State of Marketing: Insights on Top Marketing Trends for 2017 and Beyond
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To blaze trails in the Age of the Customer, marketers need to know what's top-of-mind for their peers and understand what practices set top teams apart from the rest. Join this session to arm yourself with the results from the fourth annual "State of Marketing" research study, based on a global survey of 3,500 marketing leaders. You'll learn about key trends that are changing the face of marketing, such as the evolution of customer journey strategies, the growth and influence of various channels, how teams are leveraging emerging technologies like artificial intelligence, and more.
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State of Marketing: Insights on Top Marketing Trends for 2017 and Beyond
- 1. State of Marketing Insights and trends from 3,500 global marketing leaders FOURTH ANNUAL Bobby Jania Sr. Director, Product Marketing
- 2. Four Years in the Making
- 3. 3,500 Marketing Leaders Surveyed Worldwide Exclusive to marketers holding leadership roles
- 4. Customers Expect a New Level of Engagement Benchmarks are consistency, personalization, and proactivity Percentage who expect companies to provide a consistent experience across every channel 88% 75% Percentage who are likely to switch from a brand that treats them like a number instead of an individual 72% 66% “State of the Connected Customer,” Salesforce Research, October 2016 Percentage who are likely to switch from a brand that doesn’t anticipate their needs 64% 50% ConsumersBusiness Buyers
- 5. The Marketing Playbook has Transformed Customer journey strategies fuel customer experience imperatives 68% of marketing leaders say their company is increasingly competing on the basis of customer experience. 67% of marketing leaders say creating a connected customer journey is critical to their overall marketing strategy success.
- 6. Key Research Findings Marketing Embraces the AI Revolution Shifting Priorities Spark Organizational Change Marketing Tech Makes Waves Marketers Move to Evolve Journeys, but Data Woes Linger
- 7. Insufficient internal resources Budgetary constraints Budgetary constraints Insufficient internal resources Budgetary constraints Marketers Struggle to Unite Customer Data A single view to drive cohesive journeys remains elusive 1 2 3 High Performers Moderate Performers Underperformers Top Challenges Marketing Leaders Face in Creating a Connected Customer Experience across the Customer Lifecycle by Performance Level Creating a shared, single view of the customer Difficulty leveraging data from different sources Difficulty leveraging data from different sources Difficulty leveraging data from different sources
- 8. Channel Proliferation Ups the Ante Customers expect seamless experiences on new and expanding channels Actual Channel Growth 2015—2017 Video advertising SMS/text messaging Mobile apps Native advertising / sponsored content Advertising on social platforms B2B* Video advertising Email marketing Mobile apps SMS/text messaging Native advertising / sponsored content B2C Average Number of Channels Used High performers 11 Moderate performers 9 Underperformers 6
- 9. A New Standard for Customer Journeys Emerges Top marketers coordinate messages across channels High performers 43% 47% 11% Moderate performers Underperformers Volume of Channel Coordination by Performance Level Moderate coordinationHeavy coordination Minimal coordination 3% 58% 38% 16% 69% 15% * Heavy coordination is defined as coordination across 10–11 of the channels defined. Moderate coordination is defined as coordination across 4–9 of the channels defined. Minimal coordination is defined as coordination across 0–3 of the channels defined.
