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 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 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.
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 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.
The Chief Marketing Officer Council: Getting Involved as a SponsorCMOCouncil
The CMO Council is a global channel of insight, access and influence, representing over 8,500 members across 110 countries. Tapping into this valuable channel can happen in a number of ways. This presentation shares the makeup of the CMO Council membership, its global reach and digital footprint and ways in which sponsors can engage with the peer-powered network of marketing leaders.
OVERVIEW: THE STATE OF CONTENT MARKETING IN THE UK
Greetings Marketers,
Welcome to our second annual report on the content marketing practices of UK marketers. In this report, we provide comparisons of for-profit UK, North American, and Australian marketers. One of the key findings is that UK marketers (48%) consider themselves to be more effective at content marketing* when compared with their North American (41%) and Australian (33%) peers.
Among the other findings:
Only 42% of UK marketers say they have a documented content strategy; however, 10% of those answering this question were unsure. This is the highest rate of uncertainty we saw around this question when comparing responses across continents.
76% of UK marketers are producing more content than they did one year ago, compared with 72% of North American and 81% of Australian marketers.
UK marketers (89%) use Twitter more often than their North American (84%) and Australian (79%) peers do; however, like those peers, they rate LinkedIn highest in terms of effectiveness.
UK marketers allocate more of their total marketing budget (31%) to content marketing when compared with North American (29%) and Australian (27%) marketers.
UK marketers are fairly challenged in regard to producing enough content (46%) and producing engaging content (44%). However, they use more content marketing tactics on average than their peers across the globe, and they use those tactics more frequently.
That—in addition to their confidence in their effectiveness—leads us to conclude that content marketing is alive and well in the UK.
On with the content marketing revolution!
CMO Exchange - CMOs as Change Management Operators panel - January 27 2013FortuneCMO, LLC
CMO Exchange panel: 'CMOs as Change Management Operators' by Steven Cook, Vince Ferraro, Maribel Garcia-Rodriguez, Lorena Harris and Filip Wouters. #CMOExchange #CMO.com
The Chief Marketing Officer Council: Getting Involved as a SponsorCMOCouncil
The CMO Council is a global channel of insight, access and influence, representing over 8,500 members across 110 countries. Tapping into this valuable channel can happen in a number of ways. This presentation shares the makeup of the CMO Council membership, its global reach and digital footprint and ways in which sponsors can engage with the peer-powered network of marketing leaders.
OVERVIEW: THE STATE OF CONTENT MARKETING IN THE UK
Greetings Marketers,
Welcome to our second annual report on the content marketing practices of UK marketers. In this report, we provide comparisons of for-profit UK, North American, and Australian marketers. One of the key findings is that UK marketers (48%) consider themselves to be more effective at content marketing* when compared with their North American (41%) and Australian (33%) peers.
Among the other findings:
Only 42% of UK marketers say they have a documented content strategy; however, 10% of those answering this question were unsure. This is the highest rate of uncertainty we saw around this question when comparing responses across continents.
76% of UK marketers are producing more content than they did one year ago, compared with 72% of North American and 81% of Australian marketers.
UK marketers (89%) use Twitter more often than their North American (84%) and Australian (79%) peers do; however, like those peers, they rate LinkedIn highest in terms of effectiveness.
UK marketers allocate more of their total marketing budget (31%) to content marketing when compared with North American (29%) and Australian (27%) marketers.
UK marketers are fairly challenged in regard to producing enough content (46%) and producing engaging content (44%). However, they use more content marketing tactics on average than their peers across the globe, and they use those tactics more frequently.
That—in addition to their confidence in their effectiveness—leads us to conclude that content marketing is alive and well in the UK.
On with the content marketing revolution!
CMO Exchange - CMOs as Change Management Operators panel - January 27 2013FortuneCMO, LLC
CMO Exchange panel: 'CMOs as Change Management Operators' by Steven Cook, Vince Ferraro, Maribel Garcia-Rodriguez, Lorena Harris and Filip Wouters. #CMOExchange #CMO.com
Presentation slides for a workshop on “eMail + Social Media Marketing for NonProfit Organizations” on July 19, 2012, hosted by the Edmonton Chamber of Voluntary Organizations and presented by Marilyn Jones of www.mediamag.ca
Nonprofit marketing can be tough. We show you how to measure your marketing and improve your digital marketing footprint. Created by Tyler Brooks of Analytive for the Estes Park Nonprofit Resource Center Conference
One of the most frequent questions I get is how do you stay current? In the sprint of back to school, I asked 15 marketing leaders the question and documented their learning as well as my own.
This is Toni Keskinen's introduction to Behavioral Economics, Future CMO's services and pricing. In case you are interested in giving an assignment, please contact Mr. Keskinen.
