The document summarizes the key findings of Unica's annual survey of marketers. Some of the main findings include:
1) Marketers see turning data into action as their top organizational issue and believe technology can help address their challenges with measurement and personalization.
2) There is growing demand for more integrated marketing software as marketers' needs become more complex.
3) While interest in interactive marketing is high, many marketers have only partially achieved integrated cross-channel experiences and see organizational barriers as the top challenge.
4) Web data is highly valued but often not effectively applied to analytics and campaign decision making.
In a rapidly evolving, digitally driven world, how do marketers really feel about new platforms, new data sources and new expectations of their role? Marketing Monitor is a study from TNS that surveys more than 2,700 marketers from across Asia Pacific to track the key issues dominating their agenda.
MRM Seattle Digital Immersion Lab: Just Measure It!MRM Seattle
Analytics expert Vipin Mayar of MRM Worldwide discussed how aligning measurement strategies with company objectives can drive business intelligence. Once those strategies are set, marketers can adjust their channel mix—a simple, cost-effective way to boost results. Mayar and panelists from Meteor Solutions, Microsoft, and Forrester Research also addressed measuring social media and mobile marketing campaigns.
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!
This document summarizes the key findings of a Forrester Consulting research study on multichannel marketing:
- Marketers have widely adopted multichannel marketing practices to engage customers across digital and offline channels. 40% of respondents considered themselves mature practitioners.
- Mature multichannel marketers reported significant business gains, including improved campaign performance and higher marketing ROI.
- However, even mature practitioners still have disjointed processes and opportunities to better integrate technologies to drive more benefits from their multichannel efforts.
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.
Bridging the Long/Short-Term Divide: The Role of Magazine Brands in the Digit...Louise Ioannou
Existing work by Magnetic evidences the ability of magazine media to drive long term brand effects. This new report conducted for us by Peter Field, takes campaigns from the IPA Databank and looks at the magazine campaigns to understand their contribution to effectiveness.
The report backs up finding that magazines are better used as part of a long-term strategy. Business effects are amplified in cases where magazines are used in long-term campaigns.
In a rapidly evolving, digitally driven world, how do marketers really feel about new platforms, new data sources and new expectations of their role? Marketing Monitor is a study from TNS that surveys more than 2,700 marketers from across Asia Pacific to track the key issues dominating their agenda.
MRM Seattle Digital Immersion Lab: Just Measure It!MRM Seattle
Analytics expert Vipin Mayar of MRM Worldwide discussed how aligning measurement strategies with company objectives can drive business intelligence. Once those strategies are set, marketers can adjust their channel mix—a simple, cost-effective way to boost results. Mayar and panelists from Meteor Solutions, Microsoft, and Forrester Research also addressed measuring social media and mobile marketing campaigns.
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!
This document summarizes the key findings of a Forrester Consulting research study on multichannel marketing:
- Marketers have widely adopted multichannel marketing practices to engage customers across digital and offline channels. 40% of respondents considered themselves mature practitioners.
- Mature multichannel marketers reported significant business gains, including improved campaign performance and higher marketing ROI.
- However, even mature practitioners still have disjointed processes and opportunities to better integrate technologies to drive more benefits from their multichannel efforts.
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.
Bridging the Long/Short-Term Divide: The Role of Magazine Brands in the Digit...Louise Ioannou
Existing work by Magnetic evidences the ability of magazine media to drive long term brand effects. This new report conducted for us by Peter Field, takes campaigns from the IPA Databank and looks at the magazine campaigns to understand their contribution to effectiveness.
The report backs up finding that magazines are better used as part of a long-term strategy. Business effects are amplified in cases where magazines are used in long-term campaigns.
This document discusses a survey of over 150 senior marketers exploring their attitudes towards marketing measurement. Key findings include that while 81% see measurement as important, only 13% rate their ability to measure as excellent. Marketers face pressure to prove their contribution to business growth through metrics. However, only 30% have data to provide strategic metrics measuring this contribution. Barriers to effective measurement include poor technology integration, lack of time and skills. The document provides tips for marketers to improve measurement, such as differentiating between strategic metrics measuring outcomes and tactical metrics measuring activities, and developing a customer interaction system to accurately attribute marketing contributions over time.
The document summarizes the findings of a survey on how sales teams can improve productivity through better use of information. Key findings include:
1) Sales teams need rapid access to customer information to differentiate products and services.
2) Investments often focus on symptoms rather than underlying problems.
3) Tools should reduce administrative time and allow more time for selling.
4) Success requires senior management support and input from employees.
This document provides a summary of key strategies for CEOs to improve customer experience:
1. Understand customer journeys from the customer's perspective by observing touchpoints across the entire experience, rather than focusing on individual interactions.
2. Quantify what matters most to different customer segments through analytics to identify critical journeys and prioritize improvements.
3. Define a clear customer experience vision and common purpose that guides employee behavior consistently across the organization.
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.
This document summarizes the key findings of a survey on the state of sales in 2016. It finds that over 70% of sales professionals use social selling tools like LinkedIn, and that salespeople spend the most time using social selling tools and CRM systems. Top sales performers are more likely to use social selling and sales intelligence tools than average salespeople. The document also notes that millennials are more likely to use sales intelligence tools than older industry peers.
their reporting and trackingHow Industrial Marketers Track ROI?Andrew Flynn
More and more, marketers are being tasked with proving the return on investment (ROI) of their marketing initiatives. This can pose a challenge, because there are many ways to determine the results and value of each campaign. For our most recent Marketing Maven survey, we wanted to know more about how industrial marketers handle proving ROI and what challenges they encounter.
The document provides an overview of global marketing trends in 2013 based on a survey conducted by the International Federation of DMA's across 12 countries. Key findings include:
1) Marketing budgets increased in 2013 after several years of declines, with over 40% of respondents reporting higher budgets. Digital channels like social media, search, and email saw the largest budget increases while traditional channels like TV and radio saw decreases.
2) Marketers are evaluating and shifting budgets to channels that can demonstrate business metrics like lead generation, conversion, and return on investment. Social media is unique in being evaluated on both awareness and business goals.
3) Around half of respondents linked their marketing activities to increased company revenues over the past year,
Anderson analytics meng_2010_trend_report_finalAmita Paul
The document summarizes key findings from a survey of over 500 senior marketing executives on trends in the industry. Some of the main findings include:
1) Executives are more optimistic about business opportunities in 2010 compared to 2009 and plan to increase marketing budgets and innovation spending.
2) "Marketing ROI" is seen as the most important concept, surpassing customer satisfaction, while social media broke into the top 10 concepts for the first time.
3) Executives are most tired of hearing about "social media" and "Twitter" as buzzwords, showing frustration with these areas specifically.
4) Baby boomers remain the most important demographic group, and books like Good to Great and Blue Ocean
How An AI-Powered Trade Promotion Optimization Software Can Improve Consumer ...Gina Shaw
Artificial Intelligence (AI) will happen in both TPx and Retail Execution sooner than you probably think – Promotion Optimization Institute
According to Nielsen Holdings, 40% of Consumer Goods trade promotion spending doesn’t drive the desired results. Even though the trade promotions spend take up a lion’s share of the organizational revenue, traditionally manufacturers have always struggled in optimizing their promotion mix for the maximum bang for the buck.
With the advancements in AI technologies, it is now possible to powerfully harness data and run high-yield trade promotions.
What You Can Expect From The eBook?
1. Key Trade Promotion Optimization (TPO) challenges faced today
2. What is AI in the context of TPO?
3. How AI helps run profitable trade promotions?
4. What an AI-Powered analysis looks like?
5. Case-studies
6. How you can get started right away!
How Artificial Intelligence is Impacting Marketing Today and How Smart Market...Mark Osborne
Overview of Artificial Intelligence AI and Machine Learning technologies that are impacting marketing today, and how marketers can plan their career and build the relevant computer science / engineering / statistics / and data-driven decision-making skills to excel in the future. Covers relevant algorithms, and marketing strategies like segmentation, targeting, and positioning, and how marketers can prepare
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.
More and more, marketers are being tasked with proving the return on investment (ROI) of their marketing initiatives. This can pose a challenge, because there are many ways to determine the results and value of each campaign. For our most recent Marketing Maven survey, we wanted to know more about how industrial marketers handle proving ROI and what challenges they encounter.
8 B2B Marketing Trends for 2013 from hawkeyeJohn Tedstrom
1) The document summarizes 8 B2B marketing trends for 2013, including getting back to basics in understanding customers, blending digital and physical marketing, focusing on quality over quantity of content, using social CRM effectively, increasing collaboration between marketing and sales, leveraging big data, and others.
