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1、RATE THE STAT E OF MARKETING:A C-SUITE SCORECARDC-Suite Scorecard Of Marketing Effectiveness:A 2021 Enterprise Performance ReportKEY TAK E AWAYSPositive Level Of ConfidenceIn Marketings Ability To LeadRecovery,Revenue&SalesEssential Role Of CMO IsSeen As Customer ExperienceAdvocate And ChampionGrowt
2、h Is The To p Measure OfPerformance;FunctionalModernization Is The Biggest NeedOutsourcing Fractional AdvisorsIs The Best Way To Bring NewThinking,Impartiality And DepthINTRODUCTIONWhile revenue and sales growth rank as managements top mandate for marketers,CMOs willbe more than happy with grades re
3、ceived in a new C-Suite Scorecard of marketing value andeffectiveness benchmarked in this report by the Chief Marketing Officer(CMO)Council.Marketing teams scored highly in a rating of 2020 performance,and most senior executivesreport a close level of collaboration and alignment with the marketing o
4、rganization in theirdifferent areas of responsibility and functional focus.Survey participants(120)included a mix of senior management executives across companiesof all sizes,industry sectors and diverse leadership roles.Nearly 40%of respondents were incompanies of more than$1 billion in annual reve
5、nue and an additional 21%were drawn frommid-sized companies with revenues of$100 million to$1 billion.The balance of survey takers(39%)came from companies with less than$100 million in annual sales.The Business Leader Scorecard of Marketing reveals:Revenue and sales growth is the top deliverable for
6、 marketing,according to 80%ofsurvey respondents,with customer acquisition and profitability a close second(71%).69%of business executives are extremely or moderately confident in marketingsability to lead growth recovery in 2021.84%of business leaders are closely,regularly,or increasingly interactin
7、g withmarketing teams.46%rate marketing team performance as very good or exceptional in 2020;a further45%say it was moderate.Collaboration and alignment between lines of business,functional areas and marketingis viewed as close,balanced,effective and well-integrated by 37%of respondents;thesame perc
8、entage say it is getting better all the time.Copyright CMO Council.All Rights Reserved.20212C-SUITE SCORECARDREPORTKEY FINDINGSCMO IS VIEWED AS THE CUSTOMER AUTHORITYBusiness leaders appear to have growing confidence in the customer-centricity of marketingleadership with 62%of survey respondents con
9、sidering the essential role of the CMO as“customer experience advocate and champion”in their organization.This correlates wellwith what management believes is the second and third most important KPIs for measuringmarketing value,namely“customer acquisition and profitability”and“customer satisfaction
10、and retention.”These follow“revenue and sales,”which is ranked number one by 80 percent ofsurvey respondents.The secondary management view of the CMOs role as“digital transformation/marketingautomation leader”by 54%of respondents underscores their belief that there is a need tomodernize and automate
11、 the marketing function in a digitally connected world.A morecommon stereotype/descriptor associated with the CMO “brand reputation custodianand value creator”was listed by 51%of survey participants,on a par with“maestro ofcommunications and demand generation.”GAPS,HOLES AND DEFICIENCIES ARE HIGHLIG
12、HTEDIn terms of marketing organizational improvement,C-suite peers see the biggest gaps andholes in key areas of campaign execution,digital leadership,better use customer data,andpresenting a financial case for marketing investments.TOP FIVE DEFICIENCIES|MARKETING ORGANIZATIONMODERNIZATION OF MARKET
