Differentiating the Value Proposition: 2012 Asia Pacific Marketing Priorities Survey Report
-
Upload
frost-sullivan -
Category
Business
-
view
1.354 -
download
0
Transcript of Differentiating the Value Proposition: 2012 Asia Pacific Marketing Priorities Survey Report
1
The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved.
growth team m e m b e r s h i p™
Differentiating the Value Proposition
asia pacific
2012 marketing priorities survey results
TWEET ABOUT THE SURVEYS
#2012priorities
2
The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved.
2012 survey resultsgrowth team m e m b e r s h i p™
CONTENTS
INTRO
Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Survey Purpose and Respondents . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
What is the Growth Team Membership™ . . . . . . . . . . . . . . . . . . . . . . . . 5
Marketing Overarching Challenges . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Key Marketing Challenges . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7SECTION
1
Respondent Demographics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25SECTION
4
Marketing Resource Trends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11SECTION
2
Special Interest Topic: Demand Generation . . . . . . . . . . . . . . . . . . . . . . . 18SECTION
3
3
The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved.
2012 survey resultsgrowth team m e m b e r s h i p™
Growth Team Membership™ research.
Introduction
Marketing Survey Executive Summary
SECTION 1: Key Marketing Challenges
Key Internal Challenge Key Internal Challenge Root CauseDeveloping a compelling value proposition Insufficient personnel and process
SECTION 2: Marketing Resource Trends
Budgets Resources Resource AllocationMarketing typically has an annual budget under $1 million ($USD)
2012 budgets and staffing levels will remain constant
Marketers are allocating equal resources to their traditional and online communications
SECTION 3: Demand Generation
Demand Generation Effectiveness
Demand Generation Activities Demand Generation Focus for 2012
Most respondents indicate their effectiveness is “Above Average”
Marketers indicate that their teams are best at customer segmentation
Marketing is prioritizing developing segment‑specific campaigns
4
The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved.
2012 survey resultsgrowth team m e m b e r s h i p™
Growth Team Membership™ research.
Introduction
Survey Purpose and Respondents
Survey PopulationMethodologyResearch Objective
To understand the most pressing challenges shaping marketing executives’ 2012 planning
Web-based survey platform Manager-level and above marketing executives from companies throughout Asia Pacific
96survey
respondents
5
The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved.
2012 survey resultsgrowth team m e m b e r s h i p™
Growth Team Membership™ research.
Introduction
What is the Growth Team Membership™?
GTM is a subscription program that supports executives within the functions that report to the CEO
GTM provides best practices, events, and services that enable executives to address challenges within their companies
CorporateStrategy
Corporate Development
Marketing
CompetitiveIntelligence
MarketResearch
SalesLeadership
R&D/Innovation
Investors/Finance
CEOMarketing
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 functions’ and companies’ performance and productivity
[email protected] www.gtm.frost.com slideshare.net/FrostandSullivantwitter.com/Frost_GTM
6
The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved.
2012 survey resultsgrowth team m e m b e r s h i p™
Growth Team Membership™ research.
Introduction
Marketing Overarching Challenges Sample Solutions from GTM
What’s Keeping Marketing Executives Up at Night in 2012?
Contact us at [email protected].
Developing a Value PropositionMarketing executives tend to guess why customers buy, instead of collaborating with Sales or assessing the market. Over time, mixed messages weaken the value proposition.
Learn how Kronos collaborated with Sales to refine the value proposition based on key differentiators, and embedded it with the sales force via improved messaging techniques.
Prioritizing Markets and Market Segments
Marketing executives must increase their familiarity with prospects to prioritize segments based on fit with core capabilities.
Learn how Tandberg* made customer segmentation the foundation of its customer-centric business model.
Creating Effective Demand Generation Using Social MediaEmployees and customers are already using social media—whether you harness it or not is up to you. Marketers need to enable practitioners in social networking to speak with one voice and engage prospects.
Learn how Cisco created a Social Media Center of Excellence aimed at improving employees’ capabilities in listening, planning, engaging, and measuring.
* Tandberg is now a part of Cisco Systems Inc.
7
The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved.
2012 survey resultsgrowth team m e m b e r s h i p™
Growth Team Membership™ research.
