Accenture-CMO-Insights-2014-pdf

Accenture Interactive
CMOs: Time for
digital transformation
Or risk being left on the sidelines

About the research
The 2013/14 CMO Insights survey is the fourth
in a series of studies sponsored by Accenture and
aimed at understanding the opinions, challenges
and points of view of senior marketing executives
from around the world.
Results are based on the responses of key marketing decision
makers around the world:
581
11
10
The survey was in the field from November 2013 to January 2014.
Senior marketers
Countries
Industries
Global respondent distribution:
Countries included:
36%
North America
33% Europe, Africa
and Latin America (EALA)
Australia
Brazil Canada France China Germany
31% Asia Pacific
Countries (APAC)
Italy
Japan
Singapore
United
Kingdom
United
States
Industries surveyed:
Automotive Banking
Consumer goods Electronics Insurance
Life sciences Media
Retail Telecoms
Travel and tourism
Respondent demographics:
9%
91%
At least $500 million in annual revenue
At least $1 billion in annual revenue
Significant sales growth (>5%)
31%
55%
14%
Little or flat sales growth (0-5%)
Negative sales growth (

Insights from leading marketers
around the world
Executive Summary
Digital is changing the world and
chief marketing officers (CMOs)
know it. They are embracing
digital channels with fervor, but
it’s time to do more. The prize is
not mastery of the channels but
command of the opportunities
to delight customers and drive
superior business outcomes.
Then the reward for customers
and marketers alike becomes
relevant and seamless experiences
from brand promise through
brand delivery.
This is a digital transformation that
requires an outside-in or customer-focused
orientation. Given CMOs’ understanding
of the brand and the customer, they are
the natural leaders, able to envision a
transformation that bridges the entire
customer experience, including sales, service
and product. The ability to wield, rather than
be overwhelmed by, digital technologies
will be critical, as will cutting across current
functional boundaries. By collaborating with
other C-suite executives and drawing on
external partners to boost internal expertise,
CMOs can become more visible change
agents for digital transformation.
These are some of the key findings from
the 2014 Accenture Interactive CMO Insights
survey of nearly 600 senior marketing
executives from 11 countries and 10 industries. 1
The findings suggest that CMOs are selling
themselves short. The question isn’t whether
they can effectively take advantage of digital
channels—they are proving they can—but
whether they can be catalysts working across
the organization to welcome the broader
digital opportunities and protect against
the digital threats.
Winning CMOs:
• Lead and transform the marketing
role as a digital perspective transforms
the enterprise.
• Embrace the full omni-channel
customer experience.
• Integrate channels with real-time
analytics and then act on the insights.
• Invest in agile technologies and
cloud-based services.
• Re-orient the marketing operating model
and integrate new talent to harness
digital innovation.
As every business becomes a digital business,
C-suite executives will need to collaborate
to drive successful digital transformation.
No CMO wants to be left on the sidelines.
A new generation of digital natives is fast
approaching—with emerging roles such as
chief digital officer, chief customer officer
and chief experience officer included in the
digital lineup. Sidestepping the confines
of traditional marketing to deliver a
more relevant and integrated customer
experience across the business, will help
ensure the future of the CMO on the
digital playing field.
1
All tables and research data provided in this report reference findings from this survey unless otherwise stated.

Seeing the full
digital opportunity
The marketing world is changing fast and digital opportunities are leading the
charge. Fully three-quarters of respondents (78%) to Accenture’s research believe
that marketing will undergo fundamental change over the next five years. Also not
surprising: of the top three changes cited, analytics, digital and mobile are the key
drivers. High-growth companies 2 in particular say their investments in these three
areas are paying off, especially to improve customer experience.
78 %
2014 – 2019
Areas of fundamental change for marketing over the next five years (%)
Analytics skills will be a core competence of marketing
42
5/10
7/10
Digital budgets will account for over 75% of the marketing budget
37
Mobile will account for over 50% of the marketing budget
35
Marketing will become more of an on-demand information provision function
34
86 %
Marketing, Sales, and Customer Service will be merged into a single function
34
We will not know what a marketing campaign will look like in advance:
campaigns will unfold in real time, depending on the individual needs
and intents of each customer across every device and channel
32
Earned media will be more important and receive more support than
paid and owned media
27
Marketing and IT will be merged into a single function
26
71 % 57 %
CMOs will be the most important relationship for CEOs, surpassing the CFO
and other C-suite executives
21
We will be known as a digital company
21
2
High-growth companies are self-identified and have an increase of 6% or more in annual sales.

