Media 75% 60% 80% 45% 50% 37%
Consumer Packaged Goods 67% 56% 33% 61% 56% 35%
Consumer Services 63% 38% 50% 50% 38% 63%
Education 33% 100% 100% 67% 100% 0%
Energy 62% 69% 46% 54% 23% 23%
Healthcare 77% 69% 66% 57% 43% 18%
Manufacturing 66% 73% 63% 39% 39% 29%
Mining/Construction 50% 50% 50% 50% 0% 50%
Service Consulting 59% 68% 55% 47% 40% 28%
Retail/Wholesale 58% 56% 56% 50% 35% 23%
Tech/Software/Biotech 81% 81% 92% 47% 57% 38%
Transportation 89% 67% 67% 67% 56% 67%
11. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
11
Customer priorities shift toward innovation and
away from service and trusting relationship
Figure 1.3. Customers’ top priority in next 12 months (% of respondents)
25%
24% 24%
16%
12%
27%
22%
19%
17%
15%
0%
5%
10%
15%
20%
25%
30%
Superior product quality Excellent service Trusting relationship Low price Superior innovation
February 2017 August 2017
12. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Competitor indicators positive for existing
market players
12
Figure 1.4. Increased competitor interactions in next 12 months (% of respondents)*
72%
62%
56%
48%
39%
18%
66%
57%
51%
43%
38%
18%
0%
20%
40%
60%
80%
100%
More intense
rivalry for
customers
More competitor
price-cutting
More competitor
innovation
Emergence of
new domestic
competitors
Emergence of
new global
competitors
More cooperation
on non-price
strategies
August 2016 August 2017
*This question is asked only once a year in August.
13. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Competitor outlook by industry
13
Table 1.3. Forecasted competitor outcomes by industry
Intense rivalry
for customers
Competitor
price cutting
Competitor
innovation
New domestic
competitors
New global
competitors
Cooperation
on non-price
strategies
Overall 66% 57% 51% 43% 38% 18%
Banking/Finance/Insurance 80% 44% 80% 60% 24% 16%
Communications/Media 65% 55% 35% 45% 35% 10%
Consumer Packaged Goods 78% 72% 61% 56% 44% 17%
Consumer Services 50% 38% 63% 63% 38% 13%
Education 33% 0% 33% 0% 0% 33%
Energy 69% 46% 23% 39% 69% 23%
Healthcare 60% 40% 40% 49% 27% 24%
Manufacturing 68% 63% 37% 24% 46% 20%
Mining/Construction 100% 50% 50% 0% 50% 50%
Service Consulting 59% 51% 47% 42% 32% 15%
Retail/Wholesale 73% 62% 54% 54% 35% 8%
Tech/Software/Biotech 60% 70% 61% 36% 40% 23%
Transportation 78% 89% 78% 44% 56% 22%
14.
15. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Existing markets and offerings continue to
dominate growth spending
15
Existing
Products/
Services
New
Products/
Services
Existing
Markets
Market
Penetration
Strategy
Product/Service
Development
Strategy
New
Markets
Market
Development
Strategy
Diversification
Strategy
* % of spending for each growth strategy
Growth Strategy Feb-2017 Aug-2017
Market
Penetration
Strategy
51.1% 53.2%
Product/Service
Development
Strategy
24.2% 22.3%
Market
Development
Strategy
15.0% 15.0%
Diversification
Strategy
9.7% 9.5%
Table 2.1. Spending on growth in past 12 months*Types of growth strategies
16. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Internal activities drive overall firm growth
investments
16
Internal Partnerships Acquisitions Licensing
Overall 73.2% 12.5% 10.4% 4.0%
B2B Product 71.8% 11.3% 11.7% 5.2%
B2B Services 72.9% 14.6% 9.3% 3.2%
B2C Product 74.2% 10.5% 10.0% 5.4%
B2C Services 75.2% 12.9% 10.4% 1.5%
Figure 2.1. How firms will grow in the next 12 months*
* Percentage of growth spending in each category. Question asked irregularly. Full time series available shown.
73.0%
11.4% 10.8%
4.9%
73.2%
12.5% 10.4%
4.0%
0%
20%
40%
60%
80%
100%
Growth from
within your firm
Growth from partnerships Growth from acquisitions Growth from licensing
February 2017 August 2017
17. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Company sales through Internet remain
modest at 11.8%
17
Figure 2.2. Percent of company sales through the Internet
Overall 11.8%
B2B Product 7.6%
B2B Services 14.2%
B2C Product 14.2%
B2C Services 13.6%
9.2% 8.9% 9.9% 11.3% 12.4% 10.3% 11.3% 10.3% 11.8% 11.8%
0%
25%
50%
75%
100%
Feb-12 Aug-13 Feb-14 Aug-14 Feb-15 Aug-15 Feb-16 Aug-16 Feb-17 Aug-17
Percent of sales through the Internet
18. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Education and consumer services lead
Internet sales
18
Figure 2.3. Percent of company sales from Internet
5.0%
19.6%
3.9%
27.8%
43.1%
7.5% 8.2% 7.9%
5.0%
11.2%
14.5%
12.4%
19.9%
0%
10%
20%
30%
40%
50%
19. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Company sales from domestic markets
remain dominate
19
Figure 2.4. Percent of company sales from domestic markets
Overall 80.5%
B2B Product 75.9%
B2B Services 82.6%
B2C Product 76.8%
B2C Services 89.2%
77.6%
79.4%
77.5%
79.4%
85.4%
81.0%
83.0%
81.2%
84.4%
80.5%
50%
60%
70%
80%
90%
100%
Feb-12 Aug-13 Feb-14 Aug-14 Feb-15 Aug-15 Feb-16 Aug-16 Feb-17 Aug-17
Percent of sales - domestic
20.
21. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Growth in marketing budgets declines
21
Prior 12 months Next 12 months
Overall 6.7% 8.9%
B2B Product 5.0% 6.8%
B2B Services 7.4% 11.0%
B2C Product 9.7% 10.1%
B2C Services 7.1% 8.3%
Figure 3.1. Percent change in marketing budgets
7.3%
10.9%
6.7%
8.9%
0%
2%
4%
6%
8%
10%
12%
Actual change in marketing budget
in prior 12 months
Expected change in marketing budget
in next 12 months
February 2017 August 2017
22. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Expected changes in marketing budgets
over time (2009-2017)
22
Figure 3.2. Expected percent change in marketing budgets in next 12 months
0.5%
1.1%
5.9%
9.2%
6.7%
9.1%
8.1%
6.4% 6.1%
4.3%
6.7%
5.1%
8.7%
5.5%
6.9%
7.2%
10.9%
8.9%
0%
2%
4%
6%
8%
10%
12%
14%
Feb-09 Aug-09 Feb-10 Aug-10 Feb-11 Aug-11 Feb-12 Aug-12 Feb-13 Aug-13 Feb-14 Aug-14 Feb-15 Aug-15 Feb-16 Aug-16 Feb-17 Aug-17
Change in Marketing Spending
23. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
All industries expect growth in marketing
budgets
23
Figure 3.3. Expected percent change in marketing budgets in next 12 months
15.6%
12.0%
12.7%
5.0% 5.0%
8.1% 7.5%
3.7% 5.0%
10.3%
2.5%
12.2%
3.9%
0%
5%
10%
15%
20%
25%
24. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
What’s in your marketing budget?
Update from the August 2016 survey*
24
Figure 3.4. Expenses included in marketing budgets (% of companies)**
*This question has been updated from the August 2016 reports to reflect the total number of respondents completing the question. The prior percentages reflected the
number of people participating in the survey, not the number of people answering the question. This table is included in this report as an update.
**Percentages reflect the number of marketers agreeing that the expense is included in their companies’ marketing budgets.
19%
51%
66%
67%
72%
77%
83%
99%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Sales employees
Marketing training
Other overhead costs associated with marketing
Marketing research
Marketing analytics
Marketing employees
Social media
Direct expenses of marketing activities
25. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
How digital and traditional advertising spend
have changed over time
2525
*Refers to media advertising not using the Internet.
Figure 3.5. Percent change in traditional advertising* vs. digital marketing spend in next 12 months
1.3%
-0.8%
-1.9%
-2.7%
-2.1%
-0.1%
-3.6%
-1.1%
-2.1%
-3.2%
-1.3%
0.6%
-2.0%
11.2%
12.8%
11.5%
10.2% 10.1%
8.2%
10.8%
14.7%
12.2%
13.2% 9.9%
14.6%
13.0%
-5%
0%
5%
10%
15%
20%
Aug-11 Feb-12 Aug-12 Feb-13 Aug-13 Feb-14 Aug-14 Feb-15 Aug-15 Feb-16 Aug-16 Feb-17 Aug-17
Traditional Advertising Spend Digital Marketing Spend
26. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Digital marketing dominates marketing
spend across economic sectors
26
*Refers to media advertising not using the Internet.
Figure 3.6. Percent change in traditional advertising* vs. digital marketing spend in next 12 months
11.4% 11.9%
18.6%
14.9%
-3.6%
-0.4%
-1.9% -2.3%
-5%
0%
5%
10%
15%
20%
B2B Product B2B Services B2C Product B2C Services
Digital marketing spending Traditional advertising spending
27. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Brand building and CRM spending dip
27
Figure 3.7. Percent change in CRM and brand spending expected in next 12 months
7.9%
7.5%
8.0%
7.1%
7.4%
7.9%
6.9%
4.3%
5.6% 5.4%
5.0%
6.3%
9.7%
6.8%
0%
2%
4%
6%
8%
10%
12%
Aug-14 Feb-15 Aug-15 Feb-16 Aug-16 Feb-17 Aug-17
Customer Relationship Management Brand Building
28. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Marketing budgets represent 11.4% of
firm budgets
28
Figure 3.8. Marketing budget as percent of firm budget*
Overall 11.4%
B2B Product 10.4%
B2B Services 12.6%
B2C Product 13.4%
B2C Services 9.3%
*Question asked in Feb-11 for the first time.
8.1%
10.0% 10.4%
11.4%
10.6%
9.4%
10.9% 10.9%
10.1%
11.4%
12.1%
11.3% 11.1% 11.4%
0%
4%
8%
12%
16%
20%
Feb-11 Aug-11 Feb-12 Aug-12 Feb-13 Aug-13 Feb-14 Aug-14 Feb-15 Aug-15 Feb-16 Aug-16 Feb-17 Aug-17
% Marketing Budget
29. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Marketing spend is 6.9% of company
revenues
29
Figure 3.9. Marketing spending as percent of company revenues*
*Question asked in Feb-12 for the first time.
