2022數(shù)字趨勢(shì) 2022 Digital Trends 2022數(shù)字趨勢(shì) 2022 Digital Trends

2022DigitalTrends

ExperienceIndex

TableofContents

Foreword3

Methodology5

1.Introduction6

2.ChangeAccelerated7

3.TrustEarned13

4.AgilityUnlocked15

5.CollaborationUnlimited21

6.ExperienceElevated23

7.GuidingPrinciples25

Withnearly10,000participantsinthe2022study,inthe2022study,morethan95,000businesspeoplefromeverycontinent(includingAntarctica)havecontributedtheirtimeandinsightstothisresearchsinceitsinceptionin2010.Theircontributionsmakethisthelargestandmostdurablestudyofhowdigitaltrendsarechangingthemarketingdiscipline.

AdobeandEconsultancywouldliketothankeveryonefortheireffortandinsight.

2022DigitalTrends3

Foreword

Welcometothe2022DigitalTrendsreport!This

annualAdobesurvey,producedincollaboration

withEconsultancy,capturesinsightsfromnearly10,000marketers,consultantsandpractitionerstomaptheevolutionofmarketing,advertising,content,commerce,andcustomerexperiencetrendsaroundtheworld.Itidentifieskeyopportunitiesforcompaniestorefinetheirdigitalstrategiesanddrivesustainedgrowthinthenewyearandbeyond.

There’snodoubtthattheglobaleventsofthepasttwoyearshaveacceleratedthedigitaltransformationforcompaniesofallsizesandacrossallindustries.Eighty-sevenpercentofoursurveyedseniorexecutivesagreedthattheeventsof2020-2021havere-wiredcustomerstobedigital-first.Inthisnewreality,

everybusinessisrethinkinghowtheyengagewithconsumersandbusinessbuyersalike.Thepandemicraisedthebarontheneedforfirmstobemore

agile,collaborativeandspeedupthetime-to-value.Itpromptedcompaniestoturntoreal-timedataandinsightstohandletheunexpected.Italsoforcedthemtobridgefunctionalsilos–acrosssales,marketing,product,IT,financeandsupport–tounderstandhowtorunadigitalbusinessendtoend.Ascustomersfluidlyswitchedbetweenchannelsofinteraction,theneedforomnichannelpersonalization,automationandscalabilitytookongreaterurgency.

Companiesthatwereabletoovercomeorganizationalandtechnologysilosandworkacrossfunctionstoquicklymoveasone,cameoutinfront.Overthecourseof2021,wesawawideninggapbetweenthosethatwereabletopivotandcapitalizeontheshifttodigitalandthosewhowerecaughtflat-footed.

Thechallengethatmanyorganizationsfacetodayishowtoincorporatetheagilemethodologiesdevelopedinthecrisis‘war-rooms’ofthepandemicintoongoingbusinessoperations.Ourstudyshowsthatmanycompaniesarestrugglingwithimplementingthenecessaryculturalandoperationalchangestostay

DavidCarrel

VicePresident,Marketing,AdobeExperienceCloud

nimbleandrespondtorapidlyevolving

marketdynamics.

Ourstudyuncoveredayawningchasmbetweenleadingmarketingorganizationsandtherestofthepack.Leadingmarketingorganizations,asidentifiedbyourMarketingOrganizationPerformanceIndex(seeMethodology)placecustomerrelationshipsattheheartoftheiroperations.Theybuildprocesses,systemsandculturearoundevolvingcustomerneeds.Atatimewhenithasneverbeenmorecriticalforcompaniestoactfastandrespondtorisingcustomerexpectations,leadingmarketingorganizationsaremuchbetterplacedforsuccessin2022andbeyond.Mainstreamandlaggardorganizationsmustdoubledowntoclosethegapbeforetheleaderspullevenfurtherahead.

Notableareasofdisparitybetweenmarketingorganizationleadersandtheirmainstreamandlaggardrivalsinclude:

?Insight:50%ofmarketingorganizationleadershave‘significantinsight’intothejourneysofnewcustomers,versusjust20%ofmainstreamand6%oflaggardorganizations.

