2
Mission- To collect and disseminate the opinions of top marketers in order to predict the future of markets, track
marketing excellence, and improve the value of marketing in firms and society.
- The survey is an objective source of information about marketing. It is a non-commercial operation dedicated to the field of marketing, not the sale of products and services.
Survey Operation- Founded in August 2008, The CMO Survey is administered twice a year via an Internet survey. Many
questions repeat to observe trends over time.
- The February 2014 survey was the eleventh administration of The CMO Survey.
Sponsoring Organizations
About The CMO Survey
Survey Sample- 4582 top U.S. marketers at Fortune 1000, Forbes Top 200, and top marketers who are AMA Members
or Duke University Alumni and Friends
- 408 responded for a 8.9% response rate
Survey Administration- Email contact with four follow-up reminders
- Survey in field from January 14, 2014 - February 4, 2014
- 88% of respondents VP-level or above
Results Interpretation- M = sample mean; SD = sample standard deviation
- B2B = Business-to-Business firms; B2C = Business-to-Consumer firms
Survey Methodology
3
4
Topic 1: Marketplace Dynamics……………………………………………………… 5-11
Topic 2: Firm Growth Strategies…………………………………………………….. 12-16
Topic 3: Marketing Spending………………………………………………………… 17-28
Topic 4: Financial and Marketing Performance……………………………………. 29-34
Topic 5: Social Media…………………………………………………..…………….. 35-42
Topic 6: Marketing Jobs…………………………………………………………….... 43-46
Topic 7: Marketing Organization…………………………………………………….. 47-49
Topic 8: Marketing Leadership……………………………………………………..... 50-54
Topic 9: Marketing Analytics………………………………………………………..... 55-63
Topic 10: The CMO Survey Award for Marketing Excellence……………………. 64-66
Survey topics
Topic 1:
Marketplace Dynamics
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Marketer optimism for U.S. economy reaches highest point in 5 years
Figure 1.1. How optimistic are you about the overall U.S. economy on a 0-100 scale with 0 being the least optimistic and 100 the most optimistic?
Feb-09 Aug-09 Feb-10 Aug-10 Feb-11 Aug-11 Feb-12 Aug-12 Feb-13 Aug-13 Feb-1440
50
60
70
80
47.7
56.5 57.855.6
63.3
52.2
63.4
58.4
62.765.7 66.1
Marketer Optimism About Overall Economy
Analytics Leadership Organization Jobs Social Media Performance Spending GrowthMarketplace
7
February 2009
February 2014
0%
10%
20%
30%
40%
50%
60%
70%
59.3%
13.3%
25.7%
32.3%
14.9%
54.4%
Less Optimistic No Change More Optimistic
% of respondents
Optimists almost quadruple since 2009
Figure 1.2. Are you more or less optimistic about the overall U.S. economy compared to last quarter?
Analytics Leadership Organization Jobs Social Media Performance Spending GrowthMarketplace
B2B Product B2B Services B2C Product B2C Services0
10
20
30
40
50
60
70
4845.3 46
50.8
66.2 65.6 66.2 64.1
February 2009 February 2014
8
Optimism for US economy grows across all sectors
Figure 1.3. Optimism for U.S. economy by sector
38% 44% 26%
XX% Change between February 2009 and February 2014
45%
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Marketer optimism for own companies and overall economy closest in five years
February
2009
February
2010
February
2011
February
2012
February
2013
February
2014
40
50
60
70
80
90
100
47.7
57.8
63.3 63.4 62.766.164.2
70.073.2 72.8 72.4 73.2
Optimism for Overall Economy Optimism for Own Company
Figure 1.4. How optimistic are you on a 0-100 scale with 0 being the least optimistic and 100 the most optimistic?
