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contEnts

Foreword .......................................................................................................................................................................... 3

Key Findings....................................................................................................................................................................4

Methodology and Acknowledgments .................................................................................................................. 5

Digital Marketing ...........................................................................................................................................................6

The Transformative Vanguard..................................................................................................................................8

sidebar: Is Europe Ahead or Behind? ......................................................................................................................11

The Grail of Alignment ...............................................................................................................................................12

Facing the Challenges ................................................................................................................................................14

sidebar: Q&A ....................................................................................................................................................................16

The Transformative Lead ..........................................................................................................................................17

Investing in Digital Marketing ..................................................................................................................................19

External Providers ......................................................................................................................................................22

Reaching Out ................................................................................................................................................................24

sidebar: The Rise of Business Intelligence ...........................................................................................................25

sidebar: Questions for Reflection ...........................................................................................................................27

Conclusion .....................................................................................................................................................................28

Foreword

Executives face a bewildering array of digital marketing technologies. No longer dominated by print,

marketing today requires integrated website, mobile and social media strategies alongside well-

conceived and executed data privacy and security strategies. Further needs, often buzzwords, include

omni-channel, data mining and analytics, web and mobile apps. It’s a lot to digest. But at the same

time, the collective capabilities of these technologies to grow and optimize sales and marketing are

too profound to be ignored.

A vanguard of transformative companies is already leading the way. These companies are using a

vast array of tools and strategies to achieve compelling results. Benefits include greater marketing

efficiency and effectiveness stemming from a single view of the customer combined with targeted,

personalized, well-timed messaging. Transformative companies are, in fact, going still further,

achieving closer alignment between marketing and groups such as logistics, supply chain,

new product development and finance. All of which leads to improved consumer experiences and an

optimization of corporate performance.

Amid so much opportunity, challenges remain. For one, although many companies believe they are

on the path to optimized digital marketing, in many cases their efforts are siloed. E-commerce and the

website often fail to coordinate with mobile or in-store marketing efforts. Or different groups define,

collect and interpret data differently, leading not only to inefficiency but also to false conclusions.

Another key challenge is finding the right resources. Truly digital business requires close collaboration

with the IT department. But for many companies, IT is already operating at full capacity. Or alternatively,

the existing management structure provides insufficient incentives for marketing and IT to enter into

a full partnership. As a result, leading companies are seeking more sophisticated services from their

external advertising agencies and technology providers.

The above barely scratches the surface of all the opportunities, learning and evolution taking place.

The fact is, this isn’t only about digital marketing, it’s about developing a marketing, IT and broader

business platform that is more attuned to the digital era. Those that get this right for their customers

will have a substantial advantage over their competition. The questions become: where is your com-

pany on its digital marketing journey, and where does it hope to go?

2 | ThE RACE Is On

COPyRIGhT © 2014 Forbes InsIghts | 3

KEY FinDinGs

Two out of three executives, 65%, say their companies need to do more to harness digital technology to improve marketing effectiveness.

Forty-three percent of executives believe their IT departments are so busy they are unable to help with digital marketing technology needs.

Forty-two percent of executives believe their current approach to digital marketing is too fragmented—rising to 47% among companies with greater than $17 billion in sales.

silos contribute to the challenge: digital marketing is often organized as a separate function (37%), while e-commerce often operates as a separate business unit (39%).

Three out of five executives, 61%, say their companies must meanwhile do more in terms of harnessing marketing data to improve effectiveness in complementary areas such as product development and logistics.

half of executives, 50%, report that in one or more instances, their digital marketing has failed to integrate with essential back-end processes.

One out of five executives, 20%, describe their digital marketing approach as “transformative.” These are leaders that have already embraced a broad array of digital strategies: social, mobile, web and analytic tools and technologies transforming not only sales and marketing but also the overall business.

Relative to Europe (14%), executives from the U.s. are nearly twice as likely to describe their digital marketing efforts as transformative (25%).

The key questions for non-transformative companies: how far ahead are the leaders, what can be learned from their examples and then, finally, how fast do others need to move to avoid leaving money on the table or otherwise losing competitive advantage?Key goals for both transformative and “other” companies include: • Achieving closer alignment between marketing and IT • harnessing “big data” to improve marketing • Leveraging digital to grow existing or reach new markets • Building a “single view” of each customer across all channels

Related challenges and opportunities include: • Optimizing the consumer experience • Optimizingmixoftraditionalversusdigitalmediaspend • Developing an integrated media strategy (including print, TV, mobile, web, social media, press) • Improving the accuracy of sales allocations (what spending delivers what benefit?)

4 | ThE RACE Is On

Transformative companies are well ahead of others in nearly all facets of digital marketing. But their lead is particularly acute in areas such as:• Integrating digital and POs marketing • Analyzing campaign effectiveness • noticing and responding to the actions of competitors • Integrating mobile, Internet and social media with broader marketing strategies • harnessing big data to improve not only marketing but also product development, logistics and other operational areas

Executives, both transformative and otherwise, share a handful of new, digital marketing-related challenges, including: • Identifying best-in-class digital marketing technologies and vendors • Finding advertising agencies adept at integrating digital/traditional • Integrating advanced marketing technologies with existing IT • Working with IT to determine specifications

Executives from companies both transformative and otherwise are generally satisfied with the performance of their investments in digital marketing.

Over the next year, 78% of executives believe their spending on digital marketing will either increase (62%) or increase significantly (15%), with such overall figures consistent for both transformative companies and others.

Fifty-nine percent indicate that their companies are amenable to adopting a greater degree of technology outsourcing—specifically, a model where a third-party, full-service technology provider is able to assist with a greater degree of both front-end marketing and back-end operational processes.

Fifty-eight percent say they are open to working with consultants who can help manage both front- and back-end digital marketing processes.

As for marketing agencies and related firms, 46% of executives say their companies are seeking partners that can assist with increasingly sophisticated data and IT strategies.

nearly three out of five executives, 58%, say their current external digital marketing relationships are “in play.”


