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The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
growth team m e m b e rs h i p™
co-sponsor
2011 Marketing Priorities Survey Results
Americas
Marketing Survey Executive Summary . . . . . . . . . 2What is the Growth Team Membership™ . . . . . . 3Survey Purpose and Respondents . . . . . . . . . . . . . 4
Respondent Demographics . . . . . . . . . . . . . . . . . 43
External Factors Shaping Marketing Strategy . . . . 5
Key Marketing Challenges . . . . . . . . . . . . . . . . . . . 9
Marketing Effectiveness and Expenditures . . . . . 15
Social Media Expenditures and Ownership . . . . . 29
2
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 marketing prioritiesgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
Marketing Survey Executive Summary
Key Internal Challenge Internal Challenge Root CauseThe challenge is to identify new, adjacent market opportunities The root cause of the challenge is the lack of marketing staff
Budget Priorities Resources Budget as a % of RevenueB-to-B marketers focus expenditures on traditional marcom activities, while B-to-C marketers are focusing on online marcom activities
2011 marketing budgets and staffing levels will remain constant compared to 2010
The median percentage of company revenue allocated to marketing budgets is 3%
Social Media Use Social Media Objectives Social Media MetricsThe majority of marketers use social media in their marketing activities
Lead generation is the primary purpose for engaging in social media
Lead generation and website traffic are the most important metrics
Main External ChallengeThe challenge is capitalizing on the opportunities created by emerging markets
3
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 marketing prioritiesgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
What is the Growth Team Membership™?
The Growth Team Membership™ (GTM) is a subscription program that supports executives within the functions reporting to the CEO.
GTM provides best practices, events, and services to enable executives to address internal challenges within their companies.
CorporateStrategy
Corporate Development
Marketing
CompetitiveIntelligence
MarketResearch
SalesLeadership
R&D/Innovation
Investors/Finance
CEOMarketing
Email us [email protected] Visit us online www.gtm.frost.com
CEO’s Growth Team™ GTM: Creating Client Value
GTM’s case-based best practices help executives:
Speed the design and implementation of initiatives by not reinventing the wheel
Save money and reduce risk by avoiding mistakes made by other companies
Accelerate problem solving with a cross-industry perspective
Improve their function/company’s performance and productivity
4
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 marketing prioritiesgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
Survey Purpose and Respondents
Co-SponsorSurvey PopulationMethodologyResearch Objective
To understand the most pressing external and internal challenges shaping marketing executives’ 2011 planning .
Web-based survey platform Target respondents were Manager level and above marketing executives from companies throughout North and Latin America .
316survey
respondents
5
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 marketing prioritiesgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
External Factors Shaping Marketing Strategy
6
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 marketing prioritiesgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
Marketing strategy is influenced heavily by opportunities in emerging markets and the need to drive innovation
Top Three External Factors
Survey Question: Please specify the Top Three external factors shaping your marketing strategy in 2011 .
External Factor 1 Emerging global markets (18%)
External Factor 2 Need for product and services innovation (22%)
External Factor 3 Government regulation and policy (13%)
7
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 marketing prioritiesgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
B-to-B B-to-C Hybrid
External Factor 1 Emerging global markets (20%)
Government regulation and policy (27%)
Government regulation and policy (20%)
External Factor 2 Need for product and services innovation (21%)
Increasing number of competitors (30%)
Need for product and services innovation (30%)
External Factor 3 Government regulation and policy (13%)
Decreasing customer willingness to pay [downward price pressure] (20%)
Continuing economic instability (21%)
There is a considerable overlap in challenges regardless of business modelTop Three External Factors (By Business Model)
8
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 marketing prioritiesgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
Challenges for Marketing
Government regulation and policy (78%)
External Factors Impact on Marketing
Survey Question: Please indicate if the following factors present a challenge or an opportunity for your 2011 marketing strategy .
Opportunities for Marketing
Emerging global markets (94%)
Need for product and service innovation (79%)
9
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 marketing prioritiesgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
Key Marketing ChallengesBy Business ModelBy Company Revenue
10
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 marketing prioritiesgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
Key Marketing Challenges Snapshot
Identifying new, adjacent market opportunities
Challenge 1
Identifying new, adjacent market opportunities
Challenge 1
Prioritizing content use to create maximum value with customers
(social media, white papers, benchmarking tools, etc .)
