what works where usa - marketing society works wh… · on best practice. ” andrew markowitz ......

What Works Where USADigital benchmarking research 2013

#wwwb2b

In partnership with

WelcomeWhat Works Where in B2B Digital Marketing

“ One of the biggest issues in B2B is the lack of published research on best practice.”Andrew Markowitz, Director Global Digital Strategy, GEBMA Blaze Conference, Chicago May 2013

Contents

3 Overview

26 ROI10 Audiences

5 Marketers 18 International

12 Activities

22 Size8 Objectives

14 Effectiveness

28 Summary

What Works Where USADigital benchmark research 20133/30

ContentMeanwhile, the increased emphasis on website and email marketing in the US suggests that thought leadership content development has become an ongoing demand to support strategies for consistent eCRM contact and dynamic websites.

OverviewThe aim of Omobono’s study is to share best practice in B2B digital marketing, a market which is notoriously undocumented.

The WWW project is now in its third wave and continues to explore how B2B digital marketers are behaving, and the effectiveness of their approach.

In addition to looking at behaviors of UK based B2B marketers, this year we have joined forces with the Business Marketing Association to establish how US based B2B marketers are tackling the challenges they face.

MobileThe limited budget placed on mobile optimization and applications is surprising in light of well documented increase in mobile web usage. Is this lack of investment the result of marketers being overstretched, and what will the impact of this lack of future proofing be?

Thought leadership A key distinction between US and UK B2B marketing priorities is the number one US focus on strengthening thought leadership (63%) compared to only 50% of UK B2B marketers.

Social mediaSocial media is increasingly recognized for its core strength in pulling prospects and clients through the promotion of thought leadership and contributing content to a larger topical conversation.

GlobalAnd finally, US marketers are increasingly taking on responsibility for global marketing, which in itself adds to the pressure they are under. Our report reviews their priorities and challenges.

The top lineMarketers in the US are in the midst of change. New channels, new buyer behaviors, new requirements and new territories create opportunities, but also pressures as never before.

In response, however, the majority focus on ‘one size fits all’ channels with the highest reach and potential, and which are easiest to measure.

Bespoke strategies for segmented audiences, using microsites, extranets or targeted advertising, provide an opportunity to achieve standout to marketers with the time and resource to manage detailed programs.

What we study• Marketers’objectives.

• Thedigitalsolutionstheyareusingtoachievethoseobjectives.

• Howtheyviewtheeffectivenessofwhattheydoandthetechniquestheyusetomeasureit.

We have also explored some of the issues that we know are creating additional pressures for the B2B marketing community:

• Howfarmarketersarebeingrequiredtoreachaudiencesbeyondtheirnormaltargets of customers and prospects.

• Whatadditionalchallengesmarketersarefacing–whethertechnologyorwidergoals.

• Aglobalview–howfarUSmarketersarebeingaskedtotargetothergeographies, and how this affects their approach.

• Acloserlookatinteractivechannels–socialmediaandmobile.

How we do itThe research is based on a detailed survey of over 80 US based B2B Marketers, screened to ensure their involvement in their organization’s B2B digital activity. As a result we have the views of those with significant responsibility for both budget and strategy. Respondents came from a wide range of sectors, from utilities to construction, with a large number of responses from those in technology, engineering and manufacturing, and professional services. With nearly a third of respondents from companies of $100m turnover upwards, we have also been able to compare how marketers in major corporates differ from their counterparts in smaller organizations.

Overview

MarketersIt’s a changing world for marketers in the US, 80% of whom agree that their priorities have altered in the last three years. But it’s not just priorities that have changed. US based B2B professionals are now handling more channels, more audiences and more geographies than three years ago. No wonder 85% of them agree that being a marketer is more challenging than ever before.

And it would seem that US marketers are rising to the challenge. The research shows BMA members are embracing the opportunity created by new channels and tackling an expanding remit that arguably puts them at the heart of organizational achievement, finally giving them a seat at the top table.

