Accenture Interactive CMOCIO Disconnect POV

Accenture Interactive
The CMOCIO
disconnect
Bridging the gap to seize
the digital opportunity
As a result, chief marketing ofcers (CMOs)
and chief information ofcers (CIOs) must
work more closely together than ever before.
For CMOs, consumers expectations for
relevant experiences are having the longest-
term impact on marketing strategy, according
to recent Accenture research.
1
For CIOs,
technology is nally able to deliver relevance
at scale and treat buyers like individuals,
thanks to data analytics, integrated marketing
platforms and multichannel delivery systems.
Right partners,
wrong perceptions
In fact, marketing is so inextricably linked to
technology that by 2017, CMOs are projected
to spend more money on information
technology and analytics than CIOs,
2
a
remarkable development considering that
CMOs regard digital orientation as their
weakest capabilityat the exact moment
when it needs to be their strongest.
To overcome this gap and infuse a digital
focus in all business processes and functions,
there is no more important a function for
marketing to align with than information
technology. On the surface, CMOs and CIOs
seem to agree. Dig deeper, though, and CIOs
feel a greater need for alignment. Nearly
eight out of 10 agree that alignment is
needed, compared to just over half of CMOs.
Worse, only one in 10 marketing and IT
executives say collaboration is at the right
level. Despite their growing understanding
that they must be more closely aligned, CMOs
and CIOs have a trust issue. Both functions
focus on building other C-suite
relationships before investing in the
marketing-IT relationship. As a result,
the two functions are disconnected in
how technology should support and
enable improved marketing performance.
Notably, CMOs expect much quicker
turnaround and higher quality from IT, with
a greater degree of exibility in responding
to market requirements. CMOs view the CIO
organization as an execution and delivery
arm at a time when they should consider IT
as a strategic partner and involve CIOs when
planning new marketing investments.
The two functions need to work together to
educate and bring their C-suite colleagues
along on the path of digital integration. As
the vice president of IT at a US bank put it,
A cohesive approach to digital requires
100% platform engagement across all
LOBs to deliver a unied experience.
It is no exaggeration to say that
every business is a digital business.
Technology, along with data,
analytics and design, underpins
and shapes the entire customer
experience. Information technology
is not only pervasive; it is fast
becoming a primary driver of
market differentiation, business
growth and protability.
The CMO-CIO disconnect: Bridging the gap to seize the digital opportunity
2
1
Turbulence for the CMO: Charting a path for the
seamless customer experience, Accenture, April 2013.
2
http://my.gartner.com/portal/server.pt?open=512&
objID=202&mode=2&PageID=5553&ref=webinar-
rss&resId=1871515
2
These are the ndings from the 2012 Accenture Interactive CMO-CIO
Insights survey of more than 400 senior marketing executives and 250
senior IT executives across 10 countries.
Based on their responses, ve imperatives emerge to build trust and improve
alignment between the CMO and CIO functions:
Five imperatives to improve
marketing and IT performance
Identify the CMO as the chief experience ofcer (CXO).
Accept IT as a strategic partner with marketing, not just as
a platform provider.
Agree on key business levers for marketing and IT alignment,
such as access to customer data vs. privacy and security.
Change the skill mix to ensure that both organizations are more
marketing- and tech-savvy.
Develop trust by doing just thattrusting.
As consumers head full speed into a world where brand and
technological experiences are indistinguishable, revamped marketing
and IT organizations need to be jointly responsible for owning the
design of the customer experience. Data insights, technology and
creative strategy must unite to orchestrate experiences across channels
and business units. With a platform of trust and transparency, powered
by analytics and technology, CMOs and CIOs will be able to seize the
digital opportunity and provide the relevant and seamless experiences
their customers demand.
1
2
3
4
5
3
No, theres no need for alignment Yes
CMO+CIO
CMO
CIO
64 36
56 44
77 23
The beliefs of CMOs and CIOs often
diverge radically. A large majority
of CIOs (61%) feels their companies
are prepared for the digital future.
CMOs are more hesitant, with just
under a majority (49%) feeling their
companies are prepared to leverage
digital channels.
