#wwwb2b
What Works Where USA
Digital benchmarking research 2013
In partnership with
Welcome What Works Where in B2B Digital Marketing Contents
3 5 8 10 12
Overview
Marketers
Objectives
Audiences
Activities
14 18 22 26 28
Effectiveness
International
Size
ROI
Summary
“ One of the biggest issues in B2B is the lack of published research on best practice.� Andrew Markowitz, Director Global Digital Strategy, GE BMA Blaze Conference, Chicago May 2013
What Works Where USA Digital benchmark research 2013 3/30
Overview The aim of Omobono’s study is to share best practice in B2B digital marketing, a market which is notoriously undocumented. The WWW project is now in its third wave and continues to explore how B2B digital marketers are behaving, and the effectiveness of their approach. In addition to looking at behaviors of UK based B2B marketers, this year we have joined forces with the Business Marketing Association to establish how US based B2B marketers are tackling the challenges they face.
The top line Marketers in the US are in the midst of change. New channels, new buyer behaviors, new requirements and new territories create opportunities, but also pressures as never before. In response, however, the majority focus on ‘one size fits all’ channels with the highest reach and potential, and which are easiest to measure. Bespoke strategies for segmented audiences, using microsites, extranets or targeted advertising, provide an opportunity to achieve standout to marketers with the time and resource to manage detailed programs.
Thought leadership A key distinction between US and UK B2B marketing priorities is the number one US focus on strengthening thought leadership (63%) compared to only 50% of UK B2B marketers.
Content
Mobile
Meanwhile, the increased emphasis on website and email marketing in the US suggests that thought leadership content development has become an ongoing demand to support strategies for consistent eCRM contact and dynamic websites.
The limited budget placed on mobile optimization and applications is surprising in light of well documented increase in mobile web usage. Is this lack of investment the result of marketers being overstretched, and what will the impact of this lack of future proofing be?
Social media Social media is increasingly recognized for its core strength in pulling prospects and clients through the promotion of thought leadership and contributing content to a larger topical conversation.
Global And finally, US marketers are increasingly taking on responsibility for global marketing, which in itself adds to the pressure they are under. Our report reviews their priorities and challenges.
Overview What we study
How we do it
• Marketers’ objectives.
The research is based on a detailed survey of over 80 US based B2B Marketers, screened to ensure their involvement in their organization’s B2B digital activity. As a result we have the views of those with significant responsibility for both budget and strategy. Respondents came from a wide range of sectors, from utilities to construction, with a large number of responses from those in technology, engineering and manufacturing, and professional services. With nearly a third of respondents from companies of $100m turnover upwards, we have also been able to compare how marketers in major corporates differ from their counterparts in smaller organizations.
• The digital solutions they are using to achieve those objectives. • How they view the effectiveness of what they do and the techniques they use to measure it. We have also explored some of the issues that we know are creating additional pressures for the B2B marketing community: • How far marketers are being required to reach audiences beyond their normal targets of customers and prospects. • What additional challenges marketers are facing – whether technology or wider goals. • A global view – how far US marketers are being asked to target other geographies, and how this affects their approach. • A closer look at interactive channels – social media and mobile.
What Works Where USA Digital benchmark research 2013 5/30
Marketers It’s a changing world for marketers in the US, 80% of whom agree that their priorities have altered in the last three years. But it’s not just priorities that have changed. US based B2B professionals are now handling more channels, more audiences and more geographies than three years ago. No wonder 85% of them agree that being a marketer is more challenging than ever before. And it would seem that US marketers are rising to the challenge. The research shows BMA members are embracing the opportunity created by new channels and tackling an expanding remit that arguably puts them at the heart of organizational achievement, finally giving them a seat at the top table.
As the legendary Philip Kotler put it at the BMA Conference in Chicago in May 2013, ‘the change to the CMO title denotes the shift from a service function to leading and participating in strategy.’ Combined with its UK counterpart, this study demonstrates considerable consistency in what B2B marketers view as effective, both over time and across company size and geographies. B2B marketers may be taking on increasing levels of responsibility, but they are clear on what needs to be done and how to do it well.
“ The change to CMO title denotes the shift from a service function to leading and participating in strategy.” Philip Kotler, Professor of International Marketing, Kellogg School of Management
Marketers Almost all marketers (95%) say they are using more channels to reach their audiences. Digital marketing plays a key role, with an average of 42% of budget allocated to it. • Two channels account for over two fifths (41%) of budget – email and websites.
