Secure the Trust in Your Brand Consumer Report August 2006. As the business-consumer relationship becomes more digitally dependent, successful information security management is becoming a critical determinant of brand trust, confidence and reputation.
This report details consumer insights and attitudes toward security issues and their effect on brand loyalty.
It is the first in what will be an ongoing, comprehensive study of the impact of security on corporate brands...
(900KB)
Market Vigilance Product Diligence: Powering Product Marketing Effectiveness June 2006. A multi-billion dollar global computer equipment company had a problem: with product marketing
stakeholders operating in silos, there was little
overall control over data that poured into the
company daily. As a result, competitive response
decisions that should have taken days to make at
most stretched to two months. The result: a huge
dip in market share that translated into hundreds
of millions of dollars lost...
(800KB)
Select & Connect: Strategies for Targeted Acquisition and Retention April 2006. Select & Connect: Strategies for Targeted Acquisition and Retention explores the strategies,
processes and methodologies to achieve maximum customer acquisition, retention and
profitability. It also examines the marketing organizations level of customer knowledge, as
well as the segmentation approaches used to target and acquire top prospects and profitable
opportunities. By revealing pain points and best practices, our goal is to help marketers better
define and implement optimal customer-centric programs...
(800KB)
Targeting With Texting: The Value of Just In Time Mobile Messaging March 2006. According to professionals across a wide range of industries, text messaging has blossomed into a critical mechanism for enterprises and organizations as a means of instant, effective and affordable alerts.
Text messaging, the practice of sending short messages to mobile devices, is enabling enterprises and governments to instantly send urgent alerts and notifications to support customer service, marketing, emergency management, and internal communication. And most companies expect to increase their usage of Short Message Service (SMS) in the coming year due to the immediacy, reach, mobility, and affordability that the medium offers...
(800KB)
Remote Revolution Report December 2005. As the world's mobile and remote workforce expands rapidly, to an anticipated 878 million by the end of
this decade, companies are increasingly grappling with tough questions about how to best support, secure
and empower their workers. Employee expectations are rising for ubiquitous real-time access to messaging
and data, and 24/7 support for the devices and applications that can help deliver it. Each new mobile worker
represents not an incremental impact on security and support requirements, but a multiplier effect, since the
average worker uses multiple devices, each carrying multiple new applications accessing the corporate network.
The demands of IT support and security for mobile workers is on a growth curve that threatens to rapidly
overwhelm businesses, becoming a serious business performance issue for companies of all sizes...
(600KB)
Renovate to Innovate Survey Report November 2005. Chief Marketing executives are challenged like never before to reshape, restructure and re-skill their organizations. Driven by new forces and factors in the marketplace, marketing organizations, functions and processes are going through fundamental realignments. No longer just brnad communications and tactically driven, marketing groups must now fill the pipeline with prediposed prospects, optimize customer value, and be accountable for demand generation and market differentialtion through integrated, multi-channel campaign management. This requires new competencies and knowledge in business analytics, database management, strategic planning, digital marketing, field sales, channel operations, and financial modeling...
(1MB)
RetailFluency Report October 2005. The CMO Council, in partnership with The ConsumerEdge Research Group, surveyed retail shoppers at three consumer electronics stores in four U.S. markets to study the impact of the Internet on in-store purchasing behavior. While the findings represent a single snapshot of consumer behavior, they paint a clear and dramatic picture of the shifting landscape of media influence. The Internet is climbing in usage and purchasing influence, magazines, TV and radio are being marginalized, and newspaper influence, while still strong, appears increasingly limited to coupon offers and sale notifications...
(500KB)
Define What's Valued Online Survey Report September 2005. Just as consumers now flock to the Internet to reserach vacation destinations or new cars, buyers of B2B technology turn to the Web to research IT products, services and solutions. In fact, the majority of today's technology buyers are using the Internet as their primary resource for purchasing decisions. According to eMarketer, last year 65 percent of U.S. B2B buyers turned to the Web first when researching technology solutions. That number is expected to rise nearly 70 percent in 2005. Clearly the Internet is the destination of choice for researching technology purchases...
(1.5MB)
Crunch Time: Global Competitiveness Audit Full Report. April 2005 If you're an executive in the North American high technology or telecommunications industries, there is a high probability you are feeling the heat of increasing global competition. In general, your competition is bigger, tougher, and decidedly more global than ever before, and it is often coming from companies that heretofore did not sell into your market spaceUnfortunately, there is also a strong likelihood you have not taken all the steps necessary to prepare for this tougher and fiercer business environment. If your company is like most North American technology businesses, you are not conducting formal company-wide assessments of your competitiveness. There's no executive who is formally assigned to that task. What's more, your efforts and investments in product innovation, customer intimacy and operational improvements may be insufficient to keep pace with your tougher competition...
