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Social: An essential component of pervasive B2B marketing

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In an 'always on' world where channel-surfing B2B customers demand real-time responses - no matter where they are - what is the optimal role of social media marketing? Roxane Divol, a partner and leader of McKinsey's Marketing & Sales Practice, addressed this question at the ITSMA Marketing Leadership Forum and demystified the emerging role of marketing as a driver of social technologies. She also discussed the tactics and strategies B2B marketers should use to access the touchpoints and datastreams that reinforce the social consumer decision journey. This presentation provides insights into how, when, and where social media influences and uniquely engages customers, as well as current best practices for developing, launching, and demonstrating the financial impact of social media campaigns. More: http://mckinseyonmarketingandsales.com/topics/b-to-b

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Social: An essential component of pervasive B2B marketing

  1. 1. WORKING DRAFT Last Modified 8/12/2013 11:48 AM Eastern Standard Time Printed Social: An essential component of pervasive B2B marketing ITSMA Marketing Leadership Forum May 29, 2013 Any use of this material without specific permission of McKinsey & Company is strictly prohibited
  2. 2. McKinsey & Company | Four forces at work changing the nature of marketing The primacy of customer experience and engagement Digital darwinism Continued proliferation of touchpoints Explosion of data 1
  3. 3. McKinsey & Company | 2 Virgin Airways CEO Steve Ridgway After all, we fly exactly the same planes as everybody else. We fly them under the same very strict safety rules. Yet if you go on one of our planes and experience the service, you’ll see it’s very different from many others. If we get our customers off the plane happy, and they go on to talk about that and get others to come and then come back again themselves— that’s a huge marketing tool for us. The rise of customer experience and engagement SOURCE: McKinsey Quarterly, July 2011, ―How we see it: Three senior executives on the future of marketing‖
  4. 4. McKinsey & Company | American Express CMO John Hayes I haven’t met anybody—and I talk to a lot of my colleagues in the marketing world—who feels they have the organization completely aligned with where this revolution’s going, because it’s happening so fast and so dramatically. Marketing is touching so many more parts of the company now. It touches on service; it touches on product development. We need to organize in a way that starts to break down the traditional silos in the business The proliferation of touchpoints 3 SOURCE: McKinsey Quarterly, July 2011, ―How we see it: Three senior executives on the future of marketing‖
  5. 5. McKinsey & Company | Chief Research Scientist, Yahoo Duncan Watts New datastreams, analytics and decision-making Marketing has long been data driven, with a lot of survey research and polling. But the volume and variety of data that we are beginning to acquire is vastly increasing, requiring better computing facilities…and a whole new science. The marketing world is about to experience a shock. We tell ourselves plausible stories about how consumers are going to behave but when you actually get the data, they don’t do that. Once you accept that your intuition about how people behave is inherently flawed, then you really need a different model for learning about the world. Everything becomes data driven in a real-time, reactive way. 4 SOURCE: McKinsey Quarterly, July 2011, ―How we see it: Three senior executives on the future of marketing‖
  6. 6. McKinsey & Company | Digital Darwinism 61% of consumers use digital channels 43 39 17 1 Buy online and learn about brands/ products mostly online Purchase via FtF and mail but use digital channels to learn about and evaluate brands Use all channels to be aware of products and buy online 60 41 43 55 74 84 Average Microblogging Wikis Blogs Video Social networks 36 23 25 38 41 51 Users Dec 20101 Companies, Nov 20112 Percent And they bring their habits to work Consumer vs. company Web 2.0 usage penetration, Europe 5
  7. 7. McKinsey & Company | Digital darwinism: Digital and social drive impact across the B2B Customer Decision Journey SOURCE: McKinsey, Customer Survey 2012, interviews, press reports and web research Online has become the 2nd most important source of information for B2B customers Digital / social enables more efficient and effective aftersales services, e.g., at Intuit 80% of all customer questions are answered in the online community Low channel costs revolutionize GTM approaches, through effective backbone tools that enable sales organizations to interact digitally New digital sales tools offering new opportunities (e.g., innovative sourcing solutions such as online auctions) 35% of B2B pre-purchase activities are digital / social Trigger 6
  8. 8. McKinsey & Company | Digital darwinism: Over a third of B2B customers prefer digital over traditional channels for purchases Usage preferences of purchasers along the decision process, Percent First purchase (Buy) 1 Split excluding all customers who did not use after-sales and/or did no re-purchase 70 30 60 40 SOURCE: Customer survey 2012: 968 respondents across various industries from the US, UK and Germany Pre-purchase (Identify, research, consider & evaluate) 65 35 Post-purchase1 (Use & service) 37 63 Re-purchase1 (Buy) Traditional Digital Trigger 7
  9. 9. McKinsey & Company | 8 Marketing must be pervasive ▪ We’re living in an era of engagement ▪ Marketing is no longer separable from the product, the experience at every touchpoint, all employees and the company overall ▪ Touchpoints critical to engagement exist in multiple functions and units, but marketing often lacks permission to access them ▪ Many datastreams critical to insight lie outside marketing …we’re ALL marketers now