• Three quarters (73%) say their reach has expanded in terms of types of audience.
• The same two – email and websites – are also found to be the most effective channels.
– On average each marketer is already targeting five audiences in addition to customers, and likely to add another audience in the coming year.
• Online video, social media and SEO are ‘bargain’ channels, very effective but needing less budget. • Social media is particularly effective at promoting thought leadership – their top priority. • Channel effectiveness varies by country and goal. • And only a fifth (19%) feel confident that the return on their marketing efforts can be measured accurately, despite using on average almost five metrics to measure ROI.
• Two thirds (69%) saying they have seen an increase in the number of territories they market to. – However, US marketers are still fairly ‘US-centric’ with over half (53%) only marketing within the USA.
85%
of respondents agree that the marketing role is more challenging than ever before.
What Works Where USA Digital benchmark research 2013 7/30
Marketers face challenges on all sides
95
80 69
75
74
73
85
84
80
56
54 42 36
37
37
36
36
27
Wider range of territories
Strongly agree
More audience types
Agree
Base: All respondents (80)
Objectives traditionally outside marketing
Harder to keep up with technical developments
Changing priorities
Harder to keep pace with marketing developments
Doing more with less
Being a marketer has become more challenging
Using a wider range of channels
Objectives Awareness-creating objectives feature strongly for US B2B marketers, with thought leadership, customer relationships and brand awareness in the top three slots. Understanding of the target market, launching new products and services and developing the brand position continue to be less important objectives when compared to the pressure to build awareness of what the company already has to offer.
‘Ensuring the organization is living the brand’ seems to be a comparatively low priority for US marketers. As we will see later in the report, however, it is more of a priority for marketers with global responsibilities and those working in larger organizations. The importance of the internal audience should not be underestimated now that delivery of the marketing message goes beyond the marketing department. Marketers must ensure that everyone in the organization understands their company’s point of difference, and their role in delivering it.
Unlike their counterparts in the UK, US B2B marketers put thought leadership before the customer. Raising brand awareness comes third for both geographies.
What Works Where USA Digital benchmark research 2013 9/30
Top marketing priorities
63 55
44
33
31
29
21 16
15
11
14
10 6
0 Ensure organization lives brand
1st priority
Develop brand position
Top 3 priority
Base: All respondents (80)
Better understanding of target market
Launch new product/services
Raise brand awareness
Deepen customer relationships
Strengthen thought leadership
Marketing is only part of the remit. 74% feel that they are being asked to tackle objectives beyond the traditional province of marketing.
Audiences We work increasingly on marketing initiated projects that are aimed at internal audiences or potential recruits. So we looked for evidence that this was industry wide. The research corroborates our experience. 73% of US marketers are targeting more audience types than they were three years ago. On average, marketers have been targeting five audiences over and above their major customer and prospect focus, and said they would be likely to add another audience in the coming year. Despite not being listed as a top priority by marketers, their remit now includes communicating with people within the organization at all levels, as well as those who might join it. The most significant recent additions are potential employees and industry analysts, once the province of HR or the corporate communications department, whilst one of the most significant internal audiences is senior stakeholders. The most notable addition to the list is media organizations, with 21% of respondents intending to target them in the next 12 months.
Audiences targeted Senior internal stakeholders
61
Channel partners
61
Media organisations
51
Current employees
51 48
Industry analysts 45
Potential employees
44
Buyers and customers 35
Stakeholders/Gov/NGOs 31
General public
30
Suppliers Alumni
16
Base: All respondents for USA (80)
What Works Where USA Digital benchmark research 2013 11/30
The customer is not enough In terms of importance, marketers see buyers, end customers and internal stakeholders as most important to them, but less than half of all US marketers (44%) actually target end customers. In comparison, over 60% of marketers actively target senior management, requiring time and resource to do so. This is, as might be expected, more predominant in large organizations with over $50m turnover, but it remains part of the remit of nearly half those in smaller organizations (74% vs. 49%).
Audience rankings
64%
78%
Current employees
Buyers and customers
54%
Channel partners
Whose remit is it anyway? The question is whether this attention to a wider audience set is self-imposed, reflecting marketers’ own views on what they should be doing; or whether it is a direct result of shifts in the environment that mean there is no longer dedicated resource elsewhere in the organization. There is certainly evidence from this research, however, that the increase in importance of some audiences and their widening audience scope are resulting in a bigger workload for US marketers.