2022DigitalTrends4

?Agility:65%ofmarketingorganizationleadersratetheirspeedofactingoninsightsas‘strong/verystrong’,versusjust22%ofmainstreamand5%oflaggardorganizations.

?Experimentation:61%ofmarketingorganizationleadersratetheirabilitytobuildexperimentstotestinthefieldas‘strong/verystrong’,incontrast

withjust21%ofmainstreamand5%of

laggardorganizations.

?Personalization:85%ofmarketingorganizationsconsiderthemselves‘effective/highlyeffective’whenitcomestousingfirst-partydatatopersonalizethecustomerexperience,versus66%ofmainstreamand22%oflaggardorganizations.

Withcustomerexpectationscontinuingtorise,theimportanceofdevelopingandnurturingdirectrelationshipswithcustomershasneverbeenmoreimportant.Howcompaniesgatherandextractinsightsfromcustomerdatawillbecomemorecritical,especiallyasmarketersshiftfromrelyingonthird-partydataandembracefirst-partystrategies.Ourfindingssuggestthatthereismuchworktobedonehereasexecutivesseetheirorganizationasmoreeffectiveatcollectingfirst-partydatathanusingittopersonalizeexperiences.Artificialintelligence(AI)isakeyareaofopportunitythatnotenoughorganizationsaretakingadvantageoftodrivereal-timebusinessdecisionsandimprovecustomerexperiences.

Ascompaniesmovefromonemomentofuncertaintytothenext,grapplingwithinflation,globalsupplychainproblems,atightlabormarketandshiftingpandemicconditions,data-drivencustomerinsightsandtheabilitytoquicklyadjuststrategieswillbemoreimportantthanever.Thegapbetweenleadersandlaggardswillonlygrowover2022.Companiesthatcansuccessfullyoperationalizerapiddecisionmakingandactoncustomerinsightswillbebetterplacedtoachievecustomer-centricexperienceinnovationandsustainbusinessgrowth.

The2022DigitalTrendsreportexploresawiderangeoftrendsimpactingcompanies’abilitytosuccessfullynavigatethehighlydynamicglobalenvironment,includingchangingcustomerexpectations,trust,escalatingcomplexityandcompetition,trainingand

developmentandtherealitiesofhybrid

workenvironments.

Withtheworldinaconstantstateofflux,thisyear’sreportofferstimelyinsightstohelpmarketersandbusinessleadershonetheirstrategiestodrivesustainedsuccessin2022andbeyond.

2022DigitalTrends5

Methodology

The2022DigitalTrendsReportisbasedonanonlinesurveyfieldedtoselectEconsultancyandAdobelists.ThesurveywaslaunchedonNovember11th,2021andclosedonJanuary6th,2022with6,584qualifiedrespondents.Inaddition,2,871third-partypanelparticipantswereaddedtomeetquotarequirementsinsomesectorsandregions,foratotalof9,455responses.Third-partypanelistsweregivenanincentivefortheirtime.

?65%ofallrespondents(6,724)areclient-sidemarketers.Theremainingsampleof2,731

respondentsismadeupofexecutivesatagencies,consultancies,andmarketingtechnology/servicesvendors.

?28%ofrespondentsareseniordirectorlevelofabove,followedby72%ofpractitioners(comprisedofjuniorexecutives,managersanddirector-levelrespondents).Throughoutthereport,wecomparebothgroups.

?Asdefinedbytargetmarket,thesampleissplitbetweenB2B(33%),B2C(26%)andthoseaddressingbothmarketsequally(41%).

?OrganizationalrevenuesrunthegamutfromSMBs(44%haverevenuesunder$65M)tolargerorganizations(32%haverevenuesbetween$65Mand$1billion)andtheworld’slargestenterprises(22%haverevenuesover$1.3billion).

?Thesampleisglobal,NorthAmericaprovidingthelargestshareofrespondents(43%)followedbyEurope(39%)andtheAsia-Pacificregionat15%.ThesurveywastranslatedintoFrench,GermanandChinese.

?Everybusinesssectorisrepresented,withconcentrationsinTechnology(15%),Manufacturing(12%)andFinancialServices(9%).

MarketingOrganizationPerformanceIndex

Inaddition,wedevelopedaMarketingOrganization

PerformanceIndex(MOPI)basedonpractitioners’

respondents’answerstooneofthesurveyquestions.

