CMOs: Time for digital transformation - Accenture

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The 2013/14 CMO Insights survey is the fourth in a series of ... the 2014 Accenture Interactive CMO Insights survey of ..... presenting them in dashboards is no.
Accenture Interactive

CMOs: Time for digital transformation Or risk being left on the sidelines

About the research The 2013/14 CMO Insights survey is the fourth in a series of studies sponsored by Accenture and aimed at understanding the opinions, challenges and points of view of senior marketing executives from around the world.

Results are based on the responses of key marketing decision makers around the world:

581

The survey was in the field from November 2013 to January 2014.

Global respondent distribution:

11

Senior marketers

10

Countries

Industries

Countries included:

36% North America 33% Europe, Africa and Latin America (EALA)

Australia

Brazil

Canada

France

China

Italy

Japan

Singapore

United Kingdom

United States

31% Asia Pacific Countries (APAC)

Germany

Industries surveyed:

Automotive

Banking

Consumer goods

Electronics

Insurance

Life sciences

Media

Retail

Telecoms

Travel and tourism

Respondent demographics: 9%

At least $500 million in annual revenue

91%

At least $1 billion in annual revenue Significant sales growth (>5%)

31%

55%

14%

Little or flat sales growth (0-5%) Negative sales growth (<0%) Business-to-business-to-consumer (B2B2C)

32%

38%

30%

Business-to-consumer (B2C) Business-to-business (B2B)

Insights from leading marketers around the world Executive Summary Digital is changing the world and chief marketing officers (CMOs) know it. They are embracing digital channels with fervor, but it’s time to do more. The prize is not mastery of the channels but command of the opportunities to delight customers and drive superior business outcomes. Then the reward for customers and marketers alike becomes relevant and seamless experiences from brand promise through brand delivery.

This is a digital transformation that requires an outside-in or customer-focused orientation. Given CMOs’ understanding of the brand and the customer, they are the natural leaders, able to envision a transformation that bridges the entire customer experience, including sales, service and product. The ability to wield, rather than be overwhelmed by, digital technologies will be critical, as will cutting across current functional boundaries. By collaborating with other C-suite executives and drawing on external partners to boost internal expertise, CMOs can become more visible change agents for digital transformation. These are some of the key findings from the 2014 Accenture Interactive CMO Insights survey of nearly 600 senior marketing executives from 11 countries and 10 industries.1 The findings suggest that CMOs are selling themselves short. The question isn’t whether they can effectively take advantage of digital channels—they are proving they can—but whether they can be catalysts working across the organization to welcome the broader digital opportunities and protect against the digital threats.

1

All tables and research data provided in this report reference findings from this survey unless otherwise stated.

Winning CMOs: • L ead and transform the marketing role as a digital perspective transforms the enterprise. • E mbrace the full omni-channel customer experience. • Integrate channels with real-time analytics and then act on the insights. • Invest in agile technologies and cloud-based services. • R  e-orient the marketing operating model and integrate new talent to harness digital innovation. As every business becomes a digital business, C-suite executives will need to collaborate to drive successful digital transformation. No CMO wants to be left on the sidelines. A new generation of digital natives is fast approaching—with emerging roles such as chief digital officer, chief customer officer and chief experience officer included in the digital lineup. Sidestepping the confines of traditional marketing to deliver a more relevant and integrated customer experience across the business, will help ensure the future of the CMO on the digital playing field.

Seeing the full digital opportunity 78%

The marketing world is changing fast and digital opportunities are leading the charge. Fully three-quarters of respondents (78%) to Accenture’s research believe that marketing will undergo fundamental change over the next five years. Also not surprising: of the top three changes cited, analytics, digital and mobile are the key drivers. High-growth companies2 in particular say their investments in these three areas are paying off, especially to improve customer experience.

2014 – 2019

Areas of fundamental change for marketing over the next five years (%) Analytics skills will be a core competence of marketing

42

7/10

5/10 Digital budgets will account for over 75% of the marketing budget

37

Mobile will account for over 50% of the marketing budget

35

Marketing will become more of an on-demand information provision function

34

Marketing, Sales, and Customer Service will be merged into a single function

34

We will not know what a marketing campaign will look like in advance: campaigns will unfold in real time, depending on the individual needs and intents of each customer across every device and channel

86%

32

Earned media will be more important and receive more support than paid and owned media

27

71% Marketing and IT will be merged into a single function

26

57%

CMOs will be the most important relationship for CEOs, surpassing the CFO and other C-suite executives

21

We will be known as a digital company

21

2

High-growth companies are self-identified and have an increase of 6% or more in annual sales.