- 10. Key Research Findings Marketing Embraces the AI Revolution Marketers Move to Evolve Journeys, but Data Woes Linger Marketing Tech Makes Waves Shifting Priorities Spark Organizational Change
- 11. Top Marketers Rethink Organizational Structures Roles increasingly map to customer journeys, not channels 89% 62% 37% High Performers vs. Underperformers 2.4x more likely to say they’re aligning marketing roles to a customer journey strategy vs. traditional roles (e.g., by marketing channel/function) 59% of marketing leaders say that traditional marketing roles limit their ability to engage customers. High performers Moderate performers Underperformers
- 12. I understand how marketing’s efforts impact individual accounts/customers Marketing consistently provides sales with quality leads Marketing and sales are empowered to collaborate Marketing and sales share common goals and metrics Marketing understands what sales needs to succeed Sales and Marketing Alignment Drives Success In their shift to trusted advisors, sales depends on marketing more than ever Percentage of Marketing Leaders That Strongly Agree or Agree with the Following Statements about Their Relationships with Sales 92% 70% 45% 90% 70% 41% 91% 69% 45% 91% 69% 42% 89% 68% 45% High Performers vs. Underperformers 2.0x more likely 2.2x more likely 2.0x more likely High Performers vs. Underperformers 2.1x more likely 2.0x more likely Moderate performersHigh performers Underperformers
- 13. Marketing and service collaborate on a regular basis Marketing alerts service to special promotions and offers Marketing and service share common goals and metrics Service collaborates with marketing to manage & respond to social inquiries & issues Marketing is suppressed when a customer has an open service case Collaboration With Service Closes The Lifecycle Journey Cross-selling and customer satisfaction hinge on a new dynamic Percentage of Marketing Leaders Who Strongly Agree or Agree with the Following Statements about Their Relationships with Service 90% 66% 42% 87% 67% 39% 89% 64% 39% 88% 64% 37% 81% 55% 33% High Performers vs. Underperformers 2.1x more likely 2.2x more likely 2.3x more likely High Performers vs. Underperformers 2.4x more likely 2.5x more likely Moderate performersHigh performers Underperformers
- 14. Shifting Priorities Spark Organizational Change Key Research Findings Marketing Embraces the AI Revolution Marketers Move to Evolve Journeys, but Data Woes Linger Marketing Tech Makes Waves
- 15. Marketing Tech Evolves for a New Era Marketers are turning to new solutions to connect with discerning customers Percentage of Marketing Leaders Who Use or Plan to Use the Following Tools or Technology over the Next Two Years Anticipated YoY Growth +53% Artificial intelligence (AI) 51% 27% +34% Internet of Things (IoT)/connected devices 66% 23% +31% Marketing automation platform 67% 21% +31% Social listening tools 67% 20% Anticipated YoY Growth +30% Customer identity and access management (CIAM) 68% 20% +30% Mobile campaign management 68% 20% +30% Lead nurturing and scoring tools 66% 20% +28% Data management platform (DMP) 70% 19% Plan to useCurrently use
- 16. CRM system Data targeting and segmentation Social publishing tools Marketing analytics / measurement tools High Performers Turn to Sophisticated Data Management New capabilities boost 1-to-1 engagement 1 2 3 High Performers Moderate Performers Underperformers Most Essential Tools and Technologies to Create 1-to-1 Marketing Across Every Touchpoint Data management platform CRM system Marketing analytics / measurement tools Marketing analytics / measurement tools Guided selling (e.g., opportunity ranking by potential value, sales activity effectiveness)
- 17. Marketing Tech Makes Waves Shifting Priorities Spark Organizational Change Key Research Findings Marketers Move to Evolve Journeys, but Data Woes Linger Marketing Embraces the AI Revolution
- 18. AI Yields a New Era of Predictive Personalization Early adopters find a new mainstay of their arsenal 72% 50% 32% High Performers vs. Underperformers 2.2x more likely to say they’re currently using artificial intelligence (AI) 57% of marketers using AI say it’s absolutely or very essential to creating 1-to-1 marketing across every touchpoint. High performers Moderate performers Underperformers
- 19. AI Yields a New Era of Predictive Personalization Early adopters find a new mainstay of their arsenal Areas Where Marketing Leaders Expect AI Will Have a Substantial or Transformational Impact on Their Business over the Next Five Years Sentiment analysis 56% Lead scoring Customer segmentation / lookalike audience modeling Campaign analytics 57% 58% 59% Digital asset management 59% Predictive journey Dynamic landing pages and websites Hyperpersonalization of content 60% 61% 61%
- 20. How Can Your Team Join the High Performers? What High Performers Do Differently Drive connected customer journeys with data Revamp organizational structures and workflows Keep their tech stacks fresh Stay on the cutting edge with AI
- 21. Want a Deeper Dive? Get the full report now
- 22. thank y u
Notas del editor
- TALK TRACK: If you’ve followed this series for a while, you know that this is our fourth annual study in which we survey global marketers. Our research objectives are to find out: What trends are changing the role of marketing? What are marketers’ biggest challenges? Which marketing channels and tactics are growing in importance? What do high-performing marketers do differently?
- DESIGN NOTES: Source for chart (left): p.2 of report Source for chart (right): p.3 of report TALK TRACK: Who we surveyed: Global study – covers respondents in the U.S., Canada, the U.K., France, Germany, the Netherlands, Japan, Australia, New Zealand, and Brazil. Marketing leaders – must have seniority of manager or above (including directors, VPs, SVPs, and CMOs). Methodology: We use double blind third-party sampling, which means respondents didn’t know Salesforce was asking these questions, and the respondents weren’t necessarily Salesforce customers (we wouldn’t know) – this is a true study of the broader market. How we analyze data: We analyze data relative to performance of respondents’ marketing teams, defined as their level of satisfaction with the outcomes from their marketing investments. High performers are “extremely satisfied”, while underperformers are “slightly or not at all satisfied”.