MEthoDoLoGY

The insights and commentary found in this report are derived from both a survey and personal interviews. Partnering with Wipro, a consulting, technology and outsourcing organization with an established digital marketing group, Forbes Insights conducted a survey of large, global consumer goods companies in April/May 2014. Completed by 125 executives, its key demographics include:

• Executive title: CMO (3%), Director (68%), “other” C-level executive (3%), sVP/VP (18%)

• Company size (revenues): $1 billion to $3.9 billion (22%), $4 billion to $9.9 billion (18%), $10 billion to $16.9 billion (15%), $17 billion and over (29%)

• Industry: Consumer electronics (24%), over-the-counter pharmaceuticals (20%), food (17%), beverage (7%), home and personal care (4%), apparel and footwear (8%)

• Location of headquarters: U.s. (65%), Europe (29%), Asia/Pacific (3%)

acKnowLEDGMEnts

Discussions were held with nine senior executives, most of whom requested anonymity. Three executives spoke on the record, including:

Michael Aidan, head of Digital & VP Digital Brand Platforms, Groupe Danone s.A.Jens Jermiin, head of Digital, Carlsberg GroupSteve Mattey, Managing Partner, VCCP me

Forbes Insights and Wipro extend their gratitude to our survey respondents and interviewees.

6 | ThE RACE Is On

•Bottled water “Roller Babies,” a YouTube video developed in 2009 for Evian, part of Groupe Danone S.A., quickly became one of the most viewed advertise-ments in the history of the Internet. Since then, Evian has expanded the campaign’s appeal by creating applica-tions that allow consumers to do everything from adding their own faces to the video to customizing T-shirts or placing orders. Counting user-created content as well as Evian’s own follow-ons such as its “The Making Of” video and “Baby and Me,” the brand has generated hun-dreds of millions of views.

As Michael Aidan, head of digital and VP digital brand platforms for the whole of the Paris-based $28 billion food and beverage group, explains, “We are at a cross-roads between technology and creativity: technology makes anything possible and measureable.” Meanwhile, “the proliferation of content makes it necessary to engage consumers emotionally.” Brands and their companies that make this connection, says Aidan, will be the ones “that can break through.”

•Beer Jens Jermiin heads the digital team at Carlsberg Group, the $12 billion, Copenhagen-based beverage maker. Like Groupe Danone, Carlsberg is updating its marketing approach to the digital age. “In the past, we were in siloes—there was very little connection between the digital marketing and the traditional marketing,” says Jermiin. Today, however, “we’re more integrated with the brand teams and are working more closely together with integrated brand plans.” For example, any Carlsberg print ad appearing today “also leads to our website or to an application download or to our social media page: we are trying to construct dynamic story-telling where there are no dead ends in the consumer connections.” Digital tools “improve our ability to tar-get our audience and to engage with them.” And the result, says Jermiin, “is that consumers are developing a deeper connection—a deeper conversation—with our brands. It’s a very effective approach to marketing.”

•Paperproducts A major U.S. consumer goods maker is collaborating with at least one major U.S. retailer—the latter moving quickly to join the cutting edge of digital marketing. According to an executive for the consumer goods maker, “[the retailer] has a loyalty card program enabling it to gather tremendous amounts of information about each customer: what products they buy, at what prices, in combination with what other products.”

In addition, says the executive, the retailer “is developing tools, such as mobile apps, that can, for example, read a customer’s digital shopping list and then put a coupon for a discount on our paper towels or napkins right in their hands.” Targeted promotions such as these “are in their early stages” for the company. But thus far, “they’re prov-ing very effective.” Overall, says the executive, “there’s no doubt, we’re shifting considerably more of our market-ing budget towards digital channels such as mobile, social media and loyalty cards.”

ARE you FAllINg BEhINd?

Successes such as the above show what can be achieved in today’s digital environment. But they should also be a warning: if your company isn’t taking similar steps, most likely, you’re falling behind. And in fact, the survey reveals that 65% of executives say their companies need to do more to harness digital technology to improve market-ing effectiveness. Closely related, 61% say their companies need to do more in terms of harnessing marketing data to improve effectiveness in complementary areas such as product development and logistics. In short, executives realize: they need to do more.

But there are additional challenges. Forty-two percent of executives believe their current approach to digital mar-keting is too fragmented—rising to 47% among companies with greater than $17 billion in sales. (The larger the organi-zation, the more products and divisions, the greater the likelihood there will be fragmentation.)

DiGitaL MaRKEtinG: uNdERSTANdINg ThE oppoRTuNITy

Digital marketing is often described as a fast-evolving set of practices relying on digital data

analysis and delivery to provide relevant information and offers to shoppers and consumers

across all channels. But what does that mean in practice? Consider the following examples:


Silos contribute to the challenge. The survey shows that digital marketing is often organized as a separate function (37%) or that e-commerce operates as a separate business unit (39%). And 50% of companies report that in one or more instances, their digital marketing has failed to inte-grate with essential back-end processes.

Steve Mattey, managing partner at VCCP me, a London-based digital advertising and marketing consultancy, says that all three circumstances can be an indication of sub-optimal organization and performance. “Companies make a mistake when they don’t take steps to integrate their

digital initiatives,” says Mattey. “That can lead to lots of problems,” such as an email offer that surprises the rest of the organization, perhaps undercutting a retail promotion or leading to a stockout when demand for an unexpect-edly promoted item suddenly spikes. For a digital initiative to have optimum impact, “you need close coordination across the company,” says Mattey (Fig. 1).

But there is also some good news. Specifically, over the next year, 78% of executives say their spending on digital marketing will increase significantly.

78% of executives say their

spending on digital marketing

will increase significantly.

need to do more to harness digital technology to:

Impediments include:

Agree

Disagree

neutral

Note: May not add to 100% due to rounding.

Improve marketing effectiveness

Digital marketing today operates as a separate function

7% 10%

28%

40% 42% 14%

37% 39% 50%

23% 19% 37%

29%

65% 61%

Improve operational effectiveness (new product development, logistics, etc.)

E-commerce today is a separate business unit

One or more instances where digital marketing failed to integrate

with back-end processes

ThERE’S woRK To BE doNEFigure

1

8 | ThE RACE Is On

Most companies are exploring digital marketing. But only one in five are pursuing these opportunities across the whole of their enterprise. Groupe Danone S.A. oper-ates four major divisions known for their strong global and regional brands. According to Michael Aidan, “What we’re pursuing isn’t so much digital marketing, but rather, it’s marketing in a digital era.”

The distinction is important, says Aidan, because if com-panies are going to realize the full benefit from today’s technologies, “ways of working must evolve—substan-tially.” And change is needed not only in marketing but also in areas such as sales, logistics and new product development (NPD). Companies need to find ways “that all functions can collaborate closely together, hand in hand, to better understand and address consumer behaviors and needs.”

