IDC's 7th Annual Tech Mktg. Benchmarks Study

Key CMO Priorities and Investment Strategies for 2010

2009 will be a year that all marketers would probably like to forget. As a community, tech marketers have had to withstand significant recession-led budget cuts, staff reductions, and organizational disruption. For the full year 2009, the average large ($1b+) IT vendor will have reduced overall marketing budgets by 8.3%. The average vendor has reduced the number of marketing staff by about 10% in 2009. In total, IDC estimates that over 6,000 marketing jobs will be lost in the IT vendor community (worldwide) during 2009.

It may seem simplistic to say that "times of great change bring times of great opportunity". But IDC's surveys, interviews, and personal interactions with the best and brightest of tech marketers, validate that many CMO's and marketing leaders are indeed creating opportunity out of the 2009 chaos in preparation for 2010. So how are the best-in-class marketing organizations reacting? First of all, they have spent the past couple of years improving their organizational structure, working on key marketing processes (e.g., strategy planning, performance measurement) and streamlining their demand generation activities in collaboration with sales - putting them in a better position than other companies. This year, they are finding new budget monies via re-direction and re-deployment of existing budgets. They are moving monies from product-line marketing to streamlined thematic campaigns. They are creating more shared services that remove redundancy in complex marketing organizations. And they are leading an evolution of sales enablement to reduce expenses while boosting marketing and sales productivity.

CMOs should follow these steps as essential guidance during 2009-2010 planning and budgeting:

• CMO's and senior marketers need to withstand potential organization changes by making sure that they maintain reporting control and/or budget control over the entire marketing organization: the full scope of corporate marketing, product marketing, and field marketing.


• Even as the recovery "emerges"...be prepared for further organizational changes in the marketing department. The most prevalent trend is change that will help in the unification of marketing and sales. There is opportunity in this change: marketer's can introduce and lead significant Sales Enablement practices, for example. have in place for the up-turn to come? Are you prepared to answer this question when your boss asks you?


• Be prepared for an economic recovery. What marketing plans and initiatives do you have in place for the up-turn to come? Are you prepared to answer this question when the CEO or CFO asks you?


• For marketing staff positions that need to be filled or that may be the first candidates to fill when hiring freezes are lifted: there is some great marketing talent "on the street" right now and the best ones will not be there forever.


• Every new marketing initiative that you propose should be "bundled" within a cost-savings idea. Think about re-deploying and re-directing existing budgets, versus asking for new-new monies. The IDC CMO Advisory area has many case studies for budget re-directs and re-deploys. Clients should refer to IDC Best Practice Studies on Sales Enablement, Shared Services, and Campaign Management.


• Expand your operational proficiency for Digital Marketing. This would include a look at the sophistication of processes, infrastructure, and people. (e.g., refer to IDC's recent telebriefing on key success factors for BtoB social media strategies)

For additional information and guidance, join the IDC Executive Telebriefing today(10-1-09), "Tech Marketing 2009-2010: Move from Budget Bust... to Budget Build!" at 12:00pm EDT.

Register here

IDC will be publishing the full results of its 7th annual Tech Marketing Benchmarks study in the next couple of weeks for clients of IDC's CMO Advisory Service (i.e., Marketing Investment Planner 2010: Benchmarks, Key Performance Indicators and CMO Priorities)

The Product Marketing Reporting Structure Dilemma

Where should product marketing report into within a technology organization? Marketing? Business Units? Product Management? The CEO? IDC's 2008 Tech Marketing Benchmarks study indicated that product marketing reports directly into marketing at approximately 45% of technology companies. This is by no means a clear trend to be replicated by every company. In fact, based upon years of research at IDC in this area as well as my own experience in the product marketing function, I continue to believe that the correct answer for product marketing's reporting structure is. . . . it depends. Yes, this may seem like a cop-out initially, but there really is some support for my opinion here.

