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1、Ray Pun,Elizabeth Beard2 February 2023Marketing Impact Primer for 2023Gartner ResearchGartner,Inc.|G00779122Page 1 of 14Marketing Impact Primer for 2023Published 2 February 2023-ID G00779122-11 min read By Analyst(s):Ray Pun,Elizabeth BeardInitiatives:Marketing ImpactB2B marketing programs must enco
2、mpass the entire customerlife cycle to meet retention and growth goals.To deliver positiveimpact,product marketers must effectively enable their revenueteams while improving the customer experience,expeditingcustomer success and developing advocacy.ScopeThis initiative covers marketings collaboratio
3、n with customer-facing teams to leadprograms that drive selling,adoption,usage,value realization and a better CX across thebuying and owning cycles.Topics in this initiative include:Improve Sales Enablement:Implement a holistic enablement program for sales,revenue and partner teams with ongoing trai
4、ning,market and competitive intelligence,as well as content and tools to improve buyer enablement.Boost Customer Retention and Success:Collaborate with customer success,service and product teams to more fully address the customer journey and foster loyalty,leading to value realization,retention and
5、expansion.Drive Customer Marketing and Advocacy:Advance the role of customer marketing to accelerate product or service adoption and growth through content,programs,events and communities that inspire customers to share their experiences,while seeking more value through new and existing offerings.En
6、hance Customer Experience:Develop and execute a CX strategy that incorporates client feedback,fosters a customer-centric culture and strives for continuous improvement.This research note is restricted to the personal use of .Gartner,Inc.|G00779122Page 2 of 14Some content may not be available as part
7、 of your current Gartner subscription.Contactan account executive if you wish to discuss expanding your access to Gartner content.This research note is restricted to the personal use of .Gartner,Inc.|G00779122Page 3 of 14AnalysisFigure 1.Marketing Impact OverviewTechnology and service provider growt
8、h depends on finding new buyers while alsoretaining and growing existing customers.This has a direct impact on the technologymarketing teams focus and programs.Furthermore,for providers with a broad portfolio ofproducts and/or services,unique marketing challenges exist in growing accounts whichmay b
9、e at different stages of usage or maturity with one or more solutions.This research note is restricted to the personal use of .Gartner,Inc.|G00779122Page 4 of 14Many enterprise customers are in a constant state of“buying”exploring newtechnology options,leading to decisions to replace existing produc
10、ts/services,stick withwhat they have and expand,or abandon the investment.While this creates an opportunityfor technology and service providers to attract new customers,it presents retentionchallenges since most customers treat renewal decisions as new buying decisions.AGartner study on technology r
11、enewal decisions showed that over 80%of respondentsinvestigate alternatives in depth or at a cursory level,regardless of whether they weresatisfied with a product.1 This should not be taken lightly;any renewal decision is not aguarantee.Traditionally,marketing has placed more focus and resources on
12、activities related to newprospects.According to the 2022 Gartner Tech Marketing Organizational Design Survey,amuch higher percentage of respondents(86%)indicated having control over revenuegoals from new logos compared to revenue growth from existing clients(68%)or retention(58%).2 This perceived la
13、ck of control is real and also highly problematic given that manyrevenue targets skew more toward existing customers.Yet,marketing has an opportunityto make a significant impact in the areas of customer retention,upsell/cross-sell andaccount expansion.Technology marketing teams must use approaches t
14、hat are tuned to the customersituation,geared toward helping customers achieve value and synced with stakeholderssuch as sales and customer success.For these approaches to produce a tangible impacton the business,technology marketers must:Equip revenue teams and channel partners with information,con
15、tent,tools and training that will help buyers new and existing customers understand solution differentiation and the paths to value.Create clear and coordinated product or service adoption paths across a portfolio based on the customers targeted outcomes in collaboration with customer success and pr
16、oduct management.Drive customer engagement with marketing programs that help stakeholders including sponsor,user and developer personas advance through their journey,prompting them to share their experiences along the way.Foster loyalty through customer experience(CX)initiatives,supported by a custo