Overall 6.9%
B2B Product 6.4%
B2B Services 6.8%
B2C Product 8.6%
B2C Services 7.3%
8.5%
11.0%
7.9% 7.8%
9.3%
8.3% 8.3%
6.6%
8.4%
7.5%
8.1%
6.9%
0%
3%
6%
9%
12%
15%
Feb-12 Aug-12 Feb-13 Aug-13 Feb-14 Aug-14 Feb-15 Aug-15 Feb-16 Aug-16 Feb-17 Aug-17
% Marketing Spend
30. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Marketing spend as percent of revenues by
industry
30
Figure 3.9. Marketing spending as percent of company revenues*
3.9%
6.6%
11.0%
17.4%
18.5%
2.2%
6.2%
3.2%
2.0%
9.4%
3.8%
8.5%
11.2%
0%
4%
8%
12%
16%
20%
24%
31. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Figure 3.10. Percent change in marketing knowledge investments expected in next 12 months*
Investments in capability development
remain top marketing knowledge priority
31
1.7% 1.8%
2.7%
2.5%
6.2%
4.9%
5.3%
3.4%
4.6%
3.1%
6.6%
7.3%
3.7%
2.4%
2.6%
2.3%
0%
2%
4%
6%
8%
Feb-13 Feb-14 Feb-17 Aug-17
Marketing consulting services
Marketing research and intelligence
Developing knowledge about how to do
marketing**
Marketing training***
*All data available for this question are shown.
**Developing knowledge about how to do marketing refers to the development of new marketing capabilities.
***Marketing training involves transferring existing marketing knowledge to employees.
32. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Marketing knowledge investments by
economic sector
32
Overall Mean (SD)
B2B
Product
B2B
Services
B2C
Product
B2C
Services
Marketing consulting services 2.5% (9.0%) 2.9% (10.7%) 1.6% (7.3%) 1.9% (9.4%) 4.0% (7.9%)
Marketing research and intelligence 3.4% (8.7%) 2.7% (7.0%) 4.9% (10.1%) 4.6% (12.0%) 1.2%(3.4%)
Developing knowledge about how to
do marketing*
7.3% (11.8%)
5.1% (8.9%) 10.8% (15.0%) 6.8% (11.0%) 5.4% (9.1%)
Marketing training** 2.3% (6.0%) 2.0% (5.7%) 3.1% (7.2%) 2.6% (5.3%) 1.4% (4.4%)
*Developing knowledge about how to do marketing refers to the development of new marketing capabilities.
**Marketing training involves transferring existing marketing knowledge to employees.
Table 3.1. Percent change in marketing knowledge investments expected in next 12 months
33. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Marketing knowledge investments by
industry sector
33
Table 3.2. Knowledge investments in next 12 months by industry sector
Marketing consulting
services
Marketing research
and intelligence
Developing knowledge
about how to do
marketing*
Marketing
training**
Overall 2.5% 3.4% 7.3% 2.3%
Banking/Finance/Insurance 4.0% 6.6% 11.0% 3.8%
Communications/Media -0.2% 5.4% 8.2% 3.2%
Consumer Packaged Goods 0.4% 6.8% 6.3% 2.5%
Consumer Services 0.0% 0.0% 6.7% 1.7%
Education -3.3% 1.7% 8.3% 3.3%
Energy 0.0% 0.6% 3.6% 0.0%
Healthcare 5.1% 2.4% 6.3% 3.0%
Manufacturing 1.6% 3.7% 2.9% 1.0%
Mining/Construction 10.0% 5.0% 5.0% 0.0%
Service Consulting 3.0% 4.0% 9.7% 2.1%
Retail/Wholesale 4.0% 1.5% 7.3% 2.1%
Tech/Software/Biotech 2.4% 2.3% 8.9% 2.9%
Transportation 0.0% -0.3% 5.0% 1.7%
*Developing knowledge about how to do marketing refers to the development of new marketing capabilities.
**Marketing training involves transferring existing marketing knowledge to employees.
34.
35. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Company performance: Sales and profits
show biggest gains
35
Figure 4.1. Percent change in performance on financial metrics in prior 12 months
3.8% 3.7%
3.3%
3.8%
4.2%
3.1%
2.9%
2.4%
3.1%
3.6%
2.8% 2.8%
2.4%
3.1%
2.8%
0%
1%
2%
3%
4%
5%
Aug-15 Feb-16 Aug-16 Feb-17 Aug-17
Sales revenues Profits Marketing ROI
36. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Performance on key customer and brand
indicators
36
Figure 4.2. Percent change in performance on customer and brand metrics in prior 12 months
2.9%
3.5%
2.4%
3.1%
3.1%
1.7%
1.5%
1.8%
1.5%
1.9%
2.8%
3.3%
3.2%
3.8%
3.4%
0%
1%
2%
3%
4%
5%
Aug-15 Feb-16 Aug-16 Feb-17 Aug-17
Customer acquisition Customer retention Brand value
37. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Firm performance metrics by economic
sector
37
Overall Mean (SD)
B2B
Product
B2B
Services
B2C
Product
B2C
Services
Sales 4.2% (5.1%) 4.3% (5.3%) 4.4% (4.9%) 3.7% (5.5%) 4.1% (5.3%)
Profits 3.7% (4.9%) 3.0% (5.4%) 4.2% (4.2%) 2.8% (5.8%) 5.0% (4.4%)
Marketing ROI 2.8% (4.0%) 2.7% (4.5%) 2.9% (3.7%) 3.0% (4.2%) 3.0% (3.7%)
Customer acquisition 3.1% (3.8%) 2.9% (3.5%) 3.1% (3.7%) 3.8% (4.3%) 3.1% (4.3%)
Customer retention 1.9% (3.9%) 1.4% (3.8%) 2.6% (4.0%) 2.4% (4.2%) 1.0% (3.1%)
Brand value 3.4% (3.9%) 3.1% (4.0%) 3.2% (3.5%) 4.1% (4.3%) 3.6% (4.1%)
Table 4.1. Percent change in financial and marketing performance in prior 12 months: Mean (S.D.) reported
38. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
B2C Product companies more likely to be
marketing leaders
38
Figure 4.3. How would you rate your company’s marketing excellence?
