致趣科技：2018漏斗營銷報告(6頁).pdf

1、2018漏斗營銷報告 致趣百川解讀版 2018 漏斗營銷報告 致趣百川解讀版 渠漏斗營銷, 是一種關注整個漏斗影響，而不僅僅是漏斗頂部的方法論，正在被B2B和 B2C營銷和銷售部門所接受。 這個模型涉及了漏斗的更多部分銷售商機，漏斗過程，和收益，這種用來制定市場 計劃、優化用戶參與度、衡量營銷行為有效性的基礎模型使用范圍在擴大。 采用這種向下漏斗模型也取得了成功。漏斗營銷者更可能實現他們的目標、和公司整體 目標一致、和對應的銷售協同并被認可為盈利中心。 34.9%34.9% 34.9% 營銷人說他們 最高優先級是產生線 索。33.4% 說他們最 高優先級是將線索轉 化為客戶。 29.5%29.

2、5% 29.5% 營銷人說 他們對CRM和營 銷自動化數據的 質量有信心。 24.5%24.5% 24.5% 營銷人提升 他們組織的能力來 更有效的測量營銷 行為。 47.0%47.0% 47.0% 回答者將 市場部分類 為“盈利中心” 2018 漏斗營銷報告 致趣百川解讀 營銷漏斗，讓營銷人不再只關注漏斗頂端，而是對整個漏斗過程負責，根據最終“收 入”做出營銷決策制定營銷目標，真正實現“業績導向型營銷”。 營銷漏斗的使用，能夠幫助營銷人實現目標、和公司整體目標一致、實現營銷協同并被認 可為盈利中心。 營銷漏斗的使用，可以借鑒硅谷銷售教父Aaron觀點：“讓銷售漏斗變得可預測 （Predict

3、able Pipeline）”把銷售線索總結成種子線索、魚池類線索、魚叉類線索三類。 種子類線索（Seeds），已有客戶的服務，即客戶成功，其重要性是銷售的五倍，已有客 戶的推薦是最優質的線索； 魚池類線索（Nets），核心是集客營銷（Inbound Marketing），包括內容、活動、直 播、SEM/SEO等，讓客戶主動上門； 魚叉類線索(Spears)，主要是Outbound Prospecting，也是我們常說的打獵。 致趣百川CEO何潤認為，以上三種線索共同構成整體的銷售漏斗。管理者需要負責的KPI是 銷售漏斗的新增速率（PCR，Pipeline Creation Rate），對于市

4、場部而言，雖然注冊線索 （Raw Leads）是銷售漏斗（Pipeline）的基礎，但不能過于關注注冊線索，應該關注如 何獲得更多的合格線索（Qualified Leads）。 （注明：后文中，橘色字為致趣百川解讀） 2018 State of Pipeline Marketing Report4 B2B 企業結構統計 however, its not a magic bulletless than 30% consider those eff orts to be eff ective. Like other strategies, if marketers dont also have t

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

6、keters 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 marketing relationship? Org

7、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, Product Marketing Manager, B

8、izible 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 versus those who are still a

9、ctivity- 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 perceived reputation in you

10、r organization? 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 to use sophisticated attributio

11、n 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) Deep Dive In this section, we take a deeper look into the traits of successful marketing tea

12、ms. What do effective marketers do differently? Which marketers get bigger budgets? What are the benefi ts of being aligned with sales? 2018 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/data mapped to pipeline/revenue (Q12) We

13、 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 is perceived as a revenue center (Q28) Q1

14、2. 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 measure marketing performance? Q19. Which a

15、ttribution 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 State of Pipeline Marketing Report24 28.2

16、% 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 aligned with broader business objectives (Q15) We c

17、an 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 Marketers Get Bigger Budgets? 2018 State of Pipe

18、line 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 objectives? Q18. Rate your organizations abil

19、ity 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? 10.8% 25.1% 5.4% 53.3% 16.2% 39.4% 58.2% 78.8% 86.8% 69.7% Marketers who are misaligned with Sales W

20、e 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 who are aligned with Sales +265% +132% +1359% +63% +

21、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 marketing budget to increase, decrease, or stay the s

22、ame? 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? 2018 Year-Over-Year Trends In this section, we take a look at how marketing organizations ha

23、ve changed over the past year. Are marketing priorities changing? How are marketers measuring performance? Is attribution maturing? Is ABM maturing? Converting leads to customers / revenue Generating more leads/demand Reducing the cost of customer acquisition Improving performance measurement / attr

24、ibution 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 as marketers top priority 2018 2017 2018 State of Pipeline Ma

25、rketing Report28 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 Marketing Report29 15.3% 2.3% Unsure Other 5.0% 4.4% 10.7% 9.4% 6.7

26、% 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 Nearly 1/3 still dont use attribution; small gains at either ends of the spectrumsingle-touch and custom multi-touch Lead Conversion Touch (contact created) First touch (fi rst visit) Mu

27、lti-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% 11.1% 5.6% 28.1% 1.7% Which attribution model does your marketing te

28、am use to measure performance? 2018 2017 2018 State of Pipeline Marketing Report30 2018 State of Pipeline Marketing Report31 Modest adoption gains for ABM: 1/3 marketers now do majority ABM (+40% YOY) 25% None of our marketing is ABM 75% 50% All of our marketing is ABM 34.3% 29.8% 14.2% 15.9% 5.8% 3

29、6.4% 37.8% 10.9% 10.9% 4.0% What percentage of your marketing is account-based marketing (ABM)? 2018 2017 Even though marketing technology continues to mature and analytics systems are able to capture more complex data and insights, far too many companies are still using metrics like lead volume to

30、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 than a revenue driver. Successful marketers today understand the big picture and st

31、rive 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 based on the ultimate outcome of marketing: revenue. Learn more at About Pipeline Ma

32、rketing 致趣百川簡介致趣百川簡介 致趣百川 BesChannels，通過 SCRM 營銷自動化提高獲客、轉化業績，致力于為企業提供 以“內容 + 獲客 + 線索孵化 + 銷售跟進”為核心的 SCRM 營銷自動化解決方案，幫助企業全渠 道獲取客戶，自動孵化銷售線索，快速跟進高質量客戶，并通過數據和算法（營銷 AI）不斷提 升獲客和孵化效率，從而實現營 - 銷協同。致趣百川在營銷運營軟件與技術與品牌社交營銷服 務、廣告技術服務的配合上有著天然的優勢?；趯τ跔I銷技術的大力投入，基于對營銷全流 程閉環的深刻理解，致趣百川將不斷幫助客戶取得更大的成功。 微軟、SAP、騰訊云、 AWS、 TUV都在使用的獲害萬法論 B2B企業內窯營銷白皮書B2B企業獲害策略白皮書B2B企業潛害培育白皮書