CMOs predict that: • A  nalytical skills will become a core competence. • D  igital budgets will account for more than 75% of the marketing budget. • M  obile will account for more than 50% of the marketing budget. What is surprising is that CMOs do not seem to be fully engaged. The proof? Only 21% of CMOs believe their company will be known as a digital business in five years. To be part of the enterprise digital transformation that every business needs to undertake for survival, CMOs need to extend their vision of marketing and its scope. Meanwhile, emerging-market CMOs tell an entirely different story. Some 69% believe it is important to transform into a digital business, compared to 49% of maturemarket CMOs. The gulf further widens when asked the importance of transforming third parties (vendors, partners or independent distributors) to a digital model (69% emerging vs. 41% mature).

Emerging markets jump ahead Only 18% of CMOs in established markets believe their company will become known as a digital business, but one-third (32%) of senior marketing leaders in emerging markets think that way. Marketers in emerging countries also are twice as confident in their ability to transform into a digital business (70% vs. 38% in mature economies). While they’re willing to try a variety of methods to achieve their strategic marketing objectives, emerging-market CMOs are much more likely to initiate or complete a companywide transformation to become more digitally focused (71% vs. 42% for mature markets).

Confidence in 78 digital channels on the rise %

2014 – 2019

While most marketers have not yet committed to thinking of their companies as digital businesses, they are definitely on board with digital channels, investing more, focusing more and achieving more results.

Making more and better use of digital channels is one of the key areas to show a significant jump in marketers’ confidence over the past year, with a 10% increase. Year-onyear improvements in channel effectiveness show that digital channels lead the way, with online display advertising, search engine optimization, mobile and social media all ranking highly.

10%

OT

7/10

5/10 Increase in channel effectiveness since 2012 (%) 2014

Email

2012 Online display advertising

2014

Search engine

2014

2012

2012 Radio advertising

Social media

33

19

32

2014

33

2012

32

2014

34 30

2012

Very effective

52

27

59

22

51 25

58

% 18 7150

22 18

56

61

2012

35

2014

37

2012

Direct mail

2014

31

2012

33

In-person contact with the front-line employees

2014

34

Corporate website

2014

53

58

22

55

36

68

26 20

65

51

15

48 35

69

31

68

37

% 49 35 38

28

63

24

62

Sponsorships/ % Partnerships

2014

34

25

59

2012

36

23

59

Telemarketing

2014

29

2014

31

Education channels

2014

30

SMS/Text messaging 2014

19

48

35

Video

27

80

59

18

39

2012

62

23

32

2012

2012 60

27

84% 37

2014

54 23

21

35

Existing customer recommendations (Word of mouth)

57

48

22

2014

2012

26

37 32

% Print 86 advertising

48

35 32

Events

61

24

11 39

29

59 49

37

2014



19

28

2014

Branded content

23

2012

2012

Fairly effective

36 30

58

44

18

2012 Media coverage

13

30

2012 Mobile

31

24

2014

2014

TV advertising

34

23

58

24 21 20

55 51 47

49

The death of telemarketing? Telemarketing slid precipitously as an effective channel from 2012 to 2014. Effectiveness dropped from 58% to 48%; perhaps as a result, its importance dropped from 74% to 51%.

The rise of an old standby While telemarketing fell, low-cost email rose as an effective channel. As email’s importance improved from 58% to 66%, its effectiveness increased commensurately, from 44% to 58%.

Meanwhile, a generational divide is opening up with respect to mobile. Marketing executives who grew up with digital devices—those under 35—give significantly more weight to mobile (38%) than their more seasoned colleagues (18%). Mobility is a game changer for younger marketing executives. Seven out of 10 marketers aged 50 and younger believe that mobile is an important channel for reaching customers and prospects, compared with fewer than five out of 10 aged 51 and older.

This is the difference between digital natives— those who were raised with digital channels— and those who have had to adapt to digital. % is not a For younger marketers, mobile channel but a lifestyle.

78

2014 – 2019

Budgets for digital marketing also continue to rise. Today, 39% of businesses surveyed spend more than $100 million on digital marketing. Slightly more (41%) expect that budget to rise by more than 5% in their next fiscal year. Only 8% see any kind of cutback in digital marketing spending next year.

