Merkle：2024年全球CMO領(lǐng)航員報告 2024 Global CMO Navigator

2024GlobalCMONavigator

CXEDITION

OCTOBER2024

AbouttheGlobalCMONavigator

Atdentsu,wearedriventoinnovate.Throughinnovation,we

ensuretheimpactourclientsneedtodrivegrowthintheir

business,whilealsogeneratingapositiveeffectontheindustry,society,andtheworld.

Deliveringinnovationrequiresanunderstandingofconsumersentimentandoftheirexpectationsforthefuture.Atthesametime,itiscriticaltounderstandbrands’challengesand

opportunitiestodevelopauniquepointofviewonhowtheycanstandoutandbetterprepareforwhat’snext.

ThisiswhywelaunchedthedentsuCMONavigatorasa

companionpiecetoourConsumerNavigatorresearchplatform

twoyearsago.InitiallyfocusedontheNorthAmericanmarket,thisreportmarkstheexpansionofthesurvey,whichwasadministeredbyB2BInternationalinAugust2024toaglobalscope,covering13countriesandreachingasmanyas1,900+marketingleaders.

ThisreportispublishedbyMerkle-dentsu’sglobalexperience

andtransformationconsultancyintegratingdata,design,

technology,andstrategytopowerexperience-ledbusiness

transformation.ItfeaturesasectionthatdivesdeeponCMOs’

mindsetsandplanswhenitcomestoCXanddigitaltransformation.

Itisacompanionpiecetothe

DentsuCreative2024CMOSurvey

andanupcomingCMONavigatorinstallmentfocusedonmedia

transformation.

BeyondofferinganinsightintoCMOs’mindsets,thisreportalso

helpsclientsdevelopanunderstandingofthebusinessclimate

thatstakeholdersindifferentsectorsanddifferentpartsofthe

worldarenavigating.Tobetterfulfillbothobjectives,wedecidedtopresentJapanCMOsasastandaloneaudienceinourregionaldeepdives,asouranalysisshowedthattheirsentimentandpointofviewisoftenatoddswiththeirAPACcolleagues.

ThisreportalsoleveragesfindingsfromourConsumerNavigatorresearchplatformandourrecentstudy,ConsumerVision2035:TheEraoftheInsight-to-ForesightPivot,tocompareCMOs’

expectationsforthefuturewiththoseofthecustomerstheyserve.

Overall,you’llseeinthereportthatmostCMOs,andespecially

the‘PerceptiveCMOs’thatareevenmorealignedtoconsumers’visionofthefuture,arelookingtoinvestininnovationinitiativesastheylooktodifferentiatefromthecompetitionandbetterprepare

forafutureinwhichbrand-customerrelationshipwillbe

profoundlytransformed.Withthatinmind,let’sdiveintoanExecutiveSummaryofourfindings!

2

ExecutiveSummary

AnOptimisticOutlookInformedbyStrongBusinessPerformance

Despitecautiouslypessimisticreportsfromglobalfinancialinstitutionleadersonthedirectionofthe

economy,CMOs’outlooksarebyandlargeoptimistic.

Enterprisecompaniesarebetterpositionedto

reapthebenefitsofahealthyeconomicenvironment.

Asavastmajorityofbusinessesreportpositive

businessperformance,differentiationissoughtininnovation-focusedinvestments.

ACustomer-First,Growth-LedMarketingMandate

Customercentricityisthepresentandfutureaspirationofmarketingleaders.

CMOsrallybehindthenotionofMarketingbeingachangeagentforthebusiness.

TheCMOjobisnotthesameeverywhere.Theirmandatevariesconsiderablyacrossregions.

InvestinginInnovationtoGetAheadinaDynamicLandscape

Inaverydynamicenvironment,CMOsarefacingquitedifferentchallengesdependingonthe

contextinwhichtheirbrandoperates.

Positivebusinessperformanceisemboldening

CMOstodiscardpastplaybooksandinvestmoreininnovationandexperience.

CMOsarelookingtoreinventtheindustrysectors

theycompeteintocapitalizeonnewdigitalcapabilitiesandemergingcustomerhabits.

RefocusingCXStrategiestoAccelerateGrowthandPersonalization

CMOsfeelunsteadyintheirdigitalmaturity,withtransformationeffortshinderedbyorganizationalconstraintsmorethantechnology.