As the legendary Philip Kotler put it at the BMA Conference in Chicago in May 2013, ‘the change to the CMO title denotes the shift from a service function to leading and participating in strategy.’

Combined with its UK counterpart, this study demonstrates considerable consistency in what B2B marketers view as effective, both over time and across company size and geographies.

B2B marketers may be taking on increasing levels of responsibility, but they are clear on what needs to be done and how to do it well.


“ The change to CMO title denotes the shift from a service function to leading and participating in strategy.” Philip Kotler, Professor of International Marketing, Kellogg School of Management

MarketersAlmost all marketers (95%) say they are using more channels to reach their audiences. Digital marketing plays a key role, with an average of 42% of budget allocated to it.

• Twochannelsaccountforovertwofifths(41%) ofbudget–emailandwebsites.

• Thesametwo–emailandwebsites–arealsofound to be the most effective channels.

• Onlinevideo,socialmediaandSEOare‘bargain’channels, very effective but needing less budget.

• Socialmediaisparticularlyeffectiveatpromotingthoughtleadership–theirtoppriority.

• Channeleffectivenessvariesbycountryandgoal.

• Andonlyafifth(19%)feelconfidentthatthe return on their marketing efforts can be measured accurately, despite using on average almost five metrics to measure ROI.

• Threequarters(73%)saytheirreachhasexpanded in terms of types of audience.

–Onaverageeachmarketerisalreadytargeting five audiences in addition to customers, and likely to add another audience in the coming year.

• Twothirds(69%)sayingtheyhaveseenanincrease in the number of territories they market to.

–However,USmarketersarestillfairly‘US-centric’ with over half (53%) only marketing within the USA.

85%of respondents agree that the marketing role is more challenging than ever before.

Marketers face challenges on all sides

Base: All respondents (80) Strongly agree Agree


95

56

Using a wider range of channels

85

42

Being a marketer has become

more challenging

84

54

Doing more with less

80

36

Hardertokeeppace with marketing

developments

80

36

Changing priorities

75

37

Hardertokeepup with technical

developments

74

27

Objectives traditionally

outside marketing

73

37

More audience types

69

36

Wider range of territories

Awareness-creating objectives feature strongly for US B2B marketers, with thought leadership, customer relationships and brand awareness in the top three slots. Understanding of the target market, launching new products and services and developing the brand position continue to be less important objectives when compared to the pressure to build awareness of what the company already has to offer.

ObjectivesUnlike their counterparts in the UK, US B2B marketers put thought leadership before the customer. Raising brand awareness comes third for both geographies.

‘Ensuringtheorganizationislivingthebrand’seems to be a comparatively low priority for US marketers. As we will see later in the report, however, it is more of a priority for marketers with global responsibilities and those working in larger organizations.

The importance of the internal audience should not be underestimated now that delivery of the marketing message goes beyond the marketing department. Marketers must ensure that everyone in the organization understands their company’s point of difference, and their role in delivering it.


Marketing is only part of the remit.74%feelthat they are being asked to tackle objectives beyond the traditional province of marketing.

Top marketing priorities

Base: All respondents (80) 1st priority Top 3 priority

63

21

Strengthen thought leadership

55

14

Deepen customer relationships

44

15

Raise brand awareness

33

10

Launch new product/services

31

6

Better understanding of

target market

29

16

Develop brand position

11

0

Ensureorganization lives

brand

We work increasingly on marketing initiated projects that are aimed at internal audiences or potential recruits. So we looked for evidence that this was industry wide.

Theresearchcorroboratesourexperience.73%ofUSmarketers are targeting more audience types than they were three years ago. On average, marketers have been targeting five audiences over and above their major customer and prospect focus, and said they would be likely to add another audience in the coming year.

Despite not being listed as a top priority by marketers, their remit now includes communicating with people within the organization at all levels, as well as those who might join it. The most significant recent additions are potential employees and industry analysts, once theprovinceofHRorthecorporatecommunicationsdepartment, whilst one of the most significant internal audiences is senior stakeholders.