Size of 2014 digital marketing budget (%) >$1 billion

5/10

9

$501m–1 billion

27

$101–500m 12

$51–100m

13

$26–50m

23

$25m or less Don’t know

% 86 7/10 marketers under

13

Expected change in 1 year (%) 14

Increase >10%

26

Increase 6–10%

27

Increase 1–5%

25

Stay the same

50 believe that mobile is an important channel  for reaching customers and prospects, compared to 5/10 over 51

6

Decrease 1–5% Decrease >5%

7/10

3

2

71% 57%

High performers harness digital potential CMOs in low-growth companies should take Digital channels are proving note of the areas their better-performing pivotal to how an entire colleagues rate as important to their organization competes, success. Gaps as much as 20 points or more innovates and enhances are reported in the very areas that help marketing perform better—analytics, digital the customer experience. channels and technology, for example. High-growth companies in Accenture’s research %say that % As % high-growth companies demonstrate, 78 78 78 analytics and digital channels digital’s potential stretches way beyond a 2014 – 20192014 – 2019 2014 – 2019 became significantly more new distribution channel. Digital represents a wave of transformational opportunities—and important between 2012 and threats—that comprise the ecosystem in 2014—analytics by 15 points which we live, work and play. In this digital (from 71% to 86%) and digital world, technology is changing the game and CEO CEO 10% 10% 10% 35 channels also by 15 points % consumers are making—and breaking—the 35% rules. That makes every business a digital (from 69% to 84%). At the OTHER OTHER OTHER business, whether it sells widgets or WiFi. same time, it became easier to Every business requires a digital orientation, succeed in both of these areas CMO CMO CMO meaning a digital focus in all business for high-growth companies, processes and functions. 1% 1% 1% which reaped the rewards of 7/10 7/10 7/10 5/ 10 5/ 5/ 10 more intense investment 10 and resourcing.

High-growth vs low-growth research findings 86% 86% 86% 84% 84% 8480 % % 80% 80%

High-growth companies High-growth companies High-growth companies % % % % % 49 49 49 49% 49 49 use data71 and to recognize strategic p  rovide a consistent % analytics % % 71 71 importance of digital improve marketing impact: customer experience across 86% vs.57 65% c57 hannels: 84% vs. 67% all channels: 80% vs. 59% % % 57%

CEO

35

High performers make more and better use of digital capabilities in 2014 (%) Using data and analytics to improve marketing impact

38

Making more or better use of digital channels

35

19

Using technology to improve marketing impact

35

18

Expanding into new geographic markets

31

Increasing sales to current customers

49 48 48

19

31

Providing a consistent customer experience across all channels

49

15

29

Reducing the costs of marketing operations—project duration, work effort, cost of quality, third party spend, etc.

49

19

33

Improving the effectiveness of marketing operations

51

16

30

Measuring return on marketing investment

53

20

33

Improving the operational effectiveness of marketing workforce

54

20

29

Improving the trust/integrity in your brands and corporate image

55

17

47

16

33

47

14

Actively managing the company’s corporate/brand reputation

27

19

46

Improving promotion effectiveness of marketing campaigns

28

18

46

Responding to shifting consumer demographics

32

Reallocating and re-skilling resources across paid, earned, and owned media

29

17

Internally synchronizing the end-to-end customer experience, across marketing, sales and service

30

15

Improving customer retention/loyalty Acquiring new customers Enabling agile, timely, and relevant marketing Easier to succeed

27 24

Much easier to succeed

21

46

14

18 19 22

46 45 45 43 43

Customer experience lags behind The point of efficient digital channels, of course, is to ensure that they are effective as well, and the biggest proof of effectiveness lies in the customer’s interactions with the brand. Some 77% of marketers say it is essential or very important to deliver an effective customer experience for their company, but only 62% think they’re doing a good job. High-growth companies are more focused on the importance of customer experience (89%), compared to only 60% of low-growth companies.

And customer experience is the #1 recipient of investments among high-growth companies (at 69%) out of 26 options, versus 40% for low-growth companies. Clearly, high-growth companies have grasped a key insight: today’s digital customer expects a relevant and delightful customer experience at all times and across all channels. A seamless brand experience is key for today’s tech-savvy, multi-device-owning customer. Interesting then, only one-third of highgrowth companies report their online and offline analytic capabilities are completely integrated across all functions—though that is considerably more than the 14% of low-growth companies and 19% of average growers. The reality is that challenges still exist for all companies looking to integrate offline and online channels.

