20120301 Idc Tech Marketing Barometer Study Preso Final

Mar-12 © 2012 IDC

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1

IDC’s 2012 Tech Marketing Barometer Study: Trends,

Forecasts, and Essential Guidance

Copyright 2012 IDC. Reproduction is forbidden unless authorized. All rights reserved.

IDC‘s 2012 Tech Marketing Barometer Study: Trends, Forecasts, and Essential Guidance

Joseph Ferrantino Research Analyst

IDC’s CMO Advisory Service

Mar-12 © 2012 IDC

Agenda

1. Participant Demographics and Key Findings

2. Marketing Investment Strategy

3. Marketing IT and Automation

4. Social Media Structure

5. Marketing Priorities

6. Sales and Marketing Alignment

7. Essential Guidance

8. Appendix

3

Mar-12 © 2012 IDC

Agenda








8. Appendix

4

Mar-12 © 2012 IDC

Accenture Ariba Avanade

Avaya Blue Coat Systems BMC Software

Bull CA Technologies CGI

Cisco Systems Compuware CSC

Dell Inc. EMC Corporation Ericsson

Fairchild Semi FICO Fujitsu

Hewlett-Packard Informatica Infosys

Intel Intermec Juniper Networks

Kronos Lexmark Intl Logica

Optus Oracle Orange Business

PTC Quest Software RedPrairie

Ricoh Americas SDL SkillSoft

Sybase Synopsys Taleo Corp

Tektronix Tieto Unisys

Verizon Business VMware Wipro

Please Note: Partial List

Participant Demographics

0%

4%

8%

12%

16%

20%

<$250M $250M- <$500M

$500M- <$1B

$1B- <$3B

$3B- <$6B

$6B- <$10B

$10B- <$30B

$30B+

Respondents by Company Size

Key Facts

10th annual Tech Marketing Barometer

Final data set includes 61 companies from the IT Hardware, Software, Services, and Telco Sectors

Survey Fieldwork: 1/5/12-2/6/12

Average Revenue: ~$9B

Total Revenue: ~$550B

Data is weighted according to company size (revenue)

Source: IDC‘s 2012 Tech Marketing Barometer Study, n=61

5

Mar-12 © 2012 IDC

1. Marketing departments are expecting an average 3.6%

increase to their budgets in 2012.

2. In 2012, investment in Marketing IT and Automation is

expected to grow to 8.7% of the total Program Spend mix,

up from the 2%-3% of previous years.

3. Social Media proficiency is marching onward, and

companies are benefiting from social platforms in their

B2B businesses; Social Media ROI remains elusive in

2012.

4. Marketers are still not satisfied with current levels of Sales

and Marketing Alignment, and are reporting lower

confidence in 2012.

Key Findings

6

Mar-12 © 2012 IDC








8. Appendix

Agenda

7

Mar-12 © 2012 IDC

(4.5%)

5.8% 6.5%

5.4%

(8.3%)

3.7% 3.5%

8.0%

3.6%

-10.0%

-8.0%

-6.0%

-4.0%

-2.0%

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

2009 2010 2011 2012

IT Global Revenue Growth

IT Global Marketing Investment Growth (Actual)

IT Global Marketing Investment Growth January Sentiment

Tech Marketing Budget Expectations In 2012

The trend of Marketing Investment tracking Revenue

Growth has ended, along with marketer’s budgetary

optimism. Marketing departments are doing more with

less, and not expecting that to change in 2012.

Sources: IDC‘s 2011 Tech Marketing Barometer Study, n=45; IDC‘s Worldwide IT Spending Black Book, 2011, IDC‘s 2011

Tech Marketing Benchmarks Study, n=85

8

Mar-12 © 2012 IDC

Marketing Program Spend Mix: Year End 2011, The ‗Federated‘ View (All Digital Elements are Contained Within the Categories Shown)

In this view,

advertising includes

both digital and

traditional advertising

Includes digital events Includes email

Advertising 27.9%

Public Relations 4.6%

Analyst Relations 1.6%

Direct Marketing 12.9%

Events 17.6%

Web Site Content and Development

8.2%

Social Networks 1.3%

Collateral 5.5%

Market Intelligence 4.5%

Marketing Support and Sales Tools

13.9%

Other 2.1%

Source: IDC‘s 2011 Tech Marketing Benchmarks Study, n=85

9

Mar-12 © 2012 IDC

0% 20% 40% 60% 80%

Collateral

Analyst Relations

Market Intelligence

Advertising

Public Relations

Events


Direct Marketing


Social Media

% of Respondents

Increase

Same

Decrease

Expected Program Spend Changes in 2012


Q: Please indicate if investment in the following Program Spend categories will increase, stay the same, or decrease in

2012 as compared to 2011.

