About The CMO Survey. Mission. Survey Operation. Sponsoring Organizations

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2 About The CMO Survey Mission - To collect and disseminate the opinions of top marketers in order to predict the future of markets, track marketing excellence, and improve the value of marketing in firms and society. - The survey is an objective source of information about marketing. It is a non-commercial service dedicated to the field of marketing, not the sale of products and services. Survey Operation - Founded in August 2008, The CMO Survey is administered twice a year via an Internet survey. Many questions repeat to observe trends over time. - The February 2015 survey was the 13th administration of The CMO Survey. Sponsoring s 2

3 Survey methodology Survey Sample top U.S. marketers at Fortune 1000, Forbes Top 200, and top marketers who are AMA Members or Duke University Alumni and Friends responded for a 10.9% response rate Survey Administration - contact with four follow-up reminders - Survey in field from January 13, February 3, % of respondents VP-level or above Results Interpretation - M = sample mean; SD = sample standard deviation - B2B = Business-to-Business firms; B2C = Business-to-Consumer firms 3

4 Survey topics Topic 1: Dynamics 5-9 Topic 2: Firm Strategies Topic 3: Marketing Topic 4: Financial and Marketing Topic 5: Marketing and Topic 6: Marketing Topic 7: Marketing Topic 8: Marketing Topic 9: Marketing Topic 10: The CMO Survey Award for Marketing Excellence

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6 Marketer optimism for U.S. economy reaches six year high Figure 1.1. How optimistic are you about the overall U.S. economy on a scale with 0 being the least optimistic and 100 the most optimistic? 80 Marketer Optimism About Overall Economy Feb-09 Aug-09 Feb-10 Aug-10 Feb-11 Aug-11 Feb-12 Aug-12 Feb-13 Aug-13 Feb-14 Aug-14 Feb-15 6

7 Optimism for US economy remains high across all sectors Figure 1.2. How optimistic are you about the overall U.S. economy on a scale with 0 being the least optimistic and 100 the most optimistic? February 2009 February 2014 February Overall B2B Product B2B Services B2C Product B2C Services

8 Optimists dominate pessimists: 5-to-1 Figure 1.3. Are you more or less optimistic about the overall U.S. economy compared to last quarter? 80% Less Optimistic No Change More Optimistic 70% 60% 50% 59.3% 60.1% Percentage of Respondents 40% 30% 25.7% 27.6% 20% 14.9% 10% 0% 12.3% February 2009 February

9 Positive customer acquisition, retention, and growth metrics forecasted; price lags Figure 1.4. Forecasted customer outcomes in next 12 months (% of respondents) 90% February 2009 February 2014 February % 70% 60% 50% 40% 30% 20% 75% 78% 69% 72% 30% 32% 59% 66% 37% 52% 49% 50% 51% 27% 34% 34% 10% 14% 0% Increased acquisition of new customers* Increased customer purchase volume Increased purchase of related products & services Increased customer retention Increased entry of new customers into the market Increased customer price per unit * Question not asked in Feb-09. 9

10 Service trumps product as customers top priority Figure 1.5. Customers top priority in next 12 months (% of respondents) 35% 30% 25% 31% February 2009 February 2014 February % 20% 15% 10% 5% 19% 22% 16% 18% 23% 17% 15% 20% 19% 21% 11% 9% 14% 6% 7% 5% 0% Superior Product Quality Excellent Service Low Price Trusting Relationship Superior Innovation Brand 10

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12 Firms to decrease market penetration and emphasize riskier growth strategies next year Types of growth strategies Table 2.1. How growth spending is expected to change* Existing Markets New Markets Existing Products/ Services Market Penetration Strategy Market Development Strategy New Products/ Services Product/Service Development Strategy Diversification Strategy Strategy Market Penetration Strategy Market Development Strategy Actual in Past 12 Months Expected in Next 12 Months Percent Change Expected 56.4% 50.0% -11.3% 15.8% 17.7% +12.0% Product/Service Development Strategy 20.4% 22.7% +11.3% Diversification Strategy 7.4% 9.6% +29.7% * % of spending for each growth strategy 12

13 How will firms grow in the next year? Figure 2.1. How firms will grow in the next 12 months* from partnerships 10% from acquisitions 9% from licensing 5% from your firm internally 76% from within your firm (organic growth) from partnerships from acquisitions from licensing B2B Product B2B Services B2C Product B2C Services 76% 77% 75% 74% 9% 10% 12% 11% 8% 10% 7% 10% 7% 3% 7% 5% * Percentage of growth spending in each category 13

