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Technology Marketing Research 2015 Contact: James Foulkes | [email protected] | +44 (0)20 7803 1000 Kingpin, The WireWorks, 78-83 Great Suffolk Street, London SE1 0BU Technology Marketing Research 2015 1 Contents 1. Introduction ......................................................................................................................................................................................................... 3 2. How IT purchasing works ............................................................................................................................................................................. 5 3. How marketing managers think IT purchasing works .............................................................................................................. 10 4. Buyers and marketers must be aligned - some conclusions ................................................................................................. 13 5. Takeaways: What should tech marketers do? ............................................................................................................................... 14 6. Appendix ............................................................................................................................................................................................................. 15 Technology Marketing Research 2015 2 1. Introduction The technology industry changes rapidly and at the same time so too does the way IT decisionmakers (‘ITDMs’ in this report) operate, whatever vertical industry they work in. But that sets a challenge for those of us who market technology. How do we keep up? Given that opening challenge, it is no surprise that at Kingpin we are keen researchers of ITDMs. Depending on the context, an ITDM can be anyone from an IT pro to an IT manager to an IT director or CIO – or even other directors on the board. In this year’s technology marketing report, we interviewed at length both ITDMs and technology marketers (‘TMs’ here) in the UK, Germany and France to find out what’s going on. What we found were differences by country, job title, stage of the buyer’s journey and more. Understanding these nuances can be critical. For example, busy ITDMs don’t hate being phoned up. Very few told us they never want to be contacted that way. But they do hate poor quality sales calls from those who don’t understand their business needs or even the technology that’s being touted. They especially don’t like those calls minutes after they’ve downloaded a gated white paper on a website. When it comes to influences, we’ll go on to show here that vendors’ own websites and search engines rank above technology publications and other sources. Yet a vendor’s ultimate asset – especially in the final stages of procurement – is good sales and account management. We would love to take this discussion further. Understanding ITDMs, working out the best technology marketing approaches, staying on top of trends in IT and marketing – this is what we do. We welcome your feedback to this report and hope to catch up with you soon. James Foulkes Co-founder and Director Mirza Fur Co-founder and Director Word of mouth will continue to rank above paid-for or owned media and, for now, our research shows that is still less likely to happen for large B2B technology purchases over social media than over a gin and tonic. But as we go on to say, don’t write off social media – younger ITDMs use social, even platforms such as Facebook, for information gathering. Technology Marketing Research 2015 3 Demographics Kingpin mainly interviewed senior IT decision-makers and marketing managers. Our ITDMs came from all industry verticals and had a wide range of technology and other needs. IT manager was the most common job title. The TMs we surveyed represent all kinds of technology sectors, including hardware, software, cloud and other services. Marketing manager was the most common job title. They were most likely to be aged 36-45. Fig 1: Job titles of ITDMs Fig 2: Job titles of TMs 35% IT Manager 31% 13% IT Network Manager 8% Other 10% Other 10% Senior Marketing Manager 10% 2% 2% 6% 4% Marketing Research Analyst 2% Marketing Coordinator 2% CMO 2% Fig 4: Company size of technology marketers 1-100 18% 11% 1-100 35% 44% 251-500 2,001+ 101-250 350+ 501-2,000 21% 10% 8% Marketing Junior 101-250 1 10% Head of Marketing Marketing Assistant Fig 3: Company size of ITDMs 30% Marketing Executive Marketing Specialist 4% Architect Chief Executive Officer 12% Business Owner 6% IS Manager/Director Engineering Manager/Director 20% Marketing Manager Marketing Director CIO/IT Director 21% For our methodology, please see the Appendix section. 