Artificial intelligence, customer journeys, and paid analytics
Quest to be more data-centric and insights-driven
Data-driven CMOs drive omnichannel customer intelligence
Companies turn to paid analytics for enhanced capabilities
The power of now: customer journey analytics rely on integrated data
Harnessing AI for more insight-driven marketing and better customer experiences
IAB Netherlands report: Report on Digital Marketing Innovation IAB Europe
With this survey, IAB Netherlands charts the digital innovation agenda of leading marketers in the Netherlands. In cooperation with Deloitte Digital we had interviews with 22 top marketers about the state of digital marketing in their organizations and we spoke about their expectations for the coming 3 years.
Consumer trust has become the new battleground for digital success. To win, organizations need to master the fundamentals of data ethics, manage the "give-to-get" ratio and solve the customer trust equation, our recent research reveals.
2015-16 Global Chief Procurement Officer Survey - CPOCapgemini
Capgemini Consulting’s sixth Chief Procurement Officer (CPO) Survey examines Procurement Trends, Compliance Management, Advanced Analytics in Procurement, and the Total Supplier Experience. Since our last CPO Survey, much has changed. During the darkest economic hours, Procurement was called upon in many troubled organizations to stem costs in new and creative ways. For many Procurement executives, there was no longer the need to sell the value of its standard services (cutting costs). Instead, Procurement was being called upon as a partner to drive cost out across the organization, thus elevating Procurement executives into a highly visible role in the organization.
State of digital marketing in Lebanon (DGTL#U 2012)Hiba Fayad
In a world rapidly becoming more and more digitalized, corporations have found themselves forced to follow the trend and to be up to date with all changes in communication and internet technology.
Mobile applications, m-payment, social media marketing, blogs amongst others have become “must-haves” for the world’s companies be it in their marketing strategies, customer services, recruitment plans and work tactics, as well as other activities.
Lebanese corporations are slowly but surely appreciating and embracing these technological changes, and our DGTL#U – Beirut event will ease the way and show them the path to follow a successful and visible online and digital presence.
In order to have an accurate view on how involved Lebanese corporations are in digital strategies, we have conducted a survey on a sample of 48 PR agencies which includes the top 10 agencies in Lebanon (based on biggest account holders).
Our survey aims to shed light on the activities of these agencies and transmit an accurate image on how corporations are faring in the midst of the digitalized world. It’s the first of numerous studies about digital marketing in Lebanon and the Arab world. Industry and other country specific reports are also planned.
The results of this first Corporate Digital Marketing Survey seek to demonstrate how far Lebanese corporations have come in this respect, their commitment and attitude towards these new plans, how strategies translate into sales and branding awareness, and what is keeping them from going further and expanding their online presence.
IAB Netherlands report: Report on Digital Marketing Innovation IAB Europe
With this survey, IAB Netherlands charts the digital innovation agenda of leading marketers in the Netherlands. In cooperation with Deloitte Digital we had interviews with 22 top marketers about the state of digital marketing in their organizations and we spoke about their expectations for the coming 3 years.
Consumer trust has become the new battleground for digital success. To win, organizations need to master the fundamentals of data ethics, manage the "give-to-get" ratio and solve the customer trust equation, our recent research reveals.
2015-16 Global Chief Procurement Officer Survey - CPOCapgemini
Capgemini Consulting’s sixth Chief Procurement Officer (CPO) Survey examines Procurement Trends, Compliance Management, Advanced Analytics in Procurement, and the Total Supplier Experience. Since our last CPO Survey, much has changed. During the darkest economic hours, Procurement was called upon in many troubled organizations to stem costs in new and creative ways. For many Procurement executives, there was no longer the need to sell the value of its standard services (cutting costs). Instead, Procurement was being called upon as a partner to drive cost out across the organization, thus elevating Procurement executives into a highly visible role in the organization.
State of digital marketing in Lebanon (DGTL#U 2012)Hiba Fayad
In a world rapidly becoming more and more digitalized, corporations have found themselves forced to follow the trend and to be up to date with all changes in communication and internet technology.
Mobile applications, m-payment, social media marketing, blogs amongst others have become “must-haves” for the world’s companies be it in their marketing strategies, customer services, recruitment plans and work tactics, as well as other activities.
Lebanese corporations are slowly but surely appreciating and embracing these technological changes, and our DGTL#U – Beirut event will ease the way and show them the path to follow a successful and visible online and digital presence.
In order to have an accurate view on how involved Lebanese corporations are in digital strategies, we have conducted a survey on a sample of 48 PR agencies which includes the top 10 agencies in Lebanon (based on biggest account holders).
Our survey aims to shed light on the activities of these agencies and transmit an accurate image on how corporations are faring in the midst of the digitalized world. It’s the first of numerous studies about digital marketing in Lebanon and the Arab world. Industry and other country specific reports are also planned.
The results of this first Corporate Digital Marketing Survey seek to demonstrate how far Lebanese corporations have come in this respect, their commitment and attitude towards these new plans, how strategies translate into sales and branding awareness, and what is keeping them from going further and expanding their online presence.
Today's technology gives us the ability to know exactly where are marketing dollars are being spent, the problem is that we don't have the data. It's not that we dont't have enough data, it's that we're drowning in the data that we have. It's sorting through that data and making sense of it that's the problem. The data needs to be presented in a sensible format to use it effectively. This is precisely why we asked 274 marketing professionals from a broad cross-section of industries and roles about their experience with data in their companies. The results were insightful!
The world of B2B marketing has changed dramatically with the advent of internet and the increased connectivity in today's world. Traditional marketing methods are getting increasingly ineffective as buyers become more informed and highly aware of the products or solutions they need.
Ericka pionin digital transformation – definedEricka Pionin
Digital Transformation – Defined
To be successful, companies must focus on customer experience and to remain sustainable, they must invest in digital technology.
How Artificial Intelligence is Impacting Marketing Today and How Smart Market...Mark Osborne
Overview of Artificial Intelligence AI and Machine Learning technologies that are impacting marketing today, and how marketers can plan their career and build the relevant computer science / engineering / statistics / and data-driven decision-making skills to excel in the future. Covers relevant algorithms, and marketing strategies like segmentation, targeting, and positioning, and how marketers can prepare
In June and July 2015, with sponsorship by SAP, The Economist Intelligence Unit (EIU) carried out a survey of more than 300 executives who are familiar with their company's data and analytics practices. The goal was to assess trends in the use of market-facing advanced analytics.
To add insights to the survey findings, the EIU conducted interviews with several advanced analytics practitioners. This executive summary describes the top findings of this research.
Artificial intelligence and machine learning (AI/ML) present us with novel and efficient ways to solve challenging and persistent problems, particularly when it comes to predictions. Retail, due to its fast moving, trend powered, and fluid nature coupled to an extended logistics chain, relies heavily on making smart predictions. As improvements in AI/ML over the last several years have proliferated, not only in performance advances but deployability, there are exciting openings for experimentation in many domains of the retail value chain
https://runfrictionless.com/b2b-white-paper-service/
Consumer Insights: Finding and Guarding the Treasure TroveCapgemini
Consumer Product (CP) companies operate in an industry where the fundamental rules of the game are changing. The growth of e-commerce, the ability to bypass retailers, the rise of private labels, and the advent of niche CP startups are just some of the trends that are reshaping the sector.
But one significant change that stands out in particular is the direct connection that CP companies today have to the needs and aspirations – the ‘pulse’ – of consumers. This is, to a large extent, thanks to the rise of digital channels.
The study was conducted by Avaus Marketing Innovations, a leading data-driven marketing agency, together with ISS, a leading marketing research company. We asked Swedish and Finnish CMO’s, CTO’s and COO’s to assess the state of data and analytics in their companies, in four major areas:
1. Strategy and business objectives
2. Investments
3. People, processes and leadership
4. Tools and technologies
Download the full study for free here: https://www.avaus.fi/en/state-of-analytics/
The BRITE '12 conference (March 5-6) marked the unveiling of the Center on Global Brand Leadership and the New York American Marketing Association (NYAMA)'s first BRITE-NYAMA Marketing Measurement in Transition Study entitled, Marketing ROI in the Era of Big Data.
The aim of the study was to gain a better understanding of changing practices among large corporate marketers in the following areas: data collection and usage, marketing measurement and ROI, and the integration of digital and traditional marketing.
In surveying 253 marketing executives from large corporations, the study found both widespread adoption of new digital tools, and support for the use of new data to drive marketing decisions and measure marketing ROI. However, significant gaps exist between desire and execution as companies strive to measure marketing ROI. The overall picture of marketing by large corporations revealed significant need for improvements in the use of data, the measurement of digital marketing, and the assessment of marketing ROI.
http://gsb.columbia.edu/globalbrands
http://www.nyama.org
Today's technology gives us the ability to know exactly where are marketing dollars are being spent, the problem is that we don't have the data. It's not that we dont't have enough data, it's that we're drowning in the data that we have. It's sorting through that data and making sense of it that's the problem. The data needs to be presented in a sensible format to use it effectively. This is precisely why we asked 274 marketing professionals from a broad cross-section of industries and roles about their experience with data in their companies. The results were insightful!
The world of B2B marketing has changed dramatically with the advent of internet and the increased connectivity in today's world. Traditional marketing methods are getting increasingly ineffective as buyers become more informed and highly aware of the products or solutions they need.
Ericka pionin digital transformation – definedEricka Pionin
Digital Transformation – Defined
To be successful, companies must focus on customer experience and to remain sustainable, they must invest in digital technology.
How Artificial Intelligence is Impacting Marketing Today and How Smart Market...Mark Osborne
Overview of Artificial Intelligence AI and Machine Learning technologies that are impacting marketing today, and how marketers can plan their career and build the relevant computer science / engineering / statistics / and data-driven decision-making skills to excel in the future. Covers relevant algorithms, and marketing strategies like segmentation, targeting, and positioning, and how marketers can prepare
In June and July 2015, with sponsorship by SAP, The Economist Intelligence Unit (EIU) carried out a survey of more than 300 executives who are familiar with their company's data and analytics practices. The goal was to assess trends in the use of market-facing advanced analytics.