- DESIGN NOTES: Please highlight/bold/change color of the following text in the bar charts: “provide a consistent experience across every channel” ”switch from a brand that treats them like a number” “switch from a brand that doesn’t anticipate their needs”
- DESIGN NOTES: Please highlight/bold/change color of the following text: “increasingly competing on the basis of customer experience.” “creating a connected customer journey” “critical to their overall marketing strategy success.”
- DESIGN NOTES: - Source for chart: p.8 of report TALK TRACK: We established that marketers today are striving to create connected customer journeys to win on this new battlefield. But what holds them back? It’s interesting to point out that for the underperformers and moderate performers in our survey, budget is the No.1 challenge. In other words, they haven’t made these strategies as much of a priority as the high performers, who cite budget constraints as less of an issue. For all three groups, however, creating that elusive shared, single view of the customer – and marrying all the data that’s needed in order to achieve it – is a primary road block.
- DESIGN NOTES: - Source for chart (right): p.10 of report Format table on left in more visually appealing manner On the right, please highlight/bold/change color of the following text (in both B2B and B2C columns) (Note – We’re highlighting the channels that are experiencing big growth for both B2B and B2C. If there’s an interesting way to link these besides (or in addition to) bolding/highlighting, we’re all for it.): “Video advertising” ”SMS/text messaging” “Mobile apps” “Native advertising/sponsored content” TALK TRACK: For many companies, customer data is housed in a host of different systems of record and systems of engagement, which makes uniting that data to drive cohesive journeys difficult in the first place. Compounding this is the fact that there are so many new digital channels through which customers can – and expect – to engage with companies. In fact, respondents to our survey say that today, they dedicate 34% of their marketing budgets to channels they didn’t know about five years ago. All those channels create even more data. More channels -> more data-> more opportunity/more challenge High-performers are especially challenged by this – they know they have to be on any channel their customer wants, so they’re, on average, active on nearly double the number of channels as underperformers. This is a particular challenge for B2B brands, who are now realizing that their customers’ consumer behaviors are creeping into their business buying behavior – and are racing to catch up on channels they never dreamed of, like SMS/text and social platforms.
- Industry: Media & Communications Segment: EBU BSkyB BSkyB Uses SMS Surveys to Become a Customer Company BSkyB, a subsidiary of 21st Century Fox, is the largest pay-tv provider in the UK with entertainment products and services across sports, movies, entertainment arts, and news through numerous traditional and digital channels. BSkyB has implemented a Net Promoter Score Program that currently surveys about 100,000 customers a day with over 3 million pieces of feedback a year to help capture and act upon customer feedback. Challenge Phone surveys, online surveys, and email surveys had very low response rates for BSkyB. BSkyB needed a way to retrieve better response rates and higher quality feedback through their Net Promoter Score Program. BSkyB ties employee bonuses to feedback from their Net Promoter Score, so it is vital to retrieve very large amounts of quality feedback from customers. Solution Using MobileConnect services, BSkyB is able to send personalized SMS messages allowing customers to provide feedback right through their mobile phones. BSkyB uses Marketing Cloud to link this data to the rest of their customer data in order to understand the impact the feedback has on their business and balance customer needs with company needs. In the future, they have aspirations to use Marketing Cloud to also retrieve feedback on television content in real-time as customers are consuming the content. Daragh Kelly noted, “Marketing Cloud has a window into the world of mobile that we simply don’t have.” Results Because of the real-time nature of their SMS surveys, BSkyB is able to retrieve massive volumes of high quality feedback much quicker than any other tactic they have used. Since launching the SMS Net Promoter Score Program, BskyB has seen: Up to a 40% response rate on the SMS program An increase of 30% in the response rates compared to other channels Over 100,000 customer surveys a day with over 3 million pieces of feedback a year Pull-Out Quote “Marketing Cloud gives us a way to access the future in a much quicker, cheaper, and efficient way than we could ever manage on our own.” – Daragh Kelly, Insight Innovation Director, BskyB
- DESIGN NOTES: Sources for chart: pg.14 of report TALK TRACK: Your customers are channel-agnostic. They expect contextual experiences, they don’t like repetition, and they expect to move across media seamlessly. So how do roles like “Email Marketing Manager” and “Social Media Manager” fit in to this dynamic? In fact, the majority of marketers we spoke with say that such traditional marketing roles limit their ability to engage with today’s customers, and most are actually restructuring their roles to align with a customer journey strategy. Most, that is, except for the underperforming marketers, whose high performing counterparts are nearly two-and-a-half times as likely to be making such moves. The bottom line? You’re going to see a lot more Lifecycle Marketing Managers and Customer Engagement Managers in marketing departments, particularly at companies that are thriving.
