The State of Marketing 2013, IBM’s Global Survey of Marketers

7/28/2019 The State of Marketing 2013, IBMs Global Survey of Marketers

1/29

The State of Marketing 2013,IBMs Global Survey of MarketersChris Wright, Senior Product Strategist, EnterpriseMarketing Management

Derek Franks, Consultant, IBM Center for Applied Insights


2/29

In the US, $83B is lost each year in poor customer experiences.

2

Evaluate &prioritizechannels

Understand& engagecustomers

Create aconsistentcustomer experience

Optimizemarketingperformance

1

1. 2010-11 Research Study by Datamonitor/Ovum

Coordinate &deliver across theenterprise

Marketers must re- examine how to


3/29

To learn more, we surveyed more than 500marketing professionals worldwide, across

more than fifteen industries, and found that...

3


4/29

Customer management and customer experience informed byand delivered through technology were top challenges

4

Figure: Top Three Market ing Chal lenges

Q. What are the top marketing challenges your organizations faces? Please select three factors.

Base: All Marketers (n=512)


5/29

But there is a group of marketers who are doing better thanothers and belong to companies that financially outperform

3-yr Gross ProfitGrowth

3-yr Net IncomeGrowth

3-yr Stock PriceGrowth

1.8x

3.4x

2.4x

5


6/29

And we define leading marketers by their influence of thecustomer experience and use of marketing technologies

20 %

80 % Not a proactive leader in owning CE across

channels

Currently do itacross some or all channels

Currently do notdo it

A d o p

t i o n o

f c r o s s - c

h a n n e

l

o p

t i m

i z a

t i o n

t e c

h n o

l o g i e s

Ownership of the Customer Experience A proactive leader in

owning CE acrosschannels

Leading MarketersLeaders proactively influencingthe customer experience acrosschannels and using marketingtechnologies.

All OthersTrail the leaders in eitheradoption of technology orinfluence of the customerexperience, or both.

20%

80%

6


7/29

The impact across marketings 4Ps especially in areasbeyond promotion is profound

4Ps Effectiveness Q. And how effect ive do you think your marketing organization is

performing in these areas of responsibility?

% of 4/5 rat ings on a scale of 1 to 5, where 1 means not effective at all and 5 meansvery effective.

Base: Leading Marketers (n=102), All Other Marketers (n=410)

7

1.6x difference

1.3x difference

1.6x difference

1.8x difference


8/29

So how do these leading marketers differ from their peers?

Others Leaders Difference

Knows Customer Context andIntegratesAccordingly

Adjusts real-time offers basedon context 2.6x

Uses optimization tech.across all channels 5.6x

Integrates inbound/outboundand online/offline 1.4x

Acts on Insights -Systematically

Conducts root causal analysisof customer insights 2.1x

Applies advanced analytics todetermine media spend 2.2x

Detects transaction strugglesand takes action 2.2x

Takes a Broader View of theCustomer Experience

Tracks commitments from svcinteractions 1.9x

Identifies/remedies execution

gaps in brand promise 1.4xTracks customer lifetimevalue 2x

8%

15%

45%

39%

68% 92%

33% 68%

31% 69%

27% 60%

39% 75%

58% 80%

16% 32%

8


9/29

Lets dig deeper

Know the

customer context and

integrateaccordingly

Act on insights -systematically

Take a broader view of thecustomer

experience

9


10/29

Leading marketers leverage individual behavior and context tomake the most of every interaction

Customer service /Call center

Website

Face-to-face (i.e. in-store, branch)

Social Media (i.e.Facebook, Twitter,

blogs, review sites)

Mobile channels (i.e.SMS, mobile

email/web sites,applications)

Kiosk / ATM

% currently delivering personalized messages in real time by channel

Adjusting real-time offersbased on context

Base: Those who know what their company is doing in the area(Leading Marketers=91-101, All Other Marketers=360-390)


10

2.6x


11/29


12/29

35%

8%

12%

39%

But deeper integration is required to achieveomni-channel goals

Adoption of Cross-channelOptimization Technologies

Across All Channels

45%

8%

2012 2013

Figure: In tegrat ion of Inbo und /Outboun d and Off l ine/Onl ine Market ing P rograms

Q. How integrated are your inbound/outbound and offline and online marketing programs?


12

Currentlyintegratedacross allchannels

Not currentlyintegrated

5.6x2.9x

difference

4.9x difference


13/29

Leading marketers are embracing new social and mobilelocation-based tactics. But all marketers are creating new silos.