10

Mar-12 © 2012 IDC

Marketing Program Spend Mix: Year End 2011, The ‗Digital Island‘ View

Excludes

Display and

Search Ads

Program Spend Allocations

(Digital Island View)

Specific Digital Marketing

Allocations

Traditional Advertising

13.4%

Digital Marketing

26.4%

Direct Marketing

9.6%

Events 16.6%

Other Areas: PR,

MI, AR, Marketing Support

and Sales Tools,

Collateral 33.9%

Display Ads

21.5%

Search Ads

14.9%

Email Marketing

16.4%

Digital Events 3.8%

Company Web Sites

31.6%

Search engine

optimiza-tion

5.9%

Social networks

6.0%

Excludes Email

Marketing

Excludes

Digital Events


11

Mar-12 © 2012 IDC

8.8

11.6

12.3

14.5

14.6

15.7

22.5

0 5 10 15 20 25

Display Ads

Search Ads

Digital Events

Social Networks

Search Engine Optimization

Email

Company Web Sites

Average Importance Points

Expected Digital Marketing Shifts in 2012

Q: Please allocate 100 ―Importance Points‖ to the following Digital Marketing Program Spend categories for 2012.


12

Mar-12 © 2012 IDC

5.4%

0.7%

0.7%

0.9%

1.1%

2.3%

3.3%

3.4%

3.7%

3.8%

4.5%

4.5%

4.5%

5.3%

5.4%

5.4%

5.6%

6.1%

14.7%

18.7%

0.0% 2.0% 4.0% 6.0% 8.0% 10.0% 12.0% 14.0% 16.0% 18.0% 20.0%

Executives and Other

Marketing IT

Social Networking Staff

Analyst Relations

Technical Marketing

Advertising

Industry Marketing

Public Relations

Sales Enablement

Market Intelligence

Direct Marketing

Solution Marketing

Partner Marketing

Marketing Operations

Campaign Management

Event Marketing

Web Site Content/Development

Marketing Communications

Field Marketing Support

Product Marketing

Marketing Staff Allocations: Year End 2011


13

% of Total Staff

Mar-12 © 2012 IDC

5%

10%

10%

17%

17%

17%

18%

18%

20%

20%

23%

27%

27%

28%

31%

34%

38%

42%

43%

0% 10% 20% 30% 40% 50%

Technical Marketing

Advertising

Marketing IT

Public Relations

Analyst Relations

Market Intelligence

Partner Marketing

Sales Enablement

Event Marketing



Product Marketing

Industry Marketing

Direct Marketing


Campaign Management


Social Media

Solution Marketing

% of Respondents Increasing Staff

What Staff Areas Are Expected to Increase?


Q: Please indicate if investment in the following staffing categories will increase, stay the same, or decrease in 2012 as

compared to 2011.

14

Investment in all staffing

categories is most often

remaining the same, and

very few decreases were

reported in any category.

Mar-12 © 2012 IDC

Agenda








8. Appendix

15

Mar-12 © 2012 IDC

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

% o

f R

es

po

nd

en

ts

Expected Marketing IT Project Evaluation, Selection and Funding

61.0%

22.0%

11.0%

6.0%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Ma

rke

tin

g IT

Pro

jec

t %

of

Fu

nd

ing

Marketing

Corporate IT

Sales

Finance, Procurement, CEO, and Other


Q: Which departments will be involved in the evaluation and

selection process for Marketing IT Projects in 2012?

Q: What percentage of funding for Marketing IT Projects

will come from the following departments in 2012?

16

Mar-12 © 2012 IDC

8.7%

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

Expected Marketing IT Program Spend

79% of

respondent

companies

will be

required to

produce an

ROI analysis

for Marketing

IT projects in

2012.


Q: Please estimate the percentage of your total Marketing Program budget that will be spent on Marketing IT in 2012.

Marketing IT Program Spend - All

spend that comes out of the Marketing

Program budget for information

technology, including but not limited to:

marketing automation, lead

management, content management,

lead scoring, marketing resource

management, collaboration, portals,

web site design and management,

SEO, social media monitoring,

customer databases, analytical tools,

platforms for inbound and outbound

communications, and CRM.

