BCG-Studie: Die Speed-to-Market Fähigkeiten der CMOs sind suboptimal und ineffektiv

Auf MarketingVox wird eine Studie des weltweiten CMO-Council in Zusammenarbeit mit BCG zur Kompetenz von Marketing- und Sales-Verantwortlichen vorgestellt.

Die Ergebnisse bestätigen die Zurückhaltung der C-Level-Positionen bei Change-Programmen und Innovation, die wir aus Deutschland kennen.

"According to Miki Tsusaka, a senior partner and global leader for the marketing and sales practice of The Boston Consulting Group:
"Continuous changes in the global marketplace require that companies have a strong and ongoing developmental focus on improving their go-to-market capabilities.

To succeed, companies need all marketing and sales functions working together holistically.

Moreover, these functions must be closely aligned with an enterprise's corporate growth plan and strike the right balance of getting internal and external (i.e., consumer/customer/competitor) inputs."

Die Ergebnisse sind für den geübten Beobachter nichts Neues. Es ist für mich jedoch immer wieder von Neuem überraschend, wie zurückhaltend die Menschen in diesen bestbezahlten Positionen sind und wie wenig sie zum Erfolg des Unternehmens beitragen, ihn sogar auf gewisse Weise bremsen, wenn nicht verhindern.

Die wichtigsten Ergebnisse der Studie:

"1 - Slow transition from vision to action:

Though the vast majority of executives view marketing and selling capabilities as the most critical contributor to commercial success, many have not made the effort to take action by engaging in major or sustainable capability-building initiatives in the last five years. Two-thirds (66 percent) have undertaken fewer than four high-profile initiatives to improve their marketing and sales capabilities over the last five years.

2 - Short-term over long-term:

In attempts to strengthen their business, many high-ranking executives seem more focused on near-term operational challenges than on building advantage over a longer time horizon. Most of the executives surveyed said they were focused on selling effectiveness and account management (43 percent), while placing less importance on longer-term capabilities such as customer data capture, integration, mining and warehousing (15 percent). Improvements in channel management (14 percent) or multifunctional selling teams (11 percent) also ranked relatively lower.

3 - Insufficient training relative to other talent investments:

Most respondents (56 percent) said investments in people (talent and performance management) would be key to enhancing go-to-market performance over the next three years. Yet relatively few (24 percent) are planning to improve their existing teams' skills and capabilities via increased training and development.

4 - Attention focused inward vs. outward:

Though most marketing and sales professionals (58 percent) strive to be considered best-in-class, few are prioritizing analysis of competitors' strengths and best practices. Less than 8 percent ranked looking at best practices externally or internally as a top priority.

5 - Resting on the "tried and true":

Companies appear to be relying on traditional metrics such as revenue growth (85 percent), acquisition and retention (53 percent), market share (49 percent), and margin improvement (47 percent) for evaluating go-to-market performance. Input and insight from consumers and the channel are lower on the list of priorities."

"To the extent that they are striving to enhance their go-to-market skills, many companies seem to be focusing largely on small and near-term problems instead of tackling larger strategic, operational and organizational issues," noted Donovan Neale-May, Executive Director of the CMO Council. "This shortsightedness can have broad and negative ramifications for enhanced efficiencies, revenue generation and profitability."

(alle Zitate MarketingVox)
> MarketingVox: Ineffective Go-To-market Capabilities of Marketing and Sales Execs