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					Marketing- Question Guide

Marketing Function Questions



(9.1.1) To whom does the Chief Marketing Officer or head of marketing report? (Single Choice)

               1 Vice President, Provost, Chancellor
               2 Vice Chancellor, Executive Director
               3 CFO, Dean, Director or Treasurer
               4 Sales (not applicable for Higher Ed)
               5 Other


(9.1.2) What is your annual spend on marketing? (Grid)

       (9.1.2.01) University to Customer (Currency)
       (9.1.2.02) University to Business (Currency)



        Customer = your unit’s targeted customer. Could be students, prospective students, parents of
students or parents of prospective students, alumni, donors, general public, corporate leaders,
legislators, etc.

       University to Business = Any internal to IU units (which are operated as fee for services or
external to IU businesses (PR firms, media buyers, print vendors, billboard companies, items purchased
at K-Mart, Walmart, Target, etc. for purposes of conducting your work.

(9.1.3) What is your marketing spend for the following categories? (Grid)

       (9.1.3.01) Media production - University to Customer (Currency)
       (9.1.3.02) Media production - University to Business (Currency)
       (9.1.3.03) Advertising - University to Customer (Currency)
       (9.1.3.04) Advertising - University to Business (Currency)
       (9.1.3.05) Samples - University to Customer (Currency)
       (9.1.3.06) Samples - University to Business (Currency)
       (9.1.3.07) Giveaways - University to Customer (Currency)
       (9.1.3.08) Giveaways - University to Business (Currency)
       (9.1.3.09) Events - University to Customer (Currency)
       (9.1.3.10) Events - University to Business (Currency)
       (9.1.3.11) Sponsorships - University to Customer (Currency)
       (9.1.3.12) Sponsorships - University to Business (Currency)


(9.1.4) How many different University brands do you manage? (Grid)

       (9.1.4.01) University to Customer (Number)
        (9.1.4.02) University to Business (Number)



Examples of University brands might include as examples: Kelly School of Business: Kelley Direct, MBA,
Kelley Executive Partners or IUPUI examples: “Where Impact is Made”, “Where Impact is Made –
Everyday”, etc.

(9.1.5) How many product/service variants were introduced for the current year, for University to
business and University to customer? (Grid)

       (9.1.5.01) New product variant - B2B (Number)
       (9.1.5.02) New product variant - B2C (Number)
       (9.1.5.03) New service variant - B2B (Number)
       (9.1.5.04) New service variant - B2C (Number)
       (9.1.5.05) New product (clean sheet design) - B2B (Number)
       (9.1.5.06) New product (clean sheet design) - B2C (Number)
       (9.1.5.07) New service (clean sheet design) - B2B (Number)
       (9.1.5.08) New service (clean sheet design) - B2C (Number)
       (9.1.5.09) Product bundle - B2B (Number)
       (9.1.5.10) Product bundle - B2C (Number)
       (9.1.5.11) Service bundle - B2B (Number)
       (9.1.5.12) Service bundle - B2C (Number)
Product/service variant = revisions made to pre-existing product or service whether changes were
major or minor in nature. Product variants could be doing something as simple as changing the
fiscal year information on a pre-existing brochure or as complex as conducting in-depth research in
order to make required text updates to a pre-existing publication. Example: Office of Enrollment
Services viewbook revisions, regardless of the amount of changes required (could include reduction
in # of pages, more photos, addition of testimonials, etc. The product would be a variant if it had
been produced in recent (last 1-3 fiscal years).

Product/service (clean sheet design) = starting from scratch. No samples available from previous
iterations or client wishes to start with a fresh slate. Example: School of Education Annual Report
where none had been produced in a period of past several years prior.
Product/service bundle = Product bundling is a marketing strategy that involves offering
several products for sale as one combined product. This strategy is very common in the software
business (for example: bundle a word processor, a spreadsheet, and a database into a single
office suite), in the cable television industry (for example, basic cable in the United States
generally offers many channels at one price), and in the fast food industry in which multiple
items are combined into a complete meal. A bundle of products is sometimes referred to as a
package deal or a compilation or an anthology.

Example: IMU Meeting and Support Services might offer clients free meeting room usage if
food and beverage services are catered by IMU Catering Services.



(9.1.6) How many unique product brands exist? (Number)



(9.1.7) How many products/services currently 'on the market' fall within the following age ranges?
(Grid)

       (9.1.7.01) 0 to 2 years (Number)
       (9.1.7.02) 3 to 5 years (Number)
       (9.1.7.03) 6 to 9 years (Number)
        (9.1.7.04) 10 to 14 years (Number)
       (9.1.7.05) 15+ years (Number)



(9.1.8) To what degree does the marketing organization influence strategy development? (Single
Choice)

               1 None
               2 Low
               3 Medium
               4 High



(9.1.9) How do you manage the design of your marketing strategy? (Grid)

       (9.1.9.01) Enterprise (Yes/No)
               1 Yes
               2 No
       (9.1.9.02) Geography (Yes/No)
              1 Yes
              2 No
       (9.1.9.03) Unit (Yes/No)
              1 Yes
              2 No
       (9.1.9.04) Channel (Yes/No)
              1 Yes
              2 No
       (9.1.9.05) Product (Yes/No)
              1 Yes
              2 No
       (9.1.9.06) Other (Yes/No)
              1 Yes
              2 No



       Channel refers to distribution method.