17

Mar-12 © 2012 IDC

13%

25%

26%

26%

34%

34%

36%

36%

41%

41%

43%

48%

54%

58%

0% 10% 20% 30% 40% 50% 60% 70%

Marketing Knowledge Base

Partner Portals

Marketing Resource Management

Business Intelligence

Customer Data/List Acquisition

Customer Data Management Tools

Internal Collaboration/Social Networking …

Sales Enablement Technology

Campaign Management

Content/Digital Asset Management

External Social Media Monitoring

Website Infrastructure

Digital Marketing

Lead Management

% of Respondents Increasing Investment

Expected Marketing Automation Investment


Q: How do you expect your investment levels to change in 2012 for the following Marketing Automation categories

compared to 2011?

18

Very few respondents

reported decreases in

any category—most

were either increasing

investment or keeping

it flat.

Mar-12 © 2012 IDC

Agenda








8. Appendix

19

Mar-12 © 2012 IDC

Social Media Program Spend and Staff in Marketing Organizations: Year End 2011

Program Spend Allocations

5.4%

0.7%

0.7%

0.9%

1.1%

2.3%

3.4%

3.7%

3.8%

4.5%

4.5%

5.3%

5.4%

5.4%

5.6%

6.1%

14.7%

26.5%


Marketing IT


Analyst Relations

Technical Marketing

Advertising

Public Relations

Sales Enablement

Market Intelligence

Direct Marketing

Partner Marketing


Campaign Management

Event Marketing

Web Site …



P/S/I Marketing

Staff Allocations

Advertising 27.9%

Public Relations

4.6%

Analyst Relations

1.6% Direct

Marketing 12.9%

Events 17.6%

Web Site Content and

Develop-ment 8.2%

Social Networks

1.3%

Collateral 5.5%

Market Intelligence

4.5%


13.9%

Other 2.1%


20

Mar-12 © 2012 IDC

33.2%

26.0%

40.8%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Platform Infrastructure

Measuring and Monitoring

Outsourced Social Media

Detailed Social Media Program Spend Allocations:

Year End 2011 vs Expected Changes 2012

33

25 25

17

0

10

20

30

40

50

60

70

80

90

100

Ave

rag

e I

mp

ort

an

ce

Po

ints


Platform Infrastructure

Outsourced Social Media

Other

Year End 2011 Social Media Program Spend Allocations Q: Please Allocate 100 ―Importance Points‖ to the

following 3 Social Media Program Spend categories

for 2012.

IDC‘s 2011 Tech Marketing Benchmarks Study n=85

21


Most

Important

Least

Important

Mar-12 © 2012 IDC

33

23 18

14 12

0

10

20

30

40

50

60

70

80

90

100

Ave

rag

e i

mp

ort

an

ce

Po

ints

Social Media Campaigns


Responding

Infrastructure

Other

Detailed Social Media Staff Allocations:

Year End 2011 vs Expected Changes 2012

22.6%

18.9%

20.7%

37.8%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Infrastructure


Responding

Social Media Campaigns

Year End 2011 Social Media Staff Allocations Q: Please Allocate 100 ―Importance Points‖ to the

following four Social Media Staffing areas in 2012.

IDC‘s 2011 Tech Marketing Benchmarks Study n=85

22


Most

Important

Least

Important

Mar-12 © 2012 IDC

Top 3 Social Media

Challenges

1. Measuring ROI and

linking to the funnel

2. Internal Support and

Adoption

3. Scaling and Integration

Social Media Challenges and Successes

Top 3 Social Media

Successes

1. Customer/Influencer

Engagement

2. Internal Support and

Adoption

3. Scaling and Integration


These qualitative responses are an excellent indicator of the state of Social Media maturity in the Tech Industry. One of the first key achievements that companies aim for is Customer/Influencer

engagement, and this was the most frequently reported success. Measuring ROI and linking social to the funnel is currently the biggest challenge, and also the next frontier for companies as they

push their social media proficiency further. Internal support and adoption and scaling and integration are simultaneously two of the biggest challenges and successes, which suggests that leading companies have made great strides in these areas while lagging companies still struggle.

23

Mar-12 © 2012 IDC

Agenda








8. Appendix

24

Mar-12 © 2012 IDC

3.9

4.6

7.8

9

10.9

13

13.9

16.2

20.7

0 5 10 15 20 25

Re-building "post-recession" budgets and staffing

Marketing Talent management

Investing in Marketing Automation

Organizational changes to the marketing department

Improving Social Media execution

Improving alignment with Sales

Improving Marketing processes, e.g., measuring effectiveness and ROI

Building more Brand Awareness

Improving Lead Generation

Average Importance Points

Marketing Priorities in 2012


Q: Please allocate 100 "Importance Points" to these Marketing Priorities for 2012.