These are some examples of typical assignments or outcomes of projects:
Customer Journey Mapping, Analytics, Research and Design – Customer Experience design with full customer behaviour view to the market place. Strategic approach to actionable customer insights and topsight
Customer interface design and channel strategy > Holistic approach to customer interfaces based on thorough customer journey mapping and analysis. Service blueprinting main customer journeys for superb customer experience as effectively as possible
Social Media Strategy and Implementation > Technical solutions, operations & organisation, focus and goals for branding, customer service, -experience and sales
Inbound marketing strategies and implementation – Content marketing, publishing, social media engagements and translating the impact to leads and customer acquisition
Innovation ignite – customer interface driven innovation, open innovation opportunities and employee innovation generation
Lean Business Process design – Designing customer centric operations across touchpoints, enabling selfservice for improved customer experience and operationalizing the customer experience with lean processes
Corporate structure and organisation design – Often companies have organized their operations in to silos that effectively kill collaboration and shared learning, hinder change for better and strangle innovation. Unleashing the corporate capacity starts with structural change for better customer experience, continuous learning and improvement. The goal is to help create a workplace culture that supports trust, transparency and cross-functional collaboration.
Customer Value optimization – Unleashing the company’s full potential to deliver customer value and designing Symbiosis Strategy
IT infrastructure design for lean processes and optimal customer experience – Choosing and implementing right and sustainable technical solutions for efficiency and operational efficiency improvement
Inspiring employees and help them grow outside their current comfort zone - Inspirator and Catalyst for corporate culture change for sustainable growth and competitive advantage
RATIO: You need to develope the know how inside your company, outsourcing doesn’t grow your competitive advantage in sustainable way. This is why it is wise to hire an accelerator for change, who can train your team to deliver excellent performance and innovative development.
CORE SERVICE: EaaS-Executives as a Service
http://hbr.org/2012/05/the-rise-of-the-supertemp/
Case study: How Symantec built engagement through designQuarry
This case study summarizes the results of a controlled quantitative experiment surrounding the idea that design-based experience can change brand perceptions and customer behaviour.
The hypothesis in this experiment was as follows: “If we can create a customer experience through design that influences the meanings people associate with a brand, then we can change their behavior towards the brand.”
If you happen to work in an enterprise where “brand” is frequently misunderstood, and where you encounter challenges in convincing people to invest in customer experience, then this case study is for you. Glen Drummond, Chief Innovation Officer at Quarry, presented this customer experience case study at the Customer Experience Strategy Summit in Toronto, Ontario to modern marketers and CX experts in March 2015.
Here’s one thing we know about marketing: if you have a plan, you are way more effective. And yet, very few nonprofits have a marketing plan in place. We must put an end to this, people! As a way to help our fellow do gooders create mission-driven marketing plans in record time, we created the ‘1, 2, 3 Marketing Tree’. It guides you through the process of figuring out your plan in 3 simple steps.
Our annual content marketing research, with this report focusing on B2C marketers and their content marketing budgets and trends. New questions, an interesting twist to our research, and valuable budgets and trends as we head into 2017 planning season.
Content marketing is still hot. The bad news: many marketers think content marketing is about spamming people on social networks. I disagree with this approach. In this deck, I am sharing my 10 insights on content creation, based on my own experiences and best practices. But this is an unfinished document, I would love to receive input from other people in the field and I'd be happy to add their content tips into this deck.
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 most comprehensive marketing report of 2015 is here. Salesforce surveyed over 5,000 marketers globally to understand top priorities for 2015 across all digital channels. Inside this second annual report, you get an unparalleled look at the modern marketer’s mindset, including:
3 most pressing business challenges
Top 5 areas for increased spending
Biggest changes from 2014
Hottest trends in social, mobile, and email marketing
Marketing Mix Models In a Changing EnvironmentAquent
Marketing Mix Models have been used successfully for years at consumer package goods (CPG) companies to increase their marketing effectiveness and efficiency. The four Ps (Product, Placement, Price, and Promotion) were as far as the models needed to go. Broad–based media was and is very expensive, which kept competition to a minimum. However, the marketing environment has changed in many ways and must be considered when looking to these models to improve marketing performance.
Medical Office Marketing ROI MeasurmentMichael Wolfe
This is a case study pertinent to hospitals and multi-office medical and dental practices that will enable them to do smarter and more effective marketing through a marketing effectiveness measurement system
From Digital Attribution to Marketing Mix ModellingPetri Mertanen
MeasureCamp Amsterdam 2018. We are good when it comes to measuring advertising but should you also thing what kind of effect other marketing P's have on sales?
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?
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
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An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
The CMO Survey Highlights and Insights August 2016
1.
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. It is 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 2016 survey is the 17th administration of The CMO Survey.
Sponsoring Organizations
- Individual survey data and participant lists are held in confidence and not provided to survey sponsors.
About The CMO Survey
2
3. Survey Sample
- 2956 top U.S. marketers at for-profit companies
- 427 responded for a 14.4% response rate
Survey Administration
- Email contact with four follow-up reminders
- Survey in field from July 12, 2016 - August 1, 2016
- 94.9% 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
Survey methodology
3
6. 6
Outlook on U.S. economy softens
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?
Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Overall 63.7
B2B Product 63.7
B2B Services 63.4
B2C Product 64.1
B2C Services 64.1
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
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
Marketer Optimism About Overall Economy
7. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
7
Market outlook varies by industry sector
Figure 1.2. Are you more or less optimistic about the overall U.S. economy compared to last quarter?
(August 2016)
More
Optimistic
34.9%
Less
Optimistic
26.6%
No Change
38.5%
Top 3 Industry Sectors
Education
Consumer Packaged Goods
Transportation
Top 3 Industry Sectors
Consumer Services
Manufacturing
Service Consulting
Top 3 Industry Sectors
Mining Construction
Energy
Tech Software / Biotech
8. 8
Marketing leaders more optimistic about
own companies than overall economy
Figure 1.3. Rate your optimism for your own company (0-100 with 0 being the least optimistic)
Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
64.2
66.7
69.95
69.5 69.8
73.2 72.8
69.6
72.4 72.2
73.2
72.3
75.1 75.4
72.2
72.8
60
65
70
75
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
9. Customer indicators emphasize acquisition
and increased sales to existing customers
Figure 1.4. Forecasted customer outcomes in next 12 months (% of respondents)
9
Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
67%
63%
60%
44% 42%
31%
0%
20%
40%
60%
80%
100%
Increased
acquisition of
new customers
Increased
customer
purchase volume
Increased purchase
of related products
& services
Increased
customer
retention
Increased entry of
new customers
into the market
Increased
customer price
per unit
August 2016
10. Figure 1.5. Customers’ top priority in next 12 months (% of respondents)
Product quality remains top customer priority;
trusting relationship biggest increase
10
Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
29%
27%
17%
14%
13%
27%
22% 23%
17%
11%
0%
5%
10%
15%
20%
25%
30%
35%
Superior
Product Quality
Excellent
Service
Trusting
Relationship
Low
Price
Superior
Innovation
February 2016 August 2016
11. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
More intense rivalry and price-cutting
expected from competitors in next year
11
Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Figure 1.6. Increased competitor interactions in next 12 months (% of respondents)
72%
62%
56%
48%
39%
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
12.
13. Investments in existing markets and
offerings dominate growth spending
Types of growth strategies
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
Actual
Spending in
Past 12
Months
Expected
Spending in
Next 12
Months
Percent
Change
Expected
Market
Penetration
Strategy
52.1% 48.2% -7.5%
Market
Development
Strategy
15.4% 16.3% +5.8%
Product/Service
Development
Strategy
23.6% 24.5% +3.8%
Diversification
Strategy
8.9% 11.0% +23.6%
Table 2.1. Current and future growth spending*
13
Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
14. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Company sales through Internet remain
modest at 10.3%
14
Figure 2.1. Percent of company sales from Internet
Overall 10.3%
B2B Product 7.3%
B2B Services 9.1%
B2C Product 10.6%
B2C Services 19.8%
9.2% 8.9%
9.9%
11.3%
12.4%
10.3%
11.3%
10.3%
0%
5%
10%
15%
20%
25%
Feb-12 Aug-13 Feb-14 Aug-14 Feb-15 Aug-15 Feb-16 Aug-16
Percent of sales through the Internet
15. Company sales from domestic markets
continue to dominate
15
Figure 2.2. Percent of company sales from domestic markets
Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Overall 81.2%
B2B Product 75.9%
B2B Services 85.5%
B2C Product 82.7%
B2C Services 83.0%
77.6%
79.4%
77.5%
79.4%
85.4%
81.0%
83.0%
81.2%
50%
60%
70%
80%
90%
100%
Feb-12 Aug-13 Feb-14 Aug-14 Feb-15 Aug-15 Feb-16 Aug-16
Percent of sales - domestic
16. Marketing budget spent on international
markets drops
16
Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
21.9%
17.4%
0%
5%
10%
15%
20%
25%
30%
February 2016 August 2016
Overall 17.4%
B2B Product 23.9%
B2B Services 12.1%
B2C Product 13.9%
B2C Services 17.7%
Figure 2.3. Percent of marketing budget spent on international markets
17.
18. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Marketing budgets expected to increase
18
Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
6.0%
7.2%
0%
2%
4%
6%
8%
10%
Actual change in marketing budget
in prior 12 months
Expected change in marketing budget
in next 12 months
Prior 12
months
Next 12
months
Overall 6.0% 7.2%
B2B Product 7.0% 6.9%
B2B Services 7.0% 8.1%
B2C Product -2.7% 3.1%
B2C Services 9.4% 9.5%
Figure 3.1. Percent change in marketing budgets
19. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Forecasted marketing budget changes
2009-2016
19
Figure 3.2. Expected percent change in marketing budgets in next 12 months
Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
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%
0%
2%
4%
6%
8%
10%
12%
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
Change in Marketing Spending
20. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
What’s in your marketing budget?