(9.1.10) What are the most important management issues to your marketing organization? (Grid)

       (9.1.10.01) Most important management issue to your marketing organization (Drop Down)
              1 Globalization
              2 Availability of resources
              3 Profitability
              4 Growth
              5 Downsizing
              6 Strategic alignment
              7 Compensation
              8 Customer expectation management
              9 Diversity
              10 Market pressure
              11 Other



       (9.1.10.02) Second most important management issue to your marketing organization
(Drop Down)
               1 Globalization
               2 Availability of resources
               3 Profitability
               4 Growth
               5 Downsizing
               6 Strategic alignment
               7 Compensation
               8 Customer expectation management
               9 Diversity
               10 Market pressure
               11 Other



        (9.1.10.03) Third most important management issue to your marketing organization (Drop
Down)

               1 Globalization
               2 Availability of resources
               3 Profitability
               4 Growth
               5 Downsizing
               6 Strategic alignment
               7 Compensation
               8 Customer expectation management
               9 Diversity
               10 Market pressure
               11 Other
(9.1.11) What is your primary software application that is used to support the following Marketing
processes? (Grid)

Help Text: Software applications include ERP applications, bolt-on applications, specialty
applications and internet applications used to capture information or provide self-service. MS Office
would be counted as a single application and not per 'product' (i.e., Excel and PowerPoint are not
separate applications). “Other” examples are Hobson CRM, Talisma CRM, Copenhagen, Cascade
Server Web Content Management System, NetXposure Digital Asset Management, Fourwinds Digital
Signage System, Blackboard Emergency Notification System, etc.
If you’re familiar with the “Other” examples listed above and were using any of these software
applications during FY2009-10, please feel free to send an e-mail to nclensy@indiana.edu listing
any and all of the software mentioned above or software that you used during FY2009-10 not listed
above to support the following Marketing processes.



       (9.1.11.01) Lead Development/Prospecting (Drop Down)

              1 Blue Martini

              2 Epicor

              3 Epiphany

              4 Goldmine

              5 Microsoft CRM

              6 NetSuite

              7 Onyx Software

              8 Oracle (includes PeopleSoft & Siebel)

              9 Pivotal

              10 Salesforce.com

              11 SalesLogix

              12 SAP

              13 Other

       (9.1.11.02) Campaign/Project Management (Drop Down)

              1 Blue Martini

              2 Epicor

              3 Epiphany

              4 Goldmine

              5 Microsoft CRM

              6 NetSuite
       7 Onyx Software

       8 Oracle (includes PeopleSoft & Siebel)

       9 Pivotal

       10 Salesforce.com

       11 SalesLogix

       12 SAP

       13 Other

(9.1.11.03) Customer Relationship Management/Lifetime Value (Drop Down)

       1 Blue Martini

       2 Epicor

       3 Epiphany

       4 Goldmine

       5 Microsoft CRM

       6 NetSuite

       7 Onyx Software

       8 Oracle (includes PeopleSoft & Siebel)

       9 Pivotal

       10 Salesforce.com

       11 SalesLogix

       12 SAP

       13 Other

(9.1.11.04) Product Management (Drop Down)

       1 Blue Martini

       2 Epicor
      3 Epiphany

      4 Goldmine

      5 Microsoft CRM

      6 NetSuite

      7 Onyx Software

      8 Oracle (includes PeopleSoft & Siebel)

      9 Pivotal

      10 Salesforce.com

      11 SalesLogix

      12 SAP

      13 Other

(9.1.11.05) Knowledge Management (Drop Down)

      1 Blue Martini

      2 Epicor

      3 Epiphany

      4 Goldmine

      5 Microsoft CRM

      6 NetSuite

      7 Onyx Software

      8 Oracle (includes PeopleSoft & Siebel)

      9 Pivotal

      10 Salesforce.com

      11 SalesLogix

      12 SAP
       13 Other

(9.1.11.06) Research and Analytics (Drop Down)

       1 Blue Martini

       2 Epicor

       3 Epiphany

       4 Goldmine

       5 Microsoft CRM

       6 NetSuite

       7 Onyx Software

       8 Oracle (includes PeopleSoft & Siebel)

       9 Pivotal

       10 Salesforce.com

       11 SalesLogix

       12 SAP

       13 Other

(9.1.11.07) Planning and Budgeting (Drop Down)

       1 Blue Martini

       2 Epicor

       3 Epiphany

       4 Goldmine

       5 Microsoft CRM

       6 NetSuite

       7 Onyx Software

       8 Oracle (includes PeopleSoft & Siebel)
               9 Pivotal

               10 Salesforce.com

               11 SalesLogix

               12 SAP

               13 Other

        (9.1.11.08) Performance reporting (Drop Down)

               1 Blue Martini

               2 Epicor

               3 Epiphany

               4 Goldmine

               5 Microsoft CRM

               6 NetSuite

               7 Onyx Software

               8 Oracle (includes PeopleSoft & Siebel)

               9 Pivotal

               10 Salesforce.com

               11 SalesLogix

               12 SAP

               13 Other



(9.1.12) To what extent is the available package functionality being used for your primary software
application in each marketing area listed? (Grid)

       (9.1.12.01) Lead Development/Prospecting (Drop Down)
               1 None
               2 Low
               3 Medium
              4 High
       (9.1.12.02) Campaign/Project Management (Drop Down)
              1 None
              2 Low
              3 Medium
              4 High
       (9.1.12.03) Customer Relationship Management/Lifetime Value (Drop Down)
              1 None
              2 Low
              3 Medium
              4 High
       (9.1.12.04) Product Management (Drop Down)
              1 None
              2 Low
              3 Medium
              4 High
       (9.1.12.05) Knowledge Management (Drop Down)
              1 None
              2 Low
              3 Medium
              4 High
       (9.1.12.06) Research and Analytics (Drop Down)
              1 None
              2 Low
              3 Medium
              4 High



(9.1.13) How would you characterize the primary use of your Marketing applications? (Single
Choice)

              1 Transactional order entry system
              2 Customer data retention and mining system
              3 Industry and market trend system
                4 Comprehensive customer profiling/relationship system
                5 We do not leverage technology



(9.1.14) To what extent is electronic workflow utilized for the following areas in Marketing? (Grid)

Help Text: Electronic workflow refers to the integrated flow of data between transactional systems
where the data is routed automatically between linked systems using rules based logic, and where
data inputted or changed in one part of the system is updated in all linked systems. Electronic
workflow deals automatically with data materiality to direct the data to the correct system or
system user. For example, a sales executive enters information into a pipeline management system
about a potential new customer, which automatically informs other linked systems of this
update/change. If the value of the potential sales exceeds a certain value, it flags this automatically
to senior managers. Electronic workflow excludes email communications.

