IBM CMOs C-Suite Studios

The illustration on the cover of this report represents
the more than 1,700 Chief Marketing Ofﬁcers who
spoke with IBM as part of this study. Each facet
represents approximately 23 participants, and the
colors on the front cover represent the three
imperatives identiﬁed in our analysis: deliver value to
empowered customers; foster lasting connections;
and capture value, measure results. For more
information, please turn to page 9.

This study is based on face-to-face conversations with more than 1,700 chief marketing ofﬁcers worldwide.

Jon Iwata
Senior Vice President, Marketing & Communications
IBM Corporation

Letter from IBM’s Senior Vice President, Marketing & Communications 3

A note to fellow CMOs
All of us are aware of the forces changing business and markets today.
But it is not so easy to see what the marketing profession is turning into
in response.

To understand this, IBM undertook our first-ever Global Chief Marketing
Officer Study. We aimed for 1,000 participants. More than 1,700 CMOs
from 64 countries spoke face to face with us for an hour. We believe it is
the largest survey of its type ever conducted. It clearly speaks to a
broad awareness of how our roles have evolved over the past decade.

What did we find?

Interestingly, your perspectives are in line with your colleagues across
the executive suite. We know, because we have conducted more than
15,000 interviews with CEOs, CFOs, CIOs, CHROs and CSCOs over the
past seven years, as part of our C-suite research program.

Like CEOs, you told us that market and technology factors are the two
most powerful external forces affecting your organization today. You
expect them to drive increasing levels of complexity over the next five
years in how we market not just our products and services, but all
dimensions of our organizations.

The four biggest challenges you identified were the explosion of data,
social media, the proliferation of channels and devices, and shifting
consumer demographics. These factors are serving as catalysts for
change in our function, and the struggle we all face is how to turn
those challenges into opportunities. The good news is that you also
provided numerous practical ways marketing can manage the
increasing complexity of today’s environment — pointing the way
toward a new marketing profession for a new century.

4 From Stretched to Strengthened

As a CMO, I found both the high level of participation and the speciﬁc
results validating, enlightening and useful. I can safely say you wouldn’t
have seen IBM — or any other technology-focused company — initiate
a study of this kind ten years ago. But with the proliferation of smart
devices, social media and “big data,” clearly today the time is right.

I would like to thank the 1,734 CMO peers who graciously contributed
their time and thinking for this study. Going forward, the perspectives
shared within the 2011 IBM Global CMO Study offer the foundation for
dialogue, which can begin the transformation of marketing in today’s
digital age. I look forward to engaging with you in this discussion.

Jon Iwata
Senior Vice President, Marketing & Communications
IBM Corporation

Table of contents 5

Contents
Executive summary 6

Introduction Swimming, treading water or drowning? 11

Chapter One Deliver value to empowered customers 21

Chapter Two Foster lasting connections 33

Chapter Three Capture value, measure results 45

The CMO Agenda Get fit for the future 57

How our research was conducted 62

For further information 68


“Customers today have more
Executive summary
control and influence with the Today’s customers can shop around the globe, find out more than ever
brand than ever. We need to make
before about the organizations they’re dealing with, and share their views
sure it’s give and take — a two-sided
with hundreds of thousands, if not millions, of fellow customers. Their
conversation, with both parties
expectations — be they consumers, citizens or business customers —
having responsibilities in the
are soaring. And they can make or break brands overnight.
interaction. ”
Ann Glover, Chief Marketing Officer, ING Insurance U.S.
So how are chief marketing officers (CMOs) faring amid such turbulence?
We conducted face-to-face interviews with 1,734 CMOs, spanning
19 industries and 64 countries, to find out what they are doing to help
their enterprises cope with the fundamental shifts transforming
business and the world.

Our CMO Study is the latest in IBM’s series of C-suite Studies, encom-
passing interviews with more than 15,000 top executives over the
past seven years. The study casts light on the challenges public and
private sector CMOs confront — and the opportunities they envision —
in increasingly complex times. It also illustrates how closely CMOs’
perception of the marketplace mirrors previous assessments by chief
executive officers (CEOs).

Market and technology factors driving pervasive change
Like the business leaders we interviewed in our CEO study, CMOs think
market and technology factors are the two most powerful external forces
affecting their organizations. And, like CEOs, they feel anxious about the
complexity that’s on the horizon. Four out of five CMOs we talked with
anticipate a high or very high level of complexity over the next five years,
but only half feel ready to handle it.

Executive summary 7

CEO CMO Figure 1
2010 2011
Shared agenda CMOs agree with CEOs
about the two biggest external forces affecting
1 1 Market factors their organizations.

2 2 Technology factors

3 3 Regulatory concerns

4 4 Macroeconomic factors

5 5 People skills

6 6 Globalization

7 7 Socioeconomic factors

8 8 Environmental issues

Our key findings
Our interviews reveal that CMOs see four challenges as pervasive,
universal game-changers: the data explosion, social media, proliferation
of channels and devices, and shifting consumer demographics.
But CMOs from outperforming organizations address these challenges
differently from other CMOs.1

The most proactive CMOs are trying to understand individuals as
well as markets. Customer intimacy is crucial — and CEOs know it. In our
last CEO study, we learned CEOs regard getting closer to customers as
one of three prerequisites for success in the twenty-ﬁrst century.2 This sits
squarely in the CMO’s domain.


But the advent of social media is challenging older, mass-marketing
assumptions, skill sets and approaches. CMOs everywhere are acutely
aware of the distance they have to cover. In addition to using traditional
information sources, such as market research and competitive bench-
marking, the most proactive CMOs are mining new digital data sources
to discover what individual customers and citizens want.

CMOs in the most successful enterprises are focusing on relation-
ships, not just transactions. They are using data to stimulate interest
in their organizations’ offerings and form bonds with customers to a much
greater extent than their peers in less successful enterprises.

The outperformers are committed to developing a clear “corporate
character.” CMOs in such organizations recognize that what a business
believes and how it subsequently behaves are as important as what
it sells. And they make it their job to help management and employees
exemplify the company’s values and purpose.

Most CMOs are struggling in one vital respect — return on
investment (ROI). Our research shows the measures used to evaluate
marketing are changing. Nearly two-thirds of CMOs think return on
marketing investment will be the primary measure of their effectiveness
by 2015. But proving that value is difficult. Even among the most
successful enterprises, half of all CMOs feel insufficiently prepared to
provide hard numbers.

Where next?
In the course of our conversations with CMOs worldwide, an over-
whelming consensus emerged. The vast majority of CMOs believe there
are three key areas for improvement. They must understand and
deliver value to empowered customers; create lasting relationships with
those customers; and measure marketing’s contribution to the business
in relevant, quantifiable terms.

Executive summary 9

Deliver value to empowered customers
The digital revolution has forever changed the balance of power between
the individual and the institution. If CMOs are to understand and provide
value to empowered customers and citizens, they will have to concentrate
on getting to know individuals as well as markets. They will also have to
invest in new technologies and advanced analytics to get a better grasp
of how individual customers behave.

Foster lasting connections
To effectively cultivate meaningful relationships with their customers,
CMOs will have to connect with them in ways their customers perceive
as valuable. This entails engaging with customers throughout the entire
customer lifecycle, building online and offline communities of interest and
collaborating with the rest of the C-suite to fuse the internal and external
faces of the enterprise.

Capture value, measure results
Lastly, CMOs will have to quantify and analyze the financial results of their
marketing initiatives and communicate them to the wider organization to
enhance the marketing function’s credibility and effectiveness. They also
will have to inject new skills into the marketing function by expanding
the digital, analytical and financial capabilities of existing employees and
by hiring staff or by partnering with specialists to fill the gaps. And since
it’s important to lead by example, CMOs will need to invest in enhancing
their own expertise in these areas as well.

