Digital channels, online social activity, and mobile technology give business buyers unprecedented purchasing power. Just look around your next sales or customer meeting, count the number of smartphones and tablets, and see if you disagree.
To capture the attention of the perpetually-connected business buyer, we see B2B CMOs taking on significantly broader, and often unfamiliar, responsibilities. To learn exactly how top marketers respond to these new world challenges, Forrester teamed with the BMA to conduct a joint study about the pace of change, skills required, and degree of collaboration needed to deliver the always-on experiences business buyers now expect.
Internet, search marketing, digital advertising, sales enablement, social media, video, online communities, mobile, predictive analytics, content curation . . . Is it even possible for the pace of change in marketing activity to continue to accelerate? According to top marketing leaders in business-to-business (B2B) marketing, absolutely. So get ready, folks, the rocket ride isn't over.
During the month of May, Forrester and the BMA collaborated to entice and persuade 117 CMOs and senior VPs at firms roughly split between companies with fewer than 5,000 employees and those with 5,000 or more — to respond to attitudinal questions about the pace of change, the role of marketing, evolving skill sets, and the degree of collaboration between marketing and peer functions.
Last month, together with the ITSMA and VisionEdge Marketing (VEM), Forrester launched a research study to understand whether business-to-business (B2B) marketers have become more proficient in using marketing metrics and analytics to inform marketing decisions, predict buyer behavior, improve marketing performance, and help their firms better analyze markets and forecast trends.
This is the 12th year that VEM has undertaken this research, and we were pleased to be a part of such a rich legacy. The 2013 MPM Survey captured input from more than 400 respondents, helping us uncover valuable insights on the performance measurement and management challenges marketers face today.
Depending on which side you stand on the executive debate about how to assess the value of marketing to your organization, the findings of this year's study may (or may not) surprise you.
Even though marketing measurement has become more automated and operationally commonplace, B2B marketers continue to struggle to prove marketing's contribution to the business instead of using metrics and performance management to improve it. One of the most telling findings that leads us to this conclusion is the percentage of executive peers reported to use marketing data to make strategic decisions — as revealed by marketers themselves.
After hosting a Forrester webinar on April 25 about "3 Ways To Turn Content Marketing into Thought Leadership", I received some interesting questions from clients. I thought I would share the questions -- and a short response to each – since this line of inquiry points to broader question about the role of public relations (PR) in content marketing generally and thought leadership marketing specifically.
Ask CMOs what tops their challenges list, and most admit that improving marketing's accountability ranks right up there.
B2B marketing execs worry about measuring marketing performance a bit more than B2C since a direct sales force and/or channel partners are largely responsible for the last mile of the customer purchase process.
Managing marketing performance is a perennial issue all marketers face.
Unlike revenue growth or margin, there are few accepted answers to the question, "What value does the business get from your marketing investment?" Typical answers focus on pipeline, which Sales then hotly contests.
Great marketing content can fuel your company's demand generation engine. It can boost your brand's visibility to key audiences and bump aside competitors. Most of all, it attracts buyers interested in the types of challenges your company can solve. Because, as successful marketing execs know, business buyers don't buy your products and services; they buy into your approach to solving their problems.
. . . Ok, maybe not so "live" because it is now late in the evening on the day of the conference, but I'd like to share a few insights I gathered about the state of business-to-business (B2B) digital marketing today.
BtoB magazine's one-day event features frank conversational discussion from top B2B brands (mostly tech ones like Cisco Systems, Intel, SAP, VMware, Tellabs, and IBM) in moderated panel format. Digital lead generation/pipeline augmentation, social selling, agency trends, building B2B community, developing engaging content, and mobile marketing filled out the agenda.
This was my second year at the event, and the highlight again was the social media awards. Featuring 10 categories ranging from integrated campaign, to Twitter, mobile, and Pinterest, BtoB singles out top performers in social marketing. It also unveils tech and nontech people's-choice awards as voted on by subscribers.
You can find the full list here, and I hope BtoB will publish the scripted descriptions in a future edition because all honorees were interesting and unique and offer B2B marketers a look into how to use social to advance business. Heartfelt congratulations to all award winners — well deserved!
Looking over the list, here are a few observations you can take away about the state of social marketing in B2B:
"Hello, I'm Laura Ramos, and I write for chief marketing officers."
That's the standard line around here. It'll take a little gettting used to saying it. Heck, I still find myself saying "Xerox" instead of "Forrester" from time to time, but I hope to get out of that habit soon.
Luckily, I won't have to break my habit of thinking and writing about the issues that face large companies that sell highly-considered products and services to other businesses through a direct sales force or channel partners. I've always been a business-to-business (B2B) girl, and I'll stick to that focus here at Forrester.