The most notable addition to the list is media organizations, with 21% of respondents intending to target them in the next 12 months.

AudiencesAudiences targeted

Base: All respondents for USA (80)

Senior internal stakeholders

Channel partners

Media organisations

Current employees

Industry analysts

Potential employees

Buyers and customers

Stakeholders/Gov/NGOs

General public

Suppliers

Alumni

61

61

51

51

48

45

44

31

35

30

16


The customer is not enoughIn terms of importance, marketers see buyers, end customers and internal stakeholders as most important to them, but less than half of all US marketers (44%) actually target end customers. In comparison, over 60% of marketers actively target senior management, requiring time and resource to do so. This is, as might be expected, more predominant in large organizations with over $50m turnover, but it remains part of the remit of nearlyhalfthoseinsmallerorganizations(74%vs.49%).

Whose remit is it anyway? The question is whether this attention to a wider audiencesetisself-imposed,reflectingmarketers’ownviews on what they should be doing; or whether it is a direct result of shifts in the environment that mean there is no longer dedicated resource elsewhere in the organization. There is certainly evidence from this research, however, that the increase in importance of some audiences and their widening audience scope are resulting in a bigger workload for US marketers.

Audience rankings

78%Buyers and customers

67%Senior internal stakeholders

64%Current employees

54%Channel partners

45%Media organizations

41%Industry analysts

40%General public

35%Potential

employees

31%Suppliers

25%Alumni

21%

Stakeholders/ Gov/NGOs Most important Fairly important Less important

Base: All respondents (80)

What are US marketers spending their money on? Over two fifths (42%) of budget is committed to digital marketing. It appears as a key part of US marketing strategies, and this is consistent across size of company and sector. It is also consistent with spend levels we see in other geographies such as the UK and Europe.

A quarter of respondents spend considerably underthat,however–lessthan20%oftheirbudget.In contrast, a fifth of the companies interviewed committedover70%todigital.

Whatever the budget for digital, 84% of respondents saytheyaredoingmorewithless–suggestingthatalthough channels, objectives and geographical responsibilities are expanding, budgets and resources are not.

In the next 12 months, how do you expect to allocate your B2B digital marketing budget? (%)

Activities

12

23

19

10

87

665

2<1 <1 1

2


Extranets

SMS/MMS

Affiliates

Mobile applications

Mobile optimization

Online video/podcasts/webinars

Social media

Emailmarketing

Corporate website development

Microsites

Other

Display advertising

Pay per click

Search engine optimization


Channel effectiveness (%)

Perceived effectiveness of channel (%) Budget allocation (%)


Social media

12

58

8

64

SEO

10

71

Online video

19

75

Emailmarketing

23

83

Website development

‘Bargain’ channels which are highly effective but take up

relatively smaller % of budget

3

0

SMS/MMS

0

6

Extranets Affiliate marketing

1

21

2

16

Apps Mobile optimization

2

25

7

26

Display advertising Microsites

5

43

7

35

PPC

Channelsdeemedleasteffective–littlebudgetputtowardsthem

As might be expected, there is a strong correlation between budget spend and views on effectiveness. Website and email are outright favorites, both for effectiveness and share of budget, whilst the channels deemed least effective have little budget puttowardsthem.Hoveringinthemiddleintermsof budget allocation are social media, online video and search engine optimization. These could be

viewed as ‘bargain buys’; channels which are highly effective but take up relatively smaller percentages of the budget.

95% of respondents agree they have started using a wider range of channels in the last three years. And yet, most people only use half of the digital channels available and the most popular

channels for all respondents continue to be email and websites. When viewed in conjunction with views of effectiveness, it’s arguable that many US marketers are missing some tricks which are reapingrewardsforthosethatdousethem– from mobile to extranets.

Website and email outright favorites for effectiveness and

share of budget

US marketers also have strong views on which channels work best for each individual goal. A breakdown of activities vs. views of effectiveness shows that US marketers are doing far more to respond to a particular situation – believing in the power of extranets to deepen customer relations or the ability of online video to convey thought leadership. This is in marked difference to the UK study, where marketers seem more vanilla in their approach.

