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Contents
Executive summary............................................................................3
Managing Digital Marketing in 2015..................................................3
1. Review Digital Marketing Contribution and Capabilities............9
2. Developing Strategies And Plans For Digital Marketing...........13
3. Managing change with Digital Transformation programmes....19
4. Development of Digital Skills and Managing Change...............22
5. Investing In Digital Marketing In 2015.........................................25
6. Innovation And Optimising Digital Marketing............................30
Appendix...........................................................................................33
Methodology.....................................................................................33
Executive summary
Managing Digital Marketing in 2015
This research from Smart Insights and TFM&A 2015 explores approaches businesses
use to plan and manage their investments in digital marketing. Findings and recommendations are grouped in 6 areas aimed at improving the commercial contribution of digital
marketing for businesses.
Executive summary
Executive summary
Good practice: With the diversity of paid, owned and earned media, its important
to focus resources and optimisation on core channels that drive value.
Methodology
We surveyed Smart Insights members who are based around the world and previous
attendees of Technology for Marketing & Advertising, a conference based in the UK. The
survey was completed online during November and December 2014.
There were 765 respondents, with the majority (62%) in senior, management roles.
Respondents are typically experienced in marketing, with nearly two thirds having more
than five years experience and over a third having more than 10 years experience.
Further details on the sample frame are available at the end of the report.
Introduction
Introduction
RECOMMENDED RESOURCES
Strategy development and planning templates
We have developed a series of tools for Expert members to help them plan:
Digital strategy toolkit. This template contains a full workbook to create a
digital marketing strategy to Reach-Act-Convert and Engage your audience.
7 Steps Digital Strategy guide and course. Step-by-step guidance.
Example digital marketing plans. An example online marketing plan and
blank template using the Smart Insights RACE Planning framework.
Introduction
Q11
C. Management buy-in
6%
5%
11%
12%
27%
32%
18%
11%
27%
35%
23%
14%
26%
34%
19%
1 Lowest
2 Managed
18%
35%
29%
19%
33%
32%
10%
7%
3 Defined
4 Quantified
11%
5%
5 Optimized
F. Integrated customer communications
25%
34%
25%
12%
4%
24%
34%
27%
11%
4%
0%
20%
40%
www.smartinsights.com
60%
80%
100%
www.tfma.co.uk
5 Importance
1
Investing in of
digital
digital
marketing
marketing
Since digital marketing involves execution of many marketing processes and activities,
its useful to rate different types of capabilities by their current effectiveness. This can
help prioritisation of future improvements. The weakest processes that are important
for future improvement can be identified and prioritised. A roadmap can then be used to
improve capabilities and improvements reviewed against this.
Digital
Capability
ONE. Initial
TWO. Managed
Prioritised marketing
activities
THREE. Defined
Defined vision and
strategy
FOUR. Quantified
Business-aligned
strategy and roadmap
FIVE. Optimized
Agile strategic
approach
A. Strategic
Approach
No strategy
B. Performance
Improvement
Process
No KPIs
Volume-based KPIs
No dashboards
Quality-based KPIs
Last click attribution
Business dashboards
Value-based KPIs
Weighted attribution
Ad hoc CRO
Lifetime-value KPIs
Continuous CRO
C. Management
Buy-in
Limited
Sponsorship and
increased investment
Integral part of
strategy development
D. Resourcing
and
Structure
No specific skills
Decentralisation and
reskilling
Balanced blend of
marketing skills
E. Data
and
Infrastructure
Limited / no
customer database
Partially integrated
systems and data
Integrated systems
and 360o data sources
Flexible approach to
optimize resources
F. Integrated
Customer
Communications
Not integrated
Integrated inbound
approach
Integrated, Personalised,
Paid-Owned-Earned
media
G. Integrated
Customer
Experience
Partially personalized
desktop and mobile
experience
Full contexual
personalized experiences
and recommendations
Laggard
Developing
capability
Competent average
capability
Above-sector average
capability
Market leading
capability
10
5 Importance
1
Investing in of
digital
digital
marketing
marketing
11
5 Importance
1
Investing in of
digital
digital
marketing
marketing
11%
37%
33%
www.smartinsights.com
www.tfma.co.uk
RECOMMENDED RESOURCES
Smart Insights Benchmarking Tools
We have developed a series of strategic tools to help companies review their
digital marketing and make the case for more investment in digital marketing:
Digital marketing audit / benchmark
A detailed spreadsheet based technique for assessing a company in 6 key
areas. Best suited to larger organisations.
