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1
Market Research and Competitive Intelligence Priorities
2013
global survey results
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2013 survey results
CONTENTS
Market Research and Competitive Intelligence Executive Summary . . . . . . . 3
INTRO
Survey Overview and Distribution of Respondents . . . . . . . . . . . . . . . 4
What is the Growth Team Membership™? . . . . . . . . . . . . . . . . . . . 5
Overarching Challenges . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
SECTION
1
SECTION
2
SECTION
3
SECTION
4
SECTION
5
SECTION
6
Key Market Research Challenges . . . . . . . . . . . . . . . . . . . . . . . . 7
Market Research Resource Trends . . . . . . . . . . . . . . . . . . . . . . . 11
Key Competitive Intelligence Challenges . . . . . . . . . . . . . . . . . . . . 17
Competitive Intelligence (CI) Resource Trends . . . . . . . . . . . . . . . . . 21
Special Interest Topic: Supporting Stakeholder Decision‑Making . . . . . . . . 27
Respondent Demographics . . . . . . . . . . . . . . . . . . . . . . . . . . . 34
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2
growth team m e m b e r s h i p ™
2013 survey results
Introduction
3
Market Research and Competitive Intelligence (CI) Survey Executive Summary
KEY INTERNAL CHALLENGE
KEY INTERNAL CHALLENGE ROOT CAUSE
Key Market Research
Challenge
Ensuring research insights are actionable and
included in stakeholders’ decision-making
Lack of process reinforcement
SECTION 2:
BUDGETS
RESOURCES
Market Research Resource
Trends
R&D typically has an annual budget of less
than $500,000*
For 2013, budgets and staffing levels will
remain constant
SECTION 3:
KEY INTERNAL CHALLENGE
KEY INTERNAL CHALLENGE ROOT CAUSE
Key Competitive Intelligence
Challenges
Developing, implementing, and monitoring
counter-intelligence tactics
Inadequate skills
SECTION 4:
BUDGETS
RESOURCES
Competitive Intelligence (CI)
Resource Trends
R&D typically has an annual budget of less
than $250,000*
For 2013, budgets and staffing levels will
remain constant
SECTION 1:
SECTION 5:
Supporting Stakeholder
Decision-Making
PRIMARY INTERNAL CLIENT
TOP ACTIVITY TO SUPPORT
SALES
TOP ACTIVITY TO SUPPORT
EXECUTIVE MANAGEMENT
Sales/Business Development
Customer/consumer
research
SWOT analysis
*All monetary values in this report are in US dollars ($USD).
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Growth Team Membership™ research.
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2013 survey results
Introduction
4
Survey Overview and Distribution of Respondents
Survey Purpose
To understand the most
pressing challenges shaping
market research and
competitive intelligence
executives’ 2013 planning
Methodology
Web-based survey platform
Survey Population
Co-Sponsor
Market research and
competitive intelligence
executives at manager level
and above
93
survey
respondents *
Europe
7%
respondents’ roles*
Corporate
44%
Business Unit/Division
17%
Asia-Pacific
Americas
50%
Both Corporate and
Business Unit/Division
39%
14%
Africa
1%
Middle East South Asia
19% 0%
*Percentages do not include respondents who answered “Other” or did not complete the question.
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Growth Team Membership™ research.
growth team m e m b e r s h i p ™
2013 survey results
Introduction
5
What is the Growth Team Membership™?
GTM is a research and consulting program that supports
executives within the functions that report to the CEO
CEO’s Growth Team™
GTM: Creating Client Value
R&D/
Innovation
GTM’s case-based best practices help executives:
Sales
Leadership
Corporate
Strategy
CEO
Marketing
GTM provides best practices, events, and services that enable
executives to address challenges within their companies
Corporate
Development
Market
Research
Market
Research
Investors/
Finance
Speed the design and implementation of
initiatives by not reinventing the wheel
Save money and reduce risk by avoiding
mistakes made by other companies
Accelerate problem-solving with a
cross‑industry perspective
Competitive
Competitive
Intelligence
Intelligence
Improve their functions’ and companies’
performance and productivity
GTMresearch@frost.com
www.gtm.frost.com
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2013 survey results
Introduction
6
What’s Keeping Market Research and Competitive Intelligence Executives Up at Night in 2013?