CMOs predict that:
• Analytical skills will become
a core competence.
• Digital budgets will account for more
than 75% of the marketing budget.
• Mobile will account for more than
50% of the marketing budget.
What is surprising is that CMOs do not seem
to be fully engaged. The proof? Only 21% of
CMOs believe their company will be known
as a digital business in five years. To be part
of the enterprise digital transformation that
every business needs to undertake for survival,
CMOs need to extend their vision of
marketing and its scope.
Meanwhile, emerging-market CMOs tell
an entirely different story. Some 69% believe
it is important to transform into a digital
business, compared to 49% of maturemarket
CMOs. The gulf further widens
when asked the importance of transforming
third parties (vendors, partners or
independent distributors) to a digital
model (69% emerging vs. 41% mature).
Emerging markets
jump ahead
Only 18% of CMOs in established markets
believe their company will become known
as a digital business, but one-third (32%)
of senior marketing leaders in emerging
markets think that way. Marketers in
emerging countries also are twice as
confident in their ability to transform into
a digital business (70% vs. 38% in mature
economies). While they’re willing to try a
variety of methods to achieve their strategic
marketing objectives, emerging-market
CMOs are much more likely to initiate or
complete a companywide transformation
to become more digitally focused
(71% vs. 42% for mature markets).

Confidence in 78 digital
%
channels on the
2014 – 2019
rise
While most marketers have not
yet committed to thinking of their
companies as digital businesses,
they are definitely on board with
digital channels, investing more,
focusing more and achieving
more results.
Making more and better use of digital
channels is one of the key areas to show a
significant jump in marketers’ confidence over
the past year, with a 10% increase. Year-onyear
improvements in channel effectiveness
show that digital channels lead the way, with
online display advertising, search engine
optimization, mobile and social media all
ranking highly.
10 % OT
7/10
5/10
Increase in channel effectiveness since 2012 (%)
Email 2014 34 24 58 Events
2014 35 27 62
2012 31 13 44
2012 35 23 58
Online display 2014 36 23 59 86 Print
% 2014 37 22 59
advertising
advertising 84 % 80
2012 30 19 49
2012 37 18 55
Search engine 2014 37
24 61 Existing customer 2014 32
36 68
recommendations
2012 33 19 52 (Word of mouth) 2012 39 26 65
Radio advertising 2014 30 18 48
Direct mail 2014 31 20 51
2012 28 11 39
2012 33 15 48
TV advertising 2014 32 27 59 In-person contact 2014 34 35 69
with the front-line
2012 29 22 51 employees 2012 37
31 68
Mobile
2014 33 25 58 Corporate website 2014 49 35 % 28 63 49
2012 32 18
71 % 50
2012 38 24 62
57 %
Social media
2014
2012
34 22 56
30 18 48
Sponsorships/
Partnerships
2014
2012
34 25 59
36 23 59
Media coverage
2014
2012
35 26 61
32 22 54
Telemarketing 2014 29 19 48
2012
35 23 58
Branded content
2014
2012
37 23 60
32 21 53
Video 2014 31 24 55
Education channels 2014 30 21 51
Fairly effective
Very effective
SMS/Text messaging 2014 27 20 47

The death of telemarketing?
Telemarketing slid precipitously as an
effective channel from 2012 to 2014.
Effectiveness dropped from 58% to 48%;
perhaps as a result, its importance
dropped from 74% to 51%.
The rise of an old standby
While telemarketing fell, low-cost email
rose as an effective channel. As email’s
importance improved from 58% to 66%,
its effectiveness increased commensurately,
from 44% to 58%.
Meanwhile, a generational divide is
opening up with respect to mobile.
Marketing executives who grew up with
digital devices—those under 35—give
significantly more weight to mobile (38%)
than their more seasoned colleagues (18%).
Mobility is a game changer for younger
marketing executives. Seven out of 10
marketers aged 50 and younger believe that
mobile is an important channel for reaching
customers and prospects, compared with
fewer than five out of 10 aged 51 and older.
This is the difference between digital natives—
those who were raised with digital channels—
and those who have had to adapt to digital.
For younger marketers, 78 mobile % is not a
channel but a lifestyle.
2014 – 2019
Budgets for digital marketing also continue
to rise. Today, 39% of businesses surveyed
spend more than $100 million on digital
marketing. Slightly more (41%) expect that
budget to rise by more than 5% in their next
fiscal year. Only 8% see any kind of cutback
in digital marketing spending next year.
Size of 2014 digital marketing budget (%)
>$1 billion
$501m–1 billion
3
9
5/10
7/10
$101–500m
27
$51–100m
$26–50m
12
13
$25m or less
Don’t know
13
Expected change in 1 year (%)
Increase >10%
14
Increase 6–10%
Increase 1–5%
Stay the same
23
26
27
25
86 %
7/10 marketers under
50 believe that mobile
is an important channel
for reaching customers
and prospects, compared
to 5/10 over 51
Decrease 1–5%
6
Decrease >5%
2
71 % 57 %