What’s needed, says Aidan, “is to break up silos.” Corporate footprints need to align to the point where “everyone realizes that in the center, there is the same con-sumer, which in this era is also called data.” And though Danone itself “is not there yet,” the company has a clear idea of where it needs to go and is making progress. As for Aidan, “my challenge is to help our divisions, func-tions and regions figure out what they need to do in order to take advantage of all of the remarkable technology and [related] opportunities that can be achieved.”

VCCP me’s Mattey expresses full agreement: “Companies have been talking about the value of data for some time now—I’ve been working in this area for 30 years.” But what’s different today “is that the C-suite at leading com-panies are now waking up to the fact that this is not just

about communications and marketing, this is about busi-ness transformation. If we can harness the data at the disposal of this company, we can achieve breakthroughs in performance.”

And while sales and marketing enhancements represent “a huge slice of the opportunity,” Mattey insists that “the full vision is much broader and requires initiatives with IT, finance, logistics, new product development—it’s really everything.”

ARE you TRANSFoRMATIvE?

Executives recognize there is much work to be done. Nonetheless, 20% of companies describe themselves as transformative. These are the leaders, companies that have already embraced a broad array of digital strategies: social, mobile, web and analytic tools and technologies transforming not only sales and marketing but also the overall business. And from here, they are looking to inte-grate lessons learned still deeper into the business. Such companies, such as Danone, Carlsberg and our unnamed consumer products maker and retailer deserve emulation, as they are the vanguard.

As for the remaining 80%, a group referred to as “non-transformative,” a nominal 50% describe themselves as “active” in digital marketing. These have significant expe-rience with digital marketing. The difference is, these companies recognize they are not yet as advanced as the transformative companies. However, they are on a similar path with a similar goal—transforming not only market-ing and sales but also the overall business.

thE tRansFoRMatiVE VanGUaRD: A MAJoRITy ARE ACTIvE—BuT oNly oNE IN FIvE ARE TRANSFoRMATIvE

Digital marketing is often described as a fast-evolving set of practices relying on digital data

analysis and delivery to provide relevant information and offers to shoppers and consumers

across all channels. But what does that mean in practice? Consider the following examples:


Others within this non-transformative group are in var-ious stages of adoption, ranging from incremental to cautious or uncertain. The incremental group, 22% of the sample, say they are adding digital strategies and tools to their existing marketing and sales frameworks—testing

and learning—but have yet to fully adopt and standard-ize. Another 5% say they are cautious, examining such issues but not yet identifying any significant opportunities. Finally, 2% are uncertain and have yet to take any steps whatsoever.

Transformative: We have already embraced a broad array of digital strategies, social, mobile, web and analytic tools and technologies, transforming not only sales and marketing but also the overall business—and are looking to integrate these learnings deeper into the business.

Active: We are embracing a broad array of digital sales and marketing strategies, with the goal of transforming not only marketing and sales but also the overall business.

Incremental: We are adding digital strategies and tools to our existing marketing and sales frameworks— testing and learning—but have yet to fully adopt and standardize.

Cautious: We are looking at digital marketing strategies but have not yet identified any truly significant opportunities.

Uncertain: We have not yet examined any digital strategies or technologies.

20%

50%

22%

5%

2%

2%5%

22%

20%

50%

whICh oF ThE FollowINg BEST dESCRIBES youR CoMpANy’S CuRRENT poSTuRE AS IT RElATES To dIgITAl MARKETINg?

Figure2

10 | ThE RACE Is On

wIllINgNESS IS dRIvEN By SIzE ANd loCATIoN

One factor driving the willingness to change is size, as those with revenues of $17 billion or more are more than twice as likely to describe themselves as transformative (42%). Meanwhile, among companies of less than $10 billion, only 11% describe themselves as transformative (far below average), and 11% say they have not yet even examined any digital strategies or technologies (far above average). One likely explanation, says Mattey, “is that these large companies not only have lots of data, they also have the most to gain from economies of scale— tiny improve-ments in targeting their advertising or response time can yield big results.” Otherwise, these very large companies would likely not be willing to take on something so chal-lenging as the transformation of the marketing and IT operations of a very large enterprise.

But this may also highlight an opportunity for smaller companies, says Mattey. Their smaller overall footprints, comprising far less in the way of legacy practices and infrastructure, are likely more agile. This should pres-ent less in the way of a challenge in change management. In addition, with so many large companies now leading the way, the technologies and practices of potential part-ners—including everyone from marketing agencies to IT providers—should be more “transformation-ready.” In other words, much of the heavy lifting in terms of strate-gies and tools has already been done, making it that much easier to find capable providers.

Location also plays a role, as companies headquartered in the U.S. are significantly more likely—and companies headquartered in Europe are significantly less likely—to describe themselves as transformative. (See sidebar, page 11.) As for industry, the most noteworthy variance is that 27% of food and beverage companies describe themselves as transformative (versus 20% overall).

Active companies also warrant a closer look. While not yet transformed, transformation is the stated goal of such companies. And again, size plays a role: while 50% in the overall survey describe themselves as active, the figure climbs to 63% among companies with sales from $10 bil-lion to $16.9 billion. And as might have been expected, the figure actually climbs even higher, to 71%, among one group—those with sales from $4 billion to $7.9 bil-lion. This could be an example of smaller size being an advantage in terms of agility and the ability to build on the successes of the first-moving transformative companies.

Industry is also a factor. Though falling to 40% among pharmaceutical companies, the active classification again climbs to 63% for consumer electronics. In this instance, the relative willingness “to move” is likely driven by com-petitive circumstances. But whatever the industry, says Carlsberg’s Jermiin, “the question is, why wait for others?”

T r A N S F o r M AT I V eAC T I V e

80%

70%

60%

50%

40%

30%

20%

10%

overall (mean)

pharma-ceuticals

Food and beverage uS-based

hQoverall (mean)

Europe-based

hQ under $10billion

$17 billion and up

40%

27%25%

20%

14%10%

42%

$4–$7.9 billion

Consumer electronics

$10-16.9billion

71%

63% 63%

50%

T r A N S F o r M AT I V eAC T I V e

who IS TRANSFoRMATIvE; who IS ACTIvE?Figure

3


Certainly, Europe has its share of transformative and

active companies, as evidenced by Danone and Carls-

berg. But statistically speaking, it appears that Euro-

pean companies are lagging those from the U.s.