The first question to consider is what is your definition of product marketing? IDC's official definition is as follows:

• Marketing professionals accountable for developing and executing the strategy to increase market share for specific products. Activities include market sizing and opportunity assessment, proposing future product development, developing market requirements documents (MRDs), crafting key product messages, conducting competitive analyses, and determining pricing, packaging and program offerings. (this category does not include product management, industry marketing or solution marketing) - refer to IDC's Sales and Marketing Taxonomy

Regardless of your reporting structure, your first step needs to be the definition of this role within the organization including how this role will interact with other parts of the company. (i.e., roles, responsibilities, performance measurement strategy) Many companies have overlapping responsibilities between product management and product marketing depending upon the business unit or individuals' skill-sets. Combining these two roles is also quite common.

So back to the reporting structure dilemma. Not only have I seen product marketing report into different parts of an organization, but I've seen it oscillate within the same company between marketing and the business units every couple of years. Regardless of what has happened historically in your company, product marketing should report into the part of the organization where the greatest misalignment exists today as well as where the greatest opportunities for improvement exist. (assuming these areas of misalignment cannot be fixed more easily from a process or tactics perspective)

For example, Citrix, a company recently cited in the Leadership Quadrant of IDC's 2009 Marketing Performance Matrix, shifted product marketing's reporting structure from the CMO (Wes Wasson) to the business units in early 2009. Wes described it as follows: "we occasionally shift the hard line reporting of field and product groups, depending upon where we most need to optimize". Another factor to consider is who owns the budget. Wes and his team decided to keep the budget within his control. The result is a strong sense of balance between control of staff and related processes (by the business units) and control of the budget (by the CMO/marketing).

What is your product marketing reporting structure and who owns your product marketing budget? Please share your thoughts below or feel free to contact me directly at mgerard@idc.com.

IDC's Sales Enablement Framework

Sales enablement continues to be an area of opportunity for marketers to improve their credibility in the organization and their impact on the bottom line. IDC defines Sales enablement (SE) as: "The delivery of the right information to the right person at the right time in the right format and in the right place. . . to assist in moving a specific sales opportunity forward."

I'd like to invite Rich Vancil, VP of IDC's Executive Advisory Group, to share with you the sales enablement framework that our team (Rich Vancil, Lee Levitt, Seth Fishbein and me) has developed:

"Thanks Michael.

Sales people are knowledge workers and their preparation time is all about building their knowledge so that they can have the most effective interactions with their customers. We like to refer to these interactions as 'conversations'. A sales-person's conversations can be actual or virtual; written or oral; one-way or interactive; one-dimensional or multi-media. IDC's definition of SE centers on making these sales conversations more intelligent and engaging.

For early-stage management initiatives and emerging job roles, frameworks are helpful. Here is the IDC Sales Enablement Framework:

Starting on the left side of this Framework: IDC suggests that managers think about SE as starting in the marketing area (including Marketing Operations); and then moving to the Sales Operations area; and then into the actual selling functions.

Within the sphere of marketing activities, IDC research has found that over 40% of all marketing assets are not in use today, with some sales organizations reporting that as much as 90% of the assets created by their marketing peers are never used by sales teams. This includes assets that have been developed for sales, channels, prospects, and current customers. The top reason that assets are not used or that they are under-used, is that end-users are unable to access or locate these assets. Based upon anecdotal feedback from recent survey participants, the key root causes include: "too much material," old content and assets, and poor processes and technologies. The lack of relevance of content and assets is also cited as a reason for lack of asset utilization.

Sales enablement - from marketing's perspective - is more than simply using a content management system to get collateral and PowerPoint presentations to sales. It is the complete life-cycle management of content and marketing assets, including: content development; leveraging that content across the organization in a one-to-many fashion; collaboration with Sales Operations and the selling entities for the subsequent distribution and delivery of that content to sales (internal and external sales/partners); and the feedback loop from sales as part of continuous improvement.