To add insights to the survey findings, the EIU conducted interviews with several advanced analytics practitioners. This executive summary describes the top findings of this research.
Artificial intelligence and machine learning (AI/ML) present us with novel and efficient ways to solve challenging and persistent problems, particularly when it comes to predictions. Retail, due to its fast moving, trend powered, and fluid nature coupled to an extended logistics chain, relies heavily on making smart predictions. As improvements in AI/ML over the last several years have proliferated, not only in performance advances but deployability, there are exciting openings for experimentation in many domains of the retail value chain
https://runfrictionless.com/b2b-white-paper-service/
Consumer Insights: Finding and Guarding the Treasure TroveCapgemini
Consumer Product (CP) companies operate in an industry where the fundamental rules of the game are changing. The growth of e-commerce, the ability to bypass retailers, the rise of private labels, and the advent of niche CP startups are just some of the trends that are reshaping the sector.
But one significant change that stands out in particular is the direct connection that CP companies today have to the needs and aspirations – the ‘pulse’ – of consumers. This is, to a large extent, thanks to the rise of digital channels.
The study was conducted by Avaus Marketing Innovations, a leading data-driven marketing agency, together with ISS, a leading marketing research company. We asked Swedish and Finnish CMO’s, CTO’s and COO’s to assess the state of data and analytics in their companies, in four major areas:
1. Strategy and business objectives
2. Investments
3. People, processes and leadership
4. Tools and technologies
Download the full study for free here: https://www.avaus.fi/en/state-of-analytics/
The BRITE '12 conference (March 5-6) marked the unveiling of the Center on Global Brand Leadership and the New York American Marketing Association (NYAMA)'s first BRITE-NYAMA Marketing Measurement in Transition Study entitled, Marketing ROI in the Era of Big Data.
The aim of the study was to gain a better understanding of changing practices among large corporate marketers in the following areas: data collection and usage, marketing measurement and ROI, and the integration of digital and traditional marketing.
In surveying 253 marketing executives from large corporations, the study found both widespread adoption of new digital tools, and support for the use of new data to drive marketing decisions and measure marketing ROI. However, significant gaps exist between desire and execution as companies strive to measure marketing ROI. The overall picture of marketing by large corporations revealed significant need for improvements in the use of data, the measurement of digital marketing, and the assessment of marketing ROI.
http://gsb.columbia.edu/globalbrands
http://www.nyama.org
Broken links: Why analytics investments have yet to pay off, sponsored by ZS, draws on the survey findings, interviews with senior corporate executives and desk research to explore the current state of sales and marketing analytics.
CGT Research May 2013: Analytics & InsightsCognizant
A new survey conducted by Consumer Goods Technology (CGT) and sponsored by Cognizant explores how consumer goods companies are approaching data management strategies and usage.
GZ Consulting Market Insights Newsletter sampleMichael Levy
Sample Market Insights Newsletter from January 31, 2016. Topics include Cloud Earnings, Zoominfo Website Redesign, Data Science & Competitive Advantage, Owler Adopts PermID, Mattermark company profiles, PitchBook Series B, and Executive Changes.
Market Insights is a weekly newsletter published by GZ Consulting covering Sales Intelligence, Data Hygiene, DaaS, and Predictive Analytics.
Adweek 2019 Data-Driven Marketing at the CrossroadsMark Osborne
Survey of over 300 Marketing Leaders for trends and insights on data-driven marketing, includes trends in technology investment, challenges to implementation of data-driven marketing strategies, prioritization of objectives, challenges with improving the customer experience, impacts of privacy and compliance and forward looking predictions
The data directive is an Economist Intelligence Unit (EIU) report which seeks to explore the degree to which the ongoing data revolution within business is delivering truly strategic change within companies, as opposed to more incremental optimisation gains. Although many of the issues discussed here stray into the realm of so-called “big data”, this report is not explicitly focussed on that topic and not deal with any technology-related issues. Instead, it seeks to explore how the wider trend toward a greater reliance on data is affecting the strategic management of businesses at a C-suite level, across a range of industries. There is also a supplement to this report available that focuses on the strategic impact of data on CFO's and the finance function. http://bit.ly/thedatadirective_mt
Data analytics environment enables the shortest and most viable route to make use of critical data for making business decisions and much more. For more info visit: https://www.raybiztech.com/blog/data-analytics/how-can-data-analytics-boost-your-business-growth
2019 Digital Trends Financial ServicesJames Brophy
The 2019 Digital Trends: Financial Services in Focus report is a barometer of the extent to which financial services and insurance organisations are embracing digital technology, and how they are focusing their strategies and prioritising resources for the year ahead and beyond.
Similar to Data trends redefine leading brands (20)
ТРУДОВАЯ МИГРАЦИЯ В УКРАИНЕ Май 2019 г. Презентация результатов всеукраинского исследования общественного мнения
Опрос проводился в период с 21 по 30 мая 2019 года. Опрошен 2001 респондент в возрасте от 18 лет и старше. Выборка репрезентирует население Украины по полу, возрасту, типу населенного пункта и региону проживания (за исключением неподконтрольных территорий Донецкой и Луганской областей, АР Крым, и г. Севастополь). Метод опроса – личное формализованное интервью (face-to-face). Максимальная погрешность выборки не превышает +/-2,2%
2018's IAB Europe survey aims to assess the current adoption of and attitudes...Dmytro Lysiuk
ATTITUDES TO DIGITAL VIDEO ADVERTISING
IAB Europe report, 2018
Executive Summary
SECTION 1 Introduction
SECTION 2 Methodology and Participants
SECTION 3 Current Adoption
SECTION 4 Objectives and Measurement
SECTION 5 Digital Video Inventory Supply
SECTION 6 Cross-Screen: TV and Digital Video
SECTION 7 Future of Digital Video Advertising
Contact Details
IAB Europe is the leading European-level industry association for the digital advertising ecosystem. Its mission
is to promote the development of this innovative sector and ensure its sustainability by shaping the regulatory
environment, demonstrating the value digital advertising brings to Europe’s economy, to consumers and to
the market, and developing and facilitating the uptake of harmonised business practices that take account of
changing user expectations and enable digital brand advertising to scale in Europe.
A comparative phylogenetic study of genetics and folk musicDmytro Lysiuk
Computer-aided comparison of folk music from different nations is one of the newest research areas. We were intrigued to have identified some important similarities between phylogenetic studies and modern folk music. First of all, both of them use similar concepts and representation tools such as multidimensional scaling for modelling relationship between populations. This gave us the idea to investigate whether these connections are merely accidental or if they mirror population migrations from the past. We raised the question; does the complex structure of musical connections display a clear picture and can this system be interpreted by the genetic analysis? This study is the first to systematically investigate the incidental genetic background of the folk music context between different populations. Paternal (42 populations) and maternal lineages (56 populations) were compared based on Fst genetic distances of the Y chromosomal and mtDNA haplogroup frequencies. To test this hypothesis, the corresponding musical cultures were also compared using an automatic overlap analysis of parallel melody styles for 31 Eurasian nations. We found that close musical relations of populations indicate close genetic distances (<0.05) with a probability of 82%. It was observed that there is a significant correlation between population genetics and folk music; maternal lineages have a more important role in folk music traditions than paternal lineages. Furthermore, the combination of these disciplines establishing a new interdisciplinary research field of "music-genetics" can be an efficient tool to get a more comprehensive picture on the complex behaviour of populations in prehistoric time.
(PDF) A comparative phylogenetic study of genetics and folk music. Available from: https://www.researchgate.net/publication/221890129_A_comparative_phylogenetic_study_of_genetics_and_folk_music
NGOs WORLDWIDE
Web and Email Communications
Online Fundraising
Social Media
Mobile Technology
Data Management & Security
NGO Technology Effectiveness Ratings
DATA SHEETS
NGO Technology in Africa
NGO Technology in Asia
NGO Technology in Australia & Oceania
NGO Technology in Europe
NGO Technology in North America
NGO Technology in South America
NGO Technology Benchmarks for Success
ЧИМ ЖИВУТЬ УКРАЇНСЬКІ НДО. 2018. Звіт за результатами комплексного дослідженн...Dmytro Lysiuk
ЧИМ ЖИВУТЬ УКРАЇНСЬКІ НДО: ОРГАНІЗАЦІЙНІ ПРОБЛЕМИ ТА МОЖЛИВОСТІ РОЗВИТКУ
Київ, 2018
Звіт за результатами комплексного дослідження
Посольство Великої Британії в Україні
CAF UK GIVING January 2018
5% of people say they will give more to charity in the next 12 months.
58% of people say they will give the same amount.
9% of people say they will give less.
23% of people are not sure.
The Cambridge Declaration on ConsciousnessDmytro Lysiuk
The Cambridge Declaration on Consciousness
July 7, 2012, a prominent international group of cognitive neuroscientists,
neuropharmacologists, neurophysiologists, neuroanatomists and computational neuroscientists
gathered at The University of Cambridge to reassess the neurobiological substrates of conscious
experience and related behaviors in human and non-human animals. While comparative research on
this topic is naturally hampered by the inability of non-human animals, and often humans, to clearly
and readily communicate about their internal states, the following observations can be stated
unequivocally:
September 2017, UK charity giving infographicDmytro Lysiuk
How people give to charity in the UK
Our latest infographic provides some interesting insights into donor behaviours – particularly the preferences of men and women when it comes to supporting charities.
CAF World Giving Index 2016
Find out which countries have the most generous givers. This year, 140 countries were surveyed and our latest report reveals our findings. Complete the form below to download a copy of the report.