ManyCMOsareevolvingtheircommerce

strategy,yetthedesiretoextractmorevalueoutofexistingcapabilitiesisleadingCMOstomakeverytargetedinvestmentswhenitcomesto

technology,partners,andgrowthstrategy.

Inalandscapewheretheavailabilityofdata

signalsisuncertain,CMOsaredoublingdownonecosystemsandAI.

GazingattheFuture:CMOsvs.Consumers

CMOs’moreoptimisticoutlookswhenitcomestotheeconomicenvironmentarelikelyinformedbytheirorganizations’resiliency.

CMOsandconsumersshareavisionofthefuture

wherefurthertechenablement,ledbyAI

adoption,allowsustoelevatetheneedsandviewsofthe(human)individual.

CMOsunderstandthelevelofimpactthesefuturetransformationswillhaveontheirbusinessand

arelookingforwardtoseizetheopportunitiesahead.

ANewBreedofGlobalCMOs:ThePerceptiveCMO

PerceptiveCMOsaremorealignedwith

consumerswhenitcomestohowourliveswilllook5to10yearsfromnow.

PerceptiveCMOs’greateralignmentwith

consumers’visionofatransformedfutureis

leadingthemtoinvestmoreininnovation,CX,andbusinesstransformationthantheirpeers.

PerceptiveCMOsaremoreproactivewhenit

comestotakingCXcapabilitiestothenextstage.

3

WhoWeSpokeWith

RESPONDENTSBREAKDOWN

Region

Japan

APAC&Japan8%NorthAmerica

=29%

EMEA=11%

India5%

UnitedStates22%

China11%

Canada11%

1,934

GlobalCMOs

Australia5%

Spain5%

Argentina3%

Italy5%

Brazil

5%

Mexico3%

UnitedKingdom

Germany5%

12%

=33%

LATAM=11%

Gender

26%

Women

74%

Men

Age

4%

61%

GenZMillennials

35%

GenX

I1%

Boomers

4

WhoWeSpokeWith

BUSINESSBREAKDOWN

Industry

Energy2%

InternetService&

Retail

25%

Other2%

Software

Toys&Games

2%Transportation&

Travel10%

Pharma&Healthcare2%

1,934

GlobalCMOs

Telecoms3%

Luxury&

Fashion

3%

Automotive4%

Consumer

Manufacturing&Industrial

13%

Electronics

5%

Food&Beverages6%

Media&

Entertainment12%

FinancialServices&

Insurance

9%

OrganizationSize

24%

30%

Enterprise1,000>Large250>1,000

46%

SMB<250

BusinessModel

19%

B2C

B2C&B2B

16%

B2B

65%

5

CONTENTS

AnOptimisticOutlookInformedbyStrongBusinessPerformance

ACustomer-First,Growth-LedMarketingMandate

InvestinginInnovationtoGetAheadinaDynamicLandscape

RefocusingCXStrategiestoAccelerateGrowthandPersonalization

GazingattheFuture:CMOsvs.Consumers

ANewBreedofGlobalCMOs:ThePerceptiveCMO

KeyTakeaways

CONTENTS

AnOptimisticOutlookInformedbyStrongBusinessPerformance

ACustomer-First,Growth-LedMarketingMandate

InvestinginInnovationtoGetAheadinaDynamicLandscape

RefocusingCXStrategiestoAccelerateGrowthandPersonalization

GazingattheFuture:CMOsvs.Consumers

ANewBreedofGlobalCMOs:ThePerceptiveCMO

KeyTakeaways

MostCMOs’assessmentsoftheeconomicenvironmentintheircountryarepositive,withathirdofthemsayingthattheeconomyisinexcellentshape.

CMOsbasedinAPACaresignificantlymorelikelytosaytheeconomyisinexcellentshape,whilemarketingleadersinbothNorthandLatinAmericaover-indexonreportingtheeconomyintheircountryisingoodshape.

Whichofthefollowingbestreflectyourassessmentofthecurrenteconomicenvironmentinyourcountry?

Japan(127i)

NorthAmerica;LatinAmerica(107i)4——

Theeconomyisinnot

verygoodshape11%

Theeconomyisinterribleshape1%

88%

GlobalCMOsthinkthe

economyisingood/

excellentshape

Theeconomyisingoodshape

53%

Theeconomyisin

excellentshape35%

APAC(125i)

8

Encouragingly,mostCMOsbelievethattheeconomywillgetevenbetterinthenext6to12months.

