Merkle：COVID-19期間消費者參與報告（英文版）(19頁).pdf

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1、CUSTOMER ENGAGEMENT REPORT COVID-19 SPECIAL EDITION COVID-19 EDITION2 | CUSTOMER ENGAGEMENT REPORT TABLE OF CONTENTS COVID-19 SPECIAL EDITION 3 EXECUTIVE SUMMARY 4 INSIGHTS 5 MARKETERS REPORT INCREASED INVESTMENT IN LASTING INNOVATIONS 9 DISRUPTION HIGHLIGHTS INEFFICIENCIES BUT ALLOWS PREP FOR FUTUR

2、E 13 MARKETERS CUT WASTE AND ACCELERATE ADDRESSABLE CUSTOMER-CENTRIC PROJECTS 17 SUMMARIZING COVID-19S IMPACT ON CUSTOMER MARKETING AND THE “NEW NORMAL” 18 METHODOLOGY COVID-19 EDITION3 | CUSTOMER ENGAGEMENT REPORT Its no surprise that the COVID-19 outbreak has caused great disruption for brands ove

3、r the past few months. New government guidelines and consumer spending needs have forced organizations to innovate in order to thrive during this time. To find new customers and keep current customers loyal, weve seen brands adopt inventive approaches, such as offering new services (such as curb-sid

4、e pick-up or online ordering) and changing the way they interact with their customers (channels, content, messaging, etc.). As a marketing and technology services partner, Merkle has been helping brands innovate to thrive during these uncertain times. With that, we are interrupting our quarterly pub

5、lishing schedule to present a COVID-19 edition of the Customer Engagement Report to reveal how marketers have been impacted and how they are pivoting to succeed during this time. We hope this information will help our clients make better-informed business decisions as they identify their “new normal

6、.” In the following pages, we uncover that customer centricity is a common goal among marketers during COVID-19. While the pandemic fundamentally changed the way people live and work, marketers continue to invest in new ways to better serve their customers. A majority of marketers (52 percent) repor

7、t increased spending over the past three months (March-June 2020). Our research shows these increases focus on improving customer experiences in a more cohesive way, as this is no longer a nice-to-have, but a must-have. We also discuss how this disruption highlights inefficiencies within organizatio

8、ns, making them reflect on their practices and identify where to cut waste. More than 90 percent of respondents indicated reassessing historical practices to eliminate under-performing activities or campaigns, with 39 percent of this group stating this as a new practice. In summary, organizations ar

9、e accelerating their marketing spend, planning for multiple scenarios going forward, and understanding the power of data to drive what theyre doing. But data is disparate, and technologies may be underutilized. We look forward to continually bringing you valuable insights as we navigate this difficu

10、lt time. Stay well, Craig Dempster EXECUTIVE SUMMARY COVID-19 EDITION4 | CUSTOMER ENGAGEMENT REPORT INSIGHTS After a full year of reporting on marketers ability to deliver engaging and personalized customer experiences, this special report explores how the global COVID-19 pandemic affects marketers

11、and highlights the importance of putting the customer first in this environment. Our research shows accelerated spending during this time while marketers plan for a near-term economic resurgence and set themselves up for success in the future. The data indicates an increased focus on consumer-centri

12、c strategies and stresses the need for some to advance their capabilities and technologies to achieve an exceptional customer experience. COVID-19 EDITION5 | CUSTOMER ENGAGEMENT REPORT MARKETERS REPORT INCREASED INVESTMENT IN LASTING INNOVATIONS COVID-19s impact on the global economy cannot be under

13、stated. The pandemic fundamentally changes the way people across the world live and work. Marketers continue to invest in new innovations to better serve and retain their customers. A majority of marketers (52 percent) report increased budgets since the pandemics arrival. Our research shows these in

14、creases focus on improving customer experiences in a more cohesive way. Aside from investing in numerous new services, features, and technologies (explored later in the report), 74 percent of marketers say they have changed their approach to content developed for customers. While many of these chang

15、es address the pandemics challenges directly, an overwhelming 96 percent of respondents state their organizations will continue with their recent innovations once the crisis is over. 52% Increased marketing spend since the COVID-19 outbreak 74% Changed their approach to customer content 96% Say mark

16、eting and service innovations are here to stay Spending increases during the past few months allowed marketers to implement new content, strategies, and technologies that better serve consumers during this time of crisis. The focus on continuing and expanding these innovations in the future will enc

17、ourage consumer retention and brand loyalty. As we all prepare for a “new normal” in the post-pandemic world, consumers may get used to new innovations such as contactless delivery and curbside pickup. While the majority of respondents (52 percent) indicated increased marketing spend in the last few

18、 months, the industry breakdown below shows more varied results. Marketers across health, insurance, and retail and consumer packaged goods industries have seen the largest increases in spend, while nonprofit marketers overwhelmingly indicate a decrease in spend. Increased Stayed the same Decreased

19、Unsure Health Insurance Retail TM while some marketers have paused some initiatives, many are making investments to ensure they have a strong martech foundation as they relaunch their businesses. Travel & hospitality marketers recognize how data can help them rethink customer strategy and targeting.