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Positive customer metrics forecasted
0%
20%
40%
60%
80%59.7%
32.8%
59.1%
43.8% 42.3%
67.7%69.3%
34.3%
59.3%49.0% 49.6%
74.7%February 2013 February 2014
Figure 1.5. Forecasted customer outcomes in next 12 months
% of respondents predicting an
increase
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11
Figure 1.6. Customers’ top priority in next 12 months
Customer priorities to shift to superior product quality
August
2012
February
2013
August
2013
February
2014
0%
5%
10%
15%
20%
25%
30%
35%
Low PriceSuperior Product Qual-itySuperior InnovationExcellent ServiceTrusting RelationshipBrand
% of respondents
Topic 2:
Firm Growth Strategies
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Firms decrease market penetration and move toward riskier growth strategies in next year
Types of growth strategies
Existing Products/Services
New Products/Services
ExistingMarkets
Market Penetration
Strategy
Product/Service Development
Strategy
New Markets
Market Development
Strategy
Diversification Strategy
* % of spending across growth strategies
Growth Strategy
Actual Spending in
Past 12 Months
Expected Spending in
Next 12 Months
Percent Change
Expected
Market Penetration
Strategy52.9% 47.1% -11.0%
Market Development
Strategy15.3% 17.0% +11.1%
Product/Service Development
Strategy21.8% 24.3% +11.5%
Diversification Strategy 10.0% 11.5% +15%
Table 2.1. How growth spending is expected to change*
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Companies to increase organic growth and partnership strategies in next year
Table 2.2. How firms will grow in the next 12 months*
Strategy February 2014 Average
B2B Product
B2BServices
B2CProduct
B2CServices
Organic Growth 71.8% 70.4% 69.9% 79.5% 70.5%
Growth via Acquisitions 10.2% 9.1% 12.3% 7.6% 11.8%
Growth from Partnerships 12.8% 13.9% 13.9% 8.0% 12.2%
Growth from Licensing 5.2% 6.6% 3.8% 4.8% 5.5%
* Percentage of spending across growth strategies
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Sales from international markets as a percent of overall company sales
Figure 2.1. Percent of company sales expected to be international in next 12 months
August 2010
February 2011
August 2011
February 2012
August 2012
February 2013
August 2013
February 2014
0%
5%
10%
15%
20%
25%
30%
35%
18.7% 19.3%
24.7%
32.4%
19.6% 19.5% 20.5%22.5%
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Canada, Western Europe, and China remain U.S. firms’ highest revenue growth markets
Figure 2.3. Average change in growth of highest revenue international markets
February
2012
February
2013
February
2014
0%5%
10%15%20%25%30%
19.7%15.6%
18.4%
Western Europe
26%
China15%
Canada12%
Brazil7%
Southeast Asia5%
Japan4%
Mexico4%
Russia3%
India2%
Australia2%
Middle East2%
Korea2%
Eastern Europe2%
Other:13%
Figure 2.2. Highest international revenue growth markets (% respondents)
Topic 3:
Marketing Spending
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Marketing budgets rebound
Feb-09 Aug-09 Feb-10 Aug-10 Feb-11 Aug-11 Feb-12 Aug-12 Feb-13 Aug- 13 Feb-140%
2%
4%
6%
8%
10%
12%
0.5%1.1%
5.9%
9.2%
6.7%
9.1%8.1%
6.4% 6.1%
4.3%
6.7%
Change in Marketing Spending
Figure 3.1. Percent change in marketing budgets in next 12 months
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Digital marketing spend vs. traditional advertising spend
*Refers to media advertising not using the web.
Figure 3.2. Percent change in traditional advertising* spend in next 12 months
August 2011
February 2012
August 2012
February 2013
August 2013
February 2014
-5%
0%
5%
10%
15%
1.3%
-0.8%-1.9%
-2.7% -2.1%
-0.1%
11.2%12.8%
11.5%10.2% 10.1%
8.2%
Traditional Advertising Spend Digital Marketing Spend
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Industry differences in digital vs. traditional advertising spend
B2B Product
B2B Services
B2C Product
B2C Services
Digital marketing spend +9.0% +7.4% +7.7% +8.2%
Traditional advertising* spend -1.6% +0.2 +2.8% -1.3%
*Refers to media advertising not using the web.