Ecommerce option (PRICE framework) available from Chris Jones.
Competitor benchmarking tools
A recommended process and tools for comparing performance.
Business case template
Improvement needed can be justified through this template and the companion Ebook.
12
Q9
Does your
organisation
have to
a clearly
defined
We found that a majority
of organisations
responding
the survey
do use a planned
digital
marketing
strategy?
approach to digital marketing, but many still dont.
Does your organisation have a clearly defined
digital marketing strategy?
34%
50%
16%
www.smartinsights.com
www.tfma.co.uk
13
2 Developing strategies
Shockingly, nearly half of businesses do not have a digital strategy, but they are doing
digital marketing.
EXPERT VIEW OVERCOMING INTERNAL ROADBLOCKS
Kieran Flanagan, Marketing Director, EMEA, HubSpot
The biggest road block for most businesses is usually themselves. To be more
accurate, that person in the company who owns the budget/resources and doesnt
understand digital. There are too many CMOs, CEOs or other variations of senior
management who still dont fully understand digital. They usually have a team
beneath them trying to push digital forward, but they wont hand over the keys to
let them make the necessary changes.
One way this can be bridged is with continued education. Education around
digital marketing has never been better. There are so many places marketers can
go to upskill themselves on digital.
They other way is of course with results. Marketers who want to push digital forward
within their company need to demonstrate positive results before theyll get the
necessary budget/resources need to make this happen. What I tell marketers in
this position is to initially look for quick wins. What is the quickest way you can
demonstrate success to your manager/CMO/CEO. How do you provide them with
that moment where they start to see the value in what you are proposing.
Equally, its important to avoid creating a silo of digital resources and practice through
digital transformation. So we see a digital plan as a short-term tool to define your digital
future and help transform your business until it becomes an integrated part of planning
for business as usual.
RECOMMENDED RESOURCES
Strategy development and planning templates
We have developed a series of tools to help Expert members plan:
Digital strategy toolkit. This template contains a full workbook to create a
digital marketing strategy to Reach-Act-Convert and Engage your audience over
the next year or in a 90 day planning period.
Example digital marketing plans. An example online marketing plan and
blank template using the Smart Insights RACE Planning framework.
14
2 Developing strategies
Integration requires a clear marketing or business strategy and plan also. The survey
results suggests
that
lackorganisation
of a marketing
plan
in a substantial
proportion of organisations
Does
your
have
a clearly
defined marketing
may make it difficult
to e.g.
alignan
a digital
against!plan, against which you can
strategy,
annualplan
marketing
Q8
Yes
44.81%
55.19%
No
This shows the necessity for digital marketing managers to work with their colleagues to
agree how digital marketing can support and integrate with marketing.
As we would expect, leading companies who rate their digital capability at level 4 or 5 for
strategic approach as shown in the first chart in this report are more likely to base this
on a defined strategy. 90 percent of leading companies have a digital marketing strategy
15
2 Developing strategies
10%
20%
40%
2%
46%
32%
37%
30%
20%
16
2 Developing strategies
17
2 Developing strategies
Q12
How well integrated are your digital and traditional marketing activities?