(7-point scale where 1=Very weak and 7=Leader)
11.0% 10.1% 9.4%
14.8%
10.3%
40.6% 42.0% 45.3%
29.6% 37.9%
27.9% 23.2%
31.3%
29.6%
31.0%
20.5%
24.6%
14.1%
25.9%
20.7%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Overall B2B Product B2B Services B2C Product B2C Services
A Leader/ Excellent=6-7
Strong=5
Fair/Good=3-4
Very Weak/Weak=1-2
40. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Marketers expected to expand social media
spend by 89% in next 5 years
40
Figure 5.1. Social media spending as percent of marketing budgets
9.8%
13.0%
18.5%
0%
5%
10%
15%
20%
25%
Current Levels Over Next 12 Months In Next 5 Years
% of Marketing Budget
41. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
B2C Product leads social media spend; all
sectors to grow by ~25-40% in next year
41
Overall
B2B
Product
B2B
Services
B2C
Product
B2C
Services
Current social media spending 9.8% 6.8% 9.3% 16.3% 11.1%
Social media spending in the
next 12 months
13.0% 9.2% 11.5% 22.8% 15.4%
Social media spending in the
next 5 years
18.5% 13.7% 16.1% 31.9% 21.4%
Table 5.1. Changes in social media spending across sectors
42. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Social media spend does not grow at prior
rate: fails to meet 5-year projections
42
Figure 5.2. Actual versus predicted* social media spending as percent of marketing budget
*Predicted level is based on responses to 5-year predicted social media spend five years earlier (e.g., Aug-14 based on response from Aug-09).
13.7%
17.7% 17.7% 18.1%
17.5%
18.8%
19.5%
3.5%
5.6% 5.9% 5.6%
7.1% 7.4% 7.6%
8.4%
6.6%
7.4%
9.4%
9.9%
10.6% 10.6%
11.7%
10.5%
9.8%
0%
5%
10%
15%
20%
Aug-09 Feb-10 Aug-10 Feb-11 Aug-11 Feb-12 Aug-12 Feb-13 Aug-13 Feb-14 Aug-14 Feb-15 Aug-15 Feb-16 Aug-16 Feb-17 Aug-17
Predicted Level* Current Level
43. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Integration of social media and marketing
strategy shows no progress
43
Figure 5.3. How effectively is social media linked to your firm’s marketing strategy?
(1 = Not integrated, 7 = Very integrated)
3.8 3.8 3.8 3.9 3.8 3.9 3.9
4.2 4.2
3.9
4.1 4.0
1
2
3
4
5
6
7
Feb-12 Aug-12 Feb-13 Aug-13 Feb-14 Aug-14 Feb-15 Aug-15 Feb-16 Aug-16 Feb-17 Aug-17
Mean Integration Level
44. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Integration of customer information across
channels declines
44
Figure 5.4. How effectively does your company integrate customer information across purchasing,
communication, and social media channels? (1 = Not at all effectively, 7 = Very effectively)
*Question asked in Feb-11 for the first time.
3.8 3.8 3.8 3.8 3.9 3.8 3.9
3.7 3.6
3.4
3.2
3.4
3.3
1
2
3
4
5
6
7
Feb-11 Feb-12 Aug-12 Feb-13 Aug-13 Feb-14 Aug-14 Feb-15 Aug-15 Feb-16 Aug-16 Feb-17 Aug-17
Mean Integration Level
45. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Use of outside social media agencies
rebounds
45
Figure 5.5. Percent of company’s social media activities performed by outside agencies
17.4%
18.9%
21.7%
20.0%
20.7%
16.6%
18.7%
0%
5%
10%
15%
20%
25%
Feb-14 Feb-15 Aug-15 Feb-16 Aug-16 Feb-17 Aug-17
Percentage Outside Agencies
46. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Impact of social media remains difficult to
prove
46
Figure 5.6.. Which best describes how you show the impact of
social media on your business?
45.0% 45.0% 41.5%
47.9% 44.1% 43.3% 45.0%
40.4% 41.8% 43.5%
40.6%
35.7% 38.2% 38.6%
14.6% 13.2% 15.0% 11.5%
20.3% 18.4% 16.3%
0%
20%
40%
60%
80%
100%
Aug-14 Feb-15 Aug-15 Feb-16 Aug-16 Feb-17 Aug-17
Unable to show the impact yet
Good qualitative sense of the impact, but not a quantitative impact
Proven the impact quantitatively
47. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Social media perceived to contribute little
to company performance
47
Figure 5.7. To what degree does the use of social media contribute to
your company's performance? (1 = Not at all, 7 = Very highly)
Aug-16 Feb-17 Aug-17
Overall 3.1 3.2 3.3
B2B Product 2.7 2.9 2.7
B2B Services 3.1 3.1 3.4
B2C Product 3.8 3.9 4.2
B2C Services 3.4 3.2 3.5
* Question asked in Feb-16 for the first time.