Table 3.1. Change in digital and traditional advertising spending in next 12 months by sector
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All other marketing spend categories remain positive, but slower growth expected
August 2012 February 2013 August 2013 February 2014
Overall marketing spending +6.4% +6.1% +4.3% +6.7%
New product introductions +9.4% +8.0% +7.1% +7.8%
New service introductions +6.4% +5.8% +4.9% +4.0%
Customer relationship management +9.0% +8.1% +6.0% +5.1%
Brand building +7.5% +6.8% +4.6% +4.9%
Table 3.2. Percent change in marketing spending in next 12 months
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Investments in marketing knowledge continue to decrease
*Developing knowledge about how to do marketing refers to the development of new marketing capabilities, while marketing training involves transferring existing marketing knowledge to employees.
August2012
February2013
August2013
February2014
0%
2%
4%
6%
8%
10%
Marketing research and intelligenceMarketing consulting servicesDeveloping knowledge about how to do marketing*Integrating what we know about marketing Marketing training*
Figure 3.3. Changes in firm spending on marketing knowledge in next 12 months
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*Question asked in Feb-11 for the first time.
Marketing budgets represent 10% of overall firm budgets
February2011
August2011
February 2012
August 2012
February 2013
August 2013
February 2014
0%
2%
4%
6%
8%
10%
12%
14%
16%
8.1%
10.0% 10.4%11.4%
10.6%9.4%
10.9%
Figure 3.4. Marketing budget as a percent of firm budget*
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Table 3.3a. Marketing percentage of firm budget by economic sector
B2B Product
B2B Services
B2C Product
B2C Services
February 2014 10.4% 8.7% 14.9% 11.4%
<$25 Million
$26-99 Million
$100-499 Million
$500-999 Million
$1-9.9 Billion
>$10 Billion
February 2014 12.7% 12.6% 6.5% 6.6% 9.7% 7.8%
0% Internet Sales
1-10%Internet Sales
>10% Internet Sales
February 2014 9.4 10.8% 13.8%
Table 3.3b. Marketing percentage of firm budget by company sales revenue
Table 3.3c. Marketing percentage of firm budget by company internet sales
Who has the biggest marketing budgets?
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Marketing spending as a percentage of firm revenues increases to 9.3%
February 2013
August 2013
February 2014
7%
8%
9%
10%
7.9%7.8%
9.3%
Figure 3.5. Marketing spending as a percentage of firm revenues
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Table 34a. Marketing spending as a percentage of firm revenues by economic sector
B2BProduct
B2B-Services
B2CProduct
B2CServices
February 2014 8.1% 5.8% 15.2% 11.0%
<$25 Million
$26-99 Million
$100-499 Million
$500-999 Million
$1-9.9 Billion
>$10 Billion
February 2014 13.9% 6.1% 5.9% 2.9% 6.7% 5.5%
0% Internet Sales
1-10%Internet Sales
>10% Internet Sales
February 2014 6.2% 7.8% 18.6%
Table 3.4b. Marketing spending as a percentage of firm revenues by company sales revenue
Table 3.4c. Marketing spending as a percentage of firm revenues by company internet sales
Marketing spending as a percentage of firm revenues by firm and industry
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Companies lack quantitative metrics to demonstrate impact of marketing spending
We prove the impact quantitatively
We have a good qualitative sense of the impact, but
not a quantitative impact
We haven't been able to show the impact yet
0%
10%
20%
30%
40%
50%
60%
35.7%
50.0%
14.3%
28.6%
51.5%
19.9%
Which best describes how your company shows the short-term impact of marketing spend on your business?Which best describes how your company shows the long-term impact of marketing spend on your business?