Introduction 11

Swimming,
treading
water or
drowning?
The digital revolution is
transforming the marketplace.
Empowered customers can
see—and say—more about the
organizations that serve them
than ever before. But this
revolution has also left CMOs
struggling to respond.


Swamped by change
“We live in a world where no secret Just as X-rays transformed medicine by letting doctors see through
lasts five minutes. Today, it is human tissue, so the new information and communication technologies
impossible to control any confi- are revolutionizing business by letting customers and citizens peer
dential information. Everything through corporate walls. As a result, the relationship between people
leaks. We need to be better and and the institutions that serve them is changing dramatically.
faster, constantly. This is the agenda
we need to apply in marketing Consumers’ expectations are rising. They want better products and
and business as a whole.” services, more choice and more value. And they expect organizations
to act in a socially and environmentally responsible manner. Business
Monica Gregori, Marketing Director,
Natura Consumer Products customers are also buying more carefully, haggling harder over prices,
demanding greater customization and looking for opportunities to
pass risk back to their suppliers.3

Meanwhile, globalization has given customers everywhere many more
options. Witness the fact that world export ﬂows have soared from
$7.9 trillion to $18.9 trillion in current U.S. dollars over the past ten years.4

And, with social media, anyone can become a publisher, broadcaster and
critic. Facebook now has more than 750 million active users, for example,
and the average user posts 90 pieces of content a month.5 Twitter’s
registered users send about 140 million tweets a day.6 And YouTube’s
490 million users upload more video content in a 60-day period than
the three major U.S. television networks created in 60 years.7

Introduction 13

In short, customers can see — and say — more about the organizations
they deal with than at any time in history. If an organization stumbles,
there’s nowhere left to hide.

The digital ocean
At the same time, the digital revolution is providing unprecedented
opportunities to engage with customers. But any business that wants to
realize the potential of new information and communication technologies
faces a daunting task. It must, first, intercept and interpret vast quantities
of data to find the meaningful parts.

The volume and variety of data are increasing with ferocious velocity.
We now create as much information every two days as we did from
the dawn of civilization to 2003.8 Navigating through this digital ocean to
get a clear picture of customers is very difficult indeed.

CMOs, therefore, have to do more than ever before. They have to manage
more data, understand and engage with more demanding customers,
and ensure their employees consistently exemplify the organization’s values.
They have to use tools and technologies their children often understand
better than they do. And they have an average tenure of just three to four
years in which to make their mark.9


Complexity multiplies
CMOs are well aware of the challenges that confront them. They recognize,
like CEOs, that the world in which they operate is much more volatile,
uncertain and complex.10 Increasingly interconnected economies,
enterprises, societies and governments have given rise to huge new
opportunities. But greater connectivity has also created strong — and often
unpredictable — interdependencies. And like CEOs, CMOs don’t feel
completely ready to handle the situation.

A full 79 percent of the CMOs we talked with believe the level of complexity
will be high or very high over the next ﬁve years. But only 48 percent
feel prepared to cope with it. These percentages mirror those from the
2010 CEO study, when we asked CEOs the same questions about
future complexity. A telecommunications CMO in Brazil described the
prevailing view when she said: “The empowerment of the consumer
is generating more complexity. The mental model is changing. We are
facing a major social transformation.”

Figure 2 Expected level of complexity and preparedness to handle
A torrent of complexity CMOs feel unprepared
for the amount of complexity they face.

79%
Expect high/very high
level of complexity
over ﬁve years

48%
Feel prepared for
31%
complexity
expected complexity gap

Introduction 15

What’s hurting most?
So, what are the main sources of concern? We probed more deeply to
ﬁnd out whether CMOs feel equipped to manage the impact of 13 key
market factors. Alarmingly, more than 50 percent of respondents think
they are underprepared to manage all but two: regulatory considerations
and corporate transparency.

Percent of CMOs reporting underpreparedness Figure 3
Feeling the pain Most CMOs are underprepared
to manage the impact of key changes in the
50% marketing arena.
Data explosion 71%

Social media 68%
Growth of channel and
device choices 65%
Shifting consumer demographics 63%
Financial constraints 59%
Decreasing brand loyalty 57%
Growth market opportunities 56%

ROI accountability 56%
Customer collaboration
and inﬂuence 56%

Privacy considerations 55%

Global outsourcing 54%

Regulatory considerations 50%

Corporate transparency 47%


Worse still, some of the changes CMOs are least prepared to manage are
those likely to cause the biggest upheavals. We asked respondents to
rank each factor in terms of its expected impact on the marketing function
over the next three to five years. Then we looked at how this related to
the level of confidence they feel about managing each factor. As Figure 4
illustrates, four critical issues surfaced.

Figure 4
Underpreparedness
The biggest headaches The four most prominent Percent of
challenges for CMOs are the data explosion, CMOs reporting 1
social media, proliferation of channels and 70 underpreparedness
devices, and shifting consumer demographics.
2
3
1 Data explosion

2 Social media 4

60
3 Growth of channel and device choices
5
4 Shifting consumer demographics 6

5 Financial constraints 7 8 9
10
6 Decreasing brand loyalty 11

7 Growth market opportunities 50 12

8 ROI accountability 13

9 Customer collaboration and influence

10 Privacy considerations Factors impacting
marketing
11 Global outsourcing 40 Percent of
CMOs selecting as
12 Regulatory considerations “Top five factors”

13 Corporate transparency
0 20 40 60
Mean

Introduction 17

The data explosion tops the list of headaches. More than 70 percent of
the CMOs who think it’s important say they aren’t fully prepared to deal with “In this coming age of complexity
its impact. “One of our biggest challenges is in data analysis. For the and uncertainty, there is a serious
complexity and size of our organization, we are way behind,” a consumer risk of ‘losing our north,’ of being
products CMO in the United States admitted. intoxicated by data overload and
suffering from indigestion.”
He��s certainly not alone. “We’re drowning in data. What we lack are true
insights,” a life sciences CMO in Switzerland commented. An energy and Carlos Velazquez, Senior Managing Director,
Marketing, Roca Corporación Empresarial
utilities CMO in the Netherlands put the problem even more bluntly: “At this
moment, I don’t know how our marketing department will cope with the
expected data explosion.”

Social media, and the growing number of channels and devices from
which customers can choose, come a close second and third in terms of
the anxiety they generate. “We need to manage the ‘open box’ of social
media and the transparency it brings. Communication via social media is
completely different from traditional communication tools or channels,”
a consumer products CMO in Poland said.

Reﬂecting on the impact of social media, an aerospace and defense CMO
in the United States warned, “The risk is huge, whether you touch it or
not. Don’t make the mistake of thinking you reduce the risk by not trying to
manage it.”

The changing characteristics of consumers also feature prominently
among CMOs’ biggest concerns. Sixty-three percent believe shifting
consumer demographics will have a signiﬁcant impact on their marketing
functions. However, only 37 percent feel substantially or fully prepared
to deal with the shift. “A new generation with totally different needs and
consumption habits is coming. Companies will have to adapt to this
change in order to survive in the marketplace,” an insurance CMO in
Turkey observed.


