Wp Forbes Bringing Foresight to Marketing

8/6/2019 Wp Forbes Bringing Foresight to Marketing

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Copyright Forbes 2011

Bringing 20/20Foresight to MarketingCMOs Seek a Clearer Picture o the Customer

in association with:


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Marketers priorities are customer-centric.More than hal (52%) cited customer retention as their top

current priority, ollowed by customer acquisition (38%), and customer proftability (29%). These will remain

top priorities a year rom now.

Marketing budgets mirror these priorities. About our in ten executives (39%) are dedicating the largest

chunk o their unds to customer retention; customer acquisition runs a close second (36%).

Online tactics will see signicant lits in budgets. Over the next year, 56% will increase their online

marketing spend, 54% will increase their social media spend, and 50% will increase their mobile

marketing spend.

Greater emphasis is being placed on data-based decisions.Nearly hal o respondents are increasing

their spending on business intelligence, and 78% say there is greater scrutiny placed on what works and what

doesnt than there was a year ago.

Marketers are challenged to understand the infuence o their campaigns beyond the basic metrics

o acquisition and conversion.Top perormers are using technology to get at these results and optimize

their channels.

Marketers are not always clear on what tools they need to meet their top challenges. Respondents

admit being concerned about their ability to get a deeper understanding o customer interactions or obtain an

integrated view o customer behavior. But there appears to be a disconnect in how they solve that issue, as the

tools that could helpreconciling multiple online marketing applications and lack on an integrated marketing

suiteare at the bottom o their list o concerns.

Marketing is moving at light speed, but most marketers are not watching or adjusting their

campaigns accordingly. Just 9% review their online marketing perormance in real time, and only 9% adjust

their campaigns in real time.

Top perormers are more proactive in tracking and adjusting their campaigns. Among companies that

said their investment in marketing technology was world class, 27% track their perormance in real time, and

39% adjust their campaign perormance in real time.

While nearly two thirds o respondents said they segment and target customers based on an

integrated view o customer behavior, that view is not necessarily complete. Just 30% have a view o

mobile behavior, and just 34% look at social media behavior.

Key Findings


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Todays marketers have a wider range o options available

than ever beore or reaching their targetsbroadcast and

print, online marketing, social networks, mobile media,

ash sales, location-based apps The list goes on with

more options seeming to emerge daily. Therein lies the

challenge. In a ragmented marketplace, how can market-

ers provide a consistent brand experience across multiple

touchpoints? And just as importantly, what is the impact

o these multiple touchpoints on giving marketers a truly

integrated view o their customers behavior? Finally, given

the continued emergence o disruptive marketing technol-

ogies, how can companies stay abreast, much less ahead, o

where consumers will interact with their brands?

In other words, marketers today need to view the cus-

tomer with 20/20 oresight, but are caught in hindsight by

ocusing on whats worked in the past, not what is working

in the present or will work in the uture.

To gain a clearer picture o the pr iorities, concerns, and

actions o major marketers, Forbes Insights, in associati

with Coremetrics, an IBM company, surveyed 321 mark

ing executives at companies with more than $250 milli

in annual revenue in the U.S. and the U.K. These exe

tives represent companies in industries that traditionally a

heavy users o Internet marketingretai l, travel/hospital

nancial services/bank ing, and technology/media/telecom

Survey respondents were asked about their eorts

meet their goals using highly granular behavior tracki

instantaneous data collection, social media channels a

real-time campaign adjustments. Their answers provide

insightul glimpse into a ast-paced uture ueled by rob

and ar-reaching data.

In addition, the data reveals how top perormerstho

businesses that rate their marketing technology investme

as a world class dierentiatordier rom average com

nies. Marketers may be able to learn rom these dierenc

and apply these best practices to their own eort s.

