131004 m2020 ana total presentation final as presented by msa
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131004 m2020 ana total presentation final as presented by msa
- 3. 250 CEO, CMO and Agency Vision Interviews
- 4. 10,231 marketing participants from 92 countries
- 5. 18% 12% 8% 8% 7%6% 41% Media/Communications Business and financial services Consulting Manufacturing Healthcare FMCG Others 18% 33% 48% 1% B2C B2B Both Other 1,064 US Participants 19% 30% 30% 21% Board/EVP/SVP VP/Director Manager Other 63%9% 28% Marketing Communications Others Seniority Industry DisciplineType of Business 5
- 6. A lot is changing in the Marketing World
- 7. WHAT we do in Marketing is changing beyond recognition
- 8. …but HOW we organize looks the same Marketing Organization Chart
- 10. Global ConsumersPartnersLocal Agencies 10 Marketing structure
- 13. ...to drive business growth
- 15. At/After Lunch: CMO Round Table: Organizing for Growth
- 17. Social marketing Purposeful Marketing Collaborating with Consumers Globalization
- 18. Opportunity to influence business
- 20. Infobesity
- 21. Privacy risks Organizational silos Doing more with less Touch point consistency
- 23. Ability to stay current
- 24. So, What does it take to win?
- 27. Winning Marketing2020 brand characteristics Big Insights Purposeful Positioning Total Experience
- 28. Organizing for growth Big Insights Purposeful Positioning Total Experience
- 29. Winning in Marketing2020 Big Insights Purposeful Positioning Total Experience
- 30. NOW: Winning Marketing2020 Brand Characteristics Big Insights Purposeful Positioning Total Experience
- 31. Big insights Big Insights +30% Big Insights Purposeful Positioning Total Experience
- 32. 38 33 45 42 30 35 40 45 50 We have right data and analytics available to measure marketing effectiveness We are able to leverage all data and analytics available to improve our marketing effectiveness Underperform Overperform Big Insights Purposeful Positioning Total Experience
- 33. Purposeful Positioning Big Insights Purposeful Positioning Total Experience 6 73 0 10 20 30 40 50 60 70 80 I believe that brands with a clear societal purpose will drive more business growth Disagree Agree
- 35. Purpose based functional benefits Big Insights Purposeful Positioning Total Experience
- 36. Purpose based emotional benefits Big Insights Purposeful Positioning Total Experience
- 37. Purpose based societal benefits Big Insights Purposeful Positioning Total Experience
- 38. 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Q9 Market share Q11 Lead generation Q13 Marketing efficiency Q14 Net promoter score Q15 Consumer engagement Q16 Revenue growth Q17 Marketing return on investment Q18 Brand health Impact of having a societally purposeful brand (Q3602) on marketing KPIs (current performance versus competition) With purpose Without purpose 38 Purpose drives business growth Advantages to be achieved
- 39. Total Experience Big Insights Purposeful Positioning Total Experience
- 40. Brand value in a digital world 40 B R E A C H O F P R I VA C Y I N C O N S I S T E N C Y DEPTHValueProposition B R E A D T H# of Touch Points and Experiences © 2013 EffectiveBrands
- 41. Nike’s share of experience 0 1 2 3 4 5 6 7 8 9 10 Price of shoe and system Heart rate monitoring Running computer Quality of shoe Brand image, self- identification Tracking runs Motivation to run Integrating music and running Participating in social network Emotional association with running experience QualityofExperience Key Elements of the Customer’s Experience Nike Experience Curves Perspective of the RunnerHigh Low 41
- 42. NIKE VIDEO HERE PLEASE 42
- 43. Winning Marketing2020 Brand Characteristics Big Insights Purposeful Positioning Total Experience
- 45. Now: CMO Round Table: Organizing for Growth Big Insights Purposeful Positioning Total Experience
- 46. Connect: Marketing is too important to be left just to marketers 46 Big Insights PurposefulPositioning Total Experience
- 47. Seamless total customer experience Big Insights PurposefulPositioning Total Experience
- 48. 38% 19% 58% 33% 10% 20% 30% 40% 50% 60% Marketing works closely with the CEO on business strategy Marketing approves large growth-oriented ivestment decisions 2006 2013 Big Insights PurposefulPositioning Total Experience Marketing Influence
- 50. “Marketing works closely with the CEO … 64% 50% 49% 34% 41% 30% 38% 39% 47% 42% 6% 12% 12% 19% 17% CPG Manufacturing Financial Energy &Utilities HealthCare Agree Neither Disagree 50 Marketing’s Influence Big Insights PurposefulPositioning Total Experience
- 51. #1 Big Insights PurposefulPositioning Total Experience Business acumen is the license to operate and ticket to influence
- 52. 23.6 23.5 23.2 26.8 28.4 34.7 42.0 43.0 45.0 0.0 5.0 10.0 15.0 20.0 25.0 30.0 35.0 40.0 45.0 50.0 2004 2005 2006 2007 2008 2009 2010 2011 2012 inmonths The CMO tenure Big Insights PurposefulPositioning Total Experience
- 53. Big Insights PurposefulPositioning Total Experience Engineer less — Engage more @marketing2020EB
- 54. Engage internally 72 43 47 84 60 63 40 50 60 70 80 90 I am proud of my brand’s purpose In our company we ensure that all employees are fully engaged with our brand purpose We continuously engage our consumers and customers around our brand’s purpose Under Perform Overperform Big Insights PurposefulPositioning Total Experience 54
