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Filing Information: April 2012, IDC #234025, Volume: 1 CMO Advisory Service: Insight INSIGHT Despite the Hype, B2B Social Marketing Is Still in Its Infancy: 2012 Guidance for New Investment Dollars and Staff Joseph A. Ferrantino Michael Gerard Richard Vancil Kathleen Schaub Gerry Murray IDC OPINION Few media shifts have received more attention from marketers than the use of social media — but are social marketing practices living up to the hype? Social marketing is still in its infancy but has moved beyond the experimentation phase and started to find roots and value in B2B marketing. Currently, IDC's CMO Advisory Service recommends the following: Don't rush the listening process. IDC is seeing good usage of social marketing for the key activity of "listening and monitoring." In fact, "just listening" to the conversations about your company — without even "saying" anything — is an excellent way to step into this new media. Many companies are rushing this step, which has limited their ability to meaningfully engage with their targets. Data from IDC's 2012 Buyer Experience Study shows that buyers are most commonly found in communities and blogs, making them an excellent source of relevant conversations. It's not only about presence, it's about influence. Although 84% of buyers leverage social networks to keep up with trends and stay connected, only 18.6% believe that social networks have influenced how they interact with vendors and make purchase decisions. Thus vendors and buyers inhabit the same spaces, but social marketing as a more intentional effort to influence buyers still needs work. While vendors want influence, buyers want value; companies must give before they expect to receive and focus on creating social marketing interactions that are highly relevant and provide value to buyers. Invest and evolve. Continue to invest in social marketing and increase proficiency. At year-end 2011, marketing departments were allocating 1.3% of total program spend and 0.7% of staff to social marketing. IDC has been tracking social marketing proficiency for the past few years, and many companies are now reporting success in internal support/adoption and scaling/integration — if your company is not at this level, you are lagging. Cost per impact is a huge benefit of social marketing because it is capable of providing high impact at a relatively low cost. Invest and increase proficiency to achieve higher levels of impact. Refer to IDC's 2012 Social Marketing Maturity Model to gauge your company's social marketing maturity and find the required steps to increase both maturity and market impact. Global Headquarters: 5 Speen Street Framingham, MA 01701 USA P.508.872.8200 F.508.935.4015 www.idc.com

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Page 1: INSIGHT Despite the Hype, B2B Social Marketing Is Still in ... · Social marketing software and social marketing automation: Program dollars spent on tools such as software for communities

Filing Information: April 2012, IDC #234025, Volume: 1

CMO Advisory Service: Insight

I N S I G H T

D e s p i t e t h e H y p e , B 2 B S o c i a l M a r k e t i n g I s S t i l l i n I t s I n f a n c y : 2 0 1 2 G u i d a n c e f o r N e w I n v e s t m e n t D o l l a r s a n d S t a f f

Joseph A. Ferrantino Michael Gerard

Richard Vancil Kathleen Schaub

Gerry Murray

I D C O P I N I O N

Few media shifts have received more attention from marketers than the use of social

media — but are social marketing practices living up to the hype? Social marketing is

still in its infancy but has moved beyond the experimentation phase and started to find

roots and value in B2B marketing. Currently, IDC's CMO Advisory Service

recommends the following:

Don't rush the listening process. IDC is seeing good usage of social marketing

for the key activity of "listening and monitoring." In fact, "just listening" to the

conversations about your company — without even "saying" anything — is an

excellent way to step into this new media. Many companies are rushing this step,

which has limited their ability to meaningfully engage with their targets. Data from

IDC's 2012 Buyer Experience Study shows that buyers are most commonly

found in communities and blogs, making them an excellent source of relevant

conversations.

It's not only about presence, it's about influence. Although 84% of buyers

leverage social networks to keep up with trends and stay connected, only 18.6%

believe that social networks have influenced how they interact with vendors and

make purchase decisions. Thus vendors and buyers inhabit the same spaces,

but social marketing as a more intentional effort to influence buyers still needs

work. While vendors want influence, buyers want value; companies must give

before they expect to receive and focus on creating social marketing interactions

that are highly relevant and provide value to buyers.

