20120301 idc tech marketing barometer study preso final
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Mar-12 © 2012 IDC
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IDC’s 2012 Tech Marketing Barometer Study: Trends,
Forecasts, and Essential Guidance
Copyright 2012 IDC. Reproduction is forbidden unless authorized. All rights reserved.
IDC‘s 2012 Tech Marketing Barometer Study: Trends, Forecasts, and Essential Guidance
Joseph Ferrantino Research Analyst
IDC’s CMO Advisory Service
Mar-12 © 2012 IDC
Agenda
1. Participant Demographics and Key Findings
2. Marketing Investment Strategy
3. Marketing IT and Automation
4. Social Media Structure
5. Marketing Priorities
6. Sales and Marketing Alignment
7. Essential Guidance
8. Appendix
3
Mar-12 © 2012 IDC
Agenda
1. Participant Demographics and Key Findings
2. Marketing Investment Strategy
3. Marketing IT and Automation
4. Social Media Structure
5. Marketing Priorities
6. Sales and Marketing Alignment
7. Essential Guidance
8. Appendix
4
Mar-12 © 2012 IDC
Accenture Ariba Avanade
Avaya Blue Coat Systems BMC Software
Bull CA Technologies CGI
Cisco Systems Compuware CSC
Dell Inc. EMC Corporation Ericsson
Fairchild Semi FICO Fujitsu
Hewlett-Packard Informatica Infosys
Intel Intermec Juniper Networks
Kronos Lexmark Intl Logica
Optus Oracle Orange Business
PTC Quest Software RedPrairie
Ricoh Americas SDL SkillSoft
Sybase Synopsys Taleo Corp
Tektronix Tieto Unisys
Verizon Business VMware Wipro
Please Note: Partial List
Participant Demographics
0%
4%
8%
12%
16%
20%
<$250M $250M- <$500M
$500M- <$1B
$1B- <$3B
$3B- <$6B
$6B- <$10B
$10B- <$30B
$30B+
Respondents by Company Size
Key Facts
10th annual Tech Marketing Barometer
Final data set includes 61 companies from the IT Hardware, Software, Services, and Telco Sectors
Survey Fieldwork: 1/5/12-2/6/12
Average Revenue: ~$9B
Total Revenue: ~$550B
Data is weighted according to company size (revenue)
Source: IDC‘s 2012 Tech Marketing Barometer Study, n=61
5
Mar-12 © 2012 IDC
1. Marketing departments are expecting an average 3.6%
increase to their budgets in 2012.
2. In 2012, investment in Marketing IT and Automation is
expected to grow to 8.7% of the total Program Spend mix,
up from the 2%-3% of previous years.
3. Social Media proficiency is marching onward, and
companies are benefiting from social platforms in their
B2B businesses; Social Media ROI remains elusive in
2012.
4. Marketers are still not satisfied with current levels of Sales
and Marketing Alignment, and are reporting lower
confidence in 2012.
Key Findings
6
Mar-12 © 2012 IDC
1. Participant Demographics and Key Findings
2. Marketing Investment Strategy
3. Marketing IT and Automation
4. Social Media Structure
5. Marketing Priorities
6. Sales and Marketing Alignment
7. Essential Guidance
8. Appendix
Agenda
7
Mar-12 © 2012 IDC
(4.5%)
5.8% 6.5%
5.4%
(8.3%)
3.7% 3.5%
8.0%
3.6%
-10.0%
-8.0%
-6.0%
-4.0%
-2.0%
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
2009 2010 2011 2012
IT Global Revenue Growth
IT Global Marketing Investment Growth (Actual)
IT Global Marketing Investment Growth January Sentiment
Tech Marketing Budget Expectations In 2012
The trend of Marketing Investment tracking Revenue
Growth has ended, along with marketer’s budgetary
optimism. Marketing departments are doing more with
less, and not expecting that to change in 2012.
Sources: IDC‘s 2011 Tech Marketing Barometer Study, n=45; IDC‘s Worldwide IT Spending Black Book, 2011, IDC‘s 2011
Tech Marketing Benchmarks Study, n=85
8
Mar-12 © 2012 IDC
Marketing Program Spend Mix: Year End 2011, The ‗Federated‘ View (All Digital Elements are Contained Within the Categories Shown)
In this view,
advertising includes
both digital and
traditional advertising
Includes digital events Includes email
Advertising 27.9%
Public Relations 4.6%
Analyst Relations 1.6%
Direct Marketing 12.9%
Events 17.6%
Web Site Content and Development
8.2%
Social Networks 1.3%
Collateral 5.5%
Market Intelligence 4.5%
Marketing Support and Sales Tools
13.9%
Other 2.1%
Source: IDC‘s 2011 Tech Marketing Benchmarks Study, n=85
9
Mar-12 © 2012 IDC
0% 20% 40% 60% 80%
Collateral
Analyst Relations
Market Intelligence
Advertising
Public Relations
Events
Marketing Support and Sales Tools
Direct Marketing
Web Site Content and Development
Social Media
% of Respondents
Increase
Same
Decrease
Expected Program Spend Changes in 2012
Source: IDC‘s 2012 Tech Marketing Barometer Study, n=61
Q: Please indicate if investment in the following Program Spend categories will increase, stay the same, or decrease in
2012 as compared to 2011.
