Contenu connexe
Similaire à IBM CMO Study @ B2BGS
Similaire à IBM CMO Study @ B2BGS (20)
Plus de Ronald Velten (16)
IBM CMO Study @ B2BGS
- 1. Smarter Marketing
in a Smarter World
RONALD VELTEN
Director Marketing, Communications & Citizenship
IBM Benelux
- 4. #B2BGS
#IBMCMOStudy
@ronaldvelten
Linkedin.com/in/rvelten
© 2011 IBM Corporation
- 18. Key findings from the
Global Chief Marketing
Officer Study
RONALD VELTEN
Director Marketing, Communications & Citizenship
IBM Benelux
- 19. Overall Benelux CMOs feel more prepared then their global
peers, but admit to be seriously underprepared in three distinctive
areas
71%+ 69% 69%
Data Social Customer
Explosion Media Alignment
© 2011 IBM Corporation
- 21. Deliver value to Capture
empowered value, measure
customers results
Foster lasting
connections
© 2011 IBM Corporation
- 23. “With more communication
technologies, more
channels, how do we stop
SHOUTING
and start a conversation with
our customers?”
CMO
Telecommunications,
Belgium
© 2011 IBM Corporation
- 27. Markets – not individuals – still shape our marketing strategies in Benelux
Market Research 84%
Competitive Benchmarking 86%
Campaign Analysis 79%
Consumer Reviews 44%
Blogs 35%
3rd Party Reviews 53%
© 2011 IBM Corporation
- 28. Benelux CMOs give higher priority to social media, with focus on
governance rather than ROI
Enhance customer loyalty/advocacy 63%
Deploy tablet/mobile apps 56%
Use social media to engage customers 63%
Use customer management software 46%
Monitor the brand via social media 54%
Measure ROI of digital technologies 37%
Analyze online/offline transactions 51%
Develop social media policies 54%
Monetize social media 27%
Increase supply chain visibility 19%
© 2011 IBM Corporation
- 29. The old business model is not embracing the generation of
screen agers. Our strategy is set, but agility & skills are
lacking to keep execution in line with the pace of the market
CMO, Electronics, Netherlands
© 2011 IBM Corporation
- 33. Benelux CMOs seem to use customer data more than their global
peers, but remain highly transactional focused
Segmentation/targeting 81%
Awareness/education 55%
Interest/desire 44%
Action/buy 64% Missed
opportunity
Use/enjoy 48%
Bond/advocate 38%
Transaction focused Relationship focused
© 2011 IBM Corporation
- 34. “Everybody is the brand. Our employees need to transform into ambassadors
to truly manage the customer experiece, both off and on line
CMO, Retail Netherlands
© 2011 IBM Corporation
- 35. In Benelux the corporate character is less understood and significant
work on internal branding needs to be done
Is your corporate character understood in the marketplace?
56% 44%
say no or limited
say understood and (strong)
understanding of
contributor to brand success
corporate character
29% 27% 31% 13%
0%
Not understood Strong contributor to the brand’s success
© 2011 IBM Corporation
- 36. In Benelux the corporate character is less understood and significant
work on internal branding needs to be done
Is your corporate character understood in the marketplace?
56% 44%
say no or limited
say understood and (strong)
understanding of
contributor to brand success
corporate character
29% 27% 31% 13%
0%
Not understood Strong contributor to the brand’s success
Is much more work needed to get employees on board?
