Upload
frost-sullivan
View
552
Download
0
Tags:
Embed Size (px)
Citation preview
1
The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
growth team m e m b e rs h i p™
2011 Marketing Priorities Survey Results
Europe
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.
Key Internal Challenge Internal Challenge Root CauseThe challenge is identifying adjacent market opportunities The root cause of the challenge is insufficient personnel
Budget Priorities Resources Budget as a % of RevenueB-to-B marketers are prioritising expenditures on both traditional and online media activities, while B-to-C marketers are focusing on traditional Marcom activities
2011 budgets will increase moderately while staffing levels will remain constant
The median percentage of company revenue allocated to marketing budgets is 2%
Social Media Use Social Media Objectives Social Media MetricsOnly a third of respondents use social media in their marketing activities
Lead generation is the primary purpose for engaging in social media
Brand awareness is the most important metric
Main External ChallengeThe challenge is capitalizing on opportunities in emerging markets
Marketing Survey Executive Summary
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
Survey 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 Europe .
266survey
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 (24%)
External Factor 2 Demand for “green/sustainable” products and services (12%)
External Factor 3 Need for product and service innovation (11%)
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 (26%)
Need for product and services innovation (50%)
Need for product and services innovation (22%)
External Factor 2Demand for “green/sustainable” products and services (13%)
Decreasing customer willingness to pay [downward price pressure] (25%)
Emerging global markets (19%)
External Factor 3 Need for product and service innovation (12%)
Emerging global markets (50%)
Product commoditisation pressures (17%)
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.
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 (89%)
Demand for “green/sustainable” products and services (74%)
Need for product and service innovation (71%)
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
Identifying new, adjacent market opportunities
Challenge 1
Increasing the pace of new product and service introductions
Challenge 3
Developing segment-specific marketing programmes
Challenge 3
Understanding changing customer preferences and needs
Challenge 3
Improving Sales and Marketing integration
Challenge 2
Improving Sales and Marketing integration
Challenge 2
Formulating a coherent social media strategy that clearly supports
corporate objectives
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 (31%)
Challenge 2 Improving Sales and Marketing integration (14%)
Challenge 3 Increasing the pace of new product and service introductions (12%)
Challenge 4 Improving channel partner effectiveness (11%)
Challenge 5 Developing segment-specific marketing programmes (12%)
Marketing executives are under pressure to stimulate growth and to strengthen internal and external partnerships
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 prioritisation
Top Five Marketing Challenges (By Business Model)
B-to-B B-to-C Hybrid
Challenge 1 Identifying new, adjacent market opportunities (33%)
Identifying new, adjacent market opportunities (33%)
Identifying new, adjacent market opportunities (22%)
Challenge 2 Improving Sales and Marketing integration (16%)
Formulating a coherent social media strategy that clearly supports corporate objectives (33%)
Developing segment-specific marketing programmes (19%)
Challenge 3Developing segment-specific marketing programmes (11%)
Understanding changing customer preferences and needs (33%)
Improving Sales and Marketing integration (42%)
Challenge 4Increasing the pace of new product and service introductions (12%)
Embedding voice of the customer data into marketing strategies (33%)
Increasing the pace of new product and service introductions (18%)
Challenge 5Understanding changing customer preferences and needs (10%)
Improving Sales and Marketing integration (33%)
Identifying, qualifying, and ensuring action on high-quality leads (19%)
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 prioritisation
Top Five Marketing Challenges (By Company Revenue)
Below $100 Million
€100–€500 Million
€500 Million– €1 Billion
€1–€11 Billion
More than €11 Billion
Challenge 1Identifying new, adjacent market opportunities (27%)
Identifying new, adjacent market opportunities (35%)
Identifying new, adjacent market opportunities (28%)
Identifying new, adjacent market opportunities (36%)
Identifying new, adjacent market opportunities (29%)
Challenge 2
Understanding changing customer preferences and needs (15%)
Understanding changing customer preferences and needs (21%)
Developing segment-specific marketing programmes (22%)
Improving Sales and Marketing integration (16%)
Improving Sales and Marketing integration (19%)
Challenge 3Improving Sales and Marketing integration (22%)
Improving Sales and Marketing integration (26%)
Embedding voice of the customer data into marketing strategies (22%)
Providing high-impact tools to the sales force (13%)
Developing segment-specific marketing programmes (13%)
Challenge 4Improving channel partner effectiveness (18%)
Increasing the pace of new product and service introductions (15%)
Increasing the pace of new product and service introductions (22%)
Understanding changing customer preferences and needs (14%)
Measuring marketing ROI (20%)
Challenge 5
Preparing the organisation for a social media strategy (9%)
Developing segment-specific marketing programmes (15%)
Improving channel partner effectiveness (22%)
Developing segment-specific marketing programmes (19%)
Understanding changing customer preferences and needs (23%)
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 (31%)
Staff: Limited resources (57%)
Challenge 2Improving Sales and Marketing integration (14%)
Staff: Limited resources (35%)
Challenge 3Increasing the pace of new product and service introductions (12%)
Staff: Limited resources (53%)
Challenge 4Improving channel partner effectiveness (11%)
Staff: Limited resources (31%)
Challenge 5Developing segment-specific marketing programmes (12%)
Staff: Limited resources (54%)
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 “Below Average”
15% of their company’s revenue is allocated to the marketing budget
Largest budget item is staff
Expect their staffing levels to increase substantially 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 increase moderately in 2011
Rank their marketing effectiveness as “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 increase moderately 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.