Bringing 20/20 Foresight to MarketingIn a business environment increasingly dominated by metrics, measurements, and data-driven decision-mak

ing, marketing executives nd themselves under more scrutiny than ever. Less emphasis is being placed o

brandingthe traditional realm o the CMOand more on customer acquisition, conversion, and retention

While top-level marketers agree that the prolieration o customer and campaign data is helping, not hinder

ing, their eorts to produce ROI, many are at risk o alling behind as expectations and tactics are evolvin

at a breakneck pace.


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Customer-CentriC priorities

With online marketing being driven by transactions, lead

generation, and conversion, it is no coincidence that mar-

keters are less ocused on brand building and more ocused

on customer retention and acquisition.

Asked about both their current priorities, as well as what

they believe their priorities will be a year rom now, respon-

dents clearly had the customer in mind. More than hal

(52%) cited customer retention as their top current prior-

ity, ollowed by customer acquisition (38%), and customer

protability (29%). (Fig. 1) These remain the top priorities

a year rom now.

For marketing leaders, this means keeping an active

ocus on lead generation and maximizing the value o each

and every customer.

We track trac and behavior closely, said the vice

president o marketing at a global media serv ices company.

We optimize search, email [and] display advertising. We

even measure and optimize on lead-generation programs.

Across ve o its 10 brands, this vertically integrated

company serves up more than 150 million monthly page

views to eight million-plus unique visitors around the

world. The ocus is rmly on salessome B-to-C, but

mostly B-to-B. We probably still dont do as much as we

would like, the VP added, but we are always optimizing.

Do buDgets matCh priorities?

For the most part, marketing budgets mirror these priorities.

About our-in-ten executives (39%) are dedicating the larg-

est chunk o their unds to customer retention; customer

acquisition runs a close second (36%). (Fig. 2) Yet maxi-

mizing customer protabilitya crucial prioritydoesnot appear to be a key budget item, as just 19% said it was a

top area o spending.

Looking ahead to next year, dedication to retention

and acquisition will remain strong, as more than hal o

respondents said they intend to increase their spending on

customer acquisition, customer retention, and customer

protability. (Fig. 3)

Online tactics will also see signicant lits in bud-

gets56% will increase their online marketing spending,

54% will increase their social media spending, and 50%

Figure 1: What are your companys top marketing priorities?

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will increase their mobile marketing spending. Which

raises an important question: Are these marketers mak ing

smart decisions by boosting their online marketing bud-

gets in 2011 or 2012, or should these increased investments

have occurred earlier, when pre-emptive strikes in these

areas were more practical?

Figure 2: What are the top areas in terms o spending in your current

marketing budget?

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Interestingly, while marketing needs to move at lig

speed, marketers appear to be increasing their investme

only ater theyve been caught o-guard by changes in t

marketplace. In the survey, respondents were asked abo

what key developments over the past year surprised th

most, and many o the most important changessuch as t

Figure 3: Over the next 12 months, how do you expect your spending in the

ollowing areas to change?

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Increase signifcantly (10% or more)

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Decrease

Decrease signifcantly (10% or more)


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3

Figure 4: The pressure to deliver

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Strongly agree

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Twitters strength as a marketing tool, greater use o smart-

phones and tablets, and the rise o ash-sale sites such as

Groupontopped the list.

At the same time, they were asked to predict what mar-

keting-related developments would occur in the next 12

months. And while issues such as app overload, growth o

the tablet market, and the mainstreaming o social media a ll

were chosen, there was little agreement as to what would be

most important.

Creating a uniFieD branD

Marketings biggest challenge appears to be presenting a

consistent, unied brand across multiple customer touch-

pointson the Web, on social media, via mobile devices,

and through traditional brick-and-mortar. This challenge

extends to consistent messaging, a consistent customer expe-

rience, and a consistent, unied view o the customer.

Its easy to measure disparate behaviors, said the vice

president o media, digital marketing and social media at an

internationally known telecom and wireless company, but

dicult to aggregate to provide a single view across multiple

digital channels. Its easy to measuredicult to provide

actionable insights back to the business.