Challenge 1
Developing segment-specific marketing programs
Challenge 3
Identifying, qualifying, and ensuring action on high-quality leads
Challenge 3
Measuring marketing ROI
Challenge 3
Understanding changing customer preferences and needs
Challenge 2
Developing segment-specific marketing programs
Challenge 2
Understanding changing customer preferences and needs
Challenge 2
All CompaniesTop three challenges:
B-to-B CompaniesTop three challenges:
B-to-C CompaniesTop three challenges:
11
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 marketing prioritiesgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
Challenge 1 Identifying new, adjacent market opportunities (22%)
Challenge 2 Understanding changing customer preferences and needs (12%)
Challenge 3 Developing segment-specific marketing programs (12%)
Challenge 4 Identifying, qualifying, and ensuring action on high-quality leads (9%)
Challenge 5 Providing high-impact tools to the sales force (12%)
Marketing executives are under pressure to identify new avenues of growth and respond to changes in customer behavior
Top Five Key Marketing Challenges
Survey Question: Please indicate the top five functional challenges shaping your marketing strategy in 2011 .
12
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 marketing prioritiesgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
Marketing’s top challenges are largely the same across business models, but vary in their prioritization
Top Five Marketing Challenges (By Business Model)
B-to-B B-to-C Hybrid
Challenge 1 Identifying new, adjacent market opportunities (22%)
Prioritizing content use to create maximum value with customers [social media, white papers, etc .] (25%)
Identifying new, adjacent market opportunities (20%)
Challenge 2Developing segment-specific marketing programs (12%)
Understanding changing customer preferences and needs (25%)
Understanding changing customer preferences and needs (21%)
Challenge 3Identifying, qualifying, and ensuring action on high-quality leads (11%)
Measuring marketing ROI (25%)
Developing segment-specific marketing programs (16%)
Challenge 4 Measuring marketing ROI (9%)
Embedding voice of the customer data into marketing strategies (29%)
Measuring marketing ROI (14%)
Challenge 5 Improving Sales and Marketing integration (11%)
Providing high-impact tools to the sales force (29%)
Providing high-impact tools to the sales force (14%)
13
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 marketing prioritiesgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
Marketing’s top challenges are largely the same across revenue bands, but vary in their prioritization
Top Five Marketing Challenges (By Company Revenue)
Below $100 Million
$100–$500 Million
$500 Million–$1Billion
$1–$11 Billion
More than $11 Billion
Challenge 1Identifying new, adjacent market opportunities (21%)
Identifying new, adjacent market opportunities (27%)
Understanding changing customer preferences and needs (17%)
Identifying new, adjacent market opportunities (24%)
Increasing the pace of new product and service introductions (27%)
Challenge 2
Understanding changing customer preferences and needs (13%)
Developing segment-specific marketing programs (21%)
Embedding voice of the customer data into marketing strategies (17%)
Understanding changing customer preferences and needs (15%)
Identifying new, adjacent market opportunities (12%)
Challenge 3Measuring marketing ROI (14%)
Identifying, qualifying, and ensuring action on high-quality leads (21%)
Preparing the organization for a social media strategy (17%)
Improving Sales and Marketing integration (16%)
Developing segment-specific marketing programs (23%)
Challenge 4
Developing segment-specific marketing programs (13%)
Providing high-impact tools to the sales force (19%)
Identifying new, adjacent market opportunities (18%)
Developing segment-specific marketing programs (13%)
Embedding voice of the customer data into marketing strategies (16%)
Challenge 5
Identifying, qualifying, and ensuring action on high-quality leads (12%)
Improving Sales and Marketing integration (9%)
Measuring marketing ROI (20%)
Measuring marketing ROI (14%)
Providing high-impact tools to the sales force (32%)
14
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 marketing prioritiesgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
Challenge 1Identifying new, adjacent market opportunities
Staff: Limited Resources (64%)
Challenge 2Understanding changing customer preferences and needs
Staff: Limited resources (30%)
Challenge 3Developing segment-specific marketing programs
Staff: Limited resources (48%)
Challenge 4Identifying, qualifying, and ensuring action on high-quality leads
Staff: Limited resources (33%)
Challenge 5Providing high-impact tools to the sales force
Staff: Limited resources (57%)
The root cause of Marketing’s challenges is limited staff
Survey Question: Please indicate if the root cause of your top five functional challenges are—staff, process, technology/systems, or strategic alignment .