Moving to the center of the Framework: this is Sales Operations' involvement in SE. An effective sales operations team should be ensuring that process excellence for SE is institutionalized for the entire selling organization. Sales Operations should seek SE best practices from all selling entities and share those practices company-wide. The sales operations team should take the lead on defining goals and objectives for SE; create and manage the processes and systems to meet those goals; provide overall execution over-sight and process governance; and then provide the measurement systems and reporting to track how SE progress is being achieved. As mentioned earlier, a key success factor for sales enablement is for strong collaboration between sales operations and marketing.

The final part of the SE Framework (right side) is the consumption and deployment of the content assets by Sales. The sellers should receive the benefits of the process and infrastructure groundwork that been built by marketing and sales operations. The first part of this is probably the most critical process-area of the entire Framework: How easy is it for the sales person to find the right content (in the right format), at the time that they need it, to help with a given sales conversation? The answer to this is one of the key levers in the Sales Productivity equation. More time in searching and seeking means less time in actual selling. As part of the reporting and metrics that Sales Operations is tracking to understand SE improvement, monitoring of this "searching" time should be an active metric - to reduce!

Effective SE also means that the content that Sales now has in hand, exists in the format or media that is appropriate for the conversation they wish to have. Does a PowerPoint presentation have all the content that the sales-person seeks, but the task of converting that into a Word proposal falls on the shoulders of the sales rep? Again, the definition of SE excellence has to include: "right time, right place, and right format".

Finally, the last step in this Framework is the sharing of SE best practices among the peer sales-people. This is perhaps the key litmus test of SE success. Sales people are smart and resourceful and seek expediency. If the marketing and sales operations elements of this Framework have been successfully deployed, the sales people will likely grasp and exploit it very quickly. Usage will become "viral" as SE best practices become quickly shared across the ranks."

Thanks Rich. Please feel free to email Rich directly at rvancil@idc.com or provide your comments below.

Social Media Guidelines

I've posted a couple of blogs recently about the rise of the social media function and how BtoB companies can best leverage social media. A common theme has been the need for marketing to provide guidance, guidelines and infrastructure without stifling the power of this new channel to reach customers, prospects and influencers. To help with your journey, I've included below a list of social media guidelines that several companies have published:

• Adobe Acrobat Users: http://www.acrobatusers.com/blog_guidelines


• Cisco: http://blogs.cisco.com/news/comments/ciscos_internet_postings_policy/


• Dell: http://www.dell.com/content/topics/global.aspx/policy/en/policy?c=us&1=en&s+corp&~section=019


• Mayo Clinic: http://sharing.mayoclinic.org/guidelines/for-mayo-clinic-employees/


• BT: http://richarddennison.files.wordpress.com/2009/04/bt-social-media-guidelines-mar09.pdf


• eBay: http://ebayinkblog.com/2009/03/06/new-social-media-guidelines-for-reporting-company-information/


• HP: http://www.hp.com/hpinfo/blogs/codeofconduct.html


• IBM: http://www.ibm.com/blogs/zz/en/guidelines.html


• Intel: http://www.intel.com/sites/sitewide/en_US/social-media.htm


• SAP: http://www.sapweb20.com/blog/2009/07/sap-social-media-guidelines-2009/#
  
• Sun: http://www.sun.com/communities/guidelines.jsp

Have any others to share?. . . Please comment below.

How Social Media Helps Enterprises During Hard Times and Layoffs

In my last blog, Rise of the Social Media Function, I focused on how companies need to best organize their marketing team(s) to leverage social media to connect with prospects, customers and their markets. I'd like to add another dimension to this discussion: social media within your own corporate community. I've invited Caroline Dangson, IDC's Social Media Research Analyst, to provide her insight and perspective on this important area.

"Thanks Michael.