The pressure to deliver is greater than ever. Four o ve

executives (78%) said that, compared to one year ago, more

scrutiny is placed on their marketing eorts. (Fig. 4) Nearly

hal (48%) report that short-term results are being priori-

tized at the expense o long-term goals.

One-size-ts-all volume marketing may no longer be

eective. While marketers are getting better at synchro-

nizing their online and ofine eorts, it is harder than

ever to measure the sales-eectiveness o digital market-ing. Increasing the challenge, barriers to entry have allen or

competitors, thanks in part to cheaper, accessible technology.

Two-thirds o executives (64%) agreed its harder than ever to

cut through the noise and be noticed. This could portend

greater narrowcasting, as marketers target their messages to

highly specic segments with high ly specic interests.


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a thirst For Data

Nothing convinces a CEO more than a clear demonstra-

tion o returns and positive nancial outcomes, said the

CMO o a $3 billion agency whose client list includes

national and international retailers.

Data has always had its place in the marketing depar t-

ment, but the numbers are no longer being used to just

conrm (or reute) decisions. Instead, data is increas ingly

driving those decisions. The vast majority o those sur-

veyed plan to dedicate resources to collecting business

intelligence to aid data-based decision making. Nearly

hal (45%) will increase their spending in the next 12

months; just about everyone else (47%) will spend at

least the same amount.

There is, o course, a risk to having so much inorma-

tion at ones ngert ips. Some marketers slam headrst into

so-called analysis paralysis. As the agency CMO warned,

there are ew enemies to knowledge as great as having

too much inormation. The survey results conrm this.

Two-thirds o executives are chal lenged by the prospect o

converting data into action.

Top-perorming marketing executives need more than

numbers. They need connections. Measuring and moni-

toring may have become something o a science, he said,

but connecting dots, interpreting results, and synthesizi

meaning is still high art.

Theres also the risk o creativity being stied in the in

est o sure thing data-based decisions. Six in ten o tho

surveyed (60%) ear that a reliance on metrics preclud

breakthrough ideas. Nearly the same percentage o exe

tives (58%) said they spend more time analyzing than creati

One marketing vice president summed it up: All t

data can be addictive and can be a crutch. There is a dang

in being too data-dependent, she said. Its about knowi

when and where its worth optimizingrather than o

mizing every thing or the sake o it.

Todays best-in-class marketing executives know th

properly interpreted data can actually drive inspiration. F

one senior vice president at an international travel webs

breakthroughs come when an anomalous data set provi

some insight that we werent looking at beore.

investing in tomorrows teChnology toDay

Retention and acquisition may be top online marketing p

orities, but marketers are challenged to understand th

campaigns inuence vis--vis customer behavior. Th

also have trouble obtaining an integrated view o custom

across multiple touchpoints.

leveraging short-term Data For long-term suCCess


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Figure 5: What are your organizations top challenges related to online

marketing?

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While retention and acquisition are the top online mar-

keting priorities o survey respondents, many indicated they

were challenged to understand the inuence o their cam-

paigns beyond the basic key perormance indicators (KPIs)

o acquisition and conversion. (Fig. 5)

Top-perorming marketers are taking a dierent ta

Theyre addressing the oundation that underpins all

these: technology. Others may be acing more o a techn

ogy disconnect, as they are challenged to gain an integrat

customer view, but are less concerned with reconciling m

tiple applications or a lack o an integrated marketing suit

Multi-source attribution just wasnt possible ten, or ev

ve, years ago, said the senior vice president o a U.S.-ba

consumer website with strategic partnerships on just abo

every continent. The technology required to capture b

ing patterns over multiple channel interactions over a 90-d

period was too expensive. Today, even large data sets c

be analyzed in a timerame short enough to yield actiona

results. With todays cloud-scalable systems, distribut

processing and columnar databases, making sense o the d

around an individua l is possible.

