IDC Marketing Budget Averages for B2B Services
*Budget 2 to 4% of expected revenues on staff and equal amounts on program expenses.
Marketing Staff Budget Spend:
This past week the premier conference and exposition dedicated to Internet and technology solutions for automotive professionals was held at the Mirage Hotel & Casino in Las Vegas.
The 15th Digital Dealer Conference featured notable keynote speakers and more than 100 educational sessions. At the conference the nation's top automotive dealers, managers, marketers and vendors came to capitalize on the latest digital trends. Many of the sessions were interactive and focused on practical application of technology.
The major topic was the change in the automotive buying process.
The Internet and Millenials have changed the automotive buying process.
The Automotive Buyer Buying Process Enhanced through:
Automotive buyers searching for authenticity through engagement pre test drive and post service.
Selling Automotive Dealerships Lead Conversion Metrics:
Read more about Digital Dealer:
Disconnect between higher education and corporate employer demands.
Educator and employer disconnect: 72% of Educators believe students are prepared for work yet only 42% of employers believe students are prepared for work. 45% of employers do not believe entry level college grads are “ready” for work.
Most corporate development and training programs were slashed and burned during the recession.
While the market is large, user adoption and utility is lacking.
Will social, mobile, gaming drive not only user adoption, but via consumerism create employee driven demand for skill & competency training and development as well as career development, training, and tools / eResources.
In their latest annual report on HR technology software systems Cedar Crestone highlights deployment approaches, value, and metrics.
What’s driving HRMS spending & purchase decisions?
What is the breadth and depth of buyers adoption of HR / HRMS technology?
How satisfied are HRMS buyers?
How innovate are HR vendors / HR buyers?
The Bottom Line for HR Buyers:
Lack of business strategy and integration is why most organizations can’t produce data for decision making for managers!
The Bottom line for HRMS Vendors:
Provide easier to use integration tools!
Read more from the HRTech Conference here
or online at @HRTechConf
The largest HRTech townhall meeting, conference, and exposition in the world was held this past week in sunny Las Vegas. More than 3,000 directors, managers, and senior executive IT and Human Resource leaders traveled to learn, share, and renew. An nearly every major technology company attended from Google to Amazon to IBM to FaceBook plus 303 HRTech vendors showed off.
#HRTech Trends from the conference:
Product Announcements (seemed to be a lot less than last year… more to come):
Read more HRTech Conference news:
Read more online HRTechConf posts:
During this week's Microsoft Worldwide Partner Conference, #WPC #WPC13 there was plenty of buzz about the growing market demand for cloud managed services. One of the most amazing stats shared during the presentations was that the spending for cloud services is equal to or greater than the spend for hardware and software. i.e. For every dollar spent on hardware and software there will be a dollar spent on services.
#WPC News & Highlights:
One in four of Microsoft’s enterprise customers has Office 365, and with an annual revenue run rate of >$1 billion Office 365 is on track to be one of the fastest growing businesses in Microsoft history.
Microsoft has seen over 40% growth in enterprise cloud businesses. Windows Azure alone is outgrowing the overall cloud market by >150 points.
Nearly 50 percent of employees indicated that using enterprise social tools has increased their productivity, and many employees stated they would pay for these technologies out of their own pockets!
89 percent of Microsoft's existing business customers are still not yet using any products in the Microsoft cloud (meaning primarily Office 365, Windows Azure, Windows Intune and Windows CRM). While about 30,000 of Microsoft's "managed"/largest customers across all geographies are currently annuity/subscription clients, the remaining 40,000 or so have no annuity relationship with Microsoft today, officials said. LSP revenues grew in the double digits last year. Along with Microsoft's own salesforce, partners helped sell 11,000 new Enterprise Agreement volume-license deals last year, along with 8,400 volume renewals, officials told the LARs/LSPs today. http://www.zdnet.com/microsofts-top-eight-business-priorities-for-fiscal-2014-7000017844/
CEO Steve Ballmer: "Cloud is the future of innovation. It’s the biggest growth opportunity for channel partners." Partners selling cloud-based solutions benefit from higher gross profit, at 1.6x percent; 2.4x new customers; 1.3x more revenue per employee; and 2.4x faster overall business growth. Cloud OS Accelerate: Microsoft, with key partners Cisco, Dell, Hitachi Data Systems, HP and NetApp, will invest more than $100 million to accelerate the delivery of new privateand hybrid cloud solutions to customers. Effective Oct. 1, Microsoft will offer partners a 30% discount on Windows Intune. Microsoft cloud partner program changes looming
Cloud MSP services is on pace to be 220B in 2014 and >500B by 2020 (Gartner).
