B2B Enterprise Demand Generation Study - 2015

2015 B2B ENTERPRISE DEMAND GENERATION SURVEY
Demand Generation Overview
01
FULL VERSION WITH ANALYSIS

02
02
Executive Summary
Executive Summary
This is the second year ANNUITAS has conducted its
B2B Enterprise demand generation Study. As the only
study that focuses solely on the enterprise, this study
provides deep insight into the current state of demand
generation and some of what is holding marketers back
as they seek to drive pipeline and revenue a result of
their demand generation activities.
Overall, compared to last year, the results have improved which we
take to mean that marketers are gaining in demand generation maturity
and sophistication. However, there is still a lot of work to be done.
Many organizations are still struggling to connect all of the necessary
components needed to make demand generation a strategic growth
driver in their organizations.
Our hope as you read through this study, is that it helps provide clarity
in what needs to be done in your organization in order to better drive
demand in a strategic manner. Overall, there is a need for more change
and advancement and the time is now. We hope this survey and results
serve as a small catalyst to make this happen!
»» The majority of firms are only seeing marginal
effectiveness from their demand generation
programs. 69% of firms stated they are only
moderately effective. If marketers are going
to get the ever elusive seat at the table, they
must drive better results from their demand
generation investments.
»» The overwhelming majority of organizations
have driving quality leads as their number
one demand generation goal with almost 82%
stating this as their top objective. However,
only 30% are using this metric as a measure of
their success showing a continued disconnect
between what marketers say they want to do
and what they are reporting to the business.
»» Corporate Marketing is still playing a key role
in demand generation which is a misplaced
effort. Organizations need to invest in demand
generation focused personnel that are well
funded and equipped to develop content and
programs specific to generating pipeline and
revenue.
»» Content spending continues to be on the rise
with more than half of organizations expecting
to spend more on their content marketing in
2016.
»» Buyer centricity is lacking in content and
demand generation strategy as only 35%
of organizations develop content for every
member of the buying journey and 50% of orgs
do not or only occasionally align content to
buyers pain points and challenges.
Carlos Hidalgo
CEO, ANNUITAS
KEY TAKEAWAYS

03
7–10
13.8%
1–3
11–15
8.3%
10.1%
4–6
15+
18.4%
49.5%
(Down 10.9% from last year)
How many demand generation
programs/campaigns do you run on an
annual basis?
Marketers are continuing to take a tactical approach
to demand generation with nearly 50% running 15+
campaigns a year. While this is a 10% decrease from last
year, it still points to the focus on tactical versus strategic
demand generation.
A campaign-centric approach to
demand generation is a red flag which
could indicate a demand generation
approach dominated by tactical
activities rather than a strategic plan.
DEMAND GENERATION OVERVIEW

04
How often do you run your demand generation campaigns?
When R equired/No Set Timing 23.9%
Monthly 14.7%
Quarterly 18.4%
Annually 0.9%
Perpetually - They Are Always On 42.2%
8
When Required/No Set Timing 23.9%
Monthly 14.7%
Quarterly 18.4%
Annually 0.9%
Perpetually — They Are Always On 42.2%
¹∕� ¹∕�¼ ¼
What are the goals of your demand generation programs/campaigns? (Select top 3)
9. What are the goals of your Demand Generation programs/campaigns? (S elect top 3)
81.7%
47.7% 45.9%
53.2%
29.4%
Quality of Leads Volume of Leads Brand Awareness Customer Cross-Sell / Upsell Customer R etention
0
20
40
60
80
100
¹∕� ¹∕�¼ ¼
Quality of Leads 81.7%
Volume of Leads 47.7%
Brand Awareness 45.9%
Customer Cross-Sell / Upsell 53.2%
Customer Retention 29.4%
focused programs targeted to their existing customers.
This is an area where organizations need to improve
as this is a greenfield revenue opportunity in most
organizations.
Like last years study, the overwhelming goal of demand
generation is to drive quality of leads, with only a slight
increase of 4%. However, like last year's study, less than
30% of organizations are looking at demand generation