Invest and evolve. Continue to invest in social marketing and increase

proficiency. At year-end 2011, marketing departments were allocating 1.3% of

total program spend and 0.7% of staff to social marketing. IDC has been tracking

social marketing proficiency for the past few years, and many companies are

now reporting success in internal support/adoption and scaling/integration — if

your company is not at this level, you are lagging. Cost per impact is a huge

benefit of social marketing because it is capable of providing high impact at a

relatively low cost. Invest and increase proficiency to achieve higher levels of

impact. Refer to IDC's 2012 Social Marketing Maturity Model to gauge your

company's social marketing maturity and find the required steps to increase both

maturity and market impact.

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2 #234025 ©2012 IDC

I N T H I S I N S I G H T

This IDC Insight evaluates social marketing from two perspectives: the buyer and the

vendor. The document begins by focusing on the buyer side to assess how social

marketing influences buyers and how they leverage social networks to stay

connected. Next, IDC discusses general social marketing investment benchmarks on

the vendor side, including operational insights on program spend and staff

allocations. An evaluation of top vendor social marketing successes and challenges

follows as well as a description of IDC's 2012 Social Marketing Maturity Model. The

document ends with a discussion of the future outlook and some essential guidance

that will help put marketers on the path to best practitioner status. Clients of IDC's

CMO Advisory Service should refer to the Related Research section of this document

as well as www.idc.com/eagroup/cmo.jsp for additional insight and guidance on

increasing the impact and productivity of marketing.

S I T U A T I O N O V E R V I E W

I D C ' s C M O A d v i s o r y S e r v i c e S o c i a l

M a r k e t i n g T a x o n o m y

Please note that IDC defines Social Media as a mechanism designed for sharing

through social interaction and using the Internet as a highly scalable and highly

accessible method of distribution. IDC defines a Social Network as a group of

individuals or organizations, either public or private, that are connected to each other

in some way, share information with one another, and collaborate on topics of

interest. Thus a 'tweet' is considered Social Media, and Twitter is a Social Network.

Social Marketing Program Spend

IDC segments social marketing program spend into three categories:

Social marketing software and social marketing automation: Program dollars

spent on tools such as software for communities and blogs, or software

specifically designed to automate social marketing functions

Socialytics (Social data analytics applications): Program spend designated to

"listening software," software that measures and monitors social marketing

impact

Outsourced social marketing spend: Program dollars spent on agency

services specifically for social marketing

Social Marketing Staff

Social marketing staff are internal staff that develop, monitor, and maintain social

networks. IDC segments social marketing staff into four main categories (please note,

one staff member may spend a portion of his/her time on multiple categories):

Infrastructure: These staff are responsible for deploying, maintaining, and

evaluating the social marketing infrastructure.

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©2012 IDC #234025 3

Measuring and monitoring: These staff are dedicated to listening to and

extracting intelligence from social marketing platforms.

Responding: These staff are tasked with responding to users on social

networks.

Social marketing campaigns: These staff are focused on designing and

executing social marketing campaigns.

T h e B u y e r S i d e : S o c i a l M a r k e t i n g J u s t

B e g i n n i n g t o I n f l u e n c e I T B u y e r s

IDC's Executive Advisory Group, which is made up of the CMO and Sales Advisory

Services, completed its annual Buyer Experience Study in March 2012. This survey

asked IT buyers a series of questions about the value of social media, the influence of

social networks, and how the buyers are leveraging social networks.

Despite the hype, B2B social marketing is in its infancy based upon vendor dollars

invested as well as buyer influence. Figure 1 illustrates buyer responses in both 2011

and 2012 to the question: "Using the following scale, please rate how valuable each

of the following information delivery formats are to help you consume and learn about

technology in support of your purchase decisions (Scale: 1 = low value, 10 = strongly

prefer)." Social media scored relatively low in this evaluation, with the average

participant scoring it at 4.5 out of 10 in 2012. This is similar to the social media score

of 5.1 fielded in the 2011 version of the Buyer Experience Study.

Figure 2 reveals a similar lukewarm reception to social networks from buyers. In

2012, only 18.6% of respondents stated that social networks have influenced how

they interact with vendors and make purchase decisions. Moreover, buyers' response

to the same question in 2011 was similar at 19.5%. IDC does not believe the slight

decrease year over year here is statistically significant enough to be considered an

actual decrease. IDC has seen no progress in social marketing value (see Figure 1)

or influence (see Figure 2) year over year, which suggests that vendors are still not

successfully engaging buyers.