75% 25%
say no or very
say significant or much limited work
work needed needed
25% 30% 21% 18% 7%
Significant work needed No work needed
© 2011 IBM Corporation
- 37. CMOs must expand their personal influence by shifting to new
capabilities that focus on technology, social media and ROI
Capabilities for personal success over next 3-5 years
Percent of CMOs selecting capabilities
Leadership abilities 65%
Voice of the customer insights 63%
Creative thinking 60%
Cross-CxO collaboration 49%
Competitive trends insights 45%
Analytics aptitude 45%
Management capabilities 31%
Understanding products/services value chain 30%
Demand creation capabilities 30%
Technology savviness 28%
Social media expertise 25%
Finance skills 16%
© 2011 IBM Corporation
- 39. By 2015, ROI will be the leading measure of success
Marketing ROI 63%
Customer experience 58%
Conversion rate/new customers 48%
Overall sales 45%
Marketing-influenced sales 42%
Revenue per customer 42%
Social media metrics 38%
© 2011 IBM Corporation
- 40. Benelux CMOs believe Net Promoter Score will be the number one
method for determining success by 2015
Marketing ROI 53%
Customer experience 61%
Conversion rate/new customers 51%
Overall sales 40%
Marketing-influenced sales 33%
Revenue per customer 42%
Social media metrics 30%
Net Promoter Score 63%
© 2011 IBM Corporation
- 42. To truly deliver marketing ROI, CMOs need to have significant
influence across all four Ps, not just promotion
Promotion 80%
Products 56%
Place 44%
Price 44%
© 2011 IBM Corporation
- 43. Benelux CMOs indicate more influence on all 4 Ps
customer insights should be disseminated throughout the organization
Promotion 84%
Products 66%
Place 53%
Price 51%
© 2011 IBM Corporation
- 45. CMOs must expand their personal influence by shifting to new
capabilities that focus on technology, social media and ROI
Capabilities for personal success over next 3-5 years
Percent of CMOs selecting capabilities
Leadership abilities 65%
Voice of the customer insights 63%
Creative thinking 60%
Cross-CxO collaboration 49%
Competitive trends insights 45%
Analytics aptitude 45%
Management capabilities 31%
Understanding products/services value chain 30%
Demand creation capabilities 30%
Technology savviness 28%
Social media expertise 25%
Finance skills 16%
© 2011 IBM Corporation
- 47. Moving from Stretched to Strengthened
Deliver value to Foster lasting
empowered customers connections
© 2011 IBM Corporation
- 48. Moving from Stretched to Strengthened
Deliver value to Foster lasting Capture value,
empowered customers connections measure results
© 2011 IBM Corporation
- 49. Moving from Stretched to Strengthened
Deliver value to Foster lasting Capture value,
empowered customers connections measure results
Stimulate customer Use analytics to improve
relationships and offer tangible decision making and
Focus on customers as incentives accountability
individuals
Engage throughout the Increase technical and financial
Reveal preferences and trends customer lifecycle know-how
hidden in data
Define a unique enterprise Grow digital expertise with new
Secure customer data and identity partners
update privacy policies
Engage the C-suite to solidify Enhance personal
corporate character financial, technical and digital
savviness
© 2011 IBM Corporation
- 50. Moving from Stretched to Strengthened
Deliver value to Foster lasting Capture value,
empowered customers connections measure results
Stimulate customer Use analytics to improve
relationships and offer tangible decision making and
Focus on customers as incentives accountability
individuals
Engage throughout the Increase technical and financial
Reveal preferences and trends customer lifecycle know-how
hidden in data
Define a unique enterprise Grow digital expertise with new
Secure customer data and identity partners
update privacy policies
Engage the C-suite to solidify Enhance personal
corporate character financial, technical and digital
savviness
© 2011 IBM Corporation
- 51. Moving from Stretched to Strengthened
Deliver value to Foster lasting Capture value,
empowered customers connections measure results
Stimulate customer Use analytics to improve
relationships and offer tangible decision making and
Focus on customers as incentives accountability
individuals
Engage throughout the Increase technical and financial
Reveal preferences and trends customer lifecycle know-how
hidden in data
START TODAY IN MAKING CHANGES
Define a unique enterprise Grow digital expertise with new
Secure customer data and identity partners
update privacy policies
Engage the C-suite to solidify Enhance personal
corporate character financial, technical and digital
savviness
© 2011 IBM Corporation