05
How effective are your demand generation
programs/campaigns at achieving your
primary goal(s)?
This year we gave more choices for the responses
as last year only 2.8% of respondents said they were
effective. Those who are moderately effective increased
from last years study by almost 31% showing an overall
gain. However, the majority of companies are still not
seeing consistent success with their demand generation
programs which indicates continued issues in terms
of organizational skills and overall maturity in demand
generation execution.
What are the biggest obstacles to achieving your demand generation goals?
11. What are the biggest obstacles to achieving your Demand Generation goals?
Lack of budget 14.7%
Limited skill set 17.4%
No defined strategy 20.2%
Lack of technology 7.3%
Limited resources 40.4%
¹∕� ¹∕�¼ ¼
Lack of budget 14.7%
Limited skill set 17.4%
No defined strategy 20.2%
Lack of technology 7.3%
Limited resources 40.4%
0
10
20
30
40
50
Lack of budget Limited skill set No defined strategy Lack of technology Limited resources
22
8
16
19
44
Very Effective
10.7%
Moderately effective
69.6%
Not at all effective
8.9%
Do not know as we
cannot track our success
10.7%

06
What is your PRIMARY measure of success for demand generation programs/campaigns?
12
Opens, Clicks, Impressions, etc. 11.9%
Net New Leads 7.3%
New Activity at Known/Target Accounts 3.7%
Qualiﬁed Leads Delivered 29.4%
Opportunities Delivered 7.3%
Pipeline Generated 18.4%
Revenue Generated 19.3%
No Consistent Measurement 1.8%
Other 0.9%
It is interesting to note that almost 82% of organizations
have quality leads as their top objective, yet only 20% are
measuring this as an indicator of success. As compared to
last year, 8% fewer organizations are measuring revenue
while there is slight improvement of those that measure
impact to pipeline. The biggest drop (5%) came from
those organizations that are measuring opportunities
delivered. The lack of strategic measurement shows
a further regression into tactics versus responding
to the needs of the business and applying strategic
measurement to the organization.

07
No
14.7%
Yes
55.1%
In planning
stages
30.3%
Does your organization utilize buyer personas in the planning of demand generation
programs and activities?
It is exciting to see an increase in the number of
organizations that utilize buyer personas as part of their
demand generation programs with those using them
increasing by 11% over last year. This shows an increased
move to being buyer-centric and organizations doing the
work necessary to better understand their buyers.
While the increase in companies using buyer personas
is increasing, it is alarming to see the number of
organizations that still do not have personas in place as it
is then impossible to generate buyer-centric content.

08
Buyer Personas
08
What criteria do you use to develop your buyer personas? (Choose all that apply)
Job Title 59.6%
Job Function 75.2%
Size/Revenue of Company 45.0%
Product Interest 48.6%
Purchase Authority / Inﬂuence 46.8%
Core Buyer Pain Points 52.3%
Buying Processes 33.0%
Demographic Information (age, marital status, hobbies, etc.) 31.2%
Content Channel Consumption 27.5%
Obstacles that inhibit better engaging with the buyer 14.7%
Other 7.3%
As we saw last year, only 33% of organizations include
the buying process as part of their buyer persona
development and a new category added this year
‘Buying Process Stakeholders” showed that none of
the respondents consider this all important factor.
Organizations are missing a big opportunity by not
deep diving into the nuances buyers take to make their
purchases and understanding the role their buyers play in
the purchase process. Marketers would do well to focus
more on these points to get a clearer picture of their
customers buying process.
Buyer Personas are still an area that
marketers struggle with, especially now
with the significance of buying committees
that are commonplace in enterprise
organizations. Organizations will lack
demand generation effectiveness without
understanding the make-up and design of
their buyers.
BUYER PERSONAS

09
Buyer Personas
09
Who is primarily responsible for the development of buyer personas in your organization?
(Select all that apply)
Product Marketing 39.5%
Product Management 15.6%
Corporate Marketing 40.4%
Campaign Marketing Managers 35.8%
Line of Business Managers 7.3%
Sales 11.9%
Demand Generation 30.3%
Content Marketing 23.9%
Field Marketing 15.6%
It is interesting to see the role of corporate marketing as
opposed to the demand generation team when it comes
to buyer persona development. It is key to understand
there are certain criteria that are needed in demand
generation personas that corporate marketing may not
incorporate. Demand generation marketers need to
assume greater control of their persona development in
order to have increased success.

