ANA Customer Lifecycle Marketing Benchmark Report

CUSTOMER LIFECYCLE
MARKETING
TABLE OF CONTENTS
3 Introduction 21 Revenue Influence & Future Commitment
4 Executive Summary 23 Analyst Bottom Line
6 Adoption of the Strategy 25 Acknowledgements
10 Ownership & Responsibility 26 About Salesforce Pardot
15 Investment & Effectiveness 27 About Demand Metric
17 Benefits & Challenges 28 Appendix – Survey Background

INTRODUCTION
That customers go through a lifecycle in their relationship with vendors is a fundamental marketing concept. The phases of the
lifecycle – Awareness (Attraction), Consideration, Purchase, Retention and Advocacy – are understood well enough. Marketing has
traditionally viewed its role as the owner of the Awareness and Consideration phases of the lifecycle, where it would devote its
resources to gaining mindshare with and qualifying prospects before passing them to sales to continue the journey.
Effective ownership of each phase of the customer lifecycle presents a number of challenges. Fragmented ownership of each
phase creates inconsistent levels of effort and results. There is often difficulty knowing exactly where a customer is in the lifecycle.
Gaps in phase ownership can occur where no nurturing is taking place at all. Or, ownership overlap can occur, which isn’t an
inherently negative state, but can create redundant nurturing efforts that confuse customers and are simply inefficient.
When overlap does occur, it’s rarely intentional; it is usually the result of a strategy or technology vacuum. The most egregious
problem, however, is that customers don’t see their relationship with vendors as a series of fragmented phases with varying levels
of nurturing, attention and care. Customers expect seamless, consistent quality across all touch points in their relationships with
vendors.
Customer lifecycle marketing has evolved as a holistic approach to marketing across each phase or stage of the lifecycle. A
commitment to a customer lifecycle marketing strategy involves strong alignment of the departments that have an ownership stake
in the customer lifecycle, ensuring a high level of coordination and communication between owners of each phase to create a
consistent customer experience.
Demand Metric and Salesforce Pardot collaborated to study the current state of lifecycle marketing, measuring the adoption of
this strategy and how it is performing. This report details the findings of this study.
EXECUTIVE SUMMARY
A majority of this study’s participants were in marketing roles in B2B or mixed B2B/B2C organizations that reported revenue growth
in the most recently completed fiscal year. Study data was collected only from participants that acknowledged using video as a form
of marketing content.
The analysis of this study’s data provides these key findings:
§  The study found that less than 20% of organizations are currently marketing across the entire customer lifecycle.
§  Participants spend twice as much of their marketing budgets on acquiring new customers as on retaining existing ones.
§  Almost 90% of the study participants indicate that marketing currently owns the understanding and management of the
customer lifecycle.
§  Of the lifecycle stages – Awareness, Consideration, Purchase, Retention and Advocacy – Awareness enjoys the greatest clarity
of ownership, with marketing owning the stage 88% of the time. Retention is most fragmented, with few organizations defining
clear ownership of this stage.
§  The Awareness and Consideration stages enjoy “adequate” or “ample” levels of investment for over 70% of study participants.
Retention and Advocacy both fall at the “minimal” to “none” level of funding for 55% of study participants.
4
EXECUTIVE SUMMARY
§  The greatest benefit to executing a customer lifecycle marketing strategy is greater customer engagement.
§  The greatest challenge to marketing across the customer lifecycle is understanding customer content needs.
§  72% of strategy adherents are experiencing a revenue lift from customer lifecycle marketing.
§  Over three-fourths of participants plan to increase their commitment to and investment in customer lifecycle marketing.
This report details the results and insights from the analysis of the study data. For more detail on the survey participants, please
refer to the Appendix.
5
ADOPTION OF THE STRATEGY
Figure 1: Less than 20% of companies are marketing across all stages of the customer lifecycle.
Approaches to Customer Lifecycle Marketing
Marketing in all stages of the

