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2012 IDC
Mar-12
IDCs 2012 Tech Marketing Barometer Study: Trends, Forecasts, and Essential Guidance
Joseph Ferrantino
Research Analyst IDCs CMO Advisory Service
Copyright 2012 IDC. Reproduction is forbidden unless authorized. All rights reserved.
Agenda
1. Participant Demographics and Key Findings 2. Marketing Investment Strategy 3. Marketing IT and Automation
4. Social Media Structure

5. Marketing Priorities 6. Sales and Marketing Alignment 7. Essential Guidance 8. Appendix
2012 IDC Mar-12 3
Agenda

2012 IDC Mar-12 4
Participant Demographics
Accenture Avaya Bull Cisco Systems Dell Inc. Fairchild Semi Hewlett-Packard Intel Kronos Optus PTC Ricoh Americas Sybase Tektronix Verizon Business Ariba Blue Coat Systems CA Technologies Compuware EMC Corporation FICO Informatica Intermec Lexmark Intl Oracle Quest Software SDL Synopsys Tieto VMware Avanade BMC Software CGI CSC Ericsson Fujitsu Infosys Juniper Networks Logica
20%
Key Facts
annual Tech Marketing Barometer Final data set includes 61 companies from the IT Hardware, Software, Services, and Telco Sectors Survey Fieldwork: 1/5/12-2/6/12 Average Revenue: ~$9B Total Revenue: ~$550B Data is weighted according to company size (revenue) 10th
Respondents by Company Size
Orange Business
16%
RedPrairie SkillSoft Taleo Corp Unisys Wipro

12% 8% 4% 0% <$250M $250M- $500M- $1B<$500M <$1B <$3B $3B<$6B $6B- $10B- $30B+ <$10B <$30B
Please Note: Partial List

Source: IDCs 2012 Tech Marketing Barometer Study, n=61
2012 IDC
Mar-12
Key Findings
1. Marketing departments are expecting an average 3.6% increase to their budgets in 2012. 2. In 2012, investment in Marketing IT and Automation is expected to grow to 8.7% of the total Program Spend mix, up from the 2%-3% of previous years. 3. Social Media proficiency is marching onward, and companies are benefiting from social platforms in their B2B businesses; Social Media ROI remains elusive in 2012. 4. Marketers are still not satisfied with current levels of Sales and Marketing Alignment, and are reporting lower confidence in 2012.
2012 IDC Mar-12 6
Agenda

2012 IDC Mar-12 7
Tech Marketing Budget Expectations In 2012

10.0% 8.0% 6.0% 4.0%
8.0% 5.8%
3.7% 6.5% 5.4%
3.5%
3.6%
2.0%
0.0% -2.0% -4.0% -6.0% -8.0% -10.0%
(4.5%) The trend of Marketing Investment tracking Revenue Growth has ended, along with marketers budgetary optimism. Marketing departments are doing more with less, and not expecting that to change in 2012.
(8.3%)
2009 2010 2011 2012
IT Global Revenue Growth IT Global Marketing Investment Growth (Actual) IT Global Marketing Investment Growth January Sentiment
Sources: IDCs 2011 Tech Marketing Barometer Study, n=45; IDCs Worldwide IT Spending Black Book, 2011, IDCs 2011 Tech Marketing Benchmarks Study, n=85 2012 IDC Mar-12 8
Marketing Program Spend Mix: Year End 2011, The Federated View
(All Digital Elements are Contained Within the Categories Shown)
Other 2.1% In this view, advertising includes both digital and traditional advertising Advertising 27.9% Market Intelligence 4.5% Collateral 5.5% Social Networks 1.3% Web Site Content and Development 8.2% Includes digital events Events 17.6%
Source: IDCs 2011 Tech Marketing Benchmarks Study, n=85
2012 IDC Mar-12 9
Marketing Support and Sales Tools 13.9%
Public Relations 4.6% Analyst Relations 1.6% Includes email Direct Marketing 12.9%
Expected Program Spend Changes in 2012

Q: Please indicate if investment in the following Program Spend categories will increase, stay the same, or decrease in 2012 as compared to 2011.
Social Media Web Site Content and Development Direct Marketing Marketing Support and Sales Tools Events Public Relations Advertising Market Intelligence Analyst Relations Collateral 0% Increase Same Decrease
2012 IDC Mar-12 10
20%
40% % of Respondents
60%
80%
Marketing Program Spend Mix: Year End 2011, The Digital Island View
Program Spend Allocations (Digital Island View)
Excludes Display and Search Ads
Specific Digital Marketing Allocations