Market Research’s Overarching Challenges
Best Practice Solutions from GTM
Ensuring Research Insights are Actionable
Market Research must deliver actionable customer
insights to drive the company’s decision-making.
Learn how BP’s market research function used segment-based
consumer insights to shape companywide marketing initiatives.
Competitive Intelligence’s Overarching Challenges
Capturing Employees’ Competitive Information
Learn how Cintas developed a companywide intelligence
network that incorporated employee insights into the company’s
decision‑making.
Competitive Intelligence needs to harness the
competitive insights of its employees.
Devising Effective Competitive Strategies
Competitive Intelligence executives must continually
assess the company’s unique strengths, identify
high‑growth market opportunities, and analyze
potential responses to competitive threats.
Learn how our Competitive Strategy toolkit helps you perform
internal competency evaluation, market due diligence, and
threat mitigation.
Contact us at GTMResearch@frost.com.
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Growth Team Membership™ research.
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7
INTRO
SECTION
1
Key Market Research Challenges
SECTION
2
SECTION
3
SECTION
4
SECTION
5
SECTION
6
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Growth Team Membership™ research.
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2013 survey results
Section 1
8
Top Five Key Market Research Challenges
CHALLENGE
1
SURVEY QUESTION:
Ensuring research insights are actionable and
included in stakeholders’ decision‑making
2
Developing an integrated customer and market
insights dashboard to support decision-making
3
Creating an insight generation process that yields
high-quality outputs
4
Integrating global, regional, and local customer/
market information to generate insights
5
Demonstrating the ROI of market research
IN 2011, respondents were
concerned with providing
valuable insights for strategic
decision-makers.
BY 2012, respondents were
focusing on demonstrating
the ROI of market research.
What are the top five functional challenges shaping your market research plans?
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Growth Team Membership™ research.
growth team m e m b e r s h i p ™
2013 survey results
Section 1
9
Respondents’ challenges are attributed to staff and process limitations
Top Five Market Research Challenges
Root Cause of Top Five Market Research Challenges
CHALLENGE
1
Ensuring research insights are
actionable and included in stakeholders’
decision‑making
Process: Lack of enforcement
2
Developing an integrated customer and
market insights dashboard to support
decision-making
Staff: Inadequate headcount
3
Creating an insight generation process that
yields high-quality outputs
Process: Lack of process
4
Integrating global, regional, and local
customer/market information to
generate insights
Staff: Inadequate headcount
Process: Lack of enforcement
5
SURVEY QUESTION:
Demonstrating the ROI of market research
Strategic Alignment: Insufficient support by
senior management
Please indicate the root cause—staff, process, technology/systems, or strategic alignment—of your top five market research challenges.
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Growth Team Membership™ research.
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2013 survey results
Section 1
10
B-to-B respondents prioritize dashboards and future trends,
while B-to-C respondents focus on portfolio balance and insight quality
Top Five Market Research Challenges (By Business Model)
CHALLENGE
B-to-B
B-to-C
1
Engaging stakeholders to pinpoint their
research needs
Ensuring the research portfolio balance strategic
and tactical projects
2
Developing an integrated customer and market
insights dashboard to support decision-making
Ensuring research insights are actionable and
included in stakeholders’ decision‑making
3
Ensuring research insights are actionable and
included in stakeholders’ decision‑making
Creating an insight generation process that yields
high-quality outputs
4
Demonstrating the ROI of market research
Integrating global, regional, and local customer/
market information to generate insights
5
Identifying and prioritizing future trends/
Mega Trends
Demonstrating the ROI of market research
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Growth Team Membership™ research.