lifecycle 19%
This study initially investigated the current state of customer
Marketing in some stages; plans
for all 22% lifecycle marketing, which is summarized in Figure 1.
Marketing in some stages; no

plans for all 9% Company size isn’t a major predictor of where a company
falls on the spectrum of customer lifecycle marketing strategy
adoption portrayed in Figure 1.
Considering adopting it 23%
Small companies, those with less than $25 million in annual
Familiar but not doing 15% revenue, are slightly less likely to market across all stages,
or some stages with plans for all. They are, however, the
Not familiar with it 12% most likely to consider adoption of the lifecycle marketing
strategy.
0% 10% 20% 30%
Customer Lifecycle Marketing Benchmark Study, Demand Metric, November 2015, n=170
6
Figure 2: Staff and/or budget are commonly cited barriers to marketing initiatives.
The majority of this study will focus on those firms
Reasons for Not Marketing in the Full Lifecycle represented by the top two bars in Figure 1: those who have
fully embraced customer lifecycle marketing or those with
Staff/budget 59% partial adoption with plans for full adoption.
Don't have needed systems/tech 39% Before investigating those firms more deeply, Figure 2
summarizes the reasons why the remaining study
Lack of management support 23% participants – 59% of the survey sample – have no plans to
Don't understand how 12% pursue customer lifecycle marketing.
Impractical due to short sales cycle 8% The execution of marketing strategies and associated
initiatives requires resources, and customer lifecycle
Current approach works fine 6% marketing is no exception. The results shown in Figure 2 are
Organizational "silos" 6% therefore no surprise, as staff and/or budget are oft-cited
barriers to marketing getting things done.
Other reasons 4%
The study did not attempt to determine if this top reason for
0% 20% 40% 60% 80% not marketing across the entire customer lifecycle was the
result of inability to justify the investment, or simply a
conditioned response to the prospect of executing a new
marketing strategy.
7
Figure 3: Existing customers produce more revenue for study participants.
Marketing Budget Spending vs. Revenue Source
Most organizations should have no difficulty developing a

business case to devote staff, budget and other resources to
Budget spending
a customer lifecycle marketing initiative.
Anecdotal evidence has circulated for years in the marketing

community that existing customers are a richer, more
important source of revenue than new customers. If that
assumption is true, then it almost compels an organization
to invest in a holistic marketing approach across all phases
Revenue source of the lifecycle, particularly in the post-sale phases of
retention and advocacy.
This study’s survey gathered information about marketing

0% 20% 40% 60%
budget allocations and revenues for new and existing
customers. Figure 3 shows the result of these queries.
8
The average marketing budget spends twice as much acquiring new customers than retaining existing ones. The spending
relationship doesn’t necessarily imply something is wrong – it tends to cost more to acquire new customers than it does to keep
existing ones.
But when the spending data is compared with revenue sources, as it is in Figure 3, it suggests an imbalance. Perhaps the lower
spending on existing customers – the greater revenue source – is a reflection of the “cash cow” status of many current clients. It
takes less to keep them happy and producing. However, organizations should make certain they are considering the Customer
Lifetime Value (CLV) and spending enough to not only retain customers, but also turn them into advocates.
Marketing and sales organizations need to have a precise understanding of their revenue split between new and existing
customers, as well as understand their CLV. When they do, they will find that marketing across the entire customer lifecycle is easy
to justify.
9
OWNERSHIP & RESPONSIBILITY
Figure 4: Marketing is the top candidate in both ownership scenarios.
A challenge with marketing across the customer lifecycle is