2) Key aspects are understanding customer needs and buying journeys, engaging customers across channels with a seamless experience, telling compelling stories through varied visual content, integrating social tools with CRM, and collaborating closely between teams.
3) Many trends involve using customer data to personalize engagement across channels.
While content marketing adoption remains high at 90% of B2B marketers, the effectiveness of individual tactics is still challenging to measure. However, the confidence gap in content marketing effectiveness is shrinking. Most marketers employ eight tactics and dedicate 26% of budgets to content marketing. Goals include brand awareness, customer acquisition, and lead generation. The greatest challenges are producing engaging content and having enough budget. Effective marketers dedicate more budget, tailor content to the buying cycle, and have more organizational buy-in.
1. Marketing has undergone a radical digital transformation requiring a new breed of marketer with technology skills. Over a quarter of marketers say more than 50% of their role involves marketing technology, and 38% expect this to increase in the next 5 years.
2. Most marketers manage marketing technology in-house for cost effectiveness and accurate results. However, finding time and staff to manage technology are challenges. While reviews are regular, 16% receive no training.
3. Training provided by technology partners is most popular, but 25% learn on their own and gaps remain, representing opportunities for partners to strengthen relationships and increase training quality.
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 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 Chief Data Officer and the Organizational JourneyCraig Milroy
The Chief Data Officer and the Organizational Journey.
Where does the role of the Chief Data Officer start and how does the role evolve within the organization as business value is realized.
The document provides an overview of the Zero Deviation Life Cycle (ZDLC), which is a set of software engineering tools used throughout the software development life cycle (SDLC) to drive down costs and improve quality. ZDLC includes several products, such as Smart Requirement Engineering (SRE) to capture requirements, Smart Solution Design (SSD) to reduce defects during design, and Smart QA to accelerate testing. ZDLC aims to align the "Voice of the Business" with the "Voice of the Machine" by applying techniques like requirements modeling, design validation, and process documentation.
How Cognizant's ZDLC solution is helping Data Lineage for compliance to Basel...Dr. Bippin Makoond
A solution powered by Cognizant ZDLC framework to accelerate the process of data extraction and improve the precision of the end to end data lineage of systems using automation techniques.
A solution designed for the BCBS 239 Initiative.
This document discusses a survey of over 150 senior marketers exploring their attitudes towards marketing measurement. Key findings include that while 81% see measurement as important, only 13% rate their ability to measure as excellent. Marketers face pressure to prove their contribution to business growth through metrics. However, only 30% have data to provide strategic metrics measuring this contribution. Barriers to effective measurement include poor technology integration, lack of time and skills. The document provides tips for marketers to improve measurement, such as differentiating between strategic metrics measuring outcomes and tactical metrics measuring activities, and developing a customer interaction system to accurately attribute marketing contributions over time.
The document summarizes the findings of a survey on how sales teams can improve productivity through better use of information. Key findings include:
1) Sales teams need rapid access to customer information to differentiate products and services.
2) Investments often focus on symptoms rather than underlying problems.
3) Tools should reduce administrative time and allow more time for selling.
4) Success requires senior management support and input from employees.
This document provides a summary of key strategies for CEOs to improve customer experience:
1. Understand customer journeys from the customer's perspective by observing touchpoints across the entire experience, rather than focusing on individual interactions.
2. Quantify what matters most to different customer segments through analytics to identify critical journeys and prioritize improvements.
3. Define a clear customer experience vision and common purpose that guides employee behavior consistently across the organization.
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.
This document summarizes the key findings of a survey on the state of sales in 2016. It finds that over 70% of sales professionals use social selling tools like LinkedIn, and that salespeople spend the most time using social selling tools and CRM systems. Top sales performers are more likely to use social selling and sales intelligence tools than average salespeople. The document also notes that millennials are more likely to use sales intelligence tools than older industry peers.
their reporting and trackingHow Industrial Marketers Track ROI?Andrew Flynn
More and more, marketers are being tasked with proving the return on investment (ROI) of their marketing initiatives. This can pose a challenge, because there are many ways to determine the results and value of each campaign. For our most recent Marketing Maven survey, we wanted to know more about how industrial marketers handle proving ROI and what challenges they encounter.
The document provides an overview of global marketing trends in 2013 based on a survey conducted by the International Federation of DMA's across 12 countries. Key findings include:
1) Marketing budgets increased in 2013 after several years of declines, with over 40% of respondents reporting higher budgets. Digital channels like social media, search, and email saw the largest budget increases while traditional channels like TV and radio saw decreases.
2) Marketers are evaluating and shifting budgets to channels that can demonstrate business metrics like lead generation, conversion, and return on investment. Social media is unique in being evaluated on both awareness and business goals.
3) Around half of respondents linked their marketing activities to increased company revenues over the past year,
Anderson analytics meng_2010_trend_report_finalAmita Paul
The document summarizes key findings from a survey of over 500 senior marketing executives on trends in the industry. Some of the main findings include:
1) Executives are more optimistic about business opportunities in 2010 compared to 2009 and plan to increase marketing budgets and innovation spending.
2) "Marketing ROI" is seen as the most important concept, surpassing customer satisfaction, while social media broke into the top 10 concepts for the first time.
3) Executives are most tired of hearing about "social media" and "Twitter" as buzzwords, showing frustration with these areas specifically.
4) Baby boomers remain the most important demographic group, and books like Good to Great and Blue Ocean
How An AI-Powered Trade Promotion Optimization Software Can Improve Consumer ...Gina Shaw
Artificial Intelligence (AI) will happen in both TPx and Retail Execution sooner than you probably think – Promotion Optimization Institute
According to Nielsen Holdings, 40% of Consumer Goods trade promotion spending doesn’t drive the desired results. Even though the trade promotions spend take up a lion’s share of the organizational revenue, traditionally manufacturers have always struggled in optimizing their promotion mix for the maximum bang for the buck.
With the advancements in AI technologies, it is now possible to powerfully harness data and run high-yield trade promotions.
What You Can Expect From The eBook?
1. Key Trade Promotion Optimization (TPO) challenges faced today
2. What is AI in the context of TPO?
3. How AI helps run profitable trade promotions?
4. What an AI-Powered analysis looks like?
5. Case-studies
6. How you can get started right away!
How Artificial Intelligence is Impacting Marketing Today and How Smart Market...Mark Osborne
Overview of Artificial Intelligence AI and Machine Learning technologies that are impacting marketing today, and how marketers can plan their career and build the relevant computer science / engineering / statistics / and data-driven decision-making skills to excel in the future. Covers relevant algorithms, and marketing strategies like segmentation, targeting, and positioning, and how marketers can prepare
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.
More and more, marketers are being tasked with proving the return on investment (ROI) of their marketing initiatives. This can pose a challenge, because there are many ways to determine the results and value of each campaign. For our most recent Marketing Maven survey, we wanted to know more about how industrial marketers handle proving ROI and what challenges they encounter.
8 B2B Marketing Trends for 2013 from hawkeyeJohn Tedstrom
1) The document summarizes 8 B2B marketing trends for 2013, including getting back to basics in understanding customers, blending digital and physical marketing, focusing on quality over quantity of content, using social CRM effectively, increasing collaboration between marketing and sales, leveraging big data, and others.
2) Key aspects are understanding customer needs and buying journeys, engaging customers across channels with a seamless experience, telling compelling stories through varied visual content, integrating social tools with CRM, and collaborating closely between teams.
3) Many trends involve using customer data to personalize engagement across channels.
While content marketing adoption remains high at 90% of B2B marketers, the effectiveness of individual tactics is still challenging to measure. However, the confidence gap in content marketing effectiveness is shrinking. Most marketers employ eight tactics and dedicate 26% of budgets to content marketing. Goals include brand awareness, customer acquisition, and lead generation. The greatest challenges are producing engaging content and having enough budget. Effective marketers dedicate more budget, tailor content to the buying cycle, and have more organizational buy-in.
1. Marketing has undergone a radical digital transformation requiring a new breed of marketer with technology skills. Over a quarter of marketers say more than 50% of their role involves marketing technology, and 38% expect this to increase in the next 5 years.
2. Most marketers manage marketing technology in-house for cost effectiveness and accurate results. However, finding time and staff to manage technology are challenges. While reviews are regular, 16% receive no training.
3. Training provided by technology partners is most popular, but 25% learn on their own and gaps remain, representing opportunities for partners to strengthen relationships and increase training quality.
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 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 Chief Data Officer and the Organizational JourneyCraig Milroy
The Chief Data Officer and the Organizational Journey.
Where does the role of the Chief Data Officer start and how does the role evolve within the organization as business value is realized.
