Marketing Talent: New Skills for Changing Priorities

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1 Talent: New Skills for Changing Priorities Abbreviated Summary March 2015 Nicole France Senior Editor ITSMA ITSMA 2015 Online Survey: Talent Abbreviated Summary SV4595AS. All rights reserved. Not for reproduction or redistribution without permission. 1

Abbreviated Summary B2B is evolving to focus on relationships at all stages of the buying cycle Shifts in buyer behavior and emerging technologies are shaping tomorrow s marketing function Let s

information as a service Social media collaboration automation & B2I Location-based services Big, fast data Predictive analytics We are at a watershed in terms of how we do marketing to be more

2 Abbreviated Summary B2B is evolving to focus on relationships at all stages of the buying cycle Shifts in buyer behavior and emerging technologies are shaping tomorrow s marketing function Let s press Buyers More people making decisions Keeping up with trends Doing their research online Expecting a personalized experience Making ethical & sustainable decisions Technology Always on information as a service Social media collaboration automation & B2I Location-based services Big, fast data Predictive analytics We are at a watershed in terms of how we do marketing to be more effective. SVP marketing at a transportation IT company The impact is massive. I haven t seen anything like this in the CFO, CIO, COO, or even CEO roles. There s no other job that s changed so much. This abbreviated summary highlights some of the most significant findings of ITSMA s 2015 Talent Survey. A more in-depth analysis can be found in the full report. CMO at a BPO company ITSMA 2015 Online Survey: Talent Abbreviated Summary SV4595AS. All rights reserved. Not for reproduction or redistribution without permission. 2

3 Changing circumstances mean new priorities for B2B marketing organizations What are the main responsibilities of marketing in your organization today? What do you think they will be within two years? % of Respondents (N~121) Changing circumstances mean new priorities for B2B marketing organizations Today T o p F i v e M a r k e t i n g R e s p o n s i b i l i t i e s Brand and positioning 90 In Two Years Understanding buyers 85 B2B marketers anticipate new areas of responsibility as they de-emphasize others Greatest Change from Now and In Two Years Increasing Lead generation Brand communications Thought leadership Demand generation technology tools Market and competitor analysis Thought leadership Lead generation Everybody in marketing has to understand the voice of the customer. They have to be in the field, spend time with sales reps, learn the stories and messages we're telling... CMO at a global software company l Client collaboration programs l Customer experience l Client satisfaction l Customer engagement and loyalty l Account Based l Sales and delivery strategy Decreasing l Brand communications l Public relations l Internal communications l Brand and positioning ITSMA 2015 Online Survey: Talent Abbreviated Summary SV4595AS. All rights reserved. Not for reproduction or redistribution without permission. 3

4 has three key levers for change Organization structure Use of external agencies The Buy-Hire-Train balance ITSMA 2015 Online Survey: Talent Abbreviated Summary SV4595AS. All rights reserved. Not for reproduction or redistribution without permission. 4

Hub and spoke organizational models with centers of excellence make skills available globally Which of the following organization model structures best describes your marketing

% of Respondents (N~120) Complete Freedom Best of Both Worlds Complete Control New centers of excellence are emerging as others lose importance Two 'new' CoEs are set to become

5 Hub and spoke organizational models with centers of excellence make skills available globally Which of the following organization model structures best describes your marketing function today? How do you anticipate it will look in two years? % of Respondents (N~120) Complete Freedom Best of Both Worlds Complete Control New centers of excellence are emerging as others lose importance Two 'new' CoEs are set to become commonplace Decentralized Hub & Spoke Shared services Centers of Expertise Centralized Today In Two Years Decentralized Hub & Spoke Centralized Other ITSMA 2015 Online Survey: Talent Abbreviated Summary SV4595AS. All rights reserved. Not for reproduction or redistribution without permission. 5

6 Using agencies is standard practice for 94% of marketing organizations For what do you currently use outside agencies? What do you anticipate using agencies for two years from now? % of Respondents (N~102) Top Five Uses of Agencies Today and in Two Years Creative design Writing Biggest areas of change Analytics +17% Account Based +14% Public relations Content creation Campaign development Today In Two Years Executive engagement +11% Storytelling +10% Writing -15% ITSMA 2015 Online Survey: Talent Abbreviated Summary SV4595AS. All rights reserved. Not for reproduction or redistribution without permission. 6

7 organizations tend to use different strategies depending on the skills they need Buy Creative Sales Enablement ABM Core Storytelling Buyer Personas Content Packaging Digital Research & Intelligence Public Relations Partner Writing & Content Creation Demand Generation Thought Leadership Automation Social Media Train Subject Matter Expertise Data Analytics CRM Website Digital User Experience Hire ITSMA 2015 Online Survey: Talent Abbreviated Summary SV4595AS. All rights reserved. Not for reproduction or redistribution without permission. 7

Career development: we re missing a trick 44% say

do not have a defined career path or development

8 Career development: we re missing a trick 44% say rotations within marketing are extremely rare 50% do not have a defined career path or development plan ITSMA 2015 Online Survey: Talent Abbreviated Summary SV4595AS. All rights reserved. Not for reproduction or redistribution without permission. 8

Plan the centers of excellence that will underpin your new marketing focus 3. Use agencies and contractors as your extended team as you access new skills 4.