01010
Buyer Personas
Which of the following do you consider when you are developing buyer personas? (Select
all that apply)
17
¹∕� ¹∕�¼ ¼
Current market conditions of your prospects? 53.2%
Current customer interviews? 57.8%
Prospect interviews? 34.9%
Secondary research from analysts and industry publications? 52.3%
Sales team recommendations? 64.2%
Marketing team recommendations? 53.2%
We do not take any of these steps 4.6%
There are many different areas to consider when
developing buyer personas and most organizations are
now using a variety of sources to gain insight into their
customers. Only 4.6% of organizations do not use any
resources to develop buyer personas and that is down
from the 2014 by 10.5%.
More organizations are using both internal and external
sources to develop buyer personas with more than 50%
doing this. However, the use of secondary research into
persona development has decreased year-over-year. It
is imperative that organizations continue to use many
different resources as they build buyer personas. No
single source will deliver enough information for robust
persona development.

01111
Buyer Personas
No
13.8%
Sometimes
39.5%
Yes
46.8%
Is sales involved in the development or approval of buyer personas?
46.8 % of organizations now include sales as part of the
development or approval of buyer personas. Although
this is an increase from last year by 5.3% it is still not
enough to help with sales and marketing alignment.
Without involving sales consistently in the buyer persona
development, sales will likely discount the validity of
the personas and this may lead to poor lead follow-up
and cause issues in terms of lead management process,
reducing the ROI of any demand generation efforts.
Additionally, sales has a unique view of the buyer that
should be included in the development as par of the
information that informs persona development.

01212
Buyer Personas
¹∕� ¹∕�¼ ¼
Every 3 months 11.0%
Every 6 months 10.1%
Every 9 months 4.6%
Annually 47.7%
Never 26.6%
How often do you refresh your buyer personas?
for these organizations to go beyond just refreshing
personas, but make sure they are also updating their
content if needed.
Almost half of organizations (47.7%) only refresh buyer
personas annually while 26% never refresh them at all.
Surprisingly, 11% of organizations update their personas
every three months, which is a possible indication of
ongoing measurement and optimization. It is important

01313
Buyer Personas
Sometimes
(Depends on the solution
we are promoting)
33.9%
Yes
41.3%
No
24.8%
Do you take into account buying
committees (i.e. multiple buyers involved
in the purchase process) when you create
buyer personas?
A majority (75.2%) of organizations do take into account
buying committees when creating personas at least at
times. This is question was not asked in the 2014 study
so it is a data point to watch to indicate the importance of
buying committees and their influence across all aspects
of demand generation strategy.

01414
Content Marketing
The focus on content marketing is still
going strong with little sign of stopping.
More marketers are spending time
and resources on content marketing,
however, buying committees prove
difficult for most marketers to address
across the various channels.
CONTENT MARKETING
With over 75% of organizations stating they have a
content marketing strategy, clearly content is a focus
in most organizations. While this number is expected
to rise, it will be interesting to track the success
organizations are having with their content in the future.
No
20.2%
I don't know
3.7%
Yes
76.2%
Do you have a content marketing strategy?

01515
Content Marketing
Will increase 54.1%
Will decrease 6.4%
Will stay the same 33.9%
I don’t know 5.5%
¹∕� ¹∕�¼ ¼
How will your spend on content marketing
compare to last year?
More than 50% of organizations will increase their spend
on content marketing this year, indicating an increase in
production of content. However, although most have a
content marketing strategy in place to help guide them,
tracking effectiveness of content across channels and
throughout the buyers journey still proves difficult.
Yes
50.5%
No
5.5%
Sometimes
44.0%
Does your content align to your buyer’s
pain points and challenges?
Only half of organizations align content to their buyers
pain points and challenges. This is an indication that
much of the content being produced is not buyer-centric
which will reduce the overall effectiveness as it will not
be as relevant to buyers.