Root Cause of Top Five Marketing ChallengesTop Five Marketing Challenges
15
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 marketing prioritiesgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
Marketing Effectiveness and ExpendituresBy Business ModelBy Company Revenue
16
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 marketing prioritiesgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
Marketing Expenditures and Effectiveness Snapshot
Rank their marketing effectiveness as “Above Average”
6% of their company’s revenue is allocated to the marketing budget
Largest budget item is staff
Expect their staffing levels to stay the same or increase moderately in 2011
Expect their marketing budgets to stay the same or increase moderately in 2011
Rank their marketing effectiveness as “Above Average”
2% of their company’s revenue is allocated to the marketing budget
Largest budget item is staff
Expect their staffing levels to stay the same in 2011
Expect their marketing budgets to stay the same in 2011
Rank their marketing effectiveness as “Above Average”
2% of their company’s revenue is allocated to the marketing budget
Largest budget item is staff
Expect their staffing levels to stay the same in 2011
Expect their marketing budgets to stay the same in 2011
All Companies B-to-B Companies B-to-C Companies
17
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 marketing prioritiesgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
Half of marketers rate their function’s effectiveness as “Above Average” or “Exceptional”Marketing’s View of its Effectiveness (By Business Model)
Survey Question: Please assess the overall effectiveness of your marketing function compared to those in other firms within your industry .
All Companies B-to-B Companies
B-to-C CompaniesHybrid Companies
9%
17%
8%
41% 43%
50%
36%
42%
38%
6%
37%
25%
12% 13%
25%
Above AverageAbove Average
Above Average
Above Average
Exceptional Exceptional
Exceptional
Below Average Below Average
Below AverageBelow Average
Average Average
Average
Average
18
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 marketing prioritiesgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
61%
100%
55%
18%
0%
10%6%
0%3%
7%
0%3% 4%
0%
7%4%
0%
21%
5% 7%4%
7%
60%
16%
On average, Hybrid companies have larger marketing budgets2010 Marketing Budgets (By Business Model)
Survey Question: Please indicate your 2010 total marketing budget (all expenditures on marketing activities and general & administrative—including staff) in the following US$ ranges .
The red percentages are for all respondents .
Below $1 Million $1 Million to $2.99 Million
$3 Million to $4.99 Million
$5 Million to $9.99 Million
$10 Million to $19.99 Million
$20 Million or more
All Companies B-to-B Companies B-to-C Companies Hybrid Companies
19
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 marketing prioritiesgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
B-to-C companies allocate more revenue to marketing than companies with other business models
Percentage of Annual Company Revenue Allocated to Marketing (By Business Model)
Survey Question: Please provide your 2010 total marketing budget (from the previous question) as a percentage of total company revenue: The graph above indicates the median percentages of each business model .
0%
5%
10%
2%
6%
5%
All Companies2%
B-to-B Companies
B-to-C Companies
Hybrid Companies
20
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 marketing prioritiesgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
Staff is the largest budgetary expenditure across business modelsMarketing Budget Allocation (By Business Model)
Survey Question: Please provide the percentage allocation of your total 2010 marketing budget to the following activities .
0%
10%
20%
30%
40%40%40%40%
11%
8%
18%
10%
13%
10%
5%7%
4%5%
6%5%
1%
3%
1%
4%
1%
5%5%5%5%5%
1%
40%
19%
10%
5% 5%
2%
5% 2%
5%
The red percentages are the median values for all companies’ marketing budget by category .