The first two sets of statistics to consider may at first

seem conflicting or inconclusive. First, 70% of U.s.

companies say they believe their companies need to

do more to harness digital technology, a figure that

falls to 56% for those from Europe. so European com-

panies either see less of an opportunity or perceive

less of a gap in capability.

second, 64% of U.s. companies believe they need to

do more in terms of harnessing marketing data to im-

prove effectiveness in complementary areas such as

product development and logistics. here, the figure

falls to 56% among European companies. so either

more Europeans feel they’re already doing a compe-

tent job, or fewer see the opportunity.

Matters begin to clear when viewing the numbers

of transformative companies. Twenty-five percent

of U.s. companies say that when it comes to digital

marketing, their organizations are already transfor-

mative. The figure, meanwhile, falls to 14% among

European companies.

Interviews for the report finally clear up matters. As

the U.s. consumer goods executive explains, “We have

global operations, and there is definitely a higher de-

gree of difficulty getting this done in Europe.” The ex-

ecutive points to two key reasons. One, “there are sig-

nificant cultural differences—it may be only slightly so,

but Europeans value their privacy more highly [than

U.s. residents].” Two, “in accord, Europe has tighter

data protection and privacy laws.”

Confirms VCCP me’s Mattey, “here in Europe, the

data laws say your company has to have a customer’s

permission to track their data, and that includes their

mobile, in-store, website and other interactions.” This

doesn’t prevent digital marketing in the European

sphere, “but enticing customers to opt in heightens the

level of challenge. you have to convince them, sharing

your information is in your own best interest.”

i s E U R o P E

A h e A d o r b e h I N d ?

12 | ThE RACE Is On

BuIldINg AlIgNMENT

Every executive interviewed for this report, in one way or another, stresses the importance of tight linkage with IT. As an executive from a U.S. retailer explains, “For many years, we had a loyalty card program, but to the [anguish] of many of us, we didn’t do much with it. Even though we knew what groups like Tesco in the UK were doing with this stuff, we basically used it as nothing more than a discount tool. We were taking almost no steps to really analyze the data.”

But then [ just a few years ago], “we found some open-source tools that turned out to be really powerful, and we pitched to senior management—look at how incredibly powerful these tools could be.” Once they obtained the go-ahead, “we found that to link shopper data with web and mobile promotions, mobile apps, in-store couponing and numerous other opportunities, we needed a lot more help from IT.” Today, says the executive, the company is fully committed to digital transformation. And as a result, “now there’s a healthy cross-pollination of marketing-focused IT staff, and IT-focused marketing staff.”

AdvANCEd oppoRTuNITIES

All of which helps to explain why there are significant differences in prioritization depending on stage of devel-opment. For transformative companies, harnessing big data to improve marketing effectiveness is the most frequently cited objective, followed by a four-way tie between align-ing marketing and IT, leveraging digital to grow existing or reach new markets, building a single “view” of custom-ers, and improving collaboration with retail partners.

Indeed, like the above retailer, transformative organiza-tions have probably already taken care of many of their basic challenges and so are moving forward toward more advanced opportunities. In fact, no matter which specific initiative is considered, it is pursued in significantly greater numbers by transformative companies than by the other companies in the survey (Fig. 4).

thE GRaiL oF aLiGnMEnt:To IMpRovE dIgITAl MARKETINg EFFECTIvENESS, CoMpANIES ARE SEEKINg CloSER AlIgNMENT BETwEEN MARKETINg ANd IT

Amid so much technology-driven opportunity and challenge, sadly, 43% of executives agree

with the statement that their IT departments are “already so busy, they are unable to help with

digital marketing technology needs.” Perhaps in accord, improving alignment between market-

ing and IT is the number one most frequently cited digital marketing goal.

43% of executives agree

with the statement that their

IT departments are “already so

busy, they are unable to help

with digital marketing

technology needs.”


other-thantransFormatIve* rank transFormatIve rank

Aligning marketing and IT 76% 1 81% 2harnessing big data to improve marketing 70% 2 92% 1Leveraging digital to grow existing or reach new mkts 69% 3 81% 2Building single “view” of customer** 61% 81% 2Improving collaboration with retail partners 60% 81% 2Leveraging cost/sales benefits from digital channels 62% 65%harnessing big data for back-end benefits 56% 85%

verY Important only other-thantransFormatIve* rank transFormatIve rank

Aligning marketing and IT 20% 1 38% 2harnessing big data to improve marketing 19% 2 50% 1Leveraging digital to grow existing or reach new mkts 18% 3 38% 2Building single “view” of customer** 13% 35% 4Improving collaboration with retail partners 18% 31%Leveraging cost/sales benefits from digital channels 17% 23%harnessing big data for back-end benefits 16% 46%

*Others = all who are not transformative. **A single view indicates: Integrating point marketing solutions to generate cohesive customer insights and improve customer experience.

*Others = all who are not transformative. **A single view indicates: Integrating point marketing solutions to generate cohesive customer insights and improve customer experience.

Note that the gaps between non-transformative and trans-formative companies are even greater when viewing “very important” (a 5 on a 5-point scale) only. For example, only 19% of non-transformative companies say harnessing big data to improve marketing effectiveness is very important.

However, the figure climbs to 50% among transformative companies. Put another way: transformative companies are over two and a half times more likely to view big data as very important.

how IMpoRTANT ARE ThE FollowINg INITIATIvES?Figure

4

how IMpoRTANT ARE ThE FollowINg INITIATIvES?Figure

5

14 | ThE RACE Is On

Seventy-eight percent of other companies—versus 92% of transformative companies—view optimizing the con-sumer experience as a key priority. Again, digital tools can contribute significantly to this objective.

For example, as Carlsberg’s Jermiin explains, “product quality and appeal is and always will be an important part of the experience.” But today, says Jermiin, “we are seek-ing much closer engagement with our customers.” Here, digital tools such as mobile apps, social media pages and Twitter feeds “can help us enter into a two-way conversa-tion with our customers.” For instance, the company has journalists on staff who “monitor and respond and interact with our customers in real time.” So today, says Jermiin, “our brand can talk, offering a creative and engaging point of view that improves the experience.”