01616
Content Marketing
No 65.1%
Yes 34.9%
Do you create content that speaks
to every memember of the buying
committee?
With only 35% of respondents creating content to serve
the needs of every member of the buying committee,
companies that consider the priorities and pains of the
influencers on buying committees will have an advantage
over those that do not.

01717
Content Marketing
¹∕� ¹∕�¼ ¼
Product Marketing 59.6%
Product Management 24.8%
Corporate Marketing 67.9%
Campaign Marketing Managers 56.0%
Demand Generation 35.8%
Line of Business Managers 11.9%
Sales 8.3%
Who is responsible for creating content in your organization? (Select all that apply)
Product marketing (59.6%) still creates a great deal of
content for organizations, indicating content is still likely
focused on product versus buyer-centric, educational
content. This is also the case with corporate marketing
(67.9%) owning the majority of content creation versus
demand generation (35.8%) where it should be for
optimal results.

01818
Content Marketing
1 0.9%
2-4 33.0%
5-7 40.4%
8-10 12.8%
11-15 4.6%
15+ 8.3%
¹∕� ¹∕�¼ ¼
How many different marketing tactics
(email, social media, direct mail,
telemarketing, etc.) do you use to deliver
your content?
Marketers are using a multi-channel approach to demand
generation and are using fewer tactics than last year
which indicates they may understand buyer preferences
a bit better than in years past. The rise of the buying
committee may have forced marketers to streamline their
tactics to address multiple buyers and their needs in 2015.

01919
Content Marketing
No,
all downloads are worth
the same amount of points
in lead scoring.
29.4%
We do not deﬁne the
purchase process of the
buyer.
22.9%
Yes,
speciﬁc content pieces are
worth more than others.
47.7%
Do you assign lead scoring value or weight
to your content based on where it is used
in the buyer’s purchase process?
Over 50% of organizations treat all content the same. The
majority of organizations are missing out on opportunities
to uniquely target buyers with relevant content and then
track content consumption and conversions throughout
the journey. Marketers still have work to do in this area.

02020
Lead Nurturing
No
22.9%
Yes
77.1%
Do you use Lead Nurturing as part of your
demand generation strategy?
Lead Nurturing is widely recognized
as an essential part of demand
generation, yet nearly 23% of
organizations still do not use it as part
of their strategy.
LEAD NURTURING
If you answered yes to the previous question, is Lead Nurturing part of your holistic, closed-
loop demand generation strategy or do you run separate Lead Nurturing Campaigns?
It is a speciﬁc
stage in the Demand
Generation Strategy.
56.0%
It is treated separately.
44.0%

02121
Lead Nurturing
Sometimes
38.5%
No
25.7%
Yes
35.8%
¹∕� ¹∕�¼ ¼
Do you create specific content for lead
nurturing (middle of the funnel) that is
different in tone and language from early
and late stage content?
Even though the majority of organizations state they use
lead nurturing, very few consistently create new content
for the nurture stage missing the opportunity to deepen
the conversation with the buyer as they move through
their buying process.

022
Lead Management
22
Lead Management is a complicated
process that requires regular attention
and a clear feedback loop between
marketing and sales — and yet close to
40% of enterprise companies do not
have documented standards or SLA's
between marketing and sales.
LEAD MANAGEMENT
No
13.8%
We have informal
deﬁnitions but nothing
is documented
25.7%
Yes
60.6%
Are there defined Lead Stages, Lead Qualification Stages and Definitions that both
marketing and sales agree on in your organization?
The majority of organizations do have agreement on
defined Lead Qualification Stages and Definitions.
However, almost 40% have informal or lack any
definitions which will impede demand generation success.

