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Accenture Interactive
Turbulence for the CMOCharting a path for the seamless customer experience
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Turbulence for the CMO: Charting a path for the seamless customer experience
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The price sensitivity ofclients is reducing marketingeffectiveness.CMO, UK transport and travel company
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Turbulence for the CMO: Charting a path for the seamless customer experience
Based on the 2012 Accenture Interactive
CMO Insights survey of more than 400 senior
marketers from 10 countries, CMOs need to:
Fundamentally change the marketing
operating model.
Build new skills internally.
Get the right set of partners.
Drive digital orientation throughoutthe enterprise.
Their ability to restructure the organization
and work horizontally to deliver seamless
and relevant customer experiences across
all touchpoints all day, every day, will be
essential to business survival.
Four Priorities fora Smoother RideTurbulence is the new normal for chief marketing officers(CMOs). In the face of increasing complexity in the marketsand customers they serve, CMOs are struggling to keep pacewith competing business demands, proliferating channels andpartners, and a disconnect between the talent they have and thecapabilities they need. But that doesnt mean senior marketerscant improve performance despite this challenging environment.
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Turbulence for the CMO: Charting a path for the seamless customer experience
Figure 1: More CMOs feel underprepared (%)
1-2 (not prepared) 3 4 5 (very well prepared)
2012
2011
2009
1348345
1749295
18393310
61%
66%
five-point decrease in preparedness
The Pressures on
As CMOs steer a course throughthe rough waters of todays globalmarketplace, one thing is certain:not enough feel prepared for the ride.
Nearly four in 10 CMOs say they donot have the right people, tools andresources to meet their marketingobjectives. Compared to responsesfrom Accentures 2011 study, thisis a five-percentage point drop inpreparedness (Figure 1).
Without a doubt, the pressures on. CMOs
face wave after wave of competing business
priorities, changing consumer behaviors
and higher customer expectations. All these
factors contribute to an environment made
more and more complex by:
1. Relentless demands.
In the three years since Accenture began
surveying CMOs in global companies
around the world,1none of the top business
priorities have declined in importance.
Profitable growth (87%) and operational
efficiency (85%) remain in the top positions,
followed closely by the need for organic
and inorganic growth and the agility to
capture opportunities quickly. So strong is the
pressure for growth and efficiency today that
marketers are being asked to support these
objectives considerably more than they are
being asked to cut marketing budgets (58%).
2. Higher stakes.
Customer issues maintain their dominance.For the third year in a row, requirements to
acquire and retain customers and increase
sales are the most important. As in previous
years, these customer challenges continue
to increase in difficultyby five to six
percentage points every year.
Across 15 enablers often used to support
customer centricity and sales, both
importance and difficulty increased in
2012. Among the new strategies on which
marketers were surveyed in 2012, seven outof 10 CMOs found these to be important:
Synchronize the end-to-end customer
experience, from marketing to sales
to service.
Enable agile, timely and relevant marketing.
Use data and technology for real-time
marketing impact.
Importance levels also increased for
efficiency-related factors, such as the need
to cut costs for the marketing workforce and
reduce non-payroll items. Six in 10 CMOs
found these areas important.
1CMO Insights, Accenture, 2010-2012.
(Marketing) has to changeto keep current customersand acquire more customers.
Marketing director, US bank
CMOs also found it much more difficult in
2012 to improve the efficiency of marketing
operations (up eight percentage points
over 2011) and improve their workforces
responsiveness to digital shifts and changing
consumers (up 10 percentage points over 2011)
3. Smaller share of wallet.
Although large majorities of CMOs saw
higher revenues (69%) and budgets (83%),
four out of 10 senior marketers also saw flat
or declining market share in 2012. This is
consistent with CMOs belief that it will be
harder to obtain and keep new customers
and sell more to existing ones.
4. Higher customer expectations.
Relevance is here to stay. According tosurvey respondents, consumers expectations
for relevant experiences are having the
longest-term impact on marketing strategy
(65%). However, as in 2011, consumers
still expect value, trust, quality and better
customer service, along with relevance
(Figure 2). Despite the apparent threat of
showrooming, a minority of CMOs (40%)
expect it to have a long-term impact.