As we have seen, thought leadership is felt to be the most important objective, and social media is felt to be particularly successful at achieving it. But budget wise it hasyettotakealargersharethanemail–implyingthatinvestment in high quality content still lags. Meanwhile social’s role in ‘deepening customer relationships’, the second most important objective, doesn’t seem to be supported by spend. US marketers, it would seem, are settling on social media as a content distribution channel. And whilst extranets are viewed as an effective way to drive relationships, spend on this dedicated connection with customers remains almost insignificant at less than 1%.

Effectiveness

Strengthen thought leadership

Deepen customer relationships

Raise brand awareness

Online video86%Website development 80%Email marketing 74%Social media 71%

Mobile apps 20%Mobile optimisation 17%A�liates14%SMS/MMS6%Extranets3%

Microsites51%

PPC / Display 23%

SEO54%

Website development 75%Email marketing 75%

Social media 58%Online video 54%

Mobile optimisation 25%PPC21%Display/SMS/MMS/Apps 17%

A�liates / Extranets 13%

SEO29%Microsites33%

Website development 92%Email marketing85%SEO81%Social media77%Online video69%

A�liates31%SMS/MMS/Apps 4%Extranets0%

Display/PPC 38%

Mobile optimisation31%

Microsites51%

Channel effectiveness varies by intended goal



Most used social media platforms:

Social media – effective and efficientSocial media comes up as highly important medium right across the objective spectrum. It scores highly in effectiveness against all objectives and, from a financial viewpoint, is highly efficient. In terms of promoting thought leadership, its effectiveness falls into two specific areas: channels and content.

The US increased emphasis on social, as with website and email marketing, highlights the ongoing demand for high quality thought leadership content development to drive a differentiated positioning.

Sharing useful contentSharing news

Promote thought leadership

Promote events

Understanding customers

Generate conversation

Display case studies Driving web traffic Networking

Expand reach Customer serviceBrand awareness

01 LinkedIn

02 Twitter

03 Blogs

04 Facebook

05 YouTube/video

06 Google+

07 Forums

EffectivenessMobile – a missed opportunity As can be seen, mobile investment lags significantly behind the views of its effectiveness even for the major awareness raising goals being tackled by US marketers.

Compared to the UK study, where perceptions of mobile’s effectiveness have increased by 20% over the past 3 years, US marketers seem less convinced about its power, citing a range of concerns that hold them back from investment and exploration in the medium.

In contrast, the advantages of mobile are less widely voiced, beyond a feeling of enhancing the appeal of the brand.

The power of mobile (%)The limited budget placed on mobile optimization and applications is surprising in light of the well documented increase in mobile web usage, particularly in the US.

Lack of investment in mobile perhaps demonstrates how stretched B2B marketers are in delivering across a wide range of channels. But how long will mobile web be seen as a nice to have vs. a need to have, and in the meantime how much business is being left on the table?

Given the statistics that we see elsewhere in the B2B industry, we feel that US marketers who invest in mobile could reap benefits by stealing a march on their competitors.

2

2

25

16

Mobile optimization

Mobile apps

Budget EffectivenessBase: All respondents (80)


Our services aren’t suitable for mobile

Not a high priority to our businessIt isn’t right for our audience

Audience hard to reach

ROI not high enough to be worth investmentDo not have resources to invest

Not right for B2B Intrusive

34%

23%

Making apps suitable to the audienceConveys contract information

Enhances our brand and ‘cool’ factor

Optimizing website accessAids customer service

Viewing multimedia, e.g. video

Ease of access

Generate leads

Getting thought leadership and content across

Displays ads

44%

Mobile activities found to be effective:

Barriers to mobile adoption:

International expansion 69% of our respondents stated that they have become more responsible for marketing to a wider range of territories over the last three years.