17、mer-centric culture.This research note is restricted to the personal use of .Gartner,Inc.|G00779122Page 5 of 14TopicsTo meet their customer acquisition,retention and growth goals,technology marketingteams should take a deliberate and consistent approach to providing a customerexperience centered on
18、helping buyers succeed in their business objectives.Implementing,managing and optimizing these marketing programs and initiatives require ongoingcollaboration with sales,channel partners,customer success management(CSM),professional services and product teams.Gartner assists technology marketing tea
19、ms inadvancing the impact of these sophisticated marketing programs to fuel growth byaddressing their most pressing questions.Our research in this area centers on the following topics:Improve Sales EnablementComprehensive sales and partner enablement programs are crucial to help prospectsnavigate a
20、complex buying process,to exploit a sellers competitive advantage and to gainmarket share.To thrive across a variety of situations,sales and revenue teams must beable to empathize with buyers needs while conveying the business value of the fullportfolio in a highly contextualized way through impactf
21、ul storytelling.Technologymarketing teams must create differentiated buying experiences by leveraging buyerenablement content and tools designed to help make buying easier with specific valuegoals,along with an increasing focus on digital and self-service journeys.Questions Your Peers Are AskingReco
22、mmended Content Some recommended content may not be available as part of your current Gartner subscription.What types of ongoing sales and partner enablement are necessary to ensure consistency across marketing and sales efforts?What types of sales training and coaching should be provided to best pr
23、epare sales to adapt to the buyers situation?What types of content,tools and programs will enable buyers and improve sales effectiveness?The Value Sales Playbook:What Your Sellers Need to Know and How They Need to Learn ItThis research note is restricted to the personal use of .Gartner,Inc.|G0077912
24、2Page 6 of 14Planned ResearchBoost Customer Retention and SuccessMarketing must play an active role in helping to engage and retain customers.Utilizing ashared definition of value expectations with customers,the first step is immediateengagement to achieve the initial use cases or milestones that pl
25、ace customers on acontinuous path of value realization.That requires working with counterparts across theorganization,including sales,customer success and product management,to betterunderstand the customer journey,identify adoption obstacles,and discover opportunitiesto create additional value.This
26、 collaborative analysis should lead to the creation ofcontent,resources and programs to help the customer advance throughout the life cycle.Questions Your Peers Are AskingTraditional Product Sales Training Is a Waste of Time To Improve Effectiveness,Use These 3 TechniquesQuick Answer:How Can Tech Ma
27、rketers Support a Chosen SalesChosen Sales Methodology?How Marketing and Sales Work in Product-Led GrowthAcquire More Customers by Connecting Value Assessment and ValueRealizationCreating a digital sales playbookShould sales enablement enable the entire customer life cycle?Turn competitive battle ca
28、rds into winning sales role-playsDiscover more with a sales discovery playbookIncrease services sales conversions with interactive value assessment toolsHow do I work with product management to accelerate product adoption andpromote advanced usage?What content and programs can I create to drive prod
29、uct adoption and valuerecognition to improve customer retention?How do I collaborate with customer success management to establish value metrics,as well as identify and address risk or opportunity within existing customeraccounts?This research note is restricted to the personal use of .Gartner,Inc.|
30、G00779122Page 7 of 14Recommended Content Some recommended content may not be available as part of your current Gartner subscription.Planned ResearchDrive Customer Marketing and AdvocacyThe path toward a customers value realization stems from successful and progressiveproduct or service adoption and
31、usage.Employ customer communities to help users anddevelopers learn how to utilize products and services in new and different ways.Connectwith peers to share knowledge and advance their careers through skills development.Extend your efforts by incorporating advocacy programs to encourage and rewardc
32、ustomers who share their knowledge and successes.Using data and insights aboutusage,customer marketing should first help users adopt what they purchased in order tocraft smarter upsell and cross-sell campaigns that can advance the customer to newlevels of value.Questions Your Peers Are AskingEvolve