10
Mar-12 © 2012 IDC
Marketing Program Spend Mix: Year End 2011, The ‗Digital Island‘ View
Excludes
Display and
Search Ads
Program Spend Allocations
(Digital Island View)
Specific Digital Marketing
Allocations
Traditional Advertising
13.4%
Digital Marketing
26.4%
Direct Marketing
9.6%
Events 16.6%
Other Areas: PR,
MI, AR, Marketing Support
and Sales Tools,
Collateral 33.9%
Display Ads
21.5%
Search Ads
14.9%
Email Marketing
16.4%
Digital Events 3.8%
Company Web Sites
31.6%
Search engine
optimiza-tion
5.9%
Social networks
6.0%
Excludes Email
Marketing
Excludes
Digital Events
Source: IDC‘s 2011 Tech Marketing Benchmarks Study, n=85
11
Mar-12 © 2012 IDC
8.8
11.6
12.3
14.5
14.6
15.7
22.5
0 5 10 15 20 25
Display Ads
Search Ads
Digital Events
Social Networks
Search Engine Optimization
Company Web Sites
Average Importance Points
Expected Digital Marketing Shifts in 2012
Q: Please allocate 100 ―Importance Points‖ to the following Digital Marketing Program Spend categories for 2012.
Source: IDC‘s 2012 Tech Marketing Barometer Study, n=61
12
Mar-12 © 2012 IDC
5.4%
0.7%
0.7%
0.9%
1.1%
2.3%
3.3%
3.4%
3.7%
3.8%
4.5%
4.5%
4.5%
5.3%
5.4%
5.4%
5.6%
6.1%
14.7%
18.7%
0.0% 2.0% 4.0% 6.0% 8.0% 10.0% 12.0% 14.0% 16.0% 18.0% 20.0%
Executives and Other
Marketing IT
Social Networking Staff
Analyst Relations
Technical Marketing
Advertising
Industry Marketing
Public Relations
Sales Enablement
Market Intelligence
Direct Marketing
Solution Marketing
Partner Marketing
Marketing Operations
Campaign Management
Event Marketing
Web Site Content/Development
Marketing Communications
Field Marketing Support
Product Marketing
Marketing Staff Allocations: Year End 2011
Source: IDC‘s 2011 Tech Marketing Benchmarks Study, n=85
13
% of Total Staff
Mar-12 © 2012 IDC
5%
10%
10%
17%
17%
17%
18%
18%
20%
20%
23%
27%
27%
28%
31%
34%
38%
42%
43%
0% 10% 20% 30% 40% 50%
Technical Marketing
Advertising
Marketing IT
Public Relations
Analyst Relations
Market Intelligence
Partner Marketing
Sales Enablement
Event Marketing
Marketing Operations
Marketing Communications
Product Marketing
Industry Marketing
Direct Marketing
Field Marketing Support
Campaign Management
Web Site Content and Development
Social Media
Solution Marketing
% of Respondents Increasing Staff
What Staff Areas Are Expected to Increase?
Source: IDC‘s 2012 Tech Marketing Barometer Study, n=61
Q: Please indicate if investment in the following staffing categories will increase, stay the same, or decrease in 2012 as
compared to 2011.
14
Investment in all staffing
categories is most often
remaining the same, and
very few decreases were
reported in any category.
Mar-12 © 2012 IDC
Agenda
1. Participant Demographics and Key Findings
2. Marketing Investment Strategy
3. Marketing IT and Automation
4. Social Media Structure
5. Marketing Priorities
6. Sales and Marketing Alignment
7. Essential Guidance
8. Appendix
15
Mar-12 © 2012 IDC
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
% o
f R
es
po
nd
en
ts
Expected Marketing IT Project Evaluation, Selection and Funding
61.0%
22.0%
11.0%
6.0%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Ma
rke
tin
g IT
Pro
jec
t %
of
Fu
nd
ing
Marketing
Corporate IT
Sales
Finance, Procurement, CEO, and Other
Source: IDC‘s 2012 Tech Marketing Barometer Study, n=61
Q: Which departments will be involved in the evaluation and
selection process for Marketing IT Projects in 2012?