Even in their concerns for the future, however,
they dont share the same reasons for feeling
unprepared. The top concern of CMOs (43%)
is insufcient funding for digital marketing
channels. When digital platforms are funded
and built, organizations also must fund the
right mix of skills and resources to leverage
platforms successfully. Platform development
does not always equate to full use when
capabilities are inadequately funded.
Split from the start
The chief concerns of CIOs (50%) are
solution complexity and integration
difculties. In a fragmented cloud
services world, CIOs are challenged by
what it means to have infrastructure.
In another example, both functions agree
on the need for greater collaboration, but
further digging reveals a much different
picture. Globally, 77% of CIOs agree they
need to be aligned with CMOs, whereas
only 56% of CMOs feel this way about
CIOs (Figure 1). CMOs are beginning to
see alternative ways to buy technology
capabilities wrapped by services, such as
partnering with outside vendors rather
than with the CIO.
Marketers want more freedom from IT, and IT
wants more planning and compliance with
standards (Figure 2). Some 45% of CMOs
say they want to enable their employees to
access and use data and content without IT
intervention. Some 49% of CIOs counter that
marketing pulls in technologies without
consideration for IT standards.
This is the crux of the issue: who operates the
technology to drive outcomes, who controls
the design of experiences.
Figure 1: Need for Marketing/IT alignment (%)
4
Top 2
2
3
5
6
9
10
10
12
9
13
18
13
14
18
17
16
19
38
38
32
36
38
35
35
36
38
34
32
36
38
36
34
33
28
29
28
31
28
26
25
25
13
10
11
12
11
10
11
7
8
9
10
10
51
46
45
45
39
39
39
38
36
35
35
35
CIO understands marketing requirements
Marketing employees understand IT
IT employees understand marketing programs
Want to enable marketing employees to operate data,
content, without IT intervention
IT development process is slow and not aligned
to the speed of digital marketing
Marketing makes promises without agreement from IT
The technology is siloed and too difcult to
use to craft cross-channel experience
IT department prefers to build but not integrate
best-in-class technologies
Dont have control of the technology choices
made by IT counterparts
Prefer to buy technology as a service and not
rely as much on IT
IT deliverables fall short of expectations
IT team does not understand urgency of
data integration
9
10 18
16 17
9 17
Top 2
1 4 30 40 25 65 Software service needs careful planning
6
15
17
34
31
33
33
33
32
3 6 36 38 17
3 16 31 35 15
6 15 29 35 14
15
7 14 31 31 16
13
5 13 39 33 9
10
55
50
49
48
48
47
46
42
42
40
CMO understands companys IT infrastructure
IT employees understand marketing programs
Marketing pulls in technologies without
consideration for IT standards
Marketing understands technology
Marketing requirements and priorities change
too often
Strongly disagree

Strongly agree
Marketing makes promises without agreement
from IT
Marketing team lacks understanding
of data integration
Marketing teams dont have IT skills
Marketing does not provide adequate level
of business requirements
Due to complexity there are multiple platforms
to manage cross-channel experiences
3
37 28 12 6 18
10 15
32 32 15 6 16
CMO Frustrations
CIO Frustrations
Figure 2: Frustrations on both sides (%)
5
Strongly disagree

Strongly agree
Surprisingly, the CEO is not the most
important relationship for CMOs or CIOs. The
most important relationship for CIOs is with
the CFO; for CMOs, its with the chief sales
ofcer (CSO). The nance organization is
only the fth most important C-suite group
for CMOs (out of eight). CMOs may want to
improve their relationships with CFOs, not
only as an inuencer on CIOs but also as
marketing ROI becomes even more critical
to demonstrate.
In one bright spot, both CMOs and CIOs
believe their relationship with each other
has improved over the past year. Some
45% of marketing executives believe their
relationship with the IT organization has
Short-circuiting
in the C-suite
While CMOs appear not to be as
collaboratively inclined as CIOs, they
actually place greater value on their
CIO relationships. CMOs rank CIOs as
the second most important C-suite
relationship, while CIOs rank CMOs
#4 (Figure 3).
improved the most over other C-suite
functions. A nearly equal proportion of IT
executives (47%) says their relationship
with marketing has improved but not as
much as with ve other C-suite functions
(business units/geographies, CFO, COO,
sales and procurement).