25

Mar-12 © 2012 IDC

26%

37%

38%

48%

51%

70%

0% 20% 40% 60% 80%

Less centralization/regional and BU empowerment

Creation of marketing shared service centers

More outsourcing

More centralization

Change in senior Marketing leadership

Increasing organizational structure alignment between Marketing and Sales

% of Respondents

Significant Changes to the Marketing Organization in 2012


Q: Do you plan to make any of the following significant changes to your marketing organization in 2012?

26

Mar-12 © 2012 IDC

Agenda








8. Appendix

27

Mar-12 © 2012 IDC

46

51

55

56

57

65

48

68

66

66

65

75

0 20 40 60 80

Marketing and sales evaluated on shared metrics

Integration of planning, budgeting, forecasting

Lead management process

Marketing meeting sales support needs

Lead management infrastructure

Alignment at the executive level

Average Alignment Rating 2011

2012

Despite our Efforts…Sales and Marketing Alignment is Getting Worse?!


Q: On a scale of 1 to 100 (where 1 is mis-aligned and 100 is perfectly aligned), score the alignment rating between

Marketing and Sales for each of the following dimensions.

28

Mar-12 © 2012 IDC

The Next Level. . .Getting More Prescriptive

for Marketing & Sales Alignment

Operational

Attributes Marketing Sales

Joint Marketing

& Sales

Investment Marketing Budget

Ratio

Sales Budget

Ratio

Marketing & Sales

Budget Ratio

Staff Efficiency Marketing

Efficiency KPIs

Sales Efficiency

KPIs

Marketing & Sales

Efficiency KPIs

Productivity

Levers

Marketing

Productivity

Levers

Sales Productivity

Levers

Marketing & Sales

Productivity

Levers

IDC‘s 2012 Marketing (#231278) and Sales (#230919) Investment Planners

29

Mar-12 © 2012 IDC

8 New Benchmarks to Optimize Sales and Marketing Productivity

M&S Operational Attributes

Mktg. & Sales KPIs Industry Benchmark IDC Insight/ Guidance

Investment

Marketing and Sales Budget Ratio

10.6% Control Overall Cost. . .

but. . . Increase the Marketing

component Sales to Marketing Investment Ratio

4:1

Marketing Investment per Sales Headcount

$40K to $70K

Staff Efficiency

QBHC* to Field Marketing Ratio

32:1 Strategically increase support staff

Monitor sales‘ time allocation and efficiency Program to People KPI 27%

Productivity Levers

M&S Operations Staff as a % of Total M&S Staff

4.7% Establish accountability in

both mktg. and sales Leverage a CoE* model

with regional extensions Focus on process areas

at the intersection

Sales Enablement Score 47 out of 100

Lead Management Score 52 out of 100

*QBHC: quota bearing headcount; CoE: Center of Excellence

IDC CMO & Sales Advisory Clients: Contact us to ensure you receive your combined custom analysis

30

Mar-12 © 2012 IDC

What is Sales Enablement?

“The delivery of the right information to the right person at the right time in the right format and in the right place to assist in moving a specific sales opportunity forward”

IDC defines Sales

Enablement as:

31

Mar-12 © 2012 IDC

Sales Management

Sales Enablement

Customer Intelligence

Sales Methodology

Talent Management

Sales Enablement Excellence Begins in the Marketing Organization

Asset Creation, Management

& Delivery

Governance

Delivery Vehicle Selection &

Management

Tribal Knowledge

IDC’s Sales Productivity Framework

Source: IDC

32

Mar-12 © 2012 IDC

Agenda








8. Appendix

33

Mar-12 © 2012 IDC

1. It‘s Time to ―Re-Finance‖ Your Marketing

Budget

2. Marketing‘s Role in Sales Enablement

Remains a Key Play

3. Expand the Relationship with your CIO and

IT Team

Essential Guidance for Tech Marketers in 2012

34

Mar-12 © 2012 IDC

Re-Finance Your Marketing Budget

Freddie Marketing?

1. Acknowledge the Broken

Budget Trend.

2. Reduce Marketing Assets.

Assets Require Maintenance.

Maintenance costs Money.

3. Accelerate Digital.

4. Go Get Some Money from

Sales.

5. Start Talking with IT about

Money.

35

Mar-12 © 2012 IDC

Questions?