Technology is also improving the customer experience for a large U.S. foods company. As a senior digital market-ing executive explains, “When you are selling through retailers, it’s not just the appeal of your product to end-consumers—it’s all the ways you interact with the seller.” That means “pricing, replenishment, advertising and pro-motions—the experience is the full relationship.”

Here, the company is using “all the data we can get our hands on—from the retailers themselves or from other sources—to inform and optimize the relationship.” And through data mining, the foods company aims to become a trusted advisor to its retailers. For example, “if the store shares its data, we might be able to advise that they’re los-ing sales because maybe they don’t have the right product spacing or selection. You know, sometimes not carrying a single product can cost 10% of [total store] sales as custom-ers are forced to leave the store. It may be hard to believe, but the data tells the story—and it can be that simple.” (See Q&A, page 16.)

dIgITAl—IT’S All ABouT CoNTENT

Executives are also seeking better optimization between their traditional and digital media spending. As Danone’s Aidan explains, when the Roller Babies campaign went viral “we realized the incredible shift toward the impor-tance of content. We could never afford to reach such an audience with a traditional media buy.”

Carlsberg’s Jermiin agrees: “There is paid media, owned media and what we all want, earned media. With earned media—social media—you need to have an entertaining, meaningful and emotional story, but where the payoff goes to the heart of the consumer.” Aptly executed, this leads to consumers sharing and discussing the video with their friends. A good example is Carlsberg’s recent reality-based “poker” video, in which actual “friends” are called in the middle and asked to come immediately, with cash, to pay off a supposed gambling debt. As they fulfill the request, a curtain falls and a cheering crowd toasts the deed, say-ing, “Standing up for a friend—that deserves a Carlsberg.” As Jermiin explains, the content [and] storytelling must be good, “or customers won’t share it.”

Other priorities include developing an integrated media strategy that includes print, TV, mobile, web, social media and press coverage. A key challenge here, says VCCP me’s Mattey, is “learning to tell consistent messages while at the same time doing a better job of targeting those messages to specific audiences.” Getting it done, he insists, “requires closer collaboration between marketing and IT.”

FacinG thE chaLLEnGEs: AlThough ThEIR ClEAREST pRIoRITy IS opTIMIzINg ThE CuSToMER ExpERIENCE, MARKETERS FACE A wIdE ARRAy oF STRATEgIC ANd opERATIoNAl ChAllENgES

Relative to others in the survey, transformative companies are again significantly more likely to cite a wide range of key strategies and challenges as priorities. What this highlights is that any related performance gap between the transformative and non-transformative groups could actually be growing.


transFormatIve

transFormatIvemeasurment/Integration

strategies

96%

77%

88%

85%

88%

85%

92%

92%

Optimizing the consumer experience

78%

Analyzing campaign effectiveness

79%

Manage individual customer relationships across channels

61%

85%

Optimizing mix of traditional vs. digital media spend

76%

Integrating digital and print/POS marketing efforts

73%

Integrate mobile with broader marketing strategies

64%

88%

Developing an integrated media strategy (including print, TV, mobile, web, social media, press)

63%

Integrate social media with broader marketing strategies

69%

88%

Improving accuracy of allocation (what spending for what benefit?)

62%

Integrate web presence with broader marketing strategiescompetitors

66%

73%

Reducing overall marketing spending

46%

Measure/respond to growing sophistication/success of competitors

54%

62%

Optimizing the mix of spending on internal resources vs. external

36%

*Others = all who are not transformative.


other*

other*

whAT ARE youR dIgITAl MARKETINg ANd RElATEd pRIoRITIES?Figure

6

16 | ThE RACE Is On

What is your role?

simply put, my job is to gather and examine customer data in search of opportunities to improve custo-mer experiences and at the same time, optimize retail sales.

how do you define digital marketing?

To me, there’s just marketing. But today, we have a whole slew of added information—data—and with that, greater sophistication and capabilities. so you can mine those insights to make your marketing that much more effective.

how much can a digital approach add to the bottom line?

That’s hard to say. But what we can say, safely, is that in many instances, the insights we develop can improve the effectiveness of a given strategy many times over. In some cases there’s incremental improvement; in other cases, it’s nothing short of a breakthrough.

Could you give an example of a breakthrough?

I don’t believe we’re ready to share anything like that today. But I can describe what I do and then perhaps leave it to your imagination. One of the things I do, from a merchandising perspective, is make sure we supply retailers with the right products. What we learn can influence spacing, pricing, couponing, se-lection, partnerships with related categories. Given our volumes, even an incremental improvement in any or all of those areas can translate into a very sig-nificant uplift.

Where do you get your data?

Most of our retailers are willing to share to at least some extent. We certainly encourage them to do so, and when they do, we try to provide explicit value in the form of adjustments we make or suggest and insights we share. And generally, we’re able to find

ways to improve the retailer’s performance as a re-sult—as well as our own.

now some of these retailers have shopper cards—and those tend to be the best sources of information. But others, the data isn’t so clear. so there, we take the best and richest data we can get and learn from it what we can.

In what ways can you improve the retailers’ perfor-mance?

Well, if we can improve our own sales, that’s gener-ally good for the retailer. But there’s more to it than that. Often we can find opportunities that enhance our sales but at the same time improve performance in other categories. We can look at individual shop-ping carts and deduce what products go together. so we can advise a retailer on where to place these products and can suggest cross-promotional or pric-ing strategies.

One thing I should point out is the importance of building trust. There’s sometimes this suspicion that any suggestions we make are for our own benefit. so we go out of our way to make sure anything we sug-gest is to our mutual benefit. Our view is that even if it might be better for us, we would never advise anything that could be bad for the retailer. We say, “no short-term decisions, but instead, always look at the long-term relationship.”

What is next for you?

We want to become seamless. We want our retailers to be able to recognize our mutual customers when-ever they come to any store. We want mobile, web-site, print and POs coupons and offers to be right on target. And because we work through retailers, that’s even more of a challenge than it sounds. But we’re making progress, and that’s one of our objectives.

D i G i ta L M a R K E t i n G E X E c U t i V E

M A J o r U . S . F o o d C o M PA N YQ&a


Transformative organizations are much more likely than others to rate themselves as above average or cutting edge across a range of critical activities. For example, the ability to integrate digital marketing efforts with POS results—in as close to real time as possible—is of great value to many organizations. Here, 54% of transformative companies describe their capabilities as above average—with a nomi-nal 8% of these indicating their abilities are cutting edge. By comparison, only 30% of other companies believe they are above average in this regard—and only a nominal 2% of these say they are cutting edge.