14 Percent of sales through Internet shows steady climb Figure 2.2. Percent of company sales expected via the Internet in next 12 months 20% B2B Product 10.2% 15% B2B Services 10.9% B2C Product 13.2% 10% 9.2% 8.9% 9.9% 11.3% 12.4% B2C Services 21.7% 5% 0% Feb-12 Aug-13 Feb-14 Aug-14 Feb-15 14

15 85% of sales revenues from domestic markets Figure 2.3. Percent of company sales that is domestic 90% 85.4% 85% 79.4% 77.5% 79.4% 80% 77.6% B2B Product 78.0% B2B Services 88.9% B2C Product 87.0% B2C Services 87.0% 75% 70% Feb-12 Aug-13 Feb-14 Aug-14 Feb-15 15

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17 Marketing budgets expected to rebound to highest point in 3 years Figure 3.1. Percent change in marketing budgets in next 12 months 12% Change in Marketing 10% 8% 6% 4% 5.9% 9.2% 9.1% 6.7% 8.1% 6.4% 6.1% 4.3% 6.7% 5.1% 8.7% 2% 0% 0.5% 1.1% Feb-09 Aug-09 Feb-10 Aug-10 Feb-11 Aug-11 Feb-12 Aug-12 Feb-13 Aug-13 Feb-14 Aug-14 Feb-15 17

18 Sector differences in marketing spend Figure 3.2. Percent change in marketing budgets in next 12 months 15% February 2014 February % 13.4% 9% 8.7% 9.1% 9.2% 6% 6.7% 5.4% 6.4% 7.1% 5.0% 5.8% 3% 0% Overall B2B Product B2B Services B2C Product B2C Services 18

19 Digital marketing spend to increase 14.7% in next year Figure 3.3. Percent change in traditional advertising* vs. digital marketing spend in next 12 months 20% Traditional Advertising Spend Digital Marketing Spend 15% 10% 12.8% 11.5% 10.2% 10.1% 8.2% 10.8% 14.7% 5% 0% -0.8% -1.9% -2.7% -2.1% -0.1% -3.6% -1.1% -5% Feb-12 Aug-12 Feb-13 Aug-13 Feb-14 Aug-14 Feb-15 *Refers to media advertising not using the web. 19

20 Digital marketing spend increases across sectors Figure 3.4. Change in digital marketing spending in next 12 months by sector 20% February 2014 February % 15% 15% 15% 16% 10% 5% 8% 9% 7% 8% 10% 8% 0% Overall B2B Product B2B Services B2C Product B2C Services 20

21 Marketing spend on mobile expected to triple in three years Figure 3.5. Marketing budget spend on mobile 15% 12% 9% 9.0% Marketing budget spent on mobile now Marketing budget spent on mobile in next 3 years B2B Product B2B Services B2C Product B2C Services 2.2% 3.0% 5.5% 3.2% 8.2% 8.3% 11.4% 9.9% 6% 3% 3.2% 0% Current Levels In Next 3 Years 21

22 Brand and customer investments remain strong Figure 3.6. Percent change in marketing spending in next 12 months 10% February 2014 February % 6% 4% 7.5% 5.1% 4.9% 5.6% 2% 0% Customer Relationship Management Brand Building 22

23 for service introductions inches up Figure 3.7. Percent change in marketing spending in next 12 months 9% February 2014 February % 7% 6% 8.0% 6.9% 5% 4% 3% 2% 1% 4.0% 5.0% 0% New Product Introductions New Service Introductions 23

24 Marketing budgets represent 10% of overall firm budgets Figure 3.8. Marketing budget as a percent of firm budget* 15% % Marketing Budget 12% 9% 10.0% 10.4% 11.4% 10.6% 9.4% 10.9% 10.9% 10.1% 6% 8.1% 3% 0% Feb-11 Aug-11 Feb-12 Aug-12 Feb-13 Aug-13 Feb-14 Aug-14 Feb-15 *Question asked in Feb-11 for the first time. 24

25 Marketing spend 8.3% of company revenues Figure 3.9. Marketing spending as a percentage of company revenues* 15% % Marketing Spend 12% 9% 6% 8.5% 11.0% 7.9% 7.8% 9.3% 8.3% 8.3% 3% 0% Feb-12 Aug-12 Feb-13 Aug-13 Feb-14 Aug-14 Feb-15 *Question asked in Feb-12 for the first time. 25