Onceagain,APACCMOs’outlooksarethemostpositive.Acrosstheboard,theshareofCMOsforecastingthattheeconomywillgetworseisminimal.

Whichofthefollowingbestreflectsyourassessmentofthedirectiontheeconomicenvironmentwilltakeinyour

countryoverthenext6to12months?

LatinAmerica(136i)4—

Japan(105i)4——

Theeconomywill

Theeconomywillgetsomewhatworse3%

remainmoreorless

thesame

11%

Theeconomywill

getsignificantlybetter

29%

86%

GlobalCMOsthinktheeconomywillgetbetter

Theeconomywillget

somewhatbetter

57%

APAC(138i)

9

Only1in4CMOsreportthattheeconomyhasnegativelyaffectedtheirorganization’sbusiness.

CMOsatthehelmofenterprisesaremorelikelytoreporttheeconomyhashelpedtheirbusiness.

Howwouldyoudescribetheimpactthecurrenteconomicenvironmenthashadonyourorganization’sbusinessprospects?

Thecurrentenvironmenthashelpedourbusiness

Thecurrentenvironmenthashadlittleeffectonourbusiness

Thecurrentenvironmenthassomewhatnegativelyaffectedus

Thecurrentenvironmenthassignificantlynegativelyaffectedus

Thecurrentenvironmentisanexistentialthreatforourbusiness

38%

36%

19%

26%

6%

NEGATIVELYAFFECTED

l1%

Enterprises(123i)

Japan(111i)

10

Infact,almost9in10CMOsreporttheirorganizationshaveexperiencedrevenuegrowth.

Enterpriseorganizationsreportedfaringthebest.B2Ccompaniesover-indexonreportingflatrevenue.

Bywhatpercentagedidyourtotalglobalrevenuechangelastyear?

REVENUEINCREASED

%

87

10%ormore

5to10%

Upto5%

Enterprises(166i);Toys&

6%Games(250i)+Personal&

HouseholdCare(216i)

24%

57%

REVENUESTAYEDFLAT

8%

REVENUEDECREASED

%

5

Upto5%

5to10%

10%ormore

4%

Energy(300i)

1%

0%

11

WhilealargemajorityofCMOsreportrevenueincreases,therearenotabledifferencesinbusinessperformanceacrossregions.

CMOsbasedinEMEAaremorelikelytoreportthattheirorganization’srevenuehasincreased.CMOsbasedinJapanaremorelikelytoreportconservativelyabouttheirbusiness’sperformance.Regardless,reportedrevenuedecreasesarenotsubstantialacrosstheboard.

Bywhatpercentagedidyourtotalglobalrevenuechangelastyear?

ALLCMOs

NorthAmerica

LatinAmerica

EMEA

APAC

Japan

Increasedby10%ormore

6%

7%

4%

4%

7%

4%

Increasedbetween5and10%

24%

27%

21%

21%

29%

16%

Increasedbyupto5%

57%

53%

61%

64%

51%

59%

Revenueincreasetotal

87%

87%

86%

90%

87%

79%

Stayedflat

8%

7%

10%

7%

8%

16%

Decreasedbyupto5%

4%

5%

3%

3%

3%

4%

Decreasedbetween5and10%

1%

0%

1%

1%

1%

2%

Decreasedby10%ormore

0%

0%

0%

0%

0%

0%

Revenuedecreasetotal

5%

5%

4%

4%

4%

6%

12

PositivebusinessperformanceisinformingCMOs’widespreadexpectationsforbudgetincreases.

CMOsinB2Ccompaniesandenterprisesaremorelikelytoexpectbiggerbudgetincreases,whilethosewhoworkinSMBsover-indexonexpectingtheirbudgettoremainthesame.

Bywhatpercentagedoyouexpectyourmarketingbudgettochangenextyear?

EXPECTBUDGETINCREASE

%

89

10%ormore

5to10%

Upto5%

18%Enterprises(119i)

31%

40%

EXPECTSAMEBUDGET

8%

EXPECTBUDGETDECREASE

3%

Upto5%

5to10%

10%ormore

2%

1%

0%

13

NorthAmericanCMOsaremorelikelytoexpectbudgetincreasescomparedtotheirpeers.

CMOsbasedinAPACandJapanaremorelikelytoexpecttheirbudgettoremainflatcomparedtotheirpeers.

Bywhatpercentagedoyouexpectyourmarketingbudgettochangenextyear?

