Adobe：2020年數字趨勢報告（英文版）(19頁).pdf

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1、Experience Index 2020 Digital Trends 2020 Digital Trends 2 Introduction: A Decade of Insights from 75,000 Marketers 4 1. Digital Inequality 7 2. Putting the Customer in Context 9 3. Cultural Transformation 12 4.ConsumerDataManagementDefinesourDigitalFuture14 5. AI Gets Marketers Back into Marketing

2、15 Methodology 17 Table of Contents 2020 Digital Trends 3 Foreword Welcome to Adobes Digital Trends report, our annual survey of marketing, advertising, ecommerce, creative and technology professionals around the world. Now in its 10th year,DigitalTrendscontinuestorevealthemostsignificant shifts in

3、the industry that are driving marketing strategies, company investment and consumer behaviour. This tenth edition of the report gives us the opportunity toreflectonthelastdecade.Adobe,inpartnershipwith Econsultancy, has gathered more than 75,000 senior leaders experiences and insights across this pe

4、riod. Our commitment to measuring the industry viewpoint from business leaders andinfluencersdeliversafascinatingwindowintohowmuch change the technology sector has experienced. Whenweproducedthefirstreportin2011marketerswere obsessed with digital channels. How would social media impact ecommerce? Wo

5、uld people buy anything on a mobile device? How would television advertising be affected by digital channels? Of course, the landscape we operate in today is very different from that of 2011. Todays consumer expectations are far greater, but so is the opportunity. Technology and data are empowering

6、brands to build direct, emotional relationships with consumers that are changing the way businesses operate forever. This is a new era for marketers. We can understand and interact with our audience in more meaningful ways than ever before. This also poses challenges for brands. Customer- centricity

7、 is magnifying organisations structural, cultural and technological barriers that shape data management, customerexperiencedelivery,andultimatelydefinebusiness success. The regulatory environment, AI and emerging tech are all providing challenges and opportunities whose impact are explored in detail

8、 in the report. Fundamentally,DigitalTrends2020reportshowsthattoday the value of customer experience is unquestionable. Brands leading the way in customer experience are three times more likelytohavesignificantlyexceededtheir2019business goals. Digital Trends continues to be a valuable tool for our

9、teams at Adobe and marketers across the globe to track industry developments. This years report is a fantastic opportunity toreflectonhowthesechangeshaveevolvedoverthelast decade and drive success for our customers in 2020 and beyond. Alvaro Del Pozo Chief Marketing Officer, Adobe EMEA it can only b

10、e understood and managed in real time, putting customer data at the centre of marketing. Personalisation to the individual is the parallel priority, challenging marketers to evolve not only their ability to manage customer data, but use it to deliver experiences in real time that are matched to the

11、consumer and their context. The infrastructure is in place at only 38% of the largest companies, and the strategy to take advantage at fewer still. Cultural Transformation Speed is the most powerful advantage of CX leaders. Most businesses in the study are encumbered by outdated workflowsandinternal

12、barrierstocommunicationand collaboration. Leaders have overcome these challenges to focus on rapid learning and innovation of the customer experience. While technology enables great experiences, they are designed by marketers, technologists and data scientists working together. Leaders are more like

13、ly to prioritise adding the right talent and ongoing training for their existing workforce. 2020 Digital Trends 45 6 Consumer Data Management Defines Our Digital Future The past few years have seen consumers becoming increasingly aware of their data and how it is being used. Today, a changing regula

14、tory environment and consumer technologiesarefurtherdefiningdigitalrelationships.Leading companies are attempting to adapt to a new marketing dynamic, demanding that they lean into privacy, demonstrate transparency and continue to build trust with consumers. Firstmoversarefocusingongovernanceandtech

15、nology. They are examining the data supply chain to understand the ebbandflowofdataandincreasingtheirfocusoncollecting first-partydata.Theyarealsoinvestingintechnologiesthat unifycustomerprofiles,makingiteasierformarketersand privacy specialists to manage data and consent in concert. The research sh

16、owed that organisations with a highly integrated, cloud-based technology stack are 65% more likely than their peers to suggest that the focus on data protection has had a positive impact. AI Gets Marketers Back Into Marketing Artificialintelligenceisrapidlybeingintegratedintothe systems and platform