Mar-12 © 2012 IDC

The Executive Advisory Group (additional list of IDC analysts for EAG available upon request)

Irina Zvagelsky

Research Analyst, Sales Advisory

[email protected]

Phone: 305-351-3060

Rich Vancil

Vice President

Executive Advisory Group

[email protected]

Phone: 508-935-4327

Michael Gerard

Program Vice President

Sales Advisory Practice

[email protected]

Phone: 508-988-6758

Joseph Ferrantino

Research Analyst, CMO Advisory

[email protected]

Phone: 508-988-6973

Gerry Murray

Research Manager, CMO Advisory

[email protected]

Phone: 508-988-7974

Clare Gillan

Executive Sponsor/Analyst

[email protected]

Phone: 508-935-4266

Wendy Pemberton

Sales Director

[email protected]

Phone: 816-569-1286

Kathleen Schaub

Research Vice President

CMO Advisory Service

[email protected]

Phone: 925-999-9839

Jason Cunliffe

Consulting Director

[email protected]

Phone: 305-351-3037

Scott McLarnon

GVP Consulting

[email protected]

Phone: 508-935-4392

37

Mar-12 © 2012 IDC

Agenda








8. Appendix

38

Mar-12 © 2012 IDC

Objective

This survey is intended to "take the pulse" of marketing executives in the information technology sector to analyze the direction of marketing resource expenditures and priorities during the next 12 months. The 2012 Tech Marketing Barometer Study also serves as an update to IDC‘s 2011 Tech Marketing Benchmarks Study, which analyzed specific tech marketing benchmarks as defined in IDC‘s Worldwide Sales and Marketing Taxonomy, 2011: Guidelines for Cost Control and Resource Allocation.

Confidentiality

All answers are kept confidential by IDC and all data will be aggregated for the purposes of trend analysis. No client or other participant of the study will receive company-specific data and there will be no way for any company to "reverse-engineer" the analysis and view company-specific responses.

Key Facts

This is IDC‘s 10th annual Tech Marketing Barometer Study Final data set includes 61 participant companies from the IT Hardware, Software, Services,

and Telecommunications Sectors Survey Start Date: 1/5/12 Survey End Date: 2/6/12 Average Revenue: ~$9B Total Revenue: ~$550B

IDC‘s 2012 Tech Marketing Barometer Study Methodology


39

Mar-12 © 2012 IDC

Lead Management Proficiency

Mar-12 © 2012 IDC

Exploration Stage

Purchase Stage

IDC Customer Creation Framework

Buyer Communication

Evaluation Stage

Conduct the

Digital Dialog

Conduct

the Inter-

personal

Dialog

Buyer’s Journey Stages

―Raised

Hand‖

Agree to be

Pursued

41

Mar-12 © 2012 IDC

10.0%

33.0% 33.0%

16.0%

8.0%

0%

5%

10%

15%

20%

25%

30%

35%

40%

We don't score leads. We've started to score leads, but not

consistently. We still must find the right criteria to get good

data.

We score leads frequently, based on prospect interactions such as email opens and webcast views.

We've been scoring leads consistently for 18+ months and can

now link interactions to buyer intent.

We've been scoring leads for several years

based on ideal customer knowledge and buyer readiness.

Lead Scoring Practices In 2012 Please Note: Lead Scoring is defined as the qualification of lead readiness using quantitative criteria.

Proficiency Increases

Sales Leadership is

involved in establishing

Lead Scoring criteria for

75% of respondent

companies


Q: Which of the following best describes your company's lead scoring practices in 2012?

42

Mar-12 © 2012 IDC

10.0%

22.0%

13.0%

33.0%

22.0%

0%

5%

10%

15%

20%

25%

30%

35%

40%

We don't nurture leads. We focus on generating them.

We've started to re-market to leads in our database. We mostly send the same offers

to everyone.

We nurture leads regularly and use

multi-step campaigns, but send the same offers to everyone.

We use email/web-based multi-step campaigns, and sometimes alter

content based on the prospect.

We use more than just email/web multi-step campaigns, and they

are linked to stages of the buyer's journey.

Lead Nurturing Practices in 2012 Please Note: Lead Nurturing is defined as the systematic engagement with prospects

through a long-buy cycle, using tactics differentiated by stages of readiness.

Proficiency Increases


Q: Which of the following best describes your company's lead nurturing practices in 2012?

60% of respondents

combine Marketing and

Sales tasks while

orchestrating campaigns

43

Copyright 2012 IDC. Reproduction is forbidden unless authorized. All rights reserved.

Accelerating the operational excellence of

21st Century marketing leaders February 2012

IDC CMO Advisory Service

Mar-12 © 2012 IDC

How much should I invest in Marketing? How much are my peers or competitors investing?