ALLCMOs

NorthAmerica

LatinAmerica

EMEA

APAC

Japan

Increaseby20%ormore

3%

3%

1%

1%

4%

1%

Increasebetween10%and20%

15%

20%

9%

12%

17%

12%

Increasebetween5and10%

31%

33%

36%

33%

23%

24%

Increasebyupto5%

40%

36%

40%

44%

39%

50%

Budgetincreasetotal

89%

92%

86%

90%

84%

87%

Stayflat

8%

5%

10%

7%

13%

12%

Decreasebyupto5%

2%

2%

3%

2%

3%

1%

Decreasebetween5and10%

1%

1%

1%

1%

1%

0%

Decreaseby10%ormore

0%

0%

0%

0%

0%

0%

Budgetdecreasetotal

3%

3%

4%

3%

4%

1%

14

CMOswillprioritizeanewgrowthagendaintheallocationoftheirresources.

Thisisreflectedintheirfocusonproductanddemandinitiatives.Businesstransformationinitiativesarealsobeingelevatedasahigherpriorityformarketing

organizations.Aswewillseelaterinthereport,thelesserfocusonCXinvestmentsisnotbecauseCMOsdon’tdeemthemimportant.It’sbecausemanyCMOsbelievethecapabilitiestodelivercompellingCXarealreadyinplace,andnowit’samatterofextractingmorevaluefromthemandrallyingaroundanenterprisestrategydesignedtoelevatethem.CMOsareindeedinvestingindigitalcapabilitiesbutusingthemtocapturedemandandexpressthebrand.

Thinkingaboutthefullspectrumofresponsibilitiesofyourorganization,pleaseindicatewhichofthefollowingwillbeyourtoppriorityintermsofresourceallocation(budget,staff,time)

CUSTOMER

EXPERIENCE

BUSINESS

TRANSFORMATION

Initiativesthatdrivenewbusinessmodels,go-to-marketstrategies,and

organizationalprocessesandstrictures

BRAND

PRODUCT&

DEMAND

Initiativestoevolveand

Initiativesthatintersectculturetobuildand

strengthenbrand

awareness,equity,andaffinity

enrichthewaysthatthebusinessconnectswith,providesservicesto,andbuildsrelationshipswithcustomers

Initiativestodevelopnewwaystostimulate,capture,andrespondtocustomerdemand,includingnew

productdevelopment

15%

24%

23%

38%

15

Despitecautiouslypessimisticreportsfromglobalfinancialinstitutionleadersonthedirectionoftheeconomy,CMOs’outlooksarebyandlargeoptimistic.

MostCMOsthinktheeconomyisingoodshapeandthatitwillgetevenbetter.Itdoesnotseemcoincidentalthatanoverwhelmingmajorityarereportingrevenueincreases.Thepositivestateofthebusinessislikelyinformingtheirviewsonthefinancialclimatetheyareoperatingin.

Enterprisecompaniesarebetterpositionedtoreapthebenefitsofahealthyeconomicenvironment.

CMOsworkingatorganizationswithmorethan1,000employeesaremorelikelytoreportthattheirorganization’srevenuehasincreasedsignificantlyandexpectbiggerbudgetbumps.Greaterresourcesarepayingthedividendinanupwardeconomictrajectory.

Asavastmajorityofbusinessesreportpositivebusiness

performance,differentiationissoughtininnovation-focusedinvestments.

CMOsareprioritizingproductanddemand,includingnewproductdevelopment,whenallocatingtheirgrowingbudgets.Inahealthy

businesslandscape,thereisabiggerdesiretostandoutandsprintpastthe‘seaofsameness.’

CONTENTS

AnOptimisticOutlookInformedbyStrongBusinessPerformance

ACustomer-First,Growth-LedMarketingMandate

InvestinginInnovationtoGetAheadinaDynamicLandscape

RefocusingCXStrategiestoAccelerateGrowthandPersonalization

GazingattheFuture:CMOsvs.Consumers

ANewBreedofGlobalCMOs:ThePerceptiveCMO

KeyTakeaways

Marketing’smandateiswidening,andcustomersatisfactionandgrowthareelevatedastheprimarybusinessresultsCMOsareaccountablefor.

Efficienciesandcostreductionsarelessprevalent,possiblybecauseofreportedlywidespreadrevenueincreases.Thisemphasisoncustomercentricityis

particularlypronouncedamongCMOsatthehelmofB2Ccompaniesandamongthosewhoworkforenterprises.CMOswhoworkinB2Bcompaniesover-indexonbeingaccountableforgrowthandbrandhealth.