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2013 survey results
11
INTRO
SECTION
1
SECTION
2
Market Research Resource Trends
SECTION
3
SECTION
4
SECTION
5
SECTION
6
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12
2013 survey results
Section 2
B-to-C market research departments have larger budgets than those in B-to-B companies
2013 Market Research Budgets (By Business Model)
percentage of revenue dedicated to
department budget (by business model)
50%
The median percentage of company revenue dedicated to the
market research budget is:
•• All companies = 1%
•• B-to-B companies = 1%
•• B-to-C companies = 0.9%
Median = $374,999
41%
Average = $374,999
40%
35%
Survey Question: What is your 2013 total market research budget
as a percentage of your company’s total 2012 revenue?
31%
29%
30%
26%
22%
21%
20%
14%
16%
15%
13%
9%
10%
7%
2%
0%
Below $250,000
$250,000 to
$499,999
$500,000 to
$999,999
$1 Million to
$2.99 Million
All Companies
SURVEY QUESTION:
3%
0%
$3 Million to
$4.99 Million
B-to-B Companies
2%
3%
0%
$5 Million to
$9.99 Million
2%
7%
2%
0%
$10 Million to
$19.99 Million
0%
$20 Million
or more
B-to-C Companies
hich of the above ranges (in $USD) best describes your 2013 total market research budget (all expenditures on market research
W
activities and general & administrative—including staff)?
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Growth Team Membership™ research.
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2013 survey results
Section 2
13
B-to-C respondents put more emphasis on branding, pricing,
and customer satisfaction research than their peers in B-to-B companies
Market Research Portfolio Composition (By Business Model)
market research’s budget allocated
to vendors (by business model)
20%
The median percentage of budget allocated to vendors is:
•• All companies = 45%
•• B-to-B companies = 27.5%
•• B-to-C companies = 60%
18%
15%
Survey Question: What percent of your 2013 budget is
allocated to vendors/suppliers?
13%
10%
10%
18% 18%
10%
10%
10%
10%
10%
9%
8%
8%
8%
5%
5%
2%
1%
0%
0%
Market Size/Structure
Product/Service
Development and
Testing
Branding, Messaging,
Customer/
and Market
Consumer Behavior
Communications
(segmentation,
attitudes, usage
studies, etc.)
All Companies
SURVEY QUESTION:
B-to-B Companies
Pricing Research
0%
Customer
Business/Competitive
Satisfaction/Market
Intelligence
Tracking
B-to-C Companies
How have you allocated your market research project portfolio across the above research categories?
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2013 survey results
Section 2
14
The majority of respondents expect staffing levels to remain constant in 2013
Market Research Staffing Changes (By Business Model)
2011 Average Rating = 3.21
2012 Average Rating = 3.11
2013 Average Rating = 3.23
70%
67%
70%
RESPONDENTS’ expectations
for additional staff has recovered
after a sharp decline in 2012.
60%
54%
50%
market research staff
(by business model)
38%
40%
The median number of staff is: All companies = 3
employees, B-to-B companies = 3 employees, B-to-C
companies = 4.5 employees.
30%
25%
21%
Survey Question: Approximately how many full-time
employees are in your market research department?
20%
10%
2%
0%
6%
3%
8%
0%
5
Increase Substantially
0%
4
Increase Moderately
All Companies
SURVEY QUESTION:
6%
3
Stay the Same
B-to-B Companies
2
Decrease Moderately
0%
0%
1
Decrease Substantially
B-to-C Companies
In comparison to 2012, your 2013 market research staffing will…
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2013 survey results
Section 2
15
Most respondents expect budgets to remain static in 2013
Market Research Budget Changes (By Business Model)
2011 Average Rating = 3.14
2012 Average Rating = 3.06
2013 Average Rating = 3.23
49%
50%
47%
46%
EXPECTATIONS for
additional funding have
increased.