The set of perceived advantages—this confidence—extends across every capability examined, including analyzing campaign effectiveness, measuring and respond-ing to the increasing marketing sophistication of competitors and developing a single view of customers (identifying individual customers across an array of channels).

The largest gap of all relates to social media. Here, in an area the survey shows to be a critical priority, transfor-mative companies are nearly twice as likely as others to describe their capabilities as above average (Fig. 7).

thE tRanFoRMatiVE LEaD: TRANSFoRMATIvE CoMpANIES ARE wEll AhEAd oF oThERS ACRoSS A RANgE oF oBJECTIvES

transFormatIveother*

Integrating with broader marketing strategies:

harnessing big data to improve:

46%

46%

38%

58% (8% cutting edge)






Analyzing campaign effectiveness

39%


42%

Responding to competitors

33%

Measure/respond to growing sophistication/success of competitors

37%

Integrating digital and POS marketing

30%


30%

Developing a single view of customers

30%


34%


34%

Percentages are those indicating their capabilities are “above average” or “cutting edge”


how CApABly ARE you AddRESSINg ThE FollowINg ChAllENgES?Figure

7

18 | ThE RACE Is On

There are also differences in perception as to the degree of challenge inherent across a range of issues.

In two instances, transformative companies are signif-icantly less likely to view key issues as challenging than do other organizations. This includes operational areas such as identifying individual customers across multiple channels and identifying best-in-class digital marketing technologies and vendors.

However, transformative companies are much more likely than others to see challenges in three key areas. First, 73% of transformative companies find integrating advanced marketing technologies with existing IT to be challeng-ing, compared with only 53% of others. Closely related,

transformative companies are also significantly more likely than others to see challenges in working with IT to deter-mine specifications. In both cases, this is likely driven by the greater sophistication of the technology compo-nents needed to enable more-advanced digital marketing strategies.

Transformative companies are also much more likely than others to find challenge in identifying advertising agencies that can consistently and effectively integrate traditional marketing tools (print, television, radio) with digital mar-keting strategies. Again, this is likely indicative of their heightened requirements—which not all agencies as of today may be equipped to address (Fig. 8).


other*

transFormatIve

60%

54%

57%

53%

45%

43%

40%

50%

73%

58%

42%

54%

Identifying best-in-class digital marketing technologies and vendors

Identifying individual customers across channels (omni-channel)

Integrating advanced marketing technologies with existing IT

Working with IT to determine specifications

Attributing sales to the appropriate channel

Finding advertising agencies adept at integrating digital/traditional

how ChAllENgINg ARE ThE FollowINg ISSuES?

Figure8


The top four overall most frequently cited sets of past investment include social media marketing (70%), shop-per and consumer insights (51%), and mobile and customer experience (tied at 47%).

•Socialmedia:apriorityforallSocial media marketing is the most frequently cited invest-ment among both transformative and non-transformative companies. From there, however, differences emerge. In particular, both in the past and in the future, transforma-tive companies favor analytics/mathematical modeling far more so than do other companies (Figs. 9 and 10).

•Goodresultssofar—butroomforimprovementBoth transformative and other than transformative com-panies are generally satisfied with the performance of such investments (Fig. 11). Still, if those who are neu-tral or dissatisfied in their assessment matter, the research shows that for both groups, there is room for substantial improvement.

For example, 62% of other than transformative companies say they are satisfied (57%) or very satisfied (5%) with the results from their investment in social media. Still, 35% describe their results as neutral, while 3% are not satisfied. Similar results are evident in areas ranging from big data/datasets to analytics.

•InvestmenttoincreaseOver the next year, 78% of executives believe their spend-ing on digital marketing will either increase (62%) or increase significantly (15%). Such overall figures are con-sistent not only with transformative companies but also across virtually all company sizes and industries and locations.

It is only when the focus is on those who indicate their spending will increase significantly that major differences arise. Again, transformative companies lead the pack. But in this instance they are followed by consumer electronics, food and beverage companies and those with sales of $17 billion and beyond (Fig. 12).

•AnalyticsarebecomingakeyfocusAs for where such investment is likely to focus, over the next three years, social media marketing is again the most frequently cited, but analytics/mathematical model-ing ascends to second position, with customer experience again ranking third.

inVEstinG in DiGitaL MaRKEtinG: CoMpANIES hAvE AlREAdy MAdE SIgNIFICANT INvESTMENTS IN AN ARRAy oF dIgITAl MARKETINg ANd RElATEd CApABIlITIES—ANd wIll BE MAKINg MoRE ovER ThE NExT oNE To ThREE yEARS

20 | ThE RACE Is On

whAT ARE youR pAST ANd FuTuRE INvESTMENT pRIoRITIES?Figure

10

pAST ANd FuTuRE INvESTMENTS IN dIgITAl MARKETINg ANd RElATEd STRATEgIESFigure

9

other* rank transFormatIve rank other* rank transFormatIve rank

social media marketing 64% 1 92% 1 57% 1 77% 1shopper and consumer insights 48% 2 62% 3 32% 46%Customer experience 45% 3 54% 38% 3 62% 3Mobile 43% 4 62% 3 35% 54%Databases/big data/datasets 40% 58% 34% 46%E-commerce 40% 35% 28% 42%Business intelligence 39% 46% 36% 42%Analytics/mathematical modeling 37% 65% 2 42% 2 65% 2Marketing automation/CRM 35% 46% 31% 31%Video/web video 25% 58% 20% 23%Multichannel 24% 54% 20% 34%Testing and optimization 23% 15% 22% 23%Digital asset management (DAM) 16% 19% 13% 23%

Past other-than transFormatIve* transFormatIve

1 social media 1 social media

2 shopper and consumer insights 2 Analytics

3 Customer experience 3 shopper and consumer insights

4 Mobile 3 Customer experience

Future

1 social Media 1 social media

2 Analytics 2 Analytics

3 Customer experience 3 Multichannel

4 Business intelligence 3 Mobile



F U T U r ePA S T


other**

transFormatIve

76%

79%

73%

69%

62%

59%

53%

51%

51%

50%

48%

44%

43%

31%

78%

56%

71%

75%

50%

44%

58%

67%

100%

60%

53%

80%

Customer experience

E-commerce

Shopper and consumer insights

Social media marketing

Business intelligence

Multichannel

Mobile

Marketing automation/CRM

Databases/big data/datasets

Testing and optimization

Video/web video

Analytics

Digital asset management (DAM)

SATISFACTIoN wITh ThE pERFoRMANCE oF pAST INvESTMENTS vARIES dRAMATICAlly.*Figure

11

*Percentages show numbers of executives choosing a 4 or 5 on a scale from 1-5 where 1=not at all satisfied and 5=very satisfied.