21% http://www.ey.com/Publication/vwLUAssets/DNA_of_the_CIO/$FILE/DNA_of_the_CIO.pdf Technology Marketing Research 2015 4 2. How IT purchasing works Across the three largest European markets we asked our respondents about the decisionmakers and identifiers in their organisations for IT purchases. We also asked how the process works. As in previous studies, IT managers lead the way. Despite a lot of attention being paid to IT chiefs such as CIOs (they come second) as well as other C-level execs and other business unit heads or end users, IT managers are the most likely to identify needs. There was variation by country. CIOs (‘C-level IT’) are clearly very influential in Germany at this point, as are non-IT roles such as ‘Department head’ in France and Germany or ‘End user demand’ in the UK. The respondents in Germany are also much less likely to cite ‘Nobody specific’, while across all countries very few of our sample left such identifying to outsourcing partners, which is perhaps not so surprising given we polled those who are IT decisionmakers rather than those who have expressly outsourced IT. Fig 5: Who in the company identifies an IT need in your company? UK France Department Head 14% C-level non IT 6% Germany 37% 24% 20% C-level IT 16% 52% 7% IT Manager/Dept 44% 20% End User demand 20% Outsourced provider 2% 13% 42% 12% 22% Nobody specific 18% 37% 4% And while there is a big theme in technology media of IT spend coming from outside the IT department, for example driven by those in marketing, finance, HR and so on, our numbers didn’t support that. Our research also allows us to paint a picture of those involved in the primary procurement team (Fig 6). And who is involved at which stages? (Fig 7) purchasing decision. Obviously that’s a critical stage – though at the end of a chain of decisionmaking that takes a long time, often around 18 months. Other research backs this up. TechTarget’s 2015 Media Consumption Report found that “IT purchase decisions are made and influenced by many members of the organisation”. This was across the various European markets covered in its survey and included non-IT department roles such as “business influencer”. What can we deduce from all that? That IT procurement is a team effort and CEOs and CIOs/ IT directors are only the major player when it comes to the final Fig 6: Once a need is identified, who is involved in the primary project team? IT Manager, Head of Department, Outsourced provider, end user or other? IT Manager/Dept Department Head 62% C-Level IT End Users C-Level Non-IT Outsourced Provider 64% 83% 52% 50% 43% 26% 26% 14% 16% UK 10% 10% France Technology Marketing Research 2015 17% 23% 22% 10% 14% 2% Germany 5 Fig 7: Who is involved in the decision making of a new project in any of the following stages: Research CEO 6% 2% 5% 5% 3% 14% 4% 12% 17% 5% 5% 2% 2% 5% Vendor negotiating Final Purchasing Decision 18% 14% 17% Other Benchmarking 18% 9% IT Head/Manager CFO 8% 12% IT Director Other C-Suite Shortlisting 18% 16% 15% 18% 12% 13% 8% 8% 5% How to decide? Respondents told us ‘research’ is the first step they take in any project – ahead of an RFP process or project plan. That means they are looking for information. So where do they go? When we asked about the value and use of 15 types of sources, leading the way were ‘Direct contact with vendor’, ‘Search engine’ and ‘Vendor websites’. This shows something we have said for a long time – vendor personnel, content and owned destinations are critical. Something like a vendor’s website or email database is owned. Platforms such as social media aren’t. Social media came bottom. Taking this further, it could be seen these leading sources mean search engine optimisation (SEO), inside sales and user experience online are vital – though often not front of mind when technology companies look across all channels. Taking one step further back this also begs the question ‘What makes someone search or be aware of a brand or product?’ We begin to see a joined-up picture where tactics such as brand display advertising can be a first step in an integrated approach. Meanwhile with social media, a wide body of research suggests use is generational, that for younger ITDMs social channels will be where they go to find things out, even including platforms we associate with our non-professional lives such as Facebook. Fig 8: When researching IT products, services, and solution, can you grade the following in terms of value and use to you on a scale from 1-10 (10 being the greatest value) UK France Germany 6.9 7.3 6.5 Vendor Websites 5.9 4.3 6.4 IT Publications Print 6.2 5.4 6.5 6.4 6.2 6.3 IT Publications Online Reviews/recommendation sites Channel/Outsourced partner recommendation 6.0 4.7 6.1 Email Events Direct contact with vendor Social Media Search Twitter, Experts Exchange, LinkedIn... 