Whatbusinessresultsareyouprimarilyaccountableforasamarketingleader?

Customersatisfactionandadvocacy

TOP2

Growthofcustomerbase

Short-termsales/revenuegrowth

Product/serviceinnovation

Medium/long-termbrandhealth

Deliveryofdigitaltransformationprograms

Drivingefficiencies

Reducingcosts(e.g.,ofcustomeracquisition)

54%

53%

49%

49%

48%

46%

40%

40%

Enterprises(109i);B2C(105i)

B2B(117i)

B2B(106i)

18

CMOsbasedinJapanaresignificantlymorelikelytobetaskedwithawiderMarketingmandate.

CMOsbasedinbothNorthandLatinAmericaover-indexonbeingaccountableforbrandhealth,whileEMEACMOsaremorelikelytobecharteredwithreducingthecostofcustomeracquisition.

Whatbusinessresultsareyouprimarilyaccountableforasamarketingleader?

ALLCMOs

NorthAmerica

LatinAmerica

EMEA

APAC

Japan

Customersatisfactionandadvocacy

54%

57%

51%

48%

57%

65%

Growthofcustomerbase

53%

57%

55%

49%

47%

61%

Short-termsales/revenuegrowth

49%

53%

52%

46%

47%

50%

Product/serviceinnovation

49%

50%

49%

47%

47%

54%

Medium/long-termbrandhealth

48%

49%

49%

46%

44%

55%

Deliveryofdigitaltransformationprograms

46%

44%

42%

45%

48%

56%

Drivingefficiencies

40%

36%

36%

35%

44%

54%

Reducingcosts(e.g.,ofcustomeracquisition)

40%

39%

36%

42%

40%

38%

AVERAGE

47%

48%

46%

45%

47%

54%

19

DespitetheriseofChiefDigitalOfficersandChiefExperienceOfficers,CX

managementisreportedlyaCMOresponsibilityin8outof10organizations.

Asamarketingdecisionmaker,whichofthefollowingactivitiesfallunderyourresponsibility?

CXMANAGEMENT

MEDIA

ADVERTISING

93%

94%

80%

APAC(103i)

Media&Entertainment(105i);Automotive(102i)

Japan(105i)

Telecom(104i);Financial

Services&Insurance(104i)

Japan(110i)

FinancialServices&

Insurance(112i);ConsumerElectronics(109i)

20

Marketing’selevationfromastewardofbrandandcommsintoadriverofbusinessgrowthandtransformationcontinues.

CMOsinconsumer-facingcompaniesover-indexonunderstandingtrendsanddeliveringbusinesstransformation.CMOsinB2Borganizationsprioritizebrandaboveallelse.TheprimaryfocusforCMOsworkingatenterprisesisCX.

Lookingforward,whatdoyouexpecttobetheprimaryrole(s)ofthemarketingfunctionoverthenext12months?

TOP2{

Understandingconsumer/markettrendsDeliveringbusinessgrowth

DevelopingtheoverallcustomerexperienceEnsuringeffectivebrandmanagement Developingnewproducts/services DeliveringbusinesstransformationSupportingpricing/priceoptimizationAdvisingondistributionstrategies

Leadingdisruptiveinnovation

B2C(113i)

38%

B2B(108i)

36%

35%

35%B2B(120i)

33%

B2C&B2B(106i)

31%

28%

28%

26%

21

CMOsinB2Borganizationsprioritizebrandaboveallelse.TheprimaryfocusforCMOsworkingatenterprisesisCX.

CMOsinconsumer-facingcompaniesover-indexonunderstandingtrendsandproductdevelopment.

Lookingforward,whatdoyouexpecttobetheprimaryrole(s)ofthemarketingfunctionoverthenext12months?

B2C

Understandingconsumer/markettrends(113i)

Developingnewproducts/services(112i)

B2B

Ensuringeffectivebrandmanagement(120i)

Deliveringbusinessgrowth(108i)

BusinessModel

SMBs

Ensuringeffectivebrandmanagement(105i)

Leadingdisruptiveinnovation(104i)

ENTERPRISE

Developingtheoverall

customerexperience(117i)

Advisingondistributionstrategies(107i)

B2C&B2B

Leadingdisruptiveinnovation(107i)

Deliveringbusinesstransformation(106i)

LARGE

Developingnewproducts/services(106i)

Deliveringbusinesstransformation(106i)

CompanySize

22

CMOs’viewsonthefutureroleofMarketingvaryacrossregions.