Q: What percentage of funding for Marketing IT Projects
will come from the following departments in 2012?
16
Mar-12 © 2012 IDC
8.7%
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
Expected Marketing IT Program Spend
79% of
respondent
companies
will be
required to
produce an
ROI analysis
for Marketing
IT projects in
2012.
Source: IDC‘s 2012 Tech Marketing Barometer Study, n=61
Q: Please estimate the percentage of your total Marketing Program budget that will be spent on Marketing IT in 2012.
Marketing IT Program Spend - All
spend that comes out of the Marketing
Program budget for information
technology, including but not limited to:
marketing automation, lead
management, content management,
lead scoring, marketing resource
management, collaboration, portals,
web site design and management,
SEO, social media monitoring,
customer databases, analytical tools,
platforms for inbound and outbound
communications, and CRM.
17
Mar-12 © 2012 IDC
13%
25%
26%
26%
34%
34%
36%
36%
41%
41%
43%
48%
54%
58%
0% 10% 20% 30% 40% 50% 60% 70%
Marketing Knowledge Base
Partner Portals
Marketing Resource Management
Business Intelligence
Customer Data/List Acquisition
Customer Data Management Tools
Internal Collaboration/Social Networking …
Sales Enablement Technology
Campaign Management
Content/Digital Asset Management
External Social Media Monitoring
Website Infrastructure
Digital Marketing
Lead Management
% of Respondents Increasing Investment
Expected Marketing Automation Investment
Source: IDC‘s 2012 Tech Marketing Barometer Study, n=61
Q: How do you expect your investment levels to change in 2012 for the following Marketing Automation categories
compared to 2011?
18
Very few respondents
reported decreases in
any category—most
were either increasing
investment or keeping
it flat.
Mar-12 © 2012 IDC
Agenda
1. Participant Demographics and Key Findings
2. Marketing Investment Strategy
3. Marketing IT and Automation
4. Social Media Structure
5. Marketing Priorities
6. Sales and Marketing Alignment
7. Essential Guidance
8. Appendix
19
Mar-12 © 2012 IDC
Social Media Program Spend and Staff in Marketing Organizations: Year End 2011
Program Spend Allocations
5.4%
0.7%
0.7%
0.9%
1.1%
2.3%
3.4%
3.7%
3.8%
4.5%
4.5%
5.3%
5.4%
5.4%
5.6%
6.1%
14.7%
26.5%
Executives and Other
Marketing IT
Social Networking Staff
Analyst Relations
Technical Marketing
Advertising
Public Relations
Sales Enablement
Market Intelligence
Direct Marketing
Partner Marketing
Marketing Operations
Campaign Management
Event Marketing
Web Site …
Marketing Communications
Field Marketing Support
P/S/I Marketing
Staff Allocations
Advertising 27.9%
Public Relations
4.6%
Analyst Relations
1.6% Direct
Marketing 12.9%
Events 17.6%
Web Site Content and
Develop-ment 8.2%
Social Networks
1.3%
Collateral 5.5%
Market Intelligence
4.5%
Marketing Support and Sales Tools
13.9%
Other 2.1%
Source: IDC‘s 2011 Tech Marketing Benchmarks Study, n=85
20
Mar-12 © 2012 IDC
33.2%
26.0%
40.8%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Platform Infrastructure
Measuring and Monitoring
Outsourced Social Media
Detailed Social Media Program Spend Allocations:
Year End 2011 vs Expected Changes 2012
33
25 25
17
0
10
20
30
40
50
60
70
80
90
100
Ave
rag
e I
mp
ort
an
ce
Po
ints
Measuring and Monitoring
Platform Infrastructure
Outsourced Social Media
Other
Year End 2011 Social Media Program Spend Allocations Q: Please Allocate 100 ―Importance Points‖ to the
following 3 Social Media Program Spend categories
for 2012.
IDC‘s 2011 Tech Marketing Benchmarks Study n=85
21
Source: IDC‘s 2012 Tech Marketing Barometer Study, n=61
Most
Important
Least
Important
Mar-12 © 2012 IDC
33
23 18
14 12
0
10
20
30
40
50
60
70
80
90
100
Ave
rag
e i
mp
ort
an
ce
Po
ints
Social Media Campaigns
Measuring and Monitoring
Responding
Infrastructure
Other
Detailed Social Media Staff Allocations:
Year End 2011 vs Expected Changes 2012
22.6%
18.9%
20.7%
37.8%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Infrastructure
Measuring and Monitoring
Responding
Social Media Campaigns
Year End 2011 Social Media Staff Allocations Q: Please Allocate 100 ―Importance Points‖ to the
following four Social Media Staffing areas in 2012.