45%
Media organizations
67%
Senior internal stakeholders
40%
25% 31%
Alumni
Suppliers
Most important Fairly important Base: All respondents (80)
41%
Industry analysts
Less important
General public
35%
Potential employees
21% Stakeholders/ Gov/NGOs
Activities What are US marketers spending their money on?
In the next 12 months, how do you expect to allocate your B2B digital marketing budget? (%)
Over two fifths (42%) of budget is committed to digital marketing. It appears as a key part of US marketing strategies, and this is consistent across size of company and sector. It is also consistent with spend levels we see in other geographies such as the UK and Europe. A quarter of respondents spend considerably under that, however – less than 20% of their budget. In contrast, a fifth of the companies interviewed committed over 70% to digital. Whatever the budget for digital, 84% of respondents say they are doing more with less – suggesting that although channels, objectives and geographical responsibilities are expanding, budgets and resources are not.
23
19
12 10
5
<1
<1
1
Extranets
2
6
6
7
2
Microsites
SMS/MMS
Other
Affiliates
Display advertising
Mobile applications
Pay per click
Mobile optimization
Search engine optimization
Base: All respondents (109)
8
nline video/ O podcasts/webinars Social media Email marketing orporate website C development
What Works Where USA Digital benchmark research 2013 13/30
As might be expected, there is a strong correlation between budget spend and views on effectiveness. Website and email are outright favorites, both for effectiveness and share of budget, whilst the channels deemed least effective have little budget put towards them. Hovering in the middle in terms of budget allocation are social media, online video and search engine optimization. These could be
viewed as ‘bargain buys’; channels which are highly effective but take up relatively smaller percentages of the budget.
channels for all respondents continue to be email and websites. When viewed in conjunction with views of effectiveness, it’s arguable that many US marketers are missing some tricks which are reaping rewards for those that do use them – from mobile to extranets.
95% of respondents agree they have started using a wider range of channels in the last three years. And yet, most people only use half of the digital channels available and the most popular
Channel effectiveness (%)
83
58
64
71
75
43 35 16
21
25
26
Display advertising
PPC
Microsites
7
7
5
3
6
SMS/ MMS
Extranets
Apps
Affiliate marketing
Mobile optimization
0
0
2
1
2
Social media
12
SEO
Online video
8
10
Email marketing
19
Website development
23
Channels deemed least effective – little budget put towards them
Perceived effectiveness of channel (%) Base: All respondents (80)
Budget allocation (%)
‘Bargain’ channels which are highly effective but take up relatively smaller % of budget
Website and email outright favorites for effectiveness and share of budget
Effectiveness US marketers also have strong views on which channels work best for each individual goal. A breakdown of activities vs. views of effectiveness shows that US marketers are doing far more to respond to a particular situation – believing in the power of extranets to deepen customer relations or the ability of online video to convey thought leadership. This is in marked difference to the UK study, where marketers seem more vanilla in their approach. As we have seen, thought leadership is felt to be the most important objective, and social media is felt to be particularly successful at achieving it. But budget wise it has yet to take a larger share than email – implying that investment in high quality content still lags. Meanwhile social’s role in ‘deepening customer relationships’, the second most important objective, doesn’t seem to be supported by spend. US marketers, it would seem, are settling on social media as a content distribution channel. And whilst extranets are viewed as an effective way to drive relationships, spend on this dedicated connection with customers remains almost insignificant at less than 1%.
Channel effectiveness varies by intended goal
86% 80% 74% 71% 54% 51% 23% 20% 17% 14% 6% 3%
Online video Website development
75% 75%
Website development Email marketing
Email marketing Social media SEO Microsites PPC / Display Mobile apps Mobile optimisation Affiliates SMS/MMS Extranets
Strengthen thought leadership Base: All respondents (80)
58% 54% 33% 29% 25% 21% 17% 13%
Social media Online video
Microsites SEO Mobile optimisation PPC Display/SMS/ MMS/Apps Affiliates / Extranets
Deepen customer relationships
92% 85% 81% 77% 69% 51% 38% 31% 31% 4% 0%
Website development Email marketing SEO Social media Online video Microsites Display/PPC Mobile optimisation Affiliates SMS/MMS/Apps Extranets
Raise brand awareness
What Works Where USA Digital benchmark research 2013 15/30
Social media â&#x20AC;&#x201C; effective and efficient Social media comes up as highly important medium right across the objective spectrum. It scores highly in effectiveness against all objectives and, from a financial viewpoint, is highly efficient. In terms of promoting thought leadership, its effectiveness falls into two specific areas: channels and content. The US increased emphasis on social, as with website and email marketing, highlights the ongoing demand for high quality thought leadership content development to drive a differentiated positioning.