26 Who has the biggest marketing budgets? Table 3.1a. Marketing spending as a percentage of firm revenues by economic sector B2B B2B B2C B2C Product Services Product Services February % 8.6% 9.1% 9.3% Table 3.1b. Marketing spending as a percentage of firm revenues by company sales revenue <$25 Million $26-99 Million $ Million $ Million $1-9.9 Billion >$10 Billion February % 6.9% 4.5% 8.0% 6.9% 8.1% 26

27 Marketing budgets correspond with Internet sales Figure Marketing spend as a percentage of firm revenues by company internet sales 15% 12% 13.3% 9% 6% 6.1% 7.0% 3% 0% 0% of sales through internet 1-10% of sales through internet >10% of sales through internet 27

28 Marketing spend on domestic markets dominates Table 3.3. Marketing spending on domestic and international markets Overall B2B Product B2B Services B2C Product B2C Services Percent of marketing budget spent on domestic markets Percent of marketing budget spent on international markets 87.8% 82.2% 90.8% 88.1% 94.0% 12.2% 17.8% 8.2% 11.9% 6.0% 28

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30 Company financial performance holds Figure 4.1. Percent change in firm performance in prior 12 months 5% February 2014 February % 3.9% 4.1% 3% 3.0% 3.1% 3.4% 2.9% 2% 1% 0% Firm sales Firm profits Marketing ROI 30

31 on key customer and brand assets slips Figure 4.2. Percent change in performance on customer and brand metrics in prior 12 months 5% February 2014 February % 3% 3.6% 3.1% 3.5% 2.9% 2% 1% 1.9% 2.1% 0% Customer acquisition Customer retention Brand value 31

32 Sector performance differences Table 4.1. Percent change in performance in prior 12 months by sector Overall B2B Product B2B Services B2C Product B2C Services Firm sales 4.1% 4.9% 4.1% 2.2% 5.5% Firm profits 3.1% 2.9% 3.9% 1.8% 4.2% Marketing ROI 2.9% 3.2% 2.8% 2.7% 3.1% Customer acquisition 3.1% 2.6% % 4.5% Customer retention 2.1% 2.9% 2.6% 0.7% 1.5% Brand value 2.9% 3.9% 3.4% 0.8% 2.7% 32

33 goals remain strong Table 4.2. How actual performance compares to goals Actual firm performance in prior 12 months Goal in the next 12 months Firm sales 4.1% 4.5% Marketing ROI 3.1% 5.1% Firm profits 2.9% 5.9% Customer acquisition 3.1% 5.8% Customer retention 2.1% 4.6% Brand value 2.9% 5.0% 33

34 Marketing excellence fails to improve Figure 4.3. How would you rate your company s marketing excellence?* (7-point scale where 1=Very Weak and 7=Leader) 7 Excellence rating Aug-13 Feb-13 Feb-14 Aug-14 Feb-15 * Question asked in Aug-13 for the first time 34

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36 Social media spend expected to be 22.4% of marketing budgets in five years Figure 5.1. Social media spending as a percent of marketing budgets 25% 20% % of Marketing Budget 22.4% 15% 13.5% 10% 9.9% 5% 0% Current Levels Over Next 12 Months In Next 5 Years 36

37 Social media spend across sectors: Service companies outpace product companies Table 5.1. Changes in social media spending across sectors Overall B2B Product B2B Services B2C Product B2C Services Current in the next 12 months in the next 5 years 9.9% 9.3% 9.6% 9.5% 12.9% 13.5% 12.6% 14.3% 11.7% 16.3% 22.4% 20.9% 23.1% 20.5% 27.7% 37

38 Social media remains poorly integrated with marketing strategy Figure 5.2. How effectively is social media linked to your firm s marketing strategy? (1=Not integrated, 7=Very integrated) 7 Mean Integration Level Feb-11 Feb-12 Aug-12 Feb-13 Aug-13 Feb-14 Aug-14 Feb-15 38