13、ING ORGANIZATION,SYSTEMS AND OPERATIONPROFICIENT,TECHNICALLY SAVVY MANAGERS IN KEY DIGITAL ROLESGREATER CUSTOMER KNOWLEDGE AND MARKET UNDERSTANDINGADAPTIVE,INFORMED DECISION MAKING BASED ON GOOD DATAABILITY TO MAKE A BUSINESS CASE FOR MARKETING SPEND Copyright CMO Council.All Rights Reserved.20213TO
14、P FIVE AREAS FOR IMPROVEMENTWHAT C-SUITE LEADERSHAVE TO SAYWHAT MARKETINGLEADERS HAVE TO SAYBusiness leaders are looking for marketingto step up and lead the charge inrevenue-generating activities.Theyre looking down the funneland expect marketing to drivedemand generation throughimpactful and relev
15、antcampaigns and a seamless,cohesive customer journey.To do this,marketersSenior management seems to be onthe same page as chief marketerswho earlier in the year tookpart in CMO Council studyon Scaling the Value of theCMO.This survey foundan overwhelming 86%ofsenior marketers believelack of capabili
16、tieshas resulted in missedmust overcome therevenue,growth anddeficiencies in digitalcustomer acquisitionleadership highlightedopportunities.above.DEMAND GENERATION ANDCUSTOMER JOURNEY,ACQUISITIONAND CONVERSION1234SALES PIPELINE DEVELOPMENTCAMPAIGN IDEATION,SEGMENTATION AND PERSONALIZEDMESSAGING AT S
17、CALEEXECUTION AND IMPACTCUSTOMER JOURNEY,ACTIONING ON CUSTOMERDATA INSIGHTACQUISITION AND CONVERSIONMARKETING PLANNING TO SUPPORTDIGITAL GROWTH STRATEGIESDEMAND GENERATIONAND PIPELINEACTIONING ON CUSTOMERDATA INSIGHTCAMPAIGN EXECUTION ANDMEASUREMENT5C-SUITE SCORECARDREPORTOUTSOURCED,FRACTIONAL CMOS
18、ARE VIEWED FAVORABLYAccording to Chief Outsiders,a nationwide Executives-as-a-Service firm,there is agrowing demand for part-time,or fractional,chief marketing officers in large enterpriseswhere transitional or short-term functional leadership roles need to be filled.This is typicallytriggered by CM
19、O transitions,lack of specific skill sets,new competitive market conditions,diversification,market expansion,restructuring,acquisition,rapid growth,or a changingdigital business model.The fractional“plug and play”model is particularly appealing given the extended time ittakes to find and onboard new
20、 marketing hires as well as establish credibility and operationaleffectiveness in the organization.Interim staffing of marketing,on the other hand,bringson-demand domain expertise and experience in whatever role is most needed to deliver bothrevenue and results.The C-Suite Scorecard findings attest
21、to this point-of-view.Businessexecutives believe interim or fractional marketing leaders can add value byinjecting new thinking and acting as change agents.52%Inject new thinking,ideas and innovationsOffer objective perspectives and assessmentsIntroduce proven methodologies and practicesStrengthen l
22、eadership and depth in senior rolesAct as change agents and/or pace-setters48%41%41%38%In the CMO Councils Scaling the Value of the CMO report,chief marketerssaw value in on-demand fractional marketing leaders as having a range ofcompetencies and a fast ramp up,which is particularly needed during th
23、istime of rapid transformation.47%46%46%46%30%Fast ramp up and time-to-performanceProven performers and doersRange of competencies and capabilitiesDomain expertise or knowledgeAdded value thinking and leadership depth Copyright CMO Council.All Rights Reserved.20215C-SUITE SCORECARDREPORTHOW BIG COMP
24、ANY EXECS DIFFER FROM SMALLIN THEIR VIEWS OF MARKETINGLARGEENTERPRISE EXECSSMALLENTERPRISE EXECSSEE MARKETING ASSEE MARKETING ASCUSTOMER EXPERIENCE CHAMPIONBRAND REPUTATION CUSTODIANARE LESS CONFIDENT INARE MORE CONFIDENT INMARKETING PERFORMANCEMARKETING PERFORMANCEHAVE LIMITED INTERACTIONSHAVE HIGH
25、 LEVELS OFWITH MARKETINGINTERACTION WITH MARKETINGARE LESS SATISFIED WITH LEVELARE MORE SATISFIED WITH LEVELOF MARKETING ALIGNMENTOF MARKETING ALIGNMENTSAY MARKETING IS MOSTCHALLENGED IN MODERNIZINGTHE MARKETING ORGANIZATIONSAY MARKETING ISMOST CHALLENGED INACQUIRING DIGITAL TALENTSAY BIGGEST AREA O