Thisquestionasksrespondentstoratetheirmarketing

organizationsona10-pointscalealongfive

distinctmeasures:

?Agilityinrespondingtoopportunitiesanddisruptionsthatmayarise

?Innovation

?Collaborationfromthetechnology/ITgroup

?Talentdevelopmentandeducation

?Ensuringdiverseandinclusiveteams

Weselectedthesefivemeasuresbecause,asyou

willseeinthereport,theyareeachrelatedtobuilding

successfulorganizationsthatcansurviveand

thriveinthecomplexandfastchangingbusiness

environment.Ourthinkingindevelopingthisindexwas

thatacompositemeasurethatincorporatedallfive

measureswouldprovideanadditionallevelofinsight

aboveandbeyondtheindividualmeasures.

Sincerespondentsratedtheirmarketingorganizations

ona10-pointscaleoneachoffivemeasures,the

highestpossiblescorewas50.Wethenassignedeach

respondenttooneofthreecategoriesbasedontheir

indexscore:

?Leaders,comprising33%oftherespondentsarethosewhosescoresrangedfrom37to50.Theyratedtheirmarketingorganizationhighlyacrossmost,ifnotall,fivemeasures.

?Mainstream,comprising60%oftherespondentsarethosewhosescoresrangedfrom16to36.

?Laggards,comprising7%oftherespondentsarethosewhosescoresrangedfrom1to15.Theyratedtheirmarketingorganizationsasverylowonmost,if

notall,fivemeasures.

2022DigitalTrends6

1.Introduction

Theeventsof2020/21transformedrelationshipsbetweencustomersandcompanies,employeesandemployers.Itforcedareckoning–newneeds,newbehaviors,andnewexpectations.There’snotgoingback–andthere’snoslowingdown.

Ourneweraisshapedbycustomerswhoviewtheirworldthroughadigitallensyearsaheadofwhentheyotherwisewouldhave.Accelerateddigitalbehaviorshaveraisedcustomers’experienceexpectationsfrombrandsacrosstheboard.Customersdon’tjustjudgetheirdigitalexperiencesagainstotherprovidersinthesameindustry.Theyratetheirexperiencesagainsttheirlast,bestinteraction.Today’sexperiencebarissetbytheworld’sleadingdigitalplatforms.Thestandards–andthestakeshaveneverbeenhigher.

Tostaycompetitive,organizationsmustco-developanewfuturewiththeirevolvingcustomers.Thismeansmovingbeyondthetacticsandmakeshiftsolutionsthatsawbusinessesthrough2020/21.Organizationsmustreorientoperationscompletelyaroundtheircustomerrelationships.Successreliesoncomprehensivelycreatingtheconditionsforspeed,experimentation,innovationandpersonalizationatscale.

CHANGEACCELERATED

Thewaythatcustomerswork,communicate,socialize,shopandconsumemediahastransformed.Therelationshipsbetweencustomers,businesses,theiremployees,partners,suppliersandcompetitorswillneverbethesameagain.Ascustomers’experienceexpectationsheightenandcompetitionintensifies,ithasneverbeenmorevitalfororganizationstobuildprocessesaroundcustomerneeds.

TRUSTEARNED

Today’sbusinesseshaveafragilesocialcontractwiththeircustomers.Theyhavearesponsibilitynotonlytoprotectcustomers’datatothehigheststandards,butalsotousethatdatatoprovidetrulyvaluableexperiences.Toearncustomertrust,businessesmustdeliveronbothfrontsinanincreasinglycomplicatedregulatoryenvironment.

AGILITYUNLOCKED

It’stimetomoveagileoperationsoutofreactivemodeintoday-to-daypractice.Tocreatetherightconditionsforagility,organizationsneedstrongerdataaccess,improvedtrainingandworkflowmanagementsolutions.Theyneedtodomoretoconnectstrategyandexperimentation,aligningthebusinesstothecustomer,deliverytothevisionandleadershiptotheemployees.Companiesthatempowertheirteamsforstrategically-led,data-drivendecision-makingandexperimentationaresettowininthisnewera.