Social Media & Apps in the Nordics
AudienceProject Insights 2016
Facebook is for keeping contact with friends and family,
LinkedIn is for professional networking and YouTube is just for fun. In this Social Media & Apps study we take a look at how social media and apps are used across the Nordic countries.
INTERNET TRENDS 2016 –
CODE CONFERENCE
Mary Meeker
June 1, 2016
kpcb.com/InternetTrends
Outline
1) Global Internet Trends
2) Global Macro Trends
3) Advertising / Commerce + Brand Trends
4) Re-Imagining Communication – Video / Image / Messaging
5) Re-Imagining Human-Computer Interfaces – Voice / Transportation
6) China = Internet Leader on Many Metrics
(Provided by Hillhouse Capital)
7) Public / Private Company Data
8) Data as a Platform / Data Privacy
Digital Commerce Lecture for Advanced Digital & Social Media Strategy at UCLA...Valters Lauzums
E-commerce in 2024 is characterized by a dynamic blend of opportunities and significant challenges. Supply chain disruptions and inventory shortages are critical issues, leading to increased shipping delays and rising costs, which impact timely delivery and squeeze profit margins. Efficient logistics management is essential, yet it is often hampered by these external factors. Payment processing, while needing to ensure security and user convenience, grapples with preventing fraud and integrating diverse payment methods, adding another layer of complexity. Furthermore, fulfillment operations require a streamlined approach to handle volume spikes and maintain accuracy in order picking, packing, and shipping, all while meeting customers' heightened expectations for faster delivery times.
Amid these operational challenges, customer data has emerged as an important strategy. By focusing on personalization and enhancing customer experience from historical behavior, businesses can deliver improved website and brand experienced, better product recommendations, optimal promotions, and content to meet individual preferences. Better data analytics can also help in effectively creating marketing campaigns, improving customer retention, and driving product development and inventory management.
Innovative formats such as social commerce and live shopping are beginning to impact the digital commerce landscape, offering new ways to engage with customers and drive sales, and may provide opportunity for brands that have been priced out or seen a downturn with post-pandemic shopping behavior. Social commerce integrates shopping experiences directly into social media platforms, tapping into the massive user bases of these networks to increase reach and engagement. Live shopping, on the other hand, combines entertainment and real-time interaction, providing a dynamic platform for showcasing products and encouraging immediate purchases. These innovations not only enhance customer engagement but also provide valuable data for businesses to refine their strategies and deliver superior shopping experiences.
The e-commerce sector is evolving rapidly, and businesses that effectively manage operational challenges and implement innovative strategies are best positioned for long-term success.
For too many years marketing and sales have operated in silos...while in some forward thinking companies, the two organizations work together to drive new opportunity development and revenue. This session will explore the lessons learned in that beautiful dance that can occur when marketing and sales work together...to drive new opportunity development, account expansion and customer satisfaction.
No, this is not a conversation about MQLs and SQLs. Instead we will focus on a framework that allows the two organizations to drive company success together.
Monthly Social Media News Update May 2024Andy Lambert
TL;DR. These are the three themes that stood out to us over the course of last month.
1️⃣ Social media is becoming increasingly significant for brand discovery. Marketers are now understanding the impact of social and budgets are shifting accordingly.
2️⃣ Instagram’s new algorithm and latest guidance will help us maintain organic growth. Instagram continues to evolve, but Reels remains the most crucial tool for growth.
3️⃣ Collaboration will help us unlock growth. Who we work with will define how fast we grow. Meta continues to evolve their Creator Marketplace and now TikTok are beginning to push ‘collabs’ more too.
AI-Powered Personalization: Principles, Use Cases, and Its Impact on CROVWO
In today’s era of AI, personalization is more than just a trend—it’s a fundamental strategy that unlocks numerous opportunities.
When done effectively, personalization builds trust, loyalty, and satisfaction among your users—key factors for business success. However, relying solely on AI capabilities isn’t enough. You need to anchor your approach in solid principles, understand your users’ context, and master the art of persuasion.
Join us as Sarjak Patel and Naitry Saggu from 3rd Eye Consulting unveil a transformative framework. This approach seamlessly integrates your unique context, consumer insights, and conversion goals, paving the way for unparalleled success in personalization.
Most small businesses struggle to see marketing results. In this session, we will eliminate any confusion about what to do next, solving your marketing problems so your business can thrive. You’ll learn how to create a foundational marketing OS (operating system) based on neuroscience and backed by real-world results. You’ll be taught how to develop deep customer connections, and how to have your CRM dynamically segment and sell at any stage in the customer’s journey. By the end of the session, you’ll remove confusion and chaos and replace it with clarity and confidence for long-term marketing success.
Key Takeaways:
• Uncover the power of a foundational marketing system that dynamically communicates with prospects and customers on autopilot.
• Harness neuroscience and Tribal Alignment to transform your communication strategies, turning potential clients into fans and those fans into loyal customers.
• Discover the art of automated segmentation, pinpointing your most lucrative customers and identifying the optimal moments for successful conversions.
• Streamline your business with a content production plan that eliminates guesswork, wasted time, and money.
It's another new era of digital and marketers are faced with making big bets on their digital strategy. If you are looking at modernizing your tech stack to support your digital evolution, there are a few can't miss (often overlooked) areas that should be part of every conversation. We'll cover setting your vision, avoiding siloes, adding a democratized approach to data strategy, localization, creating critical governance requirements and more. Attendees will walk away with actions they can take into initiatives they are running today and consider for the future.
SMM Cheap - No. 1 SMM panel in the worldsmmpanel567
Boost your social media marketing with our SMM Panel services offering SMM Cheap services! Get cost-effective services for your business and increase followers, likes, and engagement across all social media platforms. Get affordable services perfect for businesses and influencers looking to increase their social proof. See how cheap SMM strategies can help improve your social media presence and be a pro at the social media game.
Mastering Multi-Touchpoint Content Strategy: Navigate Fragmented User JourneysSearch Engine Journal
Digital platforms are constantly multiplying, and with that, user engagement is becoming more intricate and fragmented.
So how do you effectively navigate distributing and tailoring your content across these various touchpoints?
Watch this webinar as we dive into the evolving landscape of content strategy tailored for today's fragmented user journeys. Understanding how to deliver your content to your users is more crucial than ever, and we’ll provide actionable tips for navigating these intricate challenges.
You’ll learn:
- How today’s users engage with content across various channels and devices.
- The latest methodologies for identifying and addressing content gaps to keep your content strategy proactive and relevant.
- What digital shelf space is and how your content strategy needs to pivot.
With Wayne Cichanski, we’ll explore innovative strategies to map out and meet the diverse needs of your audience, ensuring every piece of content resonates and connects, regardless of where or how it is consumed.
In this presentation, Danny Leibrandt explains the impact of AI on SEO and what Google has been doing about it. Learn how to take your SEO game to the next level and win over Google with his new strategy anyone can use. Get actionable steps to rank your name, your business, and your clients on Google - the right way.
Key Takeaways:
1. Real content is king
2. Find ways to show EEAT
3. Repurpose across all platforms
A.I. (artificial intelligence) platforms are popping up all the time, and many of them can and should be used to help grow your brand, increase your sales and decrease your marketing costs.In this presentation:We will review some of the best AI platforms that are available for you to use.We will interact with some of the platforms in real-time, so attendees can see how they work.We will also look at some current brands that are using AI to help them create marketing messages, saving them time and money in the process. Lastly, we will discuss the pros and cons of using AI in marketing & branding and have a lively conversation that includes comments from the audience.
Key Takeaways:
Attendees will learn about LLM platforms, like ChatGPT, and how they work, with preset examples and real time interactions with the platform. Attendees will learn about other AI platforms that are creating graphic design elements at the push of a button...pre-set examples and real-time interactions.Attendees will discuss the pros & cons of AI in marketing + branding and share their perspectives with one another. Attendees will learn about the cost savings and the time savings associated with using AI, should they choose to.
10 Video Ideas Any Business Can Make RIGHT NOW!
You'll never draw a blank again on what kind of video to make for your business. Go beyond the basic categories and truly reimagine a brand new advanced way to brainstorm video content creation. During this masterclass you'll be challenged to think creatively and outside of the box and view your videos through lenses you may have never thought of previously. It's guaranteed that you'll leave with more than 10 video ideas, but I like to under-promise and over-deliver. Don't miss this session.
Key Takeaways:
How to use the Video Matrix
How to use additional "Lenses"
Where to source original video ideas
Most small businesses struggle to see marketing results. In this session, we will eliminate any confusion about what to do next, solving your marketing problems so your business can thrive. You’ll learn how to create a foundational marketing OS (operating system) based on neuroscience and backed by real-world results. You’ll be taught how to develop deep customer connections, and how to have your CRM dynamically segment and sell at any stage in the customer’s journey. By the end of the session, you’ll remove confusion and chaos and replace it with clarity and confidence for long-term marketing success.
Key Takeaways:
• Uncover the power of a foundational marketing system that dynamically communicates with prospects and customers on autopilot.
• Harness neuroscience and Tribal Alignment to transform your communication strategies, turning potential clients into fans and those fans into loyal customers.
• Discover the art of automated segmentation, pinpointing your most lucrative customers and identifying the optimal moments for successful conversions.
• Streamline your business with a content production plan that eliminates guesswork, wasted time, and money.
Digital marketing is the art and science of promoting products or services using digital channels to reach and engage with potential customers. It encompasses a wide range of online tactics and strategies aimed at increasing brand visibility, driving website traffic, generating leads, and ultimately, converting those leads into customers.
https://nidmindia.com/
Short video marketing has sweeped the nation and is the fastest way to build an online brand on social media in 2024. In this session you will learn:- What is short video marketing- Which platforms work best for your business- Content strategies that are on brand for your business- How to sell organically without paying for ads.