What are the latest trends in marketing-mix planning?

What’s the best way to organize my staff? What parts of marketing should be centralized?

How can corporate marketing improve its coordination with the product

lines and the field?

What performance metrics should I monitor?

How can I better align with Sales? What is a good Sales Enablement initiative?

Who are the tech industry marketing leaders? What can I learn from them?

What are best practices in emerging areas of marketing?

IDC Helps Tech Marketing Executives to Answer

Some Basic (But Difficult) Questions…

45

Mar-12 © 2012 IDC

IDC CMO Advisory Service Subscription Deliverables

Benchmarks & Roadmaps

Extensive Research Library

Peer-to-Peer Insights Annual Marketing Investment Survey

Your Custom Investment Comparison

Annual Marketing Leader‘s Matrix

Annual Marketing Barometer

Annual Buyer Experience Study

Annual Marketing Automation Roadmap

Broad range of studies available

Multiple new reports per year

Topics selected by you and your peers

Deep, practical, recommendations

Based on studies of leading companies

3 exclusive Executive Board Meetings

Marketing Summit at IDC Directions

Peer-to-Peer ―Hot Topic‖ calls

Hot Trend Updates Marketing Leader Interviews

Monthly newsletters

‗Tech Marketing‘ Blog

Unlimited Analyst Inquiries

46

Mar-12 © 2012 IDC

Staff allocation benchmarks Organizational design Role definition Talent development Organizational alignment & interlock Change management

Investment allocation benchmarks Metrics, measurement, & ROI Analytics Best practices Process maturity Agility

System selection System implementation Data management Data governance Technology adoption

Planning & Budgeting Strategic planning Investment planning Marketing-mix planning Operations planning Annual budgeting

Functional Operations Marketing operations Market intelligence Product, solution, industry marketing Communications Field & channel marketing Campaign management Digital marketing Social marketing Website content & development Advertising & branding Influencer relations

Lead Management Lead planning Lead routing Lead nurturing Lead scoring

Sales Enablement Marketing content & asset lifecycle Sales operations governance Sales enablement platform

Buyer Insights Better leverage of vendor resources Shortening the buying cycle Intelligence Buyer history Lead intelligence Share of wallet Competitive intelligence

Sales Operations Strategy Productivity Automation

Sales Management Sales strategy Investment & resource planning Inside sales

Sales Methodologies Account planning Opportunity management Performance management

Talent Management On-boarding Training Retention

IDC‘s Executive Advisory Group: Practice Domains

Transformation Framework: Benchmarks, Best Practices, Peer-to-Peer Insight

People Process Technology

Practice Domains

Marketing Marketing + Sales Sales

47

Mar-12 © 2012 IDC

CMO Advisory Service: Research and Events Schedule

Best Practices & Insights

(Partial List)

Best Practice Studies – Digital Marketing & Social

Media (Spring 2011) – Customer Data

Management (Aug 2011) – Channel Marketing (Feb

2012) – Lead Management (May

2012)

Insight Reports – The Failure of Marketing

ROI (Feb 2012) – Marketing Operations Role

(April 2011) – The Buyer Speaks: Buyer

Experience Study (June 2011)

– Organizational Structure for Superior Sales Enablement (Dec 2011)

– Push vs. Pull Marketing (Mar 2012)

Pulse Surveys

Leadership Board Meetings & Events

Marketing Operations Board Meetings – February 2012 CA – June 2012 CA – October 2012 MA

Events – Directions 2012 (March 7

San Jose CA & March 13, Boston

– IDG Marketing Summit 2012 (Mar 8, 2012 San Jose)

Telebriefings – Lead Management

Telebriefing (Nov 17 2011)

– Sales and Marketing Taxonomy Telebriefing (Dec 8, 2011)

Hot Topic Peer-to-Peer Calls – Starting Out in

Automation (Jan 19)

Sales and Marketing Automation Roadmap

IDC Automation Framework (May 2012)

Vendor Profiles

User Summit Updates

Benchmarking Research

Annual Benchmarking Study (Sept 2012) – Telebriefing & slides – Marketing

Investment Planner 2013 (October 2012)

Custom Benchmarking Analysis (Sept- Jan 2012)

Annual Barometer Study (March, 2012) – Telebriefing & slides – Report

= In Progress: Contact us to participate

48

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Executive Advisory Group Clients (Partial List)

49

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http://www.avanade.com/en-us