Search engine optimization 5.9% Social networks 6.0%
Other Areas: PR, MI, AR, Marketing Support and Sales Tools, Collateral 33.9%
Traditional Advertising 13.4%
Display Ads 21.5%
Digital Marketing 26.4%
Company Web Sites 31.6%
Search Ads 14.9%
Excludes Digital Events
Events 16.6%
Direct Marketing 9.6%
Excludes Email Marketing
Digital Events 3.8%
Email Marketing 16.4%

2012 IDC Mar-12 11
Expected Digital Marketing Shifts in 2012

Q: Please allocate 100 Importance Points to the following Digital Marketing Program Spend categories for 2012.
Company Web Sites
22.5 15.7 14.6 14.5 12.3 11.6 8.8 0 5 10 15 20 Average Importance Points 25
Email Search Engine Optimization Social Networks

Digital Events Search Ads Display Ads

2012 IDC Mar-12 12
Marketing Staff Allocations: Year End 2011

Product Marketing Field Marketing Support Marketing Communications Web Site Content/Development Event Marketing Campaign Management Marketing Operations Partner Marketing Solution Marketing Direct Marketing 6.1% 5.6% 5.4% 5.4% 5.3% 4.5% 4.5% 4.5% 3.8% 3.7% 3.4% 3.3% 2.3% 1.1% 18.7%
14.7%
Market Intelligence
Sales Enablement Public Relations Industry Marketing Advertising Technical Marketing Analyst Relations Social Networking Staff Marketing IT Executives and Other 0.0% 2.0%
0.9%
0.7% 0.7% 5.4% 4.0% 6.0% 8.0% 10.0% 12.0% 14.0% 16.0% 18.0% 20.0%

2012 IDC
% of Total Staff
Mar-12 13
What Staff Areas Are Expected to Increase?

Q: Please indicate if investment in the following staffing categories will increase, stay the same, or decrease in 2012 as compared to 2011. Solution Marketing Social Media Web Site Content and Development Campaign Management Field Marketing Support Direct Marketing Industry Marketing Product Marketing Marketing Communications Marketing Operations Event Marketing Sales Enablement Partner Marketing Market Intelligence Analyst Relations Public Relations Marketing IT Advertising Technical Marketing 0%
2012 IDC Mar-12 14
43% 42% 38% 34% 31% 28% 27% 27%
23%
20% 20% 18% 18% 17% 17% 17% 10% 10% 5% 10% 20% 30% % of Respondents Increasing Staff 40% 50%
Investment in all staffing categories is most often remaining the same, and very few decreases were reported in any category.
Agenda

2012 IDC Mar-12 15
Expected Marketing IT Project Evaluation, Selection and Funding

Q: Which departments will be involved in the evaluation and selection process for Marketing IT Projects in 2012? Q: What percentage of funding for Marketing IT Projects will come from the following departments in 2012?
90% 80% % of Respondents 70% 60% 50% 40% 30% 20% 10% 0%
Marketing IT Project % of Funding
100%
100% 90% 80% 70% 60%
6.0% 11.0% 22.0%
50%
40% 30% 20% 10% 0% Marketing Corporate IT Sales Finance, Procurement, CEO, and Other 61.0%

2012 IDC Mar-12 16
Expected Marketing IT Program Spend

Q: Please estimate the percentage of your total Marketing Program budget that will be spent on Marketing IT in 2012.
10.0% 8.7% 8.0%

79% of respondent companies will be required to produce an ROI analysis for Marketing IT projects in 2012.
6.0%
4.0%
2.0%
Marketing IT Program Spend - All spend that comes out of the Marketing Program budget for information technology, including but not limited to: marketing automation, lead management, content management, lead scoring, marketing resource management, collaboration, portals, web site design and management, SEO, social media monitoring, customer databases, analytical tools, platforms for inbound and outbound communications, and CRM.
0.0%
2012 IDC Mar-12 17
Expected Marketing Automation Investment

Q: How do you expect your investment levels to change in 2012 for the following Marketing Automation categories compared to 2011?
Lead Management Digital Marketing Website Infrastructure External Social Media Monitoring Content/Digital Asset Management Campaign Management Sales Enablement Technology Internal Collaboration/Social Networking Customer Data Management Tools Customer Data/List Acquisition Business Intelligence Marketing Resource Management Partner Portals Marketing Knowledge Base 0%
58% 54% 48% 43% 41% 41% 36% 36% Very few respondents 34% reported decreases in 34% any categorymost were either increasing 26% investment or keeping 26% it flat. 25% 13%
10% 20% 30% 40% 50% 60% 70% % of Respondents Increasing Investment