20
Table 3.1. Expenses included in marketing budgets (check all that apply)*
Overall
B2B
Product
B2B
Services
B2C
Product
B2C
Services
Direct expenses of marketing
activities
61.3% 65.8% 59.3% 56.7% 60.9%
Social media 51.4% 50.0% 49.4% 56.7% 54.7%
Marketing employees 47.9% 51.4% 50.6% 38.3% 42.2%
Marketing analytics 44.4% 47.9% 42.0% 46.7% 40.6%
Marketing research 41.7% 44.5% 37.0% 46.7% 42.2%
Other overhead costs associated
with marketing
40.7% 45.2% 37.7% 38.3% 40.6%
Marketing training 31.7% 45.2% 25.9% 21.7% 25.0%
Sales employees 12.0% 7.5% 17.9% 5.0% 14.1%
*Percentages reflect the number of marketers agreeing that the expense is included in their company’s marketing budget.
21. Digital marketing spending continues to
grow, but at a slower rate
*Refers to media advertising not using the Internet.
Figure 3.3. Percent change in traditional advertising* vs. digital marketing spend in next 12 months
21
Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
-0.8%
-1.9%
-2.7%
-2.1%
-0.1%
-3.6% -1.1%
-2.1%
-3.2%
-1.3%
12.8%
11.5%
10.2% 10.1%
8.2%
10.8%
14.7%
12.2%
13.2% 9.9%
-5%
0%
5%
10%
15%
20%
Feb-12 Aug-12 Feb-13 Aug-13 Feb-14 Aug-14 Feb-15 Aug-15 Feb-16 Aug-16
Traditional Advertising Spend Digital Marketing Spend
22. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Brand building shows 46% spending
lift over two years
22
Figure 3.4. Percent change in CRM and brand spending expected in next 12 months
7.9%
7.5%
8.0%
7.1% 7.4%
4.3%
5.6% 5.4%
5.0%
6.3%
0%
2%
4%
6%
8%
10%
12%
Aug-14 Feb-15 Aug-15 Feb-16 Aug-16
Customer Relationship Management Brand Building
23. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
*Question asked in Feb-11 for the first time.
Marketing budgets represent 11.3% of
firm budgets
23
Figure 3.5. Marketing budget as percent of firm budget*
Overall 11.3%
B2B Product 11.2%
B2B Services 10.5%
B2C Product 16.7%
B2C Services 9.0%
8.1%
10.0%
10.4%
11.4%
10.6%
9.4%
10.9% 10.9%
10.1%
11.4%
12.1%
11.3%
6%
8%
10%
12%
14%
Feb-11 Aug-11 Feb-12 Aug-12 Feb-13 Aug-13 Feb-14 Aug-14 Feb-15 Aug-15 Feb-16 Aug-16
% Marketing Budget
24. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Marketing spend is 7.5% of company
revenues
24
Figure 3.7. Marketing spending as percent of company revenues*
*Question asked in Feb-12 for the first time.
Overall 7.5%
B2B Product 8.7%
B2B Services 6.0%
B2C Product 10.2%
B2C Services 6.1%
8.5%
11.0%
7.9% 7.8%
9.3%
8.3% 8.3%
6.6%
8.4%
7.5%
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
% Marketing Spend
25.
26. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Firm performance metrics increased across
the board in the last 12 months
26
Overall
B2B
Product
B2B
Services
B2C
Product
B2C
Services
Sales 3.3% 3.3% 4.2% 1.9% 2.6%
Profits 2.4% 2.1% 3.2% 1.8% 2.3%
Marketing ROI 2.4% 2.3% 2.4% 2.0% 3.9%
Customer acquisition 2.5% 3.1% 2.4% 1.1% 1.9%
Customer retention 1.8% 1.9% 2.2% 0.6% 2.1%
Brand value 3.2% 3.2% 2.9% 4.2% 2.9%
Table 4.1. Percent change in financial and marketing performance in prior 12 months
27. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Customers remain brand loyal while
acquisition metrics experienced a 31% drop
27
Figure 4.1. Percent change in performance on customer and brand metrics in prior 12 months
3.1%
2.9%
3.5%
2.4%
2.1%
1.7%
1.5%
1.8%
2.9% 2.8%
3.3%
3.2%
0%
1%
2%
3%
4%
5%
Feb-15 Aug-15 Feb-16 Aug-16
Customer acquisition Customer retention Brand value
28. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Marketing excellence ratings remain flat
28
* Question asked in Aug-13 for the first time.
4.5 4.5 4.7 4.5 4.6 4.5 4.5 4.4
1
2
3
4
5
6
7
Aug-13 Feb-13 Feb-14 Aug-14 Feb-15 Aug-15 Feb-16 Aug-16
Excellence rating
Figure 4.2. How would you rate your company’s marketing excellence?*
(7-point scale where 1=Very weak, 7=Leader)
29. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
B2B-product companies more likely to be
marketing leaders
29
Figure 4.3. How would you rate your company’s marketing excellence?
(7-point scale where 1=Very weak and 7=Leader)
8.4% 7.6% 10.0% 10.9%
3.1%
41.0% 40.2%
42.2%
35.1% 46.9%
27.9% 27.2%
26.7%
32.4% 28.1%
22.7% 25.0% 21.1% 21.6% 21.9%
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
30.
31. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Marketers to expand social media spend by
90% in next 5 years
31
Figure 5.1. Social media spending as percent of marketing budgets
11.7%
14.1%
22.2%
0%
5%
10%
15%
20%
25%
Current Levels Over Next 12 Months In Next 5 Years
% of Marketing Budget
32. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Social media spend across all sectors
expected to grow by ~20% in the next year
32
Overall
B2B
Product
B2B
Services
B2C
Product
B2C
Services
Current social media spending 11.7% 8.9% 11.7% 15.5% 15.4%
Social media spending in the
next 12 months
14.1% 10.8% 13.9% 18.8% 18.4%
Social media spending in the
next 5 years
22.2% 18.4% 21.4% 28.0% 28.3%
Table 5.1. Changes in social media spending across sectors
33. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Social media spend shows 200%+ growth
(2009-16), but fails to meet 5-year projections
33
Figure 5.2. Actual versus predicted social media spending as percent of marketing budget
13.7%
17.7% 17.7% 18.1%
17.5%
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%
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-2016
Predicted Level* Current Level
*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).
34. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Social media winners and losers 2009-2016
34
Social media type* Aug-09 Aug-16**
Social networking (e.g., Facebook, LinkedIn) 65.4% 72.5%
Video and photo sharing (e.g., YouTube, Instagram) 52.3% 49.8%
Blogging 50.9% 44.0%
Microblogging (e.g., Twitter) 44.4% 55.3%
Podcasts 24.8% 13.7%
Forums (e.g., Google groups) 23.4% 14.1%
Product reviews (e.g., Amazon) 17.3% 16.2%
Social bookmarking (e.g., Digg) 15.9% 4.4%
Product design or co-creation (e.g., NikeID) 6.5% 4.6%
Virtual reality (e.g., Second life) 3.7% 2.3%
Internal social networking (e.g., Slack, Yammer)*** -- 19.2%
* Typology from: Hoffman, Donna L. and Marek Fodor (2009), “The ROI of Social Media,” UCR Sloan Center Working Paper, July.
**Red reflects a decrease and Green reflects an increase of more than 2 percent between Aug-09 and Aug 16.
***Question asked for the first time in August 2016.
Table 5.2. Percentage of Firms Using Social Media
35. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Integration of social media and marketing
strategy shows no progress
35
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
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
Mean Integration Level
36. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Integration of customer information across
channels drops further
36
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
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
Mean Integration Level
37. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Outside agencies remain a supplement to
company’s social media activities
37
Figure 5.5. Percent of company’s social media activities performed by outside agencies
17.4%
18.9%
21.7%
20.0% 20.7%
0%
10%
20%
30%
40%
Feb-14 Feb-15 Aug-15 Feb-16 Aug-16
Percentages Outside Agencies
38. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Few firms able to prove the impact of
social media quantitatively
38
Figure 5.6.. Which best describes how you show the impact of social media on your business?
B2B
Product
B2B
Services
B2C
Product
B2C
Services
We have proven
the impact
quantitatively
16.9% 20.3% 17.4% 31.3%
We have a good
qualitative sense of
the impact, but not a
quantitative impact
33.1% 31.6% 54.3% 35.4%
We haven't been able
to show the impact yet
50.0% 48.1% 28.3% 33.3%
Haven't been able
to show the
impact yet
45%Have a good
qualitative sense
of the impact, but
not a quantitative
impact
40%
Have a good
qualitative sense of
the impact, but not a
quantitative impact
41.8%
Haven't been
able to show
the impact yet
45.0%
Haven't been
able to show
the impact
yet
44.1%
Have a good
qualitative sense of
the impact, but not a
quantitative impact
35.7%
Have proven
the impact
quantitatively
20.3%
39. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Social media perceived to contribute little to
company performance
39
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)
Not at all Very highly
Feb-16
Mean
Aug-16
Mean
Overall 3.2 3.1
B2B Product 2.5 2.7
B2B Services 3.4 3.1
B2C Product 3.2 3.8
B2C Services 4.0 3.4
18.3%
21.7%
23.4%
11.5%
14.9%
6.8%
3.4%
19.4%
26.6%
15.3% 15.6%
13.0%
5.5% 4.6%
0%
10%
20%
30%
40%
1 2 3 4 5 6 7
February 2016 August 2016
40. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Use of online data for targeting increases
but lower increases expected in future
40
Figure 5.8a. Does your company use customer
behavior data collected online for
targeting purposes?
Figure 5.8b. Is your company's use of such
data increasing over time?
88.5%
48.0%
0%
20%
40%
60%
80%
100%
August 2013 August 2016
40.5%
45.7%
0%
20%
40%
60%
80%
100%
August 2013 August 2016
41. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Marketers have few concerns about the use
of online customer data
41
Figure 5.9. How worried are you that the use of online customer data could raise questions
about privacy?