        (9.1.14.01) Lead Development/Prospecting (Drop Down)
                1 None
                2 Static Electronic Archives
                3 Limited Online Processing
                4 Fully Automated Workflow
        (9.1.14.02) Campaign/Project Management (Drop Down)
                1 None
                2 Static Electronic Archives
                3 Limited Online Processing
                4 Fully Automated Workflow
        (9.1.14.03) Customer Relationship Management/Lifetime Value (Drop Down)
                1 None
                2 Static Electronic Archives
                3 Limited Online Processing
                4 Fully Automated Workflow
        (9.1.14.04) Product Management (Drop Down)
                1 None
                2 Static Electronic Archives
                3 Limited Online Processing
                4 Fully Automated Workflow


        (9.1.14.05) Knowledge Management (Drop Down)
               1 None
               2 Static Electronic Archives
               3 Limited Online Processing
               4 Fully Automated Workflow
       (9.1.14.06) Research and Analytics (Drop Down)
               1 None
               2 Static Electronic Archives
               3 Limited Online Processing
               4 Fully Automated Workflow



(9.1.15) To what extent have you deployed a common Marketing software application across all
global sites? (Single Choice)

               1 None
               2 Low
               3 Medium
               4 High




(9.2.2) How is your spend, excluding internal labor, allocated by marketing medium (marketing
tool)? (Grid)

Help Text: The total value of this answer should equal the total marketing spend for your location
for the benchmark period. If you are unable to allocate the spend at the category level listed (e.g.
Cinema, Events, Print, etc.), include the total spend in 'Other' and indicate in the Comments field
that you had done this. ‘Other’ may be recruitment fundraising or development

       (9.2.2.01) Cinema (Percentage)
       (9.2.2.02) Co-op/Joint program (Percentage)
       (9.2.2.03) Partner (Percentage)
       (9.2.2.04) Discounts/Coupon/Rebate/Pricing (Percentage)
       (9.2.2.05) Warranty (Percentage)
       (9.2.2.06) Direct mail (Percentage)
       (9.2.2.07) Events (Percentage)
       (9.2.2.08) Web/Interactive (Percentage)
       (9.2.2.09) Print (Percentage)
       (9.2.2.10) Outdoor (Percentage)
       (9.2.2.11) Point of sale/Merchandising (Percentage)
       (9.2.2.12) Radio (Percentage)
        (9.2.2.13) Sales force (Percentage)
       (9.2.2.14) Sponsorship (Percentage)
       (9.2.2.15) Telemarketing/Tele sales (Percentage)
       (9.2.2.16) Television (Percentage)
       (9.2.2.17) Trade promotion (Percentage)
       (9.2.2.18) Trade shows (Percentage)
       (9.2.2.19) Other (Percentage)



(9.2.4) How would you allocate your annual net revenue into the following customer/client
categories for the benchmark period in the Marketing benchmark? (Grid)

       (9.2.4.01) Existing customers/clients (Currency)
       (9.2.4.02) New customers/clients (Currency)
Net revenue might only be applicable to limited number of respondents such as: IU Auditorium, IU
Athletics, IU auxiliaries (units that charge a fee for services rendered).
We’d also like to get close approximations/estimates to tuition and fees attributable to various
schools and departments from FY 2009-10.


(9.2.5) What is the total number of existing customers/clients (e.g., were billed last year) in the
Marketing benchmark? (Grid)

       (9.2.5.01) University to Customer (Number)
       (9.2.5.02) University to Business (Number)



(9.2.6) What is the total number of new customers/clients (e.g., billed in current year, were not
billed last year) in the Marketing benchmark? (Grid)

       (9.2.6.01) University to Customer (Number)
       (9.2.6.02) University to Business (Number)



(9.2.7) What is the total number of standard products/services sold, for the current year in the
Marketing benchmark? (Grid)
       (9.2.7.01) Products (Number)
       (9.2.7.02) Services (Number)
        (9.2.7.03) Other (Number)
Standard products/services sold = an acknowledged basis for comparing or measuring; criterion.
Examples: IU Creative Services could be number of print pieces produced, Web sites created and
launched, I-phone applications developed and made available, etc.
Products = brochures, posters, banners, billboard designs, etc.
Services = Web site development or maintenance, e-distribution services, I-phone applications
developed, etc.
Other Examples: Kelley School of Business might work directly with a company such as Deloitte to
offer programs where the corporation assumes tuition/program costs for the employee. (Executive
MBA or Executive Partners Group).
(9.2.8) How many website visits occurred in the benchmark period and three years prior? (Grid)

       (9.2.8.01) Benchmark Period (Number)
       (9.2.8.02) Three years prior (Number)



(9.2.9) What is the average number of products per client for the benchmark period? (Number)



(9.2.11) How many different customer segments do you currently serve? (Grid)

       (9.2.11.01) University to Customer (Number)
       (9.2.11.02) University to Business (Number)



(9.2.12) How many new customers did you gain during the collection period? (Grid)

       (9.2.12.01) University to Customer (Number)
        (9.2.12.02) University to Business (Number)



(9.2.13) How many new products, commercialized during the collection period, failed upon
introduction to the market for the following reasons? (Grid)

       (9.2.13.01) Planning (Number)
       (9.2.13.02) Funding/resources (Number)
       (9.2.13.03) Execution (Number)
       (9.2.13.04) Reporting (Number)
       (9.2.13.05) Market/customer response (Number)
       (9.2.13.06) Other (Number)



Example: IMU offers free meeting rooms when client purchases food and beverages through IMU
Catering Services and for whatever reason this marketing offer failed.