5.3 2.9 5.4 Forums/Peer group online communities Peer Group Specialist bloggers Whitepapers Case Studies Search Engine Technology Marketing Research 2015 5.5 3.8 5.6 6.2 4.2 6.0 5.9 4.4 6.1 6.5 7.2 6.6 6.1 3.9 6.5 7.5 7.6 7.9 6.6 5.7 5.9 6.4 7.3 6.7 6.6 8.4 5.9 6 Lead, me? How do ITDMs feel about being contacted (Fig 9). This is a big question for technology marketers. Platform? What kind of platforms do you most frequently use when researching solutions for your company? Tablet, Smartphones, laptops, print publications, or other? We asked: Fig 9: How do ITDMs feel about being contacted UK France 10% | 10% | 14% 84% PC/Laptop 12% Print publications 18% post registration for a free trial 28% 17% post an event attendance 33% 39% Other 97% 84% 10% | 7% | 26% 4% 2% | 0% | 8% 32% 12% post a download Telephone Germany 18% | 10% | 28% Smartphone 6% I never expect to be contacted by a vendor after anything France Tablet 24% 10% 9% all of the above UK Germany 40% 19% Very few said they never expect to be contacted (Fig 9). Although the numbers are still in the minority of total respondents for each answer, there is a clear quid pro quo for access in exchange for information, networking or trial software. Research we have conducted separately suggests this is all about the ‘how’. Busy ITDMs have told us they are OK when someone who is informed and truly useful calls them. Cold, uninformed sales calls are what makes their blood boil. And what methods are preferred? Telephone and email far outstrip the older methods of post and face-to-face, as well as those who are very hands-off or don’t have a preference We wondered whether newer ways to consume information such as smartphones and tablets were making an impact on where ITDMs research their information. We found the traditional PC/laptop still rules1. Tablets and then smartphones are some way behind. But remember that the tablet was barely a category five years ago and these mobile digital devices still do slightly better than print and other channels. When we asked the same question but about signing up or contacting a vendor, the proportions were similar but telephone and other – which includes face-to-face – scored higher. Fig 10: What’s your preferred method of initial contact with vendor? By email, by phone, post, or do you prefer to initiate the contact? UK 30% By telephone By email Germany 63% 44% By post 4% Never France 37% 40% 40% 6% 22% 10% I do not have a preferred method 4% 4% Face-to-face 10% This is backed up by other research. TechTarget’s 2015 Media Consumption Report found “laptops and desktops are the primary devices used to view IT-related content” (p41) and IDG’s 2014 Customer Engagement: The Role of Content in the IT Purchase Process % Connecting Content Marketing to Sales Follow Up report found Desktop/laptop computers are used for more time each day (3.41 hours) than either smartphones (2.51) or tablets (1.51). 2 Technology Marketing Research 2015 7 When it comes to receiving vendor emails, other studies have shown some ITDMs use personal or specifically-created email accounts. IDG in its 2014 Customer Engagement report found 27 per cent of ITDMs use this tactic, which is worth noting as vendors sometimes rely only on email addresses to identify the organisations expressing an interest. Fig 11: What determines or influences what organisation you want to deal with when shortlisting vendors and solutions? UK Vendor pre-sales contact Shortlisting influences Further along the IT procurement journey, we asked our ITDMs to identify what influences them when deciding on shortlists (Fig 11). Tech publications print 14% 16% 14% 14% 14% 6% 7% 2% 26% 23% 20% Case studies 17% 10% 7% 18% 12% 33% 12% 6% 27% 24% Project team recommendations Incumbent/legacy relationship 8% 12% Peer group recommendations Channel partner recommendations 32% 10% 7% Tech publications online 12% 26% Fig 12: What is the single most important factor in determining what vendor to use for your project? UK France Compatibility with Business systems 18% Cost vs Value 18% And lastly we looked at the most important final selection factors. Could it be that relationships aren’t as important in the UK as in France and Germany? We ask the question after seeing the answer for ‘Trust’ in Fig 122. 20% 24% Vendor events face-to-face Social presence c% 18% 12% Vendor events online 30% 20% 10% 14% Vendor content via 3rd party Online community Germany 7% 20% Vendor content on their website Specialist bloggers As we have long said, vendors must respect the preferences of all would-be customers. Some frown on telemarketing or email marketing but these have their place when done well. France 24% Reliability 14% Reputation 12% Knowledge base 10% Germany 10% 2% 3% 13% 12% 6% 7% 2% 2% 20% Trust 10% Fig 13: Post negotiation, what are the most important factors for you before you finally select a vendor? Meanwhile, when it comes to influences (Fig 13) above all kinds of marketing what stands out is the importance of vendor personnel. UK Vendor pre-sales/sales/account management contacts Vendor content on their website Project team recommendations Peer group recommendations 18% 14% Case studies 10% 14% Channel partner recommendations 4% Online community Social presence Tech publications online 6% 8% 10% 8% Germany 27% 26% 14% 10% Vendor events face-to-face Vendor events online France 20% 30% 32% 12% 6% 27% 4% 16% 30% 6% 18% 12% 8% 10% Vendor content via 3rd party 6% 12% Incumbent/legacy relationship 2% 3% 12% Specialist bloggers Implementation Support Tech publications print Meet Needs 6% 10% 10% 7% 6% 6% 17% Project Delivery 6% Quality of products/services 10% Price/expertise 7% It should also be noted that ‘trust’ is a major factor in sources of information, not just for deciding one vendor over another. As such, technology media will point to its trusted position – which is all the more important as vendor-owned channels such as brand publications and websites grow. IDG’s 2014 Customer Engagement report found “77 per cent of ITDMs report association with a known, familiar source drives trust”. 