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Turbulence for the CMO: Charting a path for the seamless customer experience
Highest to lowest
Long Term Impact
Accuracy
Trustable company
Becoming price-sensitive
Convenience to do business
Purchase via mobile device*
Accuracy of the following statementsin terms of customer expectations
Expect offers and interactions that are relevant*
Long term Impact onmarketing strategy
Better customer service
More innovative products or uniqueproduct features
Value for their money
7474
7274
6976
6967
41
32
69
7275
7070
7476
5661
6761
6762
67
6656
5960
47
40
6662
65
Visit our stores but purchase online*
Expectations for product quality
Long term Impact onmarketing strategy
56
61
6761
66
56
5960
47
40
65
6762
6761
6662
2012 Very important (4) & extremely important (5) 2011 Very important (4) & extremely important (5) * New item for 2012
Trustable company
Expectations for product quality
Becoming price-sensitive
Visit our stores but purchase online*
Expect offers and interactions that are relevant*
Better customer service
More innovative products or uniqueproduct features
Value for their money
74
74
7274
69
76
6967
41
32
69
7275
7070
7476
Accuracy of the following statementsin terms of customer expectations
Purchase via mobile device*
Convenience to do business
Figure 2:Relevance means the most to consumers (%)
62
61
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Turbulence for the CMO: Charting a path for the seamless customer experience
Customer EngagementMarketing OperationsDigital Orientation Offering Innovation
WeakestinIndustry/Un
important
Leadingedge/Essential
Customer Analytics
3.333.36
3.53
3.463.50
3.48
3.54
3.44
3.593.61
3.46
3.52
3.69
3.52
3.61
0.33
0.370.22
0.38
0.310.15
0.34
0.40
0.25
0.34
0.43
0.47
0.270.25
0.15
Importance 2009 Importance 2011 Importance 2012
Performance 2009 Performance 2011 Performance 2012Performance Gap
Figure 3: Digital orientation is weakest capability
The black hole of ROI
CMOs find it difficult to quantifymarketing return on investment (ROI).Nearly one in five score themselvesas below average in multichannel
attribution, correlating advertisingto sales, and measuring mediabuying effectiveness.
Despite these gaps, 26% of marketers
say they are best at building long-lasting
relationships with customers. How can CMOs
succeed with customers if they cant measure
the most effective strategies to use with
customers who are changing their behaviors
and interacting with brands differently?
The digital disconnect
In such a complex and unforgivingenvironment, CMOs capitalize onfive capabilities to improve theircompanys performance: offering
innovation, customer analytics, digitalorientation, customer engagementand marketing operations.
Of these five, digital orientation scores the
weakest performanceat the exact moment
when it needs to be the strongest. Digital
orientationwhich Accenture defines as
working across the organization to infuse
a digital focus in all business processes and
functionsis critical to achieving success
across virtually any marketing strategy.
However, digital orientation has the largestperformance gap (the spread between
performance and importance) among the
five marketing capabilities (Figure 3). CMOs
rate digitals importancein 2012 as the
lowest (3.76) of any capability over the
past three years, and they rate digitals
performanceeven lower (3.33).
Yet digital orientation can have a profound
impact on sales. The performance of digital
orientation in high-growth companies is
21% greater than in negative sales growth
companies (3.4 versus 2.8), even when
the degree of importance is fairly uniform(3.81 versus 3.57). CMOs in high-growth
companies have found a less turbulent
path by improving their digital focus.
Two-thirds of CMOs recognize the need to
work horizontally across the organization to
infuse a digital focus, but only 7% say their
efforts are leading edge. In fact, one in five
believes their companys digital focus is the
weakest in the industry due to inefficient
business processes, proliferating channels
and talent gaps.
Its a similar story when trying to engage
customers and create value through digital
channels. Two-thirds of senior marketers
feel it is an important capability to master.
Only 13% believe their performance
is leading edge, and 16% think its weak.
3.803.83
3.76
3.63
3.753.80
3.84 3.843.88
3.67
3.77
3.99
3.83 3.89
4.02
6
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Inefficient business practices togetherwith lack of funding and otherresources negatively affect all fivemarketing capabilities (Figure 4).