Indeed, the marketplace itself is fracturing, as several respondents
“I see more demand for pointed out. “Mass markets don’t exist anymore; they are splintered,”
innovation than I ever have an insurance CMO in Australia noted. A consumer products CMO in
in the past 30 years.” Singapore commented similarly, “The perfect solution is to serve each
consumer individually. The problem? There are 7 billion of them.”
Steve Robinson, Senior Vice President,
Chief Marketing Ofﬁcer, Chick-ﬁl-A
The pressure is universal
To sum up, CMOs are stretched. Even those who work for the most
successful organizations are struggling. In the course of our research,
we asked respondents to assess their organization’s position within
the industry in which it competes. (We statistically corroborated their
self-assessments using publicly available information. Further details
are available on page 63.)

Our analysis shows CMOs in outperforming organizations are better
prepared to manage some of the most critical pain points. Yet less
than half of them feel completely ready. Those in underperforming
organizations are even more uncertain of their ability to cope.

Figure 5 Level of underpreparedness to manage market factors
Outperformers struggle too Outperformers are Data explosion
battling almost as much as others to deal with
65%
the four most critical pain points.
77%
Outperforming organizations
Underperforming organizations Social media
66%
70%

Growth of channel and device choices
56%
73%

Shifting consumer demographics
57%
72%

Introduction 19

In fact, one of the most surprising findings to emerge from our study is the
degree of consensus among the respondents. No matter where they work, “Being able to collect the right
their industry, or how large or successful their organizations are, CMOs information, making sure the
are facing many of the same challenges and most feel underprepared to right people have access to it,
manage them. can analyze it and make
recommendations based on
This picture holds true even between CMOs working for business-to-
insights — this is where marketing
consumer companies and business-to-business organizations, where
needs to lead, invest, engage.”
we expected to see some variations in perspective. Of course, a growing
number of manufacturers are selling directly to consumers, as well as Denis Cochet, Senior Vice President, Sales & Marketing,
Alstom Power
through retailers, blurring the historical demarcation between the two
business models. Yet that, alone, is insufficient to account for the similarity.

The common thread among the responses we received testifies, rather,
to the magnitude of the changes now occurring in the marketplace —
changes so momentous they have flattened out most differences. In the
midst of this major shift, CMOs’ responses collectively point to three key
areas in which they and their marketing staff need to improve. They must:

Deliver value to empowered customers
Foster lasting connections
Capture value and measure the results of their efforts.

Fortunately, there are several steps CMOs can take to strengthen their
organizations and themselves. In the following chapters, we discuss each
of these issues — and promising solutions.

Chapter One 21

Deliver value
to empowered
customers
The most effective CMOs focus on
getting to know individuals, not just
markets. They mine new digital
information sources. And they use
customer analytics to turn data into
insights on which their organizations
can act.


Immerse yourself in the evidence
“We have to get scientific about the The first imperative for CMOs is to deliver value to empowered customers.
customer experience.” That means finding out who these customers are, what they want and how
Nick Barton, Vice President Sales & Marketing, they would like to interact with the organization. It’s not just a question of
Greater China, InterContinental Hotel Group understanding their immediate needs and preferences. It’s also a question
of understanding what they value and how they behave.

Moreover, the clues can be very subtle, since the way in which customers
act is sometimes at odds with their stated preferences. Online dating
agency Match.com is well versed in this phenomenon. Much of its success
comes from watching what users do as well as what they say. It tracks
the choices they make, using cluster mechanics to analyze the data, and
adjusts the profiles it sends them accordingly.11

Most, if not all, senior executives assert they want to understand their
customers better. Indeed, in our last CEO study, 88 percent of business
leaders — and an astounding 95 percent of those heading the most
successful organizations — said getting closer to their customers was the
top priority for realizing their strategy over the next five years.12

However, as many of the CMOs we interviewed admit, that’s much
easier said than done. “Our mission is helping customers save time and
money, but having the customer insights to understand how to do this
is our biggest challenge,” a telecommunications CMO in Canada noted.

Tap the digital grapevine
One reason most organizations struggle to get the customer insights
they need is that they still focus on understanding markets rather than
individuals. At least 80 percent of CMOs rely on traditional sources of
information such as market research and competitive benchmarking to
make strategic decisions. Similarly, more than 60 percent rely on sales,
campaign analysis and the like.

Deliver value to empowered customers 23

Sources used to influence strategy decisions Figure 6
Missing the personal touch Most CMOs pay
50% more attention to markets than individuals.

Market research 82% Key sources to understand individuals
Corporate strategy 81%

Competitive benchmarking 80%
Customer analytics 74%
Marketing team analysis 69%
Customer service feedback 68%

Financial metrics 68%
Campaign analysis 68%

Brand performance analysis 65%
Sales/sell-through numbers 61%
Test panels/focus groups 54%
R&D insights 52%

Consumer-generated reviews 48%
Third-party reviews and rankings 42%
Retail and shopper analysis 41%

Online communications 40%
Professional journals 37%

Blogs 26%
Supply-chain performance 25%


Traditional sources of information are important, of course. However,
“A year ago, one in ten clients asked most of them have one big drawback. They can only show customers
us about social media. This year, it’s in aggregate, offering little insight into what individual customers need
nine in ten. We’re in an environment or desire.
where negative blogs can lead to an
Relatively few CMOs, by contrast, are exploiting the full power of the digital
emergency board meeting. That is
grapevine. Although nearly three-quarters use customer analytics to
the power of social media.”
mine data, only 26 percent are tracking blogs, only 42 percent are tracking
Edmond Moutran, Chief Executive Ofﬁcer, Memac third-party reviews and only 48 percent are tracking consumer reviews.
Ogilvy & Mather MENA (Middle East & North Africa)
This is largely because the tools, processes and metrics they use are not
designed to capture and evaluate the unstructured data produced by
social platforms.

Yet blogs, consumer reviews and third-party reviews disclose what
discrete customers want. They provide a rich source of information
about customer sentiment, with context, that can help companies more
accurately predict demand patterns.

Real-time conversations between informed individuals are also a valuable
source of new ideas. And when an organization monitors these social
sources for brand mentions, it can rapidly respond to threats of negative
exposure before they spiral out of control. As one energy CMO in India
pointed out, “What we think will take 24 hours to affect our brand may only
take 2 hours. So our speed of reaction needs to increase tremendously.”

In short, new digital data sources can provide crucial insights into how
customers and inﬂuencers think and behave. But to scale this effectively,
organizations need to consider building fundamentally different relation-
ships. They need to enable employees to engage with customers
and provide customers and other constituents the ability to help one
another. Only a small number of CMOs are currently capitalizing on
such opportunities to enhance their understanding of these dynamics.


Deal with big data
CMOs are also overwhelmingly underprepared to take charge of the “The biggest challenge isn’t the
growing volume, velocity and variety of data. The majority of respondents amount of data that’s available, but
recognize this. More than two-thirds believe they will need to invest in new interpreting the data and making
tools and technologies, and develop new strategies for managing big data. business decisions based on the
insights it provides. Data analytics
Likewise, nearly two-thirds believe they will need to change the mix of will allow us to test our assumptions.”
skills within the marketing function and enhance its analytics capabilities.
Bartosz Dobrzyński, Chief Marketing Ofﬁcer,
A telecommunications CMO in China summed up the general view P4 Sp. z o.o.
when he noted, “Re-thinking our skills mix within the marketing function
and aligning with IT are priorities for us.”

More surprisingly, though, relatively few CMOs are thinking about the
profound policy implications of big data — especially those relating
to privacy and security. Only 28 percent consider it necessary to change
their privacy policies, for example, despite the numerous ways in which
customers’ privacy can now be compromised.

With browser-tracking cookies, global positioning system receivers in
mobile devices and interorganizational data sharing, an enterprise
can collect far more sensitive customer information than ever before.
Greater use of multichannel approaches and devices such as smart
phones and tablets is also making many companies’ infrastructure and
data more vulnerable.