Figure 3.6. Short-term and long-term impact of marketing spent on business
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B2C Product companies demonstrate the impact of marketing quantitatively
B2B Product B2B Services B2C Product B2C Services0%
10%
20%
30%
40%
50%
60%
70%
28.2% 30.0%
64.9%
37.1%33.8%
25.0%
39.5%
20.0%
Companies that prove the short-term impact of marketing quantitativelyCompanies that prove the long-term impact of marketing quantitatively
Figure 3.7. Sectors that prove short-term and long-term impact of marketing quantitatively
Topic 4:
Financial and Marketing Performance
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Company performance on financial metrics stable ~ 3-4% increase
August 2013 February 20140%
1%
2%
3%
4%
5%
4.1%3.9%
3.3%
3.0%3.1%
3.4%
Firm sales Firm profits Marketing ROI
Figure 4.1. Percent change in firm performance in prior 12 months
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Performance on key customer and brand assets also holds
August 2013 February 20140%
1%
2%
3%
4%3.4%
3.6%
2.0% 1.9%
3.1%
3.5%
Customer acquisition Customer retention Brand value
Figure 4.2. Percent change in performance on customer and brand metrics in prior 12 months
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Company performance by sector
B2BProduct
B2BServices
B2CProduct
B2CServices
Firm sales +3.6% +5.1% +3.6% +2.7%
Marketing return on investment +3.6% +3.2% +3.1% +4.5%
Firm profits +2.2% +3.4% 3.2% +3.3%
Customer acquisition +3.8% +3.9% +2.5% +3.6%
Customer retention +1.5% +2.5% +1% +2.9%
Brand value +2.8% +3.7% +3.5% +5.4%
Table 4.1. Sector performance metrics for prior 12 months
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Firm performance goals remain strong
Actual firm performance in prior 12 months
Goal in the next 12 months
Expected change in next 12 months
Firm sales 3.9% 6.8% +74.4%
Marketing return on investment 3.4% 5.3% +55.9%
Firm profits 3.0% 5.9% +96.7%
Customer acquisition 3.6% 6.1% +69.4%
Customer retention 1.9% 4.3% +126.4%
Brand value 3.5% 5.4% +54.3%
Table 4.2. Company performance and goals
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1=Very Weak
2=Weak 3=Fair 4=Good 5=Strong 6=A leader, but
not one of the best
7=Excellent, one
of the best in the world
0%
5%
10%
15%
20%
25%
30%
35%
40%
1.1%
7.2%
14.7%16.1%
34.4%
15.4%
11.1%
Marketing excellence ratings improve!
Marketing excellence over time
• Feb-2014: Mean = 4.7 (SD = 1.4)
• Aug-2013: Mean = 4.5 (SD = 1.4)
• Feb-2013: Mean = 4.5 (SD = 1.4)
• Aug-2012: Mean = 4.4 (SD = 1.4)
Figure 4.3. How would you rate your company’s marketing excellence?
Topic 5:
Marketing and Social Media
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Social media spending expected to be 18% of marketing budgets in five years
Figure 5.2. Social media spending as a percentage of marketing budgets
Current Levels Over Next 12 Months In Next 5 Years0%
5%
10%
15%
20%
25%
7.4%
10.1%
18.1%
% of total marketing
budget
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Social media spending across sectors
B2BProduct
B2B Services
B2C Product
B2CServices Overall
Current Social Media Spending 6.9% 7.2% 7.7% 8.9% 7.4%
Social Media Spending in the next
12 months9.7% 9.5% 10.4% 11.4% 10.1%
Social Media Spending in the next
5 years17.4% 18.4% 17.2% 20.3% 18.1%
Table 5.1. Changes in social media spending across sectors
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Human capital related to social media: Slow to grow, 2:1 internal to external
Figure 5.2. Employees performing social media in companies
In-house social media employees
Outsourced social media employees
B2B Product 4.1 2.0
B2B Services 4.1 1.5
B2C Product 5.7 3.9
B2C Services 4.9 2.1
Table 5.2. Average number of employees by sector
Feb-2013 August 2013 February 20140.0
1.0
2.0
3.0
4.0
1.7
2.4
4.1
1.1 1.3
2.1
In-house social media employeesOutsourced social media employees
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Social media integration gap remains
Mean (SD)Feb-2014
B2B Product 3.5
B2B Services 3.6
B2C Product 4.3
B2C Services 3.7
Table 5.2. Integration scores by sectorFigure 5.3. How well is social media integrated with marketing strategy?