7%
17%
40%
24%
12%
0%
www.smartinsights.com
10%
20%
30%
40%
www.tfma.co.uk
18
2 Developing strategies
Q12
The research showed that the lack of a planned approach is most damaging to
integration. Creation of separate teams for digital marketing and traditional marketing
Which
single
factor
most limits
integration
digitalprocesses
marketing
also
presents
problems
for integration,
showing the
importance ofof
developing
and developing skills that involve collaboration across silos.
channe
27%
13%
Teams structured
in silos
23%
17%
8%
12%
Other
0%
www.smartinsights.com
10%
20%
30%
www.tfma.co.uk
19
20
53%
54%
16% 6
20% 10
19%
40%
30%
Display advertising
Social Media Marketing
(paid media)
37%
16%
27%
34%
13% 12%
38%
71% 13% 7
35%
14%
25%
Mixture
www.smartinsights.com
50%
Mainly
outsourced
23%
18%
46%
0%
Mainly in-house
14%
20%
17%
15% 5 10%
70%
Email marketing
Online PR
25%
9%
29%
21%
75%
15%
100%
We don't invest in
this activity or N/A
www.tfma.co.uk
This chart also shows that significant numbers are failing to exploit the full range of tools
available. This is particularly true for the paid media options.
21
10%
20%
30%
40%
50%
53%
46%
43%
40%
40%
38%
www.smartinsights.com
www.tfma.co.uk
22
RECOMMENDED RESOURCES
Structuring digital teams and job descriptions
We have developed a series of templates to help define the best ways to manage
digital marketing. These are:
Digital marketing team structure toolkit
Digital marketing job descriptions and roles template
Business case template
23
Q2
Development of skills and talent within marketing employees will help companies
compete through a better quality of digital marketing. Given this, we wanted to explore
the personal challenges for marketers of keeping up-to-date and the skills requirements.
Social media
marketing
27%
25%
20%
25%
47%
2%
51%
3%
Across respondents to the survey nearly 60% of peoples time is now devoted to digital
marketing activities, showing the importance of skills development in this area.
PR
16%
32%
Digital
strategy
32%
39%
15%
53%
13%
0%
I need to improve my
depth of knowledge
Not relevant to me
PPC)
19%
33%
42%
6%
We asked about specific personal needs for skills development. Many marketers are now
confident in their knowledge of digital channels with nearly half (46%) saying they are
confident, with in-depth knowledge or sufficient knowledge for what they need across
different digital marketing techniques. However, there is still hunger for new learning,
of personal
knowledge ofcontent
digital marketing
particularly in Big Data and CRM (62% wantQ2to Assessment
improve their
knowledge),
marketing (55%), digital strategy (52%) and social media marketing (48%).
CRM and
Big Data
PR
13%
22%
58%
8%
www.smartinsights.com
Content
marketing
26%
0%
22%
20%
40%
50%
60%
80%
www.t-f-m.co.uk
2%
100%
27%
25%
20%
PR
25%
16%
32%
Digital
strategy
32%
PR
13%
2%
51%
3%
39%
15%
53%
13%
0%
I need to improve my
depth of knowledge
Not relevant to me
PPC)
19%
CRM and
Big Data
47%
33%
42%
22%
6%
58%
8%
www.smartinsights.com
Content
marketing
26%
0%
20%
22%
40%
50%
60%
80%
www.t-f-m.co.uk
2%
100%
www.smartinsights.com
www.tfma.co.uk
24
4 Skill development
Given the range of potential techniques to master there has been much talk within digital
marketing of the necessity for marketers to broaden their skill-sets and to embrace and
learn broadly, while focusing on key areas to become a T-Shaped Marketer.
The T-Shaped Marketer is a marketer that has broad knowledge covering a wide range
of digital tactics with in-depth knowledge in 1 or 2 specific areas as shown by the chart
on the next page*.
25
4 Skill development
This representation of the T-Shaped marketer shows content marketing at the heart of
the skill set. When we discussed this on our blog, some suggested that a W-Shaped
marketer is closer to the mark with several core competencies required, for example an
analytical approach should be a common feature in addition to SEO, Content or UX, for
example.
RECOMMENDED RESOURCES
TFM&A Insights Content Skills Assessment Tool
Luke Bilton, Director of Digital and Content for UBM Live has developed this free
tool to score content marketing competence available from TFM&A Insights.
Download Content Marketing Skills Assessment Tool
26
20%
40%
Search Engine
Optimisation (SEO)
45%
34%
Social media
(organic)
Display
advertising
Online PR
33%
19%
23%
Email
marketing
Social media
(paid ads)
60%
51%
21%
www.smartinsights.com
www.tfma.co.uk
27
The assessments by marketers of channel effectiveness are consistent with the patterns
reported for driving visits across websites reported by SimilarWeb - use this tool for
comparing to competitors. Search and direct visits are the main traffic drivers, with Social
media marketing and display also low. Email is included within the referrals category in
this example - so this cant be compared to the reported data from marketers in our study.