Lifecycle Marketing Understanding & Managing ownership. Responsibility for marketing in each phase is
Currently owns Should own often shared between two, three or more departments. While
86% one entity might own the understanding and management of
Marketing
69% the customer lifecycle for the entire organization, the
Sales
47% execution responsibility for lifecycle marketing tasks is often
40%
shared among departments.
Shared
40%
C-Suite
30% The study determined where this ownership currently
28%
resides, as well as asking where it should reside. Figure 4
15%
Product management
17% shows this comparison.
Support
13%
14% A deeper analysis of the data shown in Figure 4 reveals that
9%
No one a majority of firms in this study – 59%– currently have the
6% understanding and management of lifecycle marketing
Other department
1% shared among departments or functions. In fact, over one-
0% 20% 40% 60% 80% 100% third of participants share this mission among three or more
departments. For 41% of those in this study, the ownership
falls to just a single department, and over 70% of the time
that department is marketing.
10
A question the study data provides an answer to is: does lifecycle marketing produce results differently based on which part of the
organization owns the understanding and management of the customer lifecycle? Figure 5 provides the answer by showing the
correlation between the current ownership data in Figure 4 and how well the customer lifecycle marketing strategy is meeting the
expectations of those who use it.
Figure 5: Greater C-suite ownership of customer lifecycle marketing helps produce better-than-expected results.
% Ownership: Understanding &

Results WORSE Than Expected Results AS Expected Results BETTER Than Expected
Management of Customer Lifecycle
Marketing 88% 85% 92%
Sales 44% 46% 58%
C-Suite 19% 28% 50%
Product Management 13% 13% 33%
Figure 5 shows that Marketing’s involvement changes little, regardless of whether the lifecycle marketing strategy is producing
results worse, as or better than expected. When the strategy is producing better-than-expected results, Sales, the C-Suite and
Product Management are all much more involved, and the ownership gap percentage is greatest for the C-Suite between the
extremes of worse-than to better-than expected.
Perhaps it is the increased accountability that C-suite involvement brings that results in better-than-expected results from
customer lifecycle marketing. What is more probable is that the much larger ownership stake of the C-suite in organizations getting
better-than-expected results is a cultural phenomenon.
When the executives elevate customer lifecycle marketing and are active as co-owners of the strategy, the outcome from executing
the strategy is better as well. This reasoning is speculative, as the study did not probe more deeply to understand the relationship
highlighted in the table. However, the outcome is impossible to miss: having the C-suite more involved in owning the customer
lifecycle marketing strategy helps produce better results.
12
Figure 6: Awareness is the least fragmented stage; Retention the most fragmented.
Primary Responsibility by Lifecycle Stage Where the study did probe more deeply was to find out
Other No one Support Sales Marketing which department has primary responsibility for each stage
of the customer lifecycle. Figure 6 summarizes this
4%
13% ownership detail.
Advocacy 11%
13%
59%
10% Figure 6 shows marketing’s involvement where most
9%
Retention 29% expected, the Awareness stage, and sales’ involvement
26%
26% where most expected, the Purchase stage. The only other
3%
5% stage with more than 50% ownership is marketing with
Purchase 4%
78% Advocacy. It is ideal for each stage of the lifecycle to have a
10%
4% clear owner, and it is also ideal for departments to share the
8%
Consideration 1% responsibilities for the various stages.
37%
50%
3%
3% This balance between ownership and sharing seems fine for
Awareness 0%