In fact only 53% are solely focused on the US, whilst 39% have an international role and 8% are responsible for a global remit. Overall it would seem that marketing is becoming more geographicallycentralized,withwhich37%ofrespondentsagree.

On average respondents target four regions. Top regions, after the USA, are the UK (61%), Asia Pacific (53%) and North America (53%). Compared to the UK, where 15% of marketers have a global role, survey respondents are more US centric, but it’s nevertheless clear from the map that respondents are reaching into every territory on the globe.

International

53%Asia-Pacific37%

MiddleEast

47%Mainland Europe

53%North

America*

87%USA

24%India

61%UK

32%Africa

*ExcludingUSA

US marketers reach to every territory on the globe.

34%South

America

International differences The fact that US marketers are taking on a more international role results in different behaviors and createsadditionalpressures.Herewelookatthe impact of a global remit on marketing activities.

First of all, the objectives alter. Brand and customer understanding are more important for global marketers than they are for those marketing domestically. Only global marketers seem to feel that ‘ensuring the organization lives the brand’ has a sizeable role to play. Perhaps the geographic spread means they recognize that it’s essential for their colleagues in other countries to understand what the organization stands for and be consistent in delivery.

Secondly, the focus on audiences alters. Senior internal stakeholders are much more important for global marketers(71%vs.52%).Mediaorganizationsandindustry analysts are also more likely to fall within the responsibility of global than local marketers. Only the general public are targeted significantly more by local marketers (40% vs. 21%).


Marketing Priorities

Global

Strengthen thought leadership 63%Deepen customer relationships 53%

Raise brand awareness 50%Develop brand position 37%

Launch new product/service 32%Ensure organisation lives brand 17%

Better understand target market 37%

USA only

Strengthen thought leadership 62%Deepen customer relationships 57%

Raise brand awareness 38%Launch new product/service 33%

Develop brand position 21%

Ensure organisation lives brand 5%

Better understand target market 26%

Base: All respondents marketing to just one country (42) and beyond one country (38)

Digital spend as a proportion of overall budget is consistent for both global and domestic marketers and budget allocation to channels remains almost the same.

Where we do see differences is in views of effectiveness. Local marketers see most channels as more effective than their global counterparts, and feel more confident about their ability to measure that effectiveness. 26% of those who target the USA are confident in their ability to measure ROI effectively, vs. a mere 11% with global responsibilities. It would seem that the further the reach, the harder it is to monitor ROI.

International

How effective are the following activities in achieving your goals?

Only USA Global Significant differences

Base:Allrespondentsansweringquestion(97)

8283

Corporate website

development

7171

Online video/

podcasts/ webinars

66

83

Emailmarketing

6167

Organic search

marketing

53

62

Social media

3945

Development of microsites

2626

Display advertising

24

45

PPC search marketing

2129

Optimization for mobile

1824

Affiliate marketing

1617

Mobile applications

57

Development of extranets

32

Mobile messaging


International differences in individual channels.

Perhaps this explains some of the differences in outlook of the marketers themselves. In our UK study, we found that those with global responsibilities were much more likely to struggle to keep up with technology and the pace of change.

29%Social media 24%

PPC

Substantial difference Some difference Almost no differenceAll respondents marketing to more than 1 country (38)

16%Mobile optimization

16%Emailmarketing

16%SEO

16%Microsites

8%Affiliates

8%Display

16%Website

development

16%SMS/MMS

16%Online video

11%Mobile

applications

3% Extranets

The size of a company headquartered in the USA has an impact on what the marketers within the organization are setting out to achieve.

Customers are, quite frankly, more important for smaller companies than for larger ones, whilst smaller players commit more to deepening their understanding of their target markets.

Pure brand awareness or developing the brand position are less important for larger companies, who tend to be better known in their sector, but the importance they place on thought leadership conveys how much they struggle to create a differentiated competitive position.