- 56. Full week training & PDP Big Insights PurposefulPositioning Total Experience
- 57. $2,000 ‚Leave Now‛ check Big Insights PurposefulPositioning Total Experience @marketing2020EB
- 59. 49% 59% Underperformer Overperformer “Local marketing understands the global strategy” “It’s clear what the strategy is for the brand I’m working on” 59 56% 70% Underperformer Overperformer Understanding the strategy Big Insights PurposefulPositioning Total Experience
- 60. ‚I support the global strategy of the brand I am working for - % AGREE‛ EVP VP/MD Manager Other Global 83% 80% 83% 82% Regional 72% 74% 75% 73% Local 66% 64% 63% 56% Big Insights PurposefulPositioning Total Experience Communicate, Communicate …
- 61. Big Insights PurposefulPositioning Total Experience Orchestration & Integration
- 62. Founder — Chief Experience Officer Big Insights PurposefulPositioning Total Experience
- 63. Collaborating more closely with IT, Finance and HR % Always 18 14 3029 26 40 10 15 20 25 30 35 40 45 50 Marketing works closely with IT Marketing works closely with HR Marketing works closely with Finance Under Perform Overperform
- 64. SVP Marketing and IT
- 65. CMO and Head of HR
- 69. Content & creative services Big Insights PurposefulPositioning Total Experience
- 71. More agencies % that works with more than 5 agencies 33 53 20 25 30 35 40 45 50 55 60 # agencies Under Perform Overperform Big Insights PurposefulPositioning Total Experience
- 72. Big Insights PurposefulPositioning Total Experience From Global to Networked
- 73. From Local to Communities Big Insights PurposefulPositioning Total Experience
- 74. Big Insights PurposefulPositioning Total Experience Building Marketing capabilities drives growth
- 75. Capabilities have the strongest correlation to revenue growth, brand health and MROI Growing marketing excellence 24 26 15 42 52 50 10 20 30 40 50 60 Consumer Understanding & Insights Brand Positioning Brand Strategy Underperform Big Insights PurposefulPositioning Total Experience 75
- 76. From Digital Marketing to Marketing in a digital Age
- 78. Lead by example Big Insights PurposefulPositioning Total Experience
- 79. Table: Organizing for Growth Big Insights Purposeful Positioning Total Experience
- 81. What are you doing to prepare clients and colleagues for this new world order? info@marketing2020.org
- 82. How do you move your teams from Big Data to Big Insights? info@marketing2020.org
- 83. How do you best engage the CEO … and the rest of the organization? info@marketing2020.org
- 84. How different will your marketing organization look 5 years from now? info@marketing2020.org
- 85. What are potential traps for CMOs in driving such aggressive change? info@marketing2020.org
- 86. What’s Next?
- 87. What’s Next? • Marketing2020 CMO Round Tables in NYC, Chicago, LA and Las Vegas (CES) • Benchmarking: Marketing2020 PulseCheck • In-Company M2020 workshops • Brand Purpose Round Tables • Marketing Excellence Round Tables • Organization Round Tables Contact: nprimola@ana.net
- 88. What’s Next?
- 89. What’s next for YOU? Top Marketing2020 CMO Priorities 1. Lead by example in a digital world 2.Engage the total organization 3.Inspire and empower vs. control 4.Ensure brand consistency throughout 5.Build marketing capability
Editor's Notes
- This truly is a program of the future by virtue of the partners that have come together to pool expertise and experience….EffectiveBrands – the global marketing consultants that are leading the process and leveraging their expertise on what it takes to winning marketing organisation Spencer Stuart – who know better than anyone else how to attract and develop winning senior marketing leadersMetrixLab the global online research company who are reinventing how marketers connect to consumer insights The World Federation of Advertisers who represent all the worlds national advertising associations as well as most of the top 25 actual advertisers Forbes who have quickly become a leading source of CMO insights and learningAnd Adobe who are now also applying their software and creative work flow expertise to improving marketing and messaging speed and effectiveness And then its important to recognize how global this study is. No less than 8 major national advertising associations are partners of Marketing2020 as well as MarketingWeek, CampaignAsia, Werben und Verkauf, Roularta and the Adfogroup.
- Digital world
- Marketing in a digital world
- Opportunity to influencing the business
- infobesity
- Lack of influence
- Personal ability to stay current
- All CMO’s interviewed say they are a business manager first and a marketer second
- Paul Polman and Keith WeedJeffrey Immelt and Beth ComstockMike Duke and Steven QuinnMark Parker and Trevor Edwards
- growth
- Google expectsgooglinessZappos offers you a 2,000 check to leave
- Bar is gradient with the left stop set to opaque EB orange and the right stop set to transparent whiteFont: CalibriText left-aligned and 30pt (top) and 36pt (“clarity of strategy”)
- WHY DO WE DISCUSS BUSINESS PERFORMANCE EVERY MONTH FOR A FULL DAY AND HUMAN PERFORMANCE 2X PER YEAR FOR 60 MINUTES?
- WHY DO WE DISCUSS BUSINESS PERFORMANCE EVERY MONTH FOR A FULL DAY AND HUMAN PERFORMANCE 2X PER YEAR FOR 60 MINUTES?