2012 IDC Mar-12 18
Agenda

2012 IDC Mar-12 19
Social Media Program Spend and Staff in Marketing Organizations: Year End 2011
Program Spend Allocations
Marketing Support and Sales Tools 13.9% Market Intelligence 4.5% Collateral 5.5% Social Networks 1.3% Web Site Content and Development 8.2% Events 17.6% Public Relations 4.6% Analyst Relations 1.6% Direct Marketing 12.9% Other 2.1% Advertising 27.9%
Staff Allocations
P/S/I Marketing Field Marketing Support Marketing Communications Web Site Event Marketing Campaign Management 6.1% 14.7% 26.5%
5.6%
5.4% 5.4% 5.3% 4.5% 4.5% 3.8%
Marketing Operations
Partner Marketing Direct Marketing Market Intelligence Sales Enablement Public Relations Advertising
3.7%
3.4% 2.3% 1.1% 0.9% 0.7% 0.7%
Technical Marketing
Analyst Relations Social Networking Staff Marketing IT Executives and Other
5.4%

2012 IDC Mar-12 20
Detailed Social Media Program Spend Allocations: Year End 2011 vs Expected Changes 2012
Year End 2011 Social Media Program Spend Allocations Q: Please Allocate 100 Importance Points to the following 3 Social Media Program Spend categories for 2012.
100% 80% 70% 60% 50% 40% 30% 20% 10% 0% Platform Infrastructure Measuring and Monitoring Outsourced Social Media
IDCs 2011 Tech Marketing Benchmarks Study n=85
2012 IDC
100 Average Importance Points 90 80 70 60 50 40

Most Important
90% 40.8%
26.0%
33 25 25
30
20 10 0
Least Important
17
33.2%
Measuring and Monitoring Platform Infrastructure Outsourced Social Media Other

Mar-12 21
Detailed Social Media Staff Allocations: Year End 2011 vs Expected Changes 2012
Year End 2011 Social Media Staff Allocations Q: Please Allocate 100 Importance Points to the following four Social Media Staffing areas in 2012.
100% 80% 70% 60% 50% 40% 30% 20% 10% 0% Infrastructure Measuring and Monitoring Responding Social Media Campaigns
IDCs 2011 Tech Marketing Benchmarks Study n=85
2012 IDC
100 37.8% Average importance Points 90 80
90%
70
60 50 40 30 20 10 0
Social Media Campaigns Measuring and Monitoring Responding Infrastructure Other Most Important
20.7% 18.9% 22.6%
33 23 18 14
Least Important
12

Mar-12 22
Social Media Challenges and Successes

Top 3 Social Media Challenges
1. Measuring ROI and linking to the funnel 2. Internal Support and Adoption 3. Scaling and Integration
Top 3 Social Media Successes

1. Customer/Influencer Engagement 2. Internal Support and Adoption 3. Scaling and Integration
These qualitative responses are an excellent indicator of the state of Social Media maturity in the Tech Industry. One of the first key achievements that companies aim for is Customer/Influencer engagement, and this was the most frequently reported success. Measuring ROI and linking social to the funnel is currently the biggest challenge, and also the next frontier for companies as they push their social media proficiency further. Internal support and adoption and scaling and integration are simultaneously two of the biggest challenges and successes, which suggests that leading companies have made great strides in these areas while lagging companies still struggle.
2012 IDC Mar-12 23
Agenda

2012 IDC Mar-12 24
Marketing Priorities in 2012

Q: Please allocate 100 "Importance Points" to these Marketing Priorities for 2012.
Improving Lead Generation Building more Brand Awareness Improving Marketing processes, e.g., measuring effectiveness and ROI Improving alignment with Sales Improving Social Media execution Organizational changes to the marketing department Investing in Marketing Automation Marketing Talent management Re-building "post-recession" budgets and staffing 0
2012 IDC
20.7
16.2 13.9 13 10.9 9 7.8 4.6 3.9 5 10 15 20 25
Average Importance Points
Mar-12
25
Significant Changes to the Marketing Organization in 2012

Q: Do you plan to make any of the following significant changes to your marketing organization in 2012?
Increasing organizational structure alignment between Marketing and Sales Change in senior Marketing leadership More centralization More outsourcing Creation of marketing shared service centers Less centralization/regional and BU empowerment 0%
2012 IDC
70% 51%
48%
38% 37% 26% 20% 40% 60% % of Respondents 80%
Mar-12
26
Agenda