IDC‘s 2011 Tech Marketing Benchmarks Study n=85
22
Source: IDC‘s 2012 Tech Marketing Barometer Study, n=61
Most
Important
Least
Important
Mar-12 © 2012 IDC
Top 3 Social Media
Challenges
1. Measuring ROI and
linking to the funnel
2. Internal Support and
Adoption
3. Scaling and Integration
Social Media Challenges and Successes
Top 3 Social Media
Successes
1. Customer/Influencer
Engagement
2. Internal Support and
Adoption
3. Scaling and Integration
Source: IDC‘s 2012 Tech Marketing Barometer Study, n=61
These qualitative responses are an excellent indicator of the state of Social Media maturity in the Tech Industry. One of the first key achievements that companies aim for is Customer/Influencer
engagement, and this was the most frequently reported success. Measuring ROI and linking social to the funnel is currently the biggest challenge, and also the next frontier for companies as they
push their social media proficiency further. Internal support and adoption and scaling and integration are simultaneously two of the biggest challenges and successes, which suggests that leading companies have made great strides in these areas while lagging companies still struggle.
23
Mar-12 © 2012 IDC
Agenda
1. Participant Demographics and Key Findings
2. Marketing Investment Strategy
3. Marketing IT and Automation
4. Social Media Structure
5. Marketing Priorities
6. Sales and Marketing Alignment
7. Essential Guidance
8. Appendix
24
Mar-12 © 2012 IDC
3.9
4.6
7.8
9
10.9
13
13.9
16.2
20.7
0 5 10 15 20 25
Re-building "post-recession" budgets and staffing
Marketing Talent management
Investing in Marketing Automation
Organizational changes to the marketing department
Improving Social Media execution
Improving alignment with Sales
Improving Marketing processes, e.g., measuring effectiveness and ROI
Building more Brand Awareness
Improving Lead Generation
Average Importance Points
Marketing Priorities in 2012
Source: IDC‘s 2012 Tech Marketing Barometer Study, n=61
Q: Please allocate 100 "Importance Points" to these Marketing Priorities for 2012.
25
Mar-12 © 2012 IDC
26%
37%
38%
48%
51%
70%
0% 20% 40% 60% 80%
Less centralization/regional and BU empowerment
Creation of marketing shared service centers
More outsourcing
More centralization
Change in senior Marketing leadership
Increasing organizational structure alignment between Marketing and Sales
% of Respondents
Significant Changes to the Marketing Organization in 2012
Source: IDC‘s 2012 Tech Marketing Barometer Study, n=61
Q: Do you plan to make any of the following significant changes to your marketing organization in 2012?
26
Mar-12 © 2012 IDC
Agenda
1. Participant Demographics and Key Findings
2. Marketing Investment Strategy
3. Marketing IT and Automation
4. Social Media Structure
5. Marketing Priorities
6. Sales and Marketing Alignment
7. Essential Guidance
8. Appendix
27
Mar-12 © 2012 IDC
46
51
55
56
57
65
48
68
66
66
65
75
0 20 40 60 80
Marketing and sales evaluated on shared metrics
Integration of planning, budgeting, forecasting
Lead management process
Marketing meeting sales support needs
Lead management infrastructure
Alignment at the executive level
Average Alignment Rating 2011
2012
Despite our Efforts…Sales and Marketing Alignment is Getting Worse?!
Source: IDC‘s 2012 Tech Marketing Barometer Study, n=61
Q: On a scale of 1 to 100 (where 1 is mis-aligned and 100 is perfectly aligned), score the alignment rating between
Marketing and Sales for each of the following dimensions.
28
Mar-12 © 2012 IDC
The Next Level. . .Getting More Prescriptive
for Marketing & Sales Alignment
Operational
Attributes Marketing Sales
Joint Marketing
& Sales
Investment Marketing Budget
Ratio
Sales Budget
Ratio
Marketing & Sales
Budget Ratio
Staff Efficiency Marketing
Efficiency KPIs
Sales Efficiency
KPIs
Marketing & Sales
Efficiency KPIs
Productivity
Levers
Marketing
Productivity
Levers
Sales Productivity
Levers
Marketing & Sales
Productivity
Levers
IDC‘s 2012 Marketing (#231278) and Sales (#230919) Investment Planners
29
Mar-12 © 2012 IDC
8 New Benchmarks to Optimize Sales and Marketing Productivity
M&S Operational Attributes
Mktg. & Sales KPIs Industry Benchmark IDC Insight/ Guidance
Investment
Marketing and Sales Budget Ratio
10.6% Control Overall Cost. . .
