Enterprises Get Failing Grades in CMO Council Scorecard of Customer Sales Intelligence

Enterprises Get Failing Grades in CMO Council Scorecard of Customer Sales 
Intelligence 
New Marketer Survey Reveals Major Deficiencies in Real-Time Customer
Information Provisioning; Automated Mining of Big Data Lacking in
Most B2B Organizations 
PALO ALTO, CA -- (Marketwired) -- 11/14/13 --   A sweeping indictment
of how corporations empower their front-line sales force, key account
managers and channel partners was issued in a new report released
today by the Chief Marketing Officer (CMO) Council, an executive
affinity group whose members control more than $400 billion in annual
aggregated marketing spend worldwide.  
Based on a comprehensive audit of senior marketing executives at
enterprises of all sizes, the CMO Council found significant
deficiencies in customer information systems and the delivery of
real-time, account-specific customer insight that can boost the
performance, value and productivity of sales personnel,
service/support groups and channel partners. 
The Customer Sales Intelligence Scorecard aggregated responses across
10 key measures of front-line sales enablement. These ranged from
understanding the roles and responsibilities of key decision-makers
in large, complex account organizations to having a reliable,
accurate and up-to-date picture of customer financials, lines of
business, reporting structures, organizational changes, corporate
news developments and key personnel appointments.  
The most notable areas of deficiency include fragmented ownership and
quality of customer data, poor levels of CRM system integration, lack
of prospect prioritization, and insufficient opportunistic or
contextual selling. Marketers say their sales organizations are most
challenged with finding the right people who really make decisions,
updating records and adding account-specific insights to CRM systems,
as well as making sure records are accurate, complete, current and
not duplicated.  
A surprising 79 percent of marketing respondents surveyed by the CMO
Council in Q2 and Q3 2013 admit they are not satisfied with the
current levels of closure and conversion of customer opportunities.
Just 9 percent say their organizations have customer intelligence
systems that deliver real-time, account-based news, social insights,
customer developments and market shifts to the sales organization.
And only 37 percent have systems that integrate and share any level
of customer information between sales and service, support, channel,
in-store or field assets. 
Marketers readily believe that big data is a key enabler of
personalization, with 81 percent stating this is an area of growing
importance and strategic focus. However, personalization of
interactions is only happening at the marketing campaign level with
email, direct mail, web and social media engagements. In fact, some
65 percent say front-line resources do not have access to social
media intelligence to leverage in personalized, direct outreach. 
"In our quest to leverage big data to optimize marketing
effectiveness, B2B marketers have lost sight of the fundamental
mandate of marketing: to better enable sales and front-line revenue
drivers," said Liz Miller, Vice President of Marketing for the CMO
Council. "By focusing attention into how we deliver the 'little data'
-- those actionable pieces of intelligence that can alert and empower
the front line -- we can reclaim the role of revenue driver." 
Among the key gaps in the customer intelligence engine: 


 
--  Only 3 percent of respondents feel sales teams are very adept at
    sourcing their own customer data and insight, emphasizing the need for
    automated, cloud-based intelligence delivery to eliminate this manual,
    resource-intensive process.
--  Only 21 percent say systems are able to automatically notify the front
    line to developments within customer accounts or markets, limiting the
    front line's ability to capitalize on opportunistic selling within
    critical markets and accounts.
--  The top sources of prospect and customer insights are internal
    databases (51 percent), trade shows and industry events (44 percent),
    and data developed by individual sales reps (44 percent), despite the
    preponderance of third-party, real-time, cloud-based intelligence that
    can be included in today's data systems.
--  Data is only updated periodically (24 percent), with only 17 percent
    updating data constantly and in real time.

  
"This is not a matter of fully conquering big data before an
organization can engage in strategic, solution-based selling," said
Ken Wincko, Vice President of Global Product Solutions for Dun &
Bradstreet (NYSE: DNB). "It is about arming the front line with the
key alerts and insights -- directly in the systems and devices that
they use -- to capture moments of opportunity that can create true
competitive differentiation. Understanding and anticipating unique
buyer needs is critical for marketing and sales success, and
connected systems fueled by a buyer intelligence hub can power that
advantage." 
The 92-page report, dubbed "Know More to Grow More," includes
detailed findings from a 48-question online survey of 230 senior
marketing executives fielded in Q3 of 2013. Some 32 percent of
respondents are with organizations with more than $1 billion (USD) in
revenue, representing a broad range of B2B enterprises. The full
report ($199) includes best-practice interviews with marketing
executives from companies like Siemens, Symantec, Intel, KPMG,
Western Union, Xerox, GE, Rackspace and many more. The complete
report and complimentary executive summary are also available by
visiting http://www.cmocouncil.org/r/know-more.  
About the CMO Council 
The Chief Marketing Officer (CMO) Council is dedicated to high-level
knowledge exchange, thought leadership and personal relationship
building among senior corporate marketing leaders and brand
decision-makers across a wide range of global industries. The CMO
Council's 7,000-plus members control more than $350 billion in
aggregated annual marketing expenditures and run complex, distributed
marketing and sales operations worldwide. In total, the CMO Coun
cil
and its strategic interest communities include more than 20,000
global executives in more than 110 countries, covering multiple
industries, segments and markets. Regional chapters and advisory
boards are active in the Americas, Europe, Asia-Pacific, Middle East,
India and Africa. The council's strategic interest groups include the
Coalition to Leverage and Optimize Sales Effectiveness (CLOSE),
LoyaltyLeaders.org, Marketing Supply Chain Institute, Customer
Experience Board, Market Sense-Ability Center, Digital Marketing
Performance Institute, GeoBranding Center and the Forum to Advance
the Mobile Experience (FAME). More information about the CMO Council
is available at www.cmocouncil.org.  
Media Contact:
Crystal Berry
CMO Council
cberry@cmocouncil.org 
 
 
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