The document provides an overview of the Zero Deviation Life Cycle (ZDLC), which is a set of software engineering tools used throughout the software development life cycle (SDLC) to drive down costs and improve quality. ZDLC includes several products, such as Smart Requirement Engineering (SRE) to capture requirements, Smart Solution Design (SSD) to reduce defects during design, and Smart QA to accelerate testing. ZDLC aims to align the "Voice of the Business" with the "Voice of the Machine" by applying techniques like requirements modeling, design validation, and process documentation.
How Cognizant's ZDLC solution is helping Data Lineage for compliance to Basel...Dr. Bippin Makoond
A solution powered by Cognizant ZDLC framework to accelerate the process of data extraction and improve the precision of the end to end data lineage of systems using automation techniques.
A solution designed for the BCBS 239 Initiative.
Talking to your CEO about the Chief Data Officer Role Craig Milroy
The document discusses the role of the Chief Data Officer (CDO) and how to make the case for establishing this role to a company's CEO. It notes that data environments have become increasingly complex due to factors like regulatory demands, acquisitions, and the growth of digital technologies. The CDO role can help address business "pain points" with data and ensure the effective use of data as a strategic asset. An elevator pitch for the CDO should focus on improving customer insights, leveraging data for innovation, and managing regulatory demands that require better data governance. The document outlines how to define the CDO's mandate and proposes a model for the organizational structure and evolution of the Office of the CDO.
In the backdrop of the financial crisis of 2008, BCBS has instituted a framework to ensure ability of banks and their respective supervisors to manage company and industry risks by leveraging data and to ensure a more robust data capabilities and mechanisms to support: (1) Decision Making, (2) Strategy Formulation, and (3) Reporting
New research presented at Demand Metric Demand Generation Virtual Summit: http://events.demandmetric.com/
Watch the presentation: https://www.youtube.com/edit?video_referrer=watch&video_id=z1xy8lvpd3o
Marketers are faced with the challenge of keeping up with new, hopefully better, strategies that emerge at a rapid rate, while cutting ineffective practices waning in popularity. It’s very valuable for marketers to have benchmark data about how the current digital marketing landscape looks, what’s new, what’s working and what isn’t. Quite often, marketers can gain a competitive advantage simply by being quick to adopt new digital marketing strategies in advance of mass adoption that eventually dilutes the impact of new things.
This study, presented by Jerry Rackley, Chief Analyst at Demand Metric & Jim Hopkins, Sr. Product Manager at Demandbase, took a close look at digital marketing to understand current practices, goals, strategies, metrics and effectiveness. Furthermore, the study investigated how well organizations understand their chosen markets, who in those markets they target as prospects and what their biggest challenges are in the pursuit of success.
The document summarizes the key findings of a survey of over 150 online and direct marketers on the state of marketing in 2010. Some of the main findings include:
1) Marketers see turning data into actions as one of their top issues and view IT as their number one bottleneck.
2) Nearly three quarters of companies surveyed are leveraging customer initiated interactions to serve targeted marketing messages.
3) While centralized decisioning has been adopted by some forward-looking marketers, organizational and financial concerns are slowing broader adoption more so than technical barriers.
4) Marketers are struggling with integrating online and offline data and channels, slowed by technical and financial limitations.
IEEE GlobalSpec recently conducted its annual Trends in Industrial Marketing survey. We asked
marketing and sales professionals in the industrial sector to address marketing trends, challenges,
and expenditures within the engineering, technical, manufacturing and industrial communities. This report analyzes and presents the results of the survey, and, offers recommendations to
industrial marketers to help them allocate their budgets, develop a sound marketing strategy,
and plan effective programs and campaigns.
B2B marketers are increasingly using content marketing as a core marketing strategy. Nine out of ten organizations surveyed use content marketing. On average, marketers use eight different content tactics and spend over a quarter of their budget on content marketing. Popular tactics include social media, articles, and events. However, marketers lack confidence in the effectiveness of individual tactics. While adoption of tactics is high, only around half believe each tactic is effective. There is a significant gap between how often tactics are used and how effective they are perceived to be.
This document provides an overview of how businesses can use the Internet as a marketing tool. It discusses researching target markets and their Internet access and usage. The Internet can be used for promotion, as a distribution channel, and sometimes as the product itself. Common Internet marketing tactics are described. The Internet allows extending the traditional four Ps of marketing (Product, Price, Place, Promotion) to include a fifth P of People. Developing an effective Internet marketing plan requires understanding the target market and how to position your business competitively online.
capgemini research on cmo responsibilities with changing times in 2021Social Samosa
The latest Capgemini research highlights the need for CMOs to transform their skills with the evolving times and reimagine the customer journey with real-time engagement for a data-driven marketing environment.
2009
Marketing
Equation’s annual Marketing Industry Trends survey was created to monitor how
the world of Marketing is evolving with the changing consumer/media landscape.
The 2009 study is unique in that we opened up survey development to the
Marketing Community—and did so by leveraging a Web 2.0 strategy of
“crowdsourcing” the survey questions directly from marketers. Christina Kerley
(“CK”) engaged the marketing community to create questions and submit topics on
what they wanted to know through posts on the leading industry marketing blog
MarketingProfs Daily Fix and her own Marketing Blog.
To the best of our knowledge, it’s the first time a trends survey of this size
has been constructed by and for the community it’s targeting.
When it comes to engaging with your customers, do you have the right formula to reach them through their CHANNEL of preference, with the CONTENT they want and at their CONVENIENCE ? How engaged is your brand?
This year, Alterian surveyed nearly 1,500 marketing professionals to see just where brands stand when it comes to expenditure, social media, level of personalization, and whether brands are ready for growth or at risk.
In this presentation Donnell Wright and Russ Taufa, of Alterian's research consulting group, examine survey findings and provide insight into how brand engagement is shifting as well as discuss new marketing opportunities for 2011.
This document summarizes the findings of a study on marketing ROI and data usage among large corporate marketers. Some key findings include:
1) While 91% of marketers believe successful brands use customer data to drive decisions, many are not collecting the right types of data like mobile or social media data as frequently as traditional demographic data.
2) Marketers have adopted many new digital marketing tools but struggle to measure their effectiveness, with only 14% tying social media marketing and 17% tying mobile ads to financial metrics.
3) Comparing the effectiveness of different digital marketing channels is a major challenge for 60% of companies due to different engagement metrics used for each channel.
4) Over half of market
The State of Always-On Marketing StudyIshraq Dhaly
This document summarizes the findings of a study on "Always-On Marketing" conducted by Razorfish and Adobe. The study surveyed 685 executives and found that:
1) Very few businesses (under 5%) have the capabilities to deliver personalized, real-time marketing across channels, despite many executives believing they do.
2) There is a large gap between perceived ability and actual ability, especially in France and Germany.
3) Company size and industry affect capabilities, with larger companies and retailers/tech companies more likely to be leaders in Always-On Marketing.
Strategy First : How Marketers Can Avoid Common Technology Pitfalls & Drive R...Alyesha Patel-Parker
A research study performed by Strategy First found several key findings about how marketers select and use technology:
1. The most important factors in selecting technology providers are the functionality of the platform and its compatibility with other systems, though training is also important.
2. Marketers want to better utilize data assets and improve marketing execution to drive ROI, which is why they often change technology providers.
3. A lack of skills in using popular marketing technologies creates risks, and vendors need to provide better post-sales support.
4. The best marketing leaders clearly articulate goals and technology needs to achieve strategies and drive results.
The survey found that most marketers plan to increase or maintain their marketing budgets in 2015, with many shifting spending from traditional to digital channels. Social media marketing and mobile marketing were seen as most critical to businesses and were the top areas for increased spending. The biggest challenges identified were new business development, quality of leads, and staying up to date with marketing technologies. Marketers saw technologies like mobile apps, marketing automation, and CRM tools as most critical for creating a cohesive customer journey across channels.
Growing Bio-pharma Digital Marketing Impact by Digitizing Launch, Developing ...Best Practices
It has become quite crucial to identify the drivers of digital marketing performance excellence in the health care industry which will enable companies to gain valuable customer insights, build effective relationships, leverage online media, and maximize revenue.
Best Practices, LLC undertook this benchmarking research to provide critical insights into how savvy bio-pharma digital marketers are enhancing the medical and commercial potential of new products, improving alignment with brand teams, acquiring and training new digital marketers, managing service delivery for key programs and optimizing insource vs. outsource mix.
Download Full Report: http://bit.ly/2gnXrIu
A study on role of social media marketing in promotion of products and servicesPriyansh Kesarwani
This document summarizes a presentation on a project report about the role of social media marketing in promoting products and services. The presentation includes an introduction to the topic, the significance of studying this topic, a literature review on social media usage and trends, a profile of the company studied, the objectives and methodology of the research project, findings from data interpretation, and conclusions. The research aimed to understand customer perceptions and behavior regarding social media marketing and digital promotion of products and services.