but. . . Increase the Marketing
component Sales to Marketing Investment Ratio
4:1
Marketing Investment per Sales Headcount
$40K to $70K
Staff Efficiency
QBHC* to Field Marketing Ratio
32:1 Strategically increase support staff
Monitor sales‘ time allocation and efficiency Program to People KPI 27%
Productivity Levers
M&S Operations Staff as a % of Total M&S Staff
4.7% Establish accountability in
both mktg. and sales Leverage a CoE* model
with regional extensions Focus on process areas
at the intersection
Sales Enablement Score 47 out of 100
Lead Management Score 52 out of 100
*QBHC: quota bearing headcount; CoE: Center of Excellence
IDC CMO & Sales Advisory Clients: Contact us to ensure you receive your combined custom analysis
30
Mar-12 © 2012 IDC
What is Sales Enablement?
“The delivery of the right information to the right person at the right time in the right format and in the right place to assist in moving a specific sales opportunity forward”
IDC defines Sales
Enablement as:
31
Mar-12 © 2012 IDC
Sales Management
Sales Enablement
Customer Intelligence
Sales Methodology
Talent Management
Sales Enablement Excellence Begins in the Marketing Organization
Asset Creation, Management
& Delivery
Governance
Delivery Vehicle Selection &
Management
Tribal Knowledge
IDC’s Sales Productivity Framework
Source: IDC
32
Mar-12 © 2012 IDC
Agenda
1. Participant Demographics and Key Findings
2. Marketing Investment Strategy
3. Marketing IT and Automation
4. Social Media Structure
5. Marketing Priorities
6. Sales and Marketing Alignment
7. Essential Guidance
8. Appendix
33
Mar-12 © 2012 IDC
1. It‘s Time to ―Re-Finance‖ Your Marketing
Budget
2. Marketing‘s Role in Sales Enablement
Remains a Key Play
3. Expand the Relationship with your CIO and
IT Team
Essential Guidance for Tech Marketers in 2012
34
Mar-12 © 2012 IDC
Re-Finance Your Marketing Budget
Freddie Marketing?
1. Acknowledge the Broken
Budget Trend.
2. Reduce Marketing Assets.
Assets Require Maintenance.
Maintenance costs Money.
3. Accelerate Digital.
4. Go Get Some Money from
Sales.
5. Start Talking with IT about
Money.
35
Mar-12 © 2012 IDC
Questions?
Mar-12 © 2012 IDC
The Executive Advisory Group (additional list of IDC analysts for EAG available upon request)
Irina Zvagelsky
Research Analyst, Sales Advisory
Phone: 305-351-3060
Rich Vancil
Vice President
Executive Advisory Group
Phone: 508-935-4327
Michael Gerard
Program Vice President
Sales Advisory Practice
Phone: 508-988-6758
Joseph Ferrantino
Research Analyst, CMO Advisory
Phone: 508-988-6973
Gerry Murray
Research Manager, CMO Advisory
Phone: 508-988-7974
Clare Gillan
Executive Sponsor/Analyst
Phone: 508-935-4266
Wendy Pemberton
Sales Director
Phone: 816-569-1286
Kathleen Schaub
Research Vice President
CMO Advisory Service
Phone: 925-999-9839
Jason Cunliffe
Consulting Director
Phone: 305-351-3037
Scott McLarnon
GVP Consulting
Phone: 508-935-4392
37
Mar-12 © 2012 IDC
Agenda
1. Participant Demographics and Key Findings
2. Marketing Investment Strategy
3. Marketing IT and Automation
4. Social Media Structure
5. Marketing Priorities
6. Sales and Marketing Alignment
7. Essential Guidance
8. Appendix
38
Mar-12 © 2012 IDC
Objective
This survey is intended to "take the pulse" of marketing executives in the information technology sector to analyze the direction of marketing resource expenditures and priorities during the next 12 months. The 2012 Tech Marketing Barometer Study also serves as an update to IDC‘s 2011 Tech Marketing Benchmarks Study, which analyzed specific tech marketing benchmarks as defined in IDC‘s Worldwide Sales and Marketing Taxonomy, 2011: Guidelines for Cost Control and Resource Allocation.
Confidentiality
All answers are kept confidential by IDC and all data will be aggregated for the purposes of trend analysis. No client or other participant of the study will receive company-specific data and there will be no way for any company to "reverse-engineer" the analysis and view company-specific responses.