Hardly a day goes by without a company announcing layoffs. The U.S. jobless rate in February marked a 25-year high of 8.1%. Organizations are scrambling to hold on to business under incredibly limited resources. The workloads of 651,000 jobs lost last month are now being picked up by the workers who remain. This means an incredible shifting of roles and responsibilities within American businesses. And with that, a shift that is disrupting information flow within the enterprise. Information is money, and the loss of information that occurs with the loss of employees is doubling the economic impact on businesses. IDC estimates that even before this recession businesses were losing an average of $3,300 per year per employee due to ineffective information searches, poor and inconsistent access to tools, recreation of content that already exists, reformatting/versioning and multipublishing/multiformatting (source: The Hidden Costs of Information Work, IDC #217936). Furthermore, an IDC knowledge worker survey showed that employees typically spend the equivalent of one work day (6–10 hours) each week searching for information (source: IDC #212580). Businesses can hardly afford to lose more time, money and productivity these days, not to mention employee morale. IDC believes internal social networks to connect employees can help with all of the above.

Social networks make it easy for participants to share unstructured and ad hoc information that can decrease the time it takes to find information to solve problems. Social networks also encourage employees to help each other. This will foster improved morale among employees and help take the strain off of overwhelmed and understaffed IT departments. Member profiles containing a record of recent activities and publications on social networks aid in locating colleagues who can help with specific issues. Once members are connected via the social network, their conversations persist and are searchable. The digital trail of message exchanges will create a repository of useful information employees need. Because the conversation is persistent (as text), it is possible to read or query the log instead of soliciting information from each participating member. Quite often workers operate in their own silos trying to solve the same problem. A social network can help connect these people to the answer in its one-to-few and one-to-many function. Things learned from one conversation can be shared with everyone. You may also discover some unknown talents or expertise from the most unexpected people in your company that are now being leveraged.

A few MIT studies of workplace productivity link worker productivity to information flow. What they refer to as ‘digital networks’ enhance information flow among employees according to these studies. In the most recent study, MIT researchers discovered that workers who participate in a digital network were 7% more productive than workers who did not participate in a digital network (MIT study as quoted in Harvard Business Review, February 2009). While at first glance this may seem small, every percentage counts these days.

More importantly, perhaps, social networks connect people. There could not be a more important time than now to help reduce the doom and gloom of the work environment after layoffs. Feeling connected to coworkers creates a more comfortable work environment where individuals support one another and become more vested in the company. Some companies are even extending internal social networks to employees that are laid off as a way to keep in touch and possibly rehire them when the market improves. According to Anne Berkowitch, CEO of SelectMinds, rehiring former employees through an alumni network has reduced the money and other resources her clients typically spend on recruiting, interviews, and training. In fact, Berkowitch says the money saved from five to 10 rehires can pay for the cost of licensing social networking software for one year. Of course, there are also free tools such as Ning, LinkedIn Groups and Yammer that employees can start using today."

Thanks Caroline. Please feel free to comment below, or you can contact Caroline directly at cdangson@idc.com.

Rise of the Social Media Function

Many opportunities exist for B-to-B marketing organizations in the social media space. . . .and they're not all limited to what you can do with Twitter, Linked-In and YouTube. Just a few of these opportunities include:

• Establish a direct, relevant connection with your customers as a source of voice of the customer for new product development (e.g., through an on-line community)
• Improve customer satisfaction (e.g., enable customers to share experiences on-line by creating a self-running community where customers can interact with and learn from their peers)
• Increase the speed for troubleshooting and R&D by reducing the distance between customers and engineering
• Join the on-line technical conversations about your products that your customers are already having, by either leveraging your own community or listening to and participating in other companies' communities

Best-in-class organizations are adding a new social media role to their organization to capture these opportunities. The social media manager may report to the digital, interactive or web marketing team; integrated marketing communications; directly to the CMO if it's a new and/or especially important area; or even within product teams within more decentralized organizations. Potential responsibilities include:

• Establish the social media strategy in collaboration with the digital marketing team, PR, events, product management as well as other parts of the organization. (Refer to a prior post: BtoB Marketing's Response to Social Media: Have we Lost all Control and Impact?)
• Provide the training and infrastructure to empower your organization to interact with customers and prospects on-line (e.g., ambassador training program by Logitech, Intel's digital marketing training program)
• Develop community sites within the company web site (e.g., Citrix's community site offers a clean, comprehensive community site design with many unique features)
• Collaborate with product management, engineering and customer service to monitor and contribute to on-line communities. (internal and external) In some cases the social media team may act as direct contributors to on-line content or they'll provide the infrastructure and guidelines to facilitate contribution by other internal teams.

