The CMO Survey Report February 2014 - Highlights and Insights

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Depicts key survey results and offers trends over time. You can see a slide show of this report below.

Transcript of The CMO Survey Report February 2014 - Highlights and Insights

Page 1: The CMO Survey Report February 2014 - Highlights and Insights
Page 2: The CMO Survey Report February 2014 - Highlights and Insights

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Mission- To collect and disseminate the opinions of top marketers in order to predict the future of markets, track

marketing excellence, and improve the value of marketing in firms and society.

- The survey is an objective source of information about marketing. It is a non-commercial operation dedicated to the field of marketing, not the sale of products and services.

Survey Operation- Founded in August 2008, The CMO Survey is administered twice a year via an Internet survey. Many

questions repeat to observe trends over time.

- The February 2014 survey was the eleventh administration of The CMO Survey.

Sponsoring Organizations

About The CMO Survey

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Survey Sample- 4582 top U.S. marketers at Fortune 1000, Forbes Top 200, and top marketers who are AMA Members

or Duke University Alumni and Friends

- 408 responded for a 8.9% response rate

Survey Administration- Email contact with four follow-up reminders

- Survey in field from January 14, 2014 - February 4, 2014

- 88% of respondents VP-level or above

Results Interpretation- M = sample mean; SD = sample standard deviation

- B2B = Business-to-Business firms; B2C = Business-to-Consumer firms

Survey Methodology

3

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Topic 1: Marketplace Dynamics……………………………………………………… 5-11

Topic 2: Firm Growth Strategies…………………………………………………….. 12-16

Topic 3: Marketing Spending………………………………………………………… 17-28

Topic 4: Financial and Marketing Performance……………………………………. 29-34

Topic 5: Social Media…………………………………………………..…………….. 35-42

Topic 6: Marketing Jobs…………………………………………………………….... 43-46

Topic 7: Marketing Organization…………………………………………………….. 47-49

Topic 8: Marketing Leadership……………………………………………………..... 50-54

Topic 9: Marketing Analytics………………………………………………………..... 55-63

Topic 10: The CMO Survey Award for Marketing Excellence……………………. 64-66

Survey topics

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Topic 1:

Marketplace Dynamics

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Marketer optimism for U.S. economy reaches highest point in 5 years

Figure 1.1. How optimistic are you about the overall U.S. economy on a 0-100 scale with 0 being the least optimistic and 100 the most optimistic?

Feb-09 Aug-09 Feb-10 Aug-10 Feb-11 Aug-11 Feb-12 Aug-12 Feb-13 Aug-13 Feb-1440

50

60

70

80

47.7

56.5 57.855.6

63.3

52.2

63.4

58.4

62.765.7 66.1

Marketer Optimism About Overall Economy

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February 2009

February 2014

0%

10%

20%

30%

40%

50%

60%

70%

59.3%

13.3%

25.7%

32.3%

14.9%

54.4%

Less Optimistic No Change More Optimistic

% of respondents

Optimists almost quadruple since 2009

Figure 1.2. Are you more or less optimistic about the overall U.S. economy compared to last quarter?

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B2B Product B2B Services B2C Product B2C Services0

10

20

30

40

50

60

70

4845.3 46

50.8

66.2 65.6 66.2 64.1

February 2009 February 2014

8

Optimism for US economy grows across all sectors

Figure 1.3. Optimism for U.S. economy by sector

38% 44% 26%

XX% Change between February 2009 and February 2014

45%

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Marketer optimism for own companies and overall economy closest in five years

February

2009

February

2010

February

2011

February

2012

February

2013

February

2014

40

50

60

70

80

90

100

47.7

57.8

63.3 63.4 62.766.164.2

70.073.2 72.8 72.4 73.2

Optimism for Overall Economy Optimism for Own Company

Figure 1.4. How optimistic are you on a 0-100 scale with 0 being the least optimistic and 100 the most optimistic?