2012 IDC Mar-12 27
Despite our EffortsSales and Marketing Alignment is Getting Worse?!

Q: On a scale of 1 to 100 (where 1 is mis-aligned and 100 is perfectly aligned), score the alignment rating between Marketing and Sales for each of the following dimensions.
Alignment at the executive level Lead management infrastructure Marketing meeting sales support needs Lead management process Integration of planning, budgeting, forecasting Marketing and sales evaluated on shared metrics 0 2011 2012
2012 IDC
65 57 56 55 51 48 46 65 66 66 68
75
20 40 60 Average Alignment Rating
80
Mar-12
28
The Next Level. . .Getting More Prescriptive for Marketing & Sales Alignment
Operational Attributes
Marketing
Sales Sales Budget Ratio
Joint Marketing & Sales Marketing & Sales Budget Ratio Marketing & Sales Efficiency KPIs Marketing & Sales Productivity Levers
Investment
Marketing Budget Ratio Marketing Efficiency KPIs Marketing Productivity Levers
Staff Efficiency
Sales Efficiency KPIs Sales Productivity Levers
Productivity Levers
IDCs 2012 Marketing (#231278) and Sales (#230919) Investment Planners

2012 IDC Mar-12 29
8 New Benchmarks to Optimize Sales and Marketing Productivity

M&S Operational Attributes Mktg. & Sales KPIs
Marketing and Sales Budget Ratio
Industry Benchmark
10.6%
IDC Insight/ Guidance

Control Overall Cost. . . but. . . Increase the Marketing component
Investment
Sales to Marketing Investment Ratio Marketing Investment per Sales Headcount
4:1 $40K to $70K 32:1 27% 4.7% 47 out of 100 52 out of 100
Staff Efficiency
QBHC* to Field Marketing Ratio Program to People KPI M&S Operations Staff as a % of Total M&S Staff
Strategically increase support staff Monitor sales time allocation and efficiency Establish accountability in both mktg. and sales Leverage a CoE* model with regional extensions Focus on process areas at the intersection
Productivity Levers
Sales Enablement Score Lead Management Score
*QBHC: quota bearing headcount; CoE: Center of Excellence
IDC CMO & Sales Advisory Clients: Contact us to ensure you receive your combined custom analysis
2012 IDC Mar-12 30
What is Sales Enablement?
IDC defines Sales Enablement 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
2012 IDC
Mar-12
31
Sales Enablement Excellence Begins in the Marketing Organization

IDCs Sales Productivity Framework
Customer Intelligence Sales Enablement
Talent Management
Asset Creation, Management & Delivery Governance Delivery Vehicle Selection & Management Tribal Knowledge
Sales Management Sales Methodology

Mar-12 32
Source: IDC
2012 IDC
Agenda

2012 IDC Mar-12 33
Essential Guidance for Tech Marketers in 2012 1. Its Time to Re-Finance Your Marketing Budget
2. Marketings Role in Sales Enablement Remains a Key Play

3. Expand the Relationship with your CIO and IT Team
2012 IDC
Mar-12
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Re-Finance Your Marketing Budget

1. Acknowledge the Broken Budget Trend.
2. Reduce Marketing Assets. Assets Require Maintenance. Maintenance costs Money.

3. Accelerate Digital. 4. Go Get Some Money from Sales. 5. Start Talking with IT about Money.
Freddie Marketing?
2012 IDC
Mar-12
35
Questions?
2012 IDC
Mar-12
The Executive Advisory Group

(additional list of IDC analysts for EAG available upon request)
Rich Vancil Vice President Executive Advisory Group rvancil@idc.com Phone: 508-935-4327 Kathleen Schaub Research Vice President CMO Advisory Service kschaub@idc.com Phone: 925-999-9839 Gerry Murray Research Manager, CMO Advisory gmurray@idc.com Phone: 508-988-7974 Joseph Ferrantino Research Analyst, CMO Advisory jferrantino@idc.com Phone: 508-988-6973 Wendy Pemberton Sales Director wpemberton@idc.com Phone: 816-569-1286 Michael Gerard Program Vice President Sales Advisory Practice mgerard@idc.com Phone: 508-988-6758 Irina Zvagelsky Research Analyst, Sales Advisory izvagelsky@idc.com Phone: 305-351-3060 Scott McLarnon GVP Consulting smclarnon@idc.com Phone: 508-935-4392 Jason Cunliffe Consulting Director jcunliffe@idc.com Phone: 305-351-3037 Clare Gillan Executive Sponsor/Analyst cgillan@idc.com Phone: 508-935-4266
2012 IDC
Mar-12
37
Agenda