Key Facts
This is IDC‘s 10th annual Tech Marketing Barometer Study Final data set includes 61 participant companies from the IT Hardware, Software, Services,
and Telecommunications Sectors Survey Start Date: 1/5/12 Survey End Date: 2/6/12 Average Revenue: ~$9B Total Revenue: ~$550B
IDC‘s 2012 Tech Marketing Barometer Study Methodology
Source: IDC‘s 2012 Tech Marketing Barometer Study, n=61
39
Mar-12 © 2012 IDC
Lead Management Proficiency
Mar-12 © 2012 IDC
Exploration Stage
Purchase Stage
IDC Customer Creation Framework
Buyer Communication
Evaluation Stage
Conduct the
Digital Dialog
Conduct
the Inter-
personal
Dialog
Buyer’s Journey Stages
―Raised
Hand‖
Agree to be
Pursued
41
Mar-12 © 2012 IDC
10.0%
33.0% 33.0%
16.0%
8.0%
0%
5%
10%
15%
20%
25%
30%
35%
40%
We don't score leads. We've started to score leads, but not
consistently. We still must find the right criteria to get good
data.
We score leads frequently, based on prospect interactions such as email opens and webcast views.
We've been scoring leads consistently for 18+ months and can
now link interactions to buyer intent.
We've been scoring leads for several years
based on ideal customer knowledge and buyer readiness.
Lead Scoring Practices In 2012 Please Note: Lead Scoring is defined as the qualification of lead readiness using quantitative criteria.
Proficiency Increases
Sales Leadership is
involved in establishing
Lead Scoring criteria for
75% of respondent
companies
Source: IDC‘s 2012 Tech Marketing Barometer Study, n=61
Q: Which of the following best describes your company's lead scoring practices in 2012?
42
Mar-12 © 2012 IDC
10.0%
22.0%
13.0%
33.0%
22.0%
0%
5%
10%
15%
20%
25%
30%
35%
40%
We don't nurture leads. We focus on generating them.
We've started to re-market to leads in our database. We mostly send the same offers
to everyone.
We nurture leads regularly and use
multi-step campaigns, but send the same offers to everyone.
We use email/web-based multi-step campaigns, and sometimes alter
content based on the prospect.
We use more than just email/web multi-step campaigns, and they
are linked to stages of the buyer's journey.
Lead Nurturing Practices in 2012 Please Note: Lead Nurturing is defined as the systematic engagement with prospects
through a long-buy cycle, using tactics differentiated by stages of readiness.
Proficiency Increases
Source: IDC‘s 2012 Tech Marketing Barometer Study, n=61
Q: Which of the following best describes your company's lead nurturing practices in 2012?
60% of respondents
combine Marketing and
Sales tasks while
orchestrating campaigns
43
Copyright 2012 IDC. Reproduction is forbidden unless authorized. All rights reserved.
Accelerating the operational excellence of
21st Century marketing leaders February 2012
IDC CMO Advisory Service
Mar-12 © 2012 IDC
How much should I invest in Marketing? How much are my peers or competitors investing?
What are the latest trends in marketing-mix planning?
What’s the best way to organize my staff? What parts of marketing should be centralized?
How can corporate marketing improve its coordination with the product
lines and the field?
What performance metrics should I monitor?
How can I better align with Sales? What is a good Sales Enablement initiative?
Who are the tech industry marketing leaders? What can I learn from them?
What are best practices in emerging areas of marketing?
IDC Helps Tech Marketing Executives to Answer
Some Basic (But Difficult) Questions…
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Investment allocation benchmarks Metrics, measurement, & ROI Analytics Best practices Process maturity Agility
System selection System implementation Data management Data governance Technology adoption
Planning & Budgeting Strategic planning Investment planning Marketing-mix planning Operations planning Annual budgeting
Functional Operations Marketing operations Market intelligence Product, solution, industry marketing Communications Field & channel marketing Campaign management Digital marketing Social marketing Website content & development Advertising & branding Influencer relations
Lead Management Lead planning Lead routing Lead nurturing Lead scoring
Sales Enablement Marketing content & asset lifecycle Sales operations governance Sales enablement platform
Buyer Insights Better leverage of vendor resources Shortening the buying cycle Intelligence Buyer history Lead intelligence Share of wallet Competitive intelligence
Sales Operations Strategy Productivity Automation