Personnel/Staffing
Marketing Communications
(Traditional Media)
Marketing Communications (Online/Digital
Media)
Channel Partner
Programs
Customer Relationship Management
(CRM) Software and Maintenance
Marketing Resource
Management (MRM)
Software and Maintenance
Knowledge Management
Training Non-CRM And Non-MRM Information
Technology Investments (Lead
Management Software, Sales Tools, etc)
All Companies B-to-B Companies B-to-C Companies Hybrid Companies
21
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 marketing prioritiesgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
Regardless of business model, Marketing will avoid further staff cuts, either maintaining existing numbers or recruiting moderately
2011 vs . 2010 Staffing Plans (By Business Model)
Survey Question: In comparison to 2010, your 2011 marketing staff will:
All Companies B-to-B Companies
B-to-C CompaniesHybrid Companies
8%
2%3%
7%
25%
4%
8%
3% 1%
54% 53%
50%
57%
7%
50%
34% 35%
Stay the Same Stay the Same
Stay the Same
Stay the Same
Decrease Moderately Decrease Moderately
Decrease Moderately
Decrease Substantially Decrease Substantially
Decrease Substantially
Increase Substantially Increase Substantially
Increase Substantially
Increase ModeratelyIncrease Moderately
Increase ModeratelyIncrease Moderately
22
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 marketing prioritiesgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
Budget cuts appears to be over—the majority of companies expect to maintain existing budgets
2011 vs . 2010 Budgets (By Business Model)
Survey Question: In comparison to 2010, your 2011 marketing budget will:
All Companies B-to-B Companies
B-to-C CompaniesHybrid Companies
8%
2%3%
7%
25%
4%
8%
3% 1%
54% 53%
50%
57%
7%
50%
34% 35%
Stay the Same Stay the Same
Stay the Same
Stay the Same
Decrease Moderately Decrease Moderately
Decrease Moderately
Decrease Substantially Decrease Substantially
Decrease Substantially
Increase Substantially Increase Substantially
Increase Substantially
Increase ModeratelyIncrease Moderately
Increase Moderately
Increase Moderately
23
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 marketing prioritiesgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
As a company’s revenue increases, marketing executives are more likely to rate their function’s effectiveness as “Above Average”
Marketing’s View on its Effectiveness (By Company Revenue)
Survey Question: Please assess the overall effectiveness of your marketing function compared to those in other firms within your industry .
Below $100 Million
All Companies $100 Million to $499.99 Million
$500 Million to $999.99 Million
$1 Billion to $11 Billion
More than $11 Billion
0%
50%
100%
3%
21%
49%
27%
7%
37%
37%
20%
7%
36%
46%
11%
13%
25%
50%
13%
6%
49%
41%
4%
24%
48%
24%
4%
Below Average Average Above Average Best-in-Class
24
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 marketing prioritiesgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
As company revenue increases so does marketing’s budgetMarketing Budget Allocation (By Company Revenue)
Survey Question: Please indicate your 2010 total marketing budget (all expenditures on marketing activities and general & administrative—including staff) in the following US$ ranges .
Below $1 Million $1 Million to $2 .99 Million
$3 Million to $4 .99 Million
$5 Million to $9 .99 Million
$10 Million to $19 .99 Million
$20 Million or more
Below $100 Million
All Companies $100 Million to $499.99 Million
$500 Million to $999.99 Million
$1 Billion to $11 Billion
More than $11 Billion
0%
50%
100%
60%
16%
5%
7%
4%
7%
90%
9%
1%
44%
32%
4%
8%
12%
40%
20%
40%
42%
22%
9%
13%
7%
7%
21%
16%
5%
5%
5%
47%
25
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 marketing prioritiesgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
Smaller companies are more likely to allot a larger portion of their revenue to marketing
2010 Marketing Budget (By Company Revenue)
Survey Question: Please provide your 2010 total marketing budget (from the previous question) as a percentage of total company revenue: The graph above indicates the median percentages of each revenue category .
Below $100 Million
$100 Million to $499.99 Million
$500 Million to $999.99 Million
$1 Billion to $11 Billion
More than $11 Billion
0%
1%
2%
3%
4%
5%5%
1% 1% 1%
2% All Companies2%
26
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 marketing prioritiesgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
Staffing is Marketing’s largest expenditure across revenue rangesMarketing Budget Allocation (By Company Revenue)
Survey Question: Please provide the percentage allocation of your total 2010 marketing budget to the following activities .
