Marketing organizations are under more pressure than ever to create business value. Yet only ¼ of marketers say they are able to measure and report the contribution of its programs to the business. What separates the “A” marketers from the rest? The “A”s have the right mindset, believe it’s possible, and make measurement a priority. In addition to the right mindset, the “A”s have nailed the five fundamentals of aligning marketing activities to business results. 1. They get clarity around the business outcomes that matter the most by speaking the language of the business and having regular two-way dialogue with senior executives. 2. They track and report outcome metrics that measure impact, not just metrics that track activity, output, and marketing efficiency. 3. They set quantifiable performance targets for every program and activity. 4. They use data chains to create clear lines of sight between marketing investments and business outcomes. 5. Finally, the “A”s use marketing dashboards to track its effectiveness but also to communicate impact on business outcomes, allowing them to justify additional budget.

1. Note: This Abbreviated Summary highlights some of the significant findings from
2014 ITSMA/VEM Marketing Performance Management Survey:
The Link Between Marketing Performance Management and Value Creation
A more in-depth analysis can be found in the full report available for purchase at:
http://www.itsma.com/research/2014-itsma-vem-marketing-performance-management-survey/
Abbreviated Summary | May 2014
The Link Between Marketing Performance
Management and Value Creation
2014 ITSMA/VEM Marketing Performance Management Survey
Julie Schwartz, Senior Vice President,
Research and Thought Leadership, ITSMA
Laura Patterson, President, VisionEdge Marketing
Dianne Kim, Research Associate, ITSMA

2. ©ITSMA/VEM 2014 Marketing Performance Management Survey. All rights reserved. Not for reproduction or redistribution without permission.
Study Highlights
The Situation
Despite marketers’ perceptions that they are
improving, the percentage of “A” marketers has
remained relatively constant.
Marketers must move from campaign producers and
sales enablers and seize the role of business value
creators. Until marketers speak the language of the
business and demonstrate value, they will be viewed
as overhead.
The Right Mindset
1. The “A’s” believe they can measure marketing’s
value and make it a priority
2. The “A’s” hold themselves accountable, even if
senior leadership does not
3. The “A’s” have a plan for continuously improving
marketing performance management
Nailing the Fundamentals
In addition to the right mindset, the “A’s” have nailed
the 5 fundamentals for aligning marketing activities
to business results
The value creators:
 Get clarity around the business outcomes that
matter by engaging in regular two-way dialog
with senior executives
 Select outcome metrics, in addition to activity,
output, and efficiency metrics
 Set and track quantifiable performance targets
 Establish clear data chains to link marketing
investments and activities with business
outcomes
 Build actionable dashboards to communicate
impact on business outcomes and secure
additional budget

3. ©ITSMA/VEM 2014 Marketing Performance Management Survey. All rights reserved. Not for reproduction or redistribution without permission.
Marketing organizations are under more pressure than
ever to create business value
% of Respondents (N=380) | Source: ITSMA/VEM Marketing Performance Management Survey, May 2014
How do you see the pressure on marketing to measure its value and contribution to the business?
1% | Decreasing
85%
Increasing
Staying the Same14%

4. ©ITSMA/VEM 2014 Marketing Performance Management Survey. All rights reserved. Not for reproduction or redistribution without permission.
90–100
Marketing was able to measure and report
the contribution of its programs to the
business
80–89
Marketing programs made a difference but
the contribution to the business goals were
not measured and reported
70–79
Marketing appears to have made some
impact on the business, but it is not clear if
the impact was material, nor is it measured
69 or
lower
Marketing programs didn’t make a
difference—there is no clarity as to how
marketing is contributing to the business
Still, only 1/4 of marketers can answer the question,
“What is marketing’s impact on the business?”
% of Respondents (N=379) | Source: ITSMA/VEM Marketing Performance Management Survey, May 2014
26%
40%
28%
6%
For 2013, using a 100 point scale, please select what grade the CEO/Division GM would give your marketing
organization for its ability to demonstrate its value and contribution to the business.