Sales Management Sales strategy Investment & resource planning Inside sales
Sales Methodologies Account planning Opportunity management Performance management
Talent Management On-boarding Training Retention
IDC‘s Executive Advisory Group: Practice Domains
Transformation Framework: Benchmarks, Best Practices, Peer-to-Peer Insight
People Process Technology
Practice Domains
Marketing Marketing + Sales Sales
47
Mar-12 © 2012 IDC
CMO Advisory Service: Research and Events Schedule
Best Practices & Insights
(Partial List)
Best Practice Studies – Digital Marketing & Social
Media (Spring 2011) – Customer Data
Management (Aug 2011) – Channel Marketing (Feb
2012) – Lead Management (May
2012)
Insight Reports – The Failure of Marketing
ROI (Feb 2012) – Marketing Operations Role
(April 2011) – The Buyer Speaks: Buyer
Experience Study (June 2011)
– Organizational Structure for Superior Sales Enablement (Dec 2011)
– Push vs. Pull Marketing (Mar 2012)
Pulse Surveys
Leadership Board Meetings & Events
Marketing Operations Board Meetings – February 2012 CA – June 2012 CA – October 2012 MA
Events – Directions 2012 (March 7
San Jose CA & March 13, Boston
– IDG Marketing Summit 2012 (Mar 8, 2012 San Jose)
Telebriefings – Lead Management
Telebriefing (Nov 17 2011)
– Sales and Marketing Taxonomy Telebriefing (Dec 8, 2011)
Hot Topic Peer-to-Peer Calls – Starting Out in
Automation (Jan 19)
Sales and Marketing Automation Roadmap
IDC Automation Framework (May 2012)
Vendor Profiles
User Summit Updates
Benchmarking Research
Annual Benchmarking Study (Sept 2012) – Telebriefing & slides – Marketing
Investment Planner 2013 (October 2012)
Custom Benchmarking Analysis (Sept- Jan 2012)
Annual Barometer Study (March, 2012) – Telebriefing & slides – Report
= In Progress: Contact us to participate
48
Mar-12 © 2012 IDC
Executive Advisory Group Clients (Partial List)
49
Mar-12 © 2012 IDC
Benchmarks: Where are you placing your marketing investment bets?
Source: IDC‘s 2011 Tech Marketing Benchmarks Study, n=85
50
In this view,
advertising includes
both digital and
traditional advertising
Includes digital events Includes email
Advertising 27.9%
Public Relations 4.6%
Analyst Relations 1.6%
Direct Marketing 12.9%
Events 17.6%
Web Site Content and Development
8.2%
Social Networks 1.3%
Collateral 5.5%
Market Intelligence 4.5%
Marketing Support and Sales Tools
13.9%
Other 2.1%
Mar-12 © 2012 IDC
Benchmarks: Marketing Staff Allocations in 2011 – Where are the Changes?
New
5.4%
0.7%
0.7%
0.9%
1.1%
2.3%
3.4%
3.7%
3.8%
4.5%
4.5%
5.3%
5.4%
5.4%
5.6%
6.1%
14.7%
26.5%
0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0%
Executives and Other
Marketing IT
Social Networking Staff
Analyst Relations
Technical Marketing
Advertising
Public Relations
Sales Enablement
Market Intelligence
Direct Marketing
Partner Marketing
Marketing Operations
Campaign Management
Event Marketing
Web Site Content/Development
Marketing Communications
Field Marketing Support
P/S/I Marketing
Source: IDC‘s 2011 Tech Marketing Benchmarks Study, n=85
51
Mar-12 © 2012 IDC
2011 Pipeline Velocity Benchmarks
Sales Qualified Leads
Opportunities
Deals
1.8
3.1
4.1
3.5
1.3
5.3
2011:
19 Months
2010:
17 Months
The Time it Takes to
“Create a Customer”
Source: IDC‘s 2011 Sales Productivity Benchmarks Database and IDC‘s 2011 Tech Marketing Benchmarks Database
Value Account Data (over 1000 employees)
52
Mar-12 © 2012 IDC
Custom Benchmarking: Top Level Analysis thru Detailed Components
Weak Long-
Term Outlook Crisis Potential
Low Yield Marketing
Leadership
Effectiveness
Eff
icie
ncy
Hig
h
Lo
w
Low High
Client Target
Group
Marketing Performance Matrix
Efficiency Effectiveness Staff and Program Mix
Attribute KPI Client Target Group
Marketing
Investment
Revenue Change 6.5% 7.1%
MBR 4.1% 5.2%
Marketing
Staff
Efficiency
Program-to-People 58% 62%
Marketing Staff Throughput Ratio
$253,000 $291,000
Revenue per Staff $19.7M $22.4M
Staff Turnover 11.3% 9.6%
+
Custom Marketing Performance
Benchmarking Analysis
Gap Analysis, Recommendations and Essential Guidance
53
Mar-12 © 2012 IDC
Research Library: Recently Published Research
Foundation Studies
Marketing Investment Planner 2012: Benchmarks, Key Performance Indicators, and CMO Priorities,
#231278
IDC‘s Worldwide Sales and Marketing Taxonomy, 2011: Guidelines for Cost Control and Resource
Allocation, #231252
The Buyer Speaks: IDC's 2011 Buyer Experience Survey Guidance for Sales and Marketing # 228987
2011 CMO Tech Marketing Barometer: Investment Forecast and Essential Guidance for Marketing
Executives #227842