023
Lead Management
23
32
Inquiry/Contact 76.2%
Pre – MQL Stage 1 28.4%
Pre- MQL Stage 2 13.8%
MQL – Marketing Qualiﬁed Lead 73.4%
SAL – Sales Accepted Lead 53.2%
SQL – Sales Qualiﬁed Lead 66.1%
Closed (Won/Lost) 68.8%
Other 13.8%
What lead stages do you use? (Select all that apply)
Organizations recognize the importance of defining lead
stages and the large majority ( 60%) have agreement
between marketing and sales in this area. Less than 15%
of organizations do not have defined lead stages and
agreement between the teams, a significant decrease
from last year at 26% .

024
Lead Management
24
Score on behavioral activity 52.3%
Score on demographic (title, level) information 38.5%
Score on account-based criteria 42.2%
(revenue, employee count, industry)
Score on the engagement channel 25.7%
Score based on call to action 48.6%
(i.e. white paper download, email click, event attendance, Etc.)
Score based on action taken and where it 35.8%
corresponds to the various stages of the buying cycle
We do not score leads 22.0%
How do you score leads? (Select all that apply)
Scoring leads based on behavioral activity is how the
majority of markets score leads in 2015, similar to 2014.
Account-based criteria (revenue, employee count,
industry) is another way 42% of marketers score leads, an
increase of 12.9% from 2014. The number of marketers
who do not score leads at all has decreased slightly (5.4%)
in the past year.

025
Lead Management
25
34
When they ﬁll out a form 19.3%
Once they are qualiﬁed by our inside/ 45.0%
outsourced lead development team
Once they have reached a certain lead scoring 26.6%
threshold after multiple touch points
Other 9.2%
¹∕� ¹∕�¼ ¼
When does marketing pass leads to sales?
No
16.5%
Informally
but nothing is
documented
20.2%
Yes
63.3%
Does your organization have specific lead routing rules that govern how qualified leads will
be sent to sales?

026
Lead Management
26
No
31.2%
Informally
but nothing is
documented
23.9%
Yes
45.0%
Does your organization have Service Level
Agreements (SLAs) between marketing and
sales that define times for lead routing,
lead response and lead disposition?
Defining a lead routing process is imperative to ensure
that leads are acted upon in a timely fashion. However,
the majorities (55.4%) of organizations do not have or
have informal and undocumented SLAs between sales
and marketing. This is an area to focus on in the future
for organizations looking to improve demand generation.

027
Lead Management
27
We have static web forms that ask for contact 20.2%
information & one or two qualiﬁcation questions
We collect as much information as we can on 18.4%
each web form
We use a progressive proﬁling approach 15.6%
It varies from campaign to campaign 39.5%
We use outbound methods (email, telemarketing, 6.4%
etc.) to try and capture information
Lead routing
is manual
22.0%
Lead routing is
done via email
15.6%
Lead routing
is automated
via our technologies
62.4%
How does your organization primarily
capture information on potential leads?
How are leads routed in your
organization?
Progressive profiling, a lead capture technique available
across most all marketing automation platforms and with
tremendous advantages with regard to lead capture and
lead scoring is still used by less than 16% of enterprise
companies.
22% of enterprise companies still process leads manually,
a tremendous drain on resources and also often the
culprit behind data quality and duplication issues in
marketing databases.

02828
Organizational Design
No
42.2%
In planning
stages
11.0%
Yes
46.8%
Do you have a department that oversees all aspects of demand generation including
the development of personas, creation of content, implementation of programs
and measurement?
Best-in-class organizations have a central, dedicated team responsible for demand
generation. However, most organizations still struggle to adhere to this standard.
ORGANIZATIONAL DESIGN

