PREDICTING - CDM Media · Coyit CMO Council. All Rits Reseved. 21 4 PERSONALIZATION IS PRIORITY,...

© Copyright CMO Council. All Rights Reserved. 2016

PREDICTINGROUTES TO REVENUE

WHITE PAPER | JANUARY 2016

Identifying Real-Time Decisions for Business-Driving Engagement

PREDICTING ROUTES TO REVENUE | REPORT

© Copyright CMO Council. All Rights Reserved. 2016 2

Introduction

Summary of Key Findings

Detailed Findings

Demographics

Expert Perspective From Pegasystems

Affiliate Partners

About the CMO Council

About Pegasystems

3

4

8

17

26

29

30

30

CONTENTS



As the marketing landscape continues to shift and evolve, marketers are being tasked with a multitude of responsibilities, not the least of which involves adopting new platforms and strategies to meet customers with the right content at the time and place where they choose to engage. And as platforms and strategies progress through this evolution and alter customer engagement requirements, customers are demanding that organizations provide them with content that is relevant to them and caters to their individual needs and preferences. This has opened a whole new world of challenges—and opportunities—for marketers as personalization has been brought to the forefront of the strategy for many organizations.

Gone are the days of simply including a customer’s name in an email and considering that to be personalization. Today, customers expect that brands will understand who they are, what their habits are, what they want to see on their device screens, what they want, how they want it, when they want it…and the list of expectations goes on. These requirements are making it all the more imperative for organizations to be able to craft robust experiences that are targeted to the needs and desires of all of their customers. A one-size-fits-all approach reveals to the customer that a brand does not understand them and opens the door for customers to defect and leave a brand’s fold in favor of one that does. In a world where customers have a multitude of options for nearly everything they are looking to purchase—and where new contenders are willing to offer almost anything to gain their business and loyalty if given the opportunity—the demand to know and effectively engage customers has never been greater.

However, this need for personalization and better understanding of customers is not new. In 2007, the Chief Marketing Officer (CMO) Council conducted a study around personalization and found that 60 percent of the marketers surveyed were actually looking to personalization as a way to maximize customer revenue potential. But personalization requires a full view of the customer, and at that time, almost half (47 percent) of marketers revealed that they didn’t have a full view of customer profitability, including access to insights around customer lifetime value. In order to access these insights and create experiences around them, organizations need analytics, insights and predictive technologies to leverage data effectively and provide these rich experience for customers, but the majority of marketers at the time revealed that they did not have access to these insights or the technologies that could help to deliver them.

So how far has marketing come in the last eight years? Are we still struggling to get a comprehensive view of the customer that would enable more targeted and effective personalization strategies, or is marketing finally turning the corner to obtain the insights that are required for a 360-degree view of the customer? And what questions should marketers be asking around their strategies to better shift to meet their customer expectations?

To address some of the issues around personalization and to better understand how marketers are making real-time decisions that directly impact customer engagement strategies and maximize revenue potential, the CMO Council and Pegasystems—a leading organization in helping companies meet the demands of today’s customers—partnered on this study to explore how far marketing has progressed toward the delivery of truly personalized customer experiences that deliver maximum revenue potential for their organizations. Findings for this study were gleaned from a quantitative survey of more than 150 marketers across a diverse range of industries during Q3 and Q4 of 2015. Respondents are primarily based in North America and Europe and hail from B2B (60 percent), B2C (13 percent), and hybrid (27 percent) organizations. More than half (56 percent) of respondents hold positions of VP or higher within their organizations, and half of their organizations earn $250 million or more in annual revenue.

INTRODUCTION



PERSONALIZATION IS PRIORITY, BUT INSIGHTS ARE LACKING

Similarly to the CMO Council’s 2007 study, this research underscores the fact that marketers are still looking to power experiences with personalization and relevance. However, customers are in a very different place today. With new platforms, always-on connectivity and the instant availability of nearly anything a consumer desires, the expectations for service—from self-service to always-available personal or face-to-face service—continue to increase rapidly. When issues arise, customers are not willing to wait for answers or resolutions; immediate resolution is imperative. And despite years of loyalty building, customers are even more willing to leave a brand in favor of new and better experiences. Customers are demanding to be heard and understood, and marketing is heeding the call, but some gaps still exist that prevent them from being able to capitalize on the full revenue potential of their customers.