IDC Marketing Automation Framework #224215
Best Practice Series (Partial List)
Customer Data Management (CDM), # 229931
Digital Marketing and Social Media Investments, #222927
Talent Management in the Marketing Function, #224210
Agency Management Strategies and Tactics, #222814
Sales Enablement – Marketing Content and Asset Management, #219418
Marketing Shared Services – Driving Innovation, #217826
Marketing Planning – People, Process and Technology, #216134
Marketing Campaign Management, #213234
Marketing Performance Measurement 2.0 and Beyond, #211774
http://www.idc.com/eagroup/cmo.jsp
54
Mar-12 © 2012 IDC
Research Library: Recently Published Research
Tech Marketing Insights (Partial List)
The Failure of Marketing ROI #232661
Leveraging Sales Enablement to Improve Sales Productivity # 231889
What‘s Killing the Traditional Funnel #232511
The Market Intelligence Organization of the Future: Strategic Investments and Priorities # 228187
Vendor Profile: Quovidian Sales Enablement and Proposal Automation # 232490
The Evolving Marketing Operations Role: 2011 and Beyond # 22791
Benchmarks for Marketing Executives at Mid-market Companies # 228569
Clouds Filled the Sky, But the Mood Was Sunny and Full of Chatter at Salesforce.com‘s Eighth Annual Dreamforce Conference, #226676
The Sales Enablement Vendor Space Continues to Heat Up #229339
Marketing Automation: The Rise of Revenue #225860
Pulse Survey: Content Management and Sales Enablement # 225701
Update: The Savo User Summit 2010 #225593
Agile Marketing: Principles and Practices #224079
IDC Hot Topic Inquiry: How is Marketing Spend and Mix Impacted by Channel Strategy? #218479
Sales and Marketing Organizational Transformation #213915
The Marketing Operations Role: Maintaining the Momentum #210201
The CMO Role: Insights from Jeremy Burton, CMO of EMC #224484
An Inconvenient Truth: The Role and Value of Information in the IT Buying Process #209985
55
http://www.idc.com/eagroup/cmo.jsp
Mar-12 © 2012 IDC
IDC Marketing and Sales Leadership Board Meetings
Board Model 3 meetings per year, 1-2 days each
20-25 attendees per meeting
Titles: CMO,VP, Director
Sample Topics Marketing operations
Marketing and sales alignment
Digital marketing
Performance measurement
Why do clients attend? Get external perspective
Problem-solve with peers
Network
Client-driven research
56
Mar-12 © 2012 IDC
Additional Custom Benchmarking Analysis
Gain more specific insight by examining
marketing benchmarks for different product
categories or business models
Custom or Multi-client Studies
Leverage IDC and IDG‘s deep and broad
client base to investigate special topics with
high impact to your business
Operational Excellence Audits
Accelerate your marketing transformation by
discovering your strengths and best
opportunities for advancement
Go-to-market Services
Boost your lead generation with webcasts,
papers, and surveys powered by IDC analysts
and the IDC brand
Additional IDC CMO Advisory Services
57
Mar-12 © 2012 IDC
Why IDC CMO Advisory Service?
58
Exclusively focused on your industry Highly personalized to your marketing situation Client-driven research from stellar list of tech marketing leaders Benchmarks represent nearly 70% of technology purchasing power
Most targeted
The proven standard in technology industry data Independent: Funded by your peer practitioners Robust methodology complemented by 1,000 + analysts and leading technology
content sources Experience: EAS team has 150+ years of direct experience
Most trusted
Robust schedule of new research on the hottest tech marketing topics Events, peer-to-peer interactions, one-on-one analyst discussions Library of dozens of targeted research topics
Extensive Offering
Mar-12 © 2012 IDC
The Executive Advisory Group (additional list of IDC analysts for EAG available upon request)
Irina Zvagelsky
Research Analyst, Sales Advisory
Phone: 305-351-3060
Rich Vancil
Vice President
Executive Advisory Group
Phone: 508-935-4327
Michael Gerard
Program Vice President
Sales Advisory Practice
Phone: 508-988-6758
Joseph Ferrantino
Research Analyst, CMO Advisory
Phone: 508-988-6973
Gerry Murray
Research Manager, CMO Advisory
Phone: 508-988-7974
Clare Gillan
Executive Sponsor/Analyst
Phone: 508-935-4266
Wendy Pemberton
Sales Director
Phone: 816-569-1286
Kathleen Schaub
Research Vice President
CMO Advisory Service
Phone: 925-999-9839
Jason Cunliffe
Consulting Director
Phone: 305-351-3037
Scott McLarnon
GVP Consulting
Phone: 508-935-4392
59
Mar-12 © 2012 IDC
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