02929
Very involved, it is a collaborative and aligned approach 19.3%
We get sales feedback before a campaign/program is launched 30.3%
We have a formal training for them on what has been launched 7.3%
We update them on the new programs 33.9%
There is no alignment or collaboration between the two 9.2%
How involved is sales in the design, review and approval of demand generation strategies?
Once again this year, less than half of organizations have
a department or team dedicated to demand generation.
In fact, the number decreased slightly this year indicating
that organizations still do not understand the importance
of driving demand through a central team versus
individual groups or silos as a lack of focus on demand
generation is likely to minimize effectiveness.
Additionally, there is still a significant lack of marketing
and sales alignment with less than 20% of organizations
reporting that sales is very involved in the process.
However, there was some improvement in the areas of
getting sales feedback and conducting formal training
in the last year although organizations still have a large
opportunity for growth in this area.
We have a centralized Demand
Generation department
that is responsible for all of
Demand Generation
38.5%
All demand generation
exists under a Line of Business
or under an individual Line
of Business
25.7%
By function – email, events,
marketing automation, ﬁeld
marketing etc.
35.8%
How is the demand generation organization aligned?

03030
Very Effective
7.3%
Effective
42.2%
Somewhat effective
45.0%
Not at all effective
5.5%
Please rate the skill set of your marketing personnel in terms of executing demand
generation strategy?
The skills gap that exists in organizations continues to
exist in that less than 8% are very effective in executing
demand generation. Without the skilled personnel to
run demand generation, the task of building pipeline and
driving revenue leaves CMOs and marketing executives
at a disadvantage. Training of marketing and marketing
enablement is an area for organizations to invest in to
help address this gap.

03131
Marketing Technology
Modern Marketers use more technology today than ever before. The vast array of
choices for technologies, coupled with the lack of integration and standardization across
departments makes management and optimization difficult.
MARKETING TECHNOLOGY
What marketing automation platform do you use?
6. What marketing automation platform do you use?
Marketo 22.9%
Oracle/Eloqua 33.9%Silverpop 4.6%
Act-ON 1.8%
Pardot (Salesforce.com) 10.1%
Hubspot 4.6%
Other 9.2%
None 12.8%
6
¹∕� ¹∕�¼ ¼
0
10
20
30
40
50
Marketo Oracle/Eloqua Silverpop Act-ON Pardot
(Salesforce.com)
Hubspot Other None
5
2
5
25
37
11 10
14

03232
Yes, but strictly one way marketing automation to CRM 27.4%
Yes, bi-directional integration with CRM changes applied to MAS 43.2%
I'm not sure 13.7%
No 15.8%
We have a team of power users that are responsible for building and 41.1%
managing the campaigns (centralized)
We use it as a business application and have numerous people 21.1%
in the various regions trained on how to use it (decentralized)
We have a mix of power users and people trained in region (hybrid) 20.0%
We are struggling with a plan to eﬀectively manage our marketing 17.9%
automation tools
Are your marketing automation and CRM systems integrated?
How do you manage the use of marketing automation?
Organizations will get more from their marketing
automation platforms by having a decentralized team
of users that can use the application to drive business
results. However, less than 22% are using automation
in this manner and some organizations are struggling on
how to use these platforms strategically.

03333
Marketing automation
has not delivered the
expected ROI
14.7%
Yes, we have been very
eﬀective and it has had
a big impact on our
pipeline and revenue
20.0%
We have been
somewhat eﬀective in
contributing to pipeline
and revenue
65.3%
Has your organization been effective with
the use of marketing automation?
The use of marketing automation has been difficult to
quantify for many organizations. However, the majority of
organizations (65.3%) report being somewhat effective or
very effective in their use of automation. This is positive
indication for the industry and for B2B organizations.