This makes sense to the COO and CFO o a national me

wear retailer. Todays multi-channel consumer is neither of

nor online, he said, but all-line. His company is lever

ing technology to gain a broader view o customers, optimiz

retail and direct channel media to stimulate demand bas

on customers preerenceas shown by measur ing resu lts.

And yet, when asked to rate their companys technologi

support o online marketing, the vast majority (87%) see roo

or improvement, and about hal o those eel they are eith

just adequate or need some signicant improvements. (Fig. 6

Figure 6: How would you rate your companys investment in technology to

support online marketing, compared to your competitors?

World class, a clear

competitive dierentiato

Strong in some areas, bu

we need to improve in

some areas

Adequate or our industry

but we need to improve

We are getting by, but

signifcant improvements

are needed

We are underperorming

and radical improvement

are needed

13%

42%30%

14%

2%


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personalization DemanDs immeDiaCy

Marketing is moving at light speed, but ew executives

are watching or adjusting their campaigns and con-

tent accordingly. O those surveyed, the majority either

reviews their metr ics weekly (28%) or monthly (24%). Just

two in 10 review online marketing perormance daily

a good start, but insucient or todays demanding (and

savvy) consumers. Fewer than one in 10 reviews peror-

mance in real time.

Thats overall. But those who are top perormersthose

that say their companies investment in marketing technol-

ogy is world classare much more proactive in tracking

and adjusting their campaigns. More than hal o world

class marketers review their campaign perormance in real

time (27%) or daily (32%). (Fig. 8)

Figure 8: How oten is your online marketing perormance reviewed within

your organization?

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weekly

Mly

Qurerly

aully

n ll

27

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32

19

29

28

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World class

All respondents

Similarly, these world-class marketers are using this d

to adjust their campaigns39% adjust in real time and 29

indicated they adjust their campaigns whenever they revi

the metrics. (Fig. 9)

But just as collecting data in a vacuum is pointless,

too is immediacy or its own sake. The true value o inst

eedback, analysis and adjustment is presenting a person

ized experience to the user.

The CMO or the Americas at a major global ho

chain understands this. Real-time one-to-one marketi

is doable provided you have a dynamic system to custo

ize oers on the y, he said. We typically do custom

clustering where we provide oers based upon city or bra

interest, then tailor creative Our insight and analytics te

are a critica l and strategic part o our marketing activity.

Figure 9: How oten do you adjust your online marketing campaigns based

these reports?

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All respondents

10

5


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when Does personal beCome private?

top perFormers have a uniFieD view

According to the survey data, marketing executives value

broad, comprehensive views o their customers. Indeed,

many respondents say theyre ocused on customer activity

across multiple touchpoints.

Yet, many dont actually have a handle on how their

customers are using these dierent channels. Too many

executives are producing data in silos, and then ailing to

connect that data to related inormation. This lack o unied

view is hindering eorts to deliver brand messagingand

thereore eectively attract, convert, and retain customers.

In the survey, nearly two thirds o respondents (65%) said

they segment and target customers based on an integrated

view o customer behavior. (Fig. 10)

Asked what this includes, the top responses were cus-

tomer service behavior, historical behavior, and online

behavior. Just 30% have a view o mobile behavior, and just

34% look at social media behavior. (Fig. 11)

Marketers with a unied view o both online and ofine

activity nd it easier to interpret data rom individual

channel perormance. Theyre also more adept at analyz-

ing vendor perormance and per-visit/per-session customer

behavior. Perhaps most crucially, a unied view makes it

Figure 10: Do you segment and target your customer marketing based o

an integrated view o the consumers behavior?

Yes

No

65%

35%

easier to interpret longer-term customer behaviorp

ticularly in socia l media and mobile channels.

We are real ly increasing our investment in this are

said the vice president o marketing or a global IT servi

company. We are now designing an extremely comp

hensive 360-degree approach/system to understand o

target customers.


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Figure 11: What inormation does this integrated view include?