39%
40%
32%
31%
30%
20%
13%
13%
15%
10%
4%
0%
6%
2%
0%
5
Increase Substantially
4
Increase Moderately
All Companies
SURVEY QUESTION:
3
Stay the Same
B-to-B Companies
2
Decrease Moderately
3%
0%
1
Decrease Substantially
B-to-C Companies
In comparison to 2012, your 2013 market research budget will…
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2013 survey results
Section 2
16
Most respondents rate their departments’ effectiveness as “Average”
Market Research Effectiveness (By Business Model)
2012 Average Rating = 3.31
2013 Average Rating = 2.74
69%
70%
60%
50%
48%
41%
40%
37%
33%
30%
20%
15%
11%
10%
13%
8%
4%
0%
8%
4%
3%
0%
5
Exceptional
4
Above Average
All Companies
SURVEY QUESTION:
6%
3
Average
B-to-B Companies
2
Below Average
1
Poor
B-to-C Companies
How would you rate the performance or effectiveness of your function compared to others within your industry?
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Growth Team Membership™ research.
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2013 survey results
17
INTRO
SECTION
1
SECTION
2
SECTION
3
Key Competitive Intelligence Challenges
SECTION
4
SECTION
5
SECTION
6
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Growth Team Membership™ research.
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2013 survey results
Section 3
18
Top Five Key Competitive Intelligence Challenges
CHALLENGE
SURVEY QUESTION:
1
Developing, implementing, and monitoring
counter-intelligence tactics
2
Packaging and communicating competitive data and
insights to drive stakeholder decision-making
3
Capturing the competitive information held by
your company’s employees
4
Developing an integrated competitive insights
dashboard to support decision-making
5
Conducting actionable win/loss analysis
FOR the previous two
years, the top challenge was
“Aligning Key Intelligence
Topics (KITs) to the company’s
strategic priorities.”
What are the top five functional challenges shaping your competitive intelligence strategy?
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Growth Team Membership™ research.
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2013 survey results
Section 3
19
Respondents’ challenges are attributed to staff and process limitations
Top Five Competitive Intelligence Challenges
Root Cause of Top Five Competitive Intelligence Challenges
CHALLENGE
1
Developing, implementing, and monitoring
counter-intelligence tactics
Staff: Inadequate skills
2
Packaging and communicating competitive
data and insights to drive stakeholder
decision-making
Process: Lack of process
3
Capturing the competitive information held
by your company’s employees
Process: Lack of process
4
Developing an integrated competitive
insights dashboard to support
decision‑making
Technology/Systems: Inadequate/outdated
technology
5
Conducting actionable win/loss analysis
Staff: Lack of experience
SURVEY QUESTION:
P lease indicate the root cause—staff, process, technology/systems, or strategic alignment—of your top five competitive
intelligence challenges.
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Growth Team Membership™ research.
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2013 survey results
Section 3
20
B-to-B respondents focus on dashboards and counter-intelligence tactics,
while their B-to-C peers prioritize stakeholder needs and competitive alerts
Top Five Competitive Intelligence Challenges (By Business Model)
CHALLENGE
B-to-B
B-to-C
1
Developing, implementing, and monitoring
counter-intelligence tactics
Packaging and communicating competitive data and
insights to drive stakeholder decision-making
2
Capturing the competitive information held by
your company’s employees
Diagnosing stakeholders’ specific intelligence needs
3
Packaging and communicating competitive data and
insights to drive stakeholder decision-making
Capturing the competitive information held by
your company’s employees
4
Developing an integrated competitive insights
dashboard to support decision-making
Creating effective and timely competitive alerts
5
Conducting actionable win/loss analysis
Conducting actionable win/loss analysis
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21
INTRO
SECTION
1
SECTION
2
SECTION
3
SECTION
4
Competitive Intelligence (CI) Resource Trends
SECTION
5
SECTION
6
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Growth Team Membership™ research.
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2013 survey results
Section 4
22
The majority of CI departments have budgets that do not exceed $250,000
2013 Competitive Intelligence Budgets (By Business Model)
percentage of revenue dedicated
to budget (by business model)
Median = $125,000
70%
61%
60%
63%
Average = $191,500
The median percentage of company revenue dedicated to the CI budget is:
All companies = 1%, B-to-B companies = 1%, B-to-C companies = 1%.