Inefficient business practices hit digital
orientation the hardest, cited by 22% of
CMOs. Working across the organization to
infuse digital awareness requires efficiency
in the business, so it is not a surprise that
CMOs face challenges in this area. Nor is it
surprising that 19% of CMOs say that digital
orientation suffers from a lack of integration
across the business.
The biggest barriers: inefficiency and lack of funding
Providing consumers with relevant
experiences will take an investment of
resourcesperhaps not incremental, just
a realignment and marshaling of resources.
While access to customer data is the lowest
barrier, it is possible that CMOs do not haveprocesses in place to identify the right data
needed to drive customer engagement.
Digital
Orientation
22
9
12
1819
5
15
Customer
Analytics
6
9
17
13
20
16
Offering
Innovation
78
14 13
18 18
Customer
Engagement
44
10
15 15
6
17
Marketing
Operations
5
10
16
13
7
Access to customer dataLack the required skills
Lack of critical technology/tools
Inefficient business practicesLack of funding/other resources
Lack of integration withother business functions
Dont know/not sure
Figure 4: The top two performance barriers (%)
Biggest barriers
Turbulence for the CMO: Charting a path for the seamless customer experience
7
8
19 1917
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Turbulence for the CMO: Charting a path for the seamless customer experience
As channels multiply, CMOs say they
are unsure how to maximize ROIacross channels. With a multitude ofchannels in playfrom face-to-facecustomer contact to paid searchCMOs find it increasingly complexto get the channel mix right. Forexample, two-thirds of marketersrealize that social media is animportant channel, but less thanhalf think they are using it effectively.
Online and offline channels are mixedtogether in importance, reinforcing the
complexity of charting a seamless customer
experience in the multichannel environment.
In addition to reviewing channel and
investment effectiveness, CMOs need to use
customer analytics to develop segmentation
strategies so they can identify the channel mix
most relevant for customers and prospects.
Analytics are especially useful as the demand
for multichannel marketing continues to
increase. While the importance of the top fivemarketing channels has risen by at least 10
points over 2011, effective usage has nearly
plateaued, indicating a need to find better
ways to use these channels.
(The most fundamental changeover the next five years will be)
channel proliferation and themove away from traditionaldirect marketing to moreeffective ways of leveragingcustomer stories and referralsvia interactive media.
CMO, Financial Services, USA
The channel explosion:importance up,effectiveness down
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Turbulence for the CMO: Charting a path for the seamless customer experience
Figure 5a: A proliferation of partners (%)How is capability resourced?
19 40 41
11 50 39
14 49 37
7 57 37
11 52 37
16 48 37
12 53 36
12 55 34
12 58 30
5 65 30
21 49 30
6 64 29
7 64 28
15 56 29
14 58 28
7 66 28
5 70 26
5 71 23
10 67 23
4 64 31
13 54 33
10 58 32
Dont currently resource/fund Manage internally Manage externally with an agency
Paid search
Search engine optimization
Media mix optimization
Creative concept development
Social media monitoring
Media audits
Multichannel campaign management
Marketing analytics
Conversion and optimization
Customer insights/analytics
User experience
Attribution management/modeling
Marketing automation
Content management
Website management
Managing customer data
Managing ROI
Media/advertising optimization
Direct mail/marketing
Brand strategy development
eMail marketing
Web analytics
The partner proliferation
With the explosion of channels,CMOs have turned to a large mixof agencies and alliance partnersand created a highly fragmented
environment (Figure 5).Between 45% and 75% of marketing activities
are managed by digital agencies, specialized
agencies and marketing service providers.
Also in the picture are traditional advertising
agencies, management consultants, systems
integrators and public relations firms.
With no clear strategic leader among the
outside resources, many CMOs default to
ineffective internal processes to create
the cross-agency view. However, high-
growth companies use marketing service
providers and specialized agencies (both19%) to a greater extent than other types
of companies, indicating that selective
types of outside partners may help chart
a course to improved performance.