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Positive customer metrics forecasted

0%

20%

40%

60%

80%59.7%

32.8%

59.1%

43.8% 42.3%

67.7%69.3%

34.3%

59.3%49.0% 49.6%

74.7%February 2013 February 2014

Figure 1.5. Forecasted customer outcomes in next 12 months

% of respondents predicting an

increase

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Figure 1.6. Customers’ top priority in next 12 months

Customer priorities to shift to superior product quality

August

2012

February

2013

August

2013

February

2014

0%

5%

10%

15%

20%

25%

30%

35%

Low PriceSuperior Product Qual-itySuperior InnovationExcellent ServiceTrusting RelationshipBrand

% of respondents

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Topic 2:

Firm Growth Strategies

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Firms decrease market penetration and move toward riskier growth strategies in next year

Types of growth strategies

Existing Products/Services

New Products/Services

ExistingMarkets

Market Penetration

Strategy

Product/Service Development

Strategy

New Markets

Market Development

Strategy

Diversification Strategy

* % of spending across growth strategies

Growth Strategy

Actual Spending in

Past 12 Months

Expected Spending in

Next 12 Months

Percent Change

Expected

Market Penetration

Strategy52.9% 47.1% -11.0%

Market Development

Strategy15.3% 17.0% +11.1%

Product/Service Development

Strategy21.8% 24.3% +11.5%

Diversification Strategy 10.0% 11.5% +15%

Table 2.1. How growth spending is expected to change*

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Companies to increase organic growth and partnership strategies in next year

Table 2.2. How firms will grow in the next 12 months*

Strategy February 2014 Average

B2B Product

B2BServices

B2CProduct

B2CServices

Organic Growth 71.8% 70.4% 69.9% 79.5% 70.5%

Growth via Acquisitions 10.2% 9.1% 12.3% 7.6% 11.8%

Growth from Partnerships 12.8% 13.9% 13.9% 8.0% 12.2%

Growth from Licensing 5.2% 6.6% 3.8% 4.8% 5.5%

* Percentage of spending across growth strategies

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Sales from international markets as a percent of overall company sales

Figure 2.1. Percent of company sales expected to be international in next 12 months

August 2010

February 2011

August 2011

February 2012

August 2012

February 2013

August 2013

February 2014

0%

5%

10%

15%

20%

25%

30%

35%

18.7% 19.3%

24.7%

32.4%

19.6% 19.5% 20.5%22.5%

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Canada, Western Europe, and China remain U.S. firms’ highest revenue growth markets

Figure 2.3. Average change in growth of highest revenue international markets

February

2012

February

2013

February

2014

0%5%

10%15%20%25%30%

19.7%15.6%

18.4%

Western Europe

26%

China15%

Canada12%

Brazil7%

Southeast Asia5%

Japan4%

Mexico4%

Russia3%

India2%

Australia2%

Middle East2%

Korea2%

Eastern Europe2%

Other:13%

Figure 2.2. Highest international revenue growth markets (% respondents)

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Topic 3:

Marketing Spending

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Marketing budgets rebound

Feb-09 Aug-09 Feb-10 Aug-10 Feb-11 Aug-11 Feb-12 Aug-12 Feb-13 Aug- 13 Feb-140%

2%

4%

6%

8%

10%

12%

0.5%1.1%

5.9%

9.2%

6.7%

9.1%8.1%

6.4% 6.1%

4.3%

6.7%

Change in Marketing Spending

Figure 3.1. Percent change in marketing budgets in next 12 months

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Digital marketing spend vs. traditional advertising spend

*Refers to media advertising not using the web.

Figure 3.2. Percent change in traditional advertising* spend in next 12 months

August 2011

February 2012

August 2012

February 2013

August 2013

February 2014

-5%

0%

5%

10%

15%

1.3%

-0.8%-1.9%

-2.7% -2.1%

-0.1%

11.2%12.8%

11.5%10.2% 10.1%

8.2%

Traditional Advertising Spend Digital Marketing Spend

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Industry differences in digital vs. traditional advertising spend

B2B Product

B2B Services

B2C Product

B2C Services

Digital marketing spend +9.0% +7.4% +7.7% +8.2%

Traditional advertising* spend -1.6% +0.2 +2.8% -1.3%

*Refers to media advertising not using the web.