39 B2C Product companies have the highest social media integration Figure 5.3. How well is social media integrated with marketing strategy? (1=Not At All Effectively, 7=Very Effectively) 100% 90% 80% 19.1% 14.5% 21.6% 27.5% 12.0% Top 2 Box=6-7 70% 60% 50% 40% 57.8% 54.0% 58.2% 57.5% 68.0% Middle 3 Box=3-5 30% 20% 10% 0% 31.6% 23.1% 20.3% 15.0% 20.0% Overall B2B Product B2B Services B2C Product B2C Services Bottom 2 Box=1-2 39

40 Persistent poor integration of customer information across channels Figure 5.4. How effectively does your company integrate customer information across purchasing, communication, and social media channels (1=Not At All Effectively, 7=Very Effectively)? 7 Mean Integration Level Feb-11 Feb-12 Aug-12 Feb-13 Aug-13 Feb-14 Aug-14 Feb-15 *Question asked in Aug-12 for the first time. 40

41 Social media activities increasingly performed by outside agencies Figure 5.5. Percent of company s social media activities performed by outside agencies 20% 19% 18.9% B2B Product B2B Services B2C Product B2C Services 1 year ago 17.6% 11.1% 29.8% 17.2% 18% 17% 17.4% Currently 17.5% 11.8% 36.0% 18.1% 16% 15% One year ago Currently 41

42 Only 13% of firms able to prove the impact of social media quantitatively Figure Which best describes how you show the impact of social media on your business? B2B Product B2B Services B2C Product B2C Services Have proven the impact quantitatively 13.2% Have a good Have a good qualitative sense of qualitative sense the impact, but not a of the impact, but quantitative impact not a quantitative 41.8% impact 40% Haven't been able to show Haven't the been impact able yet to show the impact yet 45% 45.0% We haven't been able to show the impact yet We have a good qualitative sense of the impact, but not a quantitative impact We have proven the impact quantitatively 44.7% 46.8% 42.5% 44.0% 40.8% 41.8% 42.5% 44.0% 14.5% 11.4% 15.0% 12.0% 42

43 Use of online customer behavior data expected to increase over time Figure 5.7a. Does your company use customer behavior data collected online for targeting purposes? Figure 5.7b. Is your company's use of such data increasing, decreasing, or staying the same over time? 100% 92.3% 80% No 58% Yes 42% 60% 40% 20% 0% 7.7% 0.0% Increasing About the same Decreasing 43

44 Most marketers have low levels of concern about the use of online customer data Figure 5.9. How worried are you that the use of online customer data could raise questions about privacy? Mean = 3.2 (SD = 1.5) 35% 30% 25% 30.4% 20% 18.5% 19.6% 15% 10% 10.9% 15.2% 5% 0% 1 Not At All Worried 4.3% 1.1% Very Worried 44

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46 Marketing hiring positive but continues downward trend Figure 6.1. Percentage change in marketing hires planned in next 12 months 15% 12% Percentage Change in Marketing Hires in Next 12 Months B2B Product 4.6% B2B Services 4.5% B2C Product 0.7% B2C Services 1.3% 9% 6% 5.2% 6.5% 5.4% 5.5% 4.7% 3.8% 3.5% 3% 0% Feb-12 Aug-12 Feb-13 Aug-13 Feb-14 Aug-14 Feb-15 46

47 Outsourcing of marketing jobs continues to increase Figure 6.2. Expected change in outsourcing of marketing activities in next 12 months 10% 8% Percentage Change in Outsourcing B2B Product 5.3% B2B Services 4.1% B2C Product 4.0% B2C Services 3.5% 6% 4.3% 4.4% 4% 3.2% 3.1% 3.5% 2.6% 3.1% 2% 0% Feb-12 Aug-12 Feb-13 Aug-13 Feb-14 Aug-14 Feb-15 47

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49 Marketing and sales are equal partners in most companies Figure 7.1. The marketing-sales relationship (% of respondents) 80% 70% 69% 60% 50% 40% 30% 20% 10% 9% 9% 13% 0% Sales and marketing work together on an equal level We don't have a sales function Sales is in charge of marketing Sales is within the marketing function 49

50 Product/service structure dominates but customer groups show growth Figure 7.2. al structure in companies 100% Organized by Customer Groups Organized by Product/Service Groups 80% 60% 73.5% 73.3% 69.8% 40% 20% 26.5% 26.7% 30.2% 0% February 2013 February 2014 February

51 Service companies more likely to adopt customer structure Table 7.1. Percent of companies using customer group vs. product/service structure Overall B2B Product B2B Services B2C Product B2C Services Customer structure 30.2% 26.7% 39.3% 15.2% 38.9% Product/service structure 69.8% 73.3% 60.7% 84.8% 61.1% 51