In this survey, only 3 percent of survey respondents said they were realizing the full revenue potential of their customers, with almost half (47 percent) saying they were not, 44 percent saying they were working on it, and 6 percent revealing that they simply didn’t know how well they were doing in this area. When asked about the campaign elements and strategies that marketers are utilizing to extract greater revenue and profitability from customer engagements, nearly half of respondents (49 percent) indicated that personalized engagements are key to maximizing customer value. Forty-one (41) percent pointed to trusted omni-channel communications, 36 percent felt that consistent experiences across all channels (offline and online) were critical, and 32 percent said that personalized deals and offers based on customer preferences were key.

Mobile-first campaign execution (5 percent) and social engagement channels (7 percent) fell at the bottom of the list. This is likely reflective of marketing’s tendency to use social as more of a listening tool than an engagement channel. But with customers overwhelmingly looking to mobile not only for content and engagement, but also to transact—with mobile commerce representing almost one-third of all U.S. e-commerce, according to Internet Retailer—the fact that only 5 percent of marketers felt that mobile was a key area of focus in driving customer profitability is alarming.

When it comes to delivering on brand promises to customers, the outlook is bleak. Only 16 percent of marketers feel that their organizations are delivering customer experiences that truly fulfill their brand promises, while two-thirds (66 percent) say their efforts in this area are hit or miss, and 14 percent say they are completely missing the mark. As the customer experience becomes more and more important over time—Forbes estimates that by 2020, customer experience will surpass product and pricing as the key differentiator for businesses—marketing’s ability to deliver integrated, cohesive experiences that delight customers is going to be key to maximizing value and generating customer loyalty. But the survey results reveal that there is still much work to be done in this area.

Customer lifetime value is another blurry area for marketers as nearly half (45 percent) of respondents indicated that they do not have good visibility or accurate valuations around customer lifetime value and retention rates. Only 16 percent said that they do have good visibility in this area, with 37 percent revealing they are getting better.

SUMMARY OF KEY FINDINGS



CUSTOMER LISTENING AND ENGAGEMENT

Thanks to the utilization of digital engagement and analytics tools, marketers have come a long way in the last five years when it comes to effectively reaching and connecting with customers. This is largely thanks to the ease of connectivity provided through digital channels, according to 35 percent of respondents.

Almost half (49 percent) of marketers report that they have had to more closely align with sales, service and support to provide connected customer experiences. This is certainly a step in the right direction as partnerships between marketing and departments like sales and IT are critical to gleaning the insights necessary to create meaningful and relevant customer experiences. And while 36 percent of marketers say that the market has become more cluttered and confusing over the last five years—both online and offline—31 percent say that they are able to provide better customer experiences due to the accessibility of customer intelligence that enables them to become more relevant to customers. This is critical in light of how customer expectations for personalized experiences have skyrocketed.

Once again, however, mobile falls low on the list in terms of ways that marketing’s customer engagement strategies have evolved over the last five years. Only 7 percent of respondents indicate that customers’ mobile lifestyles have led to a mobile-first mindset within their organizations.

Digital tools and technologies have also opened up a plethora of channels to listen to and learn about customers. Three quarters (74 percent) of marketers look to their website to better understand customers, with sales data and CRM-based customer information coming in at a close second (68 percent). Customer satisfaction surveys (57 percent), social media feeds (53 percent), and social media listening (49 percent) are also heavily used by marketers to gain a greater understanding of their customers.