2012 IDC Mar-12 38
IDCs 2012 Tech Marketing Barometer Study Methodology

Objective This survey is intended to "take the pulse" of marketing executives in the information technology sector to analyze the direction of marketing resource expenditures and priorities during the next 12 months. The 2012 Tech Marketing Barometer Study also serves as an update to IDCs 2011 Tech Marketing Benchmarks Study, which analyzed specific tech marketing benchmarks as defined in IDCs Worldwide Sales and Marketing Taxonomy, 2011: Guidelines for Cost Control and Resource Allocation. Confidentiality All answers are kept confidential by IDC and all data will be aggregated for the purposes of trend analysis. No client or other participant of the study will receive company-specific data and there will be no way for any company to "reverse-engineer" the analysis and view company-specific responses. Key Facts This is IDCs 10th annual Tech Marketing Barometer Study Final data set includes 61 participant companies from the IT Hardware, Software, Services, and Telecommunications Sectors Survey Start Date: 1/5/12 Survey End Date: 2/6/12 Average Revenue: ~$9B Total Revenue: ~$550B
2012 IDC Mar-12 39
Lead Management Proficiency
2012 IDC
Mar-12
IDC Customer Creation Framework

Buyer Communication
Buyers Journey Stages
Exploration Stage
Raised Hand
Conduct the Digital Dialog
Evaluation Stage
Agree to be Pursued
Purchase Stage
Conduct the Interpersonal Dialog

Mar-12 41
2012 IDC
Lead Scoring Practices In 2012

Please Note: Lead Scoring is defined as the qualification of lead readiness using quantitative criteria.
Q: Which of the following best describes your company's lead scoring practices in 2012? 40% 35% 30% 25% 20% 16.0% 15% 10% 5% 0% We don't score leads. We've started to score leads, but not consistently. We still must find the right criteria to get good data. We score leads We've been scoring We've been scoring frequently, based on leads consistently for leads for several years prospect interactions 18+ months and can based on ideal such as email opens now link interactions to customer knowledge and webcast views. buyer intent. and buyer readiness. 10.0% 8.0% 33.0% 33.0%
Sales Leadership is involved in establishing Lead Scoring criteria for 75% of respondent companies
Proficiency Increases
2012 IDC Mar-12 42
Lead Nurturing Practices in 2012

Please Note: Lead Nurturing is defined as the systematic engagement with prospects through a long-buy cycle, using tactics differentiated by stages of readiness.
Q: Which of the following best describes your company's lead nurturing practices in 2012? 40% 35% 30% 25% 20% 15% 10% 5% 0% We don't nurture leads. We focus on generating them. We've started to reWe nurture leads We use email/webmarket to leads in our regularly and use based multi-step database. We mostly multi-step campaigns, campaigns, and send the same offers but send the same sometimes alter to everyone. offers to everyone. content based on the prospect. We use more than just email/web multi-step campaigns, and they are linked to stages of the buyer's journey. 10.0% 13.0%
60% of respondents combine Marketing and Sales tasks while orchestrating campaigns
22.0%
33.0%
22.0%
Proficiency Increases
2012 IDC Mar-12 43
IDC CMO Advisory Service

Accelerating the operational excellence of 21st Century marketing leaders
February 2012
Copyright 2012 IDC. Reproduction is forbidden unless authorized. All rights reserved.
IDC Helps Tech Marketing Executives to Answer Some Basic (But Difficult) Questions
How much should I invest in Marketing?
How much are my peers or competitors investing? What are the latest trends in marketing-mix planning?
Whats the best way to organize my staff?

What parts of marketing should be centralized? How can corporate marketing improve its coordination with the product
lines and the field?
What performance metrics should I monitor?
How can I better align with Sales?

What is a good Sales Enablement initiative?
Who are the tech industry marketing leaders?