Some regulators and lawmakers have already expressed anxiety on
this score. The European Union has, for example, introduced a directive
requiring all organizations, as of May 2012, to secure the individual’s
permission before installing any cookies on visitors’ computers.13

Many customers are also aware of the risks. In a recent IBM study on
social media, consumers told us privacy concerns were the main reason
they avoided interacting with businesses on social sites.14 Given such
a strong response, CMOs may want to consider what they can do to
inspire greater customer conﬁdence as they think about how to manage
big data for their own purposes.


Managing big data is certainly high on their list of “must-dos.” Four-ﬁfths
of respondents plan to use customer analytics, customer relationship
management (CRM), social media and mobile applications more exten-
sively over the next three to ﬁve years.

“We are redirecting money from advertising to develop and build CRM
systems,” an engineering and machinery CMO in the United Kingdom
told us. A professional services CMO in Germany likewise remarked,
“We need to replace our CRM system and are actively looking at a new
system that will address our future plans, including social media,
ROI analytics and the global company strategy.”

Figure 7 Plans to increase the use of technology
Taking charge of the terabytes Most CMOs
plan to deploy new technologies to grapple 50%
with big data.
Social media 82%
Customer analytics 81%
CRM 81%
Mobile applications 80%
Content management 73%
Tablet applications 72%

Single view of customer 70%

Collaboration tools 68%
Predictive analytics 66%
Reputation management 63%
Search engine optimization 62%
Campaign management 61%
Score cards/dashboards 56%
E-mail marketing 46%


Break down the barriers
Despite the urgency to change, why haven’t more CMOs already adopted
new tools and technologies? The two biggest barriers are cost and
lack of certainty about ROI — both issues that are becoming increasingly
important in the marketing domain.

Most CMOs have not traditionally been expected to provide hard financial
evidence of their ROI. But given the current economic volatility and
pressure to be profitable, organizations can no longer afford to write a
blank check for their marketing initiatives. CMOs recognize they now
need to quantify the value they bring to the business, be it from investing
in advertising, new technologies or any other activity.

This increasing emphasis on ROI also reflects the scrutiny the marketing
function is currently attracting, itself a reflection of the function’s growing
prominence. Today’s CMOs are in much the same position as chief
financial officers (CFOs) were a decade ago, when their role was evolving
from guardian of the purse strings to strategic business adviser.

Barriers to using technology Figure 8
Roadblocks What’s preventing CMOs from
Cost 72% using new tools? Building the business case,
IT issues and lack of technology skills in the
Lack of ROI certainty 61% marketing function.

Tool implementation issues 47% Business case
Lack of skills of (potential) users 46% IT related
Marketing related
Lack of marketing and IT alignment 45% IT and marketing related
Usability
Lack of IT integration with organization 43%

Ease of use 37%

Lack of technological ownership in marketing 34%

Lack of IT skills 25%

Reliability 18%


However, CMOs who need to make decisions about technology invest-
“Marketing people will need unique ments may find themselves in unfamiliar territory. This would explain
skills in the near future. They’ll need why worries about implementing new technologies loom so large. Four of
to be capable of integrating the remaining eight obstacles CMOs cite are related to IT and marketing’s
marketing and IT — like footballers relationship with the IT function.
who can kick with both feet.”
“It’s easy to see the potential of many new tools, but it’s rarely simple to
Jeroen de Punder, Chief Marketing Officer, Ricoh integrate them with the organization’s existing systems,” a food, beverage
Netherlands
and tobacco CMO in the United Kingdom warned. “The complexity of
integrating [a new system] with other systems too often destroys the ROI
of the new system,” she added.

Concerns about the level of skill and lack of technology ownership within
the marketing function also suggest CMOs will have to work much more
closely with chief information officers (CIOs) in the future. An industrial
products CMO in the United States spoke for many when she said: “I don’t
see how we can go forward without embedding IT into marketing.”


Recommendations
Begin with the big business question.
Focus on the opportunity to create value for customers
as individuals.

Open the aperture.
Reprioritize your investments to analyze digital channels,
such as blogs, tweets, social networks, peer reviews and
consumer-generated content, to access customers’ honest,
unmediated views, values and expectations. Use advanced
analytics to recognize preferences, trends and patterns
across every touch point.

Safeguard data.
Work with IT to assess potential data and infrastructure
exposures, employ tools to secure customer data and update
privacy policies to address customers’ concerns.


Case study: Mahou-San Miguel
Customer engagement is key to success

Spanish brewer Grupo Mahou-San Miguel, S.A. developed a new brand of
beer, “Mixta,” to appeal to the younger drinking-age customer. Capturing a
loyal following for a new brand is never easy. “Brand awareness is not
enough today,” says Javier Herrero-Velarde, Mahou-San Miguel’s CMO.
“You have to build an emotional link as well.”

Capitalizing on the passion this targeted generation has for all things digital,
the company decided to bypass traditional media at product launch
and dedicate its resources to social media. To engage and entertain these
more than “digital natives” and exploit the power of viral networking, Mahou-San

10 million
Miguel developed more than 30 Mixta commercials for YouTube and
Internet outlets.

The results to date have been truly impressive. Herrero-Velarde said the
views on YouTube
Mixta campaign, with more than 10 million views, is in a battle for second
place among all YouTube brand views in Spain. The company is also
active in social media with its other brands. The company’s ﬂagship brand,
“Mahou,” for example, has more than 100,000 Facebook fans, he said.

The impact of social media goes beyond the numbers of views or fans,
however. Particularly gratifying for Herrero-Velarde is the engagement
of consumers with the brand, such as the emergence of user-generated
imitations of Mixta ads and a social media “club” of Mixta fans.

Mixta has clearly connected with its audience, and the active engagement
of customers with the brand is key to its continued success. “We are
receiving ideas and initiatives from our consumers with original brand
concepts,” he said. “For us, that level of interactivity and afﬁnity is a
big part of the ROI of social media.”


Tough questions to consider

How are you gearing your marketing people,
programs and processes to understand
individuals and not just markets?

Which tools and processes are you investing
in to better understand and respond to what
individual customers are saying and doing?

How do you safeguard your customers’ data
and privacy in a multichannel, multi-device
world?

Chapter Two 33

Foster lasting
connections
Proactive CMOs forge customer
relationships that continue after the
sale. And they fortify these bonds
by creating a corporate character
that manifests itself in everything
their employees do and say.


Act on insights
It’s not enough just to understand customers or citizens, of course.
An organization also has to act on what it learns — and do so faster
than its competitors. Nowadays, it’s easy for disaffected customers to
go elsewhere, as CMOs are intensely aware. Hence, their top priority
is to enhance customer loyalty and encourage satisﬁed customers to
advocate their brands.