/

http://www.google.com/imgres?imgurl=http://mradomski.files.wordpress.com/2008/03/dell_logo020307.jpg&imgrefurl=http://mradomski.wordpress.com/2008/03/16/benchmark-tools-the-holy-grail-and-the-single-source-of-the-truth/&h=480&w=640&sz=33&tbnid=vDCkrslBpqF2fM:&tbnh=103&tbnw=137&prev=/images?q=dell+logo&hl=en&usg=__0w58pI47oRpionb_EV5t44LMjZo=&ei=haifS_-zNtOUtgeirpD1DQ&sa=X&oi=image_result&resnum=1&ct=image&ved=0CAYQ9QEwAA

http://www.intel.com/index.htm?iid=HMPAGE+Header_1_Logo

http://www.juniper.net/us/en/

http://www.mathworks.com/index.html

http://www.polycom.com/index.html

http://www.coretekservices.com/wp-content/uploads/2011/03/Symantec_logo_vertical_2010.png

Mar-12 © 2012 IDC

Benchmarks: Where are you placing your marketing investment bets?


50

In this view,

advertising includes

both digital and

traditional advertising

Includes digital events Includes email

Advertising 27.9%

Public Relations 4.6%

Analyst Relations 1.6%

Direct Marketing 12.9%

Events 17.6%


8.2%

Social Networks 1.3%

Collateral 5.5%

Market Intelligence 4.5%


13.9%

Other 2.1%

Mar-12 © 2012 IDC

Benchmarks: Marketing Staff Allocations in 2011 – Where are the Changes?

New

5.4%

0.7%

0.7%

0.9%

1.1%

2.3%

3.4%

3.7%

3.8%

4.5%

4.5%

5.3%

5.4%

5.4%

5.6%

6.1%

14.7%

26.5%

0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0%


Marketing IT


Analyst Relations

Technical Marketing

Advertising

Public Relations

Sales Enablement

Market Intelligence

Direct Marketing

Partner Marketing


Campaign Management

Event Marketing

Web Site Content/Development



P/S/I Marketing


51

Mar-12 © 2012 IDC

2011 Pipeline Velocity Benchmarks

Sales Qualified Leads

Opportunities

Deals

1.8

3.1

4.1

3.5

1.3

5.3

2011:

19 Months

2010:

17 Months

The Time it Takes to

“Create a Customer”

Source: IDC‘s 2011 Sales Productivity Benchmarks Database and IDC‘s 2011 Tech Marketing Benchmarks Database

Value Account Data (over 1000 employees)

52

Mar-12 © 2012 IDC

Custom Benchmarking: Top Level Analysis thru Detailed Components

Weak Long-

Term Outlook Crisis Potential

Low Yield Marketing

Leadership

Effectiveness

Eff

icie

ncy

Hig

h

Lo

w

Low High

Client Target

Group

Marketing Performance Matrix

Efficiency Effectiveness Staff and Program Mix

Attribute KPI Client Target Group

Marketing

Investment

Revenue Change 6.5% 7.1%

MBR 4.1% 5.2%

Marketing

Staff

Efficiency

Program-to-People 58% 62%

Marketing Staff Throughput Ratio

$253,000 $291,000

Revenue per Staff $19.7M $22.4M

Staff Turnover 11.3% 9.6%

+

Custom Marketing Performance

Benchmarking Analysis

Gap Analysis, Recommendations and Essential Guidance

53

Mar-12 © 2012 IDC

Research Library: Recently Published Research

Foundation Studies

Marketing Investment Planner 2012: Benchmarks, Key Performance Indicators, and CMO Priorities,

#231278

IDC‘s Worldwide Sales and Marketing Taxonomy, 2011: Guidelines for Cost Control and Resource

Allocation, #231252

The Buyer Speaks: IDC's 2011 Buyer Experience Survey Guidance for Sales and Marketing # 228987

2011 CMO Tech Marketing Barometer: Investment Forecast and Essential Guidance for Marketing

Executives #227842

IDC Marketing Automation Framework #224215

Best Practice Series (Partial List)

Customer Data Management (CDM), # 229931

Digital Marketing and Social Media Investments, #222927

Talent Management in the Marketing Function, #224210

Agency Management Strategies and Tactics, #222814

Sales Enablement – Marketing Content and Asset Management, #219418

Marketing Shared Services – Driving Innovation, #217826

Marketing Planning – People, Process and Technology, #216134

Marketing Campaign Management, #213234

Marketing Performance Measurement 2.0 and Beyond, #211774

http://www.idc.com/eagroup/cmo.jsp

54

Mar-12 © 2012 IDC

Research Library: Recently Published Research

Tech Marketing Insights (Partial List)