33、Onboarding From a One-Time Exercise to a Continuous Learning JourneyTransform Customer-Facing Quarterly Business Reviews(QBRs)Into CollaborativeStrategic SessionsQuick Answer:Can I Apply PLG to Boost Growth With Existing Customers?How to Adopt Customer Success Management in a Service OrganizationThe
34、 evolution of customer success in services providersCan I apply product-led growth to existing customers?Customer success management enablement what it is and why you need itMonetizing customer successHow do I use customer marketing to foster adoption,retention and developexpansion(upsell/cross-sell
35、)opportunities?What are the best practices for my customer advocacy programs?How can I use customer communities to create stronger customer loyalty,provide feedback and enable customers to share their experiences?This research note is restricted to the personal use of .Gartner,Inc.|G00779122Page 8 o
36、f 14Recommended Content Some recommended content may not be available as part of your current Gartner subscription.Planned ResearchEnhance Customer ExperienceTechnology marketing teams play a pivotal role in developing and executing a customerexperience strategy and program.Starting with the collect
37、ion and analysis of customerfeedback and achieved outcomes,marketing should collaborate cross-functionally withteams across the customer journey to share the insights.It should also enrich theseinsights with functional-specific data to paint a clear picture of customer satisfactiondrivers.CX initiat
38、ives to improve the experience and help customers obtain business valueshould be selected and put in motion.For continued company focus,build momentum byhighlighting metrics that illustrate the positive impact of improved CX on business results.Showcase the CX program internally to build a customer-
39、centric culture and externally todifferentiate your organization by sharing CX success stories.Design a Holistic Customer Marketing Strategy for GrowthInfographic:12 Steps to Launching and Sustaining a Successful Customer Advisory BoardIncrease Marketings Impact on Existing Account Growth OutcomesCa
40、se Study:Advocacy as an Outcome of a Connected,Engaged Customer OptimizeDeveloper Community Engagement With Learning Content for Diverse PersonasCase study:creating and advancing a developer communityCustomer data signals and solutions for integrated insights across the B2Bcustomer life cycleImprove
41、 advocacy by working with customer success management and accountmanagementBest practices for advocacy marketing in services companiesThis research note is restricted to the personal use of .Gartner,Inc.|G00779122Page 9 of 14Questions Your Peers Are AskingRecommended Content Some recommended content
42、 may not be available as part of your current Gartner subscription.Planned ResearchHow do I align the organization and prioritize initiatives to establish and execute acustomer experience strategy?How do I uncover actionable customer insights that can be used to guide CXinitiatives?How do I market C
43、X to foster a customer-centric culture with employees andspark interest for customers?Advance to Level 3 in Gartners CX Management Maturity ModelAdvance to Level 3 in Gartners CX Management Maturity ModelHow the CX CORE Model Impacts Technology MarketingInfographic:8 Examples of Customer Experience
44、Lip Service That Need a Reality CheckInvest in Your Employee Experience to Drive Impact From Your CX ProgramCraft a Compelling Customer Experience Vision to Unify and Inspire the OrganizationVoice-of-the-customer innovation:advancing beyond Net Promoter Score(NPS)surveysBenchmarking voice-of-the-cus
45、tomer metricsDid you forget employee experience(EX)in your CX strategy?This research note is restricted to the personal use of .Gartner,Inc.|G00779122Page 10 of 14Suggested First StepsEssential ReadingTools and ToolkitsHigh Tech Marketing Score:Marketing Impact and Gartners Tech Growth and Innovatio
46、n ConferenceMarketings Missed Opportunity:Growth via Customer Success ManagementHelp Your Customers Buy,Dont Confuse Them:Learn How to Improve YourSales Effectiveness3 Actions to Drive Sales Effectiveness in a Product-Led Growth ModelHow to Win at Win/Loss AnalysisCase Study:Customer Advocacy Starts
47、 With Customer ValueCX CORE:How Do I Deliver Empathy Across All Customer Touchpoints?Technology Insight:Onboarding Automation SolutionsHow to Adopt Customer Success Management in a Service OrganizationCreate a Buyers Guide to Accelerate SalesRelease Marketing:A Guide to Announcing Product Updates to
48、 Drive CustomerAdoptionQuick Answer:When Should a Prospect Receive a Product Demonstration?When Should We Start Paying Attention to New and Emerging Competitors?Best Practices to Increase the Impact of Sales EnablementEnable Buyers and Sellers Through a Mutually Beneficial Omnichannel ExperienceHigh