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Turbulence for the CMO: Charting a path for the seamless customer experience
Management Consultant
(e.g. McKinsey)
Ad Agency
(e.g. Ogilvy, Y&R)
Systems Integrator
(e.g. Infosys, IBM))
PR Firm
(e.g. Burson-Marsteller, Ketchum
Digital Agency (e.g. Digitas, R/GA)
Specialized Agency (e.g. Exact Target, iCrossing)
Marketing Service Providers
(e.g. SapientNitro, Accenture Interactive)
If managed externally, what type of agency?
10 18 27 20 427Paid search
7 15 28 24 18 4Search engine optimization7 26 17 26 22 7Media mix optimization
7 39 22 19 16 9Creative concept development
29 19 77 13 28Social media monitoring
12 25 17 23 23 5Media audits
5 31 21 29 21 5Multichannel campaign management
9 22 29 724 25Marketing analytics
7 11 23 29 24 6Conversion and optimization
14 14 18 31 21 3Customer insights/analytics
13 19 21 28 25 3User experience
12 22 25 27 319Attribution management/modeling
12 23 19 25 21 4
7 22 27 16 629
13 15 23 24 25 5
14 15 25 32 18 6
817 14 27 25 24
Media/advertising optimization 8 29 22 20 20 5
8 26 21 22 26 7Direct mail/marketing
18 23 17 22 20 8Brand strategy development
78 24 26 30 19eMail marketing
7 16 31 20 19
11
2011
11
11
9
15
11
16
13
17
13
20
13
16
16
12
11
10
12
10
18 5Web analytics
Marketing automation
Content management
Website management
Managing customer data
Managing ROI
Between 45% and 75% of marketing activities
are managed by digital agencies, specialized
agencies and marketing service providers
The partner proliferation
Figure 5b: A proliferation of partners (%)
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Turbulence for the CMO: Charting a path for the seamless customer experience
CMOs are generally more satisfiedwith marketing areas managed byexternal resources than with theirown people. In only six areas do
internal resources show highersatisfaction scores than those forexternal partners: brand strategydevelopment, direct mail andmarketing, marketing automation,web analytics, social mediamonitoring and paid search.
However, theres lots of room to improve
CMO satisfaction across the board, especially
in the areas of execution and delivery, where
partners are seen as weakest by 64% of
senior marketers (Figure 6).
While one-third of CMOs say their partners
have improved on execution, a like number
have not seen any change in their partner
relationships. Worse, CMOs say their partners
are not doing a good job helping them
transform the marketing organization.
The satisfaction shortage
(1&2)Not at all satisfied 3 4 5 Extremely satisfied
Executes flawlessly
Collaborate with our agencies/partners
Understand my business
Can talk both technology and creative
Support my marketing programs globally
Support multi-channel marketing programs
Are innovative and push great ideas
Can help transform my marketing organization
Bring the right talent
13423511
Understand my brand 11403911
13373812
12373913
10364212
8374312
113341
15
8364214
8354512
11324313
Efficiently manage my budget, maximizing ROI 8324317
8294518Lack of business processes, briefs, decision-making, etc.
Figure 6: Partners weakest at execution and delivery (%)
Provide an integrated view of marketing effectiveness
Not able to deliver what they promise/sell 8284420
9285014
Partners are seen as weakest by 64%
of senior marketers
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While marketing budgets are expectedto show some growth next year, theallocation towards digital marketing isexpected to jump significantly (Figure
7)a sign that CMOs understand theirsituation and believe digital is criticalto their future.
Some 28% of marketersan increase
of five points over 2011believe there will
be significant growth in marketing budgets,
but more than half the respondents expect
flat or little growth.
The bigger, better digital budget
Meanwhile, CMOs are aggressively
increasing their budget allocation
towards digital marketing, with 66%
assigning more than one-quarter of their
budget to digital next year. The heaviest
investments are in customer experienceand data and analytics. These investments
align with the priorities to acquire and
retain customers and increase sales.
Figure 7: Big jump in digital budgets (%)
285518
235719
235226
2012
2009
2011
Negative growth Flat / Little growth Significant growth
Expected change
Marketing budget
Next year This year
Marketing budget towards digital marketing
66% of CMOs allocating
over one quarter of their
marketing budget
to digital
Turbulence for the CMO: Charting a path for the seamless customer experience
13
More than 50%11
23
25-49%36
43
Less than 25%53
34
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Turbulence for the CMO: Charting a path for the seamless customer experience
2012
2009
2011
30 70
25 75
38 62
More than 70% of marketers
in B2B2C and significant
growth companies feel that
the marketing function will
fundamentally change over
the next 5 years.