How to Run Landing Page Tests On and Off Paid Social PlatformsVWO
Join us for an exclusive webinar featuring Mariate, Alexandra and Nima where we will unveil a comprehensive blueprint for crafting a successful paid media strategy focused on landing page testing.With escalating costs in paid advertising, understanding how to maximize each visitor’s experience is crucial for retention and conversion.
This session will dive into the methodologies for executing and analyzing landing page tests within paid social channels, offering a blend of theoretical knowledge and practical insights.
The Pearmill team will guide you through the nuances of setting up and managing landing page experiments on paid social platforms. You will learn about the critical rules to follow, the structure of effective tests, optimal conversion duration and budget allocation.
The session will also cover data analysis techniques and criteria for graduating landing pages.
In the second part of the webinar, Pearmill will explore the use of A/B testing platforms. Discover common pitfalls to avoid in A/B testing and gain insights into analyzing A/B tests results effectively.
How to Run Landing Page Tests On and Off Paid Social Platforms
Data trends redefine leading brands
1. Data trends redefine leading brands
Artificial intelligence, customer journeys, and paid analytics
2. Executive summary
Methodology
Quest to be more data-centric and insights-driven
Data-driven CMOs drive omnichannel customer intelligence
Companies turn to paid analytics for enhanced capabilities
The power of now: customer journey analytics rely on integrated data
Harnessing AI for more insight-driven marketing and better customer experiences
Appendix 1 (respondent profiles)
Appendix 2 (additional charts)
Table of contents
3
6
8
13
18
23
29
33
37
2
3. Executive summary
Companies that put data at the centre of their business gain better
insights and deliver more effective marketing. Data centricity at an
organisational level is the priority for larger companies, mindful of the
opportunities afforded by more scientific commercial decision-making and
data-driven marketing. A focus on data alone in the context of customer
analytics is not enough, however. Companies require insights from their
data to deliver first-class customer experiences that give them a competitive
advantage.
Our global survey of more than 1,000 business respondents shows
that companies are rightly focused on activities powered by actionable
insights as opposed to focusing on data for its own sake. More effective
segmentation and targeting (65%), and better marketing attribution (52%),
are the top data-related priorities for marketers, while ‘technologists’
(including analysts, ecommerce, and IT professionals) are primarily focused
on making their organisations more data-centric (50%).
CMOs drive omnichannel customer intelligence. With customer analytics
so vital for delivering relevant and engaging experiences in both digital and
offline environments, marketers are important stakeholders in the data
and analytics capabilities that increasingly define brands’ ability to meet
consumer expectations. The research shows that CMOs have ultimate
responsibility for customer analytics strategy at 51% of organisations
surveyed, down from 57% in 2018. The chief data officer is gaining ground,
with 13% of respondents saying that the responsibility ultimately resides with
this role, up from only 8% in 2018.
3
4. The CMO needs to work closely with chief digital officers, CIOs, and other
business leaders to make sure that marketers and customer-facing staff have
the insights they need to impact experiences positively. There is work to
be done. Only around a third (36%) of respondents believe that data and
analytics have been democratised within their organisations.
Companies are less reliant on free analytics as they reap benefits of
paid solutions. Companies using paid analytics exclusively outnumber
those using only free solutions. More than a third of larger companies (37%)
use a paid solution exclusively, more than twice as many as a year ago when
the figure was 18%.
Paid analytics technology continues to be a key enabler for businesses.
With customers in both a B2B and B2C context increasingly demanding
personalised digital experiences, businesses require best-of-breed software
to power them. Better at extracting more actionable customer insights, paid
analytics solutions excel at helping automate analytics-related tasks, joining
up data from internal and external sources, as well as surfacing return on
marketing investment drivers.
Companies using paid analytics exclusively are significantly more likely
than those using only free software to have democratised data within their
organisations, to have centralised customer data, and to have a complete
view of all customer interactions with their brand. The largest gap between
paid and free analytics users is the ability to map business challenges end-to-
end to their analytics technology (40% vs. 23%).
Customer journey analytics rely on real-time integrated data. Great
customer experiences depend on understanding and catering for customer
needs in the here and now. Marketers need to understand how they can
impact different moments on the customer journey, and prioritise actions
and opportunities to deliver value.
4
5. The continued focus on customer journey optimisation to enhance
experiences and harness data for commercial gain is evident in our
research. Customer journey analytics emerges as the most important
digital analytics capability, outranking the next most cited feature, data
visualisation, by a significant margin (25% vs. 15%).
The ability to impact customer journeys that straddle both digital and offline
channels can be limited. Only a third of organisations (35%) agree that their
digital analytics platforms allow them to aggregate and ingest online and
offline data. A lack of omnichannel customer journey data is seen as the
most significant analytics limitation for larger companies reliant on free tools.
Paid solutions help companies harness AI for more insights-driven
marketing. For larger organisations, the most exciting analytics-related
opportunity is better personalisation at scale, cited by 20% of respondents.
Such is the potential of AI for improved analytics, that technologists see
limited capabilities in this area as the biggest downside of free analytics.
Despite recognition of AI’s potential, its use for generating insights and
delivering more personalised experiences is still in its infancy. Those with
paid analytics tools are twice as likely as their peers using only free tools
to be deploying AI to generate insights, and four times as likely to be
identifying and dynamically creating segments for more targeted marketing.
5
6. Methodology
This report is based on a global survey of 1,037 business professionals, mainly
marketers, analysts, and IT professionals. Research participants completed
an online questionnaire in May and June 2019. The survey was publicised
through relevant LinkedIn groups and emails sent out by London Research,
its sister company Digital Doughnut, and Adobe.
More than half of survey respondents (54%) work ‘client-side’, i.e. in-house
for companies, while 46% classify themselves as ‘supply-side’, working for an
agency, consultancy, or technology company. More than half of respondents
were senior management level or above.
More than half of respondents work in the marketing function (57%). The
next best represented function is IT/tech (11%), while 9% work in analytics or
data science departments. Some sections of this report include a breakdown
of survey results for marketers and ‘technologists’. For the purposes of this
study, technologists include those working in either the analytics, data
science, IT, or ecommerce functions. Marketers include those working in
advertising and marketing roles.
Around half of those taking part in the survey are based in Europe (49%),
22% are in the Asia Pacific (APAC) region and 20% are in North America.
More detailed information about the profile of survey respondents is
included in the first appendix of this report.
Where year-on-year comparisons are included in the charts, we have used
2018 data from the Customer Analytics: The 20 Attributes that Lead to
Business Success1 report, also produced by London Research in partnership
with Adobe. For charts comparing results by size of company (‘larger’ and
‘smaller’ organisations), we have used a threshold of $50 million in US
dollars in annual revenues to classify larger companies.
1 https://www.adobe.com/offer/20-attributes-that-lead-to-business-success.html
6
7. About London Research
London Research, set up by former Econsultancy research director Linus
Gregoriadis, is focused on producing research-based content for B2B audiences.
The company is based in London, but its approach and outlook are very
much international.
London Research works predominantly with marketing technology vendors
and agencies seeking to tell a compelling story based on robust research
and insightful data points. As part of Communitize Ltd, the company works
closely with its sister companies Digital Doughnut (a global community of
more than 1.5 million marketers) and Demand Exchange (a lead generation
platform), both to syndicate research and generate high-quality leads.
For more information, visit https://londonresearch.com.
About Adobe Analytics
Customer experience is driving the next wave of competitive advantage.
To deliver standout experiences, you need clear, fast, and actionable
insights. This means moving beyond simple data collection and web
analytics to true customer intelligence. With Adobe Analytics, driven by
AI and machine learning, anyone in the enterprise can understand and
improve how customers interact with their brand across all channels simply,
instantaneously, and at massive scale. Customers using Adobe’s industry-
leading analytics solution yield an average 224% ROI and 14% increase in
conversion rates.
For more information, please visit https://www.adobe.com/uk/
analytics/adobe-analytics.html.
77
8. Commercial success depends on good
decision-making, whether you’re a
techstart-up bootstrapping your way to
success or a global business with thousands
of employees and millions of customers.
Companies such as Amazon, Apple, Facebook, and Google have built their
brands on effective use of data to generate insights, drive decision-making,
and provide stellar customer experiences at scale.
When respondents to our global business survey were asked to name their
data-related priorities for the year ahead, data centricity (59%) emerged as
the main area of focus for larger organisations, defined as those with annual
revenues of at least $50m (Figure 1).
The need to be data-centric is particularly recognised among the ‘technologist’
business respondents (Figure 2), defined as those working in analytics, data
science, ecommerce or IT functions, rather than in marketing or advertising.
These research participants rank data centricity as their top priority (50%),
and they are also more likely than their marketing colleagues to include data
hygiene (29% vs. 16%), data privacy (16% vs. 11%), and cybersecurity (19% vs.
6%) among their top priorities for the year ahead.
While the quest to be data-centric at an organisational level is still a top-
three priority for almost half of marketers (47%), this group of respondents
collectively regard more effective segmentation and targeting (65% vs. 42%),
and better attribution (52% vs. 36%) as higher priorities. Marketers recognise
the importance of data centricity, but they are more switched on to the
tangible benefits of data-driven insights in the form of more relevant and
personalised customer experiences (through better targeting), and a greater
understanding of which channels are truly delivering.
Marketers are also more focused on the ability to access real-time customer
intelligence (41% vs. 32% for technologists). This is increasingly the lifeblood
of organisations wishing to succeed in a customer-centric world, and a
priceless asset for marketers seeking to champion the customer.
Quest to be more data-centric
and insights-driven
Making their organisations
more data-centric is the top-
ranking data-related priority for
respondents at larger companies.
8
9. Methodology note:
Respondents could select up to three options.
15 %
More effective
segmentation and targeting
Greater use of AI
Privacy
Cybersecurity
Better marketing attribution
Greater access to real-time
customer intelligence
Unification of customer data
Data hygiene
Making our organisation
more data-centric
42 %
30 %
59 %
56 %
56 %
49 %
47 %
37 %
37 %
35 %
36 %
19 %
16 %
10 %
16 %
13 %
6 %
= Organisations with annual revenues of less than $50m
= Organisations with annual revenues of at least $50m
Real-time customer intelligence is increasingly the
lifeblood of organisations wishing to succeed in a
customer-centric world, and a priceless asset for
marketers seeking to champion the customer.