17、s of marketing, much of it happening invisibly, powering new features or streamlining existing ones. But leading and large companies are also actively exploring wheresmarttechnologiescanmaximiseefficiency,solve difficultproblemsandoffloadrepetitivetasksfrommarketers to machines. Theabilitytorapidlya

18、nalyseandactondatadefinesthe ceiling for customer experience. Large organisations use of automation for data analysis jumped by nearly 20% in this years study, rising from 55% to 64%. Fromtheearlydaysofthedigitalrevolution,marketers have found themselves overwhelmed by the proliferation of processes

19、 related to their expanding responsibilities and capabilities.Themostprofoundeffectofartificialintelligence is to free human beings from the minutiae, giving them more time to think, create and add value. TheultimatebenefittoleadinginCXisfinancial;these companiesarethreetimesaslikelytohavesignifican

20、tly exceededtheirtopbusinessgoalin2019. 6 2020 Digital Trends 7 Digital Inequality1 Figure 1 Thinking about the past years performance (i.e. 2019), which statement best describes how your department performed against its top business goal? We exceeded our top business goal by a significant margin CX

21、 Leaders Mainstream We narrowly exceeded our top business goal We met our top business goal We narrowly missed out on our top business goal We missed our top business goal 13%18%47%12%10%40%17%33%6%4% Respondents: 5,315 Customer experience divides marketing Take two companies of similar size that se

22、rve the same sector. Their audience and product sets are nearly identical. Yet they face different threats to growth because they made different choices in strategy and investment. Thefirstcompanyisstillworkingthroughdigital transformation and its evolution to a customer centric organisation. Extern

23、ally, it fears possible economic turbulence and competition from digitally native companies. It fears the future. The second company has invested the resources and organisational capital into becoming a leader in customer experience.Itschiefconcernsarefindingandretainingthe best digital talent and k

24、eeping up with innovation. It fears getting stuck in the past. These two world views are a philosophical difference, but the gap between CX leaders and the mainstream is tangible across the quantitative trends and benchmarks in this years study. Thedefinitionofaleaderissimple;theyhaveadvanced custom

25、er experience management in place thats aligned across strategy and technology. But throughout these findings,wellexplorewhatitmeansinpractice,howthe leaders approach differs from the mainstream and why a businessatanystageinitsdevelopmentcanbenefitfrom their example. 2020 Digital Trends 8 Leaders a

26、rent inherently different from the other companies in the study. They arent any more likely to be digital natives, they come in all sizes and theyre found in every sector. What they share is a top-down commitment to investing in the people, technology and structures that contribute to effective cust

27、omer experience. Figure 2 Thinking about your business more broadly, which of the following pose the most significant concern for 2020? Attracting and retaining talent in digital / data / CX- related areas Consumer concern about data and privacy Fearsofrecession Competition from digitally native com

28、panies Fallingbehindthecurvein adoption of AI Competition with global commerce platforms CX Leaders Mainstream 23% 19% 12% 19% 17% 10% 18% 29% 11% 16% 19% 7% Respondents: 1,203 CX leadership reaps financial rewards TheultimatebenefittoleadinginCXisfinancial;these companiesarethreetimesaslikelytohave

29、significantly exceededtheirtopbusinessgoalin2019. Their success supports the essential case for a customer- led approach; good experience leads to higher retention and advocacy. In turn marketing can point to a higher revenue contributionthatsmoreprofitableandpredictablebecause repeat customers are

30、less expensive and easier to predict. Strategy, investment and culture shift is key Themovetoacustomer-firstmodelinvolvesmorethanany single initiative or technology can accomplish. It requires a fundamental shift in strategy, investment and culture, supported by the right tools and processes. The st

31、rategic and cultural differences between the mainstreamandCXleadersarethemostsignificant,because real change requires buy-in from the top and across an organisation. Buttherewardsarethereforthosethatmaketheshift.For the mainstream, looming recession is the top concern, but market conditions recede i

32、nto the pack for CX leaders, whose differentiation and success are built on offering a great experience. In the drive to maintain that advantage, they are focused on their organisation and a factor they can control; obtaining and developing great talent. 2020 Digital Trends9 2Putting the Customer in

33、 Context Figure 3 Which three digital-related areas are the top priorities for your organisation in 2020? CX Leaders Mainstream Social media engagement and analytics 28% 32% Targeting and personalisation 25% 28% Customer data management 21% 24% Content management 25% 23% Video content 23% 22% Conten

34、t marketing 21% 26% Customer journey management 20% 27% Mobile engagement and optimisation 19% 17% Conversion rate optimisation 11% 17% Multichannel campaign management 19% 18% Marketing automation 14% 16% Ecommerce 15% 16% Media attribution 8% 5% Respondents: 4,224 Marketing in 2020 - understanding

35、 and serving every individual Tenyearsago,theindustrywastryingtofigureouthowto tailor content to mobile devices and use social as a sales channel. Earned media still needed quotation marks and the television vs. digital debate raged. The topics sound antique but the promise of digital was the same.