Figure 9 Priorities for managing the shift toward digital technologies
Encouraging customers to stay engaged
CMOs see customer loyalty as their top priority
in the digital era.
Enhance customer loyalty/advocacy 67%

Design experiences for tablet/mobile apps 57%
Use social media as a key
engagement channel
56%
Use integrated software suites to
56%
manage customers
Monitor the brand via social media 51%

Measure ROI of digital technologies 47%

Analyze online/ofﬂine transactions 45%
Develop social interaction
governance/policies
37%

Monetize social media 29%

Gain comprehensive visibility of supply chain 24%

Foster lasting connections 35

“We need to take measures that improve the customer’s points of contact
and customer loyalty, and enlarge our fan base,” a telecommunications “We have to increase customer
CMO in Japan told us. “Loyalty and customer satisfaction are critical loyalty. The digital technologies
because advocates online provide you with immeasurably valuable free represent an important channel
marketing,” a banking CMO in the United States elaborated. with which to interact with clients
and attract them to our service.”
The question is: how do you earn that loyalty? More than half of all
CMOs think social media is a key channel for engaging with customers, Jeannette Schmitteckert, Head of Marketing and
Public Relations, Bardusch GmbH & Co. KG
as Figure 9 indicates. Yet, an earlier study by IBM shows that many
executives don’t understand what triggers customers to “follow” their
organizations. Nearly 70 percent assume that customers interact
with them via social media to get information, express an opinion and
feel connected to their brand — whereas, in reality, customers are most
interested in receiving tangible value. Indeed, when asked why they
choose to follow a company, the top reasons consumers cite are
“getting discounts” (61 percent) and “making purchases” (55 percent).
Only 33 percent seek out companies to “feel connected.”15

Moreover, engaging with customers is not just about communicating
with them. It’s also about helping them enjoy the products and services
they’ve bought, and collaborating with them to co-create new products
and services. But our research shows less than half of the organizations
surveyed currently use social media to perform these activities.16


Create genuine connections
In fact, most CMOs are still focusing on the transaction instead of the
relationship. They are using data primarily to segment and sell, not to
generate awareness, stimulate interest and “create customer tribes,”
as an industrial products CMO in Finland put it.

This is partly because, historically, it usually has been easy to get
segmentation and sales data. Market analysis ﬁrms have provided the
former, and companies have collected the latter themselves. Obtaining
data on the rest of the customer lifecycle has, by contrast, been much
more difﬁcult.

However, organizations that only look at segmentation and sales
data are missing the opportunity to learn from the other phases of
the customer lifecycle. And those phases are becoming increasingly
important as customers connect with brands in totally new ways.

Figure 10 Extensive use of customer data
Peddling, not partnering Most CMOs are
using data to manage the customer transaction,
Segmentation/targeting 61%
not the relationship.
Awareness/education 46%
Transaction focused
Relationship focused Interest/desire 45%

Action/buy 54%

Use/enjoy 41%

Bond/advocate 40%


In the past, customers typically started the purchasing process by
looking at a large number of brands. Then they systematically narrowed “Each bit of feedback is an
down their choices. But the traditional marketing “funnel” has now opportunity to do new things or
become a series of loops. Customers evaluate a shifting array of options. enhance the customer experience.”
They consult (off- and online) peers, family members, independent
Mehmet Sezgin, CEO, Garanti Payment Systems
experts and retailers or manufacturers, although the latter come last
on the list.17

Most importantly, once the transaction is complete, they often enter into
an open-ended relationship with the brand, sharing their experience
widely online.18 The “funnel” likely fails to capture this, because it ends at
the moment of sale. Approaches that focus solely on sales therefore
miss the opportunity to build shared beliefs and lasting connections,
or even inspire customers to be brand or company advocates.

CMOs from the most successful organizations have already adjusted
their marketing strategies to reﬂect this change. Outperforming
organizations use data much more extensively than underperforming
organizations throughout the entire customer lifecycle. The differences
are particularly marked in the phases devoted to stimulating awareness
and desire, and building advocacy after the sale. As a telecommunica-
tions CMO in Belgium commented, “Marketing performance tracking
is driven by customer loyalty. End-to-end lifecycle management is key.”


Figure 11 Extensive use of customer data
Winning ways CMOs in outperforming
67%
organizations invest more effort in capturing and
Segmentation/targeting
26%
using data to foster customer relationships. higher
53%
Outperforming organizations
56%
Underperforming organizations
Awareness/education
56%
higher
36%

54%
Interest/desire
54%
higher
35%

58%
Action/buy
18%
higher
49%

50%
Use/enjoy 47%
higher
34%

51%
Bond/advocate
65%
higher
31%

Bring your corporate character to life
“We need to understand where the Interacting effectively with customers in the digital era has even larger
money is and where the growth is. implications. At one time, it was enough for a company to market its
Which places, which segments? products or services. But social media has exposed the bones beneath
How do people enjoy and display the skin.
their wealth, and what’s our role
in this?” Customers can now find out where and how a company makes its
products; how it treats its employees, retired workers and suppliers;
James Thompson, Chief Marketing Officer, Asia Pacific,
Diageo Asia
how much it pays its top executives; how seriously it takes its environ-
mental responsibilities and the like. This knowledge can affect their
buying decisions.


In other words, what an organization stands for is as important as what
it sells. It has a “corporate character” — the differentiating attributes that “In a corporate setting, instilling
make it a distinct enterprise. And that corporate character is not simply an entrepreneurial attitude in our
a product of its mission statement, logo or advertising. It is, rather, own people is the most important
the sum of everything its management and employees say and do — challenge. After all, our people are
the beliefs they hold, values they profess and ways they behave, visible our best marketing tool.”
for all to see.
Vivienne Tan, Executive Vice President,
Philippine Airlines
More than half of the CMOs we talked with think their organization’s
corporate character is well understood in the marketplace and
contributes strongly to the success of their brands. CMOs in outper-
forming organizations are especially positive on this score (64 percent
versus 37 percent of those in underperforming organizations).

However, further questioning revealed that many respondents are
much less confident than their preliminary responses might suggest.
Fifty-seven percent of CMOs admit there’s still a lot of work to be
done to get employees fully on board. Only 20 percent believe they have
already succeeded. Moreover, many CMOs recognize they have a
major role to play in helping to ensure the workforce embraces and
exemplifies their organization’s corporate character.

Is your corporate character understood in the marketplace? Figure 12
Building an authentic enterprise Many
22% 53% organizations have a clearly defined corporate
say no or limited say understood and
understanding of (strong) contributor character but still need to work on instilling that
corporate character to brand success character in the workforce.
5% 17% 25% 32% 21%
Not understood Strong contributor to the brand’s success

Is much more work needed to get employees on board?

57% 20%
say significant or say no or very
much work limited work
needed needed
25% 32% 23% 15% 5%

Significant work needed No work needed


“Traditionally, corporate culture and character have been managed by
“We have to manage the reputation HR, but it can’t remain there in a digital environment,” a financial
of the brand in the context of the markets CMO in the United States remarked. “The world of separate
vulnerability caused by the new internal and external messages is gone. Internal actions, memos
digital world, by being honest, and decisions can impact your brand just as much as an advertising
transparent and genuine.” campaign.”
Dev Amritesh, President and Chief Operating Officer, In fact, the majority of CMOs believe the transparency the digital
Dunkin’ Donuts (India), Jubilant FoodWorks Limited
revolution has engendered requires the marketing function to make at
least five key changes, as Figure 13 shows. These changes reflect the
way in which the CMO’s role is evolving. For many decades, the CMO’s
job was to market an organization’s products and services. Today, it
begins with the marketing of the organization itself.

Figure 13 Top five initiatives driven by transparency
Clear vision In a transparent world, an
50%
organization’s corporate character is
critical — and the marketing function can Manage brand reputation within
and beyond the company
75%
play a big part in activating it.
Enhance engagement with
customers and citizens
74%
Expand data collection, analysis
67%
and insights capabilities
Strengthen collaboration
64%
across the enterprise

Orchestrate a single view of the brand 61%


Recommendations
Jumpstart relationships.
Capitalize on new digital channels to stimulate conversations with
existing and potential customers, and create new types of
relationships to reveal untapped opportunities. Use tangible
incentives to attract followers.

Connect continuously.
Engage with your customers and citizens at every stage in the
customer lifecycle, and build online and ofﬂine communities to
strengthen your brand.

