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7/28/2019 The State of Marketing 2013, IBMs Global Survey of Marketers
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The State of Marketing 2013,IBMs Global Survey of MarketersChris Wright, Senior Product Strategist, EnterpriseMarketing Management
Derek Franks, Consultant, IBM Center for Applied Insights
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In the US, $83B is lost each year in poor customer experiences.
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Evaluate &prioritizechannels
Understand& engagecustomers
Create aconsistentcustomer experience
Optimizemarketingperformance
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1. 2010-11 Research Study by Datamonitor/Ovum
Coordinate &deliver across theenterprise
Marketers must re- examine how to
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To learn more, we surveyed more than 500marketing professionals worldwide, across
more than fifteen industries, and found that...
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Customer management and customer experience informed byand delivered through technology were top challenges
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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)
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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
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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%
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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)
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1.6x difference
1.3x difference
1.6x difference
1.8x difference
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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%
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Lets dig deeper
Know the
customer context and
integrateaccordingly
Act on insights -systematically
Take a broader view of thecustomer
experience
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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)
Base: Leading Marketers (n=102), All Other Marketers (n=410)
10
2.6x
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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?
Base: Leading Marketers (n=102), All Other Marketers (n=410)
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Currentlyintegratedacross allchannels
Not currentlyintegrated
5.6x2.9x
difference
4.9x difference
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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)
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1.9x 1.8x
3.5x 1.6x
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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
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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.
Base: Leading Marketers (n=102), All Other Marketers (n=410)
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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
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Know customer
context andintegrate
accordingly
Act on insights -systematically
Take a broader
view of thecustomer
experience
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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
Base: Leading Marketers (n=102), All Other Marketers (n=410)
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
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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
Base: Leading Marketers (n=102), All Other Marketers (n=410)
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2.2x
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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)
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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
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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
Base: Leading Marketers (n=102), All Other Marketers (n=410)
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Lead the customer experience
Marketers Next Steps
Identify a cross-functionalmarketer to map and prioritizeall your channel activities tointegrate
Determine your anchor technology platform (i.e. digitalor email or cross-channel) andhow it will extend to newchannels
Establish a common datarepository for all your customer interactions
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
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Know customer
context andintegrate
accordingly
Act on insights -systematically
Take a broader
view of thecustomer
experience
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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.
Base: Leading Marketers (n=102), All Other Marketers (n=410)
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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
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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
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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.
Base: Leading Marketers (n=102), All Other Marketers (n=410)
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1.3x difference
1.4x difference
1.4x difference
1.5x difference
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Lead the customer experience
Marketers Next Steps
Identify a cross-functionalmarketer to map and prioritizeall your channel activities tointegrate
Determine your anchor technology platform (i.e. digitalor email or cross-channel) andhow it will extend to newchannels
Establish a common datarepository for all your customer interactions
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
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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
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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
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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
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