1、Planning Assumptions 2021 B2B Chief Marketing Officers Mastering A Changing Environment Contents Mastering A Changing Environment Expect Change And Maximize Resilience Change Happens. Do Your Campaigns Reflect It? B2B Buyers Are People, Too Marketing Value Is In The Eye Of The Beholder Marketing Ope

2、rating Models: Standing Still Is Not An Option Be An Agent Of Change Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 2020 Forrester Research, Inc.2 Mastering A Changing Environment The experience of the past year has revealed a truth: Resilience in the face of unprecedented and unpredictable change

3、 requires a high degree of agility. Business and societal changes are creating new rules of business, driving digital acceptance and accelerating the empowerment of buyers. The organizations that will survive and prosper are those that can adapt to and take advantage of these changes rather than suc

4、cumb to them. In this environment, successful B2B CMOs must be agents of change, not advocates for a comfortable status quo. CMOs are well positioned to be change agents because they understand that many of these changes will be transformative rather than incremental. In this guide, based on Forrest

5、er SiriusDecisions research, we identify five trends that will affect the priorities of B2B CMOs and marketing leaders in 2021. 2020 Forrester Research, Inc.3 As marketing leaders plan for 2021, they must anticipate a sustained period when shifting macroeconomic factors will make a disproportionate

6、impact on their plans and results. Prepare for a period of hyperagility by setting a clear path in alignment with all business leaders across the revenue engine, and review the path continuously to respond rapidly to the changing context in which the organization operates. Businesses that adapt to t

7、hese fluctuating circumstances will be most likely to win in the market. To be proactive, marketing leaders must have a concise, coherent, and flexible plan that is in line with evolving business objectives and incorporates all aspects of the marketing mix and marketing functions. They also should e

8、stablish early warning systems and monitor them consistently over time to become more resilient when changing conditions affect their original plans. Expect Change And Maximize Resilience Using a single integrated plan, establish a culture and practice of proactively challenging assumptions and revi

9、ewing risks and early warning signals in regular business and functional review meetings. To maximize resilience, begin these review meetings with the plan of record and the dependencies and risks identified during initial planning efforts. Review all relevant internal and external performance indic

10、ators to identify the necessary steps for response. 2020 Forrester Research, Inc.4 Change Happens. Do Your Campaigns Reflect It? Market volatility, shifting strategies, and shrinking budgets will create an especially challenging environment in which to plan and execute integrated marketing campaigns

11、. Revisit the early planning steps of the campaign implementation process and ensure that campaign goals are aligned with any changes that stem from the campaigns audience framework, which should focus on the most promising market segments. Be sure the campaign theme and messaging are appropriate fo

12、r the uncertainty of the coming year. Instead of distributing spend equally across the entire campaign hierarchy and all program families, take a strategic approach to campaign pruning and consider scaling back or cutting those campaign segments or even full campaigns that are unlikely to achieve ta

13、rgets for various reasons. Maintain spending in campaign areas in which the organization is well established or opportunities for growth still exist, and consider growth within the existing customer base. Organizations may be tempted to cut all demand generation programs except those that appear to

14、offer a short-term path to revenue. Recognize that reputation and customer engagement efforts provide long-term value that supports the revenue engine in less direct ways, including retention; be careful not to scale back those efforts too much. 2020 Forrester Research, Inc.5 B2B Buyers Are People,

15、Too B2B organizations often forget that people complete with emotions, preconceptions, hopes, and ideals are the buyers they seek and the customers they need to keep. Organizations must do a better job of understanding these complex individuals and what motivates them. Those that proactively shape t

16、he buyer environment are best positioned to win when the buyers journey begins, while those that wait for signals of buying activity may find they have missed a critical window. Recent events have revealed the primacy of these emotional drivers in decision-making. Marketing leaders must learn how th

17、ese drivers connect to the brands mission, vision, values, and purpose. Buyers prefer to do business with brands that reflect their own ideals, are authentic, and inspire them. They use these same criteria when deciding whether to renew, repurchase, or expand. Brands must live up to their self-procl

18、aimed ideals through actions as well as words. Organizations that establish human connections on the basis of brand purpose and values will become the standard by which all providers are judged. Look to understand the organizational and functional needs that drive buyers, such as challenges and init