36、Interactive channels could give people what they wanted, wherever and whenever they wanted it. Today, that promise is much closer to reality, as the strategy, technology and processes for customer experience and marketing have matured and aligned. The challenge today is managing the complexity of ma

37、rketing totheindividual.Manycompaniesstilllackaunified customerprofileastheystruggletomanagedisparatedata sources. Without that ability to centre easily on the individual, the top priorities of 2020 are likely to be challenges as much as opportunities. Journey management and valuable personalisation

38、 depend on identifying and serving the individual, in real time and at any scale. These are the superpowers of marketing, but they are hamstrung without easyaccesstoarobustcustomerdataprofile. Customer journey mapping coupled with content leads to growth Although the overall movement is in the same

39、direction towards better understanding and service to the customer there are intriguing differences in how companies are evolving, investing in customer experience and putting data to work. 2020 Digital Trends 10 Econsultancy, How Marketers Learn,2019 Figure 4 Which of the following have you incorpo

40、rated into your business? Delivering personalised experiences in real time Internet of Things / connected devices Enhanced payment technologies Utilising AI / bots to drive campaigns and experiences Progressive Web Apps Engaging audiences through virtual or augmented reality Voice interfaces Blockch

41、ain-based functionality None CX Leaders Large organisations (150m) SMBs(150m) SMBs(150m) 32% 30% 26% 25% 20% 19% 16% 14% 53% 47% 26% 30% 39% 26% 15% 26% 41% 47% 29% 36% 17% 21% 14% 23% Respondents:1,189 Culture kills transformation unless culture is transformed Large organisations envy agility, smal

42、l companies long for more resources. Its a natural tension that appears inevitable, but CX leaders have cracked the cultural codes to break that inertia and take advantage. Outdated workflows slow digital transformation Internalissuescankillefficiency,slowproductevolutioncan stand in the way of digi

43、tal transformation. Workflowiswheremarketersspendtheirdaysand inefficienciescanslowtheentireorganisation.Itsstriking that half of respondents at larger companies, those with over 150min2019revenues,reportthatoutdatedworkflowsslow their processes, in comparison with only 32% of CX leaders. Collaborat

44、ion is essential to excelling at customer experience CX comprises the entire journey, touching directly on product, service, marketing, technology and sales, all of which have to besupportedstrategicallybyleadershipandfinance. In organisations where stakeholders dont share expertise, data and resour

45、ces, customer experience cant evolve at the speed of the market. The organisations that are most successful in managing customer experience have remade themselves in the image of the customer journey. They have restructured to eliminate internal silos, often based on channels, to build teams and ali

46、gn resources across the journey. They take a test-and-learn approach, and apply agile methodologies to learn and take action quickly. Inadequate budgets and lack of collaboration also key barriers Budgetingisareflectionofstrategyandexecutivesupport. Nearly one-third of CX leaders report that inadequ

47、ate budgets are a barrier to creating digital experiences, but thats significantlylowerthanatothercompanies,largeandsmall. 2020 Digital Trends 13 Speed is the most powerful attribute of the modern marketing organisation. CX leaders are able to react to changes in their customers and markets more qui

48、ckly than their peers because their culture reduces barriers. They invest in the capabilities to deliver digital experiences and emphasise continuous learning. Econsultancy, How Marketers Learn,2019 Figure 6 What learning resources does your organisation provide? Facetofacetraining for job specialti

49、es On demand training for job specialties Corporate intranet or learning platform Third-party information sources on trends, best practice, etc. Face-to-facetraining for understanding wider business concepts On demand training for understanding wider business concepts Subsidised education Third party data sources onhowyourspecificmarket is changing CX Leaders Mainstream 39% 34% 30% 35% 30% 27% 20% 19% 27% 35% 20% 28% 34% 20% 18% 19% Respondents:3,905 Talent sourcing and retention challenges ForCXleaders,atop-threeissu