INTRO
SECTION
1
SECTION
2
SECTION
4
SECTION
3
SECTION
1 Key Marketing Challenges
8
The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved.
2012 survey resultsgrowth team m e m b e r s h i p™
Growth Team Membership™ research.
Section 1
Challenge 1 Developing a compelling value proposition (31%)
Challenge 2 Developing an effective channel strategy (16%)
Challenge 3 Improving sales and marketing integration (21%)
Challenge 4 Identifying and qualifying sales-ready leads (14%)
Challenge 5 Prioritizing markets and market segments (13%)
Top Five Key Marketing Challenges
SURVEY QUESTION: What are the top five functional challenges shaping your marketing strategy?
Note: The respondents were asked to rank their top five challenges. The percentage values indicate how many respondents listed that particular challenge as their first through fifth challenge.
9
The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved.
2012 survey resultsgrowth team m e m b e r s h i p™
Growth Team Membership™ research.
Section 1
Understaffing and a lack of common objectives are the predominant causes of Marketing’s challenges
SURVEY QUESTION: Please indicate the root cause—staff, process, technology/systems, or strategic alignment—of your top five marketing challenges.
Root Cause of Top Five Marketing ChallengesTop Five Marketing Challenges
Challenge 1 Developing a compelling value proposition Staff: Limited resources (26%)
Challenge 2 Developing an effective channel strategy Strategic Alignment: Lack of common objectives (40%)
Challenge 3 Improving sales and marketing integration
Staff: Lack of knowledge (40%)
Strategic Alignment: Lack of common objectives (40%)
Challenge 4 Identifying and qualifying sales-ready leads Process: Ineffective process (50%)
Challenge 5 Prioritizing markets and market segments Staff: Inadequate skills (43%)
10
The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved.
2012 survey resultsgrowth team m e m b e r s h i p™
Growth Team Membership™ research.
INTRO
SECTION
1
SECTION
2
SECTION
4
SECTION
3
SECTION
2 Marketing Resource Trends
11
The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved.
2012 survey resultsgrowth team m e m b e r s h i p™
Growth Team Membership™ research.
Section 2
The majority of marketing budgets are under $1 million ($USD)
2012 Marketing Budgets
SURVEY QUESTION: Which of the above ranges (in $USD) best describes your 2012 total marketing budget (all expenditures on marketing activities and general & administrative—including staff)?
0%
10%
20%
30%
40%
50%
60% 58%
20%
6%4%
6% 6%
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
percentage of company revenue dedicated to marketing budget
In 2012, companies allocated 2% of their 2011 revenue to their marketing budgets.
12
The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved.
2012 survey resultsgrowth team m e m b e r s h i p™
Growth Team Membership™ research.
Section 2
0%
10%
20%20%
10% 10%
5% 5% 5%
10%
1%
5%
1%
Marketers are allocating resources equally to online and traditional marketing communications
Marketing Resource Allocations
SURVEY QUESTION: How have you allocated your 2012 marketing budget across the above activities (allocation must total 100%)?
Personnel/Staffing
Marketing Communications: Traditional Media
Marketing Communications:
Online/Digital Media
Channel Partner Programs
Marketing Automation
Platform
Customer Relationship Management
(CRM) Software and Maintenance
Content Development (white papers,
brochures, social media, and trade show support)
Knowledge Management
Systems
Training Other
13
The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved.
2012 survey resultsgrowth team m e m b e r s h i p™
Growth Team Membership™ research.
Section 2
Marketers expect their resources to remain static in 2012
Marketing Staffing and Budget Changes (By Business Model)
SURVEY QUESTION: In comparison to 2011, your 2012 marketing staffing and budget will…
55%
26%
Stay the Same
Increase SubstantiallyDecrease Substantially Decrease Substantially
Increase Moderately
Staffing Budget
Increase Substantially
8% 15%
41%28%
13%8%
3% 3%
Stay the Same
Decrease Moderately Decrease Moderately
Increase Moderately
14
The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved.
2012 survey resultsgrowth team m e m b e r s h i p™
Growth Team Membership™ research.
Section 2
The majority of marketers rate their function’s effectiveness “Above Average”
Marketing Effectiveness
SURVEY QUESTION: How would you rate the performance or effectiveness of your function compared to others within your industry?