Promote thought leadership Display case studies
Sharing news
Driving web traffic
Sharing useful content
Understanding customers Expand reach
Generate conversation
Networking
Customer service
Promote events
Brand awareness
Most used social media platforms:
01 LinkedIn 02 Twitter 03 Blogs 04 Facebook 05 YouTube/video 06 Google+ 07 Forums
Effectiveness Mobile â&#x20AC;&#x201C; a missed opportunity As can be seen, mobile investment lags significantly behind the views of its effectiveness even for the major awareness raising goals being tackled by US marketers. Compared to the UK study, where perceptions of mobileâ&#x20AC;&#x2122;s effectiveness have increased by 20% over the past 3 years, US marketers seem less convinced about its power, citing a range of concerns that hold them back from investment and exploration in the medium. In contrast, the advantages of mobile are less widely voiced, beyond a feeling of enhancing the appeal of the brand.
The limited budget placed on mobile optimization and applications is surprising in light of the well documented increase in mobile web usage, particularly in the US. Lack of investment in mobile perhaps demonstrates how stretched B2B marketers are in delivering across a wide range of channels. But how long will mobile web be seen as a nice to have vs. a need to have, and in the meantime how much business is being left on the table? Given the statistics that we see elsewhere in the B2B industry, we feel that US marketers who invest in mobile could reap benefits by stealing a march on their competitors.
The power of mobile (%)
25
2 Mobile optimization
16 2 Mobile apps
Budget Effectiveness Base: All respondents (80)
What Works Where USA Digital benchmark research 2013 17/30
Mobile activities found to be effective:
Enhances our brand and ‘cool’ factor
Optimizing website access Viewing multimedia, e.g. video
Aids customer service
Conveys contract information
Getting thought leadership and content across
Displays ads
Generate leads
Ease of access
Making apps suitable to the audience
44% Barriers to mobile adoption:
Our services aren’t suitable for mobile Not right for B2B
It isn’t right for our audience Intrusive
Not a high priority to our business
34%
Audience hard to reach
Do not have resources to invest
ROI not high enough to be worth investment
23%
International On average respondents target four regions. Top regions, after the USA, are the UK (61%), Asia Pacific (53%) and North America (53%). Compared to the UK, where 15% of marketers have a global role, survey respondents are more US centric, but itâ&#x20AC;&#x2122;s nevertheless clear from the map that respondents are reaching into every territory on the globe.
US marketers reach to every territory on the globe.
International expansion 69% of our respondents stated that they have become more responsible for marketing to a wider range of territories over the last three years. In fact only 53% are solely focused on the US, whilst 39% have an international role and 8% are responsible for a global remit. Overall it would seem that marketing is becoming more geographically centralized, with which 37% of respondents agree.
53%
47%
North America*
Mainland Europe
61%
87%
UK
USA
37%
34% South America
*Excluding USA
Middle East
32% Africa
24% India
53%
Asia-Pacific
What Works Where USA Digital benchmark research 2013 19/30
International differences The fact that US marketers are taking on a more international role results in different behaviors and creates additional pressures. Here we look at the impact of a global remit on marketing activities. First of all, the objectives alter. Brand and customer understanding are more important for global marketers than they are for those marketing domestically. Only global marketers seem to feel that â&#x20AC;&#x2DC;ensuring the organization lives the brandâ&#x20AC;&#x2122; has a sizeable role to play. Perhaps the geographic spread means they recognize that itâ&#x20AC;&#x2122;s essential for their colleagues in other countries to understand what the organization stands for and be consistent in delivery. Secondly, the focus on audiences alters. Senior internal stakeholders are much more important for global marketers (71% vs. 52%). Media organizations and industry analysts are also more likely to fall within the responsibility of global than local marketers. Only the general public are targeted significantly more by local marketers (40% vs. 21%).
Marketing Priorities
63% 53% 50% 37% 37% 32% 17%
Strengthen thought leadership Deepen customer relationships
Raise brand awareness Develop brand position Better understand target market
62% 57% 38% 33% 26% 21%
Strengthen thought leadership Deepen customer relationships
Raise brand awareness Launch new product/service Better understand target market Develop brand position
Launch new product/service Ensure organisation lives brand
Global
5%
Ensure organisation lives brand
USA only
Base: All respondents marketing to just one country (42) and beyond one country (38)
International Digital spend as a proportion of overall budget is consistent for both global and domestic marketers and budget allocation to channels remains almost the same. Where we do see differences is in views of effectiveness. Local marketers see most channels as more effective than their global counterparts, and feel more confident about their ability to measure that effectiveness. 26% of those who target the USA are confident in their ability to measure ROI effectively, vs. a mere 11% with global responsibilities. It would seem that the further the reach, the harder it is to monitor ROI.