Personnel/StaffingMarketing Communications (Traditional Media)
Marketing Communications (Online/Digital Media)
Channel Partner ProgramsCustomer Relationship Management (CRM) Software and Maintenance
Marketing Resource Management (MRM) Software and Maintenance
Knowledge Management Training
Non-CRM And Non-MRM Information Technology Investments (Lead Management Software, Sales Tools, etc)
Below $100 Million
All Companies $100 Million to $499.99 Million
$500 Million to $999.99 Million
$1 Billion to $11 Billion
More than $11 Billion
0%
50%
100%
40%
19%
10%
5%
5%2%
5%2%
5%
39%
13%
15%
5%
5% 2%2%1%
35%
25%
6%
5%5%
1%2%
5%
39%
7%
3%
10%
3%3%5%
5%
48%
10%
8%
4% 1%2%
5%
5%
38%
15%
10%
8%
1%1%
1%5%3%
27
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 marketing prioritiesgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
Regardless of revenue, respondents see their 2011 staffing levels as staying the same or increasing moderately
2011 vs . 2010 Staffing Levels (By Company Revenue)
Survey Question: in comparison to 2010, your 2011 marketing staff will:
Below $100 Million
All Companies $100 Million to $499.99 Million
$500 Million to $999.99 Million
$1 Billion to $11 Billion
More than $11 Billion
0%
10%
20%
30%
40%
50%
60%
6%
39%38%
12%
4%
9%
40%
44%
4%3%
4%
46%
29%
17%
4%
0%
60%
20%20%
0%3%
33%
40%
17%
7%5%
37%37%
16%
5%
Increase Substantially Increase Moderately Stay the Same Decrease Moderately Decrease Substantially
28
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 marketing prioritiesgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
Marketers from larger companies are less optimistic about budget changes for 20112011 vs . 2010 Budget (By Company Revenue)
Survey Question: In comparison to 2010, your 2011 marketing budget will:
Below $100 Million
All Companies $100 Million to $499.99 Million
$500 Million to $999.99 Million
$1 Billion to $11 Billion
More than $11 Billion
0%
10%
20%
30%
40%
50%
60%
70%
80%
2%
34%
54%
8%
3% 3%
32%
55%
8%
2%4%
46%
29%
17%
4%
0%
25%
75%
0% 0% 0%
31%
56%
10%
3%0%
32%
58%
5% 5%
Increase Substantially Increase Moderately Stay the Same Decrease Moderately Decrease Substantially
29
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 marketing prioritiesgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
Social Media Expenditures and Ownership
30
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 marketing prioritiesgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
Social Media Snapshot
The majority use social media in their marketing activities
Corporate Marketing is the owner of the company’s social media activities
Lead generation is the most important social media metric
Traffic is the most effectively applied social media metric
The majority use social media in their marketing activities
Corporate Marketing is the owner of the company’s social media activities
Traffic and lead generation are the most important social media metrics
Search marketing is the most effectively applied social media metric
The majority use social media in their marketing activities
Corporate Marketing is the owner of the company’s social media activities
Lead generation is the most important social media metric
Search marketing is the most effectively applied social media metric
All Companies B-to-B Companies Hybrid Companies
Note: Due to small response rates, there is no B-to-C data for this section.
31
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 marketing prioritiesgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
Companies are likely to integrate social media with their marketing activitiesSocial Media Usage (By Business Model)
Survey Question: Does your company use social media in your marketing activities?
All Companies B-to-B Companies
Hybrid Companies
38%37%
30%
62%63%
70%
NoNo
No
YesYes
Yes
32
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 marketing prioritiesgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
Corporate Marketing predominantly owns social mediaOwnership of Social Media (By Business Model)
Survey Question: Which department is responsible for managing social media within your company?
E-marketing/Digital
Marketing
Corporate Marketing
Independent Social Media
Team
Corporate Communications
Customer Service
Cross-Functional Team
Other
H
HH
H
H
H
H
0%
10%
20%
30%
40%
50%
60%
70%
63%
53%
6% 6% 5%
0%
15%18%
0% 0%
7%
24%
4%
0%
60%
6% 4%
15%
0%
4%
11%
All Companies B-to-B Companies Hybrid Companies
33
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 marketing prioritiesgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
Objective 1 Generate leads (21%)
Objective 2 Engage current customers to increase satisfaction and/or loyalty (19%)
Objective 3 Drive word of mouth about existing products and services (25%)
Objective 4 Build relationships with influencers/advocates (19%)
Objective 5 Listen for insights from conversations (16%)
Survey Question: Please rank in order of importance the following objectives of your social media activities .
