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Presentation on the changing marketing landscape and impact on the marketing profession as given during the Enterprise Marketing Management (EMM) User Group meeting at IBM Brussels on December 4th, 2013
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Ronald VeltenMarketing DirectorIBM Europe
Redefining Marketing in the age of ‘me’
IBM Institute for Business ValueI would like to share some insights and experiences
With the goal to give you one (or) more inspirational points
fact is our world is changing
so what should we do?
Examples are plenty
yeah, we know the drill
investing in marketing does work
but wake up and smell the coffee
our world has changed
significantly ….
(y)our clients behavior changed
b2b and b2c became p2p
enabled by a mobile revolution
creating a content tsunami
offering unique marketing opportunities to differentiate
we must integrate off- and on line
17the killer app (1998)
creating unique opportunities to deliver when it counts
leveraging the device of customer choice not your capabilities
apple still rules
On average, iOS users spent $127.92 per order, compared to $105.20 per order for Android on Black Friday. iOS traffic reached 28.2 percent of all online traffic, compared to 11.4 percent for Android. iOS sales reached 18.1 percent of all online sales, compared to 3.5 percent for Android.
pinterest referrals spend 77% more (but yield less)
The Social Influence – Facebook vs. Pinterest: On average, holiday shoppers referred from Pinterest on Black Friday spent 77 percent more per order than shoppers referred from Facebook. Facebook average order value was $52.30 versus Pinterest average order value which was $92.51. However, Facebook referrals converted sales at nearly four times the rate of Pinterest.
technology is changing our marketing world
IBM Institute for Business Value
CEOs consider technology the single most important external force shaping
2006
6
5
4
2008 2010 2012 2013
6 6
5
4 4
5
4
5 5
2222
7
88
77
8
7
8 8
9
7
8
99999
1
2
33
6
1111
33
6 6
3
4
Technology factorsMarket factorsMacro-economic factorsPeople skills
Socio-economic factorsGlobalization
Regulatoryconcerns
Environmental issues
5
7
3
2
2004
CEO Studies 2004–2013
Geopoliticalfactors
4
your CEO wants to move, quickly
to meet the demand of the empowered customer
the more demanding customer
the next generation customer
IBM Institute for Business Value
Deep and trusted relationships with customers pay off: more outperforming
Greater collabora+on with customers translates into greater financial success
being customer Activated does pay off
In two-thirds of the organizations that outperform their peers, leaders are not just managing customer experiences; they are reorienting their organizations, strategies and investments to cultivate contemporary relationships across all manner of customer interactions.Some of the most advanced enterprises are establishing customer advisory boards to get direct input on strategic issues.
IBM Institute for Business Value
Areas of personal involvement
20%
eCommerceTalent management
Supplier, vendor and partner management
Risk and security
IT systems and operations
Customer experience management
+5%
+7%
+8%
-5%
-5%
-6%
CxOs are rebalancing priorities
CxOs are adjusting their priorities accordingly in a subtle rebalancing act.They plan to spend less of their personal time on IT systems and operations and other such issues, and more time improving the customer experience.
IBM Institute for Business Value
48%
70%
88%52%
Customer interac+on channels
24%
57%
45%
20%
20% 40% 60%0%
Face-to-face
Call centers
Traditional media
CxOs intend to interact digitally with customers to a much greater extent in the future
80%
80%
Digital
Today 3–5 Years
] 69%more
100%
and digital will play a crucial role for this
CxOs intend to use digital channels much more extensively to engage with customers in the future. And here’s one instance where they’ve already embraced the shift:• In 2012, 57 percent of CEOs expected digital channels to become one of their company’s key means of interacting with customers within
the next five years.• In 2013, 52 percent of CxOs say they are already there.
IBM Institute for Business Value
As competitors cross industries, the intersection between the digital and physical
Types of digital strategy
31%
33%36%36%
have an integrated digital-‐physical strategy
Integrated digital-‐physical strategy
Limited digital strategy
No digital strategy
but we are not there yet
The problem? Two-thirds of enterprises have a weak digital-physical strategy — or none at all. Some organizations are reconfiguring their offerings to capitalize on social networks and mobile connectivity. Others are reshaping their operating models to inject customer input into every aspect of the buying and selling chain. But they’re often not doing both at once.
it is time to change
As marketers we have always been responsible for knowing the customer.
As marketers we have always been responsible for defining what to market, and how to market.
As marketers we have always protected the brand promise.
the timeless responsibilities of our function
As marketers we have always been responsible for knowing the customer.
As marketers we have always been responsible for defining what to market, and how to market.
As marketers we have always protected the brand promise.
the three imperatives of our changing function
Understand each client as an individual
As marketers we have always been responsible for defining what to market, and how to market.
As marketers we have always protected the brand promise.
the three imperatives of our changing function
Understand each client as an individual
As marketers we have always been responsible for defining what to market, and how to market.
As marketers we have always protected the brand promise.
the three imperatives of our changing function
Understand each client as an individual
Create a system of engagement that maximizes value creation at every touch.
As marketers we have always protected the brand promise.
the three imperatives of our changing function
SATISFACTIONTRUSTPOSITIVITY
CONVICTIONLOYALTY
COMMITMENTFEELING
EXPERIENCE
it is about connecting touch points
SATISFACTIONTRUSTPOSITIVITY
CONVICTIONLOYALTY
COMMITMENTFEELING
EXPERIENCE
it is about connecting touch points
IBM Institute for Business Value
CMOs plan to put the components of a broad digital strategy in place throughout the
Digital ambitions – CMOs
Today 3-5 Years
11%
13%
Integration of cross-channel touchpoints
Analytics to capture customer insights
Social networks to foster collaboration
Workforce aligned to opportunities
Digitally enabled supply chain
13%
16%
20% 78%
83%
87%
73%
69%
CMO-CIO the new Marvell super hero duo!
IBM Institute for Business Value
12%5%
83%
83%will focus on front office
digitization
In line with CMOs, four-fifths of CIOs aim to digitize their front office to sync with
IT focus area – digitizing the front office
Large extent Some extent Limited extent
CMO-CIO the new Marvell super hero duo!
IBM Institute for Business Value 43
hDp://public.dhe.ibm.com/soJware/commerce/sc-‐payback-‐roi.pdf
IBM Smarter Commerce pays back $12.05 for each $1 spent
Understand each client as an individual
Create a system of engagement that maximizes value creation at every touch.
As marketers we have always protected the brand promise.
the three imperatives of our changing function
Understand each client as an individual
Create a system of engagement that maximizes value creation at every touch.
Design your culture and brand so they authentically act as one
the three imperatives of our changing function
so we don’t want to wake on a morning ….
Questions?
@ronaldvelten linkedin.com/in/rvelten