High performers harness
digital potential
Digital channels are proving
pivotal to how an entire
organization competes,
innovates and enhances
the customer experience.
High-growth companies in
Accenture’s research say that
78 %
78 %
analytics and digital channels
became significantly more
important between 2012 and
2014—analytics by 15 points
(from 71% to 86%) and digital
channels also by 15 points
(from 69% to 84%). At the
same time, it became easier to
succeed in both of these areas
for high-growth companies,
CMOs in low-growth companies should take
note of the areas their better-performing
colleagues rate as important to their
success. Gaps as much as 20 points or more
are reported in the very areas that help
marketing perform better—analytics, digital
channels and technology, for example.
78 %
As high-growth companies demonstrate,
digital’s potential stretches way beyond a
2014 – 2019 2014 – 2019 2014 – 2019
new distribution channel. Digital represents a
wave of transformational opportunities—and
threats—that comprise the ecosystem in
which we live, work and play. In this digital
world, technology is changing the game
10 % and
consumers are making—and breaking—the
rules. That makes every business a digital
OTHER
business, whether it sells widgets or WiFi.
Every business requires a digital orientation,
meaning a digital focus in all business
CMO
processes and functions.
1 %
7/10 7/10 7/10
5/10
86 %
10 % 10 % 1 % 1 %
which reaped the rewards of
more 5/10 intense investment 5/10
and resourcing.
High-growth vs low-growth research findings
86 % 86 %
84 %
84 %
84 %
80 % 80 %
High-growth companies High-growth companies High-growth companies
use data and analytics
49 %
49 %
71 provide
49
a %
71 to recognize 49 %
strategic 49 % 49 %
consistent
% %
improve marketing impact: importance of digital customer experience across
86% vs. 65% channels: 84% vs. 67% all channels: 80% vs. 59%
57 % 57 %
71 % 57 % 80 %
OTHER
CEO
35 %
OTHER
CMO
CEO
35 %
CMO
35
CEO

High performers make more and better use of digital capabilities in 2014 (%)
Using data and analytics to improve marketing impact 38 17 55
Making more or better use of digital channels 35 19 54
Using technology to improve marketing impact 35 18 53
Expanding into new geographic markets 31 20 51
Increasing sales to current customers 29 20 49
Improving the trust/integrity in your brands and corporate image 33 16 49
Improving the operational effectiveness of marketing workforce 30 19 49
Measuring return on marketing investment 33 15 48
Improving the effectiveness of marketing operations 29 19 48
Reducing the costs of marketing operations—project duration, work effort,
cost of quality, third party spend, etc.
31 16 47
Providing a consistent customer experience across all channels 33 14 47
Actively managing the company’s corporate/brand reputation 27 19 46
Improving promotion effectiveness of marketing campaigns 28 18 46
Responding to shifting consumer demographics 32 14 46
Reallocating and re-skilling resources across paid, earned, and owned media 29 17 46
Internally synchronizing the end-to-end customer experience, across
marketing, sales and service
30 15 45
Improving customer retention/loyalty 27 18 45
Acquiring new customers 24 19 43
Enabling agile, timely, and relevant marketing 21 22 43
Easier to succeed
Much easier to succeed

Customer experience
lags behind
The point of efficient digital
channels, of course, is to ensure
that they are effective as well, and
the biggest proof of effectiveness
lies in the customer’s interactions
with the brand.
Some 77% of marketers say it is essential
or very important to deliver an effective
customer experience for their company,
but only 62% think they’re doing a good job.
High-growth companies are more focused
on the importance of customer experience
(89%), compared to only 60% of
low-growth companies.
And customer experience is the #1 recipient
of investments among high-growth
companies (at 69%) out of 26 options, versus
40% for low-growth companies. Clearly,
high-growth companies have grasped a key
insight: today’s digital customer expects a
relevant and delightful customer experience
at all times and across all channels.
A seamless brand experience is key for today’s
tech-savvy, multi-device-owning customer.
Interesting then, only one-third of highgrowth
companies report their online and
offline analytic capabilities are completely
integrated across all functions—though
that is considerably more than the 14% of
low-growth companies and 19% of average
growers. The reality is that challenges still
exist for all companies looking to integrate
offline and online channels.