Lookingatthefuture,CMOsinJapanexpectMarketing’sfocustodoubledownonCX,whileEMEACMOsover-indexondistributionstrategies.NorthAmericanCMOsover-indexonprioritizinggrowthandbrandmanagement.

Lookingforward,whatdoyouexpecttobetheprimaryrole(s)ofthemarketingfunctionoverthenext12months?

EMEA

Advisingondistributionstrategies(110i)

Leadingdisruptiveinnovation(107i)

LATINAMERICA

Understandingconsumer/markettrends(118i)

Deliveringbusinesstransformation(116i)

JAPAN

Developingtheoverall

customerexperience(117i)

Deliveringbusinesstransformation(113i)

APAC

Leadingdisruptiveinnovation(107i)

Developingtheoverall

customerexperience(103i)

NORTHAMERICA

Deliveringbusinessgrowth(108i)

Ensuringeffectivebrandmanagement(105i)

23

Customercentricityisthepresentandfutureaspirationofmarketingleaders.

WhenreportingontheircurrentMarketingmandate,CMOsputcustomersatisfactionandadvocacyinfirstplace.Lookingatwhat’saroundthe

corner,understandingconsumer/markettrendsisconsideredafuture-focuspriority.Anintimateunderstandingofthosewhoareservedbythebrandisseenasbeingcriticaltodrivinggrowth.

CMOsrallybehindthenotionofMarketingbeingachangeagentforthebusiness.

InB2Borganizationsthisismanifestinginplacingmoreimportanceon

brand(traditionallyagreaterareaoffocusinB2C),bothwhenitcomestotheircurrentmandateandthefutureroleofMarketing.LeadersinB2C

organizationsaremorelikelytoseethemarketingfunctionbecomemore

focusedonbusinesstransformationandinnovatingthewaytheorganizationworks.

TheCMOjobisnotthesameeverywhere.

Theresultsmarketingleadersareaccountableforvarysubstantiallyfromregiontoregion.Furthermore,activitieslikeadvisingondistribution

strategiesseemtobeabiggerfocusinregionslikeEMEAwhere

geopoliticalfactorsliketheRussian-UkrainiancrisisandtheconsequencesofBrexitarepossiblyhavingabiggerimpact.

CONTENTS

AnOptimisticOutlookInformedbyStrongBusinessPerformance

ACustomer-First,Growth-LedMarketingMandate

InvestinginInnovationtoGetAheadinaDynamicLandscape

RefocusingCXStrategiestoAccelerateGrowthandPersonalization

GazingattheFuture:CMOsvs.Consumers

ANewBreedofGlobalCMOs:ThePerceptiveCMO

KeyTakeaways

ChangestotheworkforceareseenasthemostpressingexternalchallengebyglobalCMOs,closelyfollowedbyconcernstiedtoenhancingbusinessagility.

Theyareonlymoderatelyconcernedbytheeconomicslowdownandsurprisinglysecurewhenitcomestotechdisruption.

Whichofthefollowingexternalchallengesdoyouexpecttofaceoverthenext6-12months?

47%

34%

Managingchangestotheworkforce(e.g.,remoteworking,redundancies,GreatResignation,etc.)Obtainingtherightdatatomaketimelydecisions(e.g.,marketintelligence,marketsignals)

32%

31%

Difficultyinowningthecustomerexperiencewhen3rdparties(e.g.,retailers,platforms)holdallthepowerInabilitytoquicklyreacttomarketchanges

30%

30%

29%

DisruptiontothesupplychainandinabilitytofulfilldemandEconomicslowdownhinderinggrowthopportunitiesDisruptionofmycategorybynewcompetitors

23%

22%

DigitalnativenewplayersbetterpositionedtomonetizeemergingcustomerexpectationsDifficultyinmarketingtoGenZandGenAlpha

19%

15%

15%

Aligningwithnew/changingcustomersentiment IneffectivenessofadvertisinginthenewmedialandscapeStrongdisruptioncomingfromtransformativetech(e.g.,AI)

8%

Balancingtheneedtosecuregrowthtodayvs.investingininitiativesdesignedfortomorrow

26

CMOsinB2Ccompaniesaremorelikelytofeelthreatenedbydigitalnativecompetitors,whileAI-leddisruptionsarefearedbyenterprise&B2BCMOs.