The majority see social media as a tool to drive revenue opportunitiesSocial Media Objectives
34
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 marketing prioritiesgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
Survey Question: Please indicate the importance of the following social media metrics within your company:
Findings ways to measure social media’s impact continues to be crucial for marketersImportance of Social Media Metrics
0%
50%
100%
33%
52%
14%
1%
26%
43%
20%
11%
50%
34%
12%
3%
37%
40%
19%
4%
38%
45%
16%
1%
26%
44%
23%
7%
45%
33%
14%
8%
Interaction (comments,
retweets, sharing, etc.)
Traffic (page views, time on site, etc.)
Leads (requests for trials or brochures)
Search Marketing (search engine
ranking)
Brand Awareness (number of
mentions online or share of voice)
Sentiment (positive or
negative mentions online)
Satisfaction and Loyalty (repurchase, renewals)
Not Important Slightly Important Important Very Important
35
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 marketing prioritiesgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
Survey Question: Please indicate the importance of the following social media metrics within your company:
B-to-B marketers stress the importance of site traffic and lead generation as social media metrics
Importance of Social Media Metrics (B-to-B Companies)
Not Important Slightly Important Important Very Important
Satisfaction and Loyalty (repurchase, renewals)
Sentiment (positive or
negative mentions online)
Brand Awareness (number of
mentions online or share of voice)
Search Marketing (search engine
ranking)
Leads (requests for trials or brochures)
Interaction (comments,
retweets, sharing, etc.)
Traffic (page views, time on site, etc.)
0%
50%
100%
33%
52%
15%
27%
42%
18%
14%
49%
35%
12%
4%
36%
41%
19%
4%
35%
47%
17%
1%
24%
45%
24%
7%
42%
35%
15%
8%
36
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 marketing prioritiesgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
Survey Question: Please indicate the importance of the following social media metrics within your company:
Hybrid company marketers stress lead generation as the most important social media metricImportance of Social Media Metrics (Hybrid Companies)
Not Important Slightly Important Important Very Important
Satisfaction and Loyalty (repurchase, renewals)
Sentiment (positive or
negative mentions online)
Brand Awareness (number of
mentions online or share of voice)
Search Marketing (search engine
ranking)
Leads (requests for trials or brochures)
Interaction (comments,
retweets, sharing, etc.)
Traffic (page views, time on site, etc.)
0%
50%
100%
27%
60%
7%
7%
27%
47%
27%
57%
36%
7%
40%
33%
20%
7%
47%
40%
13%
33%
40%
20%
7%
53%
27%
13%
7%
37
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 marketing prioritiesgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
Survey Question: Please rate the effectiveness of your company’s application of the following social media metrics:
Most marketers see themselves as “Average” in measuring their success in social mediaEffectiveness of Social Media Metrics
Interaction (comments,
retweets, sharing, etc.)
Traffic (page views, time on site, etc.)
Leads (requests for trials or brochures)
Search Marketing (search engine
ranking)
Brand Awareness (number of
mentions online or share of voice)
Sentiment (positive or
negative mentions online)
Satisfaction and Loyalty (repurchase, renewals)
0%
50%
100%
7%
22%
50%
18%
4%
11%
39%
42%
8%
2%
15%
45%
33%
5%
7%
30%
39%
20%
6%
7%
17%
47%
24%
5%
4%
20%
39%
23%
14%
7%
21%
39%
22%
12%
Do Not Use Below Average Average Above Average Best-in-Class
38
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 marketing prioritiesgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
Survey Question: Please rate the effectiveness of your company’s application of the following social media metrics:
B-to-B marketers feel they are least effective at measuring social media interactionsEffectiveness of Social Media Metrics (B-to-B Companies)
Satisfaction and Loyalty (repurchase, renewals)
Sentiment (positive or
negative mentions online)
Brand Awareness (number of
mentions online or share of voice)
Search Marketing (search engine
ranking)
Leads (requests for trials or brochures)
Interaction (comments,
retweets, sharing, etc.)
Traffic (page views, time on site, etc.)
0%
50%
100%
7%
18%
50%
20%
5%
11%
36%
45%
8%
3%
15%
41%
35%
7%
8%
30%
38%
19%
5%
7%
14%
45%
29%
5%
5%
19%
37%
24%
15%
8%
20%
37%
21%
13%
Do Not Use Below Average Average Above Average Best-in-Class
39
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 marketing prioritiesgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
Survey Question: Please rate the effectiveness of your company’s application of the following social media metrics:
Hybrid company marketers feel they are using traffic metrics most effectivelyEffectiveness of Social Media Metrics (Hybrid Companies)
Satisfaction and Loyalty (repurchase, renewals)
Sentiment (positive or
negative mentions online)
Brand Awareness (number of
mentions online or share of voice)
Search Marketing (search engine
ranking)
Leads (requests for trials or brochures)
Interaction (comments,
retweets, sharing, etc.)
