1、2018漏斗营销报告 致趣百川解读版 致趣百川 2018 漏斗营销报告 致趣百川解读版 渠漏斗营销, 是一种关注整个漏斗影响，而不仅仅是漏斗顶部的方法论，正在被B2B和 B2C营销和销售部门所接受。 这个模型涉及了漏斗的更多部分销售商机，漏斗过程，和收益，这种用来制定市场 计划、优化用户参与度、衡量营销行为有效性的基础模型使用范围在扩大。 采用这种向下漏斗模型也取得了成功。漏斗营销者更可能实现他们的目标、和公司整体 目标一致、和对应的销售协同并被认可为盈利中心。 34.9%34.9% 34.9% 营销人说他们 最高优先级是产生线 索。33.4% 说他们最 高优先级是将线索转 化为客户。 29.

2、5%29.5% 29.5% 营销人说 他们对CRM和营 销自动化数据的 质量有信心。 24.5%24.5% 24.5% 营销人提升 他们组织的能力来 更有效的测量营销 行为。 47.0%47.0% 47.0% 回答者将 市场部分类 为“盈利中心” 致趣百川 2018 漏斗营销报告 致趣百川解读 营销漏斗，让营销人不再只关注漏斗顶端，而是对整个漏斗过程负责，根据最终“收 入”做出营销决策制定营销目标，真正实现“业绩导向型营销”。 营销漏斗的使用，能够帮助营销人实现目标、和公司整体目标一致、实现营销协同并被认 可为盈利中心。 营销漏斗的使用，可以借鉴硅谷销售教父Aaron观点：“让销售漏斗变得可预

3、测 （Predictable Pipeline）”把销售线索总结成种子线索、鱼池类线索、鱼叉类线索三类。 种子类线索（Seeds），已有客户的服务，即客户成功，其重要性是销售的五倍，已有客 户的推荐是最优质的线索； 鱼池类线索（Nets），核心是集客营销（Inbound Marketing），包括内容、活动、直 播、SEM/SEO等，让客户主动上门； 鱼叉类线索(Spears)，主要是Outbound Prospecting，也是我们常说的打猎。 致趣百川CEO何润认为，以上三种线索共同构成整体的销售漏斗。管理者需要负责的KPI是 销售漏斗的新增速率（PCR，Pipeline Creation

4、 Rate），对于市场部而言，虽然注册线索 （Raw Leads）是销售漏斗（Pipeline）的基础，但不能过于关注注册线索，应该关注如 何获得更多的合格线索（Qualified Leads）。 （注明：后文中，橘色字为致趣百川解读） 致趣百川 2018 State of Pipeline Marketing Report4 B2B 企业结构统计 however, its not a magic bulletless than 30% consider those eff orts to be eff ective. Like other strategies, if marketers d

5、ont also have the proper mechanisms to measure, learn, and optimize, the results may be disappointing. See year-over-year ABM trends on page 31. 致趣百川 Org Reputation Most marketers (56%) are luke warm about their alignment with sales, but it does skew to the “aligned” side. Alignment between departme

6、nts is something marketers should strive for, as there are signifi cant performance-related benefi ts, which are covered on page 26 of the report. 2018 State of Pipeline Marketing Report20 Somewhat alignedAlignedMisaligned 31.2% 56.1% 11.9% How would you characterize your companys sales and marketin

7、g relationship? 致趣百川 Org Reputation 2018 State of Pipeline Marketing Report21 “Marketers must earn their revenue center reputation by credibly demonstrating marketing impact. If youre going to the table with activity or lead metrics, youre not going to be perceived as a cost center.” Jordan Con, Pro

8、duct Marketing Manager, Bizible This is the fi rst time weve asked this question for the State of Pipeline Marketing Report. The results show a signifi cant divide in marketing orgs todaythose who have gone through digital transformation and are putting in an eff ort to prove their revenue value ver

9、sus those who are still activity- and lead-based. Its not just semantics or perception either. A revenue center reputation is correlated with greater revenue growth, bigger budgets, better alignment, and more. Check it out on the next page. Cost centerRevenue center 47.0% 53.1% What is marketings pe