Figure 1: Top data-related priorities for the next year (larger vs. smaller organisations)
9
10. 16 %
Greater use of AI
Privacy
Cybersecurity
Making our organisation more
data-centric
Greater access to real-time
customer intelligence
Unification of customer data
Data hygiene
More effective segmentation
and targeting
65 %
29 %
42 %
52 %
47 %
50 %
41 %
32 %
35 %
38 %
23 %
11 %
15 %
6 %
36 %
Better marketing attribution
16 %
= Marketers
= Technologists
Methodology note:
Respondents could select up to three options.19 %
Figure 2: Top data-related priorities for the next year (marketers vs. technologists)
So how is this evidently widespread desire to be more rooted in data
going for businesses? The research shows some notable regional
differences. APAC respondents are most likely to regard themselves as
data-centric, with two-thirds (66%) of respondents in this region agreeing
that this is the case, compared to 47% in Europe and 49% in North
America (see appendix, Figure 25). At an overall level, more than half
of larger companies (55%) agree that their organisation is data-centric,
defined as those who are ‘organised around data with data science at the
core’ (see appendix, Figure 26). For smaller organisations, the equivalent
figure is 48%, suggesting that organisations typically seek to become more
data-conscious the larger they grow.
10
11. Learning from direct-to-consumer
US-based retailer Rent the Runway, valued at $1bn in April 2019, is a
great example of a brand that has built its business around data, turning
its strength at using insights for a competitive advantage. The direct-to-
consumer (D2C) business, which made its name allowing consumers to rent
designer dresses and accessories, uses data to drive all its operations, from
personalisation of recommendations to highly efficient dry cleaning and
shipping of products.
The success of D2C brands such as Rent the Runway, Dollar Shave Club, and
Allbirds is a reminder to companies large and small alike that an obsessive
focus on data-driven marketing and customer analytics is often instrumental
to success.
Figure 3 shows the level of customer analytics maturity, compared with
2018. Disappointingly, there has been a lack of progress in terms of the
proportion of companies describing themselves as ‘established’ or ‘advanced’
(19%, compared to 22% last year), defined as having digital analytics that are
integral to delivering personalised customer experiences, and – for the most
sophisticated end of the spectrum – customer insights that systematically
lead to automated marketing actions.
Half of companies describe their customer
analytics capabilities as ‘developing’, which
at least shows that progress is being made.
The onus is on marketers to help take their
organisations to the next level with a more
integrated approach to customer intelligence.
11
12. Basic – we sometimes use
analytics for rear-view-
mirror reporting based on
aggregated data, but not for
customer intelligence
Developing – digital
analytics feed into customer
intelligence activities, but this
happens only in silos and is
ad hoc
Established – digital analytics
are an integral part of
delivering personalised
customer experiences
Advanced – digital analytics
produce customer insights
that systematically lead
to automated marketing
actions
33 %
31 %
45 %
50 %
15 % 14 %
7 % 5 %2018 =
2019 =
More encouragingly, fewer organisations than last year
describe their organisations as ‘basic’, defined as only
‘sometimes using analytics for rear-view-mirror reporting
based on aggregated data, but not for customer intelligence’
(31%, compared to 33% in 2018). Half of companies describe
their customer analytics capabilities as ‘developing’, which
at least shows that progress is being made. As we shall
explore in this report, the onus is on marketers to help take
their organisations to the next level with a more integrated
approach to customer intelligence.
Figure 3: How would you describe the maturity of your organisation’s
customer analytics capabilities?
More effective segmentation and
targeting, and better marketing
attribution are the top priorities for
marketers. Technologists are more
likely to prioritise data centricity at
an organisational level.
12
13. Chief Data Officer
CIO
Chief Revenue Officer
Chief Customer Officer
Other
CMO / Head of Marketing
55 %
19 %
46 %
21 %
9 %
7 %
1 %
5 %
3 %
22 %
6 %
6 %
= Organisations with annual revenues of less than $50m
= Organisations with annual revenues of at least $50m
Data-driven CMOs drive omnichannel
customer intelligence
Experiences are built on interactions, and interactions are built on data.
With customer analytics so fundamental to the overall experience, marketers
seeking to steer the brand’s relationship with the customer need to take
more ownership of the data that underpins this. In the
experience era, companies require experience-related data
to power real-time personalised experiences. We are rapidly
moving past the era of digital analytics in a silo, towards a
world of unified customer intelligence.
Nike is a great example of a brand that has successfully used its customer
data to change its marketing strategy. More than a decade ago the
company decided to segment its audience by sports played, rather than by
location, as part of its ‘category offense’ strategy2. The move was driven by
insights that suggested that people who were keen runners, for example,
had more in common with other runners than those in their own country
with different interests.
CMOs have ultimate
responsibility for customer
analytics strategy at 51% of
organisations surveyed.
2 https://news.nike.com/news/nike-consumer-direct-offense
Figure 4: Ultimate responsibility for customer analytics strategy (larger vs. smaller organisations)
13
14. As a result of changing its marketing strategy and becoming an organisation
where data is more effectively utilised in key decision-making, Nike´s sales
and share price have rocketed, helped more recently by a data-fuelled
campaign to focus on 12 key cities across ten countries. At the start of 2018
Nike promoted Dirk-Jan van Hameren to CMO, tasked with driving deeper
consumer relationships. According to our research, the CMO or head
of marketing is most likely to have ultimate C-suite responsibility for an
organisation’s customer analytics strategy (Figure 4).
Chief data officers hold sway at around a fifth (21%) of larger organisations,
but even at $50m+ companies the CMO is more than twice as likely
to have final responsibility (46% vs. 21%). Even when looking from the
perspective of technologists (see appendix, Figure 27),
the CMO is regarded as most likely to have ownership
of customer analytics, ahead of chief data officers and
CIOs. However, it is likely that the chief data officer will
continue to become a more visible presence within
many organisations – the proportion of respondents
saying that this is the C-suite executive with ultimate
responsibility has jumped from 8% last year to 13% in
2019 (see appendix, Figure 28). Irrespective of who is
ultimately responsible for customer analytics, CMOs must work with other
stakeholders such as chief data officers and CIOs to ensure that marketers
and customer-facing employees are getting the insights from data that
they need.
Only around a third (35%) of
marketers surveyed believe
that data and analytics have
been democratised within their
organisations, compared to almost
half (47%) of technologists who say
this is the case.
14
15. The creation of digital analytics
insights is very much an
automated process
We are able to map our business
challenges end-to-end to our
analytics technology
Data and analytics have
been ’democratised’ within
our organisation
Data is immediately available
and actionable for our analysts
and data scientists
We get ’actionable insights’ from
our digital analytics solution
Digital analytics provide a strong
foundation for our customer
experience initiatives
54 %
47 %
33 %
62 %
49 %
26 %
27 %
35 %
61 %
38 %
38 %
50 %
Methodology note:
Sample includes respondents that selected
either ’strongly agree’ or ’somewhat
agree’ options.
= Marketers
= Technologists
Democratisation of data and analytics
The importance of data-driven insights for improving customer experience
in both a digital and physical environment should not be underestimated.
According to research by McKinsey & Company3, 44% of CMOs say that
frontline employees will rely on insights from advanced analytics to provide
a personalised experience. In retail, for example, this might mean customer-
facing employees accessing AI-powered customer insights via their own
personal devices when they are in conversation with shoppers.
3 https://www.mckinsey.com/business-functions/marketing-and-sales/our-insights/
the-future-of-personalization-and-how-to-get-ready-for-it
In recent years, the democratisation of
data and analytics has been an important
trend, empowering marketing and other
functions outside analytics and data science
departments to harness insights for better
customer experiences and improved
commercial performance.
Figure 5: Proportion of respondents agreeing with statements related to customer
analytics capabilities (marketers vs. technologists)
15
16. 23 %
Lack of investment in
data capabilities
Too much data – we don‘t know
where to start
Walled gardens (closed platforms
blocking off access to data)
No boardroom buy-in
Data regulation / compliance
None of the above
Culture of organisation
Lack of unified technology
Data silos
Access to real-time
or near real-time data
Lack of skills
48 %
26 %
36 %
47 %
46 %
41 %
42 %
44 %
32 %
29 %
17 %
36 %
18 %
26 %
16 %
29 %
24 %
= Marketers = Technologists
14 %
15 %
2 %
4 %
Technologists regard lack of
unified technology (44%) as
the most significant challenge
preventing organisations from
harnessing customer data
for better engagement and
experiences.
According to our own research, only
around a third (35%) of marketers
surveyed believe that data and analytics
have been democratised within their
organisations, compared to almost half
(47%) of technologists who say this is the
case (Figure 5). It appears that those in
more technical roles may in some cases be
unaware of the frustrations that marketers
are experiencing when trying to access
analytics. Marketers are also significantly
less likely than technologists to agree that
they get actionable insights from their
digital analytics solution (50% vs. 62%),
or that digital analytics provide a strong
foundation for their customer experience
initiatives (49% vs. 61%).
Figure 6 shows the challenges facing
companies as they seek to harness
customer data for better engagement and
experiences, again from the perspective of
both marketers and technologists. While
marketers are most likely to highlight lack of
skills, lack of investment, and the culture of
the organisation as significant challenges,
technologists are most likely to flag up the
disjointed nature of technology (44%).