5. ©ITSMA/VEM 2014 Marketing Performance Management Survey. All rights reserved. Not for reproduction or redistribution without permission.
Where are you on the Marketing Performance
Management Journey?
What do you need to do to be best-in-class?
Campaign
Producers
Sales
Enablers
Business
Value Creators
The
“A’s”
Middle of
the Pack
Laggards
Track Marketing
Activity and
Output
Contribute to
Business
Outcomes
Improve and Manage
Marketing
Performance
Activity Outcomes

6. ©ITSMA/VEM 2014 Marketing Performance Management Survey. All rights reserved. Not for reproduction or redistribution without permission.
Two things distinguish “A” marketers
from the rest of their peers
The Right
Mindset
Nailing the
fundamentals of
aligning marketing
activities to
business results
&
Sooner or later,
those who win are those
who think they can.
Paul Tournier
1. Get Clarity
Around the
Business Outcomes
2. Select
the Right Metrics
3. Set Quantifiable
Performance
Targets
4. Establish Clear
Data Chains
5. Build Actionable
Dashboards
What needles does marketing
have to move?
Outcome-based, leading
indicators, and predictive
Well-defined and documented
for each marketing program
Between marketing activities, marketing
objectives, and business outcomes
Regularly presented to and
reviewed with senior
leadership

7. The “A’s” believe they can measure marketing’s contribution
to the business and hold themselves accountable
Note: Differences are statistically significant. | Source: ITSMA/VEM Marketing Performance Management Survey, May 2014
In your organization or company, how important is it
that marketing is able to measure its value and
contribution to the business?
 Believe It’s Possible
16%
37%
59%
It is difficult, and perhaps even impossible,
to measure marketing’s contribution
to business outcomes
The “A’s”
(N=98)
Middle of
the Pack
(N=151)
Laggards
(N=127)
% of Respondents that Agree
or Strongly Agree
Does your marketing organization have a
revenue goal?
65%
41% 38%
The “A’s”
(N=83)
Middle of
the Pack
(N=120)
Laggards
(N=104)
 Hold Themselves Accountable
% of Respondents with a Revenue Goal
©ITSMA/VEM 2014 Marketing Performance Management Survey. All rights reserved. Not for reproduction or redistribution without permission.

8. ©ITSMA/VEM 2014 Marketing Performance Management Survey. All rights reserved. Not for reproduction or redistribution without permission.
71%71%The majority of
the marketing
staff has
business
acumen
1. Get Clarity
Around the
Business
Outcomes
% of Respondents that Agree or Strongly Agree
The “A’s”
(N=97)
Middle of
the Pack
(N=148)
Laggards
(N=122)
The “A’s” speak the language of the business and
regularly engage in two-way dialog with senior executives
Note: Differences are statistically significant. | Source: ITSMA/VEM Marketing Performance Management Survey, May 2014
58%58%
41%41%

9. ©ITSMA/VEM 2014 Marketing Performance Management Survey. All rights reserved. Not for reproduction or redistribution without permission.
Activity Outcomes
Effort Counting Efficiency Impact
Likelihood of
Outcomes
Expected
Outcomes
The “A’s”
(N=81) 78 82 83 90 47 47
Middle of
the Pack
(N=116)
75 81 69 61 37 28
Laggards
(N=99) 70 68 57 48 24 20
Output-
Based*
Operational*
Outcome-
Based*
Leading-
Indicators*
Predictive*
Activity
Metrics
% of Respondents Tracking Metric Category
* Indicates a statistically significant difference. | Source: ITSMA/VEM Marketing Performance Management Survey, May 2014
The “A’s” track and report outcome metrics in
addition to activity, output, and efficiency
2. Select the
Right
Metrics

10. ©ITSMA/VEM 2014 Marketing Performance Management Survey. All rights reserved. Not for reproduction or redistribution without permission.
The “A’s” not only set quantifiable performance targets,
but they track their performance against those targets
% of Respondents (N=303) | *Differences are statistically significant. | Source: ITSMA/VEM Marketing Performance Management Survey, May 2014
32
52
10
5
1
6
34
35
20
5
Nearly every marketing program has well defined and
documented performance targets and we measure our
performance against those targets
Many, but not all, marketing programs have well defined
and documented performance targets
Few marketing programs have well defined and
documented performance targets
We do not usually set qualtifiable performance targets for
our marketing programs
Don't know
The "A's"
Everyone Else
3. Set
Quantifiable
Performance
Targets
To what extent does your marketing organization set quantifiable performance targets for marketing programs
and objectives?