Across the board, however, only about one
in 10 executives say C-suite collaboration is
at the right level (Figure 4). While an almost
equal number of CMOs (41%) and CIOs (42%)
feel that much more collaboration is required
with each other, CIOs feel more collaboration
is required with business units and the sales
organization at the expense of marketing. In
contrast, CMOs feel they need to work much
more with the CIO compared to any other
C-suite organization.
Discrepancies like these occur when too few
people take the customer view. Instead, the
customer journey is force-t into articial
sections that contract the seamless, non-stop
journey that customers naturally take.
I think we could better integrate or unify by understanding the
strategies, goals and needs of the other and then collaborating
to align our objectives.
Director of Marketing, Fortune 500 US insurance company
6
8 27 40 25
9 34 38 19
13 32 33 21
14 32 37 17
15 35 35 16
19 36 31 15
With CSO/Sales organization
With CIO/IT organization
With business units/geographies
With CEO/Board of directors
With CFO/Finance organization
With CCS/Service organization
With COO/Manufacturing-production
With CPO/Procurement organization 19 37 30 14
12 31 34 23
6 16 44 33
6 20 45 29
8 19 38 35
7
7 25 35 34
10 23 37 31
14 21 35 30
With CFO/Finance organization
With CSO/Sales organization
With CMO/Marketing organization
With CEO/Board of directors
With CCS/Service organization
With COO/Manufacturing-production
With CPO/Procurement organization 12 25 36 27
21 39 33
Not important Extremely important CIOs rank CMOs as the fourth most important C-suite relationship
Figure 3: Importance of working with the C-suite (%)
CMO
CIO
7
Not important Extremely important CMOs rank CIOs as the second most important C-suite relationship
Figure 4: Need for collaboration across the C-suite (%)
35
37
33
37
35
36
32
11 33 27 10
19 29 26 11
13 34 23 13
14 34 26 9
14 32 25 10
12 36 24 9
With CEO
With CSO
With CCS
With CPO
With COO
With CFO 15 35 25 7
Top 2
With CIO 13
19
16
17
17
19
19
18
17 41 12 29 28
27 33 14 47
40
42
38
43
39
37
14 26 28 15
16 26 30 12
15 31 27 13
16 26 27 12
14 32 25 13
With CSO
With CFO
With CMO
With CCS
With CEO
With COO
With CPO 16 30 25 12
With business units/geographies 12
17
16
20
15
18
16
17
15
28 31 11 42 11
Amount of collaboration at the right level Much more collaboration is needed
Top 2
CIO
CMO
8
Amount of collaboration at the right level Much more collaboration is needed
41% of CMOs feel more collaboration is required with each other
42% of CIOs feel more collaboration is required with each other
9
With collaboration in short supply, its little
wonder that CMOs and CIOs disagree on
why marketing and IT should be aligned.
In particular there are fundamental
disagreements over accessing, using and
securing customer data as a competitive
advantage.
Marketing strategy is increasingly focused on
how to leverage Big Data. Turning this data
into relevant customer experiences at scale
is a far cry from past capabilities focused
on creative and brand strategies. These new
services require a new kind of rigor and a
deep technology backbone to enable them.
Not surprisingly, then, marketings #1 driver
(out of 15) for aligning and interacting
with IT is access to customer insight and
intelligence, but that driver ranks #10 for
CIOs. A typical IT concernfor privacy and
security around customer data and brand
protectionranks #4 for CIOs but #11 for
CMOs. CIOs rank ITs strategic capability as
the #5 reason for alignment, while CMOs
see IT as more of a platform provider,
which they rank as the #9 driver.
Clashing on collaboration
Essentially, CMOs view the CIO organization
as an execution and delivery arm, not as a
driver of marketing strategy and excellence
and a partner to be considered on equal
footing. CMOs expect much quicker
turnaround and higher quality from IT,
with a greater degree of exibility in
responding to market requirements.
Nearly ve in 10 CIOs say that marketing
makes promises without agreement from IT,
while only four in 10 marketers agree with
that assertion. Some 36% of CMOs say that
IT deliverables fall short of their expectations,
while 46% of CIOs respond that marketing
does not provide an adequate level of
business requirements.
Voicing basic frustrations
10
11
Unsurprisingly, CIOs are not aligned with
CMOs on marketing priorities (Figure 6). This
makes it difcult to collaborate on common
goalsmuch less achieve themwhen the
partners dont know each others priorities.