9 It s time to think differently about B2B marketing For Your Function 1. Think relationships and engagement: build a marketing organization that can create and maintain strong relationships with buyers 2. Plan the centers of excellence that will underpin your new marketing focus 3. Use agencies and contractors as your extended team as you access new skills 4. Build business people by taking marketing career development seriously 5. Use marketing technology to track your impact and provide evidence for your marketing transformation For Your Career 1. Think about spending more time out with customers 2. Get comfortable with marketing technology 3. Understand how to work with sales and delivery to create your customer s experience 4. Become a great storyteller 5. Think about a rotation out of marketing ITSMA 2015 Online Survey: Talent Abbreviated Summary SV4595AS. All rights reserved. Not for reproduction or redistribution without permission. 9

Study Methodology Web-based Survey 125 12 Survey invitations were emailed during November 2014 to ITSMA member and select non-member

Achievers Unexceptionals Products and Services Primarily Services Participating Companies (partial list) Amdocs apriori Arqiva Avanade Avaya

Equinix Esko EY Fathom FIS Fujitsu Genpact HDS Heller Search Associates HP IBM igate Intelliware JDA Jigsaw24 Juniper Networks KPMG LLP

Sherman SITA Streamwire Summa Symantec TCS The ANTARA Group TRIMAX IT Infrastructur e & Services Limited Unisys Verizon VMware Vodafone

10 Study Methodology Web-based Survey Survey invitations were ed during November 2014 to ITSMA member and select non-member companies Marketers, sales, and other executives Qualitative Interviews ITSMA Analyzed the Data Two Ways Effectiveness Company Type High Achievers Unexceptionals Products and Services Primarily Services Participating Companies (partial list) Amdocs apriori Arqiva Avanade Avaya Black & Veatch Blue Creek BT Capgemini CDW Cedexis CGI Ciena Cincom Cisco Cognizant Comtrade Concentrix Corporation CSC Dell Deloitte EMC Equinix Esko EY Fathom FIS Fujitsu Genpact HDS Heller Search Associates HP IBM igate Intelliware JDA Jigsaw24 Juniper Networks KPMG LLP Laserfiche Microsoft MomentFeed NetApp Optum Oracle Pearson Pitney Bowes PwC Quinnox Rolta Salesforce SAP SBS Group Schneider Electric Sherman SITA Streamwire Summa Symantec TCS The ANTARA Group TRIMAX IT Infrastructur e & Services Limited Unisys Verizon VMware Vodafone Windstream Wipro Xerox ITSMA 2015 Online Survey: Talent Abbreviated Summary SV4595AS. All rights reserved. Not for reproduction or redistribution without permission. 10

Respondent Demographics Which range best describes your company's revenue in the latest financial year? 45 How would you describe your company s services offerings?

9B $10B or more How would you describe your company s primary business?

11 Respondent Demographics Which range best describes your company's revenue in the latest financial year? 45 How would you describe your company s services offerings? Both B2B and B2C (Business- to- Consumer) 16% 84% 100% B2B (Business-to- Business) 9 Less than $50M 3 5 $50 99M $ M 2 $ M 25 $1 4.9B 11 $5 9.9B $10B or more How would you describe your company s primary business? Primarily products (10% or less revenue from services) Primarily services (10% or less revenue from products) 6% 34% 60% Both products and services Which of the following best describes your organization's industry? 12 Other Other technology hardware systems and solutions Outsourcing (technology/business process) Business services 18 Software solutions What is your job function? Other 5% Sales 2% % of Respondents (N=1251) 93% Computer systems and solutions IT professional services/consulting Telecommunications and network systems/solutions ITSMA 2015 Online Survey: Talent Abbreviated Summary SV4595AS. All rights reserved. Not for reproduction or redistribution without permission. 11

Summary 3 Methodology and Respondent Demographics 29

Organizations 39 Accessing Key Skills 48 Background and

Crosstabs: Type of Company 88 Appendix: Definitions Used in

12 Want to learn more? Here s what is included in the full study Slide Executive Summary 3 Methodology and Respondent Demographics 29 Detailed Findings 39 Changes in Priorities and Organizations 39 Accessing Key Skills 48 Background and Career Development 56 Crosstabs: Effectiveness 62 Crosstabs: Type of Company 88 Appendix: Definitions Used in this Survey 117 For More Information Nicole France Senior Editor ITSMA nfrance@itsma.com ITSMA 2015 Online Survey: Talent Abbreviated Summary SV4595AS. All rights reserved. Not for reproduction or redistribution without permission. 12

Professional Services and Solutions 2013 Brand Tracking Study Abbreviated Summary December 2013

Professional Services and Solutions 2013 Brand Tracking Study Abbreviated Summary December 2013 Julie Schwartz, Senior Vice President, Research and Thought Leadership Dianne Kim, Research Associate Abbreviated