Customer experience ranks very highly on the CMO agenda but performance is lagging importance How important is delivering an effective customer experience to your company?

By Sales Growth (%) Increased (>5%)

31

Stayed the same (0–5%)

58 45

Decreased (<0%)

31

89

32 29

How successful is your company in delivering effective customer experiences? 48

77

49

60

28

71

23 14 13

63

41

By Business Type (%) Business-to-Business (B2B)

39

Business-to-Business-to-Consumer (B2B2C)

39

43

82

48

Business-to-Consumer (B2C)

37

46

83

45

Importance:

Important

Essential

Performance:

29

68

Very successful

44

Extremely successful

12

56 20

17

68 62

Who’s driving digital transformation? A digital orientation can enable nothing less than complete transformation of the operating and business model. More than half (52%) of C-suite executives, recently surveyed by Accenture and The Economist Intelligence Unit expect digital to cause significant change or % complete transformation in their industries.3 So great is the expected transformation that 42% of executives expect the biggest barrier to implementing digital business initiatives will be managing change.

So where is the CMO in this transformation? Barely visible. One-third of C-suite executives (35%) say the CEO is responsible for digital innovation. The chief technology officer and chief information officer follow closely at 23% and 22% respectively. The CMO, however, is at 1%.

10

CEO

35% OTHER

CMO

1%

The question is not whether CMOs can effectively take advantage of digital channels; it’s whether they can be a change agent, helping the organization embrace the broader digital opportunity and protect against the broader digital threats. The CMO is well positioned to assume this role because the opportunities and threats are all about the customer, the brand, the interface with the customer and how the customer is empowered. No one should have the pulse of that better than CMOs. However, they are so focused on leveraging digital channels that they are missing the full potential of the broader digital playing field. This has given rise to a variety of new roles, such as chief digital officers (CDOs), emerging to fill the gap and join the team.

The rise of the CDO It’s a title you hear more and more as digital capabilities take hold. Chief digital officers are deeply committed to a digital vision. They act as a catalyst for digital transformation, someone %with to enable a the CMO should work closely cross-functional focus on customer experience.

84

CDOs also are staunch believers in the marketing function. They are very likely to say that CMOs will be the most important relationship for the CEO over the next five % other C-suite executives. years, surpassing

80

CDOs are concerned with every digital touchpoint—where data is going and how it is used. According to the survey findings, CDOs think they do a very good job in areas like efficiently running the same content and campaigns across multiple branded websites (60% vs. 50% for CMOs) and improving the e-commerce platform (60% vs. 45%).

49%

3

49%

Accenture and The Economist Intelligence Unit, The Global Agenda: Competing in a Digital World, CEO Briefing 2014.

The biggest barriers to digital integration With the increasing pace of technology and device innovation, it is not surprising that one in four CMOs cite a lack of critical technology or tools as the chief barrier to digital integration. Interestingly, that number remains the same whether a company has high-, low- or average-growth, and it represents more than a 10% gain over last year. CMOs know a plethora of digital technologies to leverage; their challenge, however, is to rally around the right ones for their business.

This can be a tall order for marketers accustomed to working with legacy systems on internal platforms rather than flexible e-services in the cloud. In collaborating with the CIO, CMOs can stay focused on the customer experience and cherry-pick technologies that help delight their customers.

The volume and variety of today’s technology can easily overwhelm. It comes in smaller, more flexible solutions than the big CRM systems of old, putting a premium on knowing a wide variety of providers’ products and understanding their capabilities. What’s more, new technologies need to be piloted and adapted from experience. They must be agile and modular, allowing a test, learn and “fail fast” approach.

Barriers to performance improvement 2014 - Digital Orientation; for companies with increased sales, little or no sales growth and decreased sales Our organization lacks critical technology or tools

2014

Our people lack the required skills

2014

We are not sufficiently integrated with other business functions

2014

We do not have sufficient senior leadership commitment

2014

We have inefficient business practices

2014

18

We lack the funding

2014

19

High performers

Stayed the same

25

25

13

34

13 19

13

22

15

9

8

Low performers

20 21 17

18 18

Omni-channel experience suffers Omni-channel customer experience took a hit last year. Performance fell across four key metrics: ability to build long-lasting customer relations, design and deliver branded customer experiences, use multiple channels strategically and leverage digital channels. Whether high-growth or lowgrowth company, B2B, B2C or B2B2C, marketers also report that the importance of offering an omni-channel experience declined as well.