3.2 3.1 3.2 3.3
1
2
3
4
5
6
7
Feb-16 Aug-16 Feb-17 Aug-17
Contribution to company performance
48.
49. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Marketing spend on mobile expected to
increase 117% in three years
49
Figure 6.1. Percent of marketing budget spend on mobile Current 3 years
Overall 6.0% 13.0%
B2B Product 4.7% 11.1%
B2B Services 5.2% 10.6%
B2C Product 10.1% 20.1%
B2C Services 7.4% 16.5%
6.0%
13.0%
0%
5%
10%
15%
20%
Current Levels Next 3 Years
50. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Percent of marketing budget on mobile
over time swings over three years
50
Figure 6.2. Percent of current marketing budget spend on mobile over time
3.2%
6.0% 5.9%
3.8%
3.7%
6.0%
0%
2%
4%
6%
8%
10%
Feb-15 Aug-15 Feb-16 Aug-16 Feb-17 Aug-17
Percent of current marketing budget spend on mobile
51. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Mobile contributions to company
performance show no improvement
51
Figure 6.3. To what degree does the use of mobile marketing contribute to your company's performance?
(1 = Not at all, 7 = Very highly)
2.4 2.5
2.7 2.6
0
1
2
3
4
5
6
7
Feb-16 Aug-16 Feb-17 Aug-17
Overall Company Performance
52. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Consumer services and education lead
mobile contributions
52
Figure 6.5. Industry variation in mobile contributions to company performance
1.9
2.9
2.6
5.0 5.0
3.0
2.6 2.5
2.3
2.9
2.6
4.0
0
1
2
3
4
5
6
7
*No data is available for the mining industry.
--
53. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Figure 6.3. Rate the performance of your company’s mobile marketing activities
(1 = Poor, 7 = Excellent)
53
Mobile impact on customer, brand, and
financial outcomes remains low
3.1
3.8
3.2
3.6
3.3
3.03.0
3.5
3.1
3.4
3.0
2.8
2.9
3.7
3.2
3.7
3.0
2.7
1
2
3
4
5
Customer
acquisition
Customer
engagement
Customer
retention
Delivering your
brand message
Sales Profits
August 2016 February 2017 August 2017
54.
55. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Marketing hires to increase 6.4% in next
year
55
Figure 7.1. Percentage change in marketing hires planned in next 12 months
5.2%
6.5%
5.4% 5.5%
4.7%
3.8%
3.5%
6.6%
5.1%
5.4%
3.7%
6.4%
0%
2%
4%
6%
8%
10%
Feb-12 Aug-12 Feb-13 Aug-13 Feb-14 Aug-14 Feb-15 Aug-15 Feb-16 Aug-16 Feb-17 Aug-17
Percentage Change in Marketing Hires in Next 12 Months
56. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Banking/finance/insurance has highest
planned increase in marketing hires
56
Figure 7.2. Industry variation in marketing hires planned in next 12 months
14.5%
2.7%
6.1%
0.0%
10.0%
3.3%
4.7%
1.2%
--
5.3%
8.0%
10.3%
8.1%
0%
5%
10%
15%
20%
25%
*No data is available for the mining/construction industry.
57. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Marketing outsourcing expected to increase
5.1% in next year
Percent change in marketing outsourcing in next 12 months (Overall mean = 5.1%, SD = 10.9%)
Table 7.1a. Industry sector differences
Sector Mean
Banking/Finance/Insurance 10.6%
Communications/Media 1.1%
Consumer Packaged Goods 1.3%
Consumer Services 10.0%
Education 10.0%
Energy 5.0%
Healthcare 3.2%
Manufacturing 7.1%
Mining/Construction* --
Retail/Wholesale 8.2%
Service/Consulting 2.4%
Tech/Software/Biotech 3.3%
Transportation 11.0%
Sector Mean
B2B Product 5.2%
B2B Services 4.8%
B2C Product 6.6%
B2C Services 4.0%
Table 7.1b. Firm sector differences
Table 7.1c. Firm Internet sales differences
Firm sales Mean
0% of sales 3.5%
1-10% of sales 5.2%
>10% of sales 6.9%
*No data is available for the mining/construction industry.