6% most stages shown in Figure 6. Any stage with less than 50%
88%
ownership by a department is cause for concern, as is the
0% 20% 40% 60% 80% 100% case with the Retention stage. The ownership is most
fragmented, and lack of clear ownership will result in lost
revenue.
13
The financial impact of greater retention is known and should provide great impetus to manage it well.
Arthur Middleton Hughes of the Database Marketing Institute has stated that the profit impact of a 5% increase in customer retention
is between 17% and 23%1. This return from retaining customers should make identifying a capable, committed owner of the
Retention stage a high priority.
1http://www.dbmarketing.com/articles/Art154.htm
14
INVESTMENT & EFFECTIVENESS
Figure 7: The investment is considered ample or adequate for three of the five stages: Awareness,
Consideration and Purchase.
Marketing to each stage of the customer lifecycle requires
Investment by Lifecycle Stage an investment. Historically, most of an organization’s
promotion budget is spent in the Awareness and
Ample Adequate Minimal None Don't know
Consideration stages.
12%
31%
Advocacy 39%
16% Those study participants who are currently marketing across
2%
9% all stages, or have plans to, were asked to rate their
33%
Retention 48% investment in each stage. Investment was described as:
7%
3% marketing budget, creativity, resources and time. Figure 7
19%
44% shows this investment data.
Purchase 31%
4%
2%
20% The Retention and Advocacy stages are at the 55% minimal
53%
Consideration 24% or no investment level. This level probably signals neglect or
0%
3% lack of prioritization. It also defies common sense, as it is
35%
41% absurd to spend at the ample or adequate levels to acquire
Awareness 23%
0% customers, but not invest in keeping them or grooming them
1%
as advocates.
0% 10% 20% 30% 40% 50% 60%
If CLV were considered in most investment decisions for
these stages, certainly the Retention investment would
increase above current levels.
15
INVESTMENT & EFFECTIVENESS
Figure 8: Effectiveness ratings decline as the customer lifecycle progresses through each stage.
Any concerns about funding for each stage is either laid to
Lifecycle Marketing Effectiveness by Stage rest or validated by looking at the effectiveness data for each
Very effective Effective Neutral Ineffective Very ineffective
stage. Figure 8 displays the results of how effective
marketing is across each stage of the lifecycle.
15%
16%
Advocacy 46%
15% Awareness and Consideration are rated as effective or very
8%
8% effective by over 60% of participants. The effectiveness
31%
Retention 39% ratings decline as the cycle moves through Purchase (48%
19%
3% effective) to Retention (39% effective) and finally Advocacy
21%
27% (31% effective). These effectiveness levels for Retention and
Purchase 48%
4% Advocacy should cause concern because even small
0%
13% improvements in either area can make a measurable impact
46%
Consideration 36% on profit.
5%
0%
15%
54% Like the data in Figure 7, Figure 8 suggests neglect or lack of
Awareness 24%
7% focus on these key stages. Companies that don’t prioritize
0%
these stages are sacrificing profit. The old view is that the
0% 10% 20% 30% 40% 50% 60% Purchase stage is where revenue occurs in the lifecycle, but
it is just the portal that enables revenue. Retention and
Advocacy are the true “money” stages and as such are best
seen as a critical extension of the Purchase stage.
16
BENEFITS & CHALLENGES
Figure 9: Greater customer engagement is the top benefit of customer lifecycle marketing identified
by participants in this study.
Study participants were surveyed to learn how they are
Benefits of Lifecycle Marketing Strategy benefitting from using a customer lifecycle marketing
strategy. Figure 9 lists the benefits and the frequency with
Greater customer
55% which study participants are experiencing them.
engagement
Increased CLV 45% It is encouraging to see greater customer engagement show