2 Technology Marketing Research 2015 8 Size matters? While gathering vendor information for a new project, both large and small companies in the UK tend to prefer spending three months or less on research. The same holds true in both France and Germany, although large companies in both countries may spend longer doing so. Similar responses were seen in the negotiation process, where both small and large companies in all three countries tend to prefer wrapping up talks in three months or less; larger companies, however, can often take longer to negotiate deals, particularly in Germany, where negotiations are as likely to run between three and nine months as they are to be completed in three or less. There is also a difference by company size in the number of assets that are downloaded. IDG’s 2014 Customer Engagement study, albeit skewed more towards a US sample base, found an average of seven informational assets are downloaded during the purchase process but there was a split between enterprise organisations and SMBs, respectively eight assets versus six. The time it tends to take to make a final purchase decision also varies between large and small companies in all three countries we surveyed. In the UK and Germany, both large and small companies prefer to make their final purchasing decisions within three months, although a significant proportion of each takes longer. Small companies in France strongly prefer coming to a decision in three months or less, while larger companies are nearly as likely to take three to six months in deliberations. Fig 14: Do you generally prefer to work directly with a vendor or through a specialist partner? Vendor Partner 26% 30% 62% 64% 60% UK France Channel? Across the three markets, there was quite a similar proportion – about a 2:1 ratio – of ITDMs preferring to work direct rather than through a specialist partner. The UK respondents prefer that approach a little more than the French, and the French a little more than the Germans. But note the use of ‘prefer’ – almost all will use a mix of sourcing approaches and won’t always get the delivery they prefer. Broken down by company size, smaller companies (500 employees or fewer) in the UK tended to prefer working with vendors instead of partners (by about 2.5 to 1) slightly more than do larger enterprises (more than 500 employees), which show a 2 to 1 preference for vendors over specialist partners. 38% Germany When asked whether they purchase business-critical applications and services via an outsourcing partner, smaller companies in the UK express a strong preference for doing so. Larger companies, on the other hand, are twice as likely to not work with an outsourced partner. In France, small companies are about evenly split on whether they do or don’t use an outsource partner, while larger companies prefer outsourcing by more than a 3 to 1 margin. In Germany, both small and large companies choose more often not to purchase via an outsourced partner, with the preference slightly stronger for large companies (more than 2 to 1 versus less than 2 to 1 for small companies). In France, however, both small and large companies prefer vendors over partners by a ratio of about 2 to 1. In Germany, meanwhile, larger companies prefer vendors over partners by a ratio that is close to 2 to 1. That preference is slightly less strong among smaller companies. Technology Marketing Research 2015 9 3. How technology marketers think IT purchasing works As we turn our attention to the technology marketers we surveyed, we can say they skewed senior (most common titles were marketing manager and marketing director) and older, with under a third younger than 36 and 20 per cent aged 56 and older. Just under half (44 per cent) came from small companies with fewer than 100 employees and they represent all kinds of technology sectors, including hardware, software, cloud and other services. They tend to target larger organisations but across most vertical sectors. Success? These marketers are cognisant of those who react best to their messages and contact. The short answer is they get better traction with technical types – unless they’re board-level, like most CIOs and some IT directors (Fig A). However, possibly the biggest issue for them is the question of which key performance indicators (KPIs) they are asked to measure and hit, as opposed to those they are able to (Figs B and C). That again differs to what they tell us they can control. When it comes to planning cycles, quarterly planning is most common. However, we know from various research – not only ours – that those who are buying often operate against much longer cycles, of even up Fig A: Which job function do you typically attempt to target in targeted companies? 