Interestingly, when looking specifically at larger organizations (those with $250 million or more in annual revenue), data appears to be the key to gaining customer insights. Sixty (60) percent of these marketers indicate that they are looking to customer service data (compared to 44 percent of the aggregate); 83 percent are looking to sales data and CRM-based insights (compared to 68 percent of the aggregate); 40 percent are looking to big data analytics (compared to 28 percent of the aggregate); and 49 percent are looking to third-party data and intelligence (compared to 39 percent of the aggregate).

However, while marketers have access to a great deal of data and insights around their customers, the challenge lies in their ability to aggregate these insights and create a 360-degree view of their customers. Without this view, personalization efforts will be hampered, at best. Only 3 percent of marketers indicate that their sources of customer insight are completely integrated and aligned, with 17 percent saying they are aligned in some places but not in others. A staggering 48 percent reveal that their data lacks alignment and is collected and analyzed separately, while 10 percent say that data streams are too complex to align completely. More than one-fifth (21 percent) of marketers feel that their sources of insight lack any degree of alignment, with very little data resulting in actionable intelligence for their organizations.



SETBACKS TO CUSTOMER ENGAGEMENT SUCCESS

In order to quantify the success of customer engagement efforts, revenue metrics (38 percent) and campaign metrics (30 percent) are the measures that marketers rely upon most. While revenue metrics provide some insight into customer lifetime value, campaign metrics only enable marketers to look at past performance and don’t provide insights into the direction in which customers are headed or how to best move forward. This is likely a large reason behind why marketers are struggling to get an accurate view of their customers, and it is no surprise that marketing’s understanding of customer mindset shifts is low as well.

Only 3 percent of marketers report that they have excellent levels of understanding and predictive knowledge around how their customers will react to engagement efforts while 19 percent rate their understanding as pretty good. The majority (57 percent) describe their insights as average or improving, and 21 percent report that while they can measure campaign performance, they have little to no predictive understanding about their customers. In fact, only 5 percent of marketers revealed that they are able to see well into the customer’s future and respond in relevant ways, in real time. Twenty-three (23) percent have predictive intelligence around broad trends but struggle to scale this down to the individual level, and 20 percent are only able to predict the next best action—everything beyond that becomes murky.

The majority (41 percent) of respondents say that their analytics only provide a view of past performance—not surprising given the number of marketers who indicated previously that campaign metrics are their greatest measure of customer engagement success.

Looking toward the future, marketers are planning to take action to maximize customer lifetime value over the next year. The majority of marketers (61 percent) plan to connect fragmented campaigns into a complete customer journey across the entire organization, which will be key to overcoming the challenges around incomplete views of the customer. A large number (59 percent) of marketers also plan to add more personalized customer experiences based on customer data, which again will require a complete and clear view of the customer’s intentions. Expanding engagement channels (54 percent); aligning front-line resources (45 percent); delivering real-time, relevant offers (41 percent); eliminating clutter from communications (39 percent); and investing in predictive analytics (38 percent) are also strategies that will be pursued to maximize customer lifetime value in the next year. Once again, marketers from large organizations show a greater proclivity to lean on data to gain better insights around their customers, with almost half (49 percent) planning to invest in predictive analytics platforms to maximize customer value in the coming year (compared to 38 percent of the aggregate).

These next steps for marketers appear to show promise for more informed customer experience strategies that will enable organizations to achieve true personalization based on a greater understanding of the customer.



CONCLUSION

Currently, because marketing lacks insights around the customer mindset, efforts to create personalized experiences with the needs and desires of the customer in mind have likely been futile. Since the CMO Council’s 2007 study, marketers have been leaning heavily toward personalization to improve customer engagement, but attempts to personalize without having a full understanding of the customer reveal a propensity for marketers to get ahead of themselves when trying to stay ahead of the curve. Adopting the next best tools or strategies won’t be helpful if organizations don’t have the insights they need to leverage them properly. However, it is clear that marketers understand the steps they need to take in order to get there, and as the adage goes, knowing is half the battle.