What can I learn from them? What are best practices in emerging areas of marketing?
2012 IDC
Mar-12
45
IDC CMO Advisory Service Subscription Deliverables

Benchmarks & Roadmaps
Annual Marketing Investment Survey Your Custom Investment Comparison Annual Marketing Leaders Matrix Annual Marketing Barometer Annual Buyer Experience Study Annual Marketing Automation Roadmap
Peer-to-Peer Insights
3 exclusive Executive Board Meetings Marketing Summit at IDC Directions Peer-to-Peer Hot Topic calls
Extensive Research Library

Broad range of studies available Multiple new reports per year Topics selected by you and your peers Deep, practical, recommendations Based on studies of leading companies
Hot Trend Updates

Marketing Leader Interviews Monthly newsletters Tech Marketing Blog
Unlimited Analyst Inquiries

2012 IDC Mar-12 46
IDCs Executive Advisory Group: Practice Domains

Transformation Framework: Benchmarks, Best Practices, Peer-to-Peer Insight People
Staff allocation benchmarks Organizational design Role definition Talent development Organizational alignment & interlock Change management
Process
Investment allocation benchmarks Metrics, measurement, & ROI Analytics Best practices Process maturity Agility
Technology
System selection System implementation Data management Data governance Technology adoption
Practice Domains Marketing

Planning & Budgeting Strategic planning Investment planning Marketing-mix planning Operations planning Annual budgeting Functional Operations Marketing operations Market intelligence Product, solution, industry marketing Communications Field & channel marketing Campaign management Digital marketing Social marketing Website content & development Advertising & branding Influencer relations
Marketing + Sales
Lead Management Lead planning Lead routing Lead nurturing Lead scoring Sales Enablement Marketing content & asset lifecycle Sales operations governance Sales enablement platform Buyer Insights Better leverage of vendor resources Shortening the buying cycle Intelligence Buyer history Lead intelligence Share of wallet Competitive intelligence Sales Operations Strategy Productivity Automation
Sales
Sales Management Sales strategy Investment & resource planning Inside sales Sales Methodologies Account planning Opportunity management Performance management Talent Management On-boarding Training Retention
2012 IDC
Mar-12
47
CMO Advisory Service: Research and Events Schedule

Benchmarking Research
Annual Benchmarking Study (Sept 2012) Telebriefing & slides Marketing Investment Planner 2013 (October 2012) Custom Benchmarking Analysis (Sept- Jan 2012) Annual Barometer Study (March, 2012) Telebriefing & slides Report
Best Practices & Insights

(Partial List)
Leadership Board Meetings & Events

Marketing Operations Board Meetings February 2012 CA June 2012 CA October 2012 MA Events Directions 2012 (March 7 San Jose CA & March 13, Boston IDG Marketing Summit 2012 (Mar 8, 2012 San Jose) Telebriefings Lead Management Telebriefing (Nov 17 2011) Sales and Marketing Taxonomy Telebriefing (Dec 8, 2011) Hot Topic Peer-to-Peer Calls Starting Out in Automation (Jan 19)
Sales and Marketing Automation Roadmap

IDC Automation Framework (May 2012) Vendor Profiles User Summit Updates
Best Practice Studies Digital Marketing & Social Media (Spring 2011) Customer Data Management (Aug 2011) Channel Marketing (Feb 2012) Lead Management (May 2012) Insight Reports The Failure of Marketing ROI (Feb 2012) Marketing Operations Role (April 2011) The Buyer Speaks: Buyer Experience Study (June 2011) Organizational Structure for Superior Sales Enablement (Dec 2011) Push vs. Pull Marketing (Mar 2012) Pulse Surveys
= In Progress: Contact us to participate 2012 IDC Mar-12 48
Executive Advisory Group Clients

(Partial List)
2012 IDC
Mar-12
49
Benchmarks: Where are you placing your marketing investment bets?

Marketing Support and Sales Tools 13.9% Other 2.1% In this view, advertising includes both digital and traditional advertising Advertising 27.9% Market Intelligence 4.5% Collateral 5.5% Social Networks 1.3% Web Site Content and Development 8.2% Includes digital events Events 17.6%
2012 IDC Mar-12 50
Public Relations 4.6% Analyst Relations 1.6% Includes email Direct Marketing 12.9%
Benchmarks: Marketing Staff Allocations in 2011 Where are the Changes?

P/S/I Marketing Field Marketing Support Marketing Communications Web Site Content/Development Event Marketing Campaign Management Marketing Operations Partner Marketing Direct Marketing 6.1% 5.6% 5.4% 5.4% 5.3% 4.5% 4.5% 3.8% 14.7% 26.5%
Market Intelligence
Sales Enablement Public Relations
3.7%
3.4% 2.3%
Advertising
Technical Marketing Analyst Relations Social Networking Staff Marketing IT Executives and Other 0.0%
1.1%
0.9% 0.7% 0.7% New 5.4% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0%