Difference inleading marketersuse of location-based targeting

Difference inleading marketersuse of mobilemessagingcampaigns

Difference inleadingmarketers useof locationbased gaming

Difference inleadingmarketers useof user-generatedcontent

31% Level of social & mobilemarketing tactical

integration with other campaigns/programs

Base: Those who know what their company is doing in the area(Leading Marketers=97-100, All Other Marketers=338-397); Base(Social): Those who know what their company is doing in the area(Leading Marketers=93-102, All Other Marketers=353-394)

13

1.9x 1.8x

3.5x 1.6x


14/29

74.0%

69.0%

74.0%71.0%70.0%

61.0%

55.0%

61.0%

68.0%

58.0%

Social MediaDisplay TargetingCampaign IntegrationEmail MarketingMobile Compatibility

And yet, leading marketers want greater levels of integration intheir digital marketing suite

Figure: Important Capabi l i t ies of a Single Digi ta l Market ing Sui te

Q. How important are each of the following capabilities to integrate into a single digital marketing suite?

% of 4/5 ratings on a scale of 1 to 5, where 1 means not important and 5 means very important.

Base: Leading Marketers (n=102), All Other Marketers (n=410)14


15/29

Email marketing is morphing too. Leading marketers arelooking for cross-channel, web, mobile and social integration

Figure: Importanc e of Emai l Market ing Capabi l i t ies

Q. How important are each of the following capabilities to your company's email marketing capabilities?

% of 4/5 ratings on a scale of 1 to 5, where 1 means not important and 5 means very important.


15


16/29

Lead the customer experience

Marketers Next Steps

Identify a cross-functionalmarketer to map and prioritizeall your channel activities tointegrate

Determine your anchor technology platform (e.g.digital or email or cross-channel) and how it will extendto new channels

Establish a common datarepository for all your customer interactions

Integrate your channels Title

16


17/29

Know customer

context andintegrate

accordingly


Take a broader

view of thecustomer

experience

17


18/29

Figure: Ab i l i t y t o Turn Ins igh t i n to Ac t ion

Q. How well do you turn insight into action to improve your customer experience?

% of 4/5 rat ings on a scale of 1 to 5, where 1 means not well at all and 5 means extremely well.

A superior customer experience is money. Leading marketer turn insight into action into revenue more often than others

63%

32%

Systematically determinesmonetary value of website and

mobile app customer experience


18

Conduct root causeanalysis and determinerevenue impact

Automatically detecttransaction struggles and

take corrective action

Identify individual customersto target revenue recovery

2x2.1x difference

2.2x difference

1.7x difference


19/29

They use analytics in understanding individual customer preferences and can pinpoint media spend to target them

Figure: Marketings Ability to Influence Customer Interaction

Q. How do you use statistical and predictive techniques to understand customers and drive marketing activities? Check all that apply.

Applying advanced analytics tooptimize media spend


19

2.2x


20/29

20

43%

42%

28%

20%

1%

30%

30%

19%

14%

8%

Use capabilities bundled with my campaignmanagement solution to analyze attribution

Manually analyze attribution throughspreadsheets

Use agency

Use dedicated software for attribution (e.g.ClearSaleing, VisuallQ)

We have no process to analyze attributions

Leading marketers have more sophisticated approaches tooptimizing their performance.

92%

74%

Currently do this

1.2x

Performance Attribution Credit Analysis Approaches

Base: Those who currently perform attribution(Leading Marketers=95, All Other

Marketers=311)Base: Leading Marketers (n=102), All Other Marketers (n=410)


21/29

28.0%32.0%

36.0%

53.0%

60.0%

16.0%16.0%

25.0%

42.0%

54.0%

Quantified Increase inPurchase Intent

Customer Lifetime ValueQuantified Increasing in BrandPerception

Increase in CustomerRentention

Overall Net Increase in Sales

This affects analyzing the hard stuff. Big differences appear between leading marketers and others quantifying their impact

21

Figure: Report ing Metr ics for Measurem ent Q. Which of the following reporting metrics do you use to measure your marketing campaigns? Select all that apply.