4

F orrester Consulting, Customer Desires Vs. Retailer Capabilities: Minding the Omni-Channel Commerce Gap, March 17, 2014.

One set of numbers tells the story in sharp relief. CMOs report that their ability to use multiple channels strategically and in an integrated and consistent way fell seven points in 2014 from 2012 (from 53% to 46%), but the importance of mastering the multi-channel customer experience fell even more—by 14 points (from 71% to 57%). This trend doesn’t bode well for any industry but especially not for retail, where the omni-channel customer experience is fast becoming the norm. It is now a brand differentiator, according to a recent study Forrester conducted for Accenture and hybris, an SAP company.4

7/10

5/10

86%

84%

The talent conundrum While senior marketers have succeeded in hiring more talent with digital, analytical and technical skills, the impact has yet to show up in improved performance. In fact, satisfaction with key marketing capabilities has declined in precisely those areas where internal resourcing has increased. Capabilities in customer and digital analytics, for example, show a 10-point decline in satisfaction from last year to this year. Customer experience and content management capabilities also show declines in satisfaction year over year. In all these cases, more internal resources are being used.

Ironically, marketers say their external partners are doing a better job. Agencies are bringing more creative%ideas and understanding CMOs’ business better (both 34%). Agencies also are assuming more responsibility for digital marketing programs and being more of a strategic % driver and partner in the planning process (both 31%). So CMOs are not moving more capabilities internally because external partners are doing a poor job. Rather, they want to upskill their own people and move more core marketing functions inside. The tradeoff, however—at least for the time being—is lower satisfaction levels.

71

49%

57

Marketers’ satisfaction with performance of analytics capabilities fell 10 points to 49% last year

Time to get in the game

78%

There’s a larger game being played on the digital field today. Just at the moment when CMOs are optimizing digital marketing channels, the digital opportunity itself is expanding. It’s significantly more profound and potentially more To achieve %substantial % 10disruptive. 35 change, here are five ways CMOs can get in the game and be a vital partner in the digital transformation of their organization:

014 – 2019

CEO

OTHER

CMO

1%

7/10 Transform the marketing role as a digital perspective transforms the enterprise.

Embrace the full omni-channel customer experience.

Set your sights on an enterprise-wide % digital ecosystem and the role of marketing within it. Aim to create multi-channel, personalized experiences for each customer across the brand. Don’t wait for all the technology to be ready. Select a few channels now, offer more than one experience and begin to test and learn. Then review the data and shift your tactics and technology if necessary. The key is to start now, collaborate across the business and keep at it.

86

While CMOs own the brand promise, fewer %than half (49%) say they own the% customer experience. Among high-growth companies, however, that number jumps 10 points, to 59%. Among low-growth companies, it falls 12 points, to 37%. Clearly sales growth is affected when customer experience is emphasized. All the more reason, then, for CMOs to own it.

84

49

1% 57%

%

80

49

%

Some ways to do so: • Reverse engineer marketing initiatives around desired outcomes—which aren’t always sales transactions. • Empathize with your customers. Evolve marketing initiatives to engage, share and help your customers, rather than target, capture and convert them. • Engage customers in an ongoing dialogue instead of individual transactions. Treat your customer as a continuous relationship that covers the whole spectrum of sales, service, retention and loyalty.

Integrate channels with realtime analytics and then act on the insights.

Invest in agile technologies and cloud-based services.

Re-orient the marketing operating model and integrate new talent to harness digital innovation.

Capturing channel analytics and presenting them in dashboards is no longer enough. Apply your hard-earned insights to multi-channel experiences and ongoing experience management in flexible and powerful ways.

Today’s technology—like today’s customers—is non-stop. “Test, learn and earn” is the new maxim. Move incrementally and add e-services managed through the cloud. As the focus on systems gives way to a focus on the customer, you can relax your constraints, begin to scale and score more goals.

As you hire talent with skills in analytics, mobile and digital, integrate them in a way that produces different outcomes. Talent needs to be empowered to work together across the organization in new operating models that recognize the primacy of digital marketing and the importance of customer experience. What good is it, for example, to plug analytics talent into a traditional marketing operating model when you really want an integrated, end-to-end customer experience driven by analytics? What good are new outcomes in old delivery models?