2012 IDC Mar-12 51
2011 Pipeline Velocity Benchmarks

1.8
The Time it Takes to Create a Customer 2011: 19 Months 2010: 17 Months
3.1
4.1
3.5
Sales Qualified Leads

5.3
Opportunities
1.3
Deals
Source: IDCs 2011 Sales Productivity Benchmarks Database and IDCs 2011 Tech Marketing Benchmarks Database Value Account Data (over 1000 employees) 2012 IDC Mar-12 52
Custom Benchmarking: Top Level Analysis thru Detailed Components

Marketing Performance Matrix
High
Low Yield Marketing Leadership
Custom Marketing Performance Benchmarking Analysis

Efficiency Effectiveness
KPI Revenue Change MBR Program-to-People Marketing Staff Efficiency Marketing Staff Throughput Ratio Revenue per Staff Staff Turnover
Staff and Program Mix

Target Group 7.1% 5.2% 62% $291,000 $22.4M 9.6%
Client Target Group Efficiency

Attribute Marketing Client 6.5% 4.1% 58% $253,000 $19.7M 11.3%
Investment
Low
Crisis Potential
Weak LongTerm Outlook
Low
Effectiveness
High
Gap Analysis, Recommendations and Essential Guidance

2012 IDC Mar-12 53
Research Library: Recently Published Research http://www.idc.com/eagroup/cmo.jsp

Foundation Studies
Marketing Investment Planner 2012: Benchmarks, Key Performance Indicators, and CMO Priorities, #231278 IDCs Worldwide Sales and Marketing Taxonomy, 2011: Guidelines for Cost Control and Resource Allocation, #231252 The Buyer Speaks: IDC's 2011 Buyer Experience Survey Guidance for Sales and Marketing # 228987 2011 CMO Tech Marketing Barometer: Investment Forecast and Essential Guidance for Marketing Executives #227842 IDC Marketing Automation Framework #224215
Best Practice Series (Partial List)

Customer Data Management (CDM), # 229931 Digital Marketing and Social Media Investments, #222927 Talent Management in the Marketing Function, #224210 Agency Management Strategies and Tactics, #222814 Sales Enablement Marketing Content and Asset Management, #219418 Marketing Shared Services Driving Innovation, #217826 Marketing Planning People, Process and Technology, #216134 Marketing Campaign Management, #213234 Marketing Performance Measurement 2.0 and Beyond, #211774
Mar-12 54
2012 IDC
Research Library: Recently Published Research http://www.idc.com/eagroup/cmo.jsp

Tech Marketing Insights (Partial List)
The Failure of Marketing ROI #232661 Leveraging Sales Enablement to Improve Sales Productivity # 231889 Whats Killing the Traditional Funnel #232511 The Market Intelligence Organization of the Future: Strategic Investments and Priorities # 228187 Vendor Profile: Quovidian Sales Enablement and Proposal Automation # 232490 The Evolving Marketing Operations Role: 2011 and Beyond # 22791 Benchmarks for Marketing Executives at Mid-market Companies # 228569 Clouds Filled the Sky, But the Mood Was Sunny and Full of Chatter at Salesforce.coms Eighth Annual Dreamforce Conference, #226676 The Sales Enablement Vendor Space Continues to Heat Up #229339 Marketing Automation: The Rise of Revenue #225860 Pulse Survey: Content Management and Sales Enablement # 225701 Update: The Savo User Summit 2010 #225593 Agile Marketing: Principles and Practices #224079 IDC Hot Topic Inquiry: How is Marketing Spend and Mix Impacted by Channel Strategy? #218479 Sales and Marketing Organizational Transformation #213915 The Marketing Operations Role: Maintaining the Momentum #210201 The CMO Role: Insights from Jeremy Burton, CMO of EMC #224484 An Inconvenient Truth: The Role and Value of Information in the IT Buying Process #209985
Mar-12 55
2012 IDC
IDC Marketing and Sales Leadership Board Meetings

Board Model
3 meetings per year, 1-2 days each 20-25 attendees per meeting Titles: CMO,VP, Director
Sample Topics
Marketing operations Marketing and sales alignment Digital marketing Performance measurement
Why do clients attend?

Get external perspective Problem-solve with peers Network Client-driven research
Mar-12 56
2012 IDC
Additional IDC CMO Advisory Services

Additional Custom Benchmarking Analysis Gain more specific insight by examining marketing benchmarks for different product categories or business models Custom or Multi-client Studies Leverage IDC and IDGs deep and broad client base to investigate special topics with high impact to your business Operational Excellence Audits Accelerate your marketing transformation by discovering your strengths and best opportunities for advancement Go-to-market Services Boost your lead generation with webcasts, papers, and surveys powered by IDC analysts and the IDC brand
2012 IDC Mar-12 57
Why IDC CMO Advisory Service?