(9.2.16) What is your total marketing spend for each geographic region? (Grid)

       (9.2.16.01) United States (Currency)
       (9.2.16.02) Canada (Currency)
       (9.2.16.03) EMEA (Europe, Middle East, Africa) (Currency)
       (9.2.16.04) Asia Pacific (Currency)
       (9.2.16.05) Latin America (Currency)



(9.2.19) What is the average time in business days to launch new products/services or extensions
to the market? (Number)



(9.3.1) What is the appropriate answer for tenure, experience, and turnover for the following
Marketing employees? (Grid)

Help Text: Average tenure (years with the organization) - The average number of years your
reported FTEs at that level (e.g., manager, professional) have been with the organization. Average
previous work experience (years) - Prior to joining the organization, on average how many years
experience did the FTEs at each level (e.g., manager, professional) have? Turnover is the rate of
change in your organization's employee base for a given period of time. Turnover rate is intended
to measure voluntary and involuntary turnover for people leaving the organization, not including
people leaving for another function. When calculating turnover, the numerator is the number of
people who left your organization, whether voluntary or involuntary. The denominator is the
reported number of people as of the end of the benchmark period. For example, if you have 100
employees and 10 leave the company during the benchmark period, your organization's turnover
rate would be 10%. Turnover rate is intended to measure voluntary and involuntary turnover.
When calculating turnover, the numerator is the number of people that left your organization by
either voluntary or involuntary termination. The denominator is the reported number of people as
of the end of the benchmark period.

      (9.3.1.01) Marketing Manager Employees - Average tenure (years with the company)
(Number)
       (9.3.1.02) Marketing Manager Employees - Annual voluntary turnover percentage
(Percentage)
       (9.3.1.03) Marketing Manager Employees - Annual involuntary turnover percentage
(Percentage)
       (9.3.1.04) Other Marketing Associates - Average tenure (years with the company) (Number)
       (9.3.1.05) Other Marketing Associates - Annual voluntary turnover percentage (Percentage)
       (9.3.1.06) Other Marketing Associates - Annual involuntary turnover percentage
(Percentage)



(9.3.2) What is the average number of functional related internal and external training hours your
Marketing employees received over the last 12 months? (Grid)

Help Text: Enter the average number of training hours on an annual basis. To be included the
training must have a formal curriculum and course material. Exclude on the job training provided
by immediate supervisors or peers unless the training was part of a formal training curriculum.
Internal training refers to training delivered by staff from within your company. External refers to
training delivered by third party organizations.

       (9.3.2.01) Internal training hours (Number)
       (9.3.2.02) External training hours (Number)



(9.3.4) Who is responsible for the following talent management activities for Marketing? (Grid)

       (9.3.4.01) Assessing business needs and skill gaps for workforce planning (Drop Down)
               1 Human Resources
               2 Marketing or Head of Unit
               3 Joint
               4 Not applicable
       (9.3.4.02) Identifying sources of candidates (Drop Down)
               1 Human Resources
               2 Marketing or Head of Unit
               3 Joint
               4 Not applicable
       (9.3.4.03) Screening candidates (Drop Down)
               1 Human Resources
               2 Marketing or Head of Unit
       3 Joint
       4 Not applicable
(9.3.4.04) Scheduling Interviews (Drop Down)
       1 Human Resources
       2 Marketing or Head of Unit
       3 Joint
       4 Not applicable
(9.3.4.05) Conducting Interviews (Drop Down)
       1 Human Resources
       2 Marketing or Head of Unit
       3 Joint
       4 Not applicable
(9.3.4.06) Making hiring offers (Drop Down)
       1 Human Resources
       2 Marketing or Head of Unit
       3 Joint
       4 Not applicable
(9.3.4.07) Orienting and Onboarding new employees (Drop Down)
       1 Human Resources
       2 Marketing or Head of Unit
       3 Joint
       4 Not applicable
(9.3.4.08) Establishing training and development priorities and programs (Drop Down)
       1 Human Resources
       2 Marketing or Head of Unit
       3 Joint
       4 Not applicable
(9.3.4.09) Developing skill and competency models (Drop Down)
       1 Human Resources
       2 Marketing or Head of Unit
       3 Joint
       4 Not applicable
(9.3.4.10) Managing performance (Drop Down)
       1 Human Resources
       2 Marketing or Head of Unit
       3 Joint
       4 Not applicable
(9.3.4.11) Establishing succession plan tools and methods (Drop Down)
       1 Human Resources
       2 Marketing or Head of Unit
       3 Joint
       4 Not applicable
(9.3.4.12) Establishing individual career plans (Drop Down)
       1 Human Resources
       2 Marketing or Head of Unit
       3 Joint
       4 Not applicable
(9.3.4.13) Identifying succession plan candidates (Drop Down)
       1 Human Resources
       2 Marketing or Head of Unit
       3 Joint
       4 Not applicable
(9.3.4.14) Managing diversity goals (Drop Down)
       1 Human Resources
       2 Marketing or Head of Unit
       3 Joint
       4 Not applicable
(9.3.4.15) Managing careers and development of high potential employees (Drop Down)
       1 Human Resources
       2 Marketing or Head of Unit
       3 Joint
       4 Not applicable
(9.3.4.16) Establishing retention plans and tools (Drop Down)
       1 Human Resources
       2 Marketing or Head of Unit
       3 Joint
               4 Not applicable