Marketing and IT executives agree that
gaining better customer insight and reaching
the market more efciently must be at the
top of the CMOs agenda as it relates to
technology adoption and usage. But IT
executives see tying analytics to business
outcomes as more important (45% of CIOs
vs. 33% of CMOs), while marketers value
lead generation more highly (43% of CMOs
vs. 35% of CIOs). More CMOs than CIOs
also think its more important to improve
marketing productivity and performance
(44% vs. 36%).
CMO+CIO
CMO
CIO
16 39 32 7 6
18 41
36
45
29 7 5
12 37 37 8 7
At the bottom

At the top
Figure 5: Marketing IT vs. IT priorities (%)
Disagreeing on priorities
CMOs and CIOs have an obvious
trust issue. Nearly half (45%) of CIOs
report that they put marketing IT
near or at the top of their priorities
(Figure 5), whereas 64% of CMOs
think marketing IT is placed at the
bottom of the CIOs priority list.
Nor are CMOs aligned with CIOs on IT
priorities (Figure 7). Large differences exist
in appreciating marketing platforms, social
media and campaign management as
priorities. CIOs typically want to measure
results to optimize campaigns. CMOs want
to generate leads and sales. Because they
are not marching to a common purpose,
collaboration cannot occur.
Some other examples of misaligned
IT priorities:
The CIOs #1 priority is advancing platforms
to aid in marketing measurement and
campaign optimization. That ranks #8
out of 16 priorities for CMOs. The CMOs
#1 priority is deploying better marketing
execution and operational systems and
platforms. That ranks #6 for CIOs. Some
30% of CIOs want to further the use of
social media and online listening and
contact systems; only 24% of CMOs do.
Some 26% of CIOs want to introduce
closed-loop campaign measurement and
tracking capabilities; only 19% of CMOs do.
Though they agree on how technology
can improve access to and leveraging of
customer data, there is a surprising lack
of integration across online and ofine
channels. A comprehensive view of the
customer requires understanding all aspects
of their purchasing journey to serve them
with the right messages and offers in
the right channels at the right time. This
integrated view needs strong analytics,
insights and feedback loops so that customer
data can be continually rened and results
improved. This is the holy grail for marketers,
yet only one quarter of CMOs and CIOs have
completely integrated customer data, while
four in 10 are struggling.
12
Figure 6: CIOs are not aligned with CMOs on marketing priorities (%)
Gaining better customer insight, competitive intelligence and market knowledge
Delivering more qualied leads and opportunities to the sales organization
Improving the yield and return of marketing campaigns through digital channels
Tying website and digital engagement analytics to business outcomes and transactions
Reducing selling cycles and generating higher value deals
Reaching and engaging with the market more efciently and effectively
Integrating and extracting more value out of disparate and siloed customer databases
Adding more engaging and interactive features to company and brand websites
Getting smarter about using social media and digital marketing systems
Ensuring brand assets are more accessible and better managed globally
Knowing more about website utilization and visitor behavior
Improving marketing group productivity, performance and compliance
54
43
44
40
33
37
51
41
39
44
40
34
16
8
7
7
7
7
15
8
6
7
7
5
Gaining better customer insight, competitive intelligence and market knowledge
Delivering more qualied leads and opportunities to the sales organization
Improving the yield and return of marketing campaigns through digital channels
Tying website and digital engagement analytics to business outcomes and transactions
Reducing selling cycles and generating higher value deals
Reaching and engaging with the market more efciently and effectively
Integrating and extracting more value out of disparate and siloed customer databases
Adding more engaging and interactive features to company and brand websites
Getting smarter about using social media and digital marketing systems
Ensuring brand assets are more accessible and better managed globally
Knowing more about website utilization and visitor behavior
Improving marketing group productivity, performance and compliance
CIO - Top 1 CIO - Within top 5
51
35
36
45
36
53
42
42
40
43
42
34
14
7
7
5
10
6
12
9
8
8
9
5
CMO Priorities
CIO Priorities
Indicates 6 point or more difference between CMO and CIO priorities
CMO - Top 1 CMO - Within top 5 Indicates 6 point or more difference between CMO and CIO priorities
13
Figure 7: CMOs are not aligned with CIOs on IT priorities (%)
32
36
35
24
32
26
37
37
38
32
19
35
32
33
31
21
Advancing platforms to aid in marketing measurement and campaign optimization
Improving the links and interactions between Marketing, Sales and channel groups
Delivering more timely and relevant transactional, behavioral and customer prole data
Furthering the use of social media and online listening and contact systems