How effective are the following activities in achieving your goals?
83
83 67
62
61
66
71
82
71
53 45
24 17 2
3
Mobile messaging
Only USA
7
16
29 18
21
45
24
26
39
26
5
Development of extranets
Global
Mobile applications
Affiliate marketing
Significant differences
Base: All respondents answering question (97)
Optimization for mobile
PPC search marketing
Display advertising
Development of microsites
Social media
Organic search marketing
Email marketing
Online video/ podcasts/ webinars
Corporate website development
What Works Where USA Digital benchmark research 2013 21/30
International differences in individual channels.
11%
16%
29%
Microsites
24%
Social media
PPC
8%
SEO
16%
Mobile optimization
16%
16%
16% Display
Mobile applications
16%
SMS/MMS
Website development
8%
Affiliates
16%
Online video
3% Extranets
Email marketing
Perhaps this explains some of the differences in outlook of the marketers themselves. In our UK study, we found that those with global responsibilities were much more likely to struggle to keep up with technology and the pace of change.
Substantial difference Some difference Almost no difference All respondents marketing to more than 1 country (38)
Size The size of a company headquartered in the USA has an impact on what the marketers within the organization are setting out to achieve. Customers are, quite frankly, more important for smaller companies than for larger ones, whilst smaller players commit more to deepening their understanding of their target markets. Pure brand awareness or developing the brand position are less important for larger companies, who tend to be better known in their sector, but the importance they place on thought leadership conveys how much they struggle to create a differentiated competitive position.
Marketing objectives by company size
64% 48% 48% 48% 40% 36% 4%
Deepen customer relationships
67% 52%
Strengthen thought leadership Deepen customer relationships
Develop brand position Better understand target market Strengthen thought leadership Raise brand awareness
Launch new product/service Ensure organisation lives brand
< $100m turnover
38% 29% 29% 29% 10%
Launch new product/service
Raise brand awareness Better understand target market Develop brand position Ensure organisation lives brand
> $100m turnover
Base: All non-agency respondents in organizations with a turnover of under $100m (25) and over $100m (21)
What Works Where USA Digital benchmark research 2013 23/30
Larger companies in the US not only target more people overall but are more committed to their own people, it would seem. Not only do they place a higher importance on ensuring people within the organization live the brand, but they also aim significant investment and resource at targeting the people within the company, and those who might join it.
Target audiences by company size (%) 67 62
62
62
60
57
56
62
62
48
48
44 36
40
36
32
28
24
24
16 10
Channel partners
Senior internal stakeholders
Under $100m turnover
Media organizations
Industry analysts
Over $100m turnover
Base: All respondents answering question (72)
Current employees
Suppliers
10
Buyers and customers
General public
Only suppliers and general public more important to smaller companies
Stakeholders/ Govs/NGOs
Potential employees
Alumni
Size In the main, larger companies are more likely to use a wider range of channels than smaller ones, who tend to concentrate their activities in a narrower range of activities, most noticeably web and email, which they allocate much more budget to comparatively. Smaller companies also put a disproportionate amount of money into display, online video and SEO, pursuing their brand building objectives. It could be argued that smaller companies are also more innovative. Their commitment to social media is comparatively bigger and they are embracing mobile optimization and apps at a faster rate than their bigger counterparts. Even extranets, supposedly the province of huge companies with far-reaching IT structures, are being grasped by smaller players as a major opportunity to build those all-important customer relationships.
If smaller companies give customers a higher priority, and are investing behind it, do they pose a threat to larger companies?
What Works Where USA Digital benchmark research 2013 25/30
Budget allocation by company size (%) 27
21 19
13 11
11 8 5
0
0
Mobile messaging
1
2
Affiliate marketing
Under $100m turnover
3 1
3
3
5
13
8
11
7
6
6
7
2
0
Development of Mobile extranets applications
Over $100m turnover
Base: All respondents answering question (72)
Optimization for mobile
Development of mircosites
PPC search marketing
Optimization search marketing
Online video/ podcasts/ webinars
Display advertising
Social media
Email marketing
Corporate website development
ROI What are US marketers measuring and how confident do they feel about it? 87% of our US respondents say that they measure ROI, and 19% overall are confident in its accuracy â&#x20AC;&#x201C; more than their UK counterparts, only 11% of whom felt confident. As we have seen, those with a purely domestic remit are even more likely to feel confident in this area, with 26% agreeing.