Champion your organization’s corporate
character.
Help the enterprise deﬁne and activate the traits that make it
unique. Work with the entire C-suite to meld the internal and
external faces of the enterprise.


Case study: Kraft Foods
Customer engagement delivers “slam dunk” for Oreos

Kraft Foods’ Oreo cookie was first introduced in China in the 1990s. But it
wasn’t until the company began actively engaging with consumers that
sales began to take off.

In communicating with customers, Kraft found that the original Oreo was
too sweet for local palates and the package too big for small Chinese
families. So in 2006, after testing 20 different prototypes, Kraft reformu-
lated both the cookie and its packaging.

To reintroduce the Oreo, Kraft capitalized on the desire of Chinese citizens
more than to interact with national celebrities and their affinity for digital media.

80%
The company tapped NBA basketball star Yao Ming — then China’s most
famous export to the United States — as a brand ambassador.

increase in sales Using online gaming, the company encouraged younger consumers to
“compete” with Yao Ming in Oreo “Twist, Lick and Dunk” contests. Mothers
in China, the ultimate audience, were encouraged to share their “Oreo
Moments” in an online diary on China’s popular QZone social network.

The results of these two campaigns have been astounding. The total
number of clicks on the online gaming site has topped 1.2 billion, with
nearly 5 million page views and 1.5 million unique visitors. The first six
months of the social media campaign on QZone saw 38 million unique
visitors and more than 40 million user-generated “Oreo Moments.”

Since the inception of the first digital campaign, Kraft representatives
report that sales of Oreos in China have increased by more than 80
percent and in-store sales in some regions have tripled. By listening to
consumers, understanding their product wants and communicating
with them through the media they prefer, Kraft has made the Oreo the
best-selling cookie in China.



How do your marketing tactics and investments
work in sync to create and grow a pervasive
and innovative total customer relationship?

What steps are you taking to connect customer
insights with product and service development,
and to stimulate your customers to become
brand or company advocates?

How are you collaborating with your C-level
peers to activate your “corporate character”
across all touch points and experiences?

Chapter Three 45

Capture
value,
measure
results
The pressure is rising. CMOs
have to show a real return on
their marketing expenditure.
They also have to hire people
with technical, digital and
ﬁnancial skills, and become
savvier in such areas themselves.


Demonstrate accountability through ROI
The CMO’s last challenge is to measure the success of the marketing
function’s efforts. At one stage, it was enough to point to advertising recall,
brand perception or website traffic. But CMOs are under increasing
pressure to provide quantifiable evidence of how their marketing expendi-
ture is helping the organization achieve its goals.

If they are to use their budgets as wisely as possible, CMOs also need to
know which initiatives deliver the best returns. In other words, they need
to know what to stop investing in, as well as what to ramp up.

CMOs are well aware they will have to be much more financially account-
able in the future. In fact, 63 percent of respondents believe marketing
ROI will become the most important measure of success over the next
three to five years.

Figure 14 Seven most important measures to gauge marketing success
Hard measures CMOs believe ROI on
marketing spend will be the number
Marketing ROI 63%
one method for determining the marketing
function’s success by 2015. Customer experience 58%

Conversion rate/new customers 48%
Overall sales 45%

Marketing-influenced sales 42%
Revenue per customer 42%
Social media metrics 38%

Capture value, measure results 47

Importantly, though, only 44 percent of respondents feel sufficiently
prepared to manage the increasing importance of ROI. Even those in “The success of my role is far more
outperforming organizations are finding it hard. “It’s difficult to measure about analytics and technology
the ROI of our marketing effort because we don’t have the right tools to than it is about hanging out with
provide us with the analysis,” an electronics CMO in Belgium admitted. my ad agency, coming up with
An industrial products CMO in the United States agreed. “Marketing ROI is great creative campaigns. We
the ‘Holy Grail,’” he observed. “We’re not there today, and we’re trying to must increase campaign ROI.”
find the formulas to figure this out.” Rob Colwell, Executive Manager — Commercial and
Marketing, Qantas Frequent Flyer
In order to identify the right metrics and use them accurately, many CMOs
will need to work more closely with their colleagues in the finance function,
starting with the CFO. They will also need to provide financial training for
their staff and recruit marketing people with strong financial acumen.

Extend sphere of influence
However, if CMOs are to be held responsible for the marketing returns they
deliver, they must also have significant influence over all four Ps: promotion,
products, place and price. Surprisingly, this is often not the case.

CMOs told us they exert a strong influence over promotional activities
such as advertising, external communications and social media initiatives.
But, in general, they play a smaller role in shaping the other three Ps.
Less than half of all respondents have much sway over key parts of the
pricing process, for example. Similarly, less than half have much impact
on product development cycles or channel selection.


Figure 15 Percent of CMOs citing significant influence
Pulling all the levers CMOs must be
able to influence all four Ps significantly,
if they are to realize the best return on 84%
their marketing spend. Integrated advertising and promotion
Promotion 82%
Aligned internal and external communications
73%
Innovative social and other emerging media

67%
Deeply researching customer needs
Products 53%
Product/service portfolio
47%
Comprehensive research and development cycle

54%
Customer experience involving multiple touch points
Place 47%
Channel selection and management
31%
End-to-end supply-chain process

48%
Full competitive pricing assessment
Price 46%
Understanding of total ownership costs/benefits
37%
Integrated, cross-company pricing process


CMOs based in growth markets typically have somewhat more influence
over the remaining three Ps than their peers in mature markets. This is “We have to reinforce the marketing
possibly because they are more likely to be making markets than function’s role in product
capturing a share of existing markets. development to ensure that our
customers’ needs and wants are
Yet, as all CMOs know, price, product and place significantly influence
reflected in the design of the new
customer preference. At the same time, actions taken by marketing
products we make.”
impact the organization. A special promotion, for example, may drive up
demand, with implications for the supply chain. The CMO is uniquely HyungSuk Cho, Senior Manager, Marketing Strategy
Team, Fashion Business, Samsung Cheil Industries Inc.
positioned to capture and disseminate such customer insights throughout
the organization.

Improve your digital IQ
So, how can CMOs extend their sphere of influence? They can start by
“improving the digital IQ of the marketing team,” as a consumer products
CMO in Singapore remarked.

Many respondents already recognize the importance of acquiring fresh
talent. “We need a new mix of skills, especially with the advent of web
and mobile technologies,” a chemicals and petroleum CMO in France said.
“Our employees have very traditional skills. They know about things
that mattered in the past, but they don’t necessarily understand the
new picture.”

However, recruiting people with suitable abilities won’t be easy. Time and
again, the CMOs we interviewed referred to the shortage of talent. “Finding
the right people is very difficult. There’s a mood of individual entrepreneur-
ialism right now,” an airline CMO in Canada commented.


This may explain why a substantial number of CMOs also plan to call on
external expertise. At present, most CMOs use partnerships primarily to
augment their promotional activities, such as advertising and event
management. But when we asked respondents where they intend to tap
external resources more heavily over the next three to ﬁve years, there
was a marked shift in emphasis.

The increase in the percentage of CMOs planning to use outside
agencies for lead management, customer and data analytics, and direct
or relationship marketing was especially pronounced. The percentage
of CMOs planning to get help with IT, call or service center management,
and tracking and measurement also rose by more than half.

Companies must be able to track what their customers say and do,
extrapolate from the data and manage touch points systematically. This
change of focus suggests that CMOs are eager to move beyond tradi-
tional marketing. Since that’s uncharted territory for many organizations
and the talent they require isn’t readily available, they are looking for
new partners to help them.