August 2013: Mean = 3.5 (SD = 1.8)
August 2016: Mean = 3.2 (SD = 1.9)
15.9%
19.5%
14.2% 15.0%
18.6%
13.3%
3.5%
25.7%
19.8%
10.3%
16.6%
13.0%
9.5%
5.1%
0%
5%
10%
15%
20%
25%
30%
1
Not At All
Worried
2 3 4 5 6 7
Very Worried
August 2013 August 2016
42.
43. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Marketing spend on mobile expected to
increase 118% in three years
43
Figure 6.1. Marketing budget spend on mobile
Now 3 years
Overall 3.8% 8.3%
B2B Product 2.5% 6.7%
B2B Services 3.1% 6.6%
B2C Product 7.2% 13.8%
B2C Services 5.8% 11.5%
3.8%
8.3%
0%
5%
10%
15%
Current Levels In Next 3 Years
44. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Mobile marketing performance improves
on key metrics
Figure 6.2. Rate the performance of your company’s mobile marketing activities
(7-point scale where 1=Poor, 7=Excellent)
44
2.9
3.5
3.1
3.4
2.9 2.7
3.1
3.8
3.2
3.6
3.3
3.0
0
1
2
3
4
5
6
7
Customer acquisition Customer engagement Customer
retention
Delivering your brand
message
Sales Profits
February 2016 August 2016
45. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Half of all companies attribute no or
minimal performance gains to mobile
45
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)
Not at all Very highly
Feb-16
Mean
Aug-16
Mean
Overall 2.4 2.5
B2B Product 2.0 2.3
B2B Services 2.4 2.3
B2C Product 3.0 3.1
B2C Services 2.8 3.2
40.2%
21.9%
11.9%
13.7%
9.6%
2.3%
0.5%
39.1%
21.7%
9.9%
13.8%
11.1%
2.8% 1.6%
0%
10%
20%
30%
40%
50%
1 2 3 4 5 6 7
February 2016 August 2016
46.
47. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Marketing hiring improves: Focus on B2B
marketers
47
Figure 7.1. Percentage change in marketing hires planned in next 12 months
Overall 5.4%
B2B Product 5.4%
B2B Services 7.2%
B2C Product 3.3%
B2C Services 3.2%
5.2%
6.5%
5.4% 5.5%
4.7%
3.8% 3.5%
6.6%
5.1%
5.4%
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
Percentage Change in Marketing Hires in Next 12 Months
48. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Expected change in marketing outsourcing
Percentage change in outsourcing of marketing in next 12 months (Overall mean = 3.6%, SD = 8.83)
Table 7.1a. Industry sector differences
Sector Mean
Banking/Finance/Insurance 2.9%
Communications/Media 5.5%
Consumer Packaged Goods 5.5%
Consumer Services 9.3%
Education 3.0%
Energy 2.1%
Healthcare/Pharma. 4.3%
Manufacturing 1.4%
Mining/Construction 1.7%
Retail/Wholesale 2.4%
Service/Consulting 3.2%
Tech Software Biotech 5.7%
Transportation 5.3%
Sector Mean
B2B Product 3.0%
B2B Services 4.1%
B2C Product 1.7%
B2C Services 6.1%
Table 7.1b. Firm sector differences
Table 7.1c. Firm Internet sales differences
Firm sales Mean
0% of sales 3.8%
1-10% of sales 2.8%
>10% of sales 4.8%
49
49.
50. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Marketing and sales are equal partners in
most companies
50
Figure 8.1. The marketing-sales relationship (% of respondents)
66.8%
13.0%
9.9%
7.5%
2.8%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Sales and marketing work
together on an equal level
We don't have a sales
function
Sales is in charge of
marketing
Sales is within the marketing
function
We have a sales function,
but not a marketing function
51. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Product/service structure remains
dominant
51
Figure 8.2. Organizational structure in companies
% customer
groups
Overall 30.7%
B2B Product 30.8%
B2B Services 30.8%
B2C Product 24.3%
B2C Services 37.5%
26.5% 28.6% 26.7%
30.2% 29.4% 31.9% 30.7%
73.5% 71.4% 73.3%
69.8% 70.6% 68.1% 69.3%
0%
20%
40%
60%
80%
100%
Feb-13 Aug-13 Feb-14* Feb-15 Aug-15 Feb-16 Aug-16
Customer Groups Product/Service Groups
*Question not asked in Aug-14.
52. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Brand, customer, and digital-related
capabilities ranked most important
52
Figure 8.3. Rank order of most important marketing capabilities to your organization
(1=top rank; lower score means more important)
7.3
5.9
5.5
5.2
4.9
4.3
4.3
4.2
3.5
1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0
Agency management capabilities
Omni-channel execution capabilities
Creative capabilities
Marketing analytics capabilities
Marketing innovation capabilities
Customer development and management capabilities
Digital marketing capabilities**
Customer focus capabililties*
Brand development and management capabilities
Top Rank Lowest Rank
*Customer focus capabilities include actions that prioritize the customer.