52 External focus drops off as recovery strengthens Figure 7.3. Company outside-in approach to strategy (7-point scale where 1 = not at all and 7 = very frequently ) 6 Information about customers and competitors is February 2009 February Collected on a regular basis Shared vertically across different levels of the firm and business units Shared horizontally across different functions and business units Shapes the design of firm strategies Influences the implementation of firm strategies Impacts the evaluation of firm strategies 51

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54 Marketing leadership gains and losses Table 8.1. Percentage of companies in which marketing leads activity Activity Feb-11 Feb-15 Advertising 85% 77.1% Positioning 79% 77.1% Promotion 81% 77.1% Brand 81% 74.9% Marketing analytics* % Marketing research 73% 68.6% Social media 71% 61.7% Competitive intelligence 58% 59.4% Public relations 65% 50.9% Lead generation 53% 58.3% Market entry strategies 50% 46.9% New products 44% 45.7% CRM 38% 38.3% Targeting/Market selection 31% 27.4% Sales 32% 33.1% Pricing 30% 29.7% Innovation 33% 36.0% Customer service 22% 25.7% Stock market performance 0.4% 2.3% *Marketing analytics added in Feb-13. Weaker marketing leadership: Advertising Promotion Brand Marketing research Social media Public relations Market entry Target/Market selection Stronger marketing leadership: Competitive intelligence Lead generation New products Innovation Customer service Stock market performance Maintaining marketing leadership: Customer relationship management Sales Pricing 54

55 Marketing leaders retained for an average of 5.3 years Figure 8.1. Marketing leader retention Years top marketer in current role in the firm Years top marketer in any role in the firm Aug-09 Aug-10 Aug-11 Feb-12 Aug-12 Feb-13 Aug-13 Feb-14 Aug-14 Feb-15 55

56 But marketers lose reports Figure 8.2. Number of people reporting to top marketer Number of direct reports Number of indirect reports Feb-12 Aug-12 Feb-13 Aug-13 Feb-14 Feb-15 56

57 Pressure to prove the value of marketing Figure 8.3. Do you feel pressure from your CEO or Board to prove the value of marketing? Figure 8.4. Is this pressure increasing, decreasing, or about the same? 100% 80% No 39% Yes 61% 60% 40% 58% 42% 20% 0% Increasing pressure Same 0% Decreasing pressure 57

58 Best Practices from Marketing Leaders: See full interviews at Senior Vice President and Chief Marketing Officer Beth Comstock discusses how GE approaches marketing: You have to create a platform that invites innovative ideas. This platform involves four capabilities that have produced an array of new products, services, customers, and business models. Chief Marketing Officer Kim Feil discusses how she built a marketing function. From insights to accountability, she describes the organization, processes, metrics, and talent management strategies important to this effort. Executive Vice President and Chief Marketing Officer Geert van Kuyck shares ideas on building the essential skill set for CMOs and the importance of defining the CMO s mission. He discusses the use of the Net Promoter Score and other metrics to evaluate business results at Philips, touching on Philips engagement with LinkedIn and social media metrics. Executive Vice President and Chief Marketing Officer Stephen Quinn describes how Walmart rebuilt its customer focus. Key steps involved harnessing internal support, generating market insight, using customer-focused metrics, living the brand internally, and building marketing talent. Global Marketing Officer Marc Pritchard shares views on how marketing contributes to P&G s performance. He talks about how P&G learns about customers and how it is relentless in its attention to building loyal customers and strong brands in the store, on the web, and around the world. 58

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60 on marketing analytics expected to increase 83% in three years Figure 9.1. Percent of marketing budget spent on marketing analytics 15% 12% 11.7% 9% 6% 6.4% 3% 0% Current Levels In Next 3 Years 60

61 on marketing analytics by firm and industry characteristics Table 9.1a. Firm sector differences Current Table 9.1b. Firm internet sales differences Current In Next 3 years B2B Product 7.0% 11.8% B2B Services 5.6% 12.1% B2C Product 6.8% 11.0% B2C Services 6.6% 11.0% In Next 3 years 0% 5.6% 10.9% 1-10% 6.3% 11.0% >10% 7.9% 13.6% Table 9.1c. Firm size differences Current In Next 3 years <$25M 5.9% 12.4% $26-99M 5.5% 9.0% $ M 6.3% 11.2% $ M 6.4% 11.2% $1-9.9B 7.6% 12.2% $10+B 9.0% 13.9% 61