CMOsatthehelmofenterprisebrandsarealsofindingithardtomarkettoGenZandGenAlpha.

Whichofthefollowingexternalchallengesdoyouexpecttofaceoverthenext6-12months?

B2B

Inabilitytoquicklyreacttomarketchanges(97i)

Strongdisruptioncomingfromtransformativetech,e.g.,AI(106)

BusinessModel

B2C&B2B

Managingchangestotheworkforce(108i)

Economicslowdownhinderinggrowth

opportunities(110i)

SMBs

Economicslowdownhinderinggrowth

opportunities(110i)

Ineffectivenessof

advertisinginthenewmedialandscape(120i)

ENTERPRISE

Difficultyinmarketingto

GenZandGenAlpha(118i)

Strongdisruptioncomingfromtransformativetech,e.g.,AI(106)

B2C

Disruptionofmycategorybynewcompetitors(117i)

Digitalnativenewplayers

betterpositionedtomonetizeemergingexpectations(117i)

LARGE

Disruptionofmycategorybynewcompetitors(103i)

Digitalnativenewplayers

betterpositionedtomonetizeemergingexpectations(104i)

CompanySize

27

CMOsatautomotivebrandsfeelpressuredbydigitalnativenewplayers,whileluxury,retail,andmanufacturingarestrugglingwithsupplychainissues.

Energy,luxuryandpersonalcarebrandsarefindingitparticularlyhardtomarkettoGenZandGenAlpha.

Whichofthefollowingexternalchallengesdoyouexpecttofaceoverthenext6-12months?

ALCOHOL

AUTO

ENERGY

FOOD&BEV.

FSI

Difficultyinowningthecustomerrelation.(112i)

Inabilitytoreacttomarketchanges(116i)

Digitalnativenewplayersbetterpositioned(130i)

Aligningwithchanging

consumersentiment(121i)

DifficultyinmarketingtoGenZ&GenAlpha(163i)

Difficultyinowningthecustomerrelation.(121i)

Disruptiontothesupplychain(116i)

Inabilitytoquicklyreacttomarketchanges(116i)

Ineffectivenessofadsinnewmedia(140i)

Categorydisruptionbynewcompetitors(117i)

LUXURY

MANUFACT.

PERS.CARE

PHARMA

RETAIL

DifficultyinmarketingtoGenZ&GenAlpha(118i)

Disruptiontothesupplychain(116i)

Obtainingthedatatomakedecisions(117i)

Disruptiontothesupplychain(113i)

Transformativetechdisruptions(193i)

DifficultyinmarketingtoGenZ&GenAlpha(172i)

Digitalnativenewplayersbetterpositioned(113i)

Economicslowdown(110i)

Categorydisruptionsbynewcompetitors(117i)

Disruptiontothesupplychain(113i)

28

Giventhisincreasinglydynamictech,consumer,andmarketenvironment,CMOsareincreasinglylookingtonewstrategiestochartthepathforward.

CMOsworkingforB2Bcompaniesaresignificantlymorelikelytoreportamoreconservativeapproach.EnterprisecompaniesandbrandsinAPACareleadingthechargewhenitcomestoleaningonmostlynewstrategies.

Whichofthebelowbestdescribesthestrategiesyourorganizationisusingcomparedtothepast?

MIXOFNEW&PAST

46

MOSTLYNEWSTRATEGIES

51%

Enterprise;B2C&B2B110i);APAC(113i);

MOSTLYPASTSTRATEGIES

%

3%

B2B(132i);

NorthAmerica(115i);

29

CMOsprioritizenewstrategiesbecausetheyforeseearadicallytransformedbusinesslandscapewhererevenueisdrivenbyofferingsthatdon’tyetexist.

Almost2in3businessesexpecthalformoreoftheirfuturerevenuetocomefromofferingsthatarenotyetintheirportfolio.Telecom,pharma,andretailarethesectorsthatwillgetdisruptedthemost,accordingtoCMOs.

Projecting5yearsout,whatpercentageofyourorganization’s

revenuedoyoubelievewillcomefromproducts,services,or

businessesthatdon’tyetexist?

90%-100%

70%-80%

50%-60%

30%-40%

0%-10%-20%

3%

19%

36%

32%

11%

59%

CMOs

AGREE:“70%ormoreofourrevenuewillcomefromproducts,services,orproductsthatdon’tyetexist”

TELECOM

159i

RETAIL

122I

PHA