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4 #234025 ©2012 IDC

F I G U R E 1

S o c i a l M e d i a ' s V a l u e i n E d u c a t i n g B u y e r s a n d I n f l u e n c i n g T h e i r P u r c h a s e

D e c i s i o n s , 2 0 1 1 a n d 2 0 1 2

Q. Using the following scale, please rate how valuable each of the following information delivery formats are to

help you consume and learn about technology in support of your purchase decisions. Scale: 1=Low Value,

10=Strongly Prefer

n = 199

Source: IDC's 2011 Buyer Experience Study and 2012 Buyer Experience Study

F I G U R E 2

S o c i a l N e t w o r k s ' I n f l u e n c e o n H o w B u y e r s I n t e r a c t w i t h V e n d o r s a n d M a k e

P u r c h a s e D e c i s i o n s , 2 0 1 1 a n d 2 0 1 2

Q. Have social networks influenced how you (buyers) interact with vendors and make purchase decisions?

n = 199

Source: IDC's 2011 Buyer Experience Study and 2012 Buyer Experience Study

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©2012 IDC #234025 5

Figure 3 takes a deeper look at how buyers engage through social networks, and the

results clearly show which channels they leverage most. Sixty-two percent of buyers

visit a business or technology blog at least once per month, and 58% do the same

with communities. Buyers frequent blogs and communities, and vendors must

incorporate this fact into their social marketing strategies. LinkedIn is also a popular

social medium for buyers to explore, with 52% of respondents visiting at least once

per month. Perhaps the most powerful finding here, however, is that only 16% of

buyers stated that they do not leverage any of the social networks in the ways

described in the chart. Thus 84% of buyers are using social networks in one way or

another, which is a clear indicator that opportunity exists.

F I G U R E 3

H o w B u y e r s L e v e r a g e S o c i a l N e t w o r k s , 2 0 1 1 a n d 2 0 1 2

Q. Please indicate how you are leveraging social networks to keep up with business and/or technology trends or to

stay connected with peers and other business contacts.

n = 199

Source: IDC's 2011 Buyer Experience Study and 2012 Buyer Experience Study

T h e V e n d o r S i d e : I n v e s t m e n t a n d P r o f i c i e n c y

S t i l l L i m i t e d , B u t o n t h e R i s e

Social marketing accounts for only a small portion of total program spend and staff

within the marketing organization. As shown in Figure 4, 1.3% of all program spend

and 0.7% of total staff were dedicated to social marketing as of year-end 2011.

However, research from IDC's 2012 Tech Marketing Barometer Study suggests that

these allocations are on the rise in 2012 as companies push their social marketing

proficiency forward.

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6 #234025 ©2012 IDC

F I G U R E 4

S o c i a l M a r k e t i n g P r o g r a m S p e n d a n d S t a f f A l l o c a t i o n s i n M a r k e t i n g

O r g a n i z a t i o n s , Y e a r - E n d 2 0 1 1

n = 85

Source: IDC's 2011 Tech Marketing Benchmarks Study

Social Marketing Program Spend Benchmarks

Social marketing accounts for 1.3% of the total program spend mix, but that allocation

is expected to increase in 2012. Data from IDC's 2012 Tech Marketing Barometer

Study reveals that social marketing is the top program spend category expected to

increase in 2012 (see Figure 5). Although it is still too early to tell by what percentage

social marketing program spend will increase in 2012, 65% of respondents are

expecting an increase in investment to some degree. Moreover, only 2% of

respondents are anticipating any decrease in social marketing investment.

IDC's CMO Advisory Service also tracks specific subcategory allocations within social

marketing program spend. According to IDC's Worldwide Sales, Marketing, and

Market Intelligence Taxonomy, 2012: Guidelines for Cost Control and Resource

Allocation (IDC #231252, November 2011), social marketing program spend is broken

into three components: social marketing software and automation, socialytics

(measuring and monitoring), and outsourced social marketing spend.