57
58. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Marketing outsourcing shows steady
increase over last two years
58
Figure 7.3. Percent change in outsourcing of marketing planned in next 12 months
3.1%
4.3% 4.5%
2.5%
1.6%
3.6%
4.1%
5.1%
0%
2%
4%
6%
8%
10%
Feb-14 Aug-14 Feb-15 Aug-15 Feb-16 Aug-16 Feb-17 Aug-17
Percent change in outsourcing of marketing planned in next 12 months
59. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Marketing outsourcing expected to
increase 4.1% in next year
Percentage change in outsourcing of marketing in next 12 months (Overall mean = 4.1%, SD = 11.5)
Table 7.1a. Industry sector differences
Sector Mean
Banking/Finance/Insurance 7.4%
Communications/Media 5.3%
Consumer Packaged Goods 0.5%
Consumer Services 4.0%
Education 10.0%
Healthcare 5.5%
Manufacturing 0.9%
Mining/Construction 12.5%
Retail/Wholesale 7.1%
Service/Consulting 0.1%
Tech Software Biotech 2.6%
Transportation 5.0%
Sector Mean
B2B Product 3.6%
B2B Services 6.0%
B2C Product 2.3%
B2C Services 2.6%
Table 7.1b. Firm sector differences
Table 7.1c. Firm Internet sales differences
Firm sales Mean
0% of sales 3.4%
1-10% of sales 5.8%
>10% of sales 2.7%
60
Energy and Pharmaceuticals are not displayed due to too few respondents
60. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Corporate locations remain most common
for marketing
60
Figure 8.1. Where is marketing located in your firm (% of respondents—more than one location
may be selected and hence responses do not sum to 100%)
86.2%
30.5%
10.8% 12.3%
89.5%
21.1%
14.7%
10.5%
0%
20%
40%
60%
80%
100%
Corporate Business unit level Brand or product level Field offices
February 2013 August 2017
61. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
How digital marketing has changed
companies
61
Figure 8.2. How digital marketing activities have changed the company (1 = Not at all and 7 = Greatly)
3.0
3.5
3.6
3.8
4.0
4.0
4.0
4.1
4.3
4.3
1 2 3 4 5 6 7
Use of customer managers more than brand or product/service managers
Use of digital collaboration tools to make marketing decisions
Degree of marketer specialization
Level of cross-functional cooperation to perform marketing
Technical skills required of marketers
Importance of marketing leaders in shaping company strategy
Use of marketing performance metrics to evaluate outcomes
Use of marketing data to drive decisions
Customer focus in your culture (customer-first focus)
Importance of marketing capabilities to competitive advantage
62. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Percent company sales from Internet influences
degree of digital marketing organization
Table 8.1. How digital marketing activities have changed the company (1 = Not at all and 7 = Greatly)
by percent of sales from Internet
Overall
mean
0% of sales from
Internet
1-10% of sales
from Internet
>10% of sales
from Internet
Importance of marketing capabilities to competitive advantage 4.3 3.8 4.3 4.8
Customer focus in your culture (customer-first focus) 4.3 3.8 4.3 4.8
Use of marketing data to drive decisions 4.1 3.1 4.2 5.0
Importance of marketing leaders in shaping company strategy 4.0 3.4 3.9 4.8
Use of marketing performance metrics to evaluate outcomes 4.0 3.1 4.1 4.9
Technical skills required of marketers 4.0 3.3 4.1 4.6
Level of cross-functional cooperation to perform marketing 3.8 3.4 3.8 4.4
Degree of marketer specialization 3.6 2.9 3.8 4.1
Use of digital collaboration tools to make marketing decisions 3.5 2.7 3.5 4.4
Use of customer managers more than brand or product/service managers 3.0 2.4 2.7 4.0
62
63.
64. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
What activities marketing leads in
companies
64
Table 9.1. Percentage of
companies in
which marketing
leads activity
Activity Aug-15 Feb-16 Aug-16 Feb-17 Aug-17**
Brand 82.1% 87.5% 89.4% 86.5% 88.7%
Digital marketing2 76.9%
Advertising 82.7% 82.1% 79.2% 76.3% 75.8%
Social media 79.5% 83.9% 75.7% 76.8% 71.0%
Public relations 64.1% 64.9% 65.5% 70.0% 69.4%
Promotion 76.3% 76.2% 73.3% 69.1% 66.7%
Positioning 80.1% 75.6% 67.8% 67.6% 67.7%
Marketing research 70.5% 70.2% 67.1% 59.9% 67.2%
Lead generation 55.8% 62.5% 60.8% 58.5% 56.5%
Marketing analytics 75.0% 79.2% 69.0% 57.5% 65.6%
Competitive intelligence 55.1% 56.5% 54.5% 42.0% 50.0%
CRM 39.1% 37.5% 42.0% 41.1% 43.0%
Market entry strategies 55.8% 46.4% 43.5% 35.3% 34.4%
Revenue growth1 - - 38.4% 34.3% 29.0%
New products 37.8% 36.3% 40.0% 32.4% 36.6%
Pricing 30.8% 32.1% 33.7% 26.6% 27.4%
Innovation 23.1% 28.6% 29.8% 26.6% 31.7%
e-commerce1 - - 35.7% 23.7% 32.8%
Market selection 30.1% 29.8% 32.9% 23.7% 19.9%
Sales 32.1% 25.0% 24.7% 21.3% 22.6%
Customer service 19.9% 17.3% 18.0% 12.6% 21.5%
Distribution 12.2% 9.5% 10.2% 5.8% 10.2%
Stock market performance 3.8% 1.8% 2.7% 0.5% 0.5%
1 Question was added in Aug-16.
2 Question was added in Aug-17.
**Red reflects a decrease and Green reflects
an increase of more than 2 percent between
Feb-17 and Aug-17.
65. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Direct reports show improvement while
indirect reports show significant gains
65
Figure 9.1. Number of people reporting to top marketer*
*Aug-15 are revised from Highlights and Insights Feb-16 where the median levels were reported instead of mean levels.