Taking these steps won’t happen without some challenges, however, particularly when it comes to shifting the organizational mindset around how to achieve the best understanding of the customer. Campaign metrics may provide an idea of past performance, but they do little—if anything—to help organizations gain any level of predictive insights around their customers.

Organizations will be required to move away from measures around past performance and look toward metrics that reveal insights around customer behavior in order to better understand how to reach them. Adopting these forward-looking strategies and achieving a more complete view of the customer—and getting the full organization to rally around these strategies—will be the key to truly maximizing customers’ revenue potential and understanding their lifetime value to a brand. Once organizations are able to achieve this level of understanding, the revenue possibilities will be virtually endless.



Q1. What marketing campaign elements and strategies are critical to realizing greater revenue and profitability from customer engagements?

Other

DETAILED FINDINGS

Personalized engagements that take customer preferences, past engagements and known preferences into account

Omni-channel communications that are consistent and trusted

Consistent experiences in all channels, including offline and in-store

Identifying upselling and cross-selling opportunities

Creating personalized offers, deals and savings based on customer preferences

Closed-loop marketing campaign execution and measurement

Using analytics and intelligence to better develop and price products

Always-on customer service options across web and mobile channels

Improving responsiveness of customer communications

Social engagement channels, including click-to-buy and social service plug-ins

Mobile-first campaign execution to optimize mobile engagement

49%

32%

18%

41%

25%

7%

36%

23%

5%

34%

19%

2%



Q2. Are you realizing the full revenue potential of your customers?

No

Hit or miss—sometimes we are, and sometimes we are not

Getting there

Home run every time—delivering a customer-centric experience that fulfills our brand promise and value

Don't know

Missing the mark—our campaigns and systems are not delivering on brand promises in a manner that is relevant to the customer

Yes

Not in the game—do not know or are not sure how close or how far away we are from hitting the mark

47%

66%

44%

16%

6%

14%

3%

3%

Q3. How well is your organization delivering on promises to customers?



Q4. Do you have good visibility and accurate valuations of customer lifetime value and retention rates?

No

Getting better all the time

Yes

Don't know

45%

37%

16%

3%



Q5. How has your ability to reach and engage customers changed in the past five years?

Marketing has had to more closely align with sales, service and support to truly connect the customer experience

The market is cluttered and confused, with a mass of online and offline channels and noise

Customer expectations for more relevant, personalized experiences have skyrocketed

Easier to connect with customers thanks to digital experiences, including social and mobile campaigns

Better access to customer intelligence that enables more relevant communications

Customers are more selective about which channels they want to use to engage with us

Having more channels has translated into a more fragmented and siloed customer journey

Keeping up with social engagements has become a full-time role

Far less expensive to reach and engage compared to five years ago

Customers’ mobile-only lifestyles have required a mobile-first mindset shift within the organization

Other

49%

31%

15%

36%

28%

7%

36%

26%

4%

35%

18%



Q6. What channels and resources are at your disposal to learn about, listen to and gain an intimate understanding about your customers, prospects and markets?

Corporate website

Sales data and CRM-based customer records

Customer satisfaction survey

Social media feeds (corporate managed feeds)

Social media listening (external feeds, fan pages, etc.)

Customer service data and insights

Finance and accounting information on transactions and account status

Feedback forms

Third-party data and intelligence on market and industry

Net Promoter Score (or similar third-party experience scoring metric)

Digital media (banner ads, etc.)

Focus groups (live and virtual)

74%

49%

39%

68%

44%

36%

57%

43%

36%

32%

53%

41%



Big data analytics that aggregate data from across the organization

Third-party data for leads, contacts and prospecting data

Customer advisory councils

Attribution models and scoring

Reviews and word of mouth on public sites (not managed by company)

Mobile relationship and engagement tracking

Reviews posted online on company-managed properties

Mobile app analytics

Real-time bidding platforms

Other

28%

20%

7%

26%

15%

5%

25%

14%

22%

14%



Q7. Can you aggregate and assimilate all of these sources of insight to get a 360-degree view of your customer?