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©2012 IDC #234025 7

F I G U R E 5

E x p e c t e d C h a n g e s t o t h e P r o g r a m S p e n d M i x , 2 0 1 2

Q. Please indicate if investment in the following program spend categories will increase, stay the same, or

decrease in 2012 as compared to 2011.

n = 61

Source: IDC's 2012 Tech Marketing Barometer Study

Figure 6 shows the year-end 2011 benchmarks of these specific social marketing

program spend allocations alongside respondents' thoughts on which categories are

most important in 2012. At year-end 2011, companies were allocating 33.2% of social

marketing program spend to social marketing software and automation, 26% to

socialytics (measuring and monitoring), and 40.8% to outsourced social marketing

spend. In IDC's 2012 Tech Marketing Barometer Study, the CMO Advisory Service

asked respondents to "Please allocate 100 'importance points' to the following three

social marketing program spend categories in 2012: socialytics (measuring and

monitoring), social marketing software and automation, outsourced social marketing,

and other." As shown in the right-hand chart of Figure 6, companies are placing the

most importance on socialytics in 2012, and thus IDC would expect the 26%

socialytics allocation to increase this year. The 17 average importance points

dedicated to the "other" category are also interesting in this chart. Conversations with

participants have revealed that this category is made up of initiatives such as social

marketing training and evangelism.

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8 #234025 ©2012 IDC

F I G U R E 6

D e t a i l e d S o c i a l M a r k e t i n g P r o g r a m S p e n d A l l o c a t i o n s : Y e a r - E n d 2 0 1 1 V e r s u s

E x p e c t e d C h a n g e s i n 2 0 1 2

Source: IDC's 2011 Tech Marketing Benchmarks Study and 2012 Tech Marketing Barometer Study

Social Marketing Staffing Benchmarks

At the end of 2011, an average of 0.7% of marketing staff were in a social marketing

role. In 2012, this allocation is expected to increase. As shown in Figure 7, 42% of

respondents to IDC's 2012 Tech Marketing Barometer Study stated that they

anticipate social marketing staffing increases.

IDC's CMO Advisory Service also tracks more detailed social marketing staffing

benchmarks. According to IDC's Worldwide Sales, Marketing, and Market Intelligence

Taxonomy, 2012: Guidelines for Cost Control and Resource Allocation (IDC #231252,

November 2011), social media staff distribute their time between four main areas:

infrastructure, measuring and monitoring, responding, and social marketing

campaigns.

The chart on the left in Figure 8 details the average allocations to each of these

staffing subcategories at the end of 2011, while the right-hand chart shows which

tasks are expected to be most important to respondents in 2012. Staff members

already spend the largest portion of their time on social marketing campaigns, and

this category scored most important with respondents in 2012, suggesting further

increase. Measuring and monitoring also scored important as a staffing category, and

we expect that this allocation will increase in 2012, perhaps at the expense of

infrastructure. Among the least important staffing areas to respondents in 2012 is

infrastructure, which suggests that companies have advanced beyond infrastructure

and are focusing on the more tactical uses of staff such as campaigns and measuring

and monitoring.

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©2012 IDC #234025 9

Companies must evaluate their own social marketing aptitude against IDC's

benchmarks and guidance and decide where it is most appropriate to direct new

funds. For instance, if your company has not yet established an expansive listening

infrastructure with staff that are capable of gleaning valuable information, that might

be an area of investment. If that has been achieved, then perhaps responding and

campaigns are the next areas of focus.

F I G U R E 7

E x p e c t e d S t a f f i n g I n c r e a s e s , 2 0 1 2

Q. Please indicate if investment in the following staffing categories will increase, stay the same, or decrease in

2012 as compared to 2011.

n = 61

Source: IDC's 2012 Tech Marketing Barometer Study

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10 #234025 ©2012 IDC

F I G U R E 8

D e t a i l e d S o c i a l M a r k e t i n g S t a f f A l l o c a t i o n s : Y e a r - E n d 2 0 1 1 V e r s u s E x p e c t e d

C h a n g e s i n 2 0 1 2

Source: IDC's 2011 Tech Marketing Benchmarks Study and 2012 Tech Marketing Barometer Study

Social Marketing Challenges and Successes

In IDC's 2012 Tech Marketing Barometer Study, participants were asked to describe

both their greatest successes and their greatest challenges with respect to social

marketing.

The top 3 social marketing successes are:

Customer/influencer engagement

Internal support and adoption

Scaling and integration

The top 3 social marketing challenges are:

Measuring ROI and linking to the funnel

Internal support and adoption

Scaling and integration

These qualitative responses are an excellent indicator of social marketing maturity in

the tech industry. Starting at the top, we see the most often achieved success is

customer/influencer engagement, which is one of the first key achievements that

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©2012 IDC #234025 11

companies strive toward with social marketing. It appears that companies are very

competent at this. As we have seen in the buyer data, however, what vendors classify

as "engagement" is not synonymous with "influence" — companies still need to work

on influencing buyer purchasing decisions through social marketing.