8.6
6.9
5.5
6.8 6.5
5.0
6.0
24.6
16.1 16.2
18.6
15.7
24.6
29.0
0
5
10
15
20
25
30
35
Aug-12 Aug-13 Aug-14 Aug-15 Aug-16 Feb-17 Aug-17
Number of direct reports Number of indirect reports
66. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Being the voice of the customer is most
critical to CMO role
66
Table 9.2. What makes a CMO most effective (rank 1-3, where 1 ranked most important)*
%
Rank 1
%
Rank 2
%
Rank 3
% Top 3
Ranking
Being the voice of the customer at the leadership table 16.3% 13.3% 6.1% 11.9%
Having an enterprise-wide business mindset and understanding 15.1% 17.6% 7.9% 13.5%
Having the ability to demonstrate the quantitative impact of marketing efforts 14.5% 11.5% 17.1% 14.3%
Playing a key role in company growth initiatives 12.7% 15.2% 16.5% 14.7%
Having direct sales/customer-facing experience 11.4% 8.5% 5.5% 8.5%
Having significant input to the budgeting and strategic planning processes 7.2% 7.3% 10.4% 8.3%
Proactively leading C-suite collaborations to drive cross-functional initiatives across the
organization
7.2% 8.5% 12.8% 9.5%
Understanding current and future marketing technologies 6.6% 7.3% 7.9% 7.3%
Acting with strong leadership and motivation skills 6.0% 5.5% 7.9% 6.5%
Knowing how to use customer data and analytics 3.0% 5.5% 7.9% 5.5%
*Percentages offered for each rank and total of ranks 1-3 is shown to offer the greatest insight. The role receiving the highest percentage of 1-3 ranks is “Playing
a key role in company growth initiatives.
67. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
CMO title best fits top marketer
contributions
67
Figure 9.2. Title most accurately reflecting contributions of your company’s top marketing leader (select one)
68.6%
9.1%
5.7%
5.7%
4.6%
2.3%
2.3%
1.7%
0.0%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Chief Marketing Officer
Chief Brand Officer
Chief Marketing & Technology Officer
Chief Growth Officer
Chief Revenue Officer
Chief Commercial Officer
Chief Customer Officer
Chief Digital Officer
Chief Experience Officer
68. Leading practices from marketing leaders
See full interviews at https://cmosurvey.org/cmo-insights/
68
Senior Vice President and Chief Marketing Officer Beth Comstock discusses how GE approaches
marketing: “You have to create a platform that invites innovative ideas.” This platform involves four
capabilities that have produced an array of new products, services, customers, and business models.
Chief Marketing Officer Kim Feil discusses how she built a marketing function. From insights to
accountability, she describes the organization, processes, metrics, and talent management strategies
important to this effort.
Executive Vice President and Chief Marketing Officer Geert van Kuyck shares ideas on building an
essential skill set for CMOs and the importance of defining the CMO’s mission. He discusses the use
of the Net Promoter Score and other metrics to evaluate business results at Philips, touching on
Philips’ engagement with LinkedIn and social media metrics.
Executive Vice President and Chief Marketing Officer Stephen Quinn describes how Walmart rebuilt
its customer focus. Key steps involved harnessing internal support, generating market insight, using
customer-focused metrics, living the brand internally, and building marketing talent.
Global Marketing Officer Marc Pritchard shares views on how marketing contributes to P&G’s
performance. He talks about how P&G learns about customers and how it is relentless in its attention
to building loyal customers and strong brands in the store, on the web, and around the world.
69.
70. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Marketing analytics spend shows little
change over past 5 years
70
Figure 10.1. Percent of current marketing budget spend on marketing analytics over time
5.7%
5.0%
6.0%
5.5%
7.1% 7.1%
6.4%
6.7% 6.7% 6.5%
4.6%
5.5%
0%
2%
4%
6%
8%
10%
Feb-12 Aug-12 Feb-13 Aug-13 Feb-14 Aug-14 Feb-15 Aug-15 Feb-16 Aug-16 Feb-17 Aug-17
Percent of current marketing budget spend on marketing analytics
71. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Spending on marketing analytics forecasted
to increase 229% in three years
71
Figure 10.2. Percent of marketing budget spent on marketing analytics
5.5%
18.1%
0%
5%
10%
15%
20%
25%
Current Levels In Next 3 Years
+229% projected growth
72. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Marketing analytics spend by industry sector:
Consumer services to dominate in 3 years
72
Figure 10.3. Current and 3-year predicted marketing analytics spend by industry
6% 5%
9% 10%
2%
5%
7% 5%
10%
4%
7%
5% 4%
24%
20%
17%
56%
4%
8%
14%
12%
10%
19% 21% 20% 22%
0%
20%
40%
60%
Current Next 3 Years
73. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Spending on marketing analytics by firm
characteristics and economic sector
73
Current
In Next
3 years
<$25M 3.6% 18.8%
$26-99M 5.7% 16.7%
$100-499M 5.2% 20.2%
$500-999M 6.1% 14.4%
$1-9.9B 6.5% 14.5%
$10+B 9.5% 23.1%
Table 10.1c. Firm size differences
Table 10.1b. Firm Internet sales differences
Current
In Next
3 years
0% 4.9% 18.0%
1-10% 5.6% 15.6%
>10% 5.8% 20.8%
Table 10.1a. Economic sector differences
Current
In Next
3 years
B2B Product 5.8% 18.3%
B2B Services 4.9% 17.7%
B2C Product 5.9% 12.1%
B2C Services 5.8% 24.2%
74. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Companies use more marketing analytics in
decisions: B2C companies biggest users
74
Figure 10.4. Use of marketing analytics in decision making
Overall 37.5%
B2B Product 37.4%
B2B Services 36.4%
B2C Product 40.2%
B2C Services 39.2%
30.4%
29.0%
32.5% 32.3%
29.0%
31.0%
35.3% 34.7%
31.6%
37.5%
0%
10%
20%
30%
40%
50%
Feb-13 Aug-13 Feb-14 Aug-14 Feb-15 Aug-15 Feb-16 Aug-16 Feb-17 Aug-17
Percentage of projects using marketing analytics before a decision is made
75. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Marketing analytics applications low across
key marketing activities
75
Table 10.2. Percent of companies using marketing analytics in each marketing decision area
Marketing decision area % using
Customer acquisition 37.0%
Digital marketing 36.7%
Customer insight 34.4%
Social media 28.4%
Segmentation 27.2%
Pricing strategy 26.1%
Customer retention 25.5%
Branding 24.9%
New product or service development 23.2%
Sales strategy 22.1%
Promotion strategy 20.3%
Marketing mix 19.8%
Product or service strategy 18.9%
Customer service 18.3%
Multichannel marketing 15.8%
76. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Contribution of marketing analytics to firm
performance remains low but improves slightly
76
Figure 10.5. To what degree does the use of marketing analytics contribute to
your company's performance? (1 = Not at all, 7 = Very highly)
*This question was asked in Aug-12 for the first time.