**Others = all who are not transformative.

22 | ThE RACE Is On

Companies have a great deal to do. But again, 43% say that their IT departments are already so busy that they cannot assist with digital marketing technology needs. Necessarily, companies are going to be relying more on external providers of digital and related marketing services.

The models in place today range from lightly to more heavily outsourced:

•Externalforcreative;integrationishandledinter-nally Today, 39% say they tend to work with digital agencies for creative development but then rely on their own IT department to integrate digital marketing pro-cesses and leverage insights with back-end operational

processes. [Note that throughout our analysis of rela-tionships with external providers, there is virtually no variation among the various demographics—including the findings for transformative companies.]

•Externalforcreative,butthenthesesameexternalagenciestaketheleadonintegratingwithexistinginternalmarketing processes Twenty-seven percent of companies, again roughly equivalent between overall and transformative companies, say they prefer full-ser-vice digital agencies able to integrate external digital marketing with internal marketing processes and back-end operational processes.

EXtERnaL PRoViDERs: CoMpANIES ARE looKINg To ExpANd ThEIR uSE oF ExTERNAl RESouRCES/pRovIdERS FoR dIgITAl MARKETINg ANd ITS ASSoCIATEd INTEgRATIoN wITh ExISTINg MARKETINg pRoCESSES

ovER ThE NExT yEAR, ouR SpENdINg oN dIgITAl MARKETINg wIllFigure

12

18% 53%

22% 40%

InCrease sIgnIFICantlY InCrease ToTAl

Western Europe-based respondents

U.S.-based respondents

23%

Transformative

58% 81%

13% 63%

Non-transformative

76%

20% 67%

Food and beverage

87%

19% 64%

$17 billion and up

83%

20% 60%

Consumer electronics

80%

71%

62%


•Outsourced to agencies Seventeen percent say they use marketing agencies that can provide front-to-back digital marketing capabilities.

•Outsourcetoagencies—andothers Finally, 10% say they hire third-party technology providers in addition to current ad agencies and software providers to enable front-to-back solutions.

Looking ahead, 59% indicate that their companies are amenable to adopting a greater degree of outsourcing—specifically, a model where a third-party, full-service technology provider is able to assist with a greater degree of both front-end marketing and back-end operational

processes. And 58% say they are open to working with consultants who can help manage both front- and back-end digital marketing processes.

As for marketing agencies and related firms, 46% of exec-utives say their companies are seeking partners that can assist with increasingly sophisticated data and IT strategies.

Meanwhile, asked to describe which orientation best describes their current status, the majority of digital mar-keting relationships are “in play.”

DIFFerenCes bY “moDel” overall outsourCeDto agenCY*

outsourCeD toteChnologY Cos.*

satisfied with current providers 38% 33% 31%Actively seeking to expand use of external providers 15% 9% 15%Open to switching providers 44% 56% 54%

*External for creative, but then these same external agencies take the lead on integrating with existing internal marketing processes.

**We tend to rely on full-service, third-party technology providers—beyond our current ad agencies or software providers—who execute both front-end marketing and back-end operational processes.

other*

transFormatIve

59%

57%

45%

38%

14%

38%

42%

19%

“In play”

Open to switching partners

Satisfied with current providers

Actively seeking to expand our use of external providers


whAT IS ThE STATE oF youR dIgITAl MARKETINg RElATIoNShIpS?Figure

13

whAT IS ThE STATE oF youR dIgITAl MARKETINg RElATIoNShIpS?Figure

14

24 | ThE RACE Is On

REachinG oUt: CoMpANIES NEEd To do MoRE To FoSTER CollABoRATIoN ACRoSS ThE ENTERpRISE

Truly transformative companies recognize the need to involve the whole of the enterprise. Meanwhile, even active companies cite involving groups well beyond mar-keting as a key goal. Unquestionably, the end-game is collaboration across the whole of the enterprise.

This view is well supported by the finding that 43% of executives say their CEO takes ownership of digital mar-keting across the enterprise. Moreover, this finding is remarkably consistent across all segments examined—although it spikes to 57% among food and beverage executives. To have so much CEO involvement at these companies is a key indicator of how much they value the importance of digital marketing.

Interviewees, meanwhile, say they recognize they need to do more to involve groups such as logistics and new product development in their digital marketing initiatives. A wide range of groups can benefit from sophisticated strategies.

But as VCCP me’s Mattey explains, without sound lead-ership, this can lead to underinvestment: “There is data in marketing that can benefit logistics or finance or NPD—and vice versa.” Groups like logistics and manufacturing may have long been collecting, analyzing and acting on POS data to optimize production, fulfillment and related processes. However, the work has been done in silos, with the value of sharing not always readily apparent to all.

So a key question to ask is to what degree does this already existing operating data overlap with the needs of mar-keting? And to what extent might a marketing-focused approach help meet the needs of operating managers?

One word of caution comes from a U.S. paper products executive. “If your data collection has been in silos, then more than likely you’ve got garbage. People doing ‘their own thing,’ conducting their own analysis on behalf of their own function—they’ll get skewed results.” So to “take things to the next level,” says the executive, “you’ve got to establish a master data file, so that everyone is work-ing with the same, reliable, clear data.”


What these challenges mean, says Mattey, is that “you need someone to

step up and take leadership.” And that’s most often the CEO, CMO “or may-

be the CIO and preferably all three.” And once the initiatives are under way,

“whoever is leading needs to work closely with everyone concerned to keep

everyone engaged.”

One possible approach is the development of a business intelligence (BI)

department. here, says Mattey, companies are creating a data-focused func-

tion with a senior member reporting to the board or one rung below. “We’ve

seen this so far at two major companies,” says Mattey. “These BI groups are

drawing from all over the organization, taking a person from the finance

team or the marketing team, the production and logistics team, with the goal

of pulling together all of the pools of information.” This is a highly efficient

approach, enabling these companies to refine data collection methods,

establish customer master files and conduct more sophisticated analysis.

