Succeeding in the Omnichannel Age

in association with

Digital Intelligence Briefing

Succeeding in the Omnichannel Age

in association with

Digital Intelligence BriefingSucceeding in the Omnichannel Age

Published September 2016

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1 Foreword by Adobe . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4

2 Mixed progress on the path to integration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6

3 Solving the data challenge . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11

4 The omnichannel imperative . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

5 Behind the mobile curve . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

6 Operationalising the real-time experience. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27

7 Campaign management tools: the state of play . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31

8 Appendix:respondentprofiles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37

Contents

4 Digital Intelligence Briefing: Succeeding in the Omnichannel Age In association with

It’s no secret that we live in an omnichannel world.

Consumers are constantly switching between channels, devices and touchpoints, and the onus is on the marketer to develop a holistic view of the customer, regardless of the journey they decide to follow. Previous reports in this series revealed that cross-channel marketing is a top-three strategic priority for seven in ten marketers1, but delivering a consistent and relevant customer experience across all touchpoints is an outsized challenge for most of them.2

This report, based on a survey of more than 2,000 digital marketers and ecommerce professionals, explores the extent to which organisations are stepping up to this challenge. The results tell a story of ambivalence: while companies are 29% more likely to take an integrated approach to all their campaigns across all channels compared to last year, the proportion of those saying that none of their marketing campaigns are integrated has more than doubled over the last three years.

Behind this apparent discrepancy lies a more complex marketing reality: organisations are making progress, but they are also becoming more aware of the inadequacies and deficienciesoftheirstrategyandcapabilitiesas they advance on the integration journey. It’sclearthatdeficienciesdoexist,withonly12%beingabletojoinonlineandofflinedataand just a quarter claiming to have a single customer view.

Data-related issues thwart progress, with non-integrated technologies continuing to be a major impediment: more than half of organisations have separate technologies for managing data across channels. These separate technologies are the most significantbarriertointegration(51%),followed by the inherently linked problem of disparatedatasources(40%).

Only 5% of those surveyed say they have a single platform that manages data across multiple channels and these companies are twice as likely to take an integrated approach to all campaigns across all channels as those with separate technologies.

Foreword by Adobe 1

1 https://econsultancy.com/reports/quarterly-digital-intelligence-briefing-2016-digital-trends2 https://econsultancy.com/reports/quarterly-digital-intelligence-briefing-the-cx-challenge

5Digital Intelligence Briefing: Succeeding in the Omnichannel Age In association with

Progress is underway though, as the research suggests there is an appetite to drive change and make the customer a focal point. It appears that omnichannel marketing is well-supported at a senior level, with only 15% saying that buy-in is a top-three barrier, and 5% ranking it as the biggest obstacle. A key driver for implementing an omnichannel marketing solution for half of those surveyed is the desire to keep up with consumer expectations for consistent customer experiences, closely followed by the aspiration to provide service and support where customers are active.

Across several key areas, such as customer journey analysis or making data-driven marketing decisions in real time, the majority of those surveyed plan to pursue these capabilities or are working on them already.

Asyouexplorethefindingsinthisreport,wehope it helps you along your own integration journey so that you can not only keep abreast of changing consumer expectations, but also deliver value and meaningful experiences across channels and devices.

John Travis VP, EMEA Marketing Adobe


The average consumer owns