Table 3.1. Change in digital and traditional advertising spending in next 12 months by sector

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All other marketing spend categories remain positive, but slower growth expected

August 2012 February 2013 August 2013 February 2014

Overall marketing spending +6.4% +6.1% +4.3% +6.7%

New product introductions +9.4% +8.0% +7.1% +7.8%

New service introductions +6.4% +5.8% +4.9% +4.0%

Customer relationship management +9.0% +8.1% +6.0% +5.1%

Brand building +7.5% +6.8% +4.6% +4.9%

Table 3.2. Percent change in marketing spending in next 12 months

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Investments in marketing knowledge continue to decrease

*Developing knowledge about how to do marketing refers to the development of new marketing capabilities, while marketing training involves transferring existing marketing knowledge to employees.

August2012

February2013

August2013

February2014

0%

2%

4%

6%

8%

10%

Marketing research and intelligenceMarketing consulting servicesDeveloping knowledge about how to do marketing*Integrating what we know about marketing Marketing training*

Figure 3.3. Changes in firm spending on marketing knowledge in next 12 months

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*Question asked in Feb-11 for the first time.

Marketing budgets represent 10% of overall firm budgets

February2011

August2011

February 2012

August 2012

February 2013

August 2013

February 2014

0%

2%

4%

6%

8%

10%

12%

14%

16%

8.1%

10.0% 10.4%11.4%

10.6%9.4%

10.9%

Figure 3.4. Marketing budget as a percent of firm budget*

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Table 3.3a. Marketing percentage of firm budget by economic sector

B2B Product

B2B Services

B2C Product

B2C Services

February 2014 10.4% 8.7% 14.9% 11.4%

<$25 Million

$26-99 Million

$100-499 Million

$500-999 Million

$1-9.9 Billion

>$10 Billion

February 2014 12.7% 12.6% 6.5% 6.6% 9.7% 7.8%

0% Internet Sales

1-10%Internet Sales

>10% Internet Sales

February 2014 9.4 10.8% 13.8%

Table 3.3b. Marketing percentage of firm budget by company sales revenue

Table 3.3c. Marketing percentage of firm budget by company internet sales

Who has the biggest marketing budgets?

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Marketing spending as a percentage of firm revenues increases to 9.3%

February 2013

August 2013

February 2014

7%

8%

9%

10%

7.9%7.8%

9.3%

Figure 3.5. Marketing spending as a percentage of firm revenues

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Table 34a. Marketing spending as a percentage of firm revenues by economic sector

B2BProduct

B2B-Services

B2CProduct

B2CServices

February 2014 8.1% 5.8% 15.2% 11.0%

<$25 Million

$26-99 Million

$100-499 Million

$500-999 Million

$1-9.9 Billion

>$10 Billion

February 2014 13.9% 6.1% 5.9% 2.9% 6.7% 5.5%

0% Internet Sales

1-10%Internet Sales

>10% Internet Sales

February 2014 6.2% 7.8% 18.6%

Table 3.4b. Marketing spending as a percentage of firm revenues by company sales revenue

Table 3.4c. Marketing spending as a percentage of firm revenues by company internet sales

Marketing spending as a percentage of firm revenues by firm and industry

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Companies lack quantitative metrics to demonstrate impact of marketing spending

We prove the impact quantitatively

We have a good qualitative sense of the impact, but

not a quantitative impact

We haven't been able to show the impact yet

0%

10%

20%

30%

40%

50%

60%

35.7%

50.0%

14.3%

28.6%

51.5%

19.9%

Which best describes how your company shows the short-term impact of marketing spend on your business?Which best describes how your company shows the long-term impact of marketing spend on your business?