Marketing objectives by company size

Size

< $100m turnover

Deepen customer relationships64%

Develop brand position48%Better understand target market48%Strengthen thought leadership48%

Launch new product/service36%Ensure organisation lives brand4%

Raise brand awareness40%

> $100m turnover

Strengthen thought leadership67%Deepen customer relationships 52%

Launch new product/service38%

Raise brand awareness29%

Develop brand position29%Ensure organisation lives brand10%

Better understand target market29%

Base:Allnon-agencyrespondentsinorganizationswithaturnoverofunder$100m(25)andover$100m(21)


Larger companies in the US not only target more people overall but are more committed to their own people, it would seem. Not only do they place a higher importance on ensuring people within the organization live the brand, but they also aim significant investment and resource at targeting the people within the company, and those who might join it.

Target audiences by company size (%)

Under $100m turnover Over $100m turnover Only suppliers and general public more important to smaller companies


10

16

Alumni

62

24

Potential employees

48

36

Stakeholders/ Govs/NGOs

24

32

General public

6260

Buyers and customers

10

48

Suppliers

62

28

Current employees

57

40

Industry analysts

62

36

Media organizations

67

44

Senior internal

stakeholders

62

56

Channel partners

If smaller companies give customers a higher priority, and are investing behind it, do they pose a threat to larger companies?

In the main, larger companies are more likely to use a wider range of channels than smaller ones, who tend to concentrate their activities in a narrower range of activities, most noticeably web and email, which they allocate much more budget to comparatively. Smaller companies also put a disproportionate amount of money into display, online video and SEO, pursuing their brand building objectives.

It could be argued that smaller companies are also more innovative. Their commitment to social media is comparatively bigger and they are embracing mobile optimization and apps at a faster ratethantheirbiggercounterparts.Evenextranets,supposedlytheprovinceofhugecompanieswithfar-reachingITstructures,arebeinggraspedbysmallerplayersasamajoropportunitytobuildthoseall-importantcustomerrelationships.

Size


Budget allocation by company size (%)

Under $100m turnover Over $100m turnover


19

21

Corporate website

development

27

13

Emailmarketing

76

Social media

7

11

Display advertising

11

13

Online video/

podcasts/ webinars

8

11

Optimization search

marketing

6

8

PPC search marketing

55

Development of mircosites

23

Optimization for mobile

33

Mobile applications

01

Development of extranets

21

Affiliate marketing

00

Mobile messaging

89%Web analytics

76%Lead generation

70%Conversion rates

56%Sales pipeline

46%Spend per campaign

46%Closed sales

37%Profitability

What are US marketers measuring and how confident do they feel about it?87% of our US respondents say that they measure ROI, and 19% overall are confident in its accuracy – more than their UK counterparts, only 11% of whom felt confident. As we have seen, those with a purely domestic remit are even more likely to feel confident in this area, with 26% agreeing.

Overall,USmarketersuseanaverageof4.7differentmeasurestomonitorROI, suggesting that, as we see in other geographies, there is no simple solution to proving the value of marketing activities.

Lead generation and conversion rates are seen as the most useful metrics, whilst web analytics are felt to be one of the least useful, despite being tracked the most (by 89% of marketers). It is interesting to note that brand awareness is only measured by a small percentage (19%), despite it being the third most important objective.

When push comes to shove, however, and marketers are asked to choose a ‘Golden Metric’ by which they would prove ROI at Board level, most fall back on leads and conversions.

Brand awareness measurement is very low despite that being a top priority.

ROIMeasurement tools

28%

Cost per enquiry19%

Brand awareness


Closed sales

ProfitabilitySales pipeline

Conversion ratesLead generation

Cost per enquiryWeb analytics

Brand awareness

Market share Quality of leadsSpend per campaign

22% 18%

16%

What would you choose as the ‘Golden Metric’?

Base: All answering question (50)

WorkloadPicking up additional

responsibilities without additional resource

BudgetHave to target more audiences with same

budget

73%are targeting more

audience types

74%have been expected to

achieve objectives outside the province

of marketing

69%are marketing to a wider

range of territories

Control Centralization

improves e�ectiveness and spreads excellence

GlobalizationMove to centralization, so have responsibility

for more countries

80%say marketing priorities

have changed

75%have found it harder to keep

up with technological developments

85%being a marketerhas become more

challenging

B2B Marketing in the USA:Challenge or Opportunity?