CMOs’ use of external partnerships Figure 16
Increasing use of partnerships In the future,
Sales contact/lead management 7% 100% CMOs plan to use external resources to
strengthen their capabilities.
Customer and data analytics 12% 92%

Direct/relationship marketing 13% 77% Percent of CMOs using partners
extensively today
IT skills 23% 61% Percent increase of partnerships
in 3-5 years
Call and service center 22% 59%
Tracking/measurement 13% 54%
Event management 28% 50%
Online community development 22% 50%
New media strategy and design 24% 42%
Online advertising
and promotion 35% 26%
Traditional advertising 31% 19%
and promotion
Creative brand strategy 17% 18%

Lead from the front
But it’s also important that CMOs lead the way by boosting their own
digital, technological and financial proficiency — and many CMOs seem
surprisingly reticent in this respect. When we asked respondents which
attributes they thought they would need to be personally successful in the
future, technological competence, social media expertise and financial
acumen came last on the list. They placed much more emphasis on
traditional leadership traits.


Figure 17 Capabilities for personal success over next 3-5 years
New skills for new opportunities CMOs can
grow their influence by acquiring new
capabilities that focus on technology, social
Leadership abilities 65%
media and ROI. Voice of the customer insights 63%

Creative thinking 60%

Cross-CxO collaboration 49%
Competitive trends insights 45%

Analytics aptitude 45%
Management capabilities 31%
Understanding products/
services value chain
30%

Demand creation capabilities 30%

Technology savviness 28%

Social media expertise 25%

Finance skills 16%

Clearly, CMOs need those traits, too. However, the weight of the evidence
from our survey — describing what CMOs themselves see as the crucial
issues facing their companies and profession — suggests that traditional
skills won’t be enough. To excel in an era that��s defined by its use of
technology, innovative forms of social interaction and financial account-
ability, CMOs will have to become much more savvy in these key areas.


Recommendations
Capitalize on new tools to measure
what matters.
Use advanced analytics and compelling metrics to improve
decision making and to demonstrate your accountability.

Enhance business acumen.
Adjust your talent mix to increase technical and financial skills,
and grow your digital expertise by finding new partners to
supplement your in-house resources.

Lead by example.
Expand your horizons by enhancing your personal financial,
technical and digital savviness.


Case study: FootSmart
Analytics help deliver cross-sell success

Online commerce provides empowered customers with the opportunity to
conveniently shop for products and services that precisely meet their
needs. At the same time, marketers are challenged by the sheer number of
customers whose buying habits they must understand. Businesses can
meet this challenge by applying automated customer interaction systems
shaped by sophisticated analytics.

FootSmart, a direct-to-consumer retailer of foot and lower-body health
care products with more than 1.9 million customers, knew there was
more than untapped potential in online sales. But to capitalize on this, the company

90%
needed algorithms that parse both individuals’ previous behavior and
overall patterns in the firm’s customer data.

To more efficiently identify the most relevant and profitable cross sells,
increase in sales of
cross-sell items
while weeding out the underperformers, FootSmart engaged an analytics
partner to capture the lifetime behavior of customers on its site and the
comprehensive browsing, shopping and purchasing information stored in
the system.

Carefully targeted offers are now generated automatically, resulting in
online customers receiving relevant products much more likely to delight
them. Analytics have helped FootSmart realize impressive numbers as a
result: a 147 percent increase in cross sells as a percentage of total online
sales; a 97 percent increase in sales for cross-sell items; a 31 percent
increase in its cross-sell conversion rate; and a 19 percent increase in
average order value when cross-sell products are purchased. Satisfied
online customers now generate 65 percent of FootSmart’s sales.



How are you measuring and analyzing the
results of your initiatives and communicating
them to advance your marketing function’s
credibility and accountability?

What are you doing to enrich the skills mix in
the marketing function and build technical,
ﬁnancial and digital acumen?

In what ways are you personally investing to
broaden your capabilities?

The CMO Agenda 57

Get fit for
the future
The CMO’s role is expanding, as
the digital revolution transforms
the orthodoxies of marketing.
We learned from more than 1,700
CMOs how they are addressing
new opportunities and challenges
and strengthening themselves
to succeed.


Feel strengthened, not stretched
“Marketing is a balanced The practice of marketing is going through a period of unparalleled
combination of art and science. change, putting CMOs everywhere to the test. So how should
A good approach blends human you respond?
creativity and logical thinking
based on the data insights You can carry on as before — and continue to feel stretched. Or you
technology offers.” can seize the opportunity to transform your marketing function by
Le Quang Thuc Quynh, Marketing Director, responding to these new realities:
Saigon Co-op

The empowered customer is now in control of the business relationship
Delivering customer value is paramount — and an organization’s
behavior is as much a part of the value equation as the products and
services it provides
The pressure to be accountable to the business is not just a symptom
of hard times; it is a permanent shift that requires new approaches,
tools and skills.

Get fit for the future 59

The combined insights of the 1,734 senior marketing executives who
participated in our study point to three strategic imperatives you can act
on to strengthen your likelihood of success:

Deliver value to Foster lasting Capture value,
empowered customers connections measure results

Focus on creating value Capitalize on new digital Use advanced analytics
for customers as channels to stimulate and compelling metrics to
individuals customer conversations improve decision making
Reprioritize investments to and new relationships; use and to demonstrate
analyze digital channels to tangible incentives to accountability
access customers’ views attract followers Adjust your talent mix to
and use advanced Engage with customers increase technical and
analytics to recognize throughout the customer financial skills, and grow
preferences and trends lifecycle; build online/offline digital expertise by
across every touch point communities to strengthen finding new partners to
Work with IT to assess your brand supplement in-house
potential data and Help the enterprise define resources
infrastructure exposures, and activate traits that Expand your horizons by
employ tools to secure make it unique and engage enhancing your personal
customer data and update the C-suite to meld the financial, technical and
privacy policies to address internal and external faces digital savviness
customers’ concerns of the enterprise

Start here
Where should you begin? Create a small action team composed of eager
marketing futurists — individuals within your organization who have the
potential to be CMOs themselves someday. Give these people a short
timeframe to review the issues and develop recommendations for
resolving them.

Breaking the challenges into smaller chunks will enable you to address
the big picture as well as the details and dependencies. It can also help
you identify opportunities for small wins and boost support for more
radical initiatives.


In addition to creating a task force, schedule time to talk with your
C-suite peers. Consult the CIO about how you can improve your
marketing tools and technologies. Confer with the CHRO about how to
empower employees to better represent your organization’s corporate
character. Enlist the CFO as a partner in developing the appropriate
marketing metrics.

Lastly, look at the organization through your customers’ eyes, as they
progress through the full relationship lifecycle. While you may believe you
already capture this information, all the data in the world cannot replace
the personal experience of walking in your customers’ shoes.

Be a customer. Drop in on stores and sites. Go to your call centers and
sit in with randomly selected customer representatives or access
recorded conversations. Join the customer conversation via social media.
When you experience your brand as a customer, think about what can
further differentiate it from the competition.

What are customers learning about your organization and offerings from
blogs, reviews and other customers? Where do your products and
services rank in price comparison lists? How easily can customers
interact with your organization — before, during and after the sale?
What are you doing to create communities of interest and build
long-term bonds?

Get fit for the future 61

Think, too, about how your employees interacted with you. Did they
exhibit the qualities that exemplify the unique corporate character your
customers value? Did the sum of the online and ofﬂine touch points
leave you with an accurate impression of your organization’s corporate
character?