**Digital marketing capabilities include digital strategy, social media, and mobile marketing activities.
53. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Digital tops company gaps in marketing
capabilities
53
Figure 8.4. Top gaps in your organization’s marketing capabilities
(1=top rank; lower score means bigger gap)
Marketing Capability Mean Rank
Digital marketing capabilities** 1.7
Customer development and management capabilities 1.9
Marketing innovation capabilities 1.9
Omni-channel execution capabilities 1.9
Brand development and management capabilities 2.0
Marketing analytics capabilities 2.1
Customer focus capabilities* 2.1
Creative capabilities 2.2
Agency management capabilities 2.4
*Customer focus capabilities include actions that prioritize the customer.
**Digital marketing capabilities include digital strategy, social media, and mobile marketing activities.
54. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
The intersection of marketing capability
importance and organizational gaps
54
Low importance
rank
Moderate importance
rank
High importance
rank
Small
organizational
gaps
Agency management
capabilities
Creative capabilities
Customer focus
capabilities*
Moderate
organizational
gaps
-
Marketing analytics
capabilities
Marketing innovation
capabilities
Brand development and
management capabilities
Customer development and
management capabilities
Large
organizational
gaps
-
Omni-channel execution
capabilities
Digital marketing
capabilities**
*Customer focus capabilities include actions that prioritize the customer.
**Digital marketing capabilities include digital strategy, social media, and mobile marketing activities.
Figure 8.5. Marketing capability importance by organizational gaps
55.
56. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Marketing leadership gains and losses
56
Table 9.1. Percentage of
companies in
which marketing
leads activity
Activity Aug-15 Feb-16 Aug-16**
Brand 82.1% 87.5% 89.4%
Advertising 82.7% 82.1% 79.2%
Social media 79.5% 83.9% 75.7%
Promotion 76.3% 76.2% 73.3%
Marketing analytics 75.0% 79.2% 69.0%
Positioning 80.1% 75.6% 67.8%
Marketing research 70.5% 70.2% 67.1%
Public relations 64.1% 64.9% 65.5%
Lead generation 55.8% 62.5% 60.8%
Competitive intelligence 55.1% 56.5% 54.5%
Market entry strategies 55.8% 46.4% 43.5%
CRM 39.1% 37.5% 42.0%
New products 37.8% 36.3% 40.0%
Revenue growth* 38.4%
e-commerce* 35.7%
Pricing 30.8% 32.1% 33.7%
Market selection 30.1% 29.8% 32.9%
Innovation 23.1% 28.6% 29.8%
Sales 32.1% 25.0% 24.7%
Customer service 19.9% 17.3% 18.0%
Distribution 12.2% 9.5% 10.2%
Stock market performance 3.8% 1.8% 2.7%
*Revenue growth and e-commerce were added in August 2016.
**Red reflects a decrease and Green reflects an increase of
more than 2 percent between Feb-16 and Aug 16.
57. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Marketing leader retention at all-time high
(6.6 years)
57
Figure 9.1. Marketing leader retention
4.3 4.6 4.3 4.1
5.1 5.3
4.5
6.6
8.0
9.0 8.8
9.2
10.0
10.0
8.0
9.8
0
2
4
6
8
10
12
Aug-09 Aug-10 Aug-11 Aug-12 Aug-13 Aug-14 Aug-15 Aug-16
Years top marketer in current role in the firm Years top marketer in any role in the firm
58. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Direct reports remain steady while indirect
reports shows drop over time
58
Figure 9.2. Number of people reporting to top marketers*
*August 2015 are revised from Highlights and Insights February 2016 where the median levels were reported instead of mean levels.
8.6
6.9
5.5 6.8 6.5
24.6
16.1 16.2
18.6
15.7
0
5
10
15
20
25
30
Aug-12 Aug-13 Aug-14 Aug-15 Aug-16
Number of direct reports Number of indirect reports
59. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Marketing’s role has broadened in the last
five years
59
Figure 9.3. How has marketing’s role within your organization changed in
the last five years? (-7=significantly narrowed, 7=significantly broadened)
Mean (SD)
Overall 2.9 (SD=2.8)
B2B Product 2.9 (SD=2.5)
B2B Services 2.6 (SD=3.2)
B2C Product 3.0 (SD=2.8)
B2C Services 3.6 (SD=2.4)
0.8% 0.4%
1.6%
0.0%
2.3%
0.8% 0.8%
12.4%
9.3%
11.2%
17.4%
13.2%
14.3%
4.3%
11.2%
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
14.0%
16.0%
18.0%
20.0%
-7 -6 -5 -4 -3 -2 -1 0 1 2 3 4 5 6 7
%ofRespondents
Significantly
Narrowed
Significantly
Broadened
60. Leading practices from marketing leaders
See full interviews at www.cmosurvey.org/cmo-insights/
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 the
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.
60
61.
62. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Spending on marketing analytics to
increase 68% in three years
62
Figure 10.1. Percent of marketing budget spent on marketing analytics
6.5%
10.9%
0%
3%
6%
9%
12%
15%
Current Levels In Next 3 Years
63. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Spending on marketing analytics by firm
and industry characteristics
63
Current
In Next
3 years
<$25M 4.8% 8.8%
$26-99M 4.5% 8.9%
$100-499M 5.5% 10.5%
$500-999M 9.4% 14.2%
$1-9.9B 8.4% 13.0%
$10+B 11.1% 15.3%
Table 10.1c. Firm size differences
Table 10.1b. Firm Internet sales differences
Current
In Next
3 years
0% 4.9% 9.6%
1-10% 6.7% 10.8%
>10% 8.2% 12.2%
Table 10.1a. Firm sector differences
Current
In Next
3 years
B2B Product 6.8% 11.3%
B2B Services 5.7% 10.1%
B2C Product 6.7% 10.2%
B2C Services 7.7% 12.8%
64. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Marketing analytics spend shows growth,
but fails to meet 3-year projections
64
Figure 10.2. Actual versus predicted marketing analytic as percent of marketing budget
9.2%
10.0% 10.1%
8.7%
5.7% 5.0%
6.0%
5.5%
7.1% 7.1%
6.4% 6.7% 6.7% 6.5%
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
Predicted Level* Current level
*Predicted level is based on responses to 3-year predicted marketing analytics spend three years earlier (e.g., Aug-16 based on response from Aug-13).
65. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
No improvement in use of marketing
analytics: B2C companies biggest users
65
Figure 10.3. Percentage of decisions using marketing analytics*
*This question was asked in Feb-12 for the first time.
Overall 34.7%
B2B Product 35.5%
B2B Services 26.8%
B2C Product 42.6%
B2C Services 47.5%
37.0%
35.0%
30.4% 29.0%
32.5% 32.3% 29.0% 31.0%
35.3% 34.7%
0%
20%
40%
60%
80%
100%
Feb-12 Aug-12 Feb-13 Aug-13 Feb-14 Aug-14 Feb-15 Aug-15 Feb-16 Aug-16
Percentage using marketing analytics
66. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
However, contribution of marketing
analytics remains low
66
Figure 10.4. 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.
Overall 3.8 (SD=1.8)
B2B Product 3.8 (SD=1.8)
B2B Services 3.4 (SD=1.8)
B2C Product 4.6 (SD=1.6)
B2C Services 4.3 (SD=1.9)
3.9
3.7
3.5
3.7 3.7
3.2 3.7 3.8 3.8
2
3
4
5
6
Aug-12 Feb-13 Aug-13 Feb-14 Aug-14 Feb-15 Aug-15 Feb-16 Aug-16
Mean Contribution Level
67. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Marketing analytics contributions by sector
and firm differences
67
To what degree does the use of marketing analytics contribute to your company's performance?
(1=Not At All, 7=Very Highly)
Table 10.2a. Industry sector differences
Sector Mean
Banking/Finance/Insurance 3.7
Communications/Media 3.6
Consumer Packaged Goods 4.8
Consumer Services 4.3
Education 4.6
Energy 2.8
Healthcare/Pharma. 4.2
Manufacturing 3.5
Mining/Construction 3.9
Retail/Wholesale 3.9
Service/Consulting 3.3
Tech Software Biotech 4.3
Transportation 3.7
Sector Mean
B2B Product 3.8
B2B Services 3.4
B2C Product 4.6
B2C Services 4.3
Table 10.2b. Firm sector differences
Table 10.2c. Firm Internet sales differences
Firm sales Mean
0% of sales 3.3
1-10% of sales 3.9
>10% of sales 4.4
68. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
Most firms lack quantitative metrics to
demonstrate marketing spending impact
68
Figure 10.5. How companies demonstrate the impact of marketing spending
34%
46%
20%
33%
44%
23%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Proved 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
69. Marketplace Growth Spending Performance Social Media Mobile Jobs Organization Leadership Analytics
How marketing analytics is driving
marketing decision making
69
Table 10.3. Percent of companies using marketing analytics in each marketing decision area*
Marketing decision area Aug-13 Aug-15 Feb-16 Aug-16
Customer insight*** 46.4% 40.5%
Customer acquisition 31.7% 36.6% 43.6% 42.4%
Digital marketing*** 36.7% 39.1%
Customer retention 27.6% 30.7% 38.1% 35.0%
Branding 22.0% 26.5% 30.8% 34.5%
Social media 21.0% 30.7% 29.4% 33.3%
Segmentation** 29.2% 31.8% 31.0%
Promotion strategy 23.7% 29.2% 28.7% 28.2%
New product or service development** 20.2% 25.3% 29.2%
Product or service strategy 18.8% 20.2% 21.8% 25.5%
Pricing strategy 23.7% 21.8% 21.5% 24.8%
Marketing mix 21.7% 31.5% 31.5% 24.8%
Multichannel marketing 13.4% 16.3% 20.8% 19.9%
*Red reflects a decrease and Green reflects an increase of more than 2 percent between Feb-16 and Aug 16.
**Question was asked for the first time in August 2015.
***Question was asked for the first time in February 2016.
70. Next survey: January 2017
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