The majority of respondents rate their function as “Average” or “Below Average”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
3%
38%
45%
14%
Above Average
ExceptionalBelow Average
Average
33%
67%Below Average
Average5%
18%
73%
5%Above Average
Exceptional Below Average
Average
3%
43%
41%
14%
Above Average
ExceptionalBelow 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.
10%
0%
20%
30%
40%
50%
60%
70%
53%
33%
61%
21%
33%
6%
12%
0%
11%
5%0% 0% 1%
33%
11% 11%
8%
0%
54%
12%
4%
8%
19%
3%
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 EURO€ 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 of their 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%
15%
2%
15%
3%
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%
50%
60%
50%
55%
50%
15%
27%
15%
10%
5%3% 2% 1%
5%3% 2%
0% 0%1%
0%2%
4%2%
5%
1%
10%
1%0%
4%
15%
7%
2%3% 0%
2% 1%
50%
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
Programmes
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 at a moderate level
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
9%6%6%
43%
35%
Stay the Same
Decrease Moderately
Decrease Substantially Increase Substantially
67%
33%Stay the Same
Increase Substantially
Increase Moderately
27%
7%
20%
47%
Stay the Same
Decrease Moderately
Decrease Substantially
Increase Moderately
6%
35%
6%
47%
5%
Stay the Same
Decrease Moderately Decrease Substantially Increase Substantially
Increase 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 cutting appears to be over—84% of companies expect to maintain or increase marketing 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
13%5%
3%
37%42%
Stay the Same
Decrease Moderately Decrease Substantially Increase Substantially
Increase Moderately
33%33%
33%
Stay the Same Increase Substantially
Increase Moderately
19%
31%
6%
44%
Stay the Same
Decrease Moderately
Increase Substantially
Increase Moderately
13%
42%
3%
38%
4%
Stay the Same
Decrease Moderately
Decrease Substantially Increase Substantially
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.
Respondents in larger companies are less satisfied with their function’s effectivenessMarketing’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%
38%
45%
14%
5%
30%
40%
25%
4%
46%
39%
12%
50%
44%
6%
3%
43%
43%
11%
31%
62%
7%
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 (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 EURO€ 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%
54%
19%
12%
4%3%
8%
91%
7%2%
39%
35%
13%
9%
4%
18%
41%
24%
12%
6%
25%
11%
21%
4%
14%
25%
63%
25%
12%
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 tend to allot a larger portion of their revenue to marketing budgets2010 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%
4%
1% 1% 1%
3%
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 budget item 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 .
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
Personnel/StaffingMarketing Communications (Traditional Media)
Marketing Communications (Online/Digital Media)
Channel Partner ProgrammesCustomer 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)
0%
50%
100%
50%
15%
7%2%
3%2%
5%1%
33%
14%
10%
2%4%
2%5%3%
50%
15%
10%
5%
5%1%
5%3%
33%
20%
8%
5%4%
1%5%3%
2%
60%
15%
5%2%
3%5%
60%
10%
5%1%
5%
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%
70%
6%
35%
43%
9%6% 5%
27%
49%
8%5%
50%
41%
5%
0% 0%
10%
70%
20%
0%
11%
46%
39%
0%
4%
9%
46%
18%18%
9%
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%
5%
42%
37%
13%
3%
8%
42%
28%
17%
5%
9%
39%
43%
9%
0%
9%
18%
64%
9%
0% 0%
61%
32%
7%
0% 0%
28%
46%
18%
9%
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 do not 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
Lead generation is the most effectively applied social media metric
The majority do not use social media in their marketing activities
Corporate Marketing is the owner of the company’s social media activities
Brand awareness is the most important social media metric
Search marketing is the most effectively applied social media metric
The majority do not 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
Brand awareness 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.