(9.3.5) What is the most difficult talent management issue Marketing faces? (Single Choice)

               1 Finding enough qualified candidates
               2 Retaining top performers
               3 Upgrading the skills of current staff
               4 Finding ways to motivate desired behaviors & results
               5 Other



 (9.3.6) How would you rate the effectiveness of each element in attracting and retaining employees
in Marketing? (Grid)

       (9.3.6.01) Organization culture and values (Drop Down)
               1 Not effective
               2 Somewhat effective
               3 Effective
               4 Very effective
       (9.3.6.02) Management's reputation (Drop Down)
               1 Not effective
               2 Somewhat effective
               3 Effective
               4 Very effective
       (9.3.6.03) Base compensation (Drop Down)
               1 Not effective
               2 Somewhat effective
               3 Effective
               4 Very effective
       (9.3.6.04) Incentive compensation (Drop Down)
               1 Not effective
               2 Somewhat effective
               3 Effective
               4 Very effective
       (9.3.6.05) Benefits (Drop Down)
               1 Not effective
               2 Somewhat effective
               3 Effective
               4 Very effective
       (9.3.6.06) Career Opportunities (Drop Down)
               1 Not effective
               2 Somewhat effective
               3 Effective
               4 Very effective
       (9.3.6.07) Training and development (Drop Down)
               1 Not effective
               2 Somewhat effective
               3 Effective
               4 Very effective
       (9.3.6.08) Relationship with direct manager (Drop Down)
               1 Not effective
               2 Somewhat effective
               3 Effective
               4 Very effective



(9.3.7) How important are the following in determining Marketing's training program offerings?
(Grid)

       (9.3.7.01) Changes in business strategy (Drop Down)
               1 Not important
               2 Somewhat important
               3 Important
               4 Very important
       (9.3.7.02) Changes in Marketing's role and related skills requirements (Drop Down)
               1 Not important
               2 Somewhat important
               3 Important
               4 Very important
       (9.3.7.03) Individual development needs (Drop Down)
               1 Not important
               2 Somewhat important
               3 Important
               4 Very important
       (9.3.7.04) Manager/supervisor training needs (Drop Down)
               1 Not important
               2 Somewhat important
               3 Important
               4 Very important



(9.3.8) Within the Marketing organization, which statement best describes feedback to employees
about their performance? (Single Choice)

               1 Feedback is discretionary and informal
               2 Feedback is provided during a formal annual interview
               3 Feedback is provided on a scheduled basis more frequently than annually
               4 Feedback is provided on an ongoing basis throughout the year
               5 We use a 360-degree performance evaluation for all employees
360-degree feedback, also known as multi-rater feedback, multisource feedback, or multisource
assessment

(9.3.9) Within the Marketing organization, for which categories of employees do you conduct
formal succession planning? (Grid)

       (9.3.9.01) Senior Management (Yes/No)
               1 Yes
               2 No
       (9.3.9.02) Jobs that require critical skills (Yes/No)
               1 Yes
               2 No
       (9.3.9.03) Key jobs only (Yes/No)
               1 Yes
               2 No
       (9.3.9.04) All jobs (Yes/No)
               1 Yes
               2 No



(9.3.10) Within the Marketing organization, for which categories of employees have you developed
formal retention plans? (Grid)

       (9.3.10.01) Senior Management (Yes/No)
               1 Yes
               2 No
       (9.3.10.02) High potential employees (Yes/No)
               1 Yes
               2 No
       (9.3.10.03) Employees with critical skills (Yes/No)
               1 Yes
               2 No
       (9.3.10.04) Succession candidates (Yes/No)
               1 Yes
               2 No



Marketing Technology and Other Costs



(9.4.1) What is the annual IT expenditure for non-labor related costs to support Marketing for this
location? (Includes license fees for software, amortization/depreciation on capitalized
hardware/software, data and voice networking, data storage, etc.) (Currency)

Help Text: Please include the non-labor component cost of providing computer processing
software, hardware and Management Information Services (MIS) to the organization for the given
processes. Exclude one-time capital investments for hardware and purchased software. Typical
non-labor technology costs include: 1. Computer processing -- charges associated with the use of a
computer for running specific functional applications. These charges are typically billed to the
department by an MIS department or a computer data center and are based on variables such as
transaction volume, connect time, cycle time and storage media/volumes. 2. Computer hardware
and software -- charges associated with the purchase, lease, rental, depreciation or maintenance of
computer equipment, including personal computers, minicomputers, mainframe computers and
related peripherals and communication networks and amortization of software. NOTE: do not
double-count hardware costs included in any computer processing charges received from a MIS
department or computer data center.
(9.4.2) What is the annual IT expenditure for labor related costs to provide IT support for
Marketing at this location?

(Includes help desk support, MIS support, maintenance support, etc.) (Currency)

Help Text: Please include all labor related charges associated with the development and ongoing
support of systems and software applications for this function. FTE costs are captured as a lump
sum amount in the labor related technology costs. Exclude one-time capital projects such as
installation of an ERP application. FTEs could be in an IT organization or marketing organization to
be considered part of the labor related technology costs. Do not allocate more than 100% of their
FTE time or costs if reporting in both process and technology.



(9.4.3) What is the annual facilities and overhead costs (e.g., rent, building depreciation, utilities,
etc.) for the Marketing processes rendered at this location? (Currency)

Help Text: Facilities can be allocated by head count or by square footage.



(9.4.4) What is the annual travel and expense cost for the Marketing processes rendered at this
location? (Currency)

Help Text: Only include travel and travel-related expenses that are related to the marketing
organization.



(9.4.5) What is the annual training cost for the Marketing processes at this location? (Currency)

Help Text: Include all the company sponsored internal and external training costs for the Marketing
FTEs reported.



