Talent Brand: The Intersection of Talent Acquisition and Marketing
Marketing Talent: New Skills for Changing Priorities Talent: New Skills for ... B2B Marketing is...
Transcript of Marketing Talent: New Skills for Changing Priorities Talent: New Skills for ... B2B Marketing is...
©ITSMA 2015 Online Survey: Marketing Talent | Abbreviated Summary | SV4595AS. All rights reserved. Not for reproduction or redistribution without permission. | 1
Marketing Talent: New Skills for
Changing Priorities
AbbreviatedSummaryMarch 2015
Nicole FranceSenior Editor
ITSMA
©ITSMA 2015 Online Survey: Marketing Talent | Abbreviated Summary | SV4595AS. All rights reserved. Not for reproduction or redistribution without permission. | 2
Abbreviated SummaryB2B Marketing is evolving to focus on relationships—at all stages of the buying cycle
This abbreviated summary highlights some of the most significant findings of ITSMA’s 2015 Marketing Talent Survey. A more in-depth analysis can be found in the full report. http://www.itsma.com/research/marketing-talent-new-skills-changing-priorities/ Source: ITSMA Survey: Marketing Talent, November 2014
SVP marketing at a transportation IT company
We are at a watershed in terms of how we do marketing to be
more effective.
Let’s press
The impact is massive. I haven’t seen anything like
this in the CFO, CIO, COO, or even CEO roles. There’s no other job that’s
changed so much.
CMO at a BPO company
Shifts in buyer behavior and emerging technologies are shaping tomorrow’s marketing function
More people making decisions
Keeping up with trends
Doing their research online
Expecting a personalized experience
Making ethical & sustainable decisions
‘Always on’ information as a service
Social media collaboration
Marketing automation & B2I
Location-based services
Big, fast data
Predictive analytics
TechnologyBuyers
©ITSMA 2015 Online Survey: Marketing Talent | Abbreviated Summary | SV4595AS. All rights reserved. Not for reproduction or redistribution without permission. | 3
Changing circumstances mean new priorities for B2B marketing organizations
Changing circumstances mean new priorities for B2B marketing organizations
What are the main responsibilities of marketing in your organization today? What do you think they will be within two years? % of Respondents (N~121)
Source: ITSMA Survey: Marketing Talent, November 2014
Today
90
85
85
82
82
T o p F i v e M a r k e t i n g R e s p o n s i b i l i t i e s
Brand and positioning
Lead generation
Brand communications
Thought leadership
Demand generation
In Two Years
85
76
75
74
73
Understanding buyers
Marketing technology tools
Market and competitor analysis
Thought leadership
Lead generation
B2B marketers anticipate new areas of responsibility as they de-emphasize others
Greatest Change from Now and In Two Years
Increasing
l Client collaboration
programs
l Customer experience
l Client satisfaction
l Customer engagement
and loyalty
l Account Based
Marketing
l Sales and delivery
strategy
Decreasing
l Brand
communications
l Public relations
l Internal
communications
l Brand and
positioningEverybody in marketing has to understand the voice of the customer. They have to be in the field, spend time with sales
reps, learn the stories and messages we're telling...
CMO at a global software company
©ITSMA 2015 Online Survey: Marketing Talent | Abbreviated Summary | SV4595AS. All rights reserved. Not for reproduction or redistribution without permission. | 4
Marketing has three key levers for change
Organization structure
Use of external agencies
The Buy-Hire-Train balance
©ITSMA 2015 Online Survey: Marketing Talent | Abbreviated Summary | SV4595AS. All rights reserved. Not for reproduction or redistribution without permission. | 5
Hub and spoke organizational models with centers of excellence make skills available globally
Complete Control
Complete Freedom
Best of Both Worlds
CentralizedHub & Spoke Shared services Centers of Expertise
Decentralized
Source: ITSMA Survey: Marketing Talent, November 2014
15
9
48
56
34
33
4
3
Today
In TwoYears
Decentralized Hub & Spoke Centralized Other
Which of the following organization model structures best describes your marketing function today? How do you anticipate it will look in two years? % of Respondents (N~120)
New centers of excellence are emerging as others lose importance
Two 'new' CoEs are set to become commonplace
©ITSMA 2015 Online Survey: Marketing Talent | Abbreviated Summary | SV4595AS. All rights reserved. Not for reproduction or redistribution without permission. | 6
Creative design
Writing
Public relations
Content creation
Campaign development
For what do you currently use outside agencies? What do you anticipate using agencies for two years from now? % of Respondents (N~102)
Using agencies is standard practice for 94% of marketing organizations
86
77
71
71
60
77
62
62
64
59
Today
In TwoYears
Biggest areas of change
Analytics +17%
Account Based Marketing +14%
Executive engagement +11%
Storytelling +10%
Writing -15%
Top Five Uses of Agencies Today and in Two Years
Source: ITSMA Survey: Marketing Talent, November 2014