Customer experience ranks very highly on the CMO agenda but performance is lagging importance
By Sales Growth (%)
How important is delivering an effective
customer experience to your company?
How successful is your company in delivering
effective customer experiences?
Increased (>5%) 31 58 89
Stayed the same (0–5%) 45 32 77
Decreased (

Who’s driving digital
transformation?
A digital orientation can enable
nothing less than complete
transformation of the operating
and business model. More
than half (52%) of C-suite
executives, recently surveyed by
Accenture and The Economist
Intelligence Unit expect digital
to cause significant change or
complete transformation in
their industries. 3 So great is the
expected transformation that
42% of executives expect the
biggest barrier to implementing
digital business initiatives will be
managing change.
So where is the CMO in this transformation?
Barely visible. One-third of C-suite executives
(35%) say the CEO is responsible for digital
innovation. The chief technology officer
and chief information officer follow closely
at 23% and 22% respectively. The CMO,
however, is at 1%.
OTHER
CMO
10 % 1 %
The rise of the CDO
It’s a title you hear more and more as digital
capabilities take hold. Chief digital officers are
deeply committed to a digital vision. They act as
a catalyst for digital transformation, someone
the CMO should work closely with to enable a
84 % 80 %
cross-functional focus on customer experience.
CDOs are concerned with every digital
touchpoint—where data is going and how
it is used. According to the survey findings,
CDOs think they do a very good job in areas
like efficiently running the same content and
campaigns across multiple branded websites
(60% vs. 50% for CMOs) and improving the
e-commerce platform (60% vs. 45%).
49 % 49 %
CEO
35 %
CDOs also are staunch believers in the
marketing function. They are very likely to
say that CMOs will be the most important
relationship for the CEO over the next five
years, surpassing other C-suite executives.
The question is not whether CMOs can
effectively take advantage of digital
channels; it’s whether they can be a
change agent, helping the organization
embrace the broader digital opportunity
and protect against the broader digital
threats. The CMO is well positioned to
assume this role because the opportunities
and threats are all about the customer,
the brand, the interface with the customer
and how the customer is empowered.
No one should have the pulse of that
better than CMOs.
However, they are so focused on leveraging
digital channels that they are missing the
full potential of the broader digital playing
field. This has given rise to a variety of new
roles, such as chief digital officers (CDOs),
emerging to fill the gap and join the team.
3
Accenture and The Economist Intelligence Unit, The Global Agenda: Competing in a Digital World, CEO Briefing 2014.

The biggest barriers
to digital integration
With the increasing pace of
technology and device innovation,
it is not surprising that one in
four CMOs cite a lack of critical
technology or tools as the chief
barrier to digital integration.
Interestingly, that number remains
the same whether a company has
high-, low- or average-growth,
and it represents more than a 10%
gain over last year. CMOs know a
plethora of digital technologies to
leverage; their challenge, however,
is to rally around the right ones
for their business.
The volume and variety of today’s
technology can easily overwhelm.
It comes in smaller, more flexible
solutions than the big CRM systems of
old, putting a premium on knowing a
wide variety of providers’ products and
understanding their capabilities. What’s
more, new technologies need to be
piloted and adapted from experience.
They must be agile and modular, allowing
a test, learn and “fail fast” approach.
This can be a tall order for marketers
accustomed to working with legacy
systems on internal platforms rather
than flexible e-services in the cloud. In
collaborating with the CIO, CMOs can stay
focused on the customer experience and
cherry-pick technologies that help delight
their customers.
Barriers to performance improvement 2014 - Digital Orientation; for companies with
increased sales, little or no sales growth and decreased sales
Our organization lacks critical
technology or tools
2014 25
25
34
Our people lack the required skills 2014 13
13
22
We are not sufficiently integrated with
other business functions
We do not have sufficient senior
leadership commitment
2014 19 15
9
2014 13 8
20
We have inefficient business practices 2014 18 21
18
We lack the funding 2014
19
17
18
High performers Stayed the same Low performers