26、F IMPROVEMENTSAY BIGGEST AREA OF IMPROVEMENTIS DEMAND GENERATIONIS CUSTOMER JOURNEYBELIEVE FRACTIONALMARKETING LEADERS ADD NEWTHINKING AND LEADERSHIPBELIEVE FRACTIONAL MARKETINGLEADERS OFFER PROVENMETHODOLOGIES AND PRACTICES*Large enterprise is qualified as companies withmore than$500M in annual sal
27、es.*Small enterprise is qualified as companies withless than$500M in annual sales.Copyright CMO Council.All Rights Reserved.20216C-SUITE SCORECARDREPORTMETHODOLOGYFindings are from a 2021 survey of 120 senior corporate executives conducted by the CMOCouncil in partnership with the C-Suite Network,Bu
28、siness Performance Innovation(BPI)Network,and the Harvard Business School Association of Northern California.Sponsored byChief Outsiders,a leading fractional CMO service provider.The C-Suite Scorecard survey was fielded online using the Qualtrics platform in Q2 2021.Survey participants(120)included
29、a mix of senior management executives across companiesof all sizes,industry sectors and diverse leadership roles.Nearly 40%of respondents were incompanies of more than$1 billion in annual revenue and an additional 21%were drawn frommid-sized companies with revenues of$100 million to$1 billion.The ba
30、lance of survey takers(39%)came from companies with less than$100 million in annual sales.The majority of respondents were from North America(84%)with some representation fromEurope,Asia Pacific and the Middle East.Key titles represented in the survey populationincluded CEO(15%),president/COO(12%),E
31、VP/SVP(21%),line of business(LOB)leaders(14%),functional leaders(14%),department heads(8%),and business team leaders(8%).All major industry sectors were represented with the largest percentage coming from thetechnology,financial services,professional services,pharmaceutical,entertainment,andconsumer
32、 product sectors.Copyright CMO Council.All Rights Reserved.20217C-SUITE SCORECARDREPORTEXPERT COMMENTARYPETE HAYESPrincipal and CMOChief OutsidersDEMAND FOR FRACTIONAL MARKETING EXECUTIVES ISEXPLODINGThis C-Suite Scorecard from the CMO Council brings compelling insight toa growing phenomenon in ente
33、rprise-class marketing organizations.Noteverything is getting done.With an internal Net Promoter Score of-46 fromC-Suite marketing stakeholders(extrapolated from Q2),its no wonder thefractional CMO solution is exploding to fill the gaps and holes of criticalexpertise and leadership.Demand for our fi
34、rm alone from enterprisebusinesses has shot up over 150%this year.HIGHER EXPECTATIONS:WHEN CAN EXPERIENCEDRESOURCES HELP?This report shows the higher expectations on Marketing organizationsto deliver not only a powerful brand and sales leads,but to drive overallrevenue growth,plus profitability and
35、retention(Q6 and Q10).Thats a tallorder.The need to augment enterprise marketing organizations surfacesmost often when there is a re-organization of the team,and empty CMO orVice President level chair,or when facing market expansion projects(Q9).INSTANT VALUE,AFFORDABLE&FLEXIBLESavvy marketing leade
36、rs are used to tapping the latest SaaS offering tobolster their MarTech capabilities.Similarly,senior marketing talent cannow also be sourced on-demand.You get exactly the resource you need,deployed immediately,on an interim or fractional basis.And thats a goodthing since more than half of the CMOs
37、surveyed in the recent CMO Council“Scaling the Value of the CMO”study say they are challenged by the timeit takes to properly recruit and onboard senior functional leaders on theirteam,saying the process takes three to six months.With a fractional CMOresource,months turn into days.And the resource c