62 Less than a third of projects use marketing analytics; no improvement despite spending increases Figure 9.2. Percentage of projects using available or requested marketing analytics* 50% Percentage using marketing analytics B2B Product 24.9% B2B Services 23.3% B2C Product 46.9% B2C Services 30.6% 40% 30% 37.0% 35.0% 30.4% 29.0% 32.5% 32.3% 29.0% 20% 10% Feb-12 Aug-12 Feb-13 Aug-13 Feb-14 Aug-14 Feb-15 *This question was asked in Feb-12 for the first time. 62

63 Contribution of marketing analytics remains low and is not improving Figure 9.3. To what degree does the use of marketing analytics contribute to your company's performance? 1 = Not at all and 7 = Very highly 6 Mean Contribution Level Aug-12 Feb-13 Aug-13 Feb-14 Aug-14 Feb-15 *This question was asked in Aug-12 for the first time. 63

64 Marketing analytics contributions by sector and firm differences To what degree does the use of marketing analytics contribute to your company's performance? (1=Not At All, 7=Very Highly) Table 9.2a. Industry sector differences Sector Mean (SD) Banking/Finance/Insurance 2.7 (1.5) Communications/Media 3.6 (2.3) Consumer Packaged Goods 4.5 (2.0) Energy 2.7 (2.1) Healthcare/Pharma. 2.9 (1.7) Manufacturing 2.7 (1.4) Mining/Construction 3.3 (2.5) Retail/Wholesale 3.5 (2.0) Service/Consulting 2.6 (1.6) Tech Software Biotech 3.7 (2.1) Transportation 3.7 (1.4) Table 9.2b. Economic sector differences Sector Mean (SD) B2B Product 2.9 (1.7) B2B Services 2.8 (1.7) B2C Product 4.2 (1.8) B2C Services 3.5 (2.1) Table 9.2c. Firm internet sales differences Mean (SD) 0% of sales 2.7 (1.7) 1-10% of sales 3.2 (1.6) >10% of sales 4.0 (2.0) 64

65 Majority of companies do not evaluate marketing analytics Figure 9.4. Does your company formally evaluate the quality of marketing analytics? Yes 30.4% B2B Product 27.7% B2B Services 32.4% B2C Product 40.5% B2C Services 16.7% No 69.6% 65 65

66 Companies lack quantitative metrics to demonstrate impact of marketing spending Figure 9.5. Metrics for demonstrating impact of marketing spending on business Short-Term Impact Long-Term Impact 60% 50% 40% 30% 42% 34% 39% 48% 20% 10% 19% 18% 0% Proved the impact quantitatively Good qualitative sense of the impact, not quantitative Haven't been able to show the impact yet 66

67 Improvement in quantitative metrics over time 100% Prove the Short-term Impact Quantitatively Prove the Long-term Impact Quantitatively 80% 60% 40% 20% 36% 29% 42% 34% 0% February 2014 February

68 How companies use marketing analytics to drive decision making Table 9.3. Percentage of companies using marketing analytics* Activity Aug-13 Feb-15 Customer acquisition 31.7% 37.8% Customer retention 27.6% 30.2% Social media 21.0% 27.4% Product line/assortment optimization 18.8% 26.4% Branding 22.0% 26.0% Greater use of marketing analytics: Customer acquisition Customer retention Social media Product line/assortment optimization Multichannel marketing Weaker use of marketing analytics: Promotion strategy Marketing mix Recommendation engine Pricing strategy 23.7% 23.3% Promotion strategy 23.7% 21.9% Marketing mix 21.7% 19.8% Multichannel marketing 13.4% 14.6% Recommendation engine 7.3% 5.6% * Question has been asked two times: Aug-13 and Feb-15 68

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70 The 2015 CMO Survey Award for Marketing Excellence Overall Winner Participants were asked to nominate a company in response to the question: Which company across all industries sets the standard for excellence in marketing? Apple, Inc. 70

71 The 2015 CMO Survey Award for Marketing Excellence Industry Winners Participants were asked to nominate a company in response to the question: Which company in your industry sets the standard for excellence in marketing? 71

72 Preview Next survey: July 2015 Participate: Sign up here Media: Press releases and coverage Feedback: Send comments to 72