Eloqua research: Defining the modern marketer (webinar slides 6-28-13) B2B Marketing
The document discusses the changing role of modern marketers based on a survey of 205 marketers. Some key findings include:
- Digital marketing is becoming more dominant and the modern marketer focuses on content, brands, and lead generation.
- Measuring ROI is key but marketers report only fair satisfaction with current tools.
- The ideal marketer focuses on targeting and engagement while actual marketers are lacking in analytics and marketing technology.
- UK marketers rate themselves lower than US counterparts and place more value on marketing automation.
This report presents the findings of Inbound Marketing research, providing all marketers with a useful set of benchmarks to compare their use of these approaches.
ppt on Comparative study in between traditional and digital marketing.Khushpreet Singh
Digital marketing is becoming more popular than traditional marketing techniques. The document compares traditional marketing approaches like print advertising, billboards, and radio to digital approaches like social media, email, and content marketing. A survey found that most companies are allocating more of their marketing budgets to digital techniques and are seeing better returns. While traditional marketing is effective, digital marketing allows companies to reach larger audiences globally and track effectiveness more easily through analytics.
The document discusses key findings from a survey of over 1,000 marketing professionals about data usage, customer journeys, and business impacts. Some key findings include:
1. First-party data makes up 75% of companies' data on average, but only around half are using it for personalization and marketing automation.
2. Audience segmentation and customer journey mapping are popular data-driven activities, but linking online and offline data remains a challenge.
3. Organizational silos, lack of resources, and technical complexity are major barriers to a unified customer view.
4. Most companies remain focused on individual channels rather than integrated customer journeys. Mobile and social priorities often outpace data and measurement
Technology for Marketers: Are you Engaging Effectively? Ruder Finn UK Ltd
Ruder Finn has been working in partnership with Brand Republic to conduct research among marketers into whether their involvement in technology buying decisions has and will increase, and what their views are on the existing marketing messages that they see emanating from technology providers. The resulting report, “Technology for Marketers: Are you Engaging Effectively?”, makes interesting reading for technology companies and marketers alike, particularly those looking to target decision makers in the marketing department.
El documento presenta el plan de trabajo de un curso sobre e-fidelización de clientes. El curso abarca temas como modelos de negocio, segmentación de clientes, programas y métricas de fidelización, y engagement móvil. Incluye fechas de sesiones sobre estas temáticas así como presentaciones grupales y entrega de resúmenes ejecutivos.
El documento presenta el plan de trabajo de un curso sobre e-fidelización de clientes. Incluye las fechas y temas de cada sesión, como modelos de negocio, segmentación de mercados, audiencias digitales, métricas de fidelización y presentaciones grupales. El objetivo es enseñar estrategias para retener clientes a través de canales digitales.
El documento presenta el plan de trabajo de un curso sobre e-fidelización de clientes dictado por el profesor Carlos Rojas A. El plan incluye las fechas y temas de cada módulo, como modelos de negocio, segmentación, audiencias digitales y métricas de fidelización. También se detalla un trabajo grupal sobre el mapeo de la empresa y presentaciones grupales al final del curso.
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El documento presenta conceptos clave sobre estrategia y modelos de negocio. Explica que toda propuesta de valor debe responder a las necesidades, la aproximación, los beneficios y la competencia (NABC). Además, enseña sobre la importancia de entender al cliente a través de un mapa de empatía que identifica lo que ve, piensa, siente y hace para desarrollar una propuesta de valor acorde a sus necesidades.
El documento presenta los elementos clave de un modelo de negocio según Alex Osterwalder. Explica los 9 bloques que componen un modelo de negocio: segmentos de clientes, propuesta de valor, canales, relación con clientes, flujos de ingresos, recursos claves, actividades claves, asociados claves y estructura de costos. Cada bloque describe aspectos importantes a considerar para desarrollar con éxito el modelo de negocio de una organización.
Ec. internacional clase 19 medioambienteCarlos Rojas
El documento resume varios conflictos ambientales en Chile relacionados con proyectos de industrias extractivas y energéticas. Describe conflictos en cada región del país, incluyendo proyectos mineros, plantas termoeléctricas, salmonicultura y proyectos hidroeléctricos. Las comunidades locales se oponen a estos proyectos debido a preocupaciones sobre la contaminación y sus efectos en la agricultura, pesca, turismo y sitios sagrados. También menciona los intereses detrás de la controversia ambiental y da algunas recomend
Ece ua publi123 marketing estratégico - pp unidad 03 - carlos rojas - prima...Carlos Rojas
Este documento presenta una clase sobre ventaja y estrategia competitiva. Explica conceptos como posicionamiento competitivo, análisis competitivo, fuentes de ventaja competitiva y estrategias genéricas. El profesor Carlos Rojas discute cómo las empresas pueden crear una posición única y cómo mantener una ventaja a largo plazo a través de la diferenciación de productos o servicios.
Este documento explica diferentes métodos para evaluar financieramente proyectos de inversión, como flujos de efectivo, período de recuperación, tasa interna de retorno (TIR) y valor presente neto (VPN). El período de recuperación solo mide riesgo y liquidez, mientras que la TIR y VPN son mejores indicadores. El VPN evalúa el valor absoluto generado y es el método preferido, ya que muestra si un proyecto crea o destruye valor para el inversionista.
19 marketing operacional-canales de distribucionCarlos Rojas
La clase discute los canales de distribución para la industria de la información. Explica que la información es un bien público que se distribuye a través de medios físicos como redes. Las redes tienen infraestructura, operador y contenido. Los canales de distribución conectan productores y consumidores a través de intermediarios como mayoristas y minoristas. Las empresas deben diseñar canales para satisfacer clientes y objetivos de la empresa.
Este documento resume los objetivos y métodos de determinación de precios. Explica que el precio debe alinearse con la estrategia corporativa y cubrir los costos fijos y variables para alcanzar el punto de equilibrio. También describe estrategias como competencia en precios frente a no precios, descuentos, y precios según la ubicación geográfica.
El documento habla sobre los productos y servicios de medios. Explica que existen dos tipos de productos mediáticos: creaciones únicas como películas y libros, y creaciones continuas como revistas y series de TV. También describe las diferencias en la oferta y demanda de estos productos, así como factores como los costos, la distribución, las marcas y los modelos de negocio de empresas como los periódicos.
El documento habla sobre la segmentación y posicionamiento en el marketing. Explica que la segmentación es dividir el mercado en grupos homogéneos según criterios como geográficos, demográficos o de comportamiento. Luego se elige un mercado meta para enfocarse. El posicionamiento es diseñar la oferta para ocupar un lugar claro en la mente de los consumidores basado en una estrategia de diferenciación. Finalmente, se implementa la mezcla de marketing para influir en los canales y consumidores.
La comunicación empresarial cumple funciones como informar, persuadir y recordar a los consumidores. La publicidad y promoción usan métodos como ventas personales, publicidad, relaciones públicas para desplazar la curva de demanda y aumentar las ventas. La mezcla efectiva de estas herramientas depende del público meta, objetivos, producto y recursos disponibles.
Del marketing transaccional_al_marketing_relacionalCarlos Rojas
Este documento discute la transición del marketing transaccional al marketing relacional. El marketing transaccional se centra en los intereses individuales de cada parte, mientras que el marketing relacional busca maximizar el valor conjunto de la relación a largo plazo. El establecimiento de relaciones a largo plazo con clientes leales es clave para la ventaja competitiva de una empresa. Además, los cambios en la competencia y el comportamiento del consumidor están modificando la situación tradicional de los canales de distribución.
Ece ua publi123 marketing estratégico - pp unidad 03 - carlos rojas - prima...Carlos Rojas
El documento presenta una clase sobre la venta mayorista y minorista. Explica que la venta minorista implica la venta directa a consumidores, mientras que la mayorista implica la venta a intermediarios para revender. Detalla los diferentes tipos de detallistas según servicios ofrecidos, líneas de productos y precios. También cubre los tipos de mayoristas y sus funciones como promover, transportar y financiar productos. El objetivo es comparar las decisiones operacionales de detallistas y mayoristas.
Ece ua publi123 marketing estratégico - pp unidad 03 - carlos rojas - prima...Carlos Rojas
Este documento resume una clase sobre estrategias de comunicación. La clase discute las herramientas del mix de comunicaciones, los beneficios del marketing integrado, y los pasos para desarrollar una comunicación eficaz, incluyendo identificar el público meta, determinar objetivos, diseñar un mensaje, seleccionar medios, y retroalimentación. También cubre el papel de la publicidad y la promoción, y las funciones de la comunicación de marketing.