(9.4.6) What is the annual other cost (e.g., supplies, magazines, memberships, postage, etc.) for the
Marketing processes at this location? (Currency)

Help Text: Please include all remaining expenses, excluding personnel-related and systems-related
expenses. Other expenses typically include supplies, magazines, memberships, postage expenses,
etc. Only include expenses that are related to the marketing organization.



Marketing Communications FTEs and Costs
(9.5.1) What are your Internal and External FTE counts and fully loaded labor costs for the process
of Marketing Communications? (Grid)



(9.5.2) What are your total outsourcing costs for the process of Marketing Communications? (Grid)

Help Text: Outsourcing Costs -- external costs associated with the delivery of the process or service.
Outsourcing costs are typically fees paid to 3rd party firms to manage a process or activity. Labor
related Outsourcing Costs: Labor related outsourcing includes the external costs to support process
activities that if they were not outsourced would likely be performed by some type of internally
staffed positions. Examples include strategic consulting, process level consulting, manual data
entry, or other activities in which your organization receives support within a process but has
limited to no visibility into the supporting tools utilized by the third party or the number of staff
involved.

Technology related Outsourcing Costs: Technology related outsourcing includes the external costs
to support processes for hosted applications, online content providers and/or online service
providers. A hosted application typically resides on the vendor's system but is visible and actively
utilized by internal staff within your organization.

In cases where the third party is providing a package of services for the process including both the
hosted application and the support services, the cost should be split between labor and technology
related outsourcing costs based on an estimate of the contract value of each of the two services on
an individual basis.



(9.5.3) Provide any additional costs for the process of Marketing Communications that were not
already reported as Labor or Outsourcing costs. (Grid)



Marketing Communications Volumes and Practice Questions



 (9.6.1) What percentage of time within Demand Stimulation/Lead Generation is spent on the
following activities? (Grid)

       (9.6.1.01) Advertising (Percentage)
       (9.6.1.02) Promotions (Percentage)
       (9.6.1.03) Events (Percentage)
       (9.6.1.04) Other (Percentage)
(9.6.2) How much of the total media spend was on the following? (Grid)
       (9.6.2.01) Local Market Advertising (Currency)
       (9.6.2.02) Regional Advertising (Currency)
       (9.6.2.03) National Advertising (Currency)
       (9.6.2.04) International Advertising (Currency)



(9.6.3) What percentage of time within Marketing Communications is spent on the following
activities? (Grid)

       (9.6.3.01) Public Relations (Percentage)
       (9.6.3.02) Coordination with Research & Development (Percentage)
       (9.6.3.03) Coordination with Sales (Percentage)
       (9.6.3.04) Coordination with Others (Percentage)



(9.6.5) How would you describe internal customer information? (Grid)

       (9.6.5.01) Accuracy of customer information to support marketing campaigns (Drop Down)
               1 Inadequate
               2 Acceptable
               3 World Class
       (9.6.5.02) Easily access your customer database (Drop Down)
               1 Inadequate
               2 Acceptable
               3 World Class



(9.6.6) What is your new customer/client growth rate? (Grid)

        (9.6.6.01) University to Customer (Percentage)
       (9.6.6.02) University to Business (Percentage)



(9.6.7) What is your customer/client retention rate? (Grid)

       (9.6.7.01) University to Customer (Percentage)
       (9.6.7.02) University to Business (Percentage)
(9.6.8) What is your customer satisfaction rate? (Grid)

       (9.6.8.01) University to Customer (Percentage)
       (9.6.8.02) University to Business (Percentage)



(9.6.9) Does your organization track campaign performance with purpose codes (geo, product,
etc.)? (Single Choice)

               1 Track using geography
               2 Track using product line or product
               3 Track using marketing source
               4 Track using channel
               5 Other



(9.6.10) How frequently do you report on the achievement of Marketing goals/KPIs? (Single
Choice)

               1 Weekly
               2 Monthly
               3 Quarterly
               4 Semi-Annually
               5 Annually
               6 Other
       KPI is a Key Performance Indicator



(9.6.14) How many total leads were generated as a direct result of campaigns over the collection
period? (Grid)

       (9.6.14.01) University to Customer (Number)
       (9.6.14.02) University to Business (Number)



(9.6.15) What is the average number of campaigns for each of the following campaign types? (Grid)

       (9.6.15.01) Brand advertising/promotion (Number)
        (9.6.15.02) Product advertising/promotion (Number)
       (9.6.15.03) Distribution partners (Number) (Not applicable for Higher Ed)
       (9.6.15.04) Channel partners (Number) (Not applicable for Higher Ed)
       (9.6.15.05) Service advertising/promotion (Number)
        (9.6.15.06) Other (Number)



(9.6.17) How would you rate the availability of existing and prospective customer information in
support of a marketing campaign? (Single Choice)

               1 None
               2 Low
               3 Medium
               4 High



(9.6.18) How would you rate your ability to access customer information, research and analytics in
support of promotions planning and execution? (Single Choice)

               1 None
               2 Low
               3 Medium
               4 High



(9.6.19) How would you rate your ability to track marketing campaigns targeted to support sales?
(Single Choice)

               1 None
               2 Low
               3 Medium
               4 High



(9.6.20) What is the average duration of your campaigns in days? (Grid)

Help Text: Days should be the elapsed days (e.g., calendar days) and not work/business days

       (9.6.20.01) University to Customer (Number)
       (9.6.20.02) University to Business (Number)
      Campaign examples = IUPUI “Where Impact is Made” or “Where Impact is Made –
Everyday”, IU Bloomington Street Smart, Flu Season Information, Construction/Traffic Flow mini
campaign, etc.