This role is only in the early stages across the technology industry; however, those companies that best leverage this new area to connect with prospects, customers and their markets will increase their differentiation in this increasingly mature technology industry.

Contact me at mgerard@idc.com for a copy of our recent telebriefing on "Key Success Factors for Your B-to-B Social Media Strategy". Do you have a social media role within your company?. . . please share your insight in the comments section below.

A Preview of IDC's 2009 Tech Mktg. Benchmarks: A Focus on Marketing Automation

As discussed in my last blog entry, Are you Ready for Marketing's 2010 Annual Planning Process? , the IDC CMO Advisory Practice is “in the thick” of collecting surveys for our 2009 Tech Marketing Benchmarks study. We expect to collect detailed marketing investment data from nearly 100 hardware, software, and services vendors. With this is hand, we will be well prepared to provide our insight and guidance to tech marketers for their annual planning process.

I'd like to invite Seth Fishbein, a senior IDC analyst on our team, to provide a preview of some of this research, focusing on CMOs’ marketing automation priorities for the coming year. A more comprehensive analysis of this topic will be included in IDC’s 2010 Marketing Investment Planner, due out in late September/early October.

"Thanks Michael. Based upon interviews with leading tech marketing executives over the past month, the following three areas represent some “low-hanging fruit” in the marketing automation space for 2009/2010:

• Development of a formal marketing automation roadmap: Tech marketers should take a fresh look at their marketing IT tools and applications to look for redundancies and cost savings. Not only has IDC observed that most marketing organizations under-invest in automation tools, but most have not developed a roadmap or formal taxonomy to align their systems to strategic goals and related processes. A couple of verbatim comments from our study:
  
  - “We are reviewing all of our marketing systems, from owners to costs to measurements, to see what is truly being used and what is needed…”
  - “We are hoping that an audit of our marketing automation systems will help us integrate our lead management system with SF.com in order to automate and measure the flow of marketing opportunities to sales…”
  


• Simplification of marketing processes and systems: A common thread among tech marketers is the lack of data quality and consistency in their lead management/CRM systems. In particular, a frequent challenge is field marketing’s adherence to data-entry standards. IDC is observing that more marketing organizations appear to be moving in the direction of simplifying their marketing automation strategies and taxonomies in order to make processes easier for global users.
  
  - “More [investment in] automation is not a priority, [but] process improvement is…and we will then automate more where it makes it easier.”
  - “We are trying to streamline our campaign management systems so all users, from North America to Japan, can select from a list of 10 campaigns as opposed to 30-40.”
  


• Improvement to sales enablement and marketing asset management technologies: IDC research shows that over 40% of all marketing assets handed over to sales are not in use today (IDC’s Best Practices in Sales Enablement – Content and Marketing (to be published end of July)). This includes assets that have been developed for sales, channels, prospects and current customers. IDC estimates that at least 30% of companies' marketing investment, including program and people spend, is dedicated to creating content and marketing assets. Clearly, marketers can leverage cost reduction opportunities if they take the time to improve their content management process and technologies.
  
  - “Our content is all over the place…a more formalized content portal is being created to get our sales team the most relevant materials when they need them.”
  - “…marketing is funding an improved marketing asset management system and we are hoping to achieve 3% - 5% reduction/reallocation of spend on annual asset development and improved production efficiencies.” (improvements in production efficiency, reduced program time-to-market, and reduced re-work).
  
  In the next several weeks, IDC will be publishing a sales enablement report highlighting best practices in marketing content management from a lifecycle management, technology, and measurement perspective. Detailed company case studies will be also be included.
  

Please keep in mind that we are currently in the process of collecting surveys for our 2009 Tech Marketing Benchmarks study. If you are interested in participating in this study and have not received a survey, please let us know as soon as possible. Thanks!"
Seth Fishbein, Senior Analyst, CMO Advisory Service (sfishbein@idc.com)