19、iatives. To develop a more nuanced portrait of buyers, become acquainted with their deeper psycho- emotional needs as well. Finally, ensure that the brand purpose is an authentic expression of the organizations reason for being and that this purpose exists not only in words, but also in actions. 202

20、0 Forrester Research, Inc.6 Marketing Value Is In The Eye Of The Beholder B2B marketing leaders can use many metrics to guide decision-making and demonstrate the value delivered by marketings efforts. However, the metrics they select often fail to capture the full spectrum of value the marketing org

21、anization delivers. Many leaders emphasize organizational value metrics such as bookings and profitability rather than customer value metrics like information value or emphasize marketings impact on the buying process instead of its impact on the customer lifecycle. 70% of metrics used by B2B market

22、ing functions demonstrate organizational value vs. customer value, and 64% demonstrate impact on the buying process vs. the customer lifecycle. 2020 Forrester SiriusDecisions Metrics Study The metrics marketing leaders use must reflect and encourage the optimal balance of focus for the marketing fun

23、ction. Although organizations are striving to become more customer-centric, many still have not changed how they measure marketing value. Best-in-class marketing functions strike a balance between metrics that measure customer value and organizational value. Assess and broaden marketing performance

24、measurement to provide a balanced view of how marketing is delivering organizational value and customer value across the buying process and customer lifecycle. 2020 Forrester Research, Inc.7 Marketing Operating Models: Standing Still Is Not An Option Facing fundamental shifts in every stage of the m

25、arketing value chain, from strategy and planning to execution, CMOs must evolve the marketing operating model to keep all resources and capabilities aligned with marketings strategic priorities and tactical focus areas. Relying on traditional ways of working is no longer enough the CMO must build an

26、 adaptive model that optimizes the deployment and development of finite resources, ensures coverage of prioritized objectives and activities, and delivers relevant and compelling experiences for defined audiences. Establishing adaptability within the operating model depends on the marketing function

27、 having the right functional capabilities and an optimal distribution of resources to exploit opportunities. It also requires introducing an updated view of empowering leadership that extends beyond established management roles and embraces new leadership roles that enable faster, bolder execution.

28、Encouraging leaders and teams to make decisions and fail fast allows them to refine plans or optimize investments as they execute. Define adaptability as a core principle of the marketing teams way of working, promote it actively, and enable it consistently through the application of the right proce

29、sses, tools, and employee development programs. Strive to maintain alignment of marketing capabilities, competencies, and resources to the organizations business objectives and marketing priorities. Maintain a near- to medium-term roadmap, including ongoing development of skills within the team. 202

30、0 Forrester Research, Inc.8 Be An Agent of Change B2B CMOs can provide key insights about the macro- and micro-scale forces that will create challenges or opportunities for their business to enable the organization to navigate accordingly and adapt quickly. Success in a rapidly changing climate requ

31、ires the CMO to be an agent of change within marketing and across the revenue engine by introducing best-practice processes that can be adjusted easily to create alignment between functions and meet the changing needs of the business. Ultimately, success depends on a change in the mindset of the CMO

32、 and his or her success in changing the mindset of others and rewarding those who can pivot. 2020 Forrester Research, Inc.9 GET IN TOUCH Americas: +1 615.395.3401 EMEA: +44 (0)207 323 7741 Australia: +61 2 9159 4910 Singapore: +65 6426 7006 China: + 86 10 65999161 India: +91 1142840027 Visit The Pla

33、nning Assumptions Hub: Find more guides, blog posts, videos, and other resources. Expert, Straightforward Guidance For Marketing Leaders Thriving in an unpredictable and fast-changing environment requires agility and resilience. As you plan for 2021, look to Forrester for insights and advice to help

34、 chart a successful course. Forrester SiriusDecisions Research supports B2B marketing executives with strategic insights and functional best practices on key priorities, including: Transforming your marketing strategy Aligning planning and investments to the business Elevating the brand across the lifecycle Designing campaigns that drive outcomes Enhancing the B2B content engine Communicating marketings value Running a high-performing marketing organization LEARN HOW ACCESS THE HUB BECOME A CLIENT FOLLOW FORRESTER 2020 Forrester Research, Inc.