Ece ua publi123 marketing estratégico - pp unidad 03 - carlos rojas - prima...Carlos Rojas
Este documento resume una clase sobre publicidad y promoción. La clase discute las herramientas del mix de comunicaciones, los beneficios del marketing integrado, y los factores que afectan el diseño de la promoción. También cubre el papel de la publicidad y la promoción, las funciones de la comunicación, y los pasos para desarrollar una comunicación eficaz.
Ece ua publi123 marketing estratégico - pp unidad 03 - carlos rojas - prima...Carlos Rojas
Este documento resume una clase sobre estrategias de comunicación. La clase discute las herramientas del mix de comunicaciones, los beneficios del marketing integrado, y los pasos para desarrollar una comunicación eficaz, incluyendo identificar el público meta, determinar objetivos, diseñar un mensaje, seleccionar medios, y retroalimentación. También cubre el papel de la publicidad y la promoción, y las funciones de la comunicación de marketing.
Este documento presenta una propuesta mínima para un plan de negocios de una empresa de comunicaciones. Incluye secciones para definir y justificar el negocio, analizar el mercado y la competencia, establecer estrategias de marketing y posicionamiento, detallar la operación y administración, y presentar información financiera y legal. El objetivo es proporcionar una guía para el desarrollo de un plan de negocios completo que describa y justifique comercialmente el nuevo proyecto empresarial.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
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Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
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The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...ABHILASH DUTTA
This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
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Building Your Employer Brand with Social MediaLuanWise
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1. The State of Marketing 2011:
Unica’s Annual Survey of Marketers
Unica, an IBM Company | www.unica.com 1
2. MARKETING SUCCESS STARTS WITH U™
MARKETERS SEE THE OPPORTUNITIES,
YET ARE LESS CERTAIN ABOUT HOW TO SEIZE THEM
The opportunity to understand what marketers are thinking and doing during a period of unprecedented change and increasing expectations has made Unica’s Annual Survey of
Marketers a must read. Last year, Unica’s survey revealed the following key concerns among marketers: an overall shift to online marketing, a greater emphasis on website
personalization, and a general dissatisfaction with IT support for marketing’s technology needs. This year, the survey found continued interest in many of the same issues, plus a more
urgent need to turn data into action, increasing recognition of mobile’s marketing power, and a desire for more integrated technology solutions.
Our current report is based on a survey of almost 300 online and direct marketers who:
• Represent a comprehensive mix of companies by location, revenues and industry. All responding companies report more than $100M in annual revenue; the largest block
(54%) reports $1B or more per annum.
• Assume responsibilities across the complete spectrum of marketing roles; over one third (35%) are marketing executives.
• Play some role in the purchase of technology, whether it’s to authorize, recommend, review, or evaluate technology needs and options.
To monitor trends, many of the survey questions have been carried over from last year. But in response to new developments – such as the maturing of social media and mobile
marketing, and the increased recognition of the need for interactive marketing – the survey posed nine new questions, opening fresh areas of insight.
Snapshot of key findings:
• Marketers Seem Ready to Bridge the Gap Between Analysis and Action – This year, “measurement, analysis and learning” overtook “IT support of marketing needs” as
the #1 marketing bottleneck. And after years of analysis paralysis, respondents identified “turning data-into-action” as their #1 organizational issue.
• Marketers Believe Technology Can Ease Their Pain – Over half also cited technology as the key to productivity. Without question, marketers see technology as vital to
resolving the challenges of meaningful measurement and analysis and choosing the next best course of action – more so than additional staff or agency support.
• Demand for an Integrated Marketing Suite Continues to Grow – As marketing’s need for technology grows and technology adoption matures, there is a corresponding
concern with integration – 87% of marketers express interest in a marketing suite that is better integrated.
• Marketers Believe in Interactive Marketing, but Have More Progress to Make Toward this Vision – While responses suggest that interest in achieving truly integrated
cross-channel dialogs with customers is high, nearly half of survey participants report that they are only partially achieving that goal. The key barrier? Organizational
structure and internal processes. Regardless, 57% report the adoption of inbound marketing methods (personalized targeting/messaging) in their web channels.
• Web Data Is Highly Prized, but Putting It to Work in Campaign Decisioning Still Lags– Here’s a paradox: 92% of marketers appreciate the value and importance of web
data, yet half or less apply that data to customer analyses and campaigns. And of those that do, less than a third believe their efforts are very effective.
• Online Marketing Is Pervasive but Fragmented – Email is pervasive, but nearly three-quarters of respondents complain that their email data is either not integrated with
other customer data, or that the integration is mostly a manual effort. Paid search remains immature, with only a little more than a quarter adopting any software to manage
keyword bids. Nearly a quarter of those who have adopted a solution simply rely on free tools. Indeed, respondents indicated that search isn’t very well integrated with
overall marketing efforts.
• Social Media Marketing Experiences Growing Pains – Once again, social media remains the reigning champion among emerging marketing channels, leading the way
with 53% current usage. But marketers’ enthusiasm is burning less brightly than last year, suggesting that we have passed the peak of inflated expectations and are focused
on finding the value that social channels can yield.
• Mobile Marketing Continues to Rise – Consumers are rapidly adopting connected mobile devices and smart marketers are aggressively following their audience. 43% of
respondents say they currently use the tactic, with another 23% planning to do so within a year. Yet, as with other tactics, today’s efforts are largely not well integrated with
other marketing efforts.
Unica, an IBM Company | www.unica.com 2
3. MARKETING SUCCESS STARTS WITH U™
MARKETERS’ CHALLENGES AND VIEWS TOWARD TECHNOLOGY
Measurement, Analysis & Learning Overtakes IT as the Most Pervasive Bottleneck
This year, “measurement analysis & learning” moved into the lead spot as the biggest bottleneck marketers face within their organizations, holding a solid ten percentage-point
advantage over 2010’s number one, “IT support of marketing technology needs.” Also noteworthy is the sharper distinction of priorities this year, with a range of 57% at the top to 31%
(for “channel execution & delivery”) at the bottom. Last year, the numbers were more closely clustered together, but clearly in 2011, the demarcations are more pronounced,
suggesting that marketers have sharper clarity about their priorities.
Figure: Ranking of Top 3 Bottlenecks in the Marketing Process
Q. Of the following marketing processes, rank the three that represent the biggest bottlenecks within your marketing organization.
Base: Total Sample (279 Respondents)
Unica, an IBM Company | www.unica.com 3
4. MARKETING SUCCESS STARTS WITH U™
Top Issues: Turning Data-Into-Action, Attribution and Contact Management
When asking marketers about their key issues, this year’s survey changed one of the answer options on the questionnaire from “measuring results and increasing effectiveness” to
“attributing success to marketing”. While a subtle yet distinctive shift in perspective, the option struck a nerve, and attribution took one of the top spots. At the same time, “turning data
into action” leapt into the lead, but was clearly a more urgent cause for North American marketers than European. “Determining optimal channel and contact frequency” – an issue that
ranked fairly low in the previous survey was also in the top. Interestingly, despite the buzz and media hype, social media pulled in dead last with only 19%.
Figure: Ranking of Top 3 Important Issues to Marketers
Q. Of the following issues, rank the three most important for your marketing organization to address.
Base: Total Sample (279 Respondents)
Unica, an IBM Company | www.unica.com 4
5. MARKETING SUCCESS STARTS WITH U™
Marketers Believe Technology Is the Best Way to Ease Their Pain
As they say, recognizing a problem is the first step toward solving it. Marketers don’t just have issues and bottlenecks; they are opinionated about how to solve them. When asked
about which of three choices could most improve marketing productivity – technology, staff or external support – technology was top worldwide. Given the current global penchant for
outsourcing and the need for new skill development in many marketing organizations, it should come as no surprise that technology is viewed as the best hope for further improving
productivity.
Faith in technology is stronger, however, in North America than in Europe, where there is greater interest in external agency support.
Figure: Increasing Marketing Productivity
Q. Which of the following do you feel could most increase your marketing organization’s productivity?
Base: Total Sample (279 Respondents)
Unica, an IBM Company | www.unica.com 5
6. MARKETING SUCCESS STARTS WITH U™
ADOPTION OF MARKETING TECHNOLOGY
Looking for Help, Marketers Adopt a Wide Variety of Technologies
Not surprisingly, topping marketers’ list for adoption over the next year is social media monitoring tools at 26%. This is both a reflection of the mindshare that social media continues to
hold and a sign that marketers are looking for ways to measure and prove the value of this emerging channel. A series of technologies to help marketers optimize interactions with
customers follows, including cross-channel interaction management, contact optimization, and web targeting. These technologies are the cornerstone of good interactive marketing.