Mean = 3.8 (SD = 1.8)
1 Not at all Effectively
2 3 4 5 6 7 Very Effectively
0%
5%
10%
15%
20%
25%
14.8%14.0% 14.0%
17.0%
22.0%
11.4%
6.8%
Chart Title
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Social media remains poorly integrated with marketing strategy
Figure 5.4. Average social media integration scores over time
Question: How effectively is social media linked to your firm’s marketing strategy? (1=not integrated, 7=very integrated)
Feb-11 Feb-12 Aug-12 Feb-13 Aug-13 Feb-141
2
3
4
5
6
7
3.8 3.8 3.8 3.8 3.9 3.8
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Persistent poor integration of customer information across channels
Question:. How effectively does your company integrate customer information across purchasing, communication, and social media channels (1=not at all, 7=very effectively)?
Results:• Feb-14: Mean = 3.5, SD = 1.6 • Aug-13: Mean = 3.4, SD = 1.6 • Aug-12: Mean = 3.7, SD = 1.6
Average integration across all channelsMean (SD)
B2B Product 3.4 (1.7)
B2B Services 3.4 (1.6)
B2C Product 4.1 (1.5)
B2C Services 3.7 (1.7)
Table 5.4. Customer information integration gap across sectors
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Half of all firms haven’t been able to show the impact of social media on business
Figure 5.5.. Which best describes how you show the impact of social media on your business?
49.2%
34.8%
15.9%
We have proven the impact quantitatively
We have a good qualitative sense of the
impact, but not a quantitative impact
We haven’t been able to show the impact yet
Topic 6:
Marketing Jobs
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Marketing hiring drops off
Figure 6.1. Percentage change in marketing hires planned in next 12 months
February 2011
February 2012
February 2013
February 2014
0%
1%
2%
3%
4%
5%
6%
7%6.2%
5.2% 5.4%
4.7%
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B2B companies to hire more marketers
45
Figure 6.2. Percentage change in marketing hires planned in next 12 months
B2B Product B2B Services B2C Product B2C Services0%
1%
2%
3%
4%
5%
6%
7%
4.4%
3.1%3.4%
4.9%
5.9%
5.2%
2.3% 2.2%
February2013
February2014
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Outsourcing of marketing 3.1%
Figure 6.3. Percentage of company marketing expected to be outsourced in next 12 months
August 2010
February 2011
August 2011
February 2012
August2012
February2013
August2013
February2014
0%
2%
4%
6%
8%
10%
12%
14%
4.3% 4.5%
9.3%
3.2%3.1% 3.5%
2.6% 3.1%
Topic 7:
Marketing Organization
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Presence of marketing employees surges
Figure 7.1. Number of Employees Figure 7.2. Marketing Employees as a Percentage of Total Employees
Marketing Employees (90)
Non-Marketing Employees
(7690)
August2011
Febrary2012
August2012
Febrary2013
August2013
Febrary2014
0%
2%
4%
6%
8%
10%
4.2%
1.1%
3.1%2.5%
1.2%
6.3%
70007200740076007800800082008400860088009000
Marketing employees
(526)
Non-marketing employees
(8318)
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Product/service organizational structure dominates
% of firms
Figure 7.3. Organizational structure in companies
Customer Groups Product/Service Groups0%
10%
20%
30%
40%
50%
60%
70%
80%
26.7%
73.3%
Topic 8:
Marketing Leadership
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Consistent erosion of marketing leadership
Table 8.1. Percentage of companies in which marketing leads activity*