49、 Tech Marketing Score:Marketing ImpactTool:Win/Loss Interview Templates and Process Guide for Product MarketersTool:Buyers Guide Template for Technology VendorsThis research note is restricted to the personal use of .Gartner,Inc.|G00779122Page 11 of 14Acronym Key and Glossary TermsB2Bbusiness-to-bus
50、inessCSMcustomer success managementCXcustomer experienceEXemployee experienceNPSNet Promoter ScoreSaaSsoftware as a serviceEvidence1 2020 Gartner End-User Buying Behavior Survey:Subscription Decisions and CustomerExperience.Research was conducted online from November through December 2019among respo
51、ndents located in the U.S.,Canada,the U.K.,Germany,France,Australia andBrazil.Respondents were required to work within organizations with more than 100employees and$50 million in revenue.The 1,509 respondents work in organizations thathave made a new technology subscription purchase or renewal in th
52、e past two years,andwere directly involved in vendor evaluation/selection for at least one of the followingcategories(note that categories could be combined to satisfy this requirement):Respondents were asked about the purchase and renewal processes,including contractspecifics,renewal considerations
53、,and the impact of the customer experience andadvocacy on decision making.Disclaimer:Results of this study do not represent global findings or the market as a whole,but reflect sentiment of the respondents and companies surveyed.On-premises software via a subscription modelSaaSManaged servicesOther
54、technologies(hardware,services,among others)using a subscription modelThis research note is restricted to the personal use of .Gartner,Inc.|G00779122Page 12 of 142 2022 Gartner Tech Marketing Organizational Design Survey.This survey seeks tounderstand what the modern technology marketing team looks
55、like.More specifically,thisstudy deep-dives into how the team is designed,how it collaborates with or influencesother functions,and what makes it unique.The research was conducted online fromFebruary through April 2022,among 204 respondents from the U.S.,Canada and the U.K.Technology-provider-specif
56、ic verticals covered include software,services and hardware.Technology service provider organizations with revenue of$100 million or more wereeligible for this survey.Respondents were required to be either part of marketingleadership or product marketing leadership for the entire organization or bus
57、iness unit andwithin two layers to the most senior marketing executive.Disclaimer:Results of this study do not represent global findings or the market as a whole,but reflect sentiment of the respondents and companies surveyed.This research note is restricted to the personal use of .Gartner,Inc.|G007
58、79122Page 13 of 14Related PrioritiesInitiative NameDescriptionGo-to-Market StrategyThis initiative covers advice on go-to-marketstrategy,understanding the marketlandscape,ideal customer profiles andsegmentation,clarifying an understanding ofthe buyer journey and personas.Messaging and Differentiatio
59、nThis initiative provides guidance and best practices for creating differentiated positioning,messaging and storylines for a variety of offerings products,services or any combination therein.Demand GenerationThis initiative covers planning,developing,and executing traditional demand generation and a
60、ccount-based programs to create awareness and engagement from both prospects and existing customers.Marketing Planning and PerformanceThis initiative covers best practices forplanning,managing and adapting a high-impact marketing function within technologyand service providers to succeed in dynamicm
61、arket conditions.This research note is restricted to the personal use of .Gartner,Inc.|G00779122Page 14 of 14 2023 Gartner,Inc.and/or its affiliates.All rights reserved.Gartner is a registered trademark ofGartner,Inc.and its affiliates.This publication may not be reproduced or distributed in any for
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65、icted to the personal use of .Actionable,objective insightAlready a client?Get access to even more resources in your client portal.Log InExplore these additional complimentary resources and tools for tech product marketers:InfographicDo tech marketers have the right formula for revenue growth?Optimi
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67、 UncertaintyDetermine what truly makes you different to your buyers.Watch NoweBook2023 Leadership Vision for Technology Product MarketersLearn the top 3 strategic priorities for tech product marketers.Download eBook 2023 Gartner,Inc.and/or its affiliates.All rights reserved.CM_GTS_2162644Connect Wit
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