Within the retail sector, the volume of search is even higher - the example data below
shows sources of visits for US retail site visitors.
28
16%
4%
13%
Display
advertising
7%
0%
1 Lowest
22%
14%
10%
2 Low-medium
19%
23%
30%
23%
3 Medium
40%
13% 5%
21%
50%
60%
70%
5 Highest
12%
18%
15% 4%
10%
28%
4 Medium-high
www.smartinsights.com
9%
22%
23%
20%
21%
26% 6%
26%
19%
12%
8%
28%
25%
11%
16%
30%
19%
17%
Social media
(organic)
18%
22%
13%
Online PR
Search Engine
Optimisation (SEO)
21%
15%
22% 6%
80%
90%
100%
www.tfma.co.uk
29
Q16a
10%
10%
17%
Social media
(organic)
16%
Display
advertising
40%
15%
8%
50%
60%
2 Low-medium
12%
24%
26%
18%
3 Medium
www.smartinsights.com
4 Medium-high
13%
12% 4%
15% 4%
16%
16%
28%
21%
100%
21%
28%
24%
20%
90%
18% 5%
22%
23%
20%
80%
27%
18%
23%
13%
70%
25%
18%
16%
Social media
(paid ads)
1 Lowest
30%
21%
Online PR
Email
marketing
20%
13%
7%
24%
8%
5 Highest
9%
4%
18%
www.tfma.co.uk
The research shows the ongoing importance of the core digital marketing channels with
Email marketing rated highly or very effective by 52% of respondents followed by SEO
(45%) and Adwords (34%). Organic use of social media wasnt far behind with 33%, but
with only 21% believing paid social media was effective.
30
Q20
20%
40%
7%
25%
Facebook
advertising
39%
29%
6%
Twitter
advertising
26%
5%
LinkedIn
advertising
30%
37%
25%
38%
33%
5%
24%
51%
20%
4%
Mobile display
advertising
26%
4%
Other Ad
Networks
35%
35%
34%
25%
www.smartinsights.com
Increase
Stay the same
Decrease
Don't use or N/A
36%
www.tfma.co.uk
We also asked how allocation of investment in digital channels would vary in 2015 which
is an alternative view on the most effective techniques. Many marketers are planning to
Investment
changes
in digital
media
in 2015
increase investment
these
channels
with
Email
marketing (59%), SEO (51%) and
Q19 across
AdWords (46%) leading the pack.
20%
40%
3%
39%
Search Engine
Optimisation (SEO)
51%
7%
6%
Paid Search
Marketing (AdWords)
Social
media (organic)
33%
46%
14%
3%
38%
6%
Display
advertising
53%
9%
18%
33%
41%
41%
13%
Email
marketing
3%
33%
59%
6%
4%
Social media
(paid ads)
Increase
Stay the same
Decrease
Don't use or N/A
40%
5%
Online PR
60%
32%
20%
43%
www.smartinsights.com
www.tfma.co.uk
31
Finally, we also reviewed the breakdown of intended Paid and Earned media investment.
Paid media
There are a substantial proportion of businesses that dont use each of the paid media
options shown in the next chart. However, a large proportion of businesses are looking
to increase investment in paid media, particularly for advertising in social media, a
significant trend for 2015.
Q14
We also looked at innovation in using data for targeting. Learning about data, CRM and
Marketing Automation was seen as a great interest in 2015. The results show that, overall
businesses are long way from the 360 degree customer view and personalised customer
Data-driven
marketing
- how
are you
target your audience?
lifecycle marketing
that many
havewell
discussed
for aable
long to
time.
Data-driven marketing how well are you able to target your audience?