Base: all respondents (109) Q: Do you agree or disagree with the following statements? In the last 3 years...

opportunitieschallenges

Accountability ROI the biggest challenge faced

by marketers

68%are measuring ROI

Global marketers finding it harder

to keep up. 79% agree

85% find it harder to

keep up with developments in

marketing

Priorities change more for marketers in big

companies. 84% agree

37% have become more

centralized over past 3 years

Global marketers more likely to find it challenging. 80% agree

19% are confident in

its accuracy

Responsible for targeting 5 audience

categories on top of customers and

prospects

27% strongly agree with this

Tougher for global marketers.

92% agree

On average 42% of budget spent on digital

TechnologyCoping with increasing

speed of technology changes

KudosBigger role in

organization and recognition of

relevant expertise

EngagementNew channels increase ability to successfully

engage audience

ChannelsHave to use more

channels to be e�ective

84%have had to do more with less

WorkloadPicking up additional

responsibilities without additional resource

BudgetHave to target more audiences with same

budget

73%are targeting more

audience types

74%have been expected to

achieve objectives outside the province

of marketing

69%are marketing to a wider

range of territories

Control Centralization

improves e�ectiveness and spreads excellence

GlobalizationMove to centralization, so have responsibility

for more countries

80%say marketing priorities

have changed

75%have found it harder to keep

up with technological developments

85%being a marketerhas become more

challenging

B2B Marketing in the USA:Challenge or Opportunity?

Base: all respondents (109) Q: Do you agree or disagree with the following statements? In the last 3 years...

opportunitieschallenges

Accountability ROI the biggest challenge faced

by marketers

68%are measuring ROI

Global marketers finding it harder

to keep up. 79% agree

85% find it harder to

keep up with developments in

marketing

Priorities change more for marketers in big

companies. 84% agree

37% have become more

centralized over past 3 years

Global marketers more likely to find it challenging. 80% agree

19% are confident in

its accuracy

Responsible for targeting 5 audience

categories on top of customers and

prospects

27% strongly agree with this

Tougher for global marketers.

92% agree

On average 42% of budget spent on digital

TechnologyCoping with increasing

speed of technology changes

KudosBigger role in

organization and recognition of

relevant expertise

EngagementNew channels increase ability to successfully

engage audience

ChannelsHave to use more

channels to be e�ective

84%have had to do more with less


95% of US marketers have started using a wider range of channels in the last three years, and 84% say they are doing more with less.

In summary, one of the key challenges B2B marketers face in the US is leveraging the exciting opportunities new channels provide in connecting with targets while doing so with less budget and resources than they’ve had in the past. The result is a wider range of activity that isn’t necessarily deeper or optimized for effectiveness, despite marketers having strong views on what works where.

A key step in the coming year should be in revisiting results and determining a priority set of channels to improve further and ineffective channels to purge, and to create space for new test and learn pilots. Those prepared toflextheiractivitiesinresponsetospecific goals will be best set to win.

Summary

Copyright 2013 Omobono Ltd. Omobono is the digital agency for business brands.Our clients are major national and international enterprises. We help them manage their digital presence both internally and externally – with customers, employees and stakeholders.For further research data or to discuss how Omobono can help you maximize the effectiveness of your digital activities, please contact Francesca Brosan on +44 1223 307000 or email [email protected] Works Where in B2B Digital Marketing by Omobono Ltd is licensed under a Creative Commons Attribution-NonCommercial-NoDerivs 3.0 Unported License.

[email protected]@omobono_digital

T: +44 1223 307000F: +44 1223 365167

St Giles Hall, Pound HillCambridge, CB3 0AE, UK

www.omobono.comwww.circle-research.com

www.marketing.org

what works where usa - marketing society works wh… · on best practice. ” andrew markowitz ......

Documents