11. ©ITSMA/VEM 2014 Marketing Performance Management Survey. All rights reserved. Not for reproduction or redistribution without permission.
The “A’s” are using data chains to create clear lines
of sight between marketing investments and
business outcomes
Note: Differences are statistically significant.
Source: ITSMA and VisionEdge Marketing, 2014
Business
Outcomes
Market Share
Grow revenue for cloud/mobile
offerings in NA Tier One
Accounts by 15%, secure 17%
market share
Marketing
Objectives
Pilot projects
Increase new pilot
projects among NA Tier
One Accounts by 35%
resulting in 5 full RFQs
Marketing
Programs
Seminars
Conduct 15 seminars in major
NA cities, resulting in 20
meeting requests to explore
pilot projects
Marketing
Tactics
Digital Marketing
Initiate email campaign to
promote cloud/mobile
thought leadership assets to
5,000 NA contacts at Tier
One Accounts, resulting in
300 seminar RSVPs
4. Establish
Clear Data
Chains

12. ©ITSMA/VEM 2014 Marketing Performance Management Survey. All rights reserved. Not for reproduction or redistribution without permission.
The “A’s” use their marketing dashboards to boost
marketing’s effectiveness, communicate impact on
business outcomes, and secure additional budget
% of Respondents | Note: Differences are statistically significant. | Source: ITSMA/VEM Marketing Performance Management Survey, May 2014
Does your marketing organization currently produce a marketing dashboard?
45%61%73%
5. Build
Actionable
Dashboards

13. ©ITSMA/VEM 2014 Marketing Performance Management Survey. All rights reserved. Not for reproduction or redistribution without permission.
Methodology
Source: ITSMA/VEM Marketing Performance Management Survey, May 2014
Web-based Survey
Survey invitations were
emailed during April 2014
to the ITSMA and VEM
communities. In addition,
survey invitations were
extended via social media
channels such as Twitter
and LinkedIn.
380
people completed
the survey
The Data Was Analyzed by:
A’s: Marketing demonstrates
contribution to the business
(Grade: A)
Middle of the Pack: Marketing
makes a difference, but
contribution not measured
(Grade: B)
Laggards: Marketing may have
an impact, but not known if
impact is material
(Grade: C/D)
Marketing
Performance
Grade

14. ©ITSMA/VEM 2014 Marketing Performance Management Survey. All rights reserved. Not for reproduction or redistribution without permission.
Respondent Demographics
42%
40%
18%
Type of Company
% of Respondents (N=380) | Source: ITSMA/VEM Marketing Performance Management Survey, May 2014
Job Title
Industry
Software solutions
IT professional services/consulting
Marketing services/advertising agency
Other services
Telecommunications and network systems and solutions
Other business services
Other product manufacturing
Other technology hardware systems and solutions
Computer systems and solutions
Financial services
Management consulting
Outsourcing (technology/business process)
Other
15
13
12
8
7
7
6
6
6
5
5
5
6
Size of Company
32
6
10
6
17
8
22
Less
than
$50M
$50M
up to
$99M
$100M
up to
$499M
$500M
up to
$999M
$1B
up to
$4.9B
$5B
up to
$9.9B
$10B
or
more
33%
28%
25%
14%
Sell both
products and
servicesPrimarily sell
services
Primarily sell
products
C-level/VP
Director
Manager
Individual contributor

15. ©ITSMA/VEM 2014 Marketing Performance Management Survey. All rights reserved. Not for reproduction or redistribution without permission.
Table of Contents for
For More Information
Julie Schwartz
Senior Vice President
Research and Thought Leadership
ITSMA
jschwartz@itsma.com | +1-407-788-8220
2014 Marketing Performance
Management Survey: Increasing
Marketing’s Relevance to the Business
Laura Patterson
President
VisionEdge Marketing
laurap@visionedgemarketing.com
+1-512-681-8800, Ext. 12
Slide
Executive Summary 3
Methodology and Respondent Demographics 32
Detailed Findings 45
Marketing Contribution to the Business 45
Use of Data and Metrics 72
The Marketing Dashboard 87
Appendix: Study Definitions 107

16. ©ITSMA/VEM 2014 Marketing Performance Management Survey. All rights reserved. Not for reproduction or redistribution without permission.
About ITSMA
ITSMA is a research-based membership
organization that helps B2B companies market
and sell services and solutions more effectively.
They work with the world’s leading professional
services, technology, and communications
providers to generate increased demand,
strengthen customer relationships, and improve
brand differentiation.
About VisionEdge Marketing
VisionEdge Marketing provides proven expertise to
help companies improve marketing accountability,
measurement and analytics; create outcome-
based marketing metrics; develop dashboards;
leverage processes, data, systems, and use data
and analytics to make strategic market, customer
and product decisions.