Overall
2012
2012
2012
2011
2011
2011
APAC
EALA
North America
Region
20 80
15 85
29 71
42 58
24 76
24 76
Marketers in APAC are
more aggressive about
this change (85%) with
marketers in EALA (58%)
and B2B marketers (62%)
not feeling as strongly
about such transformation.
2012
2012
2012
2011
2011
2011
B to B to C
B to C
B to B
Company type
25
25
26
75
75
74
26
29
38
74
71
62
2012
2012
2012
2011
2011
2011
Significant
Flat/little
Negative
Sales growth
25
28
23
75
72
77
29
30
34
71
70
66
No Yes
Figure 8: Fundamental changes in next 5 years (%)
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Turbulence for the CMO: Charting a path for the seamless customer experience
16
organizational transformation to meet
their marketing objectives. The new
marketing organization, powered by
analytics and technology and focused
on business outcomes, will play a critical
integration role across channels andbusiness units.
Build new skills internally.Marketers
will need to hire, reskill and redeploy
people to improve efficiency, agility and
responsiveness. Marketers need talent
that can create consistent, multichannel
experiences that meet customers needs,
expectations and demands for relevance.
Innovative employees are high on the CMO
agenda. An emerging priority for marketing
executives is to hire and grow talent that isdigitally experienced and can integrate well
with the IT department.
CMOs plan to have more employees
focused on analytics and digital marketing
in the year ahead (Figure 10). About one-
quarter of senior marketers are dedicating
41-60% of their employees to these areas.
They recognize the importance of analytics
in understanding how consumers desires
for relevance drive marketing decisions.
With the shift in budgets to digital, thenumber of employees focused on that area
is expected to increase. In fact, employee
headcount in digital marketing shows
the biggest jump (eight points) across
customer analytics, digital marketing,
and marketing and media analytics.
More traditional areas of marketing will
see a smaller increaseor even a decrease
in employees in some cases.
Get aligned with the right set of
partners. Agencies and alliance partners
must help CMOs make sense of complexity
in the marketplace by improving their levels
of execution and delivery and by providing
a broader set of capabilities and deeperintegration across the agency ecosystem.
As CMOs consider whether to invest
internally or externally, they may prioritize
their decisions based on capabilities and
satisfaction. For example, external providers
receive satisfaction scores nine to 12
points higher than internal resources in the
areas of customer insights and analytics,
multichannel campaign management,
content management, media mix
optimization and media audits.
Drive digital orientation throughout
the enterprise.To improve marketing
performance, prepare for the future and
reduce complexity, digital orientation
can no longer remain only a province of
marketing. The entire organization needs
to understand how digital is transforming
the customer experience.
While CMOs recognize the need to
increase digital capabilities and budgetsto meet consumer expectations and
support profitable business growth,
inefficient business practices hinder the
development of a digital DNA across the
organization. Some 16% of CMOs encounter
performance barriers when trying to work
horizontally. The C-suite needs to give
digital orientation greater importance
by embracing horizontal collaboration.
(The marketing organization)has to change to stay up withcurrent technology. Toomuch is the old way andnot getting results.
VP Marketing, Fortune 100 bank, USA
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Digital is the marketing game changer.In an information-overloaded world,the traditional brand-centric marketingapproach has long lost the appeal it
once had for attracting consumers andassuring a healthy rate of return frommarketing investments.
Todays consumer is more in control than
everand causing more turbulence for todays
marketers. As consumers go digital and
interact across multiple devices and channels
(encouraged by their millennial offspring), they
expect brands to fit their needs of the moment
with relevant experiences. If the brand doesnt
measure up, consumers move on.
In the face of such a shift, the marketing
function needs to undergo a fundamental
change over the next five years to stay on
top of changing consumer behavior and
channel proliferation. Marketers will need to
hire, reskill and redeploy people to improve
efficiency, agility and responsiveness. They
will need to stay relevant and engage with
customers through the most convenient
channel and the most relevant offer.