  10. 10. McKinsey & Company | Mastering value chain complexity – influencers, procurement, payments variations, distribution & channel partners, industry verticals, end users …And fit into the B2B “value chain”… Strong linkage to sales/the field – B2B marketers impact has to ―come to life‖ through sales. ―Partnership‖, not ―handoffs‖. ―Translation of customer insights into usable tools & tactics‖, not theoretical ideas Maximizing marketing investment – often spreading small marketing spend across hundreds of products and no ―mega-brands‖ Process is king to fit into ―engineering‖ DNA of many B2B companies Economic value propositions critical – must understand how customers make money and how offerings improve that 9
  11. 11. McKinsey & Company | …With heightened agility to shape the Customer Decision Journey Align investment Gather and activate data and content Expand the surface area Distinguish via personal value Trigger 10
  12. 12. McKinsey & Company | Social media embodies pervasive marketing … SOURCE: McKinsey Digital Marketing Practice; expert interviews Research (RFP) Buy Use and Service Loyalty repurchase Identify CustomerCDJstage Marketer action Monitor Interrupt LeadAmplify Consider and Evaluate Brand monitoring 1 Customer service 3 Brand/content awareness Product launches 7 8 Crisis & opportunity mgmt 2 Referrals and recommendations Brand advocacy 5 4 Foster communities 6 11 Targeted deals and offers 9 Solicit customer input 10
  13. 13. McKinsey & Company | Digital and Social can be leveraged at each step of the B2B Customer Decision Journey SOURCE: McKinsey Trigger Track customer dialogues through a social media listening center Build a comprehensive knowledge database by leveraging online communities Refine client segmentation by leveraging Big Data Engage clients through interactive video marketing Approach, inform and engage clients through targeted webinars Ensure sales force effectiveness by equipping your sales force with tablets and digital catalogues Tailor your offering to the needs of each client, while providing access to a vast product portfolio Strengthen your distribution network through a partner certification program with tailored online support features Capture low-end of market through no-frills, web- based sales channel Improve market forecast quality through online interactive prediction sessions with clients Have clients service other clients via a customer service community forum Gather client input for new product development through an online feedback channel Collaborate with users by releasing software to the open source community 12
  14. 14. McKinsey & Company | From … … to Communications Operations Design Build Operate Renew Touchpoint ownership split among functions Allocation of roles and decision rights for customer engagement But there are challenges: marketing is everywhere 13
  15. 15. McKinsey & Company | Expectations are high for social media, but many are dissatisfied with current performance and measurement 1 Share of respondents with answers 4 (agree) and 5 (strongly agree) on a scale from 1 - 5 SOURCE: McKinsey Social Media Survey among ~ 200 companies Share of companies1 … Percent, n = 194 Companies are yet to fully achieve their expectations with social media … … that are realizing significant P&L effects … that see significant future upside potential 21 … that are satisfied with their performance 71 9 … because they struggle with measurement of impact and ROI … that measure the ROI of their social media activities … that have KPIs for their social media activities … that cannot measure the effect of social media 60 37 20 14
  16. 16. McKinsey & Company | Social media can generate significant impact at lower cost than TV… but is it maxing out? TV Response curves for incremental sales Investment Incremental sales Tons Facebook fan page (owned viral social media) Online display Facebook advertising (paid social media) EXAMPLE SOURCE: McKinsey analysis 15
  17. 17. McKinsey & Company | 16 Five Years From Now, CMOs Will Spend More on IT Than CIOs Do SOURCE: Gartner research ▪ 2011 B2B and B2C marketing budgets as a percentage of revenue were almost 3x (10%) IT budgets (3.6%) According to Gartner’s research: ▪ On average, nearly 30% of named marketing-related technology and services is bought by marketing already. What’s more, marketing now influences almost half of all purchases ▪ 2012 IT budgets are expected to grow 4.7%, while all marketing budgets, in general, are predicted to grow 9%, and high tech marketing budgets, more specifically, are expected to increase 11%
  18. 18. McKinsey & Company | Social requires to build a set of capabilities to stay ahead Topics Description 6 Security ▪ Technical and procedural capabilities to respond to the increasing security leaks 1 Social talent ▪ Talent to master the digital journey (e.g. analytical skills, digital marketing…) and adequate setting to make it excel New mindset 3 ▪ New mindsets and behaviors needed to compete with new players and different ways to manage current and new digital channels 5 Metrics ▪ Set of metrics to enable target setting and monitor: – The social / digital journey – Digital performance 4 Innovation at the DNA ▪ Integrated approach to achieve that innovation is at the DNA of the company 2 Open business ▪ All types of partnerships (e.g. M&A, joint-ventures,…) to acquire the flexibility and capabilities to gain competitive advantage in the ―digital ecosystem‖ 17
  19. 19. McKinsey & Company | 18 www.cmsoforum.mckinsey.comWWW @McK_CMSOForum www.youtube.com/McKinseyCMSOforum www.slideshare.net/McK_CMSOForum Staying connected