Next, we move into the swing factors, numbers 2 and 3, which are the same on both

lists — internal support and adoption and scaling and integration. While some

companies reported these as challenges, a nearly equal number reported them as

key successes. This suggests a midpoint — companies that can report significant

successes in internal support and adoption and scaling and integration have passed

the divide and are in the leading category. Those that still consider these to be the

biggest challenges are lagging. Measuring ROI and linking social marketing to the

funnel is currently the biggest challenge and also the next frontier for companies as

they push their social marketing proficiency further.

IDC's 2012 Social Marketing Maturity Model

To assist marketing executives in recognizing their company's social marketing

maturity level and then increase their social marketing effectiveness, IDC has created

a social marketing maturity model (see Figure 9).

F I G U R E 9

I D C ' s 2 0 1 2 S o c i a l M a r k e t i n g M a t u r i t y M o d e l

Source: IDC, 2012

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12 #234025 ©2012 IDC

IDC's 2012 Social Marketing Maturity Model describes five stages that companies

progress through on their journey to increase both social marketing maturity and

market impact. The five stages are:

Experimenting: In this phase, social marketing enthusiasts emerge within

marketing departments and begin to experiment with social marketing. These

enthusiasts have no formal social marketing budgets or dedicated staff at their

disposal, along with no defined corporate strategy, policies, guidelines, or

executive sponsorship. Instead, they utilize free tools and attempt to achieve

initial success, and their social marketing impact is low.

Developing: Social marketing enthusiasts evolve into evangelists in this stage

and push their companies to embrace social marketing. Collaboration is difficult

because there are isolated pockets of strategy in various departments and little

or no formal processes. Marketers have some automation tools but budgets are

small and marketers are rarely supported by IT. Initial successes in this stage

help drive broader adoption.

Formal Listening and Formal Communicating: IDC segments Formal

Listening and Formal Communicating into two separate but equal stages.

Chronologically, IDC finds that companies can achieve the most impact by not

rushing the inbound aspect of social marketing, or listening. In the Formal

Listening and Formal Communicating stages companies invest in social

marketing staff and training while usage spreads. Marketing departments achieve

corporate-level executive sponsorship, and guidelines and policies have been

defined. IT is engaged in social marketing and companies invest in socialytics

(social data analytics applications) to enable Formal Listening. Formal Listening

provides intelligence on markets, prospects, and customers, and market

feedback assists in product development. Armed with intelligence gleaned from

inbound social marketing, companies insert their voices into outbound

communications through planned campaigns. These outbound communications

elevate awareness, have increased impact, and begin to influence buyers.

Optimizing: Optimizing is currently the final stage of IDC's Social Maturity

Model. Companies that have achieved this level of proficiency are characterized

by a knowledge sharing culture, an organizational structure that supports social

marketing, and continued investment in dedicated staff, training, and tools.

Socialytics are embedded to support executive decisions, predictive analytics are

in use, and social marketing is integrated with traditional marketing and sales

strategies. The impact of social marketing in this phase is high, and social

marketing asserts its value by providing new leads/customers and increased

loyalty. Although elusive, social marketing ROI is within reach.

Marketing executives should conduct a deep evaluation of their company's social

marketing capabilities and then honestly plot themselves on IDC's 2012 Social

Marketing Maturity Model. This model not only describes the characteristics of each

stage but also provides guidance on the factors that must be achieved in order to

move forward. IDC's CMO Advisory Service can also offer more customized guidance

based on specific company circumstances. Please contact Joseph Ferrantino at

[email protected] for more details.

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©2012 IDC #234025 13

F U T U R E O U T L O O K

Social marketing will continue to increase in popularity and importance in the next few

years, which means that companies will need to evolve and keep pushing their social

marketing proficiency forward. Eighty-four percent of buyers are currently utilizing

social networks, and that number is only expected to increase. Social marketing has

the capability to help bridge the information gap between buyers and vendors, and as

investment and proficiency continue to increase in 2012, perhaps this will be the year

that vendors more widely capture buyers' attention.