Weaker marketing leadership: • Advertising• Positioning• Promotion• Brand• Marketing analytics• Marketing research• Social media• Competitive intelligence• Public relations• Market entry• CRM• Target/Market selection• Innovation• Customer serviceStronger marketing leadership: • Sales• PricingMaintaining marketing leadership:• Lead generation• New products• Stock market performance
Activity Feb-11 Feb-12 Feb-13 Feb-14Advertising 85% 85% 84% 79.9%
Positioning 79% 78% 82% 69.2%
Promotion 81% 79% 82% 74.8%
Brand 81% 84% 84% 79.1%
Marketing analytics** - - 76% 68.4%
Marketing research 73% 71% 76% 63.2%
Social media 71% 73% 76% 74.4%
Competitive intelligence 58% 62% 68% 52.6%
Public relations 65% 53% 61% 59.8%
Lead generation 53% 53% 56% 55.6%
Market entry strategies 50% 46% 56% 47.9%
New products 44% 52% 47% 46.4%
CRM 38% 41% 41% 33.3%
Targeting/Market selection 31% 35% 36% 33.3%
Sales 32% 30% 24% 29.5%
Pricing 30% 34% 31% 32.9%
Innovation 33% 39% 35% 29.5%
Customer service 22% 21% 24% 18.8%
Stock market performance 0.4% 1.2% 2.3% 1.3%
* Red indicates marketing’s influence has decreased, green indicates that marketing’s influence has increased, and changes of 1% or less are viewed as no change.**Marketing analytics added in Feb-13.
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Marketing leaders retained for an average of 4.6 years
Figure 8.1. Marketing leader retention
Aug-2009 Aug-2010 Aug-2011 Feb-2012 Aug-2012 Feb-2013 Aug-2013 Feb-20140
2
4
6
8
10
12
4.3 4.6 4.35.4
4.14.8 5.1
4.6
8.09.0 8.8
10.5
9.2 9.510.0
9.4
Years top marketer in current rolein the firm
Years top marketer in any role in the firm
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Shifting direct and indirect influence for top marketers
Figure 8.2. Number of people reporting to top marketer
Aug-2010 Aug-2011 Feb-2012 Aug-2012 Feb-2013 Aug-20130
5
10
15
20
25
30
7.2 7.36
8.6
5.66.9
17.015.4
25.4 24.6
17.516.1
Number of direct reports Number of indirect reports
54
Best Practices from Marketing Leaders: See full interviews at www.cmosurvey.org/cmo-insights/
Senior Vice President and Chief Marketing Officer Beth Comstock discusses how GE approaches marketing: “You have to create a platform that invites innovative ideas.” This platform involves four capabilities that have produced an array of new products, services, customers, and business models.
Chief Marketing Officer Kim Feil discusses how she built a marketing function. From insights to accountability, she describes the organization, processes, metrics, and talent management strategies important to this effort.
Executive Vice President and Chief Marketing Officer Geert van Kuyck shares ideas on building the essential skill set for CMOs and the importance of defining the CMO’s mission. He discusses the use of the Net Promoter Score and other metrics to evaluate business results at Philips, touching on Philips’ engagement with LinkedIn and social media metrics.
Executive Vice President and Chief Marketing Officer Stephen Quinn describes how Walmart rebuilt its customer focus. Key steps involved harnessing internal support, generating market insight, using customer-focused metrics, living the brand internally, and building marketing talent.
Global Marketing Officer Marc Pritchard shares views on how marketing contributes to P&G’s performance. He talks about how P&G learns about customers and how it is relentless in its attention to building loyal customers and strong brands in the store, on the web, and around the world.