Figure 6: Most significant challenges preventing organisations from harnessing
customer data for better engagement and experiences (marketers vs. technologists)
16
17. Our platform enables us to keep knowledge about
our customers within our own environment
Our platform allows us to aggregate and ingest
online and offline data
Artificial intelligence and machine learning are
embedded into our technology platform
We have an open technology platform that enables
a seamless flow of behavioural, transactional, and
operational customer data in real time
Our platform enables us to stitch together known and
anonymous data to activate real-time customer profiles
across channels throughout the customer journey
Our platform enables us to respect customer data
requests and comply with data privacy laws
67 %
83 %
62 %
45 %
33 %
71 %
29 %
33 %
33 %
20 %
25 %
27 %
= Organisations with annual
revenues of less than $50m
= Organisations with annual
revenues of at least $50m
Methodology note:
Sample includes respondents that
selected either ’strongly agree’ or
’somewhat agree’ options.
A unified technology platform for marketing and customer experience
activities is essential for success. Figure 7 shows the extent to which survey
respondents agree with statements specifically relating to their technology
stack. Companies (both large and small) are generally in agreement that their
platform enables them to respect customer data requests and comply with
data privacy laws, and that their platform enables them to keep knowledge
about customers within their own environment.
But they are more likely to disagree than agree that they have an open
technology platform that enables seamless flow of behavioural, transactional,
and operational customer data, a capability which is essential for powering
effective real-time marketing. Companies are also more likely to disagree
that they have the ability to stitch together known and anonymous data
to activate real-time customer profiles across channels throughout the
customer journey, another important capability for building a 360-degree
view of a prospect or customer, and for bridging the gap between adtech
and martech. Companies that can aggregate and ingest online and offline
data are also in the minority, as are those who say that artificial intelligence
(AI) and machine learning (ML) are embedded in their tech platform. These
themes are explored in more detail later in the report.
Figure 7: Proportion of company respondents agreeing with statements relating to
overall data capabilities (larger vs. smaller organisations)
17
18. Analytics tools have played an important role in the digital revolution,
helping tens of millions of businesses, both large and small. Much has
changed since the most high-profile of these services – Google Analytics –
went live back in 2005, however.
While free analytics applications have allowed companies to grasp low-
hanging fruit when seeking to understand what is happening on their digital
properties, the game has changed markedly over the last decade and a
half. Marketers increasingly need insights on the ‘why’ and not just data
that reports on the ‘what’. With customers in both a B2B and B2C context
increasingly demanding personalised digital experiences, businesses require
best-of-breed technology to provide the insights that power them.
The introduction of the EU General Data Protection Regulation in 2018,
and spread of privacy consciousness more generally, has thrust the issue of
data control into the spotlight. The onus is on businesses to tighten up how
information flows within their own organisations, and out to cloud-based
services where control of data may be lost.
The business case for paid analytics
The business case for investment in paid analytics solutions to fuel customer
understanding and engagement has become more compelling. Over the
last few years many organisations have used free tools and paid software
in combination, to provide backup and validation of data, or simply out of
habit. This approach appears to be changing, a trend accelerated by concerns
within organisations about how their data is being used by third-party
companies including large digital platforms such as Facebook, LinkedIn, and
Google. As shown in Figure 8, the proportion of companies that depend
solely on paid analytics software to meet their digital analytics needs has
risen by seven percentage points, from 15% to 22%, over the past year.
Companies using paid analytics exclusively now outnumber those using only
free solutions (21%).
Companies turn to paid analytics
for enhanced capabilities
The proportion of
companies that depend
solely on paid analytics
software to meet their
digital analytics needs
has risen by seven
percentage points, from
15% to 22%, over the past
year. Companies using
paid analytics exclusively
now outnumber those
using only free solutions
(21%).
18
19. 2018 =
2019 =
A mixture of paid and free
software
A paid solution Only free software
54 %
43 %
15 %
22 %
19 %
21 %
8 % 9 %
None of the above
4 % 5 %
A home-grown solution
Figure 8: What type of technology are you using for digital analytics?
The dual approach remains the most common way of doing things, though the popularity of
this model has fallen significantly since 2018 (from 54% to 43%). Businessess increasingly see
the running of a secondary, free application as unnecessary or even detrimental.
The tendency towards paid solutions is particularly
prevalent among larger organisations. The proportion
of larger companies (37%) using a paid digital analytics
solution exclusively is now more than double the 18%
figure reported in 2018 (see appendix, Figure 30).
Proponents of paid analytics cite numerous advantages,
including various areas of functionality that free alternatives are lacking. Paid analytics tools
typically do a better job of extracting more actionable insight for customer experience and
marketing programmes, helping to automate analytics-related tasks, join up data from
internal and external sources, and to understand more fully the drivers of marketing return
on investment.
Hostelworld Group is just one organisation that has reported significant gain from migrating
to paid analytics. The booking platform adopted Adobe Analytics4 to help gain deeper
insight into the behaviour of its digital-savvy target segment of younger travellers, so it could
optimise customer journeys on its websites and apps. In 2017, the company reported a
500% increase in engagement across digital channels over two years, while also generating
automation-driven efficiency benefits, such as reduced cost-per-booking.
4 https://www.adobe.com/customershowcase/story/hostelworld.html
After migrating to paid analytics, Hostelworld
reported a 500% increase in engagement
across digital channels over two years, while
also generating automation-driven efficiency
benefits, such as reduced cost-per-booking.
19
20. We have centralised all our customer data
Data analytics have been ’democratised’ within
our organisation
We are utilising our digital analytics thechnology
to its full potential
We have a complete view of all customer interactions
with our brand
We are able to map our business challenges
end-to-end to our analytics technology
Digital analytics provide a strong foundation for
our customer experience initiatives
63 %
32 %
46 %
43 %
54 %
63 %
33 %
23 %
34 %
40 %
23 %
Methodology note: Sample includes respondents that selected either
’strongly agree’ or ’somewhat agree’ options.
45 %
= Paid analytics = Free analytics
Figure 9: Proportion of company respondents agreeing with statements relating to
customer analytics capabilities (paid vs. free software)
Moving beyond the Hostelworld case study, Figure 9 shows how paid
analytics are a key enabler for businesses. For example, companies that use
paid analytics exclusively are significantly more likely than those using only
free software to have democratised data within their organisations (54% vs.
32%), and to have centralised customer data (63% vs. 43%).
These companies are also more likely to have a ‘complete
view of all customer interactions’ with their brand (46% vs.
33%), an attribute which was shown in last year’s equivalent
research to be the attribute most strongly correlated with
customer analytics maturity.
More than a third of larger
companies (37%) are now using
a paid digital analytics solution
exclusively, more than double the
percentage reported in 2018 (18%).
20
21. Mapping business challenges
The largest gap between paid and free analytics users is the ability to map
business challenges end-to-end to their analytics technology (40% vs. 23%).
Companies need visibility on KPIs that relate to meaningful commercial
objectives, such as revenue, costs, customer loyalty, and customer lifetime
value. Integration of digital analytics with business intelligence tools can
provide a real-time view of how their organisations are performing so they
can be agile in capitalising on opportunities and responding to negative
signals.
Paid solutions provide a stronger feature set for businesses to work with.
Some important features and capabilities, such as segment analysis, data
visualisation, and customer journey analytics, are available to more than half
of paid software users, but only a minority of those using free tools (Figure
10). For various other features, a significant percentage of paid analytics
users have access, but they remain out of reach of all but a few of those
that have deployed free software only. These include audience clustering
to automatically discover statistically valid segments, anomaly detection, AI
capabilities, uncapped calculated metrics, and contribution analysis to unlock
root cause of anomalies.
Paid analytics are a key enabler for businesses.
Companies that use paid analytics exclusively
are significantly more likely than those using
only free software to have democratised data
within their organisations (54% vs. 32%), and to
have centralised customer data (63% vs. 43%).
21
22. 8 %
Data visualisation
Anomaly detection
Artificial intelligence
Uncapped calculated metrics
(from variables and operators)
Customer journey analytics
Flexible user interface for quick
ad hoc reports
Ability to generate custom reports
without data sampling
Audience clustering to
automatically discover
statistically valid segments
Segment analysis
67 %
11 %
48 %
64 %
53 %
39 %
38 %
23 %
25 %
33 %
30 %
20 %
15 %
29 %
5 %
7 %
11 %
36 %
38 %
27 %
20 %
26 %
Ability to change metadata
retroactively during campaigns
Full omnichannel data sources
out of the box
None of the above
Contribution analysis to unlock
root cause of anomalies
Native activation of insights into
customer engagement workflows
2 %
18 %
17 %
10 %
9 %
= Paid analytics
= Free analytics
Figure 10: Does your digital analytics solution offer the following capabilities? (paid
vs. free software)
22
23. Great customer experiences depend on understanding and
catering for customer needs in the here and now. A lack of
data cohesion has historically stifled marketing efforts to
map intricate cross-channel journeys accurately, let alone
pinpoint the key moments that lead to conversion. Fortunately,
the best analytics packages now enable organisations to
identify and prioritise opportunities to deliver value across
the customer journey that they’d otherwise overlook.
Research by Tata Consultancy Services5, published in April 2019, found that
the best-performing marketers are introducing personalisation earlier in the
customer journey than their under-performing peers. Eric Matisoff, analytics
and data science evangelist at Adobe, has summarised the importance
of employing analytics to uncover customer journey insights6 as follows:
“Analysis of all of the data that supports the customer journey is the direction
every brand should head in.”
Encouragingly, the continued focus on customer journey optimisation to
elevate experiences and harness data for commercial gain is evident in
our research. Customer journey analytics emerges as the most important
digital analytics capability, outranking the next most cited feature, data
visualisation, by a significant margin (25% vs. 15%). As Figure 11 shows, it is
a highly valued capability among small and large organisations alike (27%
and 22%, respectively).
The feature rankings by business size reflect the challenges faced. While
smaller organisations typically struggle to disseminate data efficiently and
make it actionable, their enterprise counterparts are more concerned with
higher-order goals, such as joining up the dots across channels.