Worldwide business spending on cloud, which will reach $98 billion by 2016, according to a new IDC study (44% in the USA). 82% of net new commercial apps will be developed specifically for the cloud in 2013. IDC Study: Successful Cloud Partners
In other words, as Pink puts it, “It’s kinda like selling … except the cash register doesn’t ring. … and like it or not, we’re all in sales now.”
The first few days of the annual Society for Human Resource Management conference here in Chicago have left me inspired.
How Google makes choices on goals that individual contributors are going to chase, how they negotiate what goes into that valuable space, how the goals are supposed to cascade, how they are (or aren’t) part of the performance process, all goals are made public, etc…
1/3 wont’ buy from you…. the majority share bad experiences…
Today’s buyers have more information and resources than ever. But they also have less time, trust their peers and friends for recommendations, and yet are still creatures of emotion and habits.
Sales analytics allows for faster, more robust and accurate personalization based on buyer preferences, budgets, and readiness. In short, analytics helps find the sweet spot in the market, focuses resources on customer when they are ready to buy, and provides the insights on how to best close the sell.
Buyerlytics is the application of analytics at every stage of the sales process. Buyerlytics enables us to understand each individual customer to create personalized sales and service customer experiences using science to identify, score, and segment buyers based on their preferences.
Cold calling is dead. Dialing for dollars is a legacy concept of the past and simply does not work in today’s Internet world. Pre-call research is a prerequisite to solution selling as customers want to buy and not be sold. A critical success factor is to know and understand the profile and preferences of your customers before the sales process initiates.
Sales analytics ensures:
Work smarter not harder with analytics.
Analytics offers the crucial ability to transform data into insight and uncover opportunities for growth. The revenue science which can be applied using sales analytics includes:
By taking a more scientific approach to selling and applying sales analytics judgment and intuition are aided with fact based decision making.
Read more online:
People are inherently social. The trouble is, organizations typically do not harness this natural inclination well. Rather, they create barriers that hinder how employees engage with one another, and limit agility in how they collaborate
and make decisions.
They do this by forming complex hierarchies and reporting structures, excessively layering new processes and controls without reviewing or removing existing ones, as well as creating functional silos with defined yet competing interests.
In an effort to control and converge the way people work, organizations have hindered their productivity and increased bureaucracy—so much so that traditional management think is no longer working. Employees and employers alike are looking for a new way of interacting that’s more productive, more efficient and more responsive to what’s happening here and now—not what was happening when all these processes and hierarchies were created.
By redefining how we manage, and by striving to better reflect how people want to work in an information-based knowledge economy, we can improve communication and collaboration, and eliminate waste. This is what social management at work is all about and we’re already doing it ourselves.
Read the full paper here:
The silos present in many traditional business structures have the effect of limiting access to critical communication—not only vertically but also horizontally.
While some hierarchy is necessary—the buck has to stop somewhere—social management ignores the idea that “cascades” must only occur within silos. Instead, it embraces a more transparent and flattened business structure, facilitated by perpetual (rather than linear) processes, and by social technology.
It’s new technology and a new mindset.
Businesses willing to implement social technology and to adopt the mindset necessary to support its complete adoption have seen the greatest gains. Those that implemented social technology in one vertical only, or for just one process, have seen fluctuating gains and inconsistencies.
Perpetual management processes, aided by social technology, allow organizations and managers to augment event management with process management. In an organization that follows an event management approach, the goal is
business as usual, and only the exceptions are exceptional. However, in an organization driven by a perpetual management approach, the goal is continuous
improvement on every front. When social technology is integrated into this approach, the gains can increase productivity up to 25 percent. However, the danger of social technology is similar to any other technology— companies that see the tool as the solution will stumble. It is critical that
innovation and advancement occur simultaneously.
Organizations that are interested in seeing the benefits must be bold enough to bring both the social technology and the management tools to their employees in parallel.
The way we work is changing, and businesses must be ready to tailor social technology to their own needs; integrate that technology into their business processes; and manage the people, the technology and outcomes effectively.
Instead of holding fast to linear, control-driven ways of working and managing, organizations must find ways to integrate social technologies across all areas of their business. They are now being challenged to manage differently, and in
a way that better reflects how people want to work in an information-based, knowledge economy.
Ultimately, social management—and the technology that facilitates it—is about improving communication and collaboration and eliminating waste. It’s about
finding ways to make better business decisions, to engage employees in the strategic intent of the organization and to improve performance.
Social management has worked for us and for many of our clients. If you’d like to know more, please get in touch. @ephorG