Omni-channel experience suffers
Omni-channel customer experience took a
hit last year. Performance fell across four
key metrics: ability to build long-lasting
customer relations, design and deliver
branded customer experiences, use multiple
channels strategically and leverage digital
channels. Whether high-growth or lowgrowth
company, B2B, B2C or B2B2C,
marketers also report that the importance
of offering an omni-channel experience
declined as well.
One set of numbers tells the story in sharp
relief. CMOs report that their ability to use
multiple channels strategically and in an
integrated and consistent way fell seven
points in 2014 from 2012 (from 53% to
46%), but the importance of mastering the
multi-channel customer experience fell even
more—by 14 points (from 71% to 57%).
This trend doesn’t bode well for any
industry but especially not for retail, where
the omni-channel customer experience is
fast becoming the norm. It is now a brand
differentiator, according to a recent study
Forrester conducted for Accenture and
hybris, an SAP company. 4
4
Forrester Consulting, Customer Desires Vs. Retailer Capabilities: Minding the Omni-Channel Commerce Gap,
March 17, 2014.

5/10
7/10
The talent conundrum
86 %
84 %
While senior marketers have succeeded in hiring more talent with digital,
analytical and technical skills, the impact has yet to show up in improved
performance. In fact, satisfaction with key marketing capabilities has
declined in precisely those areas where internal resourcing has increased.
Capabilities in customer and digital
analytics, for example, show a 10-point
decline in satisfaction from last year to
this year. Customer experience and
content management capabilities also
show declines in satisfaction year over
year. In all these cases, more internal
resources are being used.
Ironically, marketers say their external
partners are doing a better job. Agencies
are bringing more creative ideas and
understanding CMOs’ business better
(both 34%). Agencies also are assuming
more responsibility for digital marketing
programs and being more of a strategic
driver and partner in the planning process
(both 31%). So CMOs are not moving more
capabilities internally because external
partners are doing a poor job. Rather, they
want to upskill their own people and move
more core marketing functions inside.
The tradeoff, however—at least for the
time being—is lower satisfaction levels.
71 % 57 % 49 %
Marketers’ satisfaction
with performance of
analytics capabilities
fell 10 points to
49% last year

Time to get in the game
%
8 %
14 – 2019
There’s a larger game being played on the digital field today. Just at
the moment when CMOs are optimizing digital marketing channels,
the digital opportunity itself is expanding. It’s significantly more
profound and potentially more disruptive. To achieve CEOsubstantial
35
change, here are five ways CMOs can get in the game %
and be a vital
OTHER
partner in the digital transformation of their organization:
10 % 1 %
7/10
Embrace the full
omni-channel
customer experience.
86 %
Transform the marketing
role as a digital perspective
transforms the enterprise.
Set your sights on an enterprise-wide
digital ecosystem and the role of marketing
within it. Aim to create multi-channel,
personalized experiences for each
customer across the brand. Don’t wait for
all the technology to be ready. Select a
few channels now, offer more than one
experience and begin to test and learn.
Then review the data and shift your tactics
and technology if necessary. The key is to
start now, collaborate across the business
and keep at it.
84 %
While CMOs own the brand promise, fewer
than half (49%) say they own the customer
experience. Among high-growth companies,
however, that number jumps 10 points, to
59%. Among low-growth companies, it
falls 12 points, to 37%. Clearly sales growth
is affected when customer experience is
emphasized. All the more reason, then,
for CMOs to own it.
80 %
49 %
49 %
57 %
CMO
Some ways to do so:
• Reverse engineer marketing initiatives
around desired outcomes—which aren’t
always sales transactions.
• Empathize with your customers. Evolve
marketing initiatives to engage, share and
help your customers, rather than target,
capture and convert them.
• Engage customers in an ongoing dialogue
instead of individual transactions. Treat
your customer as a continuous relationship
that covers the whole spectrum of sales,
service, retention and loyalty.

Integrate channels with realtime
analytics and then act
on the insights.
Invest in agile
technologies and
cloud-based services.
Re-orient the marketing operating
model and integrate new talent
to harness digital innovation.
Capturing channel analytics and
presenting them in dashboards is no
longer enough. Apply your hard-earned
insights to multi-channel experiences
and ongoing experience management in
flexible and powerful ways.
Today’s technology—like today’s
customers—is non-stop. “Test, learn
and earn” is the new maxim. Move
incrementally and add e-services managed
through the cloud. As the focus on
systems gives way to a focus on the
customer, you can relax your constraints,
begin to scale and score more goals.
As you hire talent with skills in analytics,
mobile and digital, integrate them in a
way that produces different outcomes.
Talent needs to be empowered to work
together across the organization in new
operating models that recognize the
primacy of digital marketing and the
importance of customer experience.
What good is it, for example, to plug
analytics talent into a traditional
marketing operating model when you
really want an integrated, end-to-end
customer experience driven by analytics?
What good are new outcomes in old
delivery models?