10、rceived reputation in your organization? 致趣百川 Are 54% more likely to have YOY revenue growth greater than 20% Are 17% more likely to make marketing plans based on revenue Are 12% more likely to have YOY budget growth Are 25% more likely to have an attribution solution in place Are 141% more likely t

11、o use sophisticated attribution Are 159% more likely to be aligned with Sales 2018 State of Pipeline Marketing Report22 Marketing Orgs that Are Perceived as Revenue Centers: (Compared to marketing orgs that are perceived as cost centers) 致趣百川 Deep Dive In this section, we take a deeper look into the

12、 traits of successful marketing teams. What do effective marketers do differently? Which marketers get bigger budgets? What are the benefi ts of being aligned with sales? 2018 致趣百川 14.3% 14.3% 33.3% 21.4% 9.5% 34.2% 36.0% 29.3% 49.3% 46.7% 37.3% 72.2% Marketers with an ROI 1X We have all investment/

13、data mapped to pipeline/revenue (Q12) We plan our marketing based on revenue (Q14) Our marketing goals are aligned with broader business objectives (Q15) Our primary metric for marketing performance is pipeline/revenue (Q17) We use multi-touch attribution (linear, weighted, custom) (Q19) Marketing i

14、s perceived as a revenue center (Q28) Q12. How does your investment/spend data map to your pipeline and revenue metrics? Q14. When you plan your marketing, what metric do you use? Q15. How aligned are your marketing goals to broader business objectives? Q17. What is the primary metric you use to mea

15、sure marketing performance? Q19. Which attribution model does your marketing team use to measure performance? Q28. What is marketings perceived reputation in your organization? Marketers with an ROI 1.5X +152% +105% +90% +48% +292% +111% Diff erence What Do Effective Marketers Do Differently? 2018 S

16、tate of Pipeline Marketing Report24 致趣百川 28.2% 20.4% 46.2% 21.8% 21.2% 40.5% 54.1% 24.2% 53.2% 26.7% 28.7% 50.0% Marketers who expect a budget decrease or freeze We have greater than 10% YOY revenue growth (Q5) We map all of our spend data to pipeline and revenue (Q12) Our marketing goals are aligne

17、d with broader business objectives (Q15) We can eff ectively measure marketing performance (Q18) We use multi-touch attribution (linear, weighted, custom) (Q19) Marketing is perceived as a revenue center (Q28) Marketers who expect a budget increase +93% +18% +15% +35% +35% +24% Diff erence Which Mar

18、keters Get Bigger Budgets? 2018 State of Pipeline Marketing Report25 Q5. What is your companys approximate year-over-year revenue growth? (Select closest) Q12. How does your investment/spend data map to your pipeline and revenue metrics? Q15. How aligned are your marketing goals to broader business

19、objectives? Q18. Rate your organizations ability to eff ectively measure marketing performance? Q19. Which attribution model does your marketing team use to measure performance? Q28. What is marketings perceived reputation in your organization? 致趣百川 10.8% 25.1% 5.4% 53.3% 16.2% 39.4% 58.2% 78.8% 86.

20、8% 69.7% Marketers who are misaligned with Sales We have greater than 20% YOY revenue growth (Q5) We expect budget increases next year (Q11) Our marketing goals are aligned with broader business objectives (Q15) We have positive ROI (Q22) Marketing is perceived as a revenue center (Q28) Marketers wh

21、o are aligned with Sales +265% +132% +1359% +63% +330% Diff erence What Are the Benefi ts of Being Aligned with Sales? 2018 State of Pipeline Marketing Report26 Q5. What is your companys approximate year-over-year revenue growth? (Select closest) Q11.In the next year, do you expect your companys mar

22、keting budget to increase, decrease, or stay the same? Q15. How aligned are your marketing goals to broader business objectives? Q22. What is your current ROI for marketing? (Select closest) Q28. What is marketings perceived reputation in your organization? 致趣百川 2018 Year-Over-Year Trends In this se

