Executives are not Prepared  for the New Marketing                                                                   traffic news

      Executives are not Prepared
          for the New Marketing

The transformation of marketing in the digital age means a major challenge for the endorsed and sales. Existing customers can purchase around the world, know better than ever organizations with which they interact and share their views with hundred demiles, but millions of customers. Your expectations whether they are consumers, citizens or customers of the company increase. And in a day can only create or destroy brand commercial. how face marketing managers (chief marketing officers - CMO) these turbulence? This study I have conducted using personal interviews with 1.734 CMO that span 64 countries and 19 industrial sectors, to find out foulbrood make with elfin help companies cope with the major changes that transform businesses and the world.

The study is the latest in a series of Executive studies from IBM, interviews incluyenen made with more than 15,000 senior executives in the past seven years.The study sheds light enlos challenges facing the CMO of the public and private sectors, as well as the opportunities envisaged by times create more complex.Executives are not Prepared

One of the most striking conclusions arising from the study is the degree of consensus among respondents.No matter where they work, the sector or size or success of their organizations, the CMO face many of the same challenges and many of them were not prepared to manage them.   traffic news

At least 80% of CMO are based on traditional sources of information, such as studies of markets or the benchmarking of competition, to make strategic decisions. But these sources of information can only show customers deforms aggregate, with little information of what each customer need or want to. By elcontrario, relatively few CMO benefit from the full potential of the digital crop. Although nearly three-quarters use of customer analytics to explore data, only 26% monitors blogs, only 42% analyzes comments from third parties and only 48% analyzes consumer comments. However, provide a comprehensive source of information most of the feelings of the client, with context, which can help businesses to more accurately predict patterns of demand.

82% Market research. 81% Corporate strategy. Benchmarking of competition 80% 74% customer analytics. Analysis of marketing 69% teams comments of service to client 68%.

"The turning point created by social media represents a permanent change in the nature of the relationship with customers." "Approximately 90% of information in real time that is created at the moment is to unstructured data." "How to successfully seize this new source of knowledge will find themselves in a strong position to increase revenue, reinvent the customer relationship and build new brand value."

Executives are not Prepared

Obviously it is not enough to know customers or citizens. An organization must also act on what they learned, and make it rather than the competition. Currently, esfácil than dissatisfied customers go elsewhere, as the CMO are perfectly aware. Why his top priority is improving customer loyalty and encourage satisfied customers that they think favorably of its brands. More than half of all CMO believe that social networks are a key channel to attract customers. However, relate and attract customers not limited acomunicarse with them. It also includes helping them to enjoy the products and services that have been acquired with the intention of creating loyalty. To do this, marketing needs to look beyond the transaction and focus on a relationship complete with the customer. The majority of the CMO, however, mainly used data to segment and sell, not to generate presence or stimulate interest.

Effective interaction with customers in the digital age has even greater implications that market products and services. Customers can now find out where and how a company manufactures its products; how it treats its employees, retirees and suppliers; how much pay your managers; with what seriously accept their environmental responsibilities, etc. This knowledge can affect their purchasing decisions. Each company is a ' corporate ' differentiating attributes that make it a different company. In other words, what represents an organization is as important as what it sells. While more than half of the CMO with which we have talked think that the corporate character of their organizations are familiar with your market, only 20% believe that they have succeeded in employees to adopt this principle. Seventy and five percent of the CMOS believe that marketing should manage the reputation of the brand both inside and outside the company.

New and multiple options: both the mobile and the tablets are getting a strong market penetration. More and more users have one or two copies, and they increasingly offer more options for marketing tools. For this reason, they require specific analysis by the CMO.   traffic news

Who's who: the sellers are also challenged by the rapid demographic change. Markets have been developed as the India and have emerged new influential groups in other communities that have specific characteristics that must be taken into account.

Executives are not Prepared          
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Overall, the results of the study identifies four key challenges facing the CMO in the world: the explosion of data, social media, the choice of channels and devices, and demographic changes will be widespread and universal factors that change the game for marketing organizations over the next three to five years.

The CMO today have to cover more ground than ever before. They have to handle more data from disparate sources, understand and arouse the interest of better prepared customers, adopt and adapt tools and sophisticated technology, and at the same time assume a greater accountability financially to their organizations.

In fact, 63% of the CMO believes that the return on investment (ROI) for marketing spending will be the most important measure of its success in 2015. However, only 44% feels totally prepared to account for the ROI of marketing.

Traditionally, the majority of the CMO not were required to provide sound financial evidence that support your ROI. But in view of economic volatility and the pressure to be profitable, organizations already not cannot afford the luxury of writing a carte blanche to their marketing initiatives. The CMO recognize that they now need to quantify the value they bring to the business, either by investment in advertising, new technologies or other activity.

If the CMO will be held accountable for the return of marketing that they offer, they should have significant influence on the four "P": product, position, promotion and price. The study found that in general it does not.
Executives are not Prepared

To face these new challenges, marketing executives should elevate digital, technological and financial expertise, but it is surprising that many seem reluctant in this regard. When asked what attributes will need to be successful in personally over the next three to five years, only 28% cited the technological competence, 25% mentioned social media domain, and 16% made reference to the knowledge of financial issues.

What to do?
The combined ideas of the 1,700 senior marketing executives participating in the study of IBM identified three strategic imperatives and some actions that can strengthen the chance of success. The challenges are, as already been said, delivering value to consumers that have increasingly greater power; building lasting connections with them; and the capture of value and measurement of results. The table shows the specific actions proposed by the IBM CMO Survey respondents:
Executives are not Prepared

 Marketing is a combination balance of art and science. A good approach combines the human creativity with the logical thinking based on  the data offered by technology.

Value must be provided to customers demanding Foster relationships durable Capture value, measure results.

Focus on the creation of value for customers as individuals individual To redefine the priorities of the investment to analyse the digital channels for the purpose of access to the views of the clients and the use of Analytics Advanced to recognize preferences and trends in all points of contact Work with it to evaluate the potential exposure of the data and infrastructure, use tools for protect customer data and update the policies of Privacy for responding to the concerns of the clients.

Take advantage of new channels Digital to stimulate conversations with customers and establish new relationships; using tangible incentives to attract followers Participate with the customer in everything the life cycle of the customer; creating communities for strengthen the brand Help the company to define and activate the features that the they become unique and attract to the senior management to the faceted internal and external of the company.   traffic news

Use advanced analytical and attractive metrics for improve decision-making and demonstrate responsibility. Adjust the combination of talent to increase the technical skills and financial and to increase increase knowledge Digital, finding new partners that complement the internal resources Expand your horizon improving your domain financial, technical and digital.
Executives are not Prepared