30%
29%
Channel preference
19%
44%
48%
46%
10%
www.smartinsights.com
20%
30%
40%
50%
www.tfma.co.uk
32
33
34
Earned media
Within earned media we reviewed a range of content marketing techniques in our 2014
report (omitted in 2015 for brevity). Across these content formats the majority of marketers
said they would increase investment in these tactics.
www.smartinsights.com
www.tfma.co.uk
35
30%
29%
29%
30%
The next page shows a full breakdown of planned structured optimisation tests for 2015.
36
Q17
Always-on marketing and Digital Agility use of structured optimisation tests to improve results
Always-on marketing and Digital Agility use of structured optimisation tests to improve results
Paid digital
media
21%
Content
marketing
21%
18%
Social media
marketing
16%
Email
marketing
11%
Landing
pages
12% 6%
28%
22%
17%
12% 6%
27%
22%
0%
10%
1 No Optimisation
2 Some limited
25%
30%
40%
19%
50%
60%
13% 6%
16%
11%
28%
10%
13%
70%
www.smartinsights.com
22%
23%
24%
20%
18%
16%
26%
13%
11%
25%
21%
12%
24%
17%
Website (Desktop
experience)
17%
13% 6%
12%
17% 4%
80%
90%
100%
5 Continuous optimisation
5 Dont use or N/A
www.tfma.co.uk
37
It seems that many marketers are frustrated by the barriers to innovation in digital
marketing. How could this be changed? We wondered which factors are limiting
innovation. The main factors limiting innovation are shown below (Surveyed in 2014).
It is expected that budget limitations may restrict innovation, but lack of process to
encourage innovation and trial can be addressed.
38
2 Developing strategies
RECOMMENDED RESOURCES
Strategy development and planning templates
We have developed a series of tools for Expert members to help them plan:
Digital strategy toolkit. This template contains a full workbook to create a
digital marketing strategy to Reach-Act-Convert and Engage your audience.
7 Steps Digital Strategy guide and course. Step-by-step guidance.
Example digital marketing plans. An example online marketing plan and
blank template using the Smart Insights RACE Planning framework.
We hope you have found this report useful to compare against your approaches to digital
marketing and inform your investments.
Do let us know if you have any comments via @SmartInsights or our Contact Us.
39
Appendix
Methodology
The survey was completed online during November and December 2014. In this section
we summarise the characteristics of respondents to the survey.
Respondent profiles
We surveyed Smart Insights Expert members who are based around the world and
previous attendees of Technology for Marketing and Advertising, which is a conference
based in the UK, so the emphasis is on UK attendees.
Since this research explores how digital marketing is managed, our research focuses
on the views of marketing managers, digital marketing managers and company owners.
SKIPS
100%
0%
765
0%
5%
10%
15%
20%
COUNT
PERCENT
Managing Director
148
19%
Owner / Proprietor
112
15%
104
15%
Head of Department
84
11%
Digital Marketing
62
8%
Other option
56
7%
Marketing Executive
50
7%
Consultant
49
6%
44
6%
Student
21
3%
Ecomerce Manager
20
3%
15
2%
www.smartinsights.com
www.tfma.co.uk
40
7 Appendix
Our respondents are typically experienced in marketing, with nearly two thirds having
more than five years experience and over a third having more than 10 years experience.
Types of business
Businesses respondents represented a wide range of sectors and sizes including Retail,
Financial services, Consumer brands, travel and public sector/education.
Size of company was assessed based on the resources devoted to marketing in terms
of spend on marketing services and media. Spend on marketing services was skewed
towards smaller businesses, but with 52% of respondents planning to invest more than
50,000 on external marketing services and media in 2015.
We also wanted to assess the relative importance of digital marketing in terms of dedicated
resources for digital marketing. To do this we asked how many people worked in the
marketing team overall and how many were focused primarily on digital. We explore this
further in the section on resourcing (section 3).
SKIPS
99%
1%
760
COUNT
PERCENT
0-10,000
187
25%
10,000-50,000
133
18%
Don't Know
111
15%
50,000 - 100,000
92
12%
100,000 - 300,000
79
10%
1 million+
71
9%
300,000 - 500,000
45
6%
42
6%
500,000 to 1million
0%
www.smartinsights.com
12.5%
25%
www.tfma.co.uk
41