(9.6.22) What is the primary reason for using an agency? (Single Choice)

               1 Cost
               2 Market expertise
               3 Industry expertise
               4 Resource capacity
               5 Timeliness
               6 Other



(9.6.23) What are your PR agency costs? (Grid)

       (9.6.23.01) Company PR (Currency)
       (9.6.23.02) Product PR (Currency)
       (9.6.23.03) Other PR (Currency)


(9.6.24) What is your response rate on direct response marketing campaigns by each of the
following categories? (Grid)

       (9.6.24.01) Mail (Percentage)
       (9.6.24.02) E-mail (Percentage)
       (9.6.24.03) Phone (Percentage)
       (9.6.24.04) In-person (Percentage)
       (9.6.24.05) Other (Percentage)



(9.6.25) On average, what percent of your campaigns achieve their goals? (Percentage)



(9.6.27) What was the total dollar value of sales generated as a result of campaigns? (Currency)

Help Text: Enter the monetary value in the currency being used for this location as part of data
collection (e.g., the same currency as the labor and outsourcing costs being entered)
(9.6.28) What are the current capabilities of your website? (Grid)

       (9.6.28.01) Organize product displays based on a customer's known preferences (Yes/No)
               1 Yes
               2 No
       (9.6.28.02) Sell content to customers (Yes/No)
               1 Yes
               2 No
       (9.6.28.03) Upsell products/services to customers (Yes/No)
               1 Yes
               2 No
       (9.6.28.04) Generate advertising revenue (Yes/No)
               1 Yes
               2 No
       (9.6.28.05) Imbed links to external, non-company sites (Yes/No)
               1 Yes
               2 No
        (9.6.28.06) Perform competitive comparisons (pricing, etc.) (Yes/No)
               1 Yes
               2 No




Brand and Product Management FTEs and Costs



(9.7.1) What are your Internal and External FTE counts and fully loaded labor costs for the process
of Brand and Product Management? (Grid)



(9.7.2) What are your total outsourcing costs for the process of Brand and Product Management?
(Grid)

Help Text: Outsourcing Costs -- external costs associated with the delivery of the process or service.
Outsourcing costs are typically fees paid to 3rd party firms to manage a process or activity. Labor
related Outsourcing Costs: Labor related outsourcing includes the external costs to support process
activities that if they were not outsourced would likely be performed by some type of internally
staffed positions. Examples include strategic consulting, process level consulting, manual data
entry, or other activities in which your organization receives support within a process but has
limited to no visibility into the supporting tools utilized by the third party or the number of staff
involved.

Technology related Outsourcing Costs: Technology related outsourcing includes the external costs
to support processes for hosted applications, online content providers and/or online service
providers. A hosted application typically resides on the vendor's system but is visible and actively
utilized by internal staff within your organization. In cases where the third party is providing a
package of services for the process including both the hosted application and the support services,
the cost should be split between labor and technology related outsourcing costs based on an
estimate of the contract value of each of the two services on an individual basis.




Brand and Product Management Volumes and Practice Questions



(9.8.2) If available, what percent of the market does your company's products/services own?
(Percentage)



(9.8.3) What percentage of new products/services (commercialized in the last 12 months) achieved
the market objectives set for the first 12 months of release? (Percentage)




(9.8.11) To what degree are pricing administration activities automated? (Single Choice)

                1 None
                2 Low
                3 Medium
                4 High




(9.8.13) Do you use a central system for storing and sharing marketing materials? (Yes/No)

                1 Yes
               2 No
Examples: NetXposure Digital Asset Management System, Hobsons CRM, Talisma CRM, etc.?



Marketing Planning and Strategy FTEs and Costs



(9.9.1) What are your Internal and External FTE counts and fully loaded labor costs for the process
of Marketing Planning and Strategy? (Grid)

(9.9.2) What are your total outsourcing costs for the process of Marketing Planning and Strategy?
(Grid)

Help Text: Outsourcing Costs -- external costs associated with the delivery of the process or service.
Outsourcing costs are typically fees paid to 3rd party firms to manage a process or activity. Labor
related Outsourcing Costs: Labor related outsourcing includes the external costs to support process
activities that if they were not outsourced would likely be performed by some type of internally
staffed positions. Examples include strategic consulting, process level consulting, manual data
entry, or other activities in which your organization receives support within a process but has
limited to no visibility into the supporting tools utilized by the third party or the number of staff
involved.

Technology related Outsourcing Costs: Technology related outsourcing includes the external costs
to support processes for hosted applications, online content providers and/or online service
providers. A hosted application typically resides on the vendor's system but is visible and actively
utilized by internal staff within your organization. In cases where the third party is providing a
package of services for the process including both the hosted application and the support services,
the cost should be split between labor and technology related outsourcing costs based on an
estimate of the contract value of each of the two services on an individual basis.




Marketing Planning and Strategy Practice Questions



(9.10.1) What percent of time within Marketing Strategy & Planning is spent on: (Grid)

       (9.10.1.01) Alliance/Partnership Management (Percentage)
       (9.10.1.02) Brand Management (Percentage)
        (9.10.1.03) Channel Management (Percentage)
       (9.10.1.04) Marketing Research (Percentage)
       (9.10.1.05) Strategic Marketing Planning (Percentage)



(9.10.3) How often are the results and effectiveness of marketing programs tracked and reviewed?
(Single Choice)

               1 Monthly
               2 Quarterly
               3 Annually
               4 Reviewed but not on a standard frequency
               5 Not reviewed



(9.10.7) Do you utilize 3rd party data or research to monitor or analyze market and competitive
pricing? (Single Choice)

               1 We utilize a 3rd party for all research
               2 We utilize a 3rd party for special projects
               3 We conduct all research in-house
               4 We do not conduct research



(9.10.9) How many standard marketing performance reports were prepared? (Number)



Marketing Research and Analytics FTEs and Costs



(9.11.1) What are your Internal and External FTE counts and fully loaded labor costs for the process
of Marketing Research and Analytics? (Grid)



(9.11.2) What are your total outsourcing costs for the process of Marketing Research and Analytics?
(Grid)

Help Text: Outsourcing Costs -- external costs associated with the delivery of the process or service.
Outsourcing costs are typically fees paid to 3rd party firms to manage a process or activity. Labor
related Outsourcing Costs: Labor related outsourcing includes the external costs to support process
activities that if they were not outsourced would likely be performed by some type of internally
staffed positions. Examples include strategic consulting, process level consulting, manual data
entry, or other activities in which your organization receives support within a process but has
limited to no visibility into the supporting tools utilized by the third party or the number of staff
involved.