Data is collected and analyzed separately and not well aligned

Revenue metrics (customer lifetime value, revenue per customer, overall revenue increases)

Alignment? We are happy to have turned any of the data into something actionable

Campaign metrics (clicks, conversions, shares, traffic and web analytics)

Well aligned across some channels; challenged to align data across others

Sales enablement metrics (downloads, lead flow, lead scoring)

Data streams are too complex to align completely

Service metrics (customer satisfaction, customer feedback, reviews)

Completely integrated and aligned

Finance metrics (maximized margins and profitability, reduced overhead and selling costs)

48%

38%

21%

30%

17%

12%

10%

10%

3%

10%

Q8. What measure does your organization most rely on to quantify customer engagement success?



Q9. How well does the marketing team understand where and how the customer’s mindset shifts along the customer journey?

Our analytics give us a clear view of past performance but do little to light the road ahead

Average insights into engagement behaviors and average ability to predict outcomes

Predictive in broad trends but struggle to predict and deliver actionable insights for an individual customer or account

Getting better at crafting omni-channel experiences based on insights into customer expectations, behaviors and requirements

We can predict what the next best action is, but beyond that is a more murky picture

We can measure campaign performance but have little to no understanding of how a customer might react or what will impact the customer

Analytics? What analytics?

Pretty good understanding of how customers want to engage and where specific campaigns can impact the customer journey

We see well into the customer’s future and can respond in relevant and meaningful ways in real-time

Excellent levels of understanding, insight and predictive knowledge about how the customer will react to experiences and engagements

41%

33%

23%

24%

20%

21%

12%

19%

5%

3%

Q10. To what degree do your analytics allow you to adapt to and predict the next best action for a customer?



Q11. What are your plans for maximizing customer value in the next 12 months?

Connect fragmented campaigns into a complete customer journey across the entire organization

Adding more personalized experiences based on customer data

Expanding engagement channels to better meet customers where they want to engage

More completely aligning front-line resources (sales, service, in-store, support) to create exceptional experiences in every channel

Delivering real-time, relevant offers to optimize revenue

Eliminating waste and clutter from communications

Investing in predictive analytics platforms to anticipate where and what the customer will expect and require

Other

61%

41%

59%

39%

54%

38%

45%

3%



In what country do you currently reside?

DEMOGRAPHICS

United States

Canada

Other

75%

8%

16%



What best describes your company’s industry sector?

Information technology

Professional services

Healthcare

Retail

Manufacturing

Banking

Media agency

Automotive

Energy

Media and publishing

Telecommunications

Transportation

24%

5%

3%

10%

4%

3%

6%

4%

3%

2%

6%

3%

Capital markets1%



Chemicals

Construction

Consumer durables

Electronics and miscellaneous technology

Packaged goods

Entertainment

Pharmaceuticals

Food and beverages

Travel and hospitality

Government

Utilities

Insurance

Wholesale/distribution

Other

1%

1%

1%

1%

1%

1%

1%

14%

1%

1%

1%

1%

1%

1%



What best describes your company type?

B2B

Hybrid

B2C

60%

27%

13%



How large is your company by revenue (USD)?

$51 million to $100 million




$751 million to $1 billion

$1.1 billion to $5 billion

Greater than $5 billion

$50 million or less11%

2%

14%

12%

3%

16%

3%

40%



In which region is your company headquartered?

United States

Europe

Canada

India

Middle East

Asia

74%

1%

15%

1%

7%

3%



In which regions does your company operate?

United States

Canada

Europe

Latin America/Caribbean

Asia

India

Middle East

Africa

Other

88%

41%

59%

33%

56%

29%

42%

24%

6%



What is your title?

Chief Marketing Officer

Director of Marketing

VP of Marketing

Head of Marketing

SVP/EVP of Marketing

General Manager of Marketing

Director of Insights

VP of Marketing and Sales

Director of Corporate/Marketing Communications

Director of Digital

VP of Marketing Operations

VP of Customer Experience

22%

7%

3%

14%

5%

2%

8%

5%

1%

1%

8%

3%

VP of Digital Marketing

Other

1%

21%



How large is your staff/team?