51% Technical 45% Business Head 100% Board level 35% Board level IT We do not typically attempt… 8% 12% Other Fig B: In your current role, which KPIs do you have to hit? Revenue Target Awareness Growth Pipeline Target Thought leadership/perception Quantity of MQLs Engagement Scores by prospect… Quantity of SQLs Other In my current role, there are no KPIs… 58% 49% 40% 38% 33% 33% 22% 4% 7% Fig C: In reality, which of the following do you feel you can accurately measure? Awareness Growth Quantity of MQLs Revenue Target Pipeline target Thought leadership/perception Quantity of SQLs Engagement Scores by prospect/customers… None of the above Other 47% 39% 31% 29% 27% 20% 14% 4% 2% Fig D: What are the primary cycles you currently work to? Daily 4% 24% Weekly 27% Monthly 43% Quarterly Yearly to 18 months. TechTarget’s 2015 Media Consumption Report found a majority of IT purchases take place in under three months but theirs was of a sample skewed towards SMBs and still a large proportion of IT buying takes place in the 3-6 month and 6-12 month brackets. Technology Marketing Research 2015 12% What’s perhaps more worrying is that after top answer ‘quarterly’, next came not ‘yearly’ but ‘monthly’ then ‘weekly’. If you’re not being given enough time to deliver results, the chances are your peers are being given even less. 10 Targeting Do the TMs use different marketing tactics for different job titles? They do and across nearly all the ways they try to influence the ITDMs (content, email, events, advertising etc.). Fig E: Thinking of the previous tactics, which do you use for different audiences/job roles? 18% 18% Content syndication Direct Marketing post mailing 22% Email marketing Events offline roundtables, seminar, etc. None 2% 4% 29% 29% 24% 33% 27% 22% 24% 29% Print advertising Research qual, quant, audience seg… Social 59% 47% 39% Other 6% 10% 45% 27% 22% Marketing technology choices Marketing technology has seen a lot of investment in recent years, not least from technology marketers. Our research identified the categories getting the most investment. Top of the list came marketing automation, email delivery platforms and CRM (first chart), though it wasn’t the same story when respondents told us about how effective each had been in helping them hit their objectives (second chart). What has been your organisation’s greatest marketing technology investment 2% 6% 6% 14% 14% 20% CRM Email delivery/Marketing platform Automation Content Management Platform Analytics Social tools 63% Reach 31% 24% 37% How effective has the implementation of the following factors been in terms of enabling you to hit your objectives? (Marked out of 10.) Fig F: What factors do you consider when deciding on which media tactics to use? Cost 20% Automation Email delivery/marketing platform CRM Analytics Content Management platform Not sure Social tools Other This is in line with the growth in spend on areas such as programmatic advertising and network-based media spend over traditional first-party media purchases. Their lower unit cost enables a larger audience to be reached. No special factors 20% 20% 18% There is one important footnote on the media channels our respondents mentioned. (For a comprehensive look at technology media and B2B technology marketing see our report: Future of B2B Technology Media report 2015.) Cost and reach came out as the clear priorities, above even editorial style and guaranteed response (Fig F). 29% 31% 16% Telemarketing Guaranteed Response 39% 39% 4% PR Editorial Style IT Technical Business Level Board Level 21% 6% Online advertising Other 44% 27% 29% 20% 16% Events online webinar, demo, etc. 33% 24% 20% 7.0 7.0 6.8 6.4 6.2 5.8 In each category, the leading suppliers were clear: CRM – Salesforce.com Email delivery/marketing platform – Marketo Marketing automation – Marketo Analytics – Google Analytics Social tools - Hootsuite The exception was in content management systems. Our view is that while WordPress has evolved into the most common CMS, even among publishers known for needing robust platforms, the enterprise CMS market is still fragmented, with a mix of specialist platforms, use of other marketing software, consumer-grade platforms and self-build bespoke. Technology Marketing Research 2015 11 Social Social media isn’t universally used by our sample (Fig G). This could be a factor of age – we expect younger marketers to be more active on social media – but also it’s an improvement on our snapshot two years ago, when 53 per cent of respondents told us social was ‘Not very important’. An IBM study on B2B marketing released in March 20153 found that both Millennial and Gen X buyers tend to value social media contacts with vendors more than do Baby Boomers. The survey found that 41 per cent of younger Millennials (21 to 25 years of age) use social media to connect with vendors. Among older Millennials (ages 26 to 34), only 18 per cent prefer to do so. Also different is the rise of Facebook, where every kind of audience – not least B2B technology – can be targeted. Facebook has moved from third to clear first place for our TMs. Twitter remains second. The big loser is LinkedIn, falling from first to third place. Fig G: How active would you say you are in terms of Social Media? 