COLLABORATIONUNLIMITED

Withdigitalexperiencesvitaltobusinessgrowthandinnovation,CMOshaveearnedtheirseatattheboardroomtable.RelationshipsbetweenCMOsandCIOshavecemented.Butharmonyonthegroundneedsmorethansenioralliances;itmustfilterdowntotheday-to-daybusinessoperationsofthetwodepartments.

CUSTOMEREXPERIENCEELEVATED

Contextual,relevantandhelpfulpersonalizationatscaleistheimperativein2022.Butcustomerexperiencescanonlybeelevatedfromafoundationofcustomertrustandstrongfundamentals,fromintegrateddataarchitecturetoinsight-focusedanalyticstoeffectivemarketingautomation.

2022DigitalTrends7

2.ChangeAccelerated

I.Today'sfastpaceofchangeisonlygoing

toaccelerate

Overthepasttwoyears,businessesofeverystripehavebeenforcedtoacceleratetheirdigitalevolutionatbreakneckspeeds.Onaverage,organizationshavedrivensevenyears'worthofdigitalprogressinjustamatterofmonths.Companieshavereportedacting20to25timesfasterthanexpected.1

Thisdizzyingpaceofchangeisnotgoingtoslow

down.Eighty-sevenpercentofseniorexecutives

believewe’reinanewworldwheredigitally-rewired

customerexpectationsdefinefulfilment.

Tokeeppace,businessesarescalinginvestmentsinexperiencemanagementsolutionsandcustomerdatatechnology.Competitionisintensifying,whileexperiencebarriersareescalating.Astheytransitionfromdigitalinnovationdrivenbycrisistoplannedinnovationsimplytostayinthemix,companiesneedtoreorientforspeed–generatingactionableinsightsinthemillisecondsbetweeninterestandopportunity.

“Marketing,Ithink,haschangedforever.Becauseinmanyways,theintersectionbetweenmarketingstrategy,customerexperiencestrategy,andbusinessstrategyhasbecomeverymuchintertwined.Andso,theinsightsthatwehaveasmarketersareinformingthewayweneedtobuildexperiences,andthewaythatwe'rebuildingexperiencesisactuallybecomingthebusinessstrategy...”

PatrickMcLean

SVP&ChiefMarketingOfficer,Walgreens

II.Customers’expectationshavebeen

digitallyrewired

Customerbehaviorshavechangedoverthelast

twoyears,manyforgood.Withthephysicalworld

restricted,digitalchannelsbecamelifelinesfor

shopping,working,socializing,andentertainment.

Customersrapidlybecameaccustomedto

interactingandtransactingwithbrandsinnew,moreconvenientways,drivingdigitalbehaviorchangeatanunprecedentedrate.

Whilesomedigitalindicatorsareslippingbacktopre-pandemiclevels,overalladoptionhasdurablyincreasedacrossmultiplesectors–fromtraveltoentertainmenttogroceryretail.2InPWC’slatestGlobalConsumerInsightsSurvey,41%ofrespondentsreportshoppingdailyorweeklyviasmartphone–comparedwith39%sixmonthsago–andjust12%fiveyearsago.Mobileshoppingbehaviorsarenowclosinginonin-storeshopping–withjustsixpercentagepointsseparatingthetwo.3TheseshiftsinconsumerbehaviorhavehadacascadeeffectonB2Bcompanies,acceleratingexistingtrendsinB2Becommerceandself-service.TheglobalB2Becommercemarketsizeisnowforecasttogrow18.7%(CAGR)to2028.4

Eighty-sevenpercentofoursurveyedseniorexecutiverespondentsagreedthattheeventsof2020/21haverewiredcustomerstobedigital-first.Forpractitioners(i.e.,thoseatdirectorlevelandbelow),thismeansattentionneedstostayfixedonoptimizingcustomers’digitalexperiences.Eighty-twopercentofsurveyedpractitionerssaytheirdigitalexperienceemphasiswilleitherremainsteadyoraccelerate,evenascustomersreturntoofflinechannels.

“Fiveyearsago,wecouldn’thavepredictedCovid,butwecouldseeaneedforamoreomnichannelexperience.Weknewtwo-thirdsofconsumerswouldbeopentobuyingavehicleonline,andso(we)focusedonbuildingoutourecommerceoffering.Whenthepandemichit,itbecameacentralpartofourplan,integraltohowwekeptselling.”