60%
Survey Question: What is your 2013 total competitive intelligence budget as
a percentage of your company’s total 2012 revenue?
percentage of budget allocated
to vendors (by business model)
50%
The median percentage of budget allocated to vendors is: All companies
= 10%, B-to-B companies = 10%, B-to-C companies = 3%.
40%
Survey Question: What percentage of your 2013 budget is allocated to
vendors/suppliers?
30%
22%
20%
20%
15%
11%
10%
0%
9%
11%
Below $250,000
$250,000 to
$499,999
7%
6%
2%
0%
All Companies
SURVEY QUESTION:
13%
$500,000 to
$999,999
B-to-B Companies
$1 Million to
$2.99 Million
0%
$3 Million
or more
B-to-C Companies
hich of the above ranges (in $USD) best describes your 2013 total competitive intelligence budget (all expenditures on competitive
W
intelligence activities and general & administrative—including staff)?
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Growth Team Membership™ research.
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2013 survey results
Section 4
23
The majority of respondents expect staffing levels to remain static
Competitive Intelligence Staffing Changes (By Business Model)
2013 Average Rating = 3.12
2012 Average Rating = 3.21
2011 Average Rating = 3.25
EXPECTATIONS for additional
70%
65%
65%
staff have declined over the
past three years.
64%
60%
competitive intelligence staff
(by business model)
50%
The median number of employees in 2013 is:
•• All companies = 2 employees
•• B-to-B companies = 1.5 employees
•• B-to-C companies = 2.5 employees
40%
30%
19%
20%
Survey Question: Approximately how many full-time
employees are in your competitive intelligence department?
22%
18%
14%
10%
10%
4%
0%
6%
8%
2%
0%
5
Increase Substantially
4
Increase Moderately
All Companies
SURVEY QUESTION:
3
Stay the Same
B-to-B Companies
2
Decrease Moderately
3%
0%
1
Decrease Substantially
B-to-C Companies
In comparison to 2012, your 2013 competitive intelligence staffing will…
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Growth Team Membership™ research.
growth team m e m b e r s h i p ™
2013 survey results
Section 4
24
The majority of respondents expect little to no budget increase for 2013
Competitive Intelligence Budget Changes
2013 Average Rating = 3.08
2012 Average Rating = 3.18
2011 Average Rating = 3.25
69%
70%
60%
58%
RESPONDENTS’ forecasts for
52%
additional funding have declined
over the past three years.
50%
40%
30%
27%
22%
18%
20%
18%
19%
12%
10%
2%
0%
3%
0%
5
Increase Substantially
0%
4
Increase Moderately
All Companies
SURVEY QUESTION:
3
Stay the Same
B-to-B Companies
2
Decrease Moderately
0%
0%
1
Decrease Substantially
B-to-C Companies
In comparison to 2012, your 2013 competitive intelligence budget will…
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Section 4
25
B-to-C respondents are twice as likely to rate their
departments’ effectiveness as “Average” than their B-to-B peers
Competitive Intelligence Effectiveness (By Business Model)
2013 Average Rating = 3.12
2012 Average Rating = 3.22
60%
56%
50%
40%
37%
33%
30%
28%
30%
29%
25%
21%
20%
13%
10%
8%
9%
6%
2%
0%
5
Exceptional
4
Above Average
All Companies
SURVEY QUESTION:
3
Average
B-to-B Companies
2
Below Average
3%
0%
1
Poor
B-to-C Companies
How would you rate the performance or effectiveness of your function compared to others within your industry?
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2013 survey results
Section 4
26
Most CI departments report into Marketing
Direct Line Report of Competitive Intelligence (By Business Model)
50%
46%
SINCE 2012, the percentage of
CI departments reporting into
Marketing has decreased by 10%,
and the percentage reporting into
Executive Management has doubled.
40%
32%
30%
26%
20% 20% 20%
20%
21%
20%
16%
12%
14%
10%
10%
6%
0%
6%
7%
12%
7%
2%
0%
Marketing
Market Research
Corporate
Strategy/Planning
All Companies
SURVEY QUESTION:
Sales/Business
Development
B-to-B Companies
R&D/Innovation
and Product
Development
Executive
Management
(CEO/President/
General Manager)
3%
0%
Other
B-to-C Companies
To which department does your competitive intelligence function directly report?