Breakthrough business performance Business success today requires a customer-focused digital orientation. It starts with prioritizing a superior and relevant customer experience and aligning the organization, processes and technology to power it. It continues with a relentless focus on delighting your customers, reorienting your business and flexing your platform.

Making a complete digital transformation means aligning and executing these three elements together, even if maturity among them varies. High-growth companies already have learned this lesson. They are rapidly creating a digital ecosystem that marries analytic insights and actions across customers’ preferred channels. They are attracting talent who create experiences that allow their companies to leapfrog the competition.

Enduring customer relevance requires three key elements:

Source: Accenture Interactive Digital Transformation

Customers are demanding a relevant and delightful experience at all times and across all channels. Digital, analytics and mobile are disrupting both the marketplace and the role of the CMO. As the customer’s chief advocates within the enterprise, CMOs can be the change agents who break the silos and collaborate across the organization to put their companies in the vanguard of digital leadership and customer experience. Within disruption lies opportunity—for the enterprise and its customers and for CMOs with a digital mindset, ready to achieve new heights of relevance and high performance.

About the authors

Baiju Shah

Glen Hartman

Brian Whipple

Baiju Shah is the Managing Director for Strategy & Innovation at Accenture Interactive. He is responsible for Accenture Interactive’s market strategy, including acquisitions and new business services to ensure ongoing relevance to our clients. Baiju also oversees the line of business focused on digital strategy, customer experience and customer analytics. He has worked with clients across industries, including Verizon, Samsung and Chrysler, on strategies to take advantage of digital as competitive advantage. Baiju’s expertise lies in digital strategy, customer experiences and market adoption. His market perspectives have been featured in Forbes, MIT’s Sloan Management Review and BusinessWeek.

Glen Hartman is the Managing Director for Digital Transformation at Accenture Interactive. In this role, Glen leads Accenture Interactive North America and has global responsibility for Accenture’s Digital Platforms and Operations offerings, such as eCommerce, Content Management, Campaign Management and Marketing BPO. This role includes management and integration of recent Accenture acquisitions, including Acquity, Fjord and avVenta. Cited by Forbes as a “top 10 influencer in digital” in 2013, Glen leverages his 23 years of experience in digital transformation, multi-channel and data-driven marketing to help Accenture clients engage customers and develop lasting brands. Prior to Accenture Glen was Managing Director, Digital Practice at Harte-Hanks and helped launch the “Agency Inside Harte-Hanks.” His market perspectives on digital transformation and customer experience have been featured in Harvard Business Review, Forbes and AdvertisingAge.

Brian Whipple is the global leader of Accenture Interactive, and is a Senior Managing Director in Accenture’s leadership. Brian leads all of Accenture Interactive’s business globally including Marketing Optimization, eCommerce and Content Management, Digital Transformation, and Customer Experience. He brings a unique blend of agency and consulting experience to Accenture Interactive’s largest clients to help with their IT and marketing needs, which often include navigating the complex landscape of agency relationships. Prior to Accenture, Brian was Chief Operating Officer of Hill Holliday, an advertising and marketing services firm headquartered in Boston.

[email protected] @baijushah

[email protected] @hartmanglen

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[email protected] @bhwhipple

About Accenture Interactive Accenture Interactive helps the world’s leading brands delight their customers and drive superior marketing performance across the full multi-channel customer experience. As part of Accenture Digital, Accenture Interactive works with over 23,000 Accenture professionals dedicated to serving marketing and digital clients, to offer integrated, industrialized and industry-driven digital transformation and marketing services. Follow @AccentureSocial or visit accenture.com/interactive.

About Accenture Accenture is a global management consulting, technology services and outsourcing company, with approximately 289,000 people serving clients in more than 120 countries. Combining unparalleled experience, comprehensive capabilities across all industries and business functions, and extensive research on the world’s most successful companies, Accenture collaborates with clients to help them become high-performance businesses and governments. The company generated net revenues of US$28.6 billion for the fiscal year ended Aug. 31, 2013. Its home page is www.accenture.com.

Copyright © 2014 Accenture All rights reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.

Disclaimer: Accenture’s CMO Insights survey uses the generic term “partner” to refer to entities such as digital agencies, specialized agencies, marketing service providers, advertising agencies, management consultants, systems integrators and public relations firms. The use of the term “partner” in the survey, the survey results, and in this edition of CMO Insights is not intended to, and does not, imply the existence of a legal partnership.

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