The power of now: customer journey
analytics rely on integrated data
Customer journey analytics
emerges as the most important
digital analytics capability,
outranking the next most cited
feature, data visualisation, by a
significant margin (25% vs. 15%).
5 https://sites.tcs.com/bts/wp-content/uploads/TCS_2019_CMO_Study-Initial-Findings.pdf
6 https://theblog.adobe.com/paving-a-consumers-journey-from-research-to-retrieval-and-datas-role/
23
24. 4 %
Segment analysis
Audience clustering to automatically
discover statistically valid segments
Artificial intelligence
Native activation of insights into
customer engagement workflows
Data visualisation
Ability to generate custom reports
without data sampling
Full omnichannel data sources
out of the box
Flexible user interface for quick
ad hoc reports
Customer journey analytics
13 %
12 %
4 %
4 %
8 %
5 %
3 %
3 %
7 %
7 %
11 %
22 %
6 %
6 %
27 %
Anomaly detection
Uncapped calculated metrics
(form variables and operators)
Other
Ability to change metadata
retroactively during campaigns
Contribution analysis to unlock
root cause of anomalies
1 %
1 %
10 %
10 %
2 %
3 %
3 %
2 %
17 %
0 %
0 %
9 %
= Organisations with annual
revenues of less than $50m
= Organisations with annual
revenues of at least $50m
Smaller organisations place more weight
on data visualisation (17% vs. 12% for their
larger peers), which can support data
democratisation initiatives and increase the
likelihood of the entire business putting it
to good use. Larger organisations are more
likely than smaller ones to value access to
‘full omnichannel data sources out of the
box’ (10% vs. 6%). Retail is one of the sectors
where joining up digital and offline channels
is particularly advantageous as companies
need to reconcile data for those buying
online and returning in-store, and for those
starting their journey online and continuing
it in-store (or vice versa).
Technologists are almost twice as likely
as their marketing peers (23% vs. 13%) to
rate data visualisation as the most valuable
feature, giving it equal importance as
customer journey analytics (see appendix,
Figure 31). Segment analysis, which is
particularly valued by marketers (16% vs. 6%
of technologists) is especially appreciated
in the US, where it is seen as even more
important than customer journey analytics
(25% vs. 17%, appendix, Figure 32).
Figure 11: Which feature/capability do you value the most from
digital analytics? (larger vs. smaller organisations)
There has been a sharp drop in
companies using identity-related
data (from 33% to 12% this year),
which can be attributed to increased
awareness of data privacy legislation,
and an appropriate degree of
nervousness around using
personal data.
24
25. Limitations of free analytics
Only a third of organisations (35%) agree that their digital analytics platforms
allow them to aggregate and ingest online and offline data (see appendix,
Figure 29). This is the most pressing issue for larger companies using free
software, with the ‘lack of omnichannel customer journey data / cross-
channel analysis’ the most significant analytics limitation (Figure 12).
Integrations limited to a particular ecosystem are another prominent
restriction, irrespective of business size, as is difficulty customising reports.
For smaller organisations, which are more likely to use a free solution
exclusively, limitation of metrics (19%) is the second most significant
obstacle to success.
Figure 12: What is the main limitation of your free digital analytics solution? (larger
vs. smaller organisations)
Integrations limited to particular ecosystem
(e.g. Google)
Difficulty customising reports
Segmentation limitations
Limited AI / machine learning capabilities
Limitation of metrics
Lack of omnichannel customer journey data /
cross-channel analysis
16 %
10 %
17 %
15 %
15 %
20 %
14 %
8 %
5 %
19 %
8 %
Other
Inability to action insights into other
martech / adtech solutions
Data sampling
9 %
3 %
2 %
4 %
2 %
2 %
31 %
= Organisations with annual
revenues of less than $50m
= Organisations with annual
revenues of at least $50m
Methodology note:
Respondents used free software, either
exclusively or in combination with
paid technology.
25
26. The breadth of data types and sources employed is a good indicator of the
level of sophistication of a company’s customer intelligence strategy. Compared
to last year, fewer organisations are using a range of data types as part of their
customer intelligence activities, with behavioural, social, and transactional
data still the most widely used (Figure 13). There has been a sharp drop in
companies using identity-related data (from 33% to 12% this year), which
can be attributed to increased awareness of data privacy legislation, and an
appropriate degree of nervousness around using personal data.
Integrating digital analytics solutions with other layers of the marketing
stack can unlock additional value and overcome some of data availability
limitations. However, the level of integration varies greatly by business
size (Figure 14). Smaller companies are more likely than larger ones to focus
on integrating their digital analytics solutions with email (or marketing
automation) and social platforms, while larger organisations prioritise
integration with a vast array of technologies, such as CRM, paid search,
tag management, personalisation, data management platforms, business
intelligence solutions, and customer data platforms.
Ultimately, organisations need to tap into data from an array of marketing
and business tools in real time, if they are to succeed in serving prospects
and customers as effectively as possible.
Integrating digital analytics solutions with
other layers of the marketing stack can unlock
additional value and overcome some of data
availability limitations.
26
27. 12 %
Social
Descriptive
Identity-related (e.g. PII)
Attitudinal
Firmagraphic
None of the above
Transactional
Socio-demographic
Third-party
Second-party (from partners)
Behavioural (i.e. browsing history)
55 %
20 %
50 %
56 %
46 %
48 %
33 %
50 %
47 %
33 %
23 %
27 %
18 %
16 %
29 %
8 %
17 %
= 2018 = 2019
11 %
8 %
6 %
9 %
Figure 13: In addition to first-party data, what types of data do you use as part of
your customer intelligence activities?
272727
28. 24 %
Email / marketing automation
Data management platform (DMP)
Business intelligence solution
Customer data platform (CDP)
Social media channels
Paid search
Tag management
Personalisation / recommendation technology
Customer relationship management (CRM)
54 %
35 %
64 %
69 %
58 %
40 %
54 %
63 %
59 %
11 %
38 %
16 %
33 %
18 %
21 %
19 %
18 %
= Organisations with annual
revenues of less than $50m
= Organisations with annual
revenues of at least $50m
Figure 14: What other sources of data are integrated with your digital analytics
solution? (larger vs. smaller organisations)
28
29. Paid analytics =
Free analytics =
Generation of
insights
Targeting the right content
and messaging at the
right moment
Identification and
creation of segments
Creating and
adapting content for
personalisation at scale
39 %
17 %
25 % 24 %
30 %
7 %
32 %
20 %
Harnessing AI for more insight- dri-
ven marketing and better customer
experiences
According to the 2019 Gartner CIO Agenda Survey, AI was ranked as the most disruptive
technology, ahead of data and analytics in second place. When these two categories of
technology are harnessed in unison, the results can be immensely powerful, allowing
marketers to access insights and then execute more effective marketing campaigns without
the need for data scientists.
Figure 15 shows that those with paid tools are twice as likely
as their peers using only free tools to be deploying AI to
generate insights, and four times as likely to be identifying
and dynamically creating segments for more targeted
marketing. They are also more than one-and-a-half times
more likely to be using AI to create and adapt content for
personalisation at scale, an area of huge potential seen
by larger organisations surveyed as the most exciting
opportunity in the context of customer analytics.
Those with paid analytics tools
are twice as likely as their peers
using only free tools to be
deploying AI to generate insights,
and four times as likely to be
identifying and dynamically
creating segments for more
targeted marketing.
Figure 15: Proportion of company respondents saying they are deploying AI to improve the customer
experience and effectiveness of marketing activities (paid vs. free software)
29
30. 5 %
Integrations limited to
particular ecosystem (e.g. Google)
Segmentation
limitations
Data
sampling
Other
Limitation
of metrics
Difficulty
customising reports
Inability to action insights into
other martech / adtech solutions
Limited AI / machine
learning capabilities
Lack of omnichannel customer
journey data / cross-channel analysis
24 %
24 %
16 %
16 %
20 %
17 %
10 %
14 %
18 %
9 %
3 %
6 %
4 %
4 %
8 %
= Marketers = Technologists
2 %
0 %
The growing importance of AI capabilities for turbo-charging customer
analytics is also underscored by Figure 16 which shows both the marketer
and technologist view on the main limitation of free analytics tools. It is the
data and IT professionals who see most clearly how free tools can restrict
their endeavours in this area. Just under a quarter of technologists (24%)
report that this is the main limitation of free software, compared to only
6% of marketers surveyed.
For larger organisations the most exciting opportunity to improve analytics
is ‘better personalisation at scale’, cited by 20% of respondents (Figure 17), an
increasingly important trend where AI offers huge potential for improvement.
Figure 16: What is the main limitation of your free digital analytics solution?
(marketers vs. technologists)
30
31. AI in action
Adobe Sensei AI and machine learning allows companies to analyse data and
identify patterns and anomalies, producing insights that can then be used
to make decisions about the type of content to deliver, and the right time to
deliver it. This ensures that digital experiences are personalised and optimised
to make a tangible difference to revenue streams and maximise ROI.
Larger organisations are also enthusiastic about the ability
to further understand and predict customer needs, with 18%
reporting this to be the single most exciting opportunity. AI
also has a role to play here. Sensei technology, for example,
uses AI to personalise content according to customer profiles,
and tailors the content taking into account factors such as
geographical location, the season, and the time of day.
With 72% of its UK customers interacting across three or more channels, Sky
is just one of the many brands taking advantage of Sensei’s features, such as
automated personalisation7, to deliver more impactful experiences and scale
personalised recommendations. AI enables Sky to analyse the vast volume of
customer information in real time to uncover the recommendations, services,
and experiences that can best resonate with each customer, at scale. The
company also uses AI to provide better customer care through its call centre
by analysing a variety of customer attributes and connecting customers with
the customer service representative best suited to handle their issue.
Further down the scale, the ability to drive customer loyalty and increase
customer lifetime value is deemed to be the single most exciting opportunity
by 15% of larger organisations surveyed.