All of this, says Mattey, “will lead not only to more targeted and effective

marketing, but also operational improvements throughout the company.”

t h E R i s E o F“ b U S I N e S S I N T e l l I g e N C e ”

26 | ThE RACE Is On

oWnershIP management no role

CEO 43%* 29% 19%CMO 43%** 38% 13%Brand Managers 38%*** 43% 14%CTO 25% 56% 14%CFO 18% 44% 34%Regional Managers 16% 54% 21%COO 20% 42% 26%

*57% among food and beverage firms; **69% at transformative companies; ***53% at companies $17b and up.

transFormatIveoverall

85%

Sales

42

Logistics

81%

New product development

42%

Supply chain

85%

Customer service

38%

Manufacturing

69%

IT

51%

Admin/finance/HR

%

75%

38%

70%

34%

66%

28%

63%

43%

how ACTIvE ARE ThE FollowINg gRoupS IN TERMS oF pARTICIpATINg IN dIgITAl MARKETINg STRATEgIES?

Figure16

whAT RolE do ThE FollowINg ExECuTIvES plAy IN youR dIgITAl MARKETINg?Figure

15


Q U E s t i o n s F o R

r e F l e C T I o N

Are you taking full advantage of today’s opportunities in digital marketing? how do you know?

how effective is the collaboration between your IT and marketing teams? Does your marketing team

have adequate access to IT resources? Does your IT team have appropriate knowledge of today’s

marketing technologies?

Is your spending between traditional advertising (paid media) and content-driven appeals (earned

media) optimized? Are you cultivating opportunities to “go viral”?

Are you using social media to optimum advantage? Are you scouring the digital world for comments,

both positive and critical, about your organization and its products and services? Are you responding

rapidly? Appropriately?

What steps are you taking to recognize customers across channels—to achieve a “single view” of

each customer?

Are your web and mobile e-commerce capabilities integrated with your overall marketing strategies?

Are you doing enough with big data? how do you know?

Do your logistics, new product development or supply-chain teams have data that would be relevant

to marketing—and vice versa? To what extent do your digital assets and capabilities reside in silos?

What are you doing to coordinate data collection, sharing and analysis?

Do you have sufficient knowledge in-house to take advantage of today’s digital marketing opportunities?

To what extent should you be partnering with outside providers?

Given the demands of a digital business era, to what degree are you reevaluating the whole of your IT

platform? should you be doing more to migrate towards the cloud? should you be outsourcing more

of your operations? Are you passive, active or transformative?

concLUsion

Digital marketing means different things to different people. narrowly defined, digital

marketing occurs any time a company uses an electronic tool to market to any customer.

this could include a business sending an email, posting on a social media site or developing

a web or mobile application.

But leaders are taking this definition much further. To them, digital marketing means gathering,

reviewing and responding to customer information as often and as thoroughly and effectively as

they can without violating privacy rules or personal comfort levels.

Where possible, in order to develop a more complete data picture, leaders are reaching out to

groups beyond marketing to engage everything from IT and logistics to finance, new product

development and supply chain. From there, data mining enables these companies to more closely

determine the true drivers and influencers of sales effectiveness and overall performance—and take

steps to optimize key moving parts.

All of this points to the need for ever-greater levels of technical sophistication. Certainly, the marketing

department needs more from its IT team, but in many cases, the IT function lacks the needed resources.

As a result, the future is one where companies will turn increasingly to outside providers to provide

everything from focused, niche services to comprehensive technological backbones.

All seem to be investing more in digital marketing and related technologies. But today’s leaders

are transformative. Their approach is all-encompassing, engaging the whole of the enterprise.

Their lead, already significant, will likely become formidable should others fail to act. And indeed,

active companies say they are on the move, fully recognizing that their end-game requires full-on

enterprise transformation. Others are falling behind rapidly, more than likely losing enormous value

in the process.

Moving ahead is not without its challenges. But sitting on the sidelines is no longer an option,

as business today and increasingly tomorrow is digital. Marketing—and the rest of the enterprise—

must evolve.

about Wipro ltd.

Wipro Ltd. (nysE:WIT) is a leading Information Technology, Consulting and Business Process services company that delivers solutions to enable its clients do business better. Wipro delivers winning business outcomes through its deep industry experi-ence and a 360 degree view of “Business through Technology” - helping clients create successful and adaptive businesses. A company recognized globally for its comprehensive portfolio of services, a practitioner’s approach to delivering innovation, and an organization wide commitment to sustainability, Wipro has a workforce of over 140,000, serving clients in 175+ cities across 6 continents. For more information, please visit www.wipro.com

about Wipro Consumer goods

Wipro’s dedicated consumer goods practice has over 3,000 consultants and deep expertise with global companies in the areas of digital transformation, consumer and retail insights, integrated trade and marketing, and value chain optimization. Wipro serves the unique needs of consumer goods companies in the agribusiness, apparel and footwear, food and beverage, home and personal care, and tobacco segments. Our comprehensive set of solutions and services are focused on the dynamic needs of global consumer goods organizations at every stage in the value chain from “Farm to Fork”, “Barley to Beer”, “Crop to Consumer”, “Fiber to Fashion”, and “Chemicals to Cosmetics”. Wipro’s Consumer Goods practice helps its global client partners do business better by creating market differentiation, reaching emerging global markets and connecting with the always-changing and growing power of today’s shopper and consumer.

about WCIr

Wipro set up the Council for Industry Research, comprising domain and technology experts from the organization, to address the needs of customers. It specifically surveys innovative strategies that will help customers gain competitive advantage in the market. The Council, in collaboration with leading academic institutions and industry bodies, studies market trends that will help provide organizations a better insight into their IT and business strategies. For more information on the Council, visit www.wipro.com/insights/ or email us at [email protected]

aBoUt FoRBEs insiGhtsForbes Insights is the strategic research and thought leadership practice of Forbes Media, publisher of Forbes magazine and Forbes.com, whose combined media properties reach nearly 50 million business decision makers worldwide on a monthly basis. Taking advantage of a proprietary database of senior-level executives in the Forbes community, Forbes Insights conducts research on a host of topics of interest to C-level executives, senior marketing professionals, small business owners and those who aspire to positions of leadership, as well as providing deep insights into issues and trends surrounding wealth creation and wealth management.

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