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The VP is not alone. Other executives reported simi-

lar eorts. And not a moment too soon. Marketers with a

unied view are more likely to easily interpret multi-visit

data. Theyre also more able to assess the value o a cam-

paign based on inuence and interaction, and nearly twice as

likely to nd it easy to interpret customer data across mul-

tiple touchpoints.Not surprisingly, companies that rated their marketing

technology investment as world class were most likely to

target their marketing based on an integrated view o cus-

tomer behavior. Nearly nine in ten (88%) said they do this

kind o segmentation and targeting.

At the hotel chain, its CMO is ahead o the curve.

Weve consolidated our agencies globally or both creative

and media. This has allowed us to leverage our scale more

eectively, and provides a rich knowledge base or what

works by market and customer segment in dierent parts o


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methoDologyte rm repr bed e reul urvey d e--e erve dued by Frbe ig Mr d aprl 2011.

Frbe ig, e cremer, iBM mpy, urveyed 321 exeuve vlved mrkeg r rpre mgeme lrge bue

e U.s. d e U.K. all rked r mpe dure re yplly mjr le mrkeer, ludg rel, rvel/ply, fl erve,

elgy/med/elem.

Mre ree qurer e mpe (77%) d ul reveue $1 bll r greer, d e remg 23% d reveue le $250 mll. Mre

qurer repde eld c-level le, ludg cEo (15%) r cMo (11%), d e re d er le ludg er ve prede, ve prede, dre

mrkeg, d mrkeg mger.

Christiaan rizy

DiREctoR

stuart Feil

EDitoRiaL DiREctoR

brenna sniDerman

REsEaRch DiREctoR

JeFF Koyen

REPoRt aUthoR

works by market and customer segment in dierent parts o

the world. As a global company, he said, it must serve cus-

tomers reacting with the brand in dierent channels, with

dierent needsand rom dierent countries.

Brand consistency and continuity are critical or deliv-

ering the best guest experience to drive engagement.

too late to play CatCh-up?

To succeed in the marketing, executives must have oresight.

Yet they seem to have vastly better hindsight.

Marketers can be orgiven or not jumping oni not

oreseeingradically new platorms, channels, and opportu-

nities. How can someone predict the impact o ash sales or

social gaming?

The point isnt that marketers cant agree on the uture.

I there are no longer one-size-ts-all solutions or reach-

ing audiences, why should there be any or the marketers

themselves? The point is, progressive marketers are relatively

ewbut theyre the ones pushing the envelope, sett

dialogues, and dening the industry. Theyre willing

commit, experiment, and adjust. Aided, o course,

robust data collected at every step in the process.

Has the ship sai led, then? Is it too late or the lateco

ers to play catch-up?

No, said one SVP. Its never too late. Even bran

that have a head start will need to constantly innov

in order to keep pace with the ever-changing landscap

The upside o instantaneous data collection is its imme

ate availability; investments in technology can essentia

be made overnight; and the industry is lling up w

uture executives who have never known a world wi

out data.

Whats more, he added, Brands just getting into t

game have the advantage o learning rom the success a

ailures o its pioneers.


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60 F aveue, ne Yrk, nY 10011 | 212-367-2662.f.c/f


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Q: What do you see as the key diferenti-ators between world-class online marketersand the laggards?

Squire: World-class marketers have donea better job o mapping out a longer-term

vision o how they are going to reach cus-tomers with a one-to-one message. Teyrebenchmarking where they are today and

where they want to be, and thinking aboutthe progression pathwhat technology,what processes, what unique messagesto reach the customer do I need to use tomove to being world-class and ahead othe competition. Te laggards are trying todo a lot o things all at once without a clearpath and without clear measurement owhat theyre good at, where they have op-portunities, and where they should ocustheir eorts. World-class marketers have areally defnitive set o benchmark data that

helps them pinpoint how they measure upagainst the rest o the best and where theyneed to improve.