Breakthrough business
performance
Business success today requires
a customer-focused digital
orientation. It starts with prioritizing
a superior and relevant customer
experience and aligning the
organization, processes and
technology to power it. It continues
with a relentless focus on delighting
your customers, reorienting your
business and flexing your platform.
Making a complete digital transformation
means aligning and executing these three
elements together, even if maturity among
them varies. High-growth companies
already have learned this lesson. They are
rapidly creating a digital ecosystem that
marries analytic insights and actions across
customers’ preferred channels. They are
attracting talent who create experiences
that allow their companies to leapfrog
the competition.
Customers are demanding a relevant and
delightful experience at all times and across
all channels. Digital, analytics and mobile
are disrupting both the marketplace and
the role of the CMO. As the customer’s chief
advocates within the enterprise, CMOs can
be the change agents who break the silos
and collaborate across the organization
to put their companies in the vanguard of
digital leadership and customer experience.
Within disruption lies opportunity—for the
enterprise and its customers and for CMOs
with a digital mindset, ready to achieve new
heights of relevance and high performance.
Enduring customer relevance requires three key elements:
Source: Accenture Interactive Digital Transformation

About the authors
Baiju Shah
Baiju Shah is the Managing Director
for Strategy & Innovation at Accenture
Interactive. He is responsible for Accenture
Interactive’s market strategy, including
acquisitions and new business services to
ensure ongoing relevance to our clients.
Baiju also oversees the line of business
focused on digital strategy, customer
experience and customer analytics. He
has worked with clients across industries,
including Verizon, Samsung and Chrysler,
on strategies to take advantage of
digital as competitive advantage. Baiju’s
expertise lies in digital strategy, customer
experiences and market adoption. His
market perspectives have been featured in
Forbes, MIT’s Sloan Management Review
and BusinessWeek.
baiju.shah@accenture.com
@baijushah
Glen Hartman
Glen Hartman is the Managing Director
for Digital Transformation at Accenture
Interactive. In this role, Glen leads
Accenture Interactive North America and
has global responsibility for Accenture’s
Digital Platforms and Operations offerings,
such as eCommerce, Content Management,
Campaign Management and Marketing
BPO. This role includes management
and integration of recent Accenture
acquisitions, including Acquity, Fjord
and avVenta. Cited by Forbes as a “top
10 influencer in digital” in 2013, Glen
leverages his 23 years of experience in
digital transformation, multi-channel and
data-driven marketing to help Accenture
clients engage customers and develop
lasting brands. Prior to Accenture Glen
was Managing Director, Digital Practice
at Harte-Hanks and helped launch the
“Agency Inside Harte-Hanks.” His market
perspectives on digital transformation and
customer experience have been featured
in Harvard Business Review, Forbes and
AdvertisingAge.
glen.a.hartman@accenture.com
@hartmanglen
Brian Whipple
Brian Whipple is the global leader of
Accenture Interactive, and is a Senior
Managing Director in Accenture’s
leadership. Brian leads all of Accenture
Interactive’s business globally including
Marketing Optimization, eCommerce
and Content Management, Digital
Transformation, and Customer Experience.
He brings a unique blend of agency
and consulting experience to Accenture
Interactive’s largest clients to help with
their IT and marketing needs, which often
include navigating the complex landscape
of agency relationships. Prior to Accenture,
Brian was Chief Operating Officer of Hill
Holliday, an advertising and marketing
services firm headquartered in Boston.
brian.whipple@accenture.com
@bhwhipple
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Accenture is a global management consulting, technology services and
outsourcing company, with approximately 289,000 people serving clients in
more than 120 countries. Combining unparalleled experience, comprehensive
capabilities across all industries and business functions, and extensive research
on the world’s most successful companies, Accenture collaborates with clients to
help them become high-performance businesses and governments. The company
generated net revenues of US$28.6 billion for the fiscal year ended Aug. 31, 2013.
Its home page is www.accenture.com.
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Disclaimer: Accenture’s CMO Insights survey uses the generic term “partner” to refer to entities such as digital agencies, specialized agencies, marketing service providers,
advertising agencies, management consultants, systems integrators and public relations firms. The use of the term “partner” in the survey, the survey results, and in this
edition of CMO Insights is not intended to, and does not, imply the existence of a legal partnership.