03434
Blogging 59.6%
(Wordpress, Typepad, Etc.)
Business Intelligence/Marketing Analytics 40.4%
(Tableau, Lattice Engines, Domo, Etc.)
Content Marketing Software 17.4%
(Compendium, Kapost, Etc.)
Data Append Technologies 15.6%
(Ringlead, CRMFusion, Reachforce, Etc.)
Email Service Providers 38.5%
(ExactTarget, Bronto, Constant Contact, Etc.)
Marketing Resource Management 14.7%
(Teradata, Unica, Orbis, Etc.)
Social Media Management/Analysis Platforms 55.1%
(Hootsuite, Salesforce.com/Radian6, Etc.)
Web Analytics 85.3%
(Google Analytics, Webtrends, Adobe/Omniture, Etc.)
Web Content Management System 40.4%
(Drupal, Clickability/Limelight, Sitecore, Etc.)
Personalization and Targeting 29.4%
(Demandbase, Marketo/Insightera, Etc.)
Other 7.3%
What other marketing applications does your organization use? (Select all that apply)
Up 1.1% from last year
Up 8.3% from last year
Down 2.4% from last year

03535
No
53.2%
Yes
40.4%
In planning
stages
6.4%
Who owns the governance of your marketing technology?
0
10
20
30
40
50
60
70
Marketing Co-owned by
marketing and IT
IT Other
66
6
35
2
0
10
20
30
40
50
60
70
Marketing Co-owned by
marketing and IT
IT Other
66
6
35
2
¹∕� ¹∕�¼ ¼
Is there a marketing technology team,
or a dedicated marketing technologist
in your organization? (not marketing
automation power users, more general
technology specialists)
Despite increased investment in marketing technology,
marketers are still struggling with determining how to
best manage these systems.

03636
Measurement / KPI
No
15.6%
We have
an informal
set of KPIs
27.5%
Yes
56.9%
Does your organization have a standard set of KPIs that it tracks to measure demand
generation Success?
Demand generation marketing has
evolved, and the increased usage of
technology has empowered marketers
with the ability to tie performance to
revenue more effectively than ever —
but the majority of KPIs still recorded
by marketers are focused on lead
volume and traffic rather than revenue
and pipeline.
MEASUREMENT / KPI
More than half of organizations do use a standard set
of KPIs (Key Performance Indicators) to measure and
track success. However, more than 40% still do not use
KPIs or have an informal set and without a standard
measurement, it is hard to track and benchmark
performance across an organization.

03737
Measurement / KPI
54
Content Offer Performance 29.4%
Conversions / Net New Leads 76.2%
Engagement Performance 40.4%
Impressions 65.1%
Web Traffic 78.0%
Lead Management Performance 41.3%
Marketing Contribution to Pipeline 45.9%
Marketing Qualified Leads (MQLs) 65.1%
Sales Accepted Leads (SALs) 50.5%
Sales Accepted Opportunities 33.0%
Nurture Email Performance 33.0%
Revenue Performance 45.9%
Return on Marketing Investment (Pipeline $:Marketing Spend) 37.6%
Other 2.8%
Please select all of the marketing performance KPIs that you currently track:
Although areas like conversions/ net new leads and
marketing qualified leads are currently tracked by
KPIs, marketers still focus on metrics like web traffic
and impressions by a wide majority. Less than 50% of
organizations tracked marketing contribution to pipeline,
with numbers down from the 2014 study and only 37%
track return on marketing investment.
However, almost a third of organizations now track
content offer performance indicating a greater awareness
of importance of content effectiveness and content
conversions throughout the buyers journey.

03838
Measurement / KPI
We are moving
towards a common
set of KPIs
23.9%
No
49.5%
Yes
26.6%
Do marketing and sales have a common
set of KPIs that they both use to measure
success?
Marketing and sales leaders need to focus on establishing
shared key metrics to ensure alignment between both
sales and marketing.

03939
Measurement / KPI
From what systems do you pull your KPIs? (Select all that apply)
0
10
20
30
40
50
60
70
80
Marketing CRM Web Business Other
69
76
63
35
9
0
10
20
30
40
50
60
70
80
Marketing Automation CRM Web Analytics Business Intelligence Other
69
76
63
35
9
¹∕� ¹∕�¼ ¼The majority of organizations are relying on data pulled
from CRM, marketing automation platforms and web
analytics. While these tools do offer measurement and
reporting, business intelligence solutions offer the most
comprehensive and detailed data for end-to-end KPI.
As indicated in this study, marketing skills are not top
priority for organizations and in general, adoption of CRM
and MA solutions are much greater than BI tools which
are more recent to the marketing space. Sophisticated
marketers will likely enage with BI tools in the future to
obtain more accurate and detailed analytics.