Most targeted
Exclusively focused on your industry Highly personalized to your marketing situation Client-driven research from stellar list of tech marketing leaders Benchmarks represent nearly 70% of technology purchasing power
Most trusted
The proven standard in technology industry data Independent: Funded by your peer practitioners Robust methodology complemented by 1,000 + analysts and leading technology content sources Experience: EAS team has 150+ years of direct experience
Extensive Offering
Robust schedule of new research on the hottest tech marketing topics Events, peer-to-peer interactions, one-on-one analyst discussions Library of dozens of targeted research topics
2012 IDC
Mar-12
58
The Executive Advisory Group

(additional list of IDC analysts for EAG available upon request)
Rich Vancil Vice President Executive Advisory Group rvancil@idc.com Phone: 508-935-4327 Kathleen Schaub Research Vice President CMO Advisory Service kschaub@idc.com Phone: 925-999-9839 Gerry Murray Research Manager, CMO Advisory gmurray@idc.com Phone: 508-988-7974 Joseph Ferrantino Research Analyst, CMO Advisory jferrantino@idc.com Phone: 508-988-6973 Wendy Pemberton Sales Director wpemberton@idc.com Phone: 816-569-1286 Michael Gerard Program Vice President Sales Advisory Practice mgerard@idc.com Phone: 508-988-6758 Irina Zvagelsky Research Analyst, Sales Advisory izvagelsky@idc.com Phone: 305-351-3060 Scott McLarnon GVP Consulting smclarnon@idc.com Phone: 508-935-4392 Jason Cunliffe Consulting Director jcunliffe@idc.com Phone: 305-351-3037 Clare Gillan Executive Sponsor/Analyst cgillan@idc.com Phone: 508-935-4266
2012 IDC
Mar-12
59
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2012 IDC Mar-12

Idc Tech Marketing Barometer Study Preso Final

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4. Social Media Structure

4. Social Media Structure

Respondents by Company Size

RedPrairie SkillSoft Taleo Corp Unisys Wipro

Please Note: Partial List

4. Social Media Structure

Tech Marketing Budget Expectations In 2012

Marketing Support and Sales Tools 13.9%

Expected Program Spend Changes in 2012

Specific Digital Marketing Allocations

Traditional Advertising 13.4%

Display Ads 21.5%

Digital Marketing 26.4%

Company Web Sites 31.6%

Search Ads 14.9%

Excludes Digital Events

Direct Marketing 9.6%

Excludes Email Marketing

Digital Events 3.8%

Email Marketing 16.4%

Source: IDCs 2011 Tech Marketing Benchmarks Study, n=85

Expected Digital Marketing Shifts in 2012

Company Web Sites

Email Search Engine Optimization Social Networks

Source: IDCs 2012 Tech Marketing Barometer Study, n=61

Marketing Staff Allocations: Year End 2011

Source: IDCs 2011 Tech Marketing Benchmarks Study, n=85

What Staff Areas Are Expected to Increase?

43% 42% 38% 34% 31% 28% 27% 27%

4. Social Media Structure

Expected Marketing IT Project Evaluation, Selection and Funding

Marketing IT Project % of Funding

100% 90% 80% 70% 60%

6.0% 11.0% 22.0%

Source: IDCs 2012 Tech Marketing Barometer Study, n=61

Expected Marketing IT Program Spend

10.0% 8.7% 8.0%

Expected Marketing Automation Investment

Source: IDCs 2012 Tech Marketing Barometer Study, n=61

4. Social Media Structure

Source: IDCs 2011 Tech Marketing Benchmarks Study, n=85

100 Average Importance Points 90 80 70 60 50 40

Measuring and Monitoring Platform Infrastructure Outsourced Social Media Other

100 37.8% Average importance Points 90 80

20.7% 18.9% 22.6%

Source: IDCs 2012 Tech Marketing Barometer Study, n=61

Social Media Challenges and Successes

Top 3 Social Media Successes

4. Social Media Structure

Marketing Priorities in 2012

Average Importance Points

Significant Changes to the Marketing Organization in 2012

4. Social Media Structure

Despite our EffortsSales and Marketing Alignment is Getting Worse?!

20 40 60 Average Alignment Rating

Sales Sales Budget Ratio

Marketing Budget Ratio Marketing Efficiency KPIs Marketing Productivity Levers

Sales Efficiency KPIs Sales Productivity Levers

IDCs 2012 Marketing (#231278) and Sales (#230919) Investment Planners