For smaller organisations, the most exciting opportunity is deemed to be
the ability to drive customer lifetime value, cited by 18% of respondents,
just ahead of the ability to understand and predict customer needs and
optimisation of the customer journey (both 17%).
7 https://www.adobe.com/content/dam/acom/en/customer-success/pdfs/sky-uk-ai-case-study.pdf
For larger organisations the most
exciting opportunity to improve
analytics is better personalisation
at scale, cited by 20% of
respondents, an increasingly
important area where AI offers
huge potential for improvement.
31
32. Chapter 2 Page 4
Chapter 4 Page 4
Appendix 2
5 %
Understanding and predicting
customer needs
Ability to enrich customer
profiles and segments
Ability to utilise
more sources of data
Driving customer loyalty and
increasing customer lifetime value
Automated marketing actions
based on insights
Optimisation of
customer journey
Identifying new
and valuable customers
Better personalisation
at scale
5 %
7 %
20 %
17 %
17 %
15 %
13 %
18 %
18 %
9 %
11 %
12 %
4 %
3 %
More efficient allocation of
media budget (i.e. better attribution)
3 %
3 %
Ability to create
dynamic segments
0 %
None of
the above
2 %
6 %
6 %
6 %
= Organisations with annual revenues of less than $50m
= Organisations with annual revenues of at least $50m
Adobe Sensei can help to optimise the customer journey and understand
what works. Part of the technology includes a virtual analyst who sifts
through large quantities of data and alerts marketers of statistically significant
events.
AI technology can be used effectively for deeper personalisation, but most
marketers are not yet actively using this to personalise and adapt their
content. As can be seen in Figure 33 (see appendix), there is little year-on-year
difference in the proportion of companies harnessing AI for better marketing
and customer experience activities. Many companies are missing a huge
opportunity, particularly when considering the benefits AI can bring.
Figure 17: What do you see as the single most exciting opportunity for your business
in the context of improved customer analytics capabilities? (larger vs. smaller
organisations)
32
33. 49 %
Client-side
(working in-house
for a company)
Supply-side
(agency, consultancy,
or technology company)
54 %
46 %
Appendix 1
(respondent profiles)
Figure 18: What best describes your role?
333333
34. Europe Asia Pacific
49 %
Client-side
(working in-house
for a company)
Supply-side
(agency, consultancy,
or technology company)
22 %
North America
20 %
Other
9 %
Marketing
IT / tech
Analytics
Ecommerce
Advertising
Other
Operations + Procurement
Data science
57 %
11 %
11 %
8 %
8 %
12 %
1 %
2 %
4 %
5 %
Manager
Director
Head of department
C-level
Executive
Administrator
Senior management
Managing director
21 %
13 %
13 %
6 %
7 %
10 %
Supervisor 3 %
Figure 19: In which region are you based?
Figure 20: In which business function do you work?
3434
35. Other
Operations + Procurement
Data science
11 %
8 %
8 %
12 %
1 %
2 %
Manager
Director
Head of department
C-level
Executive
Administrator
Senior management
Managing director
21 %
13 %
13 %
6 %
7 %
10 %
Supervisor
Other
3 %
Figure 21: What is your level of seniority within the business?
Manufacturing
Financial services and insurance
IT consultancy
Education
Professional services
Retail
Consumer goods
Charity / Non-profit
11 %
9 %
7 %
7 %
6 %
6 %
6 %
6 %
Media and entertainment 5 %
3 %
3 %
2 %
2 %
Travel, leisure and hospitality
Healthcare / Medical / Pharmaceutical
Accountancy / Business services / Law
Telecommunications
Food and beverage
Environmental
Government and local authority
Property
4 %
4 %
4 %
1 %
Other 14 %
38 %
29 %
33 %
Figure 22: In which business sector does your company primarily operate?
353535
36. 38 %
2 %
Environmental
Property
1 %
Other 14 %
Business-to-business (B2B) Business-to-consumer (B2C)
38 %
Even mix of B2B and B2C
29 %
33 %
Less than
$5 million
$5 million -
$49 million
$50 million -
$99 million
$100 million -
$249 million
$250 million -
$499 million
$500 million -
$999 million
$1 billion +
39 %
6 %
27 %
8 %
3 %
5 %
12 %
Figure 23: Is your organisation focused mainly on B2B or B2C?
Figure 24: What were your company's annual revenues in the last financial year?
3636
37. 10 % 37 % 17 % 24 % 12 %
17 % 32 % 18 % 22 % 11 %
25 % 41 % 16 % 14 %
4 %
= Strongly agree
= Strongly disagree= Somewhat disagree
= Somewhat agree
= Neither agree nor disagree
Europe
North America
APAC
Figure 25: 'Our organisation is data-centric… we are organised around our data with
data science at the core' – agree or disagree (regional breakdown)
Appendix 2
(additional charts)
3737
38. 11 %
37 %
21 %
18 %
13 %
15 %
40 %
14 %
26 %
5 %
= Strongly agree
= Strongly disagree= Somewhat disagree
= Somewhat agree
= Neither agree nor disagree
Organisations with annual revenues
of less than $50m
Organisations with annual revenues
of at least $50m
Figure 26: 'Our organisation is data-centric… we are organised around our data with
data science at the core' – agree or disagree (larger vs. smaller organisations)
3838
39. Chief Data Officer
CIO
Chief Customer Officer
Chief Revenue Officer
CMO / Head of Marketing
57 %
51 %
8 %
7 %
6 %
4 %
2 %
13 %
8 %
3 %
= 2018
= 2019
Other
19 %
22 %
Chief Data Officer
CIO
Chief Customer Officer
Chief Revenue Officer
CMO / Head of Marketing
58 %
38 %
11 %
15 %
3 %
5 %
2 %
21 %
3 %
4 %
= Marketers
= Technologists
Other
22 %
18 %
Figure 28: Who within your organisation is ultimately responsible for your customer
analytics strategy?
Figure 27: Who within your organisation is ultimately responsible for your customer
analytics strategy? (marketers vs. technologists)
3939
40. A paid solution
Only free software
A home-grown solution
None of the above
A mixture of paid and free software
43 %
18 %
12 %
8 %
9 %
2 %
2 %
37 %
9 %
60 %
= 2018
= 2019
Our platform enables us to keep knowledge about
our customers within our own environment
Our platform allows us to aggregate and ingest
online and offline data
Artificial intelligence and machine learning are
embedded into our technology platform
We have an open technology platform that enables
a seamless flow of behavioural, transactional, and
operational customer data in real time
Our platform enables us to stitch together known and
anonymous data to activate real-time customer profiles
across channels throughout the customer journey
Our platform enables us to respect customer data
requests and comply with data privacy laws
37 % 38 % 14 % 8 %
3 %
23 % 43 % 18 % 9 % 7 %
10 % 25 % 21 % 22 % 22 %
8 % 25 % 17 % 28 % 22 %
22 % 19 % 23 % 28 %
7 % 15 % 17 % 19 % 42 %
8 %
= Strongly agree
= Strongly disagree= Somewhat disagree
= Somewhat agree = Neither agree nor disagree
Figure 30: What type of technology are you using for digital analytics? (larger
organisations)
Figure 29: Thinking about your organisation’s overall data capabilities, please indicate
whether you agree or disagree with the following statements.
4040
41. Segment analysis
Audience clustering to automatically discover
statistically valid segments
Artificial intelligence
Native activation of insights into
customer engagement workflows
Data visualisation
Flexible user interface for quick
ad hoc reports
Full omnichannel data sources
out of the box
Ability to generate custom reports
without data sampling
Customer journey analytics
26 %
6 %
16 %
13 %
9 %
8 %
4 %
7 %
2 %
5 %
8 %
6 %
4 %
4 %
23 %
23 %
9 %
5 %
2 %
4 %
2 %
3 %
7 %
Contribution analysis to unlock
root cause of anomalies
Anomaly detection
Ability to change metadata
retroactively during campaigns
Uncapped calculated metrics
(from variables and operators)
1 %
2 %
1 %
= Marketers
= Technologists
Figure 31: Which feature/capability do you value the most from digital analytics? (marketers vs.
technologists)
4141
42. = Europe
= North America
= APAC
Data visualisation
Audience clustering to automatically
discover statistically valid segments
Anomaly detection
Artificial intelligence
Flexible user interface for quick
ad hoc reports
Segment analysis
Full omnichannel data sources
out of the box
Ability to generate custom reports
without data sampling
Customer journey analytics
Uncapped calculated metrics
(form variables and operators)
Contribution analysis to unlock
root cause of anomalies
Other
Ability to change metadata
retroactively during campaigns
Native activation of insights into
customer engagement workflows
17 %
29 %
26 %
13 %
19 %
11 %
5 %
10 %
6 %
25 %
9 %
6 %
6 %
6 %
8 %
8 %
8 %
5 %
5 %
5 %
5 %
3 %
0 %
3 %
0 %
0 %
3 %
3 %
3 %
7 %
12 %
9 %
2 %
2 %
5 %
5 %
1 %
1 %
2 %
5 %
1 %
1 %
Figure 32: Which feature/capability do you value the most from digital analytics?
(regional breakdown)
4242
43. Generation of
insights
Targeting the right content
and messaging at the
right moment
Creating and adapting content
for personalisation at scale
Identification and dynamic
creation of segments
24 %
27 % 26 %
23 %
19 % 19 % 20 % 19 %
= 20192018 =
Figure 33: Proportion of company respondents saying they are deploying AI in these
ways to improve the customer experience and effectiveness of marketing activities
Generation of
insights
Targeting the right content
and messaging at the
right moment
Identification and dynamic
creation of segments
Creating and adapting content
for personalisation at scale
24 %
41 %
23 %
25 %
19 %
23 %
16 %
28 %
= TechnologistsMarketers =
Figure 34: Proportion of company respondents saying they are deploying AI in these ways to improve
the customer experience and effectiveness of marketing activities (marketers vs. technologists)
434343