E S S E N T I A L G U I D A N C E

Results from IDC's 2012 Tech Marketing Barometer Study and 2012 Buyer

Experience Study clearly show that vendors and buyers are inhabiting the same

social media spaces. Yet there seems to be a disconnect — while vendors increased

their social marketing proficiency in 2011, buyers' views on the value and influence of

social marketing remained flat. IDC presents the following essential guidance:

Don't rush the listening process. IDC is seeing good usage of social marketing

for the key activity of "listening and monitoring." In fact, "just listening" to the

conversations about your company — without even "saying" anything — is an

excellent way to step into this new media. Many companies are rushing this

phase, which has limited their ability to meaningfully engage with their targets.

Data from IDC's 2012 Buyer Experience Study shows that buyers are most

commonly found in communities and blogs, making them an excellent source of

relevant conversations.

It's not only about presence, it's about influence. Although 84% of buyers

leverage social networks to keep up with trends and stay connected, only 18.6%

believe that social networks have influenced how they interact with vendors and

make purchase decisions. Thus vendors and buyers inhabit the same spaces,

but social marketing as a more intentional effort to influence buyers still needs

work. While vendors want influence, buyers want value; companies must give

before they expect to receive and focus on creating social media interactions that

provide value to buyers.

Invest and evolve. Continue to invest in social marketing and increase

proficiency. At year-end 2011, marketing departments were allocating 1.3% of

total program spend and 0.7% of staff to social marketing. These numbers are

expected to increase in 2012. IDC has been gauging social marketing proficiency

for the past few years, and many companies are now reporting success in

internal support/adoption and scaling/integration — if your company is not at this

level, you are lagging. Cost per impact is a huge benefit of social marketing

because it is capable of providing high impact at a relatively low cost. Invest and

increase proficiency to achieve higher levels of impact. Refer to IDC's 2012

Social Marketing Maturity Model to gauge your company's social marketing

maturity and find the required steps to increase both maturity and market impact.

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14 #234025 ©2012 IDC

L E A R N M O R E

R e l a t e d R e s e a r c h

Social Collaboration for Sales: Cutting Through the Hype (IDC #233340, March

2012)

Hot Topic Call Summary: Preparing for Marketing Automation (IDC #233125,

February 2012)

The Failure of Marketing ROI (IDC #232661, February 2012)

What's Killing the Traditional Funnel? (IDC #232511, January 2012)

Vendor Profile: Qvidian Sales Enablement Playbooks and Proposal Automation

(IDC #231889, January 2012)

Leveraging Sales Enablement to Improve Sales Productivity: A Best Practice

Case Study at T-Systems (IDC #232490, January 2012)

A Cohesive Sales and Marketing Strategy: Real Key Performance Indicators to

Assess Your Investment and Process Alignment (IDC #WC20111208, December

2011)

Sales and Marketing Leadership Meeting Highlights, October 2011: Customer

Panels, Sales Enablement, Lead Management, and IDC Productivity

Benchmarks (IDC #231281, November 2011)

Transforming Lead Management: How the New Buyer Is Killing Your Funnel (and

What to Do About It) (IDC #WC20111117, November 2011)

IDC's Worldwide Sales, Marketing, and Market Intelligence Taxonomy, 2012:

Guidelines for Cost Control and Resource Allocation (IDC #231252, November

2011)

Sales Enablement — 90% Process, 10% Technology: A Best Practice Case

Study of Sales Enablement at Oracle (IDC #230546, October 2011)

IDC's Social Business Taxonomy, 2011 (IDC #230541, October 2011)

Best Practices in Customer Data Management and Customer Record

Management (IDC #229931, August 2011)

The State of Social Software Adoption, An Enterprise View (IDC #229775,

August 2011)

The Buyer Speaks: IDC's 2011 Buyer Experience Survey — Guidance for Sales

and Marketing (IDC #228987, July 2011)

Social Business Maturity Model (IDC #229292, July 2011)

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©2012 IDC #234025 15

The Market Intelligence Organization of the Future: Strategic Investments and

Priorities (IDC #228187, May 2011)

C o p y r i g h t N o t i c e

This IDC research document was published as part of an IDC continuous intelligence

service, providing written research, analyst interactions, telebriefings, and

conferences. Visit www.idc.com to learn more about IDC subscription and consulting

services. To view a list of IDC offices worldwide, visit www.idc.com/offices. Please

contact the IDC Hotline at 800.343.4952, ext. 7988 (or +1.508.988.7988) or

[email protected] for information on applying the price of this document toward the

purchase of an IDC service or for information on additional copies or Web rights.

Copyright 2012 IDC. Reproduction is forbidden unless authorized. All rights reserved.