ClaireHepworth

HeadofCustomerEngagement,Ford

1McKinsey,HowCOVID-19haspushedcompaniesoverthetippingpointandtransformedbusinessforever,2020

2McKinsey,What’snextfordigitalconsumers,2021

3PWC,December2021GlobalConsumerInsightsPulseSurvey,2021

4GrandViewResearch,Business-to-BusinessE-CommerceMarketSize,Share&TrendsAnalysisReportByDeploymentModel(Intermediary-orientated,Supplier-orientated),ByApplication,ByRegionAndSegmentForecasts,2021-2028,2021

2022DigitalTrends8

III.Customers’experiencedemandsareheightening

Thecautiousreopeningofthephysicalworldmakesitmorechallengingtointerpretandhandlecustomers'wantsandneeds.Fortheirpart,customersdonotcareaboutthelogisticalbarriersbetweenthephysicalandonlineworlds.World-classdigitalexperiencesintheireverydaylives,fromretailtoentertainment,setthebarandrelentlesslydriveevermoreexactingdemands.Customersexpectorganizationstoallowthemtoshiftseamlesslyfromoneinteractionmodetoanother,remembertheirpreferencesacrossalltouchpointsandcreateexcellentexperiencesateverystepoftheirjourney.

Tomeetcustomerswherever(andwhenever)theyneed,businessesneedtoreconfiguretocollecthybridinteractiondata.Thenconnectthejourneydotsandcreatecompelling,value-addedexperiencesateachkeystageinthepathtopurchase.What’smore,theyneedtodothiswhileinstillingtrust.Thatmeansengaginginwaysthatfeelcontextualandintuitiveratherthaninvasiveorsurveillant.

“Astoday'sworkisdrivenbyadigital-first

mindset,there'sanaddedurgencyfora

compellingexperienceateachstepina

customer'sjourney.”

SusieEmmerling

VPofMarketingOperationsatServiceNow

TrueFalse

Thinkingaboutthelast18months,werethefollowingtrueorfalseforyourorganization?

75%ofpractitionershaveobservedsurgeinexistingcustomersusingdigitalchannels

25%

75%

Base:Practitioners(3,141)

72%ofpractitionershaveobservedasurgeinnewcustomersusingdigitalchannels

28%

72%

Base:Practitioners(3,110)

82%ofpractitionershaveobservednewandchangingcustomerjourneys

18%

82%

Base:Practitioners(3,208)

Source:Adobe/Econsultancy,DigitalTrendsSurvey,Q42021

FIGURE1

2022DigitalTrends9

IV.Toovercomeescalatingexperiencebarriers,

organizationsmustreducefrictionsinthe

employeeexperience.

Thedisruptiveforcesthathaveaffectedbrandsaren'tgoingaway–manywillonlyintensify.The'GreatResignation,'enduringtravelrestrictionsandnewskilldemands,makeitmoredifficultfororganizationstoattractandretainnecessaryexperiencehires.5Supplychainissueschallengebusinesses’abilitytosatisfydemandandaddpressuretomarketers’communicationstrategies.

Puttingcustomersattheheartofoperations,whilesimultaneouslygrapplingwithstaffingandsupplierissues,isnosimpletask,yetitismissioncritical.Tomakesurecustomerexperiencestandardscontinuetorise,businessesmustreducefrictionsintheemployee

experience,removeinternalbarriers,optimizetechnologystacks,automateworkflowsandupskillemployees.

Poorsystemsintegration,workflowissues,andthelackofdigitalskillsandcapabilitiesaffectorganizationsacrosstheboard.However,incontrastwiththeirmainstreamandlaggardrivals,oneinthreemarketingorganizationleadersdonotcomeupagainstanyinternalbarrierstoholdthembackinexperiencedelivery.

RetailgiantWalmartwasaheadofthecurveinrecognizingtheimportanceofsmoothinternaloperationstodriveimpactfulcustomerexperiences.