20、 To get the most efficient return on CRM and marketing investment, brands are sending hyper-local, relevant messaging to high-value individuals who can deliver the highest ROI. Coleen Kuehn, EVP, GM, Travel, Media & Entertainment, Merkle COVID-19 EDITION16 | CUSTOMER ENGAGEMENT REPORT The COVID-19 c

21、risis has significantly restricted branch access, limiting a major sales and service engagement point for banks. This is driving customers online at an accelerated rate, leading to an increase in the importance of addressable advertising to help fill the engagement gap. The precision provided by add

22、ressable advertising was also a key tool to help banks manage communications in response to the rapidly changing conditions in individual markets. Paul Evers, EVP, GM, Financial Services, Merkle COVID-19 EDITION17 | CUSTOMER ENGAGEMENT REPORT The COVID-19 pandemic has brought economic disruption at

23、unprecedented scale. Marketers grapple with new government-instituted lockdown measures and changes in consumer behavior, while many are left wondering what the post-pandemic landscape will look like. New innovations like curbside pickup and contactless delivery bring a new lens on how brands intera

24、ct with consumers. Over the past few months, we have seen marketers evaluate their programs and recalibrate themselves by investing in new technologies and services to drive experiences centered around the customer, while planning for reopening and future work-from-home scenarios. Our research indic

25、ates increased marketing spend during a crisis that has certainly had its effects on marketers. Respondents have felt this disruption in many ways, but the resounding pain points include: Taking too long to make a marketing decision The pandemic complicates many decisions. How long will it take for

26、consumers to find comfort in the “new normal”? When, where, and how are consumers spending as restrictions are adjusted? Merkles COVID-19 Market Impact Dashboards help marketers answer these questions. Having data in too many places to be useful Marketers report frustration with disparate data durin

27、g this time. Not utilizing the data they already have Finally, we see marketers struggling to use all the data they have during the crisis. This is further highlighted in their likelihood to replace technologies in the next few years, specifically their marketing database and customer data platform

28、(CDP). Merkles marketing technology services, such as selecting, implementing, and operationalizing a CDP, as well as data management solutions, Rapid Audience Layer and cloud-hosted marketing databases and digital transformation, can help bring data together to drive personalized customer experienc

29、es. Despite the varying challenges marketers are facing through the COVID-19 pandemic, many have found a “silver lining,” as it has forced the adoption of new, innovative solutions with customer centricity as the common theme. As marketers plan for lockdown loosening, they stress the importance of a

30、ccelerating these solutions and carrying them forward into the “new normal” after the pandemic crisis subsides. As always, the focus on the power of data and the importance of the customer are encouraging signs as we move forward in these socially distanced times. SUMMARIZING COVID-19S IMPACT ON CUS

31、TOMER MARKETING AND THE “NEW NORMAL” Retail Financial High-tech Health Nonprofit Insurance TM&E Other COVID-19 EDITION18 | CUSTOMER ENGAGEMENT REPORT The insights in this report were developed from a survey conducted by Ugam, a Merkle Company, in June 2020, which consisted of 400 marketers at major

32、US and UK brands spanning industries including retail and consumer packaged goods, high tech, financial, travel, media, entertainment, health, insurance, and nonprofit. Merkle is a leading data-driven, technology-enabled, global performance marketing agency that specializes in the delivery of unique

33、, personalized customer experiences across platforms and devices. For more than 30 years, Fortune 1000 companies and leading nonprofit organizations have partnered with Merkle to maximize the value of their customer portfolios. The agencys heritage in data, technology, and analytics forms the founda

34、tion for its unmatched skills in understanding consumer insights that drive people-based marketing strategies. Its combined strengths in performance media, customer experience, customer relationship management, loyalty, and enterprise marketing technology drive improved marketing results and competi

35、tive advantage. With 9,600+ employees, Merkle is headquartered in Columbia, Maryland, with 50+ additional offices throughout the US, EMEA, and APAC. In 2016, the agency joined the Dentsu Aegis Network. For more information, contact Merkle at 1-877-9-Merkle or visit . METHODOLOGY ABOUT MERKLE RESPONDENT INDUSTRIES 6% 4% 4% 2% 6% 18% 24% 36% CUSTOMER ENGAGEMENT REPORT COVID-19 SPECIAL EDITION