Traffic (page views, time on site, etc.)
0%
50%
100%
7%
40%
40%
13%
13%
47%
33%
7%
20%
53%
27%
27%
40%
27%
7%
7%
27%
60%
7%
20%
47%
20%
13%
20%
47%
27%
7%
Do Not Use Below Average Average Above Average Best-in-Class
40
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 marketing prioritiesgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
Survey Question: Does your company use social media in your marketing activities?
Regardless of revenue band, most companies use social media in their marketing activitiesSocial Media Usage (By Revenue Category)
Yes No
Below $100 Million
All Companies $100 Million to $499.99 Million
$500 Million to $999.99 Million
$1 Billion to $11 Billion
More than $11 Billion
0%
50%
100%
63%
37%
71%
29%
48%
52%
67%
33%
53%
47%
78%
22%
41
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 marketing prioritiesgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
Below $100 Million
All Companies $100 Million to $499.99 Million
$500 Million to $999.99 Million
$1 Billion to $11 Billion
More than $11 Billion
Survey Question: Which department is responsible for managing social media within your company?
Irrespective of revenue band, Corporate Marketing tends to manage social mediaOwnership of Social Media (By Company Revenue)
0%
50%
100%
60%
6%
4%
15%
11%
4%
67%
5%2%2%
17%
7%
58%
8%
8%
25%
75%
25%
54%
8%
4%
19%
15%
54%
8%
8%
31%
Other Cross-Functional Team
Customer Service
Corporate Communications
Independent Social Media Team
E-marketing/Digital Marketing
Corporate Marketing
42
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 marketing prioritiesgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
Marketing Overarching Challenges Sample Solutions from the Growth Team Membership
SegmentationMarketers are focusing on creating segment-specific campaigns in response to changes in customer needs .
Learn how Tandberg used customer segmentation as the foundation for building a customer-centric business model .
Return on InvestmentStaff limitations and stagnant marketing budgets require marketing to identify and prioritize the highest potential campaigns .
Learn how Kimberly-Clark instituted an ROI-based process to evaluate, select, and monitor marketing programs .
Social Media MetricsMarketers recognize the importance of social media metrics but struggle to identify and apply relevant measures .
Learn how Kodak used a systematic approach to create and activate a social media strategy .
The Growth Team Membership™ (GTM) is an annual subscription program that supports executives in Marketing, Sales Leadership, Corporate Strategy, Corporate Development, R&D/Innovation, Market Research, and Competitive Intelligence . GTM offers best practices research, events, and services to address the internal challenges executives face . Contact us at GTMResearch@frost .com .
The Top Three Overarching Challenges Affecting North and Latin American Marketing Executives
what’s keeping marketing executives up at night in 2011?
43
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 marketing prioritiesgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
Respondent Demographics
44
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 marketing prioritiesgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
Respondent Demographics
Survey Question: Please indicate the type of enterprise best represents your company .
N = 291
N = 294N = 293
Enterprise Type Business Model
Company Revenue
35%
6%
59%
19%
4%
77%
Public
Hybrid Company
Private
B-to-B CompanyVenture Capital
0%
30%
60%
40%
13%
6%
27%
11%
Below $100 Million
$100 Million to $499.99 Million
$500 Million to $999.99 Million
$1 Billion to $11 Billion
More than $11 Billion
B-to-C Company
The overwhelming majority of the respondents work in B-to-B companies .
More than half of the respondents work in a private company .
45
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
2011 marketing prioritiesgrowth team m e m b e rs h i p™
Source: Growth Team Membership™ research.
Respondent Demographics: Top Five Participating Industries
Survey Question: Please indicate which industry categories best describe your company (check all that apply .)
N = 307
Energy and Power Systems
Electronics and Security
Chemicals, Materials, and Food
Healthcare and Life Sciences
Professional Services
Information and Communication Technologies
0% 20% 40%
26%
19%
13%
11%
10%
10%