up as the top benefit, experienced by more than half of the
Better customer retention 45% study’s participants. Many may not fully appreciate the value
of greater customer engagement, but recognize that it is a
More up-selling is occurring 40% good thing. Greater customer engagement delivers benefits
to many parts of a company:
Higher % of customers
becoming advocate 34%
§  Senior management:
More cross-selling is
occurring 34%
§  Increased revenue
Shorter sales cycle 30% §  Increased profitability
§  More holistic understanding of the customer
0% 20% 40% 60%
§  Customer success:
§  Increased Customer Satisfaction Index
§  Increased Net Promoter Score
17
§  Marketing: §  Customer Care:
§  Greater market share §  Lower average resolution time

§  Increased brand equity §  Fewer incident escalations
§  Higher campaign ROI
§  Sales:
§  Higher quota attainment

§  Lower cost per acquisition
§  More qualified opportunities
Tied with CLV for the second highest-ranking benefit is better customer retention. It is paradoxical that Retention ranks so high as a
benefit, yet this study has shown that it is not well funded (Figure 7) nor does it enjoy the level of effectiveness associated with
other stages (Figure 8). It is not difficult to imagine that better retention would rank much higher if these characteristics were to
improve.
18
Figure 10: The top three challenges are very interrelated.
With benefits, there are also challenges to marketing across
Challenges to Marketing Across the Lifecycle the entire customer lifecycle. Figure 10 summarizes the
challenges the study identified.
Understanding the
customers's content needs 51%
The top three challenges shown in Figure 10 are virtually
Identifying & tracking good
metrics for each stage 49% tied in rank, but are experienced by half or less of
participants. These challenges – understanding content
Systems to capture data from
stage touchpoints 48% needs, identifying and tracking metrics and data capture
systems – represent a vicious cycle of sorts. From a process
Inadequate staff, tools or
budget 46% standpoint, the identification of good metrics for each stage
should occur early in the planning process.
Determing which stage
customer is in 36%
However, unless the right systems are in place to capture
"Turf" battles with sales 30% reliable data about how the lifecycle marketing process is
performing, it is very difficult to understand customers’
Management support 24% content needs with any degree of precision. Metrics and
systems to capture them are crucial to lifecycle marketing
0% 20% 40% 60% effectiveness.
The fourth challenge listed in Figure 10 – inadequate staff,
tools or budget – may explain why systems aren’t in place
to capture specified metrics.
19
More evidence of the importance of metrics comes from reviewing the ranking study participants provided of the factors most
critical to achieving success marketing across the customer lifecycle:
1.  Clearly defined goals for each stage of the lifecycle 6.  Greater accountability for lifecycle marketing outcomes
2.  Reliable data and actionable analytics 7.  High touch engagement
3.  Detailed segmentation capabilities 8.  Effective testing of approaches and messages
4.  Alignment of functions that own different stages 9.  More robust systems or tools
5.  Personalization capabilities 10.  Ownership of the entire lifecycle by a single function
Having clearly defined goals is the most critical factor to any endeavor, not just customer lifecycle marketing. Well-defined goals
should always come with a set of success metrics, and that is the second-ranked success factor in this list. Metrics or analytics both
rank high as a success factor and challenge to effective customer lifecycle marketing.
When gathering this success factor ranking data, study participants were able to write-in comments, and some of those are shared
here: “#1 – management buy-in”, “Content by persona for every day that is geared toward what they’re thinking about right now”,
“Relevant content creation”, “Understanding consumer motivation at each stage in the lifecycle to develop appropriate programs for
each stage”, and “Competitive analysis and related facts that will assist in closing clients that are currently buying with competitors.”
REVENUE INFLUENCE & FUTURE COMMITMENT
Figure 11: Almost three-fourths of study participants are getting a revenue lift as a result of adopting a
customer lifecycle marketing strategy.
Using revenue as the indicator, the study attempted to
How Lifecycle Marketing Impacts Revenue measure, at a high level, how well lifecycle marketing is
helping extract value from customers. The survey asked
70%
participants to indicate if its use was producing more, less or
60%
the same amount of revenue compared to traditional
63% marketing approaches. Figure 11 summarizes the result.
50%
For most organizations, customer lifecycle marketing is
40% outperforming traditional marketing approaches to attaining
revenue. Those that are committed to it are generating more
30% revenue because of it. There is also a relationship between
the revenue impact of lifecycle marketing (Figure 11) and who
20% in the company owns understanding and management of the
18% lifecycle (Figure 4).
10%
0% 10% 9% The study participants who are experiencing less or no
0% revenue impact in Figure 11 also had lower ownership (Figure
Far less Slightly less No impact Slightly more Far more
4) by marketing, sales and the C-suite, as well as almost
twice the incidence of no ownership at all. It’s unreasonable
to expect any initiative to produce without proper ownership
and accountability, and customer lifecycle marketing is no
exception.
21
REVENUE INFLUENCE & FUTURE COMMITMENT
Figure 12: As a business priority, the outlook for customer lifecycle marketing is strong.
Investment in Lifecycle Marketing Next Year