Measurement tools
76%
89%
Lead generation
Web analytics
Overall, US marketers use an average of 4.7 different measures to monitor ROI, suggesting that, as we see in other geographies, there is no simple solution to proving the value of marketing activities. Lead generation and conversion rates are seen as the most useful metrics, whilst web analytics are felt to be one of the least useful, despite being tracked the most (by 89% of marketers). It is interesting to note that brand awareness is only measured by a small percentage (19%), despite it being the third most important objective.
46%
70%
Conversion rates
56%
Sales pipeline
37%
When push comes to shove, however, and marketers are asked to choose a â&#x20AC;&#x2DC;Golden Metricâ&#x20AC;&#x2122; by which they would prove ROI at Board level, most fall back on leads and conversions. Brand awareness measurement is very low despite that being a top priority.
Spend per campaign
Profitability
19% Brand awareness
46%
Closed sales
28% Cost per enquiry
What Works Where USA Digital benchmark research 2013 27/30
What would you choose as the â&#x20AC;&#x2DC;Golden Metricâ&#x20AC;&#x2122;?
22%
Closed sales Sales pipeline
18%
Conversion rates
Lead generation Market share
Spend per campaign
Quality of leads
Brand awareness
Profitability Cost per enquiry Web analytics
16%
Base: All answering question (50)
73%
Control
are targeting more audience types
Budget
Responsible for targeting 5 audience categories on top of customers and prospects
Have to target more audiences with same budget
84%
B2B Marketing in the USA: Challenge or Opportunity?
Tougher for global marketers. 92% agree
have had to do more with less
19% are confident in its accuracy
74%
27% strongly agree with this
have been expected to achieve objectives outside the province of marketing
69%
are marketing to a wider range of territories
68% are measuring ROI
Workload Picking up additional responsibilities without additional resource
Centralization improves effectiveness and spreads excellence
37% have become more centralized over past 3 years
Priorities change more for marketers in big companies. 84% agree
Accountability ROI the biggest challenge faced by marketers
80%
say marketing priorities have changed
Globalization Move to centralization, so have responsibility for more countries
What Works Where USA Digital benchmark research 2013 29/30
Summary
On average 42% of budget spent on digital
85%
Global marketers more likely to find it challenging. 80% agree
Engagement New channels increase ability to successfully engage audience
being a marketer has become more challenging
Technology Coping with increasing speed of technology changes
75%
Channels Have to use more channels to be effective
95% of US marketers have started using a wider range of channels in the last three years, and 84% say they are doing more with less.
85% find it harder to keep up with developments in marketing
Kudos Bigger role in organization and recognition of relevant expertise
challenges
have found it harder to keep up with technological developments
Global marketers finding it harder to keep up. 79% agree
opportunities
Base: all respondents (109) Q: Do you agree or disagree with the following statements? In the last 3 years...
In summary, one of the key challenges B2B marketers face in the US is leveraging the exciting opportunities new channels provide in connecting with targets while doing so with less budget and resources than theyâ&#x20AC;&#x2122;ve had in the past. The result is a wider range of activity that isnâ&#x20AC;&#x2122;t necessarily deeper or optimized for effectiveness, despite marketers having strong views on what works where. A key step in the coming year should be in revisiting results and determining a priority set of channels to improve further and ineffective channels to purge, and to create space for new test and learn pilots. Those prepared to flex their activities in response to specific goals will be best set to win.
Copyright 2013 Omobono Ltd. Omobono is the digital agency for business brands. Our clients are major national and international enterprises. We help them manage their digital presence both internally and externally â&#x20AC;&#x201C; with customers, employees and stakeholders. For further research data or to discuss how Omobono can help you maximize the effectiveness of your digital activities, please contact Francesca Brosan on +44 1223 307000 or email fran@omobono.com What Works Where in B2B Digital Marketing by Omobono Ltd is licensed under a Creative Commons Attribution-NonCommercial-NoDerivs 3.0 Unported License.
hello@omobono.com @omobono_digital T: +44 1223 307000 F: +44 1223 365167
www.marketing.org
St Giles Hall, Pound Hill Cambridge, CB3 0AE, UK
www.omobono.com
www.circle-research.com