Technology related Outsourcing Costs: Technology related outsourcing includes the external costs
to support processes for hosted applications, online content providers and/or online service
providers. A hosted application typically resides on the vendor's system but is visible and actively
utilized by internal staff within your organization. In cases where the third party is providing a
package of services for the process including both the hosted application and the support services,
the cost should be split between labor and technology related outsourcing costs based on an
estimate of the contract value of each of the two services on an individual basis.



(9.11.3) Provide any additional costs for Research (marketing, customer, competitor data, etc.) for
Marketing Research and Analytics that were not already reported as Labor or Outsourcing costs.
(Currency)




Marketing Research and Analytics Practice Questions



(9.12.1) How many custom research requests were fulfilled in the benchmark period? (Number)



(9.12.2) In research and analytics what percent of time is spent collecting vs. analyzing data? (Grid)

        (9.12.2.01) Percent of time spent collecting data (Percentage)
        (9.12.2.02) Percent of time spent analyzing data (Percentage)



(9.12.3) What % of the time do you leverage external data to produce and/or support a research
report? (Percentage)



(9.12.4) Is there an integrated database to store market research and analytics data? (Single
Choice)

                1 We do not leverage a research database
                2 We leverage multiple, stand-alone databases
                3 We leverage multiple, integrated databases
                4 We leverage one, integrated database
(9.12.5) On average, what is the cycle time in days to respond to customer research requests?
(Number)



(9.12.6) To what degree are your marketing customer databases integrated with 3rd party and
syndicated data sources? (Single Choice)

               1 None
               2 Low
               3 Medium
               4 High



(9.12.7) To what degree are your marketing customer databases integrated with one another?
(Single Choice)

               1 None
               2 Low
               3 Medium
               4 High



 (9.12.8) To what extent is the internet/intranet used to support the marketing performance
reporting process? (Single Choice)

               1 None
               2 Low
               3 Medium
               4 High



(9.12.9) What percent of the time is the analytical focus on proactive decision-making and planning
rather than historical reporting? (Grid)

       (9.12.9.01) Proactive decision-making focus (Percentage)
       (9.12.9.02) Historical focus (Percentage)



(9.12.11) How would you rate the quality of available customer information? (Single Choice)
               1 None
               2 Low
               3 Medium
               4 High



Marketing Function Management FTEs and Costs



(9.13.1) What are your Internal and External FTE counts and fully loaded labor costs for the process
of Marketing Function Management? (Grid)



(9.13.2) What are your total outsourcing costs for the process of marketing function management?
(Grid)

Help Text: Outsourcing Costs -- external costs associated with the delivery of the process or service.
Outsourcing costs are typically fees paid to 3rd party firms to manage a process or activity. Labor
related Outsourcing Costs: Labor related outsourcing includes the external costs to support process
activities that if they were not outsourced would likely be performed by some type of internally
staffed positions. Examples include strategic consulting, process level consulting, manual data
entry, or other activities in which your organization receives support within a process but has
limited to no visibility into the supporting tools utilized by the third party or the number of staff
involved.

Technology related Outsourcing Costs: Technology related outsourcing includes the external costs
to support processes for hosted applications, online content providers and/or online service
providers. A hosted application typically resides on the vendor's system but is visible and actively
utilized by internal staff within your organization. In cases where the third party is providing a
package of services for the process including both the hosted application and the support services,
the cost should be split between labor and technology related outsourcing costs based on an
estimate of the contract value of each of the two services on an individual basis.



(9.13.3) Provide any additional costs for the process of Marketing Function Management, marketing
incentives that were not already reported as Labor or Outsourcing costs. (Currency)




Marketing Function Management Practice Questions
(9.14.1) To what degree is marketing compensation linked to achievement of functional goals?
(Single Choice)

               1 None
               2 Low
               3 Medium
               4 High



(9.14.2) What is the average number of days from date of hire for a marketing professional to be
considered fully productive? (Number)



(9.14.3) Over the next 12 month period, if you are anticipating growth or reduction in your overall
marketing resources, what percentage are you expecting? (Number)



(9.14.4) How many levels (layers) of management exist between the lowest level marketing
resource and the most senior company executive? (Number)



(9.14.5) Do you leverage process improvement tools and techniques? (Grid)

       (9.14.5.01) Benchmarking (Yes/No)
               1 Yes
               2 No
       (9.14.5.02) Consulting (Yes/No)
               1 Yes
               2 No
       (9.14.5.03) Six Sigma (Yes/No)
               1 Yes
               2 No
       (9.14.5.04) Process improvement office (Yes/No)
               1 Yes
               2 No
        (9.14.5.05) Other (Yes/No)
               1 Yes
               2 No


        Six Sigma is defined as a method that seeks to improve the quality of process outputs by
identifying and removing the causes of defects (errors) and minimizing variability in manufacturing
and business processes. It uses a set of quality management methods, including statistical methods,
and creates a special infrastructure of people within the organization ("Black Belts", "Green Belts",
etc.) who are experts in these methods. Each Six Sigma project carried out within an organization
follows a defined sequence of steps and has quantified financial targets (cost reduction or profit
increase).

				
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