Q: Only 13 percent characterized them-selves as world-class marketers. Nearly

hal said their perormance was only ade-quate or worse. What do you make o that?

Squire: Only the paranoid survive, toquote Andy Grove. Tirteen percentseemed a little high to me in terms oworld class, i they really rated them-selves airly across all measurements. Iyoure in that upper echelon, its not likeyou just woke up one day claiming to beworld class. You actually worked reallyhard at it, and you realize what the ruitso those labors areyou can see what yourbrand looks like, how your customers

embrace the brand, how e ciently yourbusiness runs. You know that to stay there,youve got to continue that hard work.

Q: Consumers are moving aster than

ever. How can marketers stay ahead othe pace and avoid being blindsided by

such trends as mobile devices, witterand Groupon?

Squire: Companies that want to keep upwith their customers, attract new custom-ers, and steal customers rom competitors

are going to have to think about whethertheir marketing and services move asast as consumers. We as consumers arebeing provided with technology we neverhad beoreways to engage we neverimagined. I saw a perect example theother daya 13-year-old kid riding hisbike down the street and hits the brakesand pops out what looked like a Droid o

some sort. He was sitting there stoppedon his bike, tapping away. When I was akid, the only thing that stopped me wasbeing stung by a bee or getting a at tire.Youd never just stop in the middle o thestreet and bend over and start looking atsomething. But that device had stopped hisorward momentum. Tere are so manyways that consumers can be disrupted andengage. A marketer wants to be there andmoving at the same speed.

Q: What would you say is the next big

thing thats going to change consumerbehavior?

Squire: One big area is the move towardtouch-screen commerce with tablets andmobile devices, going rom typing towardssomething that has a richer and moretactile eel. One example is Nordstromannounced theyre going to give tablets totheir in-store personnel to help customerswith the shopping experience. Weve had thisconcept that consumers are going to needmobile devices, well yes, but store associatesare also, in helping customers have a richexperience. ake the concept o theNordstrom catalogits a beautiulcatalog. It displays products wonderully.Now put that into a digital mode and itsa vivid and interactive representation o

products and brand and service. Anotherexample is the iPad application called Flip-board, which is a brilliant way o providingnews and photos and video in the traditionalmagazine and catalog ormat we love. Andmobile commerce is going to go rom 5 or 6percent in the U.S. right now to 15 or 16 per-cent by the holidays. In the U.K., its alreadyrunning at 12 or 13 percent. We as marketersneed to get our arms around that. And withmobile comes geo-location data, so you knowwhere everyone is at any given moment andcan add elements relevant to that.

Q: So i Im a marketer and Ive read thereport and understand its ndings, whatshould I do next?

Squire: Marketers are going to have tobalance short-term activitieshow are yougoing to creatively tell the story o yourbusiness, how to attract and retain morecustomerswith how they architect mar-

keting organizations or the uture. Tatmeans understanding how to reach cus-tomers today, while working with a trustedadvisor who has a longer-term view owhat technology pieces and processes canhelp an organization get to best in class.Te next step is looking or a team that canhelp you down that path, most importantlywith a measurement system that tells youwhether youre headed in the right directionor wrong direction and where you need toplace investments.

World-class marketers have a really defnitive set o benchmark data

that helps them pinpoint how they measure up against the rest o the bestand where they need to improve.

IBM Coremetrics Perspective on Forbes 2011 Marketing Study

About Coremetrics, an IBM Company

Coremetrics, an IBM Company, a leading providero web analytics and marketing optimization solu-tions helps businesses relentlessly optimize theirmarketing programs to make the best oer, everytime, anywhere, automatically. More than 2,100online brands globally use Coremetrics Sowareas a Service (SaaS) to optimize their online marketing.

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Phone 866.493.2673 www.coremetrics.com

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change your marketing behavior

to keep up with your customers.
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Documents

Wp Forbes Bringing Foresight to Marketing