60% This lifecycle marketing strategy seems like one of the newer
trends in marketing. The customer lifecycle itself is not new,
but the strategy of intentionally marketing across all stages
50% 54%
isn’t yet widely adopted and is presumed to have an upward
trajectory.
40%
The study survey queried participants about their

30% commitment and investment plans to lifecycle marketing over
the coming 12 months, and Figure 12 displays a summary of
20% their responses.
22% 22%
10% This research shows that organizations are giving lifecycle
2% marketing a strong vote of confidence: 76% have plans to
0%
0% grow their commitment and investment in it. This level of
Decrease
substantially
Decrease some Stay the same Increase some Increase
substantially
commitment and planned investment is convincing evidence
that the strategy is paying off for the firms that have adopted
it.
22
ANALYST BOTTOM LINE
Even without the benefit of supporting research data, marketing to customers across their entire lifecycle makes great sense.
Customers certainly don’t view their relationship with vendors as a series of stages, with varying qualities of ownership and
commitment in each stage. Selling companies are foolish if they don’t recognize the lifecycle stages and then make an effort to
transition customers to the payoff stages of Retention and Advocacy as quickly and easily as possible, while making the customer
experience pleasant along each stage.
What this study shows is that those companies that are currently marketing across the entire lifecycle are in the minority. What’s most
common is to have fragmented ownership of the lifecycle stages, with ample focus on Awareness, while Retention and Advocacy
experience neglect which compromises their effectiveness. Companies should market effectively across every stage of the customer
lifecycle because the business case is compelling. Here are three tips for taking a holistic approach to lifecycle marketing:
§  Executive ownership. The traditional ownership silos – marketing owns Awareness and Consideration, sales owns Purchase – may
reflect who does most of the work, but not how to raise each stage to maximum effectiveness. The right cultural orientation is that
the C-suite, in particular the CEO, owns the customers and the customer experience. This doesn’t mean the executives are doing
all the work, but it does mean they set the objectives, monitor the results and create beneficial accountability for lifecycle
marketing. If executives do nothing more than champion the importance of alignment across teams and support strategies and
technologies that help further lifecycle marketing goals, they will do much to help the strategy succeed. The study makes it clear:
when the C-suite owns the understanding and management of the customer lifecycle, the results are better than expected.
23
ANALYST BOTTOM LINE
§  Stage responsibility. What’s ideal is for the C-suite to own the customer lifecycle marketing process. What’s also necessary for
success is to have responsibility for success in each stage well defined (Figure 4). That responsibility is understood very well for
Awareness, where marketing presides over the stage and also for Purchase, with sales having that responsibility. It is less well
defined for Advocacy and Consideration, and virtually non-existent for Retention. All stages need unambiguous responsible
departments that communicate well with other departments that own adjacent stages. The neglect that Retention appears to
suffer from is particularly alarming because of the relationship between profit and retaining customers.
§  Investment. Spelling out who is responsible for each stage’s effectiveness, and ensuring that all stage owners take a holistic view of
the lifecycle stages is a prerequisite to success. So is investing adequately in each stage. This study shows that three of the five
stages – Awareness, Consideration and Purchase – enjoy adequate or ample levels of investment in most organizations (Figure 7).
Retention and Advocacy suffer, with less than half of study participants by their own admission investing at a insufficient level. The
proven connection between retention and profitability should compel every marketer to emphasis marketing activities in this
stage, particularly since the organizations in this study get more revenue from existing customers than from new ones (Figure 3).
Marketing across the entire customer lifecycle is gaining momentum and growing in importance. The companies that pursue this
strategy will experience greater customer engagement, and with that the retention, advocacy and revenue that comes with it. But to
experience these benefits, customer lifecycle marketing requires more than superficial commitment. With executive ownership, clearly
delineated responsibility for each stage and the proper investment, companies create more value for customers while extracting more
value from them.
24
ACKNOWLEDGEMENTS
Demand Metric is grateful to Salesforce Pardot for sponsoring this benchmarking study and for those participants that took the time
to provide their input to it.
25
ABOUT SALESFORCE PARDOT
Pardot, B2B marketing automation by Salesforce, helps customers drive sales with intelligent marketing.
Connect more effectively with smart, adaptive, personalized campaigns you can create, deploy, manage and measure from one
central platform. Together, Pardot and Salesforce empower every rep to act in the moment of engagement, and every marketer to
drive greater results.
To learn more, please visit: www.pardot.com.
26
ABOUT DEMAND METRIC
Demand Metric is a marketing research and advisory firm serving a membership community of over 70,000 marketing professionals
and consultants in 75 countries.
Offering consulting methodologies, advisory services, and 500+ premium marketing tools and templates, Demand Metric resources
and expertise help the marketing community plan more efficiently and effectively, answer the difficult questions about their work with
authority and conviction and complete marketing projects more quickly and with greater confidence, boosting the respect of the
marketing team and making it easier to justify resources the team needs to succeed.
To learn more about Demand Metric, please visit: www.demandmetric.com.
27
APPENDIX – SURVEY BACKGROUND
This 2015 Customer Lifecycle Marketing Benchmark Study survey was administered online during the period of August 12 through
October 5, 2015. During this period, 196 responses were collected, 170 of which were qualified and complete enough for inclusion
in the analysis. The representativeness of these results depends on the similarity of the sample to environments in which this survey
data is used for comparison or guidance.
Summarized below is the basic categorization data collected about respondents to enable filtering and analysis of the data:
Annual Sales: Primary Role of Respondent:

§  Less than $10 million (42%) §  President, CEO or Owner (20%)
§  $10 to $24 million (20%) §  Marketing (62%)
§  $25 to $99 million (9%) §  Sales (7%)
§  $100 to $499 million (15%) §  Other (11%)
§  $500 million to $999 million (4%)
§  $1 billion or more (10%) Revenue Growth (in most recent fiscal year):
Type of Organization: §  Significant increase (18%)

§  Modest increase (48%)
§  Mostly or entirely B2B (59%) §  Flat (20%)
§  Mostly or entirely B2C (15%) §  Modest decline (12%)
§  Blend of B2B/B2C (27%) §  Significant decline (2%)
28
Benchmark Report
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Demand Metric Research Corporation

584 Forest Creek Place
London, ON, Canada N5Y 5T7
© 2015 Demand Metric Research Corporation.

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CUSTOMER LIFECYCLE

4 Executive Summary 23 Analyst Bottom Line

6 Adoption of the Strategy 25 Acknowledgements

10 Ownership & Responsibility 26 About Salesforce Pardot

15 Investment & Eﬀectiveness 27 About Demand Metric

17 Benefits & Challenges 28 Appendix – Survey Background

The analysis of this study’s data provides these key findings:

Approaches to Customer Lifecycle Marketing

Marketing in all stages of the

Marketing in some stages; no

Marketing Budget Spending vs. Revenue Source

Most organizations should have no diﬃculty developing a

Anecdotal evidence has circulated for years in the marketing

This study’s survey gathered information about marketing

A challenge with marketing across the customer lifecycle is

% Ownership: Understanding &

Increased CLV 45% It is encouraging to see greater customer engagement show

§ Greater market share § Lower average resolution time

§ Higher quota attainment

Investment in Lifecycle Marketing Next Year

The study survey queried participants about their

To learn more, please visit: www.pardot.com.

To learn more about Demand Metric, please visit: www.demandmetric.com.

Annual Sales: Primary Role of Respondent:

Type of Organization: § Significant increase (18%)

For more information, visit us at:

Demand Metric Research Corporation

© 2015 Demand Metric Research Corporation.

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§  Greater market share §  Lower average resolution time

§  Higher quota attainment

Type of Organization: §  Significant increase (18%)