Less than 10

10–30

31–50

51–100

101–200

201–300

More than 300

55%

4%

24%

3%

6%

5%

5%



REAL-TIME MARKETING: THE DELICATE BALANCE OF RISK AND REWARD

By Matt Nolan, Director of Product Marketing at Pegasystems

The marketing ecosystem today is pretty complicated. Marketing execs have moved upstream over the past decade, from making strategic decisions about markets, channels, partnerships and the brand to being responsible for customer insights, experience and technology. This comes with increasing accountability.

There’s a reason for this. More than ever, consumers select their own journey. Routing these individuals through pre-defined paths, funnels and segments never worked very well, but in a digital age, it’s impossible. Marketing has become the “always on” layer through which an organization interacts with the world.

For most, the decision to offer personalized, real-time, right-now experiences is out their hands. Instead, the better question is: “How do we make real-time marketing work?” Any organization can personalize experiences appropriate to the individual—but at what cost and benefit?

SOLVING THE PROBLEM

Predictive analytics is the foundation of real-time marketing, but while providing insight, it still requires a sustainable strategy for being integrated into your marketing program and a unified platform on which to apply these techniques. The right combination of strategy and technology will enable the four cornerstones of real-time marketing: relevance, business need, context and consistency.

• Relevance. This is the most critical component of real-time marketing—a direct reflection of the customer’s wants and needs. Marketers traditionally used broad-based behavioral, demographic and attitudinal segments (descriptive analytics) to accomplish this, without much success. It’s difficult for a large, complex organization to categorize all of its customers into a smaller number of segments and still tap into those customers’ unique interests.

Instead, more advanced predictive analytics (such as propensity or likelihood models) are considered the most effective tools for identifying the right offer or message. Software compares thousands of potential offers, determines the most relevant options for that individual, and presents them with a personalized recommendation. This happens behind the scenes and increases the likelihood that the offer is relevant and accepted. Abandonment rates drop, conversion rates increase, retention rates improve, and the customer is happier.

• Business need. Obviously, the offer that the customer wants most is not always one the company is willing to provide. Some offers may be too risky or don’t make financial sense. Sustainable real-time marketing must consider:

• Lifetime Value: What is this individual’s net value to the organization?

• Financial Risk: What is the risk of a potential loss?

• Retention Risk: How likely is this individual to defect to a competitor?

EXPERT PERSPECTIVE



Technology enables marketers to instantly arbitrate between these factors, filtering out unprofitable discounts, offering premium incentives to high-value, retention-risk customers, etc. This provides intelligence by determining the next best action for both the customer and the business, which may even be to do nothing.

• Context. Marketers read about contextual experiences and think, “Isn’t that what my predictive models are for?” The difference is that an empowered contextual experience includes feedback in the form of up-to-the-minute information that wasn’t available or actionable to marketers in a real-time environment until recently. What events just happened to this customer? What have they told us (through behaviors or words) to indicate their immediate disposition (which may have shifted from past inclinations)?

Predictive models provide tremendous insight but historically had three weaknesses: They took significant time and resources to build, were limited to available data, and usually couldn’t be adapted fast enough to keep pace with customers.

Now, enterprise analytics tools can interpret records in microseconds. Those processes can be fully automated and use machine learning to adapt models as information is collected in real time.

• Consistency. For many, this is where real-time marketing becomes really difficult. True consistency means that a customer is presented with the same experience during every interaction. Whether they use the app or website, talk to a representative, or receive an email, the messages must align, and all parties must be informed. The customer can be afforded no opportunity to think, “What a mess…why don’t they know this?!”

The truth is that organizations who are considering real-time marketing are often very large and complex, with very real considerations that make consistency difficult, such as data and channel silos, shared customers, local and regional regulations, multiple account IDs, disparate technologies etc.