Making key websites more valuable and useful at capturing and converting customers
Scaling and safeguarding business websites and customer data repositories
Reducing technology costs
Deploying better marketing execution and operational systems and platforms
Increasing the use and value of CRM systems by both Marketing and Sales
Introducing closed-loop campaign measurement and tracking capabilities
Safeguarding and protecting customer data, brand assets and trademarks
Managing Big Data
Piloting new ways to engage the market using mobile, Internet and P-O-S technologies
Assuring the integrity and availability of back-end infrastructures and interfaces
Advancing email deliverability, list quality and recipient response
Automating customer interactions and improving customer care and handling
7
7
6
6
5
8
4
9
7
7
2
8
9
5
5
4
CMO
37
30
37
32
26
Furthering the use of social media and online listening and contact systems
Deploying better marketing execution and operational systems and platforms
Introducing closed-loop campaign measurement and tracking capabilities
7
10
2
38
33
32
31
25
32
34
32
30
30
20
Advancing platforms to aid in marketing measurement and campaign optimization
Improving the links and interactions between Marketing, Sales and channel groups
Delivering more timely and relevant transactional, behavioral and customer prole data
Making key websites more valuable and useful at capturing and converting customers
Scaling and safeguarding business websites and customer data repositories
Reducing technology costs
Increasing the use and value of CRM systems by both Marketing and Sales
Safeguarding and protecting customer data, brand assets and trademarks
Managing Big Data
Piloting new ways to engage the market using mobile, Internet and P-O-S technologies
Assuring the integrity and availability of back-end infrastructures and interfaces
Advancing email deliverability, list quality and recipient response
Automating customer interactions and improving customer care and handling
3
8
4
6
7
3
8
9
9
6
5
7
4
CIO
14
CIO - Top 1 CIO - Within top 5
CMO - Top 1 CMO - Within top 5
15
While their beliefs differ in many
cases, chief marketers and IT
executives have at least one thing
in common: an equal number (36%)
of CMOs and CIOs face challenges in
implementing solutions to improve
marketing effectiveness. Leading the
list of internal obstacles are solution
complexity and integration for both
CMOs (47%) and CIOs (42%).
Facing common internal obstacles
Other internal obstacles point to the need to
improve trust and transparency between the
two functions (Figure 8). More than three
in 10 CMOs feel that IT keeps marketing out
of the loop, doesnt make the marketing
function a priority and doesnt make time
and technical resources available. For their
part, more than three in 10 CIOs agree
that they keep marketing out of the loop
and dont provide the time and technical
resources to help. They also believe that
marketing bypasses IT to work directly
with vendors.
16
Internal obstacles faced by CMOs in implementing solutions to
further marketing effectiveness
Solution complexity and integration difculties 47
Lack of expertise and knowledge in IT organization 28
Marketing function not a priority for IT department 35
Marketing resources taking control and isolating IT 27
IT resistance and opposition to solution sourcing 19
IT keeping Marketing out of the loop 38
Insufcient budget and funding for the project 28
No management mandate to push the project forward 20
Time and technical resources not available to help 31
Marketing bypassing IT and working directly with the vendor 21
Wrong solution that was not embraced by users 9
Internal obstacles faced by CIOs in implementing
IT projects to further marketing effectiveness
Solution complexity and integration difculties 42
Lack of expertise and knowledge in IT organization 31
Time and technical resources not available to help 35
Marketing resources taking control and isolating IT 29
IT resistance and opposition to solution sourcing 15
Marketing bypassing IT and working directly with the vendor 36
Insufcient budget and funding for the project 30
No management mandate to push the project forward 20
IT keeping Marketing out of the loop 33
Marketing function not a priority for IT department 25
Wrong solution that was not embraced by users 13
Figure 8: Internal obstacles to improving marketing effectiveness (%)
17
Closing the trust gap
Identify the CMO as the chief experience
ofcer (CXO). CMOs must take responsibility
for the consumer experience and
drive consumer-centric measures. By
understanding the drivers of a connected
customer experience across channels,
including strategic requirements (such as
exible user interfaces and a unied view of
consumer data) and critical enablers (such
as technology platforms and operating
models), the CXO plays an important role in
making the multichannel strategy an integral
part of a companys business strategy. CIOs
and other members of the C-suite should
be jointly responsible for driving business
outcomes from effective experiences and
for building closer relationships with
CMOs in the process.