The Failure of Marketing ROI #232661

Leveraging Sales Enablement to Improve Sales Productivity # 231889

What‘s Killing the Traditional Funnel #232511

The Market Intelligence Organization of the Future: Strategic Investments and Priorities # 228187

Vendor Profile: Quovidian Sales Enablement and Proposal Automation # 232490

The Evolving Marketing Operations Role: 2011 and Beyond # 22791

Benchmarks for Marketing Executives at Mid-market Companies # 228569

Clouds Filled the Sky, But the Mood Was Sunny and Full of Chatter at Salesforce.com‘s Eighth Annual Dreamforce Conference, #226676

The Sales Enablement Vendor Space Continues to Heat Up #229339

Marketing Automation: The Rise of Revenue #225860

Pulse Survey: Content Management and Sales Enablement # 225701

Update: The Savo User Summit 2010 #225593

Agile Marketing: Principles and Practices #224079

IDC Hot Topic Inquiry: How is Marketing Spend and Mix Impacted by Channel Strategy? #218479

Sales and Marketing Organizational Transformation #213915

The Marketing Operations Role: Maintaining the Momentum #210201

The CMO Role: Insights from Jeremy Burton, CMO of EMC #224484

An Inconvenient Truth: The Role and Value of Information in the IT Buying Process #209985

55

http://www.idc.com/eagroup/cmo.jsp

Mar-12 © 2012 IDC

IDC Marketing and Sales Leadership Board Meetings

Board Model 3 meetings per year, 1-2 days each

20-25 attendees per meeting

Titles: CMO,VP, Director

Sample Topics Marketing operations

Marketing and sales alignment

Digital marketing

Performance measurement

Why do clients attend? Get external perspective

Problem-solve with peers

Network

Client-driven research

56

http://www.autodesk.com/

http://www.coretekservices.com/wp-content/uploads/2011/03/Symantec_logo_vertical_2010.png

/

http://www.intel.com/index.htm?iid=HMPAGE+Header_1_Logo

/

http://www.juniper.net/us/en/

Mar-12 © 2012 IDC

Additional Custom Benchmarking Analysis

Gain more specific insight by examining

marketing benchmarks for different product

categories or business models

Custom or Multi-client Studies

Leverage IDC and IDG‘s deep and broad

client base to investigate special topics with

high impact to your business

Operational Excellence Audits

Accelerate your marketing transformation by

discovering your strengths and best

opportunities for advancement

Go-to-market Services

Boost your lead generation with webcasts,

papers, and surveys powered by IDC analysts

and the IDC brand

Additional IDC CMO Advisory Services

57

Mar-12 © 2012 IDC

Why IDC CMO Advisory Service?

58

Exclusively focused on your industry Highly personalized to your marketing situation Client-driven research from stellar list of tech marketing leaders Benchmarks represent nearly 70% of technology purchasing power

Most targeted

The proven standard in technology industry data Independent: Funded by your peer practitioners Robust methodology complemented by 1,000 + analysts and leading technology

content sources Experience: EAS team has 150+ years of direct experience

Most trusted

Robust schedule of new research on the hottest tech marketing topics Events, peer-to-peer interactions, one-on-one analyst discussions Library of dozens of targeted research topics

Extensive Offering

Mar-12 © 2012 IDC

The Executive Advisory Group (additional list of IDC analysts for EAG available upon request)

Irina Zvagelsky

Research Analyst, Sales Advisory

[email protected]

Phone: 305-351-3060

Rich Vancil

Vice President

Executive Advisory Group

[email protected]

Phone: 508-935-4327

Michael Gerard

Program Vice President

Sales Advisory Practice

[email protected]

Phone: 508-988-6758

Joseph Ferrantino

Research Analyst, CMO Advisory

[email protected]

Phone: 508-988-6973

Gerry Murray

Research Manager, CMO Advisory

[email protected]

Phone: 508-988-7974

Clare Gillan

Executive Sponsor/Analyst

[email protected]

Phone: 508-935-4266

Wendy Pemberton

Sales Director

[email protected]

Phone: 816-569-1286

Kathleen Schaub

Research Vice President

CMO Advisory Service

[email protected]

Phone: 925-999-9839

Jason Cunliffe

Consulting Director

[email protected]

Phone: 305-351-3037

Scott McLarnon

GVP Consulting

[email protected]

Phone: 508-935-4392

59

20120301 Idc Tech Marketing Barometer Study Preso Final

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