The majority of marketers do not use social media as part of 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
69%
31%
No
61%
39%
No
Yes
Yes
70%
30%
No
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 usually 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
F
F
F
F
F
F
F0%
10%
20%
30%
40%
50%
60%
70%66%
38%
16%13%
0% 0%
16%
25%
0% 0%3%
25%
0% 0%
15%
0% 0% 0%
61%
17%
7%
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 (37%)
Objective 2 Drive word of mouth about existing products and services (27%)
Objective 3 Drive word of mouth about new products and services (18%)
Objective 4 Increase online share of brand messaging (20%)
Objective 5 Engage in category-, brand- and product-related conversations (20%)
Survey Question: Please rank in order of importance the following objectives of your social media activities .
The majority of marketers 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:
Respondents stress the importance of traffic and lead generation metricsImportance of Social Media Metrics
0%
50%
100%
26%
54%
16%
4%
26%
28%
36%
10%
38%
42%
12%
7%
33%
42%
15%
10%
37%
40%
16%
7%
24%
38%
30%
8%
38%
38%
21%
5%
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 identify brand awareness as the key metricImportance 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%
24%
55%
15%
6%
27%
27%
37%
9%
38%
38%
15%
9%
35%
38%
18%
9%
44%
38%
12%
6%
25%
38%
31%
6%
33%
40%
21%
6%
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:
Marketers from Hybrid companies stress the importance of lead generation metricsImportance 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%
33%
50%
17%
17%
33%
33%
17%
33%
67%
20%
60%
20%
50%
33%
17%
20%
40%
20%
20%
60%
20%
20%
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:
Marketers are confident they use brand awareness and traffic metrics effectivelyEffectiveness 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%
3%
18%
54%
20%
5%
3%
10%
34%
40%
13%
11%
54%
27%
18%
23%
43%
23%
11%
3%
24%
41%
29%
3%
3%
57%
27%
13%
5%
11%
43%
30%
11%
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 indicate interaction metrics are ineffectiveEffectiveness 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%
3%
21%
46%
24%
6%
3%6%
33%
42%
15%
3%
59%
28%
10%
26%
36%
25%
13%
3%
22%
41%
31%
3%
3%
56%
25%
16%
3%
13%
44%
28%
12%
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 deem lead generation metrics to be effectiveEffectiveness 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%
100%
40%
40%
20%
60%
20%
20%
100%
40%
40%
20%
60%
40%
20%
40%
40%
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?
Larger companies are more likely to 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%
31%
69%
25%
75%
30%
70%
25%
75%
30%
70%
50%
50%
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?
Corporate Marketing generally owns social media activities regardless of company revenueOwnership of Social Media (By Business Model)
0%
50%
100%
61%
15%
17%
7%
58%
17%
8%
17%
63%
25%
12%
50%
17%
33%
70%
10%
10%
10%
50%
17%
33%
Cross-Functional Team
Corporate Communications
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.
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 .
what’s keeping marketing executives up at night in 2011?
Marketing Overarching Challenges Sample Solutions from the Growth Team Membership
Segmentation
Marketers are focusing on creating segment-specific campaigns and identifying new, adjacent markets .
Learn how Tandberg used customer segmentation as the foundation for building a customer-centric business model to enter adjacent markets .
Return on InvestmentStaff limitations and moderately increasing marketing budgets require marketing to identify and prioritise the highest potential campaigns .
Learn how Kimberly-Clark instituted an ROI-based process to evaluate, select, and monitor marketing programmes .
Social Media MetricsMarketers are beginning to experiment with social media and need to understand where, when, and how to engage .
Learn how Kodak used a systematic approach to create and activate a social media strategy .
The Top Three Overarching Challenges Affecting European Marketing Executives
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 = 243
N = 245N = 248
Enterprise Type Business Model
Company Revenue
28%
9%
64%
15%4%
81%
Public
Hybrid Company
Private
B-to-B Company
Venture Capital
0%
30%
60%
31%
20%
11%
23%
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 = 260
Energy and Power Systems
Information and Communication Technologies
Automotive and Transportation
Chemicals, Materials, and Food
Healthcare and Life Sciences
0% 20% 40%
22%
20%
19%
19%
18%