38、an scale up or down,even on a monthlybasis,as needs change.Copyright CMO Council.All Rights Reserved.20218C-SUITE SCORECARDREPORTCAUTION:NOT ALL FRACTIONAL CMOS ARE ALIKEWith thousands of fractional CMOs to choose from in the marketplace,howdoes a business leader pick the right resource for their si
39、tuation?C-Suitestakeholders are looking for highly experienced talent,individuals who caninject new thinking,bring ideas and innovations to bear along with provenmethodologies and best practices(Q8).This suggests your fractional hireshould have specific operational executive experience on their resu
40、me in acompany of your size and complexity.The benefit of working with a firmsuch as Chief Outsiders is that we only hire experienced CMOs and VPsof marketing from large companies.Less that 2%of fractional executive applicants met ourstandards last year.Our clients benefit from the high standards we
41、ve set for our CMOs,both inexperience and organizational savvy.SELECTION,SELECTION,SELECTIONMarketing executive needs vary by organization and within an organization.One size does not fit all.You want to have choices when youre looking forcomplementary skills to your existing marketing teams.Thats w
42、here ourroster of over 80 Chief Marketing Outsiders comes in.Find exactly the talentyou need,quickly.And get strategic initiatives underway.Selecting proven,senior marketing talent for your team not only delivers functional valuequickly but lowers the risk of a bad hire-or worse-a failed strategic i
43、nitiative.AUGMENT YOUR TEAM;GET MORE DONEBottom line?The expectations from C-Suite stakeholders on marketingorganizations is increasing.Thats not a bad thing.Corporations arecounting on Marketing for delivering more growth,more of the salesfunction,with more accountability.The problem is keeping up
44、with thedemands for talented leadership.Leadership requirements that also changeover time.Thats precisely why more enterprise marketing organizationsare seeking fractional executives to complement their existing teams.To filla role on an interim basis.Or to lead a strategic initiative such as a prod
45、uctlaunch or market expansion.They need to get more done.And now they can.Copyright CMO Council.All Rights Reserved.20219C-SUITE SCORECARDREPORTDETAILED FINDINGSHOW MUCH INVOLVEMENT OR INTERACTION DO YOU HAVEWITH YOUR MARKETING TEAMS AND PROGRAMS?Q1Gone are the days when marketing didnt have a seat
46、at the table.Just under 70%of C-Suite leaders say they have extensive or regular interactions with their marketing teams.Marketing programs are increasingly growing in importance at a strategic organizationallevel,and another 15%of business leaders note that while they may not yet be as engagedwith
47、marketing as some of their peers,that engagement is growing.42%Extensive27%Regular15%Growing12%IntermittentNot MuchNot At AllNot Sure3%1%0%Copyright CMO Council.All Rights Reserved.202110C-SUITE SCORECARDREPORTHOW DO YOU RATE THE PERFORMANCE OF MARKETING TEAMS INYOUR ORGANIZATION DURING THE PAST YEA
48、R?Q2Despite the challenges faced in 2020,close to half of C-Suite leaders said marketing performedvery well,or even exceptionally.Only 7%were unhappy with the performance of their marketingteam.Marketers rebounded and pivoted quickly to create new strategies to add value to theirorganizations,and th
49、eir peers recognize it.6%Exceptional(9-10)40%Very good(7-8)45%Moderate(5-6)7%Poor(3-4)0%Ineffective(1-2)1%Not sure Copyright CMO Council.All Rights Reserved.202111C-SUITE SCORECARDREPORTWHERE DO YOU SEE LEADERSHIP HOLES OR GAPS IN YOURMARKETING ORGANIZATION?(SELECT TOP FIVE)Q3The push to a digital-d
50、ominant environment is forcing marketers to modernize the marketingfunction across systems and operations.This requires technically savvy leaders that can spear-head digital customer experience,but many C-Suite leaders feel their marketing team is stillbehind the curve in these areas if the organiza