Web analytics and email are the technologies mostly likely to have been already adopted, followed by web content management, campaign management, and eCommerce. For each
of these technologies, more than 50% of marketers say they are already using them. Despite the widespread adoption of these technologies, sophistication of use varies considerably.
Later sections of the survey results provide additional details on marketers’ attitudes toward and plans for many of these technologies.
Figure: Marketing Technology Adoption
Q. Which of the following marketing software categories does your company currently use or is planning to use?
Base: Total Sample (279 Respondents)
Unica, an IBM Company | www.unica.com 6
7. MARKETING SUCCESS STARTS WITH U™
Demand for a More Comprehensive and Integrated Application Suite Grows
As channel options grow rapidly, marketers feel a growing need for software that breaks down barriers and facilitates coordinated marketing efforts. Forrester has posed a question
regarding integration in its Marketing Technology Adoption survey for several years – in 2006, only 77% of respondents agreed or strongly agreed with the need for a full-blown
1
applications suite . Our subsequent surveys find that that this number has grown significantly to where 87% now believe a more integrated software suite would help improve
marketing effectiveness. And the interest is global: there is no statistical difference between respondents in North America and Europe.
Figure: The Need for a Marketing Suite
Q. Indicate your level of agreement with the following statement: “Marketing software is too siloed and missing important tools. As a result, marketing needs a more comprehensive
and integrated application suite of marketing software in order to improve its effectiveness”
Base: Total Sample (279 Respondents)
1
Anderson, Elana. “Marketing Technology Adoption 2006,” Forrester Research, June 28, 2006
Unica, an IBM Company | www.unica.com 7
8. MARKETING SUCCESS STARTS WITH U™
INTERACTIVE MARKETING SUCCESS
What Is Interactive Marketing? More than Half Are on the Path to Interactive Marketing
Simply put, it’s the meaningful alternative to imposing messages on customers that Each of the trends in this survey isn’t taking place in isolation. Interactive Marketing
they no longer want to hear. Consider: bridges these trends to facilitate customer awareness, centralized decisioning, and
execution across channels. Most marketers understand the need to create cross-
• Marketing channels are evolving at a breakneck pace: As channel dialogs and embrace Interactive Marketing. Yet, when asked about their
traditional and “push” strategies decline in effectiveness, it is increasingly current practices, a mere 10% say they have completed their Interactive Marketing
difficult to make an impact. journey. The good news? Half of marketers say they are currently integrating across
some channels. Over the next year, savvy marketers will increase their adoption of
• Virtually every marketing channel is more addressable: Nearly all
Interactive Marketing and expand the number of channels they include in this
marketing channels, particularly emerging mobile and social channels,
orchestrated strategy.
enable individualized communication – messages and content that are
relevant to customer needs
Figure: Interactive Marketing Adoption
• Your customers are increasingly in control: Customers can move rapidly
between a variety of online and offline channels numerous times before Q. “Interactive Marketing” engages each customer and prospect in a cross-channel
making a buying decision, shifting the balance of power in their favor dialogue that builds upon their past and current behavior, across inbound and
outbound, and online and offline channels. What is your company doing or planning to
To adapt to this changing landscape, you need to shift away from traditional marketing do with “Interactive Marketing”?
approaches and adopt "Interactive Marketing” that:
• Builds upon past behavior
• Adapts tactics based on current behavior, context, and each customer’s
reaction to each new message
• Consistently delivers the most compelling message to each customer, at the
perfect moment, through the right channel – across inbound and outbound,
online and offline, or traditional and emerging
Base: Respondents who know what their company is doing in “interactive marketing”
(263 Respondents)
Unica, an IBM Company | www.unica.com 8
9. MARKETING SUCCESS STARTS WITH U™
Marketers Are Confident Interactive Marketing Can Healthy Adoption of Marketing during Customer-Initiated
Deliver ROI Interactions
When asked about what was slowing Interactive Marketing progress, more than half of No one needs to sell marketers on the significance of inbound marketing. When asked
respondents identified organizational structures. Marketers also felt that their existing about personalizing messages in customer-initiated interactions, most marketers are
systems and data were too disparate. Not at the top of their list – lack of budget, currently engaged in the effort, especially when it comes to the website and customer
uncertain ROI or high cost. service/call centers.
Figure: Ranking of Top 3 Barriers to Adopting Interactive Marketing Figure: Inbound Marketing Adoption by Channel
Q. Of the barriers to achieving “interactive marketing” listed below, rank the three Q. Is your company delivering or planning to deliver targeted/personalized messages
biggest barriers that your marketing organization experiences, with “1” being the in customer-initiated interactions (e.g., website, physical store/branches, call center)?
biggest barrier; “2” being the second biggest barrier; and “3” being the third biggest
barrier.
Base: Respondents answering familiar with the concept of "interactive marketing" and
interactive marketing is appropriate for their business (223 Respondents)
Base: Respondents who know what their company is doing in the respective channel
(225-272 Respondents)
Unica, an IBM Company | www.unica.com 9
10. MARKETING SUCCESS STARTS WITH U™
VALUE, USE, AND EFFECTIVENESS OF WEB DATA
Marketers Appreciate the Value of Web Data
The first in a series of three web data questions reveals an unmistakable portrait of admiration: by overwhelming margins, marketers believe individual online data regarding visitors
and their behavior is important when performing customer analytics and when making decisions about marketing offers and campaigns.
Figure: Value of using Web Data in Customer Analytics and Decisioning
Q. How valuable do you think it is to use data about individual online visitors and their behavior on your website (such as what pages they visited, what links they clicked on, how long
they stayed on your site) when (a) performing customer analytics (b) making decisions about marketing offers and campaigns
Base: Total Sample (279 Respondents)
Unica, an IBM Company | www.unica.com 10
11. MARKETING SUCCESS STARTS WITH U™
…But Struggle to Put Web Data to Use
Marketers may talk the talk, but they struggle to walk the walk. Despite appreciation for the value of web data, half or less of respondents say they currently use data regarding
individual online visitors/behavior to perform analytics or make decisions regarding offers and campaigns. About one-third plan on doing both in the next twelve months. Surprisingly,
14% have no plans to use this data at all.
Figure: Use of Web Data in Customer Analytics and Decisioning
Q. Is your company currently using or planning to use data about individual online visitors and their behavior on your website (such as what pages they visited, what links they clicked
on, how long they stayed on your site) when (a) performing customer analytics (b) making decisions about marketing offers and campaigns
Base: Respondents who know what their company is doing for (a) analytics, 263 respondents, and (b) making decisions about marketing offers and campaigns, 259 respondents
Unica, an IBM Company | www.unica.com 11
12. MARKETING SUCCESS STARTS WITH U™
Even Those Who Leverage Web Data Are Not Confident about its Effective Use
When it comes to analytics and campaigns, most marketers – by significant margins – said they were only “somewhat effectively” leveraging online visitor data. Less than a quarter
(24% for analytics, 20% for campaigning) believed they were using it “very effectively,” and a slightly smaller group reported that their attempts to use web data were either marginally
effective or not effective at all.”
Figure: Effectiveness of Web Data in Customer Analytics and Decisioning
Q. How effectively is your company leveraging data about your online visitors and their behavior on your website (such as what pages they visited, what links they clicked on, how long
they stayed on your site) when (a) performing customer analytics (b) making decisions about marketing offers and campaigns?
Base: Respondents whose company are using web data for (a) analytics, 132 respondents, and (b) making decisions about marketing offers and campaigns, 106 respondents
Leveraging the Value of Web Data: How to Get Started
Putting web data to work may seem overwhelming, but getting started can be easy. Begin by tackling the following four key steps:
1. Watch and learn: See what your customers actually do while they’re on your site to discover what they want right now. Use this information to build individual profiles of
website visitors.
2. Integrate your sources: You have one marketing goal, but your data sources are as fragmented as your tactics. Bring key metrics from the website and other customer
information together for more comprehensive customer profiles.
3. Determine the optimal action: What’s next for each customer? Use these new profiles to better match marketing messages to customers. For example, remarket to
customers that abandon shopping carts or registrations.
4. Centralize decisioning: Instead of isolated command areas (like website, mail, call center, etc.), bring all your tactics under one centralized decision-making authority that
follows customers across channels.
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13. MARKETING SUCCESS STARTS WITH U™
What’s Inhibiting Progress for Web Data? Disparate Systems and Data
Marketers are bullish about web data, yet recognize shortcomings in their ability to realize its full value. What’s preventing progress? Just like last year, respondents report that
integration is their key challenge. While 60% of North American marketers identified integration as their key challenge, only 36% of Europeans agreed. Across the board, high costs,
ROI and lack of budget all fell 15-20 percentage points in importance year over year, so money definitely is no longer the gating issue. Plagued by legacy systems and disparate data
sources, marketers continue to struggle with integration (perhaps yet another reason why they look to technology advances to ease their pain.)