24% Occasionally 37% Very 18% Seldom use Don't utilize 2% Looking more broadly at the numbers around social media platforms, it’s not that LinkedIn is doing badly – it is growing as a company – just that for our audience it is doing less well than Twitter and especially Facebook. Perhaps one indication about social’s relative immaturity is that more than twice as many marketers told us ‘We do not measure the ROI/effectiveness of social media campaigns’ as the next closest answer on measurement criteria, namely ‘engagement’. http://www.marketingprofs.com/charts/2015/27408/b2b-buyeing-millennials-vs-gen-x-baby-boomers 3 Technology Marketing Research 2015 12 4. Buyers and marketers must be aligned some conclusions What does this all mean? As always, there is a disconnect between those who are buying IT and those working for vendors who are marketing what vendors sell. Sometimes this difference isn’t critical – an example would be in the still maturing area of social media marketing – but other times it is. One example of the latter that our research highlights is the way TMs are evaluated – on quarterly or even shorter cycles. At the same time, many buyers are working to much longer purchase cycles, as they need to for such big and complex investments. There is also a dumbing down, by the whole industry, on the nature of decision-making and who does it. It is easy for everyone to become obsessed with the CIO – or even the CMO in the very recent past4, for some categories. But IT managers are much more of a sweet spot. Definitely indisputable is the importance of a vendor’s presales/sales account management people. They’re not what most people would normally class as a marketing asset but, in a world where ‘Our people are our greatest asset’ is usually a cliché, in this case it would seem to be true. Even then, IT managers are part of a team (Fig 6) where different job roles come to the fore at different times (Fig 7). Where should TMs allocate their budgets? Their own assets are critical. We saw (Fig 11) that their websites and content are key. You could make phone calls and emails part of that argument too (Fig 10). http://www.computing.co.uk/ctg/news/2350509/transform-2014-cios-will-lose-control-to-the-cmo-as-internet-of-things-and-big-data-explode 4 Technology Marketing Research 2015 13 5. Takeaways: What should tech marketers do? (i) Synchronise buying cycles and marketing This might well be easier said than done but our research showed IT decisions take months while technology marketers have a much shorter time to show how effective they and their campaigns have been. This is a shift that needs to take place across the industry. (ii) Don’t write-off the IT manager While not the most senior IT decision-maker, the IT manager represents the sweet spot for most technology marketers. By all means know which job titles to target at different stages of the buying journey but don’t be tempted into ignoring this core role. (iii) Owned assets While it is easy to get wrapped up in analysing traditional media or newer social media, what shined through is the importance of things any vendor controls. That’s everything from websites and email lists to meeting people at events. As such, tactics for getting people to those destinations or in front of your sales team are important. (iv) How to contact Rarely do ITDMs say they never want to be contacted. What they do report is shockingly naïve cold calls or contact just hours or minutes after an asset such as a white paper has been downloaded. Reach out intelligently to ITDMs with agents who know what they’re talking about – who are happy to listen and be useful. Understand and nurture before selling. (vii) Understand your targets Perhaps above all else, never make assumptions about ITDMs. The roles are evolving, as are the ways ITDMs behave. Keep on studying, keep on seeking insights, be open to new ways of reaching and influencing them. (v) Europe isn’t all the same Our research again highlights that procurement takes place differently by country. No vendor should have a European strategy that doesn’t take that into account, though we come across monolithic approaches all too often. (vi) Social media – don’t write it off Don’t assume social media is a low priority or even irrelevant for B2B technology buyers and marketers. It will rise in importance over the years and already plays its part among younger ITDMs. Don’t write it off before it’s really even got going. Technology Marketing Research 2015 14 6. Appendix We contacted European ITDMs in France, Germany and the UK at the start of 2015. We also surveyed a mix of EMEA marketers working for various technology vendors. Kingpin adheres to the Market Research Society (MRS) code of conduct. All information is fully protected and is not weighted in any way. For more information about our methodology please contact the Kingpin Market Research Team. Technology Marketing Research 2015 15