23、ction, we take a look at how marketing organizations have changed over the past year. Are marketing priorities changing? How are marketers measuring performance? Is attribution maturing? Is ABM maturing? 致趣百川 Converting leads to customers / revenue Generating more leads/demand Reducing the cost of c

24、ustomer acquisition Improving performance measurement / attribution Sales and marketing alignment 33.4% 34.9% 4.9% 8.3% 11.7% Unsure Other 3.4% 3.4% 42.3% 35.4% 2.1% 8.9% 10.3% 0.3% N/A What is your top marketing priority this year? Demand gen takes the slight lead over converting leads to revenue a

25、s marketers top priority 2018 2017 2018 State of Pipeline Marketing Report28 致趣百川 Marketing performance is still primarily judged based on opps/pipeline, revenue, and ROI MQLs Leads Customers / Deals Opportunities / Pipeline Revenue 12.6% 12.3% 7.9% 25.5% 14.7% ROI Win rate 2018 State of Pipeline Ma

26、rketing Report29 15.3% 2.3% Unsure Other 5.0% 4.4% 10.7% 9.4% 6.7% 30.4% 18.7% 10.4% 3.3% 0.7% 9.7% What is the primary metric you use to measure marketing performance? 2018 2017 致趣百川 Nearly 1/3 still dont use attribution; small gains at either ends of the spectrumsingle-touch and custom multi-touch

27、 Lead Conversion Touch (contact created) First touch (fi rst visit) Multi-touch - Linear Last Touch (opportunity created) Multi-touch - Weighted 18.2% 8.5% 10.9% 17.0% 6.7% Multi-touch - Custom (algorithmic , custom) Dont have an attribution model 7.6% 28.6% Unsure / Other 2.4% 16.3% 9.7% 12.5% 14.9

28、% 11.1% 5.6% 28.1% 1.7% Which attribution model does your marketing team use to measure performance? 2018 2017 2018 State of Pipeline Marketing Report30 致趣百川 2018 State of Pipeline Marketing Report31 Modest adoption gains for ABM: 1/3 marketers now do majority ABM (+40% YOY) 25% None of our marketin

29、g is ABM 75% 50% All of our marketing is ABM 34.3% 29.8% 14.2% 15.9% 5.8% 36.4% 37.8% 10.9% 10.9% 4.0% What percentage of your marketing is account-based marketing (ABM)? 2018 2017 致趣百川 Even though marketing technology continues to mature and analytics systems are able to capture more complex data a

30、nd insights, far too many companies are still using metrics like lead volume to measure their performance and prove value. Optimizing for lead quantity rather than quality creates problems, such as misalignment with the sales team, ineffi cient media spend, and being seen as a cost center rather tha

31、n a revenue driver. Successful marketers today understand the big picture and strive to align with and impact business objectives, and are doing it with a Pipeline Marketing mindset. By connecting marketing and sales data, successful marketers are enabled to make smarter decisions and set goals base

32、d on the ultimate outcome of marketing: revenue. Learn more at About Pipeline Marketing 致趣百川 致趣百川 致趣百川简介致趣百川简介 致趣百川 BesChannels，通过 SCRM 营销自动化提高获客、转化业绩，致力于为企业提供 以“内容 + 获客 + 线索孵化 + 销售跟进”为核心的 SCRM 营销自动化解决方案，帮助企业全渠 道获取客户，自动孵化销售线索，快速跟进高质量客户，并通过数据和算法（营销 AI）不断提 升获客和孵化效率，从而实现营 - 销协同。致趣百川在营销运营软件与技术与品牌社交营销服 务、广告技术服务的配合上有着天然的优势。基于对于营销技术的大力投入，基于对营销全流 程闭环的深刻理解，致趣百川将不断帮助客户取得更大的成功。 致趣百川 微软、SAP、腾讯云、 AWS、 TUV都在使用的获害万法论 B2B企业内窑营销白皮书B2B企业获害策略白皮书B2B企业潜害培育白皮书 致趣百川