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2013 survey results
27
INTRO
SECTION
1
SECTION
2
SECTION
3
SECTION
4
SECTION
5
Special Interest Topic: Supporting Stakeholder
Decision‑Making
SECTION
6
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Growth Team Membership™ research.
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2013 survey results
Section 5
28
Sales/Business Development accounts for most of the B-to-B respondents’ research
portfolio, while Marketing is the primary client for B-to-C respondents
Top Three Clients (By Business Model)
All Companies
B-to-B Companies
Sales/Business Development
Sales/Business Development
(67%)
(78%)
Marketing (66%)
Corporate Strategy/Planning
(65%)
SURVEY QUESTION:
B-to-C Companies
Marketing (74%)
Corporate Strategy/Planning
Corporate Strategy/Planning
(50%)
(50%)
Marketing (63%)
Sales/Business Development
(47%)
Please identify your top three internal clients (in terms of the percentage of your research portfolio they account for).
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2013 survey results
Section 5
29
Market assessments are a critical activity conducted for Marketing
Activities to Support Marketing (By Business Model)
67%
61%
Market Assessments
78%
Pricing Research
Currently
Conducting
50%
(55%)
61%
(59%)
(58%)
measuring success
Branding, Messaging, and Marketing
Communications
(61%)
(60%)
(68%)
The primary method used to measure impact on
Marketing is:
•• All companies = Customer Satisfaction or Net
Promoter Scores (33%)
•• B-to-B companies = Customer Satisfaction or
Net Promoter Scores (44%)
•• B-to-C companies = Key Intelligence
Topics (34%)
Customer/Consumer Research
56%
Not
Conducting *
(60%)
(61%)
Customer Satisfaction and Loyalty
Research
(61%)
(67%)
(68%)
Survey Question: What metric(s) do you use to
measure the impact of your department’s work
for Marketing?
Voice of the Customer
(67%)
(100%)
(80%)
(60%)
(40%)
All Companies
(20%)
0%
20%
B-to-B Companies
40%
60%
80%
100%
B-to-C Companies
*Percentages indicate the number of people not using this activity.
SURVEY QUESTION:
Which of the above activities does your department perform to support Marketing’s decision-making (please check all that apply)?
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Section 5
30
The majority of respondents do not conduct win/loss analysis for Sales
Activities to Support Sales (By Business Model)
70%
69%
Customer/Consumer Research
69%
Currently
Conducting
60%
Tools that Position Sales Against Specific
Competitors (e.g., Battle Cards)
63%
57%
(57%)
measuring success
(59%)
Sales Forecasts and Pipeline Analytics
54%
(62%)
Not
Conducting *
(59%)
Win/Loss Analysis
(69%)
Survey Question: What metric(s) do you use to
measure the impact of your department’s work
for Sales?
(79%)
(75%)
The primary method used to measure impact on
Sales is:
•• All companies = Sales or Win/Loss
Ratio (46%)
•• B-to-B companies = Sales or Win/Loss
Ratio (50%)
•• B-to-C companies = Forecast Accuracy (40%)
War-gaming
(85%)
(100%)
(80%)
(60%)
(40%)
All Companies
(20%)
0%
20%
B-to-B Companies
40%
60%
80%
100%
B-to-C Companies
*Percentages indicate the number of people not using this activity.
SURVEY QUESTION:
Which of the above activities does your department perform to support Sales’ decision-making (please check all that apply)?
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Section 5
31
SWOT analysis is the primary activity conducted for Executive Management
Activities to Support Executive Management (By Business Model)
80%
82%
SWOT Analysis
80%
53%
Currently
Conducting
50%
Customer/consumer segmentation
60%
(62%)
(61%)
measuring success
Scenario planning
The primary method used to measure impact on
Executive Management is:
•• All companies = Verbal feedback (39%)
•• B-to-B companies = Key Intelligence
Topics (38%)
•• B-to-C companies = Verbal feedback (60%)
(60%)
Not
Conducting *
(80%)
(76%)
Strategic Early Warning (SEW)
(87%)
Survey Question: What metric(s) do you use to
measure the impact of your department’s work
for Executive Management?