3.7
3.5
3.7 3.7
3.2
3.7
3.8 3.8
3.7
3.9
1
2
3
4
5
6
7
Feb-13 Aug-13 Feb-14 Aug-14 Feb-15 Aug-15 Feb-16 Aug-16 Feb-17 Aug-17
Mean Contribution Level
77. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Marketing analytics contributions by sector
and firm differences
77
Table 10.3. To what degree does the use of marketing analytics contribute to your company's
performance? (1=Not at all, 7=Very highly)
Table 10.3a. Industry sector differences
Sector Mean
Banking/Finance/Insurance 3.6
Communications/Media 5.3
Consumer Packaged Goods 4.6
Consumer Services 5.7
Education 3.7
Energy 3.0
Healthcare 3.8
Manufacturing 3.4
Mining/Construction 6.0
Retail/Wholesale 4.2
Service/Consulting 3.5
Tech Software Biotech 4.5
Transportation 4.0
Sector Mean
B2B Product 3.8
B2B Services 4.0
B2C Product 4.1
B2C Services 4.1
Table 10.3b. Firm sector differences
Table 10.3c. Firm Internet sales differences
Firm sales Mean
0% of sales 3.5
1-10% of sales 3.9
>10% of sales 4.6
78. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Slow progress on talent to leverage
marketing analytics
Figure 10.6. To what extent does your company have the right talent to fully leverage marketing analytics?
August 2013: Mean = 3.4 (SD = 1.7)
August 2017: Mean = 3.7 (SD = 1.7)
12.9%
25.4%
17.7% 16.8%
13.4%
10.3%
3.4%
14.5%
11.7%
16.8%
19.2%
22.9%
13.1%
1.9%
0%
5%
10%
15%
20%
25%
30%
1
Does not have
the right talent
2 3 4 5 6 7
Has the right
talent
August 2013 August 2017
*All available data is shown.
78
79. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Marketing analytics talent by sector and
firm differences
79
Table 10.7. To what extent does your company have the right talent to fully leverage marketing
analytics? (1=Does not have the right talent 7=Has the right talent)
Table 10.7a. Industry sector differences
Sector*
Aug-13
Mean
Aug-17
Mean
Banking/Finance/Insurance 3.2 3.4
Communications/Media 4.2 4.1
Consumer Packaged Goods 3.8 4.5
Consumer Services 2.8 5.0
Education* - 4.3
Energy 3.3 3.0
Healthcare 3.6 3.7
Manufacturing 3.2 3.3
Mining/Construction 2.7 5.0
Retail/Wholesale 3.2 3.4
Service/Consulting 3.6 3.9
Tech Software Biotech 3.2 3.9
Transportation 3.8 4.7
Sector
Aug-13
Mean
Aug-17
Mean
B2B Product 3.2 3.7
B2B Services 3.3 3.6
B2C Product 3.7 4.0
B2C Services 3.5 3.9
Table 10.7b. Firm sector differences
Table 10.7c. Firm Internet sales differences
Firm sales
Aug-13
Mean
Aug-17
Mean
0% of sales 3.2 3.4
1-10% of sales 3.3 3.7
>10% of sales 3.7 4.1
*Education not included in August 2013 data.
80. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Most firms lack quantitative metrics to
demonstrate marketing spending impact
80
Figure 10.7. How companies demonstrate the impact of marketing spending
39.5%
42.9%
17.6%
38.2%
42.9%
18.9%
0%
10%
20%
30%
40%
50%
60%
Prove the impact quantitatively Good qualitative sense of the impact,
not quantitative
Haven't been able to show
the impact yet
Short-Term Impact Long-Term Impact
81. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Use of quantitative tools to demonstrate
marketing impact improves over 5 years
81
Figure 10.8. The use of quantitative tools to demonstrate the impact of marketing
36.3% 37.3% 35.9%
34.3%
39.5%
31.7% 33.0%
29.4%
32.8%
38.2%
0%
10%
20%
30%
40%
50%
Aug-13 Aug-14 Aug-15 Aug-16 Aug-17
Short-Term Impact Long-Term Impact
82. Preview
82
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