2x1.8x

1.4x

1.3x



22/29




Determine your anchor technology platform (i.e. digitalor email or cross-channel) andhow it will extend to newchannels


Integrate your channels

Work towards metrics thatprovide a complete view of thecustomer relationship andinteractions

Invest in the right skills andresources to uncover analytical insights

Do sweat the hard stuff. Getsystematic about usinginsights to drive businessoutcomes

Act on insight Title

22


23/29

Know customer

context andintegrate

accordingly


Take a broader

view of thecustomer

experience

23


24/29

Those that do sweat the hard stuff, however, wield far moreinfluence over customer interactions

Figure: Marketings Ability to Influence Customer Interaction

Q. To what extent does marketing influence the "service" interaction with your customers?

% of 4/5 ratings on a scale of 1 to 5, where 1 means not at all and 5 means to a great extent.


24

Contacts customers togauge their satisfaction

Monitors and tracksdelivery commitmentsto ensure fulfillment

Identifies cross and upsellopportunities for sales and

customer facing staff

Trains sales and customer facing staff on product and

service lines

Designs marketing offersfor point of purchase

1.7x difference

1.9x difference

1.6x difference

1.5x difference

1.5x difference


25/29

Brand Stewardship Responsibilities

84%83%83%82%80%

64%63%72%66%

58%

Systematically measuresbrand awareness and

reputation

Aligns and supervisesbrand understanding

throughout theorganization

Collaborates withbusiness functions to

ensure consistentdelivery of the brand

Creates and deliversbrand message at every

point of customerinteraction

Identifies gaps in theexecution of the brand

promise and remedies forthem

And they assume greater brand stewardship takingresponsibility for the customer experience enterprise wide

Base: Leading Marketers (n=102), All Other Marketers (n=410)25

1.4x1.2x

1.2x 1.3x1.3x


26/29

And as a result, they are driving omni-channel customer engagement across their businesses

Figure: Market ing Respon sibi l i ty

Q. Please rate the level of responsibility marketing has for each of the following area.

% of 4/5 ratings on a scale of 1 to 5, where 1 means no responsibility and 5 means high -level responsibility.


26

1.3x difference

1.4x difference

1.4x difference

1.5x difference


27/29




Determine your anchor technology platform (i.e. digitalor email or cross-channel) andhow it will extend to newchannels


Integrate your channels

Measurement doesnt have tobe complicated. Work towardsmetrics that provide a completeview of the customer

relationship and interactions

Invest in the right skills andresources to uncover analyticalinsights

Do sweat the hard stuff. Getsystematic about using insightsto drive business outcomes

Act on insight Be the customer

27

Understand how the customer engages your enterprise topinpoint opportunities to servethem more effectively

Create a brand culture.Recognize that a brand is nota logo, but operating principlesthat places the customer at thecenter of the business

Extend marketings influenceto all interactions to enrich therelationship with your brand


28/29

IBMs statements regarding its plans, directions, and intent are subject tochange or withdrawal without notice at IBMs sole discretion.Information regarding potential future products is intended to outline our generalproduct direction and it should not be relied on in making a purchasing decision.The information mentioned regarding potential future products is not acommitment, promise, or legal obligation to deliver any material, code or functionality. Information about potential future products may not be incorporatedinto any contract. The development, release, and timing of any future features or functionality described for our products remains at our sole discretion.Performance is based on measurements and projections using standard IBMbenchmarks in a controlled environment. The actual throughput or performancethat any user will experience will vary depending upon many factors, includingconsiderations such as the amount of multiprogramming in the user's job stream,the I/O configuration, the storage configuration, and the workload processed.Therefore, no assurance can be given that an individual user will achieve resultssimilar to those stated here.

28 2013 IBM Corporation


29/29

We surveyed more than 500 marketing professionals fromaround the world to find answers

Figure : Respondent by Geography F igure : Respondent by Bus iness Type F igure : Respondent by Role

F igure : Respondents by Indus t ry F igure : Respondent by S ize F igure : Respons ib i l i ty by Marke ting Func t ion

29

Date post:	03-Apr-2018
Category:	Documents
Upload:	attila-gardos
View:	218 times
Download:	0 times

The State of Marketing 2013, IBM’s Global Survey of Marketers

Documents