©ITSMA 2015 Online Survey: Marketing Talent | Abbreviated Summary | SV4595AS. All rights reserved. Not for reproduction or redistribution without permission. | 7
Marketing organizations tend to use different strategies depending on the skills they need
Buy
Train
HireSubject Matter
Expertise
Thought Leadership
Research & Intelligence
Data Analytics
Core Marketing
Website
CRM
Demand Generation
Marketing Automation
ABM
Social Media
Buyer Personas
Storytelling
Digital User Experience
Sales Enablement
Partner Marketing
Digital
Creative
Content Packaging
Writing & ContentCreation
Public Relations
Source: ITSMA Survey: Marketing Talent, November 2014
©ITSMA 2015 Online Survey: Marketing Talent | Abbreviated Summary | SV4595AS. All rights reserved. Not for reproduction or redistribution without permission. | 8
Career development: we’re missing
a trick50% do not
have a defined career path or
development plan
44% say rotations
within marketing are extremely rare
Source: ITSMA Survey: Marketing Talent, November 2014
©ITSMA 2015 Online Survey: Marketing Talent | Abbreviated Summary | SV4595AS. All rights reserved. Not for reproduction or redistribution without permission. | 9
It’s time to think differently about B2B marketing
For Your Function1. Think relationships and engagement:
build a marketing organization that can create and maintain strong relationships with buyers
2. Plan the centers of excellence that will underpin your new marketing focus
3. Use agencies and contractors as your extended team as you access new skills
4. Build business people by taking marketing career development seriously
5. Use marketing technology to track your impact and provide evidence for your marketing transformation
For Your Career1. Think about spending more time out
with customers
2. Get comfortable with marketing technology
3. Understand how to work with sales and delivery to create your customer’s experience
4. Become a great storyteller
5. Think about a rotation out of marketing
Source: ITSMA Survey: Marketing Talent, November 2014
©ITSMA 2015 Online Survey: Marketing Talent | Abbreviated Summary | SV4595AS. All rights reserved. Not for reproduction or redistribution without permission. | 10
Study MethodologyWeb-based Survey
Survey invitations were emailed during November 2014 to ITSMA member and select non-member companies
125 Marketers, sales, and other executives
ITSMA Analyzed the Data Two Ways
MarketingEffectiveness
• High Achievers• Unexceptionals
Company Type• Products and Services• Primarily Services
Source: ITSMA Survey: Marketing Talent, November 2014
Qualitative Interviews
Participating Companies (partial list) Amdocs
aPriori
Arqiva
Avanade
Avaya
Black & Veatch
Blue Creek Marketing
BT
Capgemini
CDW
Cedexis
CGI
Ciena
Cincom
Cisco
Cognizant
Comtrade
ConcentrixCorporation
CSC
Dell
Deloitte
EMC
Equinix
Esko
EY
Fathom
FIS
Fujitsu
Genpact
HDS
Heller Search Associates
HP
IBM
iGATE
Intelliware
JDA
Jigsaw24
Juniper Networks
KPMG LLP
Laserfiche
Microsoft
MomentFeed
NetApp
Optum
Oracle
Pearson
Pitney Bowes
PwC
Quinnox
Rolta
Salesforce
SAP
SBS Group
Schneider Electric
Sherman
SITA
Streamwire
Summa
Symantec
TCS
The ANTARA Group
TRIMAX IT Infrastructure & Services Limited
Unisys
Verizon
VMware
Vodafone
Windstream
Wipro
Xerox
12
©ITSMA 2015 Online Survey: Marketing Talent | Abbreviated Summary | SV4595AS. All rights reserved. Not for reproduction or redistribution without permission. | 11
6%
60%
34%
93%
93 5
2
25
11
45
Less than$50M
$50–99M
$100–499M
$500–999M
$1–4.9B
$5–9.9B
$10Bor more
Respondent DemographicsHow would you describe your company’s services offerings?
% of Respondents (N=1251)Source: ITSMA Survey: Marketing Talent, November 2014
Which range best describes your company's revenue in the latest financial year?
How would you describe your company’s primary business?
What is your job function?
Which of the following best describes your organization's industry?
84%16%
100% B2B (Business-to-
Business)
Both B2B and B2C
(Business- to-Consumer)
Both products and
services
Primarily products (10% or less revenue
from services)
Primarily services (10% or less revenue
from products)
Marketing
Other | 5%
Sales | 2%
23
19
18
17
10
1021 Other
Other technology hardware systems andsolutions
Outsourcing (technology/business process)
Business services
Software solutions
Computer systems and solutions
IT professional services/consulting
Telecommunications and networksystems/solutions
©ITSMA 2015 Online Survey: Marketing Talent | Abbreviated Summary | SV4595AS. All rights reserved. Not for reproduction or redistribution without permission. | 12
Slide
Executive Summary 3
Methodology and Respondent Demographics 29
Detailed Findings 39
Changes in Marketing Priorities and Organizations 39
Accessing Key Skills 48
Marketing Background and Career Development 56
Crosstabs: Marketing Effectiveness 62
Crosstabs: Type of Company 88
Appendix: Definitions Used in this Survey 117
For More InformationNicole FranceSenior EditorITSMA [email protected]+1-781-862-8500
Want to learn more? Here’s what is included in the full study