- DESIGN NOTES: - Source for chart: p.19 of report TALK TRACK: As the expectations of customers become more sophisticated, so too are marketers’ toolboxes. This year, marketers told us they are heavily invested in some pretty advanced technology, and still more told us they’re planning to do so over the next two years. In fact, we’re seeing double-digit projected growth in all of the technologies you see here, led by none other than artificial intelligence (AI).
- DESIGN NOTES: - Source for chart: p.21 of report TALK TRACK: While underperformers know the importance of good data management for driving 1-1 marketing across touchpoints, they may not appreciate just how far data management technology has come. These struggling marketers place their biggest bet on data targeting and segmentation (which, by definition, groups customers together rather than treating them as individuals). High-performing marketers, on the other hand, are bullish on Data Management Platforms when it comes to 1-to-1 marketing. Of course, it’s worth noting that CRM is seen as a top technology for 1-to-1 marketing by high and moderate performers, alike, while it’s not on the radar for underperformers.
- Industry: Retail Segment: GB MEDIA OPTIMIZATION. Start with suppressing the long tail – over-delivery is rife in the industry. We’ve seen that 20% of media is being delivered more than 30 times per month There is also a minimum number of impressions required to drive a conversion (unless your creative is awesome, it’s unlikely viewers will convert on the first impression. Krux helps determine the sweet spot of impression delivery (5-10 impressions per month for food), or this number can be provided by marketing mix models. Krux can segment and push with priority a “short tail” segment, with a priority flag, or at a higher bid price. If you can see incremental conversions with each additional conversions, you can determine how much to pa for each additional impression. E.g. if we’re usually buying at $5, but know that conversions happen at the 4th impressions, we may pay $10 for the group at the 3rd impression because we know the next impression is valuable in driving conversion.
- DESIGN NOTES: - Source for chart: p.23 of report TALK TRACK: Overall, 51% of marketers are using AI. While this may sound like a lot, customer-facing applications of AI – like product recommendation engines and dynamic content – have their roots in marketing use cases.
- DESIGN NOTES: - Source for chart: p.24 of report - Chart should be reformatted so that the bars are all one color and organized in descending order according to percentage.
- Industry: Retail Segment: GB Products or Features: Marketing Cloud (Email Studio, Personalization Builder) Date Story Created: June 2015 Company Overview: For more than 30 years, Room & Board has focused on the simple idea that good design should be beautiful, affordable and long-lasting. The company works closely with American artisans to offer modern furniture and accessories — even custom pieces — that fit the needs of modern life. Business Challenge: In the highly competitive home furnishings industry, Room & Board sought to further differentiate its customer experience by making its e-commerce site interactions more like its in-store experience. The marketing and merchandising team controlled all the content, product placements, and recommendations on the Web and in e-mail communications, but sought a more sophisticated and automated means to provide recommendations to online customers. Salesforce Solution: After reviewing various solutions available in the marketplace, Room & Board selected Salesforce Marketing Cloud because of its Predictive Intelligence capabilities. The team worked with Salesforce professional services for a period of approximately 3 months to build out the product recommendations algorithms, import both online and offline sales and marketing data, and launch the new analytics-driven Web site. Deploying Salesforce Marketing Cloud Predictive Intelligence enabled Room & Board to better align its online customer experience with its in-store experience while using the intelligence of the software to automate the predictive selling process. Key benefits of the project include: Improved customer experience. A more engaging Web site experience that is tailored to customers’ needs and preferences is better aligned with Room & Board’s overall company strategy and drives a higher-quality buying experience. Increased staff productivity. Staff are no longer responsible for manual creation of the promotions and offers generated by the predictive intelligence application, freeing up their time for other tasks. Increased sales. Customers are more likely to purchase additional products when they are offered suggestions, driving greater profits. In fact, the direct conversion from customers who engage with predictive content is 150 percent higher than those who do not, and the average order value is 16 percent higher. Results: ROI: 2900% Payback: 2 months Average Annual Benefit: $2,721,669 Increased average order value by 16% The direct conversion from customers who engage with predictive content and then click to buy within the predictive content module is 150 percent higher than the site average. Vision: “Salesforce allows us to create more of that one-to-one relationship we have in the stores.” – Kimberly Ruthenbeck, Director of Web Customer experience Additional Resources: Website Story: https://sfdc.co/RoomBoardStory Film: http://bit.ly/2oP6R2Z ROI Study: https://sfdc.co/RoomBoardROIStudy