Accept IT as a strategic partner with
marketing. When planning new marketing
investments, marketers should not view IT
as just a delivery platform. Both functions
should work together to understand what
systemic changes in their operating model
need to occur to allow them to take
advantage of new technologies rapidly
while reducing cost and complexity.
Agree on key business levers for marketing
and IT integration, such as access to customer
data vs. privacy and security. Alignment
should be prominent in the agendas and
investment plans for each function. Already
more than one-third of CMOs and CIOs
spend over 30% of their budgets
on technology-enabled marketing, so
its clearly important to both functions.
Moreover, budgets are sizeable. About one
in three marketers globally and two in ve
IT executives say their budgets are more
than $500 million.
To harness the power of technology and
analytics, CIOs and CMOs and their C-suite
colleagues need to be laser-focused on
crafting the most relevant consumer
experiences. They should embrace tools,
processes and platforms to unlock consumer
intentwhile maintaining privacy and
securityas the key to delivering consistent
and relevant customer experiences across
channels. Together they should manage,
measure and optimize marketing investments,
resources and campaigns. Sitting within their
own silos with independent perspectives
will only continue the downward trend
in business success.
To improve their working relationship, ve imperatives should take hold
to build trust and improve alignment between the CMO and CIO functions:
18
1 2 3
Dotted-line reporting of
marketing into IT and
vice versa...
VP of Marketing, Fortune
100 UK insurance company
This requires a top-down setting of priorities starting with CEO
expectations and calibrating with all verticals. For example,
including key IT employees in marketing meetings, sales
conventions, etc., would give them more context to their work
and better appreciation for timelines. There could be some
reciprocity here with key marketing employees appropriately
involved with IT work.
VP of IT, US retail company
Change the skill mix to ensure that the
marketing organization becomes more tech
savvy and the IT organization becomes more
agile and responsive to market demands.
CMOs should empower their teams to drive
technology decisions and become savvy
about digital technology architecture,
collaborating with their technology
counterparts to serve the demands of the
digital age. The vice president of IT for a US
telecom company suggested more cross-
training to better understand the needs of
both functions. The IT vice president at a US
retailer recommended blended skills, not
marketing and separate IT but rather a team
where each person has a combination of both.
Develop trust by doing just thattrusting.
The only way to build trust is just to do
it. Successful marketing depends on it.
Consumers dont have the time or interest
for the inefciencies and mishaps that
arise when marketing and IT work at cross
purposes. Consumers can take their business
elsewhereand they will. CMOs and CIOs
must open the oodgates of communication,
pollinate cross-disciplinary teams of
marketing and IT pros and welcome
each other in the C-suite.
19
4 5
Seizing the digital
opportunity
They need to work together to educate
and bring their C-suite colleagues along
on the path of digital integration. As the
vice president of IT at a US bank put it,
A cohesive approach to digital requires
100% platform engagement across all LOBs
to deliver a unied experience. The vice
president of marketing at a US high-tech
rm went one step further, recommending
an executive mandate and metrics aligned
with organizational objectives.
Despite their contrasting views in
many areas, CMOs and CIOs are not
far apart in agreeing that reaching and
engaging the market has become more
technology driven, with technology
now underpinning and shaping the
entire customer experience.
As consumers head full speed into a world
where brand and technological experiences
are indistinguishable, revamped marketing
and IT organizations need to be jointly
responsible for owning the design of
the customer experience. Data insights,
technology and creative strategy must unite
to orchestrate experiences across channels
and business units. With a platform of trust
and transparency, powered by analytics and
technology, CMOs and CIOs will be able to
seize the digital opportunity and provide
the relevant and seamless experiences
their customers demand.
A cohesive approach to
digital requires 100% platform
engagement across all LOBs to
deliver a unied experience.