04040
Measurement / KPI
No
55.1%
Yes
22.9%
In planning
stages
22.0%
Weekly 19.3%
Bi-Weekly 10.1%
Monthly 26.6%
Quarterly 17.4%
We do not have time to review them on a regularly scheduled basis 26.6%
Do you have performance KPIs for each stage of the buying process, and the buyers online
and offline behavior?
How often do you review your demand generation KPIs?
The majority of organizations do not measure
performance KPIs in each stage of the buying process.
This indicates that while organizations do measure
performance in general, a deep understanding of how
demand generation is performing throughout the entire
buyers journey is needed to help increase demand
generation effectiveness in general.

04141
Measurement / KPI
No
10.1%
Sometimes
42.2%
Yes
47.7%
Do you analyze the KPIs and leverage your findings to optimize program performance?

04242
Survey Demographics
CONCLUSIONS
The results from this year’s study show improvement
in enterprise demand generation over last year’s study.
However, many organizations are still lagging behind in
driving value from their demand generation investments
as seen from the responses.
Organizations would benefit greatly from investing
more in marketing education and enablement to equip
their personnel to execute strategic demand generation
that drives value and better aligns to their customers.
As the B2B buying process becomes more complex
and sophisticated, it will be necessary for marketers to
improve their results from demand generation programs
to provide a better buying experience in addition to
driving pipeline and revenue.
Read on to access the account and
marketing technology demographics
of the individuals that responded to
the survey.
»

04343
Survey Demographics
What is the size of your organization in terms of annual revenue?
$750M to $999m 11%
$1B to $5b 45.9%
1
$250 to $500M 9.2%
$500M to $749M 10.1%
$750M to $999m 11.0%
$1B to $5b 45.9%
$5B+ 23.9%
¹∕� ¹∕�¼ ¼
Would you describe your company as a B2B or B2C Enterprise?
Blended
B2B & B2C
25.7%
B2B
74.3%

04444
Survey Demographics
How many employees does your organization have?
How many people in your marketing organization are focused on demand generation?
4. How many people in your marketing organization are focused on Demand Generation?
1 0.9%
2-4 23.9%
5-9 21.1%
10-14 8.3%
15-20 10.1%
20+ 35.8%
4 5 6 7 8
1 0.9%
2-4 23.9%
5-9 21.1%
10-14 8.3%
15-20 10.1%
20+ 35.8%
¹∕� ¹∕�¼ ¼
0
10
20
30
40
50
60
3
¹∕� ¹∕�¼ ¼
Less than
500
500–999 1–2K 2–5K 5K+
13
7
3
57
29
0
10
20
30
40
50
60
Less than 500 500–999 1–2K 2–5K 5K+
13
7
3
57
29

04545
Survey Demographics
What is your primary industry?
Technology/High Tech/Software 44%
Manufacturing 11.9%
Business Services 9.2%
Financial Services 14.7%
Telecom 2.8%
Health or Health Services 6.4%
5
Technology/High Tech/Software 45.8%
Manufacturing 11.5%
Business Services 9.4%
Financial Services 13.5%
Telecom 3.1%
Health or Health Services 5.2%
Other 11.5%
0%
10%
20%
30%
40%
50%
45.8%
11.5%
9.4%
13.5%
5.2%
11.5%
Technology/High
Tech/Software
Manufacturing Business Services Financial Services Telecom Health or Health
Services
Other
3.1%
¹∕� ¹∕�¼ ¼
Salesforce.com 62.4%
NetSuite 0.9%
Oracle/Siebel 11.9%
Microsoft Dynamics 11.9%
Sugar CRM 0.9%
None 2.8%
Other 9.2%
What CRM System does your organization use?

B2B Enterprise Demand Generation Study - 2015

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