Figure: Ranking of Top 3 Barriers to Integrating Online Data and Offline Data
Q. Of the potential barriers listed below when integrating online data (such as what pages visited, what links clicked on, length of time on your site) and offline data (such as
demographic or purchase/transaction data), please identify and rank the top 3 barriers to your marketing organization.
Base: Respondents who are familiar with the concept of integrating online and offline data, who say integrating online and offline data is appropriate for their business, and who had a
response (204 Respondents)
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14. MARKETING SUCCESS STARTS WITH U™
ONLINE MARKETING ATTITUDES, ADOPTION, AND OBSERVATIONS
Email Adoption Is Healthy… …But Email Is Not Well Integrated with Data Sources that Could
Improve Targeting and Relevance
Our question about marketing technology usage revealed that email is one of the most
widely adopted technologies. Further analysis shows that adoption in Europe lags While everybody uses email, batch and blast is still the most prevalent approach. But
significantly behind North America, but email still remains a top choice for online highly targeted and relevant email requires integration of email subscriber lists with
marketing. other data sources. Unfortunately, nearly two-thirds of respondents indicated that their
email data is either not integrated with other customer data or is manually integrated.
Figure: Email Adoption Notably, Europe outpaces North America in email automation.
Q. Which of the following marketing software categories does your company currently Figure: Email Integration
use or is planning to use? (Email)
Q. For your company’s email marketing, how integrated is your email data with your
other customer data?
Base: Respondents who know how their email data is integrated with other customer
Base: Total Sample (279 Respondents) data (264 Respondents)
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15. MARKETING SUCCESS STARTS WITH U™
Adoption of Search Bid Management Software Lags Behind Outsourcing and Free Tools Trump More Integrated Approaches
Investment in Paid Search to Paid Search
Online marketers spend more on paid search than any other type of online media. Yet Marketers have grasped the importance of paid search as a marketing tactic, and are
most firms rely on external agencies or tools provided by the search engines to investing heavily in it. Paying an agency do the hard work often seems like a good
manage their keyword spend. As a result, marketers have very little visibility into how choice with limited in-house skills and rapidly evolving best practices, and free tools
their investments are paying off, and they have no way to determine which terms might seem “good enough.” However, this is just one more example of marketers’
generate more impact than mere site referrals. Integrating search bid management struggle to fully understand the importance of integrating the right data. By relying on
with web analytics and marketing execution tools helps marketers understand which services and free tools, marketers pay the price in significant lost opportunities, for
search terms generate desired actions, conversions, value and even the most example:
desirable customers.
• Closing the loop to understand SEM value: Free tools have limited analytical
Figure: Adoption of Search Bid Management Software power, lack customer level granularity, and have no integration into other
marketing and transactional systems. These tools fail to capture the true impact,
Q. Which of the following marketing software categories does your company currently in conversions and customer value, of various search terms. Therefore it is
use or is planning to use? (Search Bid Management) impossible to close the loop and understand the value of the customers that
these efforts deliver.
• Integration into cross-channel marketing campaigns: All the free services are
stand-alone tools that operate outside of your marketing systems. Lessons
learned from keyword data (revealing consumer behavior and intentions) remain
isolated from your other marketing channels.
Figure: Managing Bidding for Search Engine Keywords
Q. How does your company manage bidding for search engine keywords (select all
that apply)?
Base: Total Sample (279 Respondents)
Base: Respondents who know how their company is managing their search bids
(167 Respondents)
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16. MARKETING SUCCESS STARTS WITH U™
Search’s Integration with the Rest of Marketing only Partially
Complete
Respondents exposed a lack luster record of search engine marketing integration with
other marketing campaigns and programs. Less than half said it was “somewhat
integrated” and almost as many indicated that it wasn’t integrated. Only 10% claimed
“very integrated” for their company’s efforts.
Figure: Search Engine Integration with other Marketing Programs
Q14. How integrated is your company’s search engine marketing with other marketing
campaigns and programs (select one response)?
Base: Respondents who know how their search is integrated with marketing
(235 Respondents)
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17. MARKETING SUCCESS STARTS WITH U™
EMERGING MARKETING CHANNELS
Marketers Continue to Adopt Emerging Channels with Enthusiasm
Across the board, adoption of emerging channels increased over last year. Why the interest? Frankly, marketers are under intense pressure to accomplish more with less. Online
channels, with low cost barriers, are an attractive way to complement traditional marketing efforts. More importantly, when the emerging channels are backed with systems for
capturing, managing and distributing crucial data regarding customer/prospect behavior, they become golden opportunities for personalizing marketing campaigns and reaching
individual customers with more timely, more relevant messages.
Figure: Emerging Marketing Channels
Q. Which of the following marketing tactics is your company currently using or planning to use?
Base: Respondents who know what the respective channel is and what their company is doing in it (248-256 Respondents)
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18. MARKETING SUCCESS STARTS WITH U™
Social Media Will Experience Growing Pains North American Marketers More Willing to Embrace Social
Media
This year, social media is no longer the adorable baby everyone wants to hold, but the
angst-filled adolescent – still immature yet no longer cute – who inspires mixed North America marketers’ use of social media channels outpaces European usage by
feelings. All things social continue to hold intense interest, with 53% of marketers over 30 percentage points. In fact, European skepticism seems to run deep: nearly
currently applying it to their marketing efforts. But as tactics rise and fall, a more one in four European respondents says they have no plans for social media
sophisticated approach is emerging. Instead of thinking tactic by tactic, marketers are whatsoever.
beginning to think strategically across three major areas of social content: owned
(what they create), earned (what customers create), and paid (what marketers spend Figure: Social Media Adoption by Geography
money for).
Q. Which of the following marketing tactics is your company currently using or
Figure: Social Media Marketing Adoption planning to use? (Social)
Q. Which of the following marketing tactics is your company currently using or
planning to use? (Social)
Base: Respondents who know what social media tactics are and what their company
is doing in it (254 Respondents)
Base: Respondents who know what social media marketing is and what their company
is doing for it (254 Respondents)
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19. MARKETING SUCCESS STARTS WITH U™
3rd Party Social Network Sites Are the Most Popular Social Tactic
rd
With big brand names such as Facebook and LinkedIn, it’s no accident that 3 party social networking sites rank highest on the list of social media marketing options at 60%;
microblogging, social sharing links, and blogs are all also popular. On the far leading edge, location-based services, currently only used by 20% of marketers, represent the
convergence of social and mobile marketing. Look for this area to heat up in the coming months. While adoption is low today, as marketers grasp the profound opportunities to add
location to campaign decisioning to offer location-aware offers, they will further improve the ability to deliver more relevant, revenue-enhancing marketing messages.
Figure: Use of Social Media Marketing Tactics
Q. Which of the following social media marketing tactics is your company using or planning to use?
Base: Respondents who know what each social media marketing tactic is and what their company is doing in it (166-211 Respondents)
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20. MARKETING SUCCESS STARTS WITH U™
Like Many Online Channels, Social Tactics Are Siloed
The survey exposed similar integration challenges with email marketing and paid search. But in the case of social media, program integration varied considerably across tactical
options. At 56%, “social sharing links in email and web offers” shows real traction with integration, while company-hosted communities and Twitter are the most widely orphaned social
tactics.
Figure: Integration of Social Media Marketing Tactics
Q. How integrated are the tactics below with other company marketing campaigns and programs?
Base: Respondents who know what each social media marketing tactic is and how it is integrated (29-112 Respondents)
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Few Companies Measure Success of “Owned Media” The Three Types of Media Marketers Must Manage
rd
Given the popularity of 3 party social networking sites, tracking the reach of Survey participants were explicitly asked about “owned” content, but to secure a
company-created or “owned” media should be a priority. Nearly 40% of respondents complete picture of a company’s media landscape, you may want to pull back and
rd
say they use web analytics tools to measure owned media success on 3 party sites. assess your strengths among all three kinds of content:
Another third report plans to do so in the coming year, while the remainder either have
no plans, or distant plans. 1. Owned: Media, content, and channels that the company directly delivers,
has control over, or owns. For example:
Using Web Analytics for Owned Media o Traditional – direct mail, call center, branch/store,
ATM/kiosk/POS
Q. “Owned media” is content your company creates and publishes online to your o Digital – email, website, microsites, blog, Facebook
websites, microsites, blogs, Facebook page, etc. Is your company using a web
rd rd
analytics tool to measure “owned media” that is posted on 3 party sites like 2. Earned: Media, content, and channels that are delivered through a 3 party
Facebook? without exchange of payment. While your control factor is low, credibility is
high. Examples include:
o Traditional – public relations generated news, analyst coverage
o Digital – Twitter, blogs, product reviews
3. Paid: The most familiar terrain for most marketers; this is media, content,
rd
and channels that are delivered through a 3 party or intermediary in
exchange for payment. For example:
o Traditional – TV, radio, print, out-of-home
o Digital – display ads, PPC, sponsored content
Base: Respondents who know what this software is and what their company is doing
with regard to it (147 Respondents)
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Most Marketers Say They Are Using or Plan to Use Social The Value of Including Social Dimensions in Segmentation
Segmentation
Are all customers alike? No, yet too many social media strategies treat their audiences
According to the survey, close to 70% of participants either use or soon plan to use as one, undifferentiated mass. Marketers should collect social media data and
social media data in their segmentation. Only 15% have no plans to include social attributes in their customer profiles and use this information to enrich segmentation
attributes in their segmentation. strategies. Social data compliments traditional demographic and transactional data
and the web behavioral data with insights into likes/dislikes, interests, and brand
Social Segmentation disposition.