(84%)
(82%)
War-gaming
(87%)
(100%)
(80%)
(60%)
(40%)
All Companies
(20%)
0%
20%
B-to-B Companies
40%
60%
80%
100%
B-to-C Companies
*Percentages indicate the number of people not using this activity.
SURVEY QUESTION:
Which of the above tools/methods do you use to support Executive Management’s decision-making (please check all that apply)?
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32
SWOT analysis is the primary activity conducted for Corporate Strategy
Activities to Support Corporate Strategy (By Business Model)
74%
78%
SWOT Analysis
64%
Currently
Conducting
52%
Customer/Consumer Segmentation
(56%)
64%
(63%)
(58%)
measuring success
Scenario Planning
The primary method used to measure impact on
Corporate Strategy is:
•• All companies = Sales (40%)
•• B-to-B companies = Sales (50%)
•• B-to-C companies = Key Intelligence
Topics (50%)
(71%)
(84%)
Not
Conducting *
(78%)
Strategic Early Warning (SEW)
(100%)
Survey Question: What metric(s) do you use to
measure the impact of your department’s work
for Corporate Strategy?
(87%)
(86%)
War-gaming
(86%)
(100%)
(80%)
(60%)
(40%)
All Companies
(20%)
0%
20%
B-to-B Companies
40%
60%
80%
100%
B-to-C Companies
*Percentages indicate the number of people not using this activity.
SURVEY QUESTION:
Which of the above tools/methods do you use to support Corporate Strategy’s decision-making (please check all that apply)?
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33
Most respondents provide front-end inputs (needs analysis and brand positioning) for Product Development
Activities to Support Product Development (By Business Model)
86%
86%
Customer Needs Analysis
83%
Currently
Conducting
57%
50%
Brand Positioning
67%
(51%)
(55%)
Product Concept and Packaging Testing
50%
(54%)
Not
Conducting *
Post-launch Evaluations
(68%)
67%
(66%)
(73%)
Product Testing
(58%)
(100%)
(80%)
(60%)
(40%)
All Companies
(20%)
0%
20%
B-to-B Companies
40%
60%
80%
100%
B-to-C Companies
*Percentages indicate the number of people not using this activity.
Note:The number of respondents who measure their support for product development, was not statistically significant enough for analysis.
SURVEY QUESTION:
Which of the above activities do you conduct to contribute to Product Development’s decision-making (please check all that apply)?
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34
INTRO
SECTION
1
SECTION
2
SECTION
3
SECTION
4
SECTION
5
SECTION
6
Respondent Demographics
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35
2013 survey results
Section 6
Respondent Demographics
Enterprise Type
Not for Profit
Government/Public Sector
4% 6%
Venture Capital 1%
Hybrid 2%
Business Model
B-to-C
Company
(Indirect)
Most respondents are
from Public companies.
The majority of the
respondents come from
B-to-B companies.
25%
46%
Public
8%
B-to-C
Company
(Direct)
41%
Private
67%
B-to-B
Company
N = 91
N = 87
Company Revenue
40%
20%
19%
SURVEY QUESTION:
Below
$50 Million
25%
$1 Billion to
$11 Billion
More than
$11 Billion
17%
9%
6%
0%
24%
$50 Million to
$99.99 Million
$100 Million to
$499.99 Million
$500 Million to
$999.99 Million
N = 88
Please indicate the type of enterprise, business model, and revenue that best represents your company.
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Section 6
36
Respondent Demographics: Top Five Participating Industries
40%
37%
31%
30%
20%
20%
19%
18%
10%
0%
Information and
Communication
Technologies
Healthcare and Life
Sciences
Automotive and
Transportation
Chemicals, Materials,
and Food
Energy and Power
Systems
N = 85
SURVEY QUESTION:
Please indicate which industry categories best describe your company (check all that apply).
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