(500KB)
Crunch Time Executive Summary Report. February 2005 If you're in the technology or telecommunications industries, how do you rate your company's competitive preparedness? If you think you're in a "very good" position, consider yourself very lucky because the odds overwhelmingly suggest you shouldn't be that confident. In fact, more than 70 percent of executive in these industries say their preparation is good or fair, with another 15 percent sinking even lower. As the competition heats up, if you lack a competitive strategy, there's enough room for your rivals to take a lead. Knowing your industry is changing and understanding the essential drivers of future competitiveness are the first steps in closing this gap...
Crunch Time Presentation. February 2005 Highlights: Three mega trends are cutting across the Tech industry increasing opportunity but also competitive intensity. Based on survey of 300 US Tech executives, companies need to be better prepared to respond to this trends and tougher competition. Raising the level of competitive strategy to the company level is needed to address the broader market dislocations that are occurring. US Tech is not standing still and taking key actions, however, it may not be enough considering the market changes underway; Need to Innovate beyond the core.a few big bets, engage Customer/Channel in CRM improvement efforts, and develop company level China and India strategies. In addition, global players and potentially tightening capital markets will keep pressure on price and margins, requiring continued focused on operations improvements and strong capital management...
Digital Directions Survey Report. February 2005 Today's promotional marketing industry is in the midst of a metamorphosis. As the Internet
realizes its potential in reaching consumers and business, and with the proliferation of
wireless networks and digital devices, digital media and technology are transforming
promotional marketing. But there appears to be a knowledge gap that is causing missed
opportunities for marketers.
Digital Directions: How Technology is Touching & Transforming Promotions is a new study
of the impact of technology on promotional strategies, activities, processes, functions, and
outcomes. And according to the survey's respondents, that impact is monumental...
(1MB)
Staging & Gauging Survey Report. February 2005 After facing the challenges of reduced travel following 9/11 and event-spend
cutbacks during the subsequent business slowdown, event marketing has
rebounded magnificently. Expenditures on sponsorships, shows, conferences,
meetings and other event activities grew by 15 percent in 2003 to over $140
billion, per Promotion Marketing Association/PROMO magazine. And industry
insiders expect 2004 to also look strong.
This environment led the Chief Marketing Officer (CMO) Council to launch
a new thought leadership initiative that takes a closer look at the role, value,
criticality and effectiveness of events as a vital part of the strategic marketing
mix-from both the event manager and the CMO points of view. The first part of
this initiative is a new survey entitled: Staging & Gauging: Do Events Pay Off? One
component targeted event marketing managers, with 230 responding. The other
targeted CMOs, with 189 respondents...
(1MB)
2005 IT Marketing Trends Survey Results. December 2004 Nearly two-thirds of technology companies plan to spend more on lead generation initiatives in 2005 than in 2004, and more than three-quarters of agencies say their clients will do the same. According to 371 technology companies and agencies surveyed by Bitpipe, Inc. and Sam Whitmore's Media Survey (SWMS), 49% of tech
marketing budgets will be allocated for advertising and online sales lead generation in 2005. While 66% of the firms polled believe the priority assigned to sales lead generation will increase in 2005, only half as many-33%-projected an increase for 2004.
(1MB)
Software Drain or Business Gain:
Assessing Application Value, Relevance and Cost to Your Company. November 2004 This report is a new BPM Forum Thought Leadership Initiative that looks at the state of software deployment
and return on investment in today's enterprise. The study measures executive satisfaction with
the value of software in their organizations and examines what companies are doing to ensure
that applications are satisfactorily aligned with business strategies and relevant to current needs.
Study results indicate that companies are highly challenged to keep their software infrastructures
aligned with current business strategies and needs. However, this isn't only a problem of
companies finding it difficult to build the right software when they need it; it's also a problem of
not being able to get rid of it when the time comes...
(1MB)
Gauging the Cost of What's Lost:
Improve the Return on the Resource Burn. November 2004 Improve the Return on Resource Burn is a new thought leadership initiative that studies business performance in one of the most critical areas of endeavor for the modern commercial enterprise, business demand acquisition. Creating and managing the new business pipeline – the process of generating, capturing, qualifying and converting
business opportunities – is essential to the growth and profitability of companies across every industry and geographic market. As this study shows, business demand acquisition is a mission-critical process in which companies invest heavily, but generally are dissatisfied with the results. Put positively, it is a business process ripe for performance improvement...
(1.4MB)
BusinessWeek Special Report: Cult Brands. August 2004 The BusinessWeek/Interbrand annual ranking of the world's most valuable brands shows the power of passionate consumers.
Making Marketing Messaging Meaningful (MMG Report). July 2004 A survey of the nation's leading technology Chief Marketing Officers revealed that messaging is seen as both an increasingly strategic discipline as well as a largely untapped opportunity to build brand equity, establish competitive differentiation, and enhance sales effectiveness...
CMO IDC Executive Brief: Tech Marketers: Use the Marketing Mix to Build Awareness plus Demand. February 2004 - Adapted from Marketing Budget Planner 2004: Program and Staffing Benchmarks by Richard Vancil…
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