Q. Is your company using social media data in your customer and prospect While social segmentation may seem complex, most marketers can begin with a
segmentation strategy to identify influencers or create social segmentation? simple framework:
1. Basic Level: Who is Active Where? For starters, you can determine which
of your customers use what social media channels (blogs, Twitter,
Facebook) and direct your content accordingly.
2. Intermediate: Recency, Frequency and Reach. Kick it up a notch by
targeting audiences with favorable indicators such as:
• Recency: Who posted, tweeted, or updated most recently?
• Frequency: Who contributes most often?
• Reach: Who has the broadest network of friends/followers?
3. Advanced: Influence. Create content specifically for the most influential
segment of your social network – those who may actively distribute your
material within their networks.
Base: Respondents who know what this is and what their company is doing with
regard to it (159 Respondents)
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Mobile Marches toward Greater Significance Apps Most Popular Mobile Marketing Tactic, Europe More
Bullish on Mobile Messaging
Overall, mobile marketing is picking up speed. During the last year, the Google mobile
platform has begun to mature, and as a result, has seen a huge uptake of Android Among the tactical options for mobile marketing, applications lead in popularity with
among handset-makers. Google and handset manufacturers are mounting a serious significantly more respondents indicating that they currently have or plan to deploy
threat to Apple’s dominance of the smart phone market. Not sitting on the sidelines, mobile apps. Mobile sites rank a close second. Perhaps reflecting the general head-
Apple countered with red-hot sales of its iPad, kicking off a new front in this battle – start Europeans have in mobile device penetration, they report a 43% current use of
the tablet market. Moreover, the deafening buzz surrounding near field communication mobile messaging.
(NFC)-based mobile payments is becoming hard to ignore. These factors, combined
with rising consumer adoption of smart phones, are a boon for marketers. As a result, Figure: Use of Mobile Marketing Tactics
over 40% of marketers are already using mobile marketing tactics, with an additional
quarter planning to use them this year. Q. Which of the following mobile marketing tactics is your company using or planning
to use?
Figure: Mobile Marketing Adoption
Q. Which of the following marketing tactics is your company currently using or
planning to use? (Mobile)
Base: Respondents who know what mobile marketing is and what their company is
doing for it (256 Respondents) Base: Respondents who know what each mobile marketing tactic is and what their
company is doing in it (173-201 Respondents)
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24. MARKETING SUCCESS STARTS WITH U™
Mobile Marketing Efforts Are Largely Siloed Web Analytics Tools Lead Mobile Measurement
Few marketers have reached the maturity stage at which mobile tactics are integrated So how do marketers measure mobile application/mobile website success? Web
with other marketing programs. Not surprisingly mobile email is the most integrated analytics tools have clearly emerged as the de facto standard. Unfortunately, 15% say
mobile tactic. they don’t measure their mobile marketing efforts.
Figure: Integration of Mobile Marketing Tactics Figure: Analytics for Mobile Websites and Mobile Applications
Q. How integrated are the tactics below with other company marketing campaigns and Q. What tools is your company using to measure its mobile websites or mobile
programs? applications?
Base: Respondents who know how their mobile website and mobile applications are
being measured (173 Respondents)
Base: Respondents who know what each mobile marketing tactic is and how it is
integrated (46-83 Respondents)
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25. MARKETING SUCCESS STARTS WITH U™
RESPONDENT PROFILES
Respondents Include a Wide Range of Industries, Geographies, and Sizes
The online and direct marketers who responded to the survey represent a wide range of industries. There are slightly more respondents from North America (60%) than from Europe
(40%); slightly more than half are from large companies that are above $1B in revenue.
Figures: Respondents by Industries, Geography, and Revenue
Figure: Respondents by Revenue Figure: Respondents by Industry
Figure: Respondents by Geography Figure: Respondents by Business Type
Base: Total Sample (279 Respondents)
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26. MARKETING SUCCESS STARTS WITH U™
Over One Third Are Marketing Executives, All Are Involved in the Respondents Are Responsible for a Broad Set of Marketing
Purchase Process Functions that Span Online & Offline Marketing
Figure : Respondents by Role Figure: Respondents by Responsibilities
Figure: Respondents’ Role in the Organization Figure: Respondents’ Responsibility by Marketing Function
Figure: Respondents’ Role in the Purchase of Technology Figure: Respondents’ Responsibility by Marketing Function
Base: Total Sample (279 Respondents)
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27. MARKETING SUCCESS STARTS WITH U™
CONCLUDING THOUGHTS
Will More Channels Lead to More Confusion – or to Greater Clarity?
The good news: The proliferation of electronic channels, from the now-familiar email to the new terrains of social and mobile media, has opened
up many more possibilities for meaningful communications with our customers.
The bad news: With rapid channel proliferation comes mass confusion. In an environment already suffering from information overload, each new
channel, tactic, and tool generates a flood of data that demands attention.
With data streaming from every direction, it’s no surprise that survey respondents named “turning data into action” as the number one issue
marketers need to address.
What’s a marketer to do?
First, take a step back to see the whole marketing picture, not just the latest hot tactic creating buzz. That’s why Unica is the proud sponsor of the
annual State of Marketing survey, a reflection of our hunger for genuine insight into the real-world experiences of today’s marketers.
But more importantly, we believe in an integrated, interactive approach to marketing that assembles all customer communications – in both
directions – into one centralized command system continually informed with real-time data and intelligence. We call it Enterprise Marketing
Management. Others might simply call it good, common sense in an age when customers are calling the shots – and every marketer must be
prepared to engage them on their terms.
In the year ahead, we invite you to learn more about how intelligence, integration, and interactivity can drive the results you’re working for. Take
the next step by visiting the Interactive Marketing Resource Center at http://www.theinteractivemarketingjourney.com.
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SURVEY METHODOLOGY
• 279 online and direct marketing professionals participated in Unica’s Annual Marketing Survey.
• Online surveys were completed in Q4 2010 within 2 geographic regions among Unica customers and prospective customers.
• North America represents respondents from the U.S. & Canada. Europe represents respondents from 8 European countries that are large
technology markets.
• The average survey response time was 15 minutes.
• All respondents were rigorously screened to ensure participation by the right respondents within the right companies according to the
screening requirements below:
o Responsible for marketing or IT dedicated to supporting marketing in at least one targeted marketing function: all marketing
functions; direct or database marketing; online marketing (e.g., email, SEM, display advertising), customer analysis, web analytics,
or marketing operations.
o Involved in the purchase process for marketing software.
o Work for companies with annual revenues of US $100M+ to represent both mid-size and large company markets.
• Sample sources for the study include: large research panels that are representative of the target market audiences for the study and Unica-
supplied sample of customers and prospects from their internal resources.
• 179 surveys were completed using the large random research panels and 100 surveys were completed from Unica-supplied sample sources
of customers and prospects.
• Surveys were conducted in English, French, German, and Dutch.
• The responses were weighted to better reflect actual market distributions as follows:
o 1st weighting the LT $1B (46%) & GE $1B (54%) company size segments at a region level to 2009 levels.
o 2nd weighting the regional splits by the 60% NA / 40% EU shares.
The incidence of the random research panel samples was 20%.
• To encourage study participation, Unica disclosed its sponsorship and offered respondents who completed a survey a copy of the survey
results and a choice of receiving cash or making or a charitable donation in their name to either UNICEF - the United Nations Children’s Fund
or to the World Wide Fund for Nature / World Wildlife Fund.
• The margin of error for this sample at the 90% confidence level with a 50% response is +5%.
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