Facing increasing complexity, CMOs who want
their companies to achieve high performance
are transforming their operating model,
tuning up their business practices, carefully
selecting their agencies and partners, and
upskilling their talent.
Their ability to restructure the organization
and work horizontally to deliver seamless
and relevant customer experiences across all
touchpoints all day, every day, will be essential
to survival in the global marketplace.
18
Turbulence for the CMO: Charting a path for the seamless customer experience
The marketing game changer
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Turbulence for the CMO: Charting a path for the seamless customer experience
About the research
The 2012 CMO Insights survey is the third in
a series of studies sponsored by Accenture
and aimed at understanding the opinions,
challenges and points of view of senior
marketing executives from around the world.
Results are based on online surveys across
10 countries with 405 senior executives
who are key marketing decision makers
in their companies.
Most companies have at least US$1 billion
in annual revenues. Corporations in France,
Australia, Singapore and Brazil have annual
revenues of at least US$500 million.
Nearly half (48%) the companies experienced
flat or little growth in 2012. Another 36%
showed significant growth, while the
remainder (16%) had negative growth.
Business-to-consumer (B2C) and business-to-
business-to-consumer (B2B2C) corporations
represented the most prevalent business model
(37% each). Business-to-business companies
made up the remaining 26%. Financial services
represented the biggest sector (34%), with
products companies close behind at 30%.
Communications, high-technology and media
companies represented 16%. Resources
companies made up 7%, while a variety of
other companies represented 11%.
Some 45% of respondents were based in
Europe, Africa and Latin America (EALA).
Another 40% were located in North America,
while 15% were headquartered in Asia-
Pacific (APAC).
Authors
Brian Whipple
Brian Whipple is Managing Director of
Accenture Interactive, a business of Accenture
that helps companies develop industry-
leading digital marketing capabilities,
including the development and managementof websites and interactive marketing, as
well as the optimization of online and offline
marketing and merchandising investments.
Brian leads all of Accenture Interactives
global consulting domains including Digital,
Marketing Analytics, Media Management,
Marketing Data Management and Marketing
Transformation. Prior to Accenture, Brian
was Chief Operating Officer of Hill Holliday,
an advertising and marketing services firm
headquartered in Boston.
Baiju Shah
Baiju Shah is Managing Director for Strategy
& Innovation in Accenture Interactive. In
this role, he oversees Accenture Interactives
business strategy and manages a portfolio of
emerging business services. He is responsible
for identifying and catalyzing new waves of
growth by creating new business services
that address unmet needs in the ever-
evolving marketing landscape. He hasworked closely with clients across industries
including Verizon, Chrysler and P&G on
strategies that take advantage of emerging
technology and analytics as a competitive
advantage in Digital. Baijus expertise
lies in digital marketing, advanced analytics,
and technology market adoption.
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Copyright 2013 AccentureAll rights reserved.
Accenture, its logo, andHigh Performance Deliveredare trademarks of Accenture.
About Accenture InteractiveAccenture Interactive helps the worlds leading brands drive superior marketing
performance across the full multichannel customer experience. Working with over
4,000 Accenture professionals dedicated to serving the marketing function, Accenture
Interactive offers integrated, industrialized and industry-driven marketing solutions
and services across consulting, technology and outsourcing powered by analytics.
Follow @AccentureSocial or visit accenture.com/interactive.
About AccentureAccenture is a global management consulting, technology services and outsourcing
company, with approximately 261,000 people serving clients in more than 120 countries.
Combining unparalleled experience, comprehensive capabilities across all industries and
business functions, and extensive research on the worlds most successful companies,
Accenture collaborates with clients to help them become high-performance businesses
and governments. The company generated net revenues of US$27.9 billion for the fiscal
year ended Aug. 31, 2012. Its home page is www.accenture.com.
The views and opinions in this article should not be viewed as professional advice with respect to your business.
Disclaimer: Accentures CMO Insights survey uses the generic term partner to refer to entities such as digital agencies, specialized agencies, marketing service providers,advertising agencies management consultants systems integrators and public relations firms The use of the term partner in the survey the survey results and in this