10%
Below Average
8%
52%
30%
Above Average
Exceptional
Average
15
The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved.
2012 survey resultsgrowth team m e m b e r s h i p™
Growth Team Membership™ research.
INTRO
SECTION
1
SECTION
2
SECTION
4
SECTION
3SECTION
3 Special Interest Topic: Demand Generation
16
The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved.
2012 survey resultsgrowth team m e m b e r s h i p™
Growth Team Membership™ research.
Section 3
Most marketers rate their departments’ demand generation activities “Above Average”
Demand Generation Effectiveness
SURVEY QUESTION: How would you rate the effectiveness of your marketing department’s demand generation activities (driving awareness and consideration)?
14%
Below Average3%
48%
35%
Above Average
Exceptional
Average
17
The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved.
2012 survey resultsgrowth team m e m b e r s h i p™
Growth Team Membership™ research.
Section 3
Adoption of mobile marketing and social media are marketers’ weakest demand generation capabilities
Demand Generation Activities Effectiveness
SURVEY QUESTION: How would you rate the effectiveness of your marketing department’s ability to execute the above demand generation activities?
Develop lead qualification criteria with
Sales
Clean and qualify leads
Allocate spend across demand
generation platforms
Identify and integrate
appropriate content for each
stage of the buying cycle
Integrate social media tactics
Integrate mobile marketing tactics
Employ campaigns
customized by vertical
Leverage customer
segmentation
Generate new customer segments
0%
50%
100%
5%
14%
38%
32%
11%
5%
14%
51%
24%
6%
6%
11%
43%
35%
5%
3%
22%
36%
33%
6%
22%
24%
27%
19%
8%
38%
27%
24%
8%
3%
5%
16%
49%
19%
11%
6%
8%
43%
33%
11%
8%
8%
46%
27%
11%
Do Not Use Below Average Average Above Average Best-in-Class
18
The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved.
2012 survey resultsgrowth team m e m b e r s h i p™
Growth Team Membership™ research.
Section 3
Marketers are focused on segmentation and its related activities
Demand Generation Activities for 2012
SURVEY QUESTION: Which of the above demand generation activities does your marketing department intend to focus on in 2012 (check all that apply)?
Developing segment‑specific campaigns (25%)
Developing qualification criteria collaboratively with Sales (23%)
Identifying new segments (24%)
Refining the value proposition (22%)
Enhancing contact database (22%)
19
The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved.
2012 survey resultsgrowth team m e m b e r s h i p™
Growth Team Membership™ research.
Section 3
Email Social Media Live EventsInternet
(search engine optimization)
20% 5% 25% 5%
Live events and email campaigns are the pillars of companies’ demand generation activities
Media Mix for Demand Generation Activities
SURVEY QUESTION: What is the percentage mix of media tactics (listed above) associated with your demand generation activities (total must equal 100%)?
20
The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved.
2012 survey resultsgrowth team m e m b e r s h i p™
Growth Team Membership™ research.
INTRO
SECTION
1
SECTION
2
SECTION
4
SECTION
3
SECTION
4 Respondent Demographics
21
The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved.
2012 survey resultsgrowth team m e m b e r s h i p™
Growth Team Membership™ research.
Section 4
Respondent Demographics
SURVEY QUESTION: Please indicate the type of enterprise, business model, and revenue ($USD) that best represents your company .
N = 95
N = 95N = 95
Enterprise Type Business Model
Company Revenue
46%
8%
3%
43%37%
8%
55%
Public
Private
Hybrid
B-to-B Company
Venture Capital
0%
20%
40%
27%
22%
10%
22%19%
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 (Indirect)
B-to-C Company (Direct)
The majority of the respondents come from B-to-B companies .
Most of the respondents come from privately held companies .
22
The contents of these pages are copyright © 2012 Frost & Sullivan. All rights reserved.
2012 survey resultsgrowth team m e m b e r s h i p™
Growth Team Membership™ research.
Section 4
SURVEY QUESTION: Please indicate which region you are located in and which industry categories best describe your company (check all that apply) .
Respondent Demographics: Top Five Participating Industries
N = 95
Automotive and Transportation
0% 20% 40%
37%
21%
20%
13%
12%Chemicals, Materials, and Food
Energy and Power Systems
Healthcare and Life Sciences
Information and Communication Technologies