Armed with this personal understanding of your customers’ experience,
the insights of your C-suite colleagues and the ﬁndings from your task
force, you will be able to start building a marketing function with the
sinews to succeed in the digital era.

Continue the conversation at ibm.com/cmostudy2011


How our research was conducted
This report is IBM’s first study of CMOs — and the fifteenth in the ongoing
series of C-suite Studies developed by the IBM Institute for Business
Value. Between February and June 2011, we met face to face with 1,734
CMOs in 19 industries and 64 countries to better understand their goals
and the challenges they confront. The respondents came from a wide
variety of organizations, ranging from 48 of the top 100 brands listed in
the latest Interbrand rankings to enterprises with a primarily local profile.19

Figure 18 Participants represent organizations from 64 countries and 19 industries
About our research More than 1,700 CMOs
worldwide participated in this study.
3%
16% 17%
21%

44%

36%
24% 35%

4%

Sectors Regions
Communications Industrial North America Japan
Distribution Public Europe Growth markets
Financial Services

How our research was conducted 63

We drew on various techniques, including descriptive statistics and
multivariate analysis (both factor and cluster analysis), to scrutinize the
responses of the entire survey population. This showed only small
regional or industry performance differences, with almost no statistically
significant variances among CMOs from organizations of various size.

We also sought to identify, and understand, any disparities between
CMOs in outperforming organizations and those in underperforming
organizations. To this end, we asked respondents to assess their organi-
zation’s position within the industry in which it operates, on a scale
ranging from one to five. Organizations ranked as fours were classified as
average performers, while those ranked one to three were classified as
underperformers and fives were classified as top performers. (We took
four as our midpoint to compensate for any cognitive bias respondents
might have in favor of their own organizations.)

We cross-validated responses by comparing them with two objective
financial measures — compound annual growth in operating margins and
profit before taxes between 2006 and 2010 — where the information was
publicly available. Our analysis confirmed there was a very high correla-
tion between self-assessed and actual performance, thereby eliminating
the potential for distortion from a systemic “halo effect.” All references to
outperforming and underperforming organizations in our study are based
on how CMOs assessed their own enterprises.


Acknowledgments
We would like to thank the 1,734 CMOs around
the world who generously shared their time and
insights with us. Special thanks go to the CMOs
who allowed us to illustrate major themes in this
report by quoting them or drawing on their
expertise in case studies.
We would also like to acknowledge the contributions of the IBM teams
that worked on this Global CMO Study:

Leadership Team: Peter Korsten (Study Executive Leader), Saul Berman,
Matt Berry, Tami Cannizzaro, Susan Cook, Graciela Di Rado, John Gallagher,
Stephen Gold, Teresa Golden, Matthias Hartmann, Jay Henderson,
John Kennedy, Christine Kinser, Dave Laverty, Eric Lesser, Karen Lowe,
Alisa Maclin, Bevin Maguire, Paul Papas, Gautam Parasnis, Ben Roden,
Rohini Srivathsa, Katharyn White, Maria Winans, Mike Wing, Jacqueline
Woods, Keith Yamashita

Project Team: Carolyn Heller Baird (Study Director), Stephen Ballou,
Linda Ban, Madhuri Banda, Marni Barrett, Kristin Biron, Nicoline Braat,
Angie Casey, Rob Garretson, Rachna Handa, Ellen Johnson, Helen Kay,
Kathleen Martin, Jim Phillips

And more than 1,000 IBM leaders worldwide who conducted the face-to-
face interviews with CMOs.

The right partner for a changing world 65

The right partner
for a changing world
At IBM, we collaborate with our clients, bringing together business insight,
advanced research and technology to give them a distinct advantage in
today’s rapidly changing environment. Through our integrated approach
to business design and execution, we help turn strategies into actions.
And with expertise in 17 industries and global capabilities that span 170
countries, we can help clients anticipate change and profit from new
opportunities.

About the IBM Institute
for Business Value
The IBM Institute for Business Value, part of IBM Global Business Services,
develops fact-based strategic insights for senior business executives
around critical industry-specific and cross-industry issues. This Global
Chief Marketing Officer Study is part of our ongoing C-suite Study Series.


Notes and sources
1 The terms “chief marketing officers” and “CMOs,” when used in this report to qualify
or quantify our study findings, refer exclusively to the 1,734 executives interviewed for
the 2011 IBM Global Chief Marketing Officer Study.
2 “Capitalizing on Complexity: Insights from the Global Chief Executive Officer Study.”
IBM Institute for Business Value. May 2010. http://www.ibm.com/ceostudy
3 “The Real Danger of the Down Economy.” Bloomberg Businessweek. February 1, 2011.
http://www.businessweek.com/managing/content/jan2011/ca20110131_670736.htm
4 These figures represent the change in the value of world merchandise trade exports
and commercial services exports (excluding government services) between 2000 and
2010, expressed in current U.S. dollars. World Trade Organization. “International trade
and tariff data: Statistics database.” July 14, 2011.
5 “Facebook Statistics.” August 8, 2011. http://www.facebook.com/press/info.
php?statistics
6 “Numbers.” Twitter. March 14, 2011. http://blog.twitter.com/2011/03/numbers.html
7 Elliott, Amy-Mae. “10 Fascinating YouTube Facts That May Surprise You.” Mashable.
February 19, 2011. http://mashable.com/2011/02/19/youtube-facts/
8 Siegler, M.G. “Eric Schmidt: Every 2 Days We Create As Much Information As We Did
Up to 2003.” TechCrunch. August 4, 2010. http://techcrunch.com/2010/08/04/
schmidt-data/
9 “Average Chief Marketing Officer Tenure Hits New High: 42 Months.” SpencerStuart.
May 24, 2011. http://www.spencerstuart.com/about/media/65/

Notes and sources 67

11 Leonard, Devin. “Crunching the Data of Love.” Bloomberg Businessweek. April 28,
2011. http://www.businessweek.com/magazine/content/11_19/b4227032797839.htm
13 Bradshaw, Tim. “UK gives warning on EU ‘cookie’ directive.” Financial Times. March 8,
2011. http://www.ft.com/cms/s/0/ea483208-48ef-11e0-af8c-00144feab49a.
html#axzz1RF7q5fMu
14 Baird, Carolyn Heller and Gautam Parasnis. “From social media to Social CRM.” IBM
Institute for Business Value. June 2011. http://www-935.ibm.com/services/us/gbs/
thoughtleadership/ibv-social-crm-whitepaper.html
15 Ibid.
16 Ibid.
17 Schaeffer, Melissa. “Capitalizing on the smarter consumer.” IBM Institute for Business
Value. February 2011. http://www-935.ibm.com/services/us/gbs/thoughtleadership/
ibv-capitalizing-on-the-smarter-consumer.html
18 For a full description of how the brand relationship has changed, see Edelman, David C.
“Branding in the Digital Age: You’re Spending Your Money in All the Wrong Places.”
Harvard Business Review. December 2010, pp. 2-8.
19 “Best Global Brands 2010.” Interbrand. September 2010. http://issuu.com/interbrand/
docs/bgb_report_us_version?mode=a_p


For further information

For more information about this study, please send an e-mail
to the IBM Institute for Business Value at iibv@us.ibm.com.
We will arrange for you to be contacted by the appropriate
IBM industry or regional expert.

ibm.com/cmostudy2011

© Copyright IBM Corporation 2011

IBM Global Business Services
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U.S.A.

Produced in the United States of America
October 2011
All Rights Reserved

IBM, the IBM logo and ibm.com are trademarks or registered trademarks of International
Business Machines Corporation in the United States, other countries, or both. If these and other
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