Vice President of IT, US high-tech rm
20
About the research
The 2012 CMO-CIO Insights survey, sponsored
by Accenture Interactive, aims to understand
the opinions, challenges and points of view
of senior marketing and IT executives as
they relate to marketing and IT alignment.
Results are based on online surveys across
10 countries with 405 senior marketing
executives who are key marketing decision
makers in their companies. Results from IT
executives are based on 252 surveys across
the same countries, using the same
screening criteria.
Most companies have at least US$1 billion
in annual revenues. Corporations in France,
Australia, Singapore and Brazil have annual
revenues of at least US$500 million.
Nearly half (48%) the companies experienced
at or little growth in 2012. Another 36%
showed signicant growth, while the
remainder (16%) had negative growth.
Business-to-consumer (B2C) and business-to-
business-to-consumer (B2B2C) corporations
represented the most prevalent business
models for both CMOs and CIOs, at about
40% each, with business-to-business
companies making up the remainder. Financial
services represented the biggest sector (35%
for CMOs, 37% for CIOs), with products
companies close behind (31% for CMOs, 29%
for CIOs). Communications, high-technology
and media companies represented 17%
for CMOs and 18% for CIOs. Resources
companies made up 8% for CMOs and
5% for CIOs. A variety of other companies
represented 9% for CMOs and 10% for CIOs.
Some 45% of CMO respondents were based
in Europe, Africa and Latin America (EALA).
Another 40% were located in North America,
while 15% were headquartered in Asia-Pacic
(APAC). EALA also represented the largest
geographic contingency of CIOs (43%),
followed by North America (40%) and
APAC (17%).
Authors
Brian Whipple
Brian Whipple is Managing Director
of Accenture Interactive, a business of
Accenture that helps companies develop
industry-leading digital marketing capabilities,
including the development and management
of websites and interactive marketing, as
well as the optimization of online and ofine
marketing and merchandising investments.
Brian leads all of Accenture Interactives
global consulting domains including Digital,
Marketing Analytics, Media Management,
Marketing Data Management and Marketing
Transformation. Prior to Accenture, Brian
was Chief Operating Ofcer of Hill Holliday,
an advertising and marketing services rm
headquartered in Boston.
brian.whipple@accenture.com
Baiju Shah
Baiju Shah is Managing Director for Strategy
& Innovation in Accenture Interactive. In
this role, he oversees Accenture Interactives
business strategy and manages a portfolio of
emerging business services. He is responsible
for identifying and catalyzing new waves
of growth by creating new business services
that address unmet needs in the ever-
evolving marketing landscape. He has
worked closely with clients across industries
including Verizon, Chrysler and P&G on
strategies that take advantage of emerging
technology and analytics as a competitive
advantage in Digital. Baijus expertise lies in
digital marketing, advanced analytics, and
technology market adoption.
baiju.shah@accenture.com
21
Copyright 2013 Accenture
All rights reserved.
Accenture, its logo, and
High Performance Delivered
are trademarks of Accenture.
About Accenture Interactive
Accenture Interactive helps the worlds leading brands drive superior marketing
performance across the full multichannel customer experience. Working with over
5,000 Accenture professionals dedicated to serving the marketing function, Accenture
Interactive offers integrated, industrialized and industry-driven digital transformation
and marketing solutions. Follow @AccentureSocial or visit accenture.com/interactive.
About Accenture
Accenture is a global management consulting, technology services and outsourcing
company, with approximately 266,000 people serving clients in more than 120 countries.
Combining unparalleled experience, comprehensive capabilities across all industries and
business functions, and extensive research on the worlds most successful companies,
Accenture collaborates with clients to help them become high-performance businesses
and governments. The company generated net revenues of US$27.9 billion for the scal
year ended Aug. 31, 2012. Its home page is www.accenture.com.
The views and opinions in this article should not be viewed as professional advice with respect to your business.
Disclaimer: Accentures CMO Insights survey uses the generic term partner to refer to entities such as digital agencies, specialized agencies, marketing service providers,
advertising agencies, management consultants, systems integrators and public relations rms. The use of the term partner in the survey, the survey results, and in this
edition of CMO Insights is not intended to, and does not, imply the existence of a legal partnership.

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