Rolling out insights across the organization requires two things:

1. A unified marketing platform that’s scalable, flexible and high-performance yet can be integrated and implemented across all touchpoints

2. Internal alignment and commitment to a “one message” approach across all systems, channels, stakeholders and groups

CONCLUSION

A focused investment in real-time marketing can pay substantial dividends to an organization through increased customer engagement, loyalty, revenue and profit margin, and it can differentiate the organization from its competitors.



The following case studies highlight successful implementations of real-time marketing with compelling ROI:

• Royal Bank of Scotland Improves Response by 25%

• PNC Bank Builds Compelling Customer Experiences

• EE Quadruples Accepted Offers to Customers

To be successful, the goal must be to optimize each customer’s lifetime value rather than to maximize short-term revenue, and the solution must strike a balance between the wants and needs of the customer and the sustainability of the business. This requires organizations to take longer-term perspectives of each customer. They must see and manage each customer journey end-to-end, not just within a channel or product silo. Innovative firms with the foresight and discipline to commit will reap the benefits for years to come.

http://www.pega.com/insights/resources/rbs-improving-response-rates-25

http://www.pega.com/customers/pnc-financial-services

http://www.pega.com/customers/ee



PR NEWSWIRE

PR Newswire is the premier global provider of multimedia platforms that enable marketers, corporate communicators, sustainability officers, public affairs and investor relations officers to leverage content to engage with all of their key audiences. Having pioneered the commercial news distribution industry 60 years ago, PR Newswire provides end-to-end solutions to produce, optimize and target content—from rich media to online video and multimedia—and then distribute content and measure results across traditional, digital, mobile and social channels. Combining the world's largest multi-channel, multi-cultural content distribution and optimization network with comprehensive workflow tools and platforms, PR Newswire enables the world's enterprises to engage opportunity everywhere it exists. PR Newswire serves tens of thousands of clients from offices in the Americas, Europe, the Middle East, Africa and Asia-Pacific, and it is a UBM plc company. To learn more, visit www.prnewswire.com.

QUALTRICS

For a long time, the only people with access to Qualtrics survey software were our closest friends and a bunch of Scott’s MBA students. It was our research clients who pushed us to open up the system and gave us the feedback needed to make it both the easiest to use and most sophisticated research suite on the market. To learn more, visit www.qualtrics.com.

AFFILIATE PARTNERS



The Chief Marketing Officer (CMO) Council is the only global network of executives specifically dedicated to high-level knowledge exchange, thought leadership and personal relationship building among senior corporate marketing leaders and brand decision-makers across a wide range of global industries. The CMO Council's 9,000-plus members control more than $400 billion in aggregated annual marketing expenditures and run complex, distributed marketing and sales operations worldwide. In total, the CMO Council and its strategic interest communities include more than 35,000 global executives in more than 110 countries covering multiple industries, segments and markets. Regional chapters and advisory boards are active in the Americas, Europe, Asia-Pacific, Middle East, India and Africa. The council's strategic interest groups include the Coalition to Leverage and Optimize Sales Effectiveness (CLOSE), Mobile Relationship Marketing (MRM) Strategies, LoyaltyLeaders.org, CMOCIOAlign.org, Marketing Supply Chain Institute, Customer Experience Board, Digital Marketing Performance Institute, GeoBranding Center and the Forum to Advance the Mobile Experience (FAME). For more information, visit the CMO Council at www.cmocouncil.org.

Pegasystems develops strategic applications for sales, marketing, service and operations. Pega’s applications streamline critical business operations, connect enterprises to their customers seamlessly in real-time across channels, and adapt to meet rapidly changing requirements. Pega’s Global 2000 customers include many of world’s most sophisticated and successful enterprises. Pega’s applications, available on-premises or in the cloud, are built on its unified Pega 7 platform, which uses visual tools to easily extend and change applications to meet clients’ strategic business needs. Learn more at www.pega.com.

ABOUT THE CMO COUNCIL

ABOUT PEGASYSTEMS

http://www.pega.com

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