Figure 3.6. Short-term and long-term impact of marketing spent on business

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B2C Product companies demonstrate the impact of marketing quantitatively

B2B Product B2B Services B2C Product B2C Services0%

10%

20%

30%

40%

50%

60%

70%

28.2% 30.0%

64.9%

37.1%33.8%

25.0%

39.5%

20.0%

Companies that prove the short-term impact of marketing quantitativelyCompanies that prove the long-term impact of marketing quantitatively

Figure 3.7. Sectors that prove short-term and long-term impact of marketing quantitatively

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Topic 4:

Financial and Marketing Performance

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Company performance on financial metrics stable ~ 3-4% increase

August 2013 February 20140%

1%

2%

3%

4%

5%

4.1%3.9%

3.3%

3.0%3.1%

3.4%

Firm sales Firm profits Marketing ROI

Figure 4.1. Percent change in firm performance in prior 12 months

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Performance on key customer and brand assets also holds

August 2013 February 20140%

1%

2%

3%

4%3.4%

3.6%

2.0% 1.9%

3.1%

3.5%

Customer acquisition Customer retention Brand value

Figure 4.2. Percent change in performance on customer and brand metrics in prior 12 months

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Company performance by sector

B2BProduct

B2BServices

B2CProduct

B2CServices

Firm sales +3.6% +5.1% +3.6% +2.7%

Marketing return on investment +3.6% +3.2% +3.1% +4.5%

Firm profits +2.2% +3.4% 3.2% +3.3%

Customer acquisition +3.8% +3.9% +2.5% +3.6%

Customer retention +1.5% +2.5% +1% +2.9%

Brand value +2.8% +3.7% +3.5% +5.4%

Table 4.1. Sector performance metrics for prior 12 months

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Firm performance goals remain strong

Actual firm performance in prior 12 months

Goal in the next 12 months

Expected change in next 12 months

Firm sales 3.9% 6.8% +74.4%

Marketing return on investment 3.4% 5.3% +55.9%

Firm profits 3.0% 5.9% +96.7%

Customer acquisition 3.6% 6.1% +69.4%

Customer retention 1.9% 4.3% +126.4%

Brand value 3.5% 5.4% +54.3%

Table 4.2. Company performance and goals

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1=Very Weak

2=Weak 3=Fair 4=Good 5=Strong 6=A leader, but

not one of the best

7=Excellent, one

of the best in the world

0%

5%

10%

15%

20%

25%

30%

35%

40%

1.1%

7.2%

14.7%16.1%

34.4%

15.4%

11.1%

Marketing excellence ratings improve!

Marketing excellence over time

• Feb-2014: Mean = 4.7 (SD = 1.4)

• Aug-2013: Mean = 4.5 (SD = 1.4)

• Feb-2013: Mean = 4.5 (SD = 1.4)

• Aug-2012: Mean = 4.4 (SD = 1.4)

Figure 4.3. How would you rate your company’s marketing excellence?

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Topic 5:

Marketing and Social Media

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Social media spending expected to be 18% of marketing budgets in five years

Figure 5.2. Social media spending as a percentage of marketing budgets

Current Levels Over Next 12 Months In Next 5 Years0%

5%

10%

15%

20%

25%

7.4%

10.1%

18.1%

% of total marketing

budget

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Social media spending across sectors

B2BProduct

B2B Services

B2C Product

B2CServices Overall

Current Social Media Spending 6.9% 7.2% 7.7% 8.9% 7.4%

Social Media Spending in the next

12 months9.7% 9.5% 10.4% 11.4% 10.1%

Social Media Spending in the next

5 years17.4% 18.4% 17.2% 20.3% 18.1%

Table 5.1. Changes in social media spending across sectors

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Human capital related to social media: Slow to grow, 2:1 internal to external

Figure 5.2. Employees performing social media in companies

In-house social media employees

Outsourced social media employees

B2B Product 4.1 2.0

B2B Services 4.1 1.5

B2C Product 5.7 3.9

B2C Services 4.9 2.1

Table 5.2. Average number of employees by sector

Feb-2013 August 2013 February 20140.0

1.0

2.0

3.0

4.0

1.7

2.4

4.1

1.1 1.3

2.1

In-house social media employeesOutsourced social media employees

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Social media integration gap remains

Mean (SD)Feb-2014

B2B Product 3.5

B2B Services 3.6

B2C Product 4.3

B2C Services 3.7

Table 5.2. Integration scores by sectorFigure 5.3. How well is social media integrated with marketing strategy?