5Deloitte,Thegloballaborshortage:HowCOVID-19haschangedthelabormarket,2021

FIGURE2

Whatisholdingyourmarketing/customerexperienceorganizationback,ifanything?Pleasecheckanyinternalbarriersthatyourorganizationisexperiencing.

Pleasecheckanyinternalbarriersthatyourorganizationisexperiencing.

32%

15%

10%

29%

34%

43%

24%

42%

50%

20%

24%

34%

20%

31%

50%

15%

22%

32%

14%

24%

47%

12%

18%

26%

Leaders

Mainstream

Laggards

Base:Leaders(1,235),Mainstream(2,279),Laggards(287)

Source:Adobe/EconsultancyDigitalTrendsSurvey,Q42021

2022DigitalTrends10

Ledbyexcellentforesightintohowemployees’relationshipswithtechnologywerechanging,Walmartoverhauleditsinternalcommunicationstechnologysolutions,consolidatingseveralintranetsintoanewplatform–OneWalmart.

WhenCOVID-19struck,OneWalmartwasalreadyinplace,helpingremovefrictionsinthedistributedemployeeexperiencetomakesurecustomerrelationshipsdidn’tsuffer.Today,OneWalmartservesaglobalcommunityofovertwomillionpeople.Whetheratworkorathome,anyemployeecanaccesswhattheyneedtofeelsupported,informedandequippedtodotheirjobeffectively.

“Megatrendsarereshapingthedynamicsofourindustry.Content,community,andofferingshavetobepersonalized.Theconsumerhastohavethesameexperiencealongthevarioustouchpointswithyou,whetheronlineoroffline.Digitalisaunityofeffort.Youhavetobeabletomasterthecomplexityoftechnologybut,evenmoreimportant,isthatyoumanagetheculturaltransformationwhichiscomingwiththedigitaltransformation.”

MichaelNilles

ChiefDigitalandTransformationalOfficer,Henkel

V.Experiencecompetitionisintensifying

Simplykeepingpacewithcustomerexpectationsisn'tenough.Therisingdigitaltidemeansthattoday’sexperiencedifferentiatorisbecomingtomorrow’scommodity.Giventhatexperienceiscrucialforbranddifferentiation,organizationsneedtobetterpredictcustomerbehaviorsandserveunmetneedswithpersonalized,valuable,anddistinctexperiencesandinnovation.AccordingtoAccenture,organizationsthathavefullyreorientedoperations,deliverymodelsandtechnologyinvestmenttomeetnewexperiencedemandsgrowtheirprofitabilityyearonyearbyatleastsixtimestheirindustrypeers.6

Indeed,thisstudyhasfoundachasmbetweenthoseorganizationsthatcanflextheiragilitytokeepupwiththepaceofchangeasitacceleratesandthemainstream.OurMarketingOrganizationPerformance

Index(seeMethodology)highlightshowmarketingorganizationleadersarewellsituatedtodrivehomedifferentiatedexperience.

Thechasmbetweenleadersandthemainstreamwillonlygrowover2022.Armedwithmoredecisivecustomerinsightsandorganizedforrapiddecision-making,thesecompanieswillbebetterplacedtoachievecustomer-centricexperienceinnovationandcustomergrowth.

Whatdoesamarketingorganizationleaderlooklike?

Marketingorganizationleadersarebetterorganizedforagilitybecausetheyaremorelikelyto:

?Haveremovedinternalbarrierstocustomerexperience

delivery(32%ofleadersreportnointernalbarriersinexperiencedelivery,versus15%mainstreamand10%laggards)

?Havemorerobustdataandinsightcapabilities(50%ofleadershavesignificantinsightintothejourneysofnewcustomers,versus20%mainstreamand6%laggards)

?LeverageAIforimprovedpersonalization(29%ofleadersconsiderusingAItoimprovethecustomerexperienceanoperationalpriority,versus19%mainstreamand13%laggards).

?Investintalentandskilldevelopment(59%ofleaders

areimprovingtrainingandlearningprogramstoincreaseproductivity,versus49%mainstreamand42%laggards).

“There'saconceptofvillagesnow,andacrosstheworld,youcan'tcomewithonemonolithicapproach,especiallyabouthowyou're

goingtounderstandandinteractwithyourcustomersandthepersonalization,whetherit'sthroughregulationthroughtheg