Topic 9:
Marketing Analytics
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Spending on marketing analytics expected to increase 72% in three years
Figure 9.1. Percent of marketing budget spent on marketing analytics
Current Levels In Next 3 Years0%
2%
4%
6%
8%
10%
12%
14%
7.1%
12.2%
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Spending on marketing analytics by firm and industry characteristics
Current In Next 3 years
<$25M 5.5% 10.5%
$26-99M 6.2% 10.7%
$100-499M 6.6% 11.4%
$500-999M 9.9% 16.1%
$1-9.9B 8.5% 13.8%
$10+B 7.6% 13.1%
Table 9.1c. Firm size differences
Table 9.1b. Firm internet sales differences
Current In Next 3 years
0% 6.4% 11.6%
1-10% 7.5% 12.4%
>10% 8.0% 13.6%
Table 9.1a. Firm sector differences
Current In Next 3 years
B2B Product 7.9% 12.7%
B2B Services 5.6% 11.4%
B2C Product 9.9% 12.7%
B2C Services 7.2% 12.9%
Analytics Leadership Organization Jobs Social Media Performance Spending GrowthMarketplace
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Most projects fail to use marketing analytics; slight shift upwards
Figure 9.2. Percentage of projects using available or requested marketing analytics
Feb-2012 Aug-2012 Feb-2013 Aug-2013 Feb-20140%
20%
40%
60%
80%
100%
37% 35%30% 29%
33%
Analytics Leadership Organization Jobs Social Media Performance Spending GrowthMarketplace
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Contribution of marketing analytics remains low
Figure 9.3. To what degree does the use of marketing analytics contribute to your company's performance? 1 = Not at all and 7 = Very highly
Aug-2012 Feb-2013 Aug- 2013 Feb-20141
2
3
4
5
6
7
3.93.7
3.53.7
Analytics Leadership Organization Jobs Social Media Performance Spending GrowthMarketplace
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Breakdown of marketing analytics’ contribution to company performance
Figure 9.4. To what degree does the use of marketing analytics contribute to your company's performance?
Mean = 3.7 (SD = 1.9)
1 Not at
all
2 3 4 5 6 7 Very highly
0%
5%
10%
15%
20%
25%
16.2% 16.2% 17.4%
12.9%
16.2%13.7%
7.5%
Analytics Leadership Organization Jobs Social Media Performance Spending GrowthMarketplace
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Most companies do not have the right talent to fully leverage marketing analytics
Figure 9.5. Does your company have the right talent to fully leverage marketing analytics?
Mean = 3.6 (SD = 1.7)
1Does not have the right talent
2 3 4 5 6 7Has the right
talent
0%
5%
10%
15%
20%
25%
30%
9.0%
24.5%
18.4% 18.0%15.9%
8.2%6.1%
Analytics Leadership Organization Jobs Social Media Performance Spending GrowthMarketplace
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Marketing analytics talent difficult to find
Figure 9.6. How challenging was it to find the right marketing analytics’ talent*
Mean = 4.8 (SD = 1.5)
*Answered by respondents stating they had hired marketing analytics talent in the last year
1Not at all challenging
2 3 4 5 6 7Extremely challenging
0%
5%
10%
15%
20%
25%
30%
2.1%
7.4% 7.4%
24.2% 25.3%
17.9%15.8%
Analytics Leadership Organization Jobs Social Media Performance Spending GrowthMarketplace
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How companies measure marketing ROI
Figure 9.7. How companies measure marketing ROI
Experiments16%
Lead generation to sales metrics
2% Manager judgments
27%
Customer surveys
22%Econometric modeling
18%
We don’t measure
marketing ROI 15%
What percent of your marketing budget do you spend measuring your marketing ROI?
Mean = 3.5% (SD = 5.1)
95% Confidence interval around the mean = 2.8%-4.2%
Topic 10:
The CMO Survey Award for Marketing Excellence
65
The 2014 CMO Survey Award for Marketing Excellence – Overall Winner
Participants were asked to nominate a company in response to the question:
Which company across all industries sets the standard for excellence in marketing?
Apple, Inc.
66
Participants were asked to nominate a company in response to the question:
Which company in your industry sets the standard for excellence in marketing?
The 2014 CMO Survey Award for Marketing Excellence – Industry Winners
The Coca-Cola Company(Consumer Packaged Goods: Food)
GEICO(Consumer Services)
IBM(Technology Solutions/Consulting)
Procter & Gamble (Consumer Packaged Goods: Non-food)
Google(Online Advertising)
Amazon(Online Retailer)
67
Next survey: July 2014
Participate: Sign up here
Media: Press releases and coverage
Feedback: Send comments to [email protected]
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