Mean = 3.8 (SD = 1.8)

1 Not at all Effectively

2 3 4 5 6 7 Very Effectively

0%

5%

10%

15%

20%

25%

14.8%14.0% 14.0%

17.0%

22.0%

11.4%

6.8%

Chart Title

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Social media remains poorly integrated with marketing strategy

Figure 5.4. Average social media integration scores over time

Question: How effectively is social media linked to your firm’s marketing strategy? (1=not integrated, 7=very integrated)

Feb-11 Feb-12 Aug-12 Feb-13 Aug-13 Feb-141

2

3

4

5

6

7

3.8 3.8 3.8 3.8 3.9 3.8

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Persistent poor integration of customer information across channels

Question:. How effectively does your company integrate customer information across purchasing, communication, and social media channels (1=not at all, 7=very effectively)?

Results:• Feb-14: Mean = 3.5, SD = 1.6 • Aug-13: Mean = 3.4, SD = 1.6 • Aug-12: Mean = 3.7, SD = 1.6

Average integration across all channelsMean (SD)

B2B Product 3.4 (1.7)

B2B Services 3.4 (1.6)

B2C Product 4.1 (1.5)

B2C Services 3.7 (1.7)

Table 5.4. Customer information integration gap across sectors

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Half of all firms haven’t been able to show the impact of social media on business

Figure 5.5.. Which best describes how you show the impact of social media on your business?

49.2%

34.8%

15.9%

We have proven the impact quantitatively

We have a good qualitative sense of the

impact, but not a quantitative impact

We haven’t been able to show the impact yet

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Topic 6:

Marketing Jobs

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Marketing hiring drops off

Figure 6.1. Percentage change in marketing hires planned in next 12 months

February 2011

February 2012

February 2013

February 2014

0%

1%

2%

3%

4%

5%

6%

7%6.2%

5.2% 5.4%

4.7%

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B2B companies to hire more marketers

45

Figure 6.2. Percentage change in marketing hires planned in next 12 months

B2B Product B2B Services B2C Product B2C Services0%

1%

2%

3%

4%

5%

6%

7%

4.4%

3.1%3.4%

4.9%

5.9%

5.2%

2.3% 2.2%

February2013

February2014

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Outsourcing of marketing 3.1%

Figure 6.3. Percentage of company marketing expected to be outsourced in next 12 months

August 2010

February 2011

August 2011

February 2012

August2012

February2013

August2013

February2014

0%

2%

4%

6%

8%

10%

12%

14%

4.3% 4.5%

9.3%

3.2%3.1% 3.5%

2.6% 3.1%

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Topic 7:

Marketing Organization

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Presence of marketing employees surges

Figure 7.1. Number of Employees Figure 7.2. Marketing Employees as a Percentage of Total Employees

Marketing Employees (90)

Non-Marketing Employees

(7690)

August2011

Febrary2012

August2012

Febrary2013

August2013

Febrary2014

0%

2%

4%

6%

8%

10%

4.2%

1.1%

3.1%2.5%

1.2%

6.3%

70007200740076007800800082008400860088009000

Marketing employees

(526)

Non-marketing employees

(8318)

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Product/service organizational structure dominates

% of firms

Figure 7.3. Organizational structure in companies

Customer Groups Product/Service Groups0%

10%

20%

30%

40%

50%

60%

70%

80%

26.7%

73.3%

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Topic 8:

Marketing Leadership

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Consistent erosion of marketing leadership

Table 8.1. Percentage of companies in which marketing leads activity*

Weaker marketing leadership: • Advertising• Positioning• Promotion• Brand• Marketing analytics• Marketing research• Social media• Competitive intelligence• Public relations• Market entry• CRM• Target/Market selection• Innovation• Customer serviceStronger marketing leadership: • Sales• PricingMaintaining marketing leadership:• Lead generation• New products• Stock market performance

Activity Feb-11 Feb-12 Feb-13 Feb-14Advertising 85% 85% 84% 79.9%

Positioning 79% 78% 82% 69.2%

Promotion 81% 79% 82% 74.8%

Brand 81% 84% 84% 79.1%

Marketing analytics** - - 76% 68.4%

Marketing research 73% 71% 76% 63.2%

Social media 71% 73% 76% 74.4%

Competitive intelligence 58% 62% 68% 52.6%

Public relations 65% 53% 61% 59.8%

Lead generation 53% 53% 56% 55.6%

Market entry strategies 50% 46% 56% 47.9%

New products 44% 52% 47% 46.4%

CRM 38% 41% 41% 33.3%

Targeting/Market selection 31% 35% 36% 33.3%

Sales 32% 30% 24% 29.5%

Pricing 30% 34% 31% 32.9%

Innovation 33% 39% 35% 29.5%

Customer service 22% 21% 24% 18.8%

Stock market performance 0.4% 1.2% 2.3% 1.3%

* Red indicates marketing’s influence has decreased, green indicates that marketing’s influence has increased, and changes of 1% or less are viewed as no change.**Marketing analytics added in Feb-13.

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Marketing leaders retained for an average of 4.6 years

Figure 8.1. Marketing leader retention

Aug-2009 Aug-2010 Aug-2011 Feb-2012 Aug-2012 Feb-2013 Aug-2013 Feb-20140

2

4

6

8

10

12

4.3 4.6 4.35.4

4.14.8 5.1

4.6

8.09.0 8.8

10.5

9.2 9.510.0

9.4

Years top marketer in current rolein the firm

Years top marketer in any role in the firm

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Shifting direct and indirect influence for top marketers

Figure 8.2. Number of people reporting to top marketer

Aug-2010 Aug-2011 Feb-2012 Aug-2012 Feb-2013 Aug-20130

5

10

15

20

25

30

7.2 7.36

8.6

5.66.9

17.015.4

25.4 24.6

17.516.1

Number of direct reports Number of indirect reports

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Best Practices from Marketing Leaders: See full interviews at www.cmosurvey.org/cmo-insights/

Senior Vice President and Chief Marketing Officer Beth Comstock discusses how GE approaches marketing: “You have to create a platform that invites innovative ideas.” This platform involves four capabilities that have produced an array of new products, services, customers, and business models.

Chief Marketing Officer Kim Feil discusses how she built a marketing function. From insights to accountability, she describes the organization, processes, metrics, and talent management strategies important to this effort.

Executive Vice President and Chief Marketing Officer Geert van Kuyck shares ideas on building the essential skill set for CMOs and the importance of defining the CMO’s mission. He discusses the use of the Net Promoter Score and other metrics to evaluate business results at Philips, touching on Philips’ engagement with LinkedIn and social media metrics.

Executive Vice President and Chief Marketing Officer Stephen Quinn describes how Walmart rebuilt its customer focus. Key steps involved harnessing internal support, generating market insight, using customer-focused metrics, living the brand internally, and building marketing talent.

Global Marketing Officer Marc Pritchard shares views on how marketing contributes to P&G’s performance. He talks about how P&G learns about customers and how it is relentless in its attention to building loyal customers and strong brands in the store, on the web, and around the world.

Page 55: The CMO Survey Report February 2014 - Highlights and Insights

Topic 9:

Marketing Analytics

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Spending on marketing analytics expected to increase 72% in three years

Figure 9.1. Percent of marketing budget spent on marketing analytics

Current Levels In Next 3 Years0%

2%

4%

6%

8%

10%

12%

14%

7.1%

12.2%

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Spending on marketing analytics by firm and industry characteristics

Current In Next 3 years

<$25M 5.5% 10.5%

$26-99M 6.2% 10.7%

$100-499M 6.6% 11.4%

$500-999M 9.9% 16.1%

$1-9.9B 8.5% 13.8%

$10+B 7.6% 13.1%

Table 9.1c. Firm size differences

Table 9.1b. Firm internet sales differences

Current In Next 3 years

0% 6.4% 11.6%

1-10% 7.5% 12.4%

>10% 8.0% 13.6%

Table 9.1a. Firm sector differences

Current In Next 3 years

B2B Product 7.9% 12.7%

B2B Services 5.6% 11.4%

B2C Product 9.9% 12.7%

B2C Services 7.2% 12.9%

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Most projects fail to use marketing analytics; slight shift upwards

Figure 9.2. Percentage of projects using available or requested marketing analytics

Feb-2012 Aug-2012 Feb-2013 Aug-2013 Feb-20140%

20%

40%

60%

80%

100%

37% 35%30% 29%

33%

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Contribution of marketing analytics remains low

Figure 9.3. To what degree does the use of marketing analytics contribute to your company's performance? 1 = Not at all and 7 = Very highly

Aug-2012 Feb-2013 Aug- 2013 Feb-20141

2

3

4

5

6

7

3.93.7

3.53.7

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Breakdown of marketing analytics’ contribution to company performance

Figure 9.4. To what degree does the use of marketing analytics contribute to your company's performance?

Mean = 3.7 (SD = 1.9)

1 Not at

all

2 3 4 5 6 7 Very highly

0%

5%

10%

15%

20%

25%

16.2% 16.2% 17.4%

12.9%

16.2%13.7%

7.5%

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Most companies do not have the right talent to fully leverage marketing analytics

Figure 9.5. Does your company have the right talent to fully leverage marketing analytics?

Mean = 3.6 (SD = 1.7)

1Does not have the right talent

2 3 4 5 6 7Has the right

talent

0%

5%

10%

15%

20%

25%

30%

9.0%

24.5%

18.4% 18.0%15.9%

8.2%6.1%

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Marketing analytics talent difficult to find

Figure 9.6. How challenging was it to find the right marketing analytics’ talent*

Mean = 4.8 (SD = 1.5)

*Answered by respondents stating they had hired marketing analytics talent in the last year

1Not at all challenging

2 3 4 5 6 7Extremely challenging

0%

5%

10%

15%

20%

25%

30%

2.1%

7.4% 7.4%

24.2% 25.3%

17.9%15.8%

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How companies measure marketing ROI

Figure 9.7. How companies measure marketing ROI

Experiments16%

Lead generation to sales metrics

2% Manager judgments

27%

Customer surveys

22%Econometric modeling

18%

We don’t measure

marketing ROI 15%

What percent of your marketing budget do you spend measuring your marketing ROI?

Mean = 3.5% (SD = 5.1)

95% Confidence interval around the mean = 2.8%-4.2%

Page 64: The CMO Survey Report February 2014 - Highlights and Insights

Topic 10:

The CMO Survey Award for Marketing Excellence

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The 2014 CMO Survey Award for Marketing Excellence – Overall Winner

Participants were asked to nominate a company in response to the question:

Which company across all industries sets the standard for excellence in marketing?

Apple, Inc.

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Participants were asked to nominate a company in response to the question:

Which company in your industry sets the standard for excellence in marketing?

The 2014 CMO Survey Award for Marketing Excellence – Industry Winners

The Coca-Cola Company(Consumer Packaged Goods: Food)

GEICO(Consumer Services)

IBM(Technology Solutions/Consulting)

Procter & Gamble (Consumer Packaged Goods: Non-food)

Google(Online Advertising)

Amazon(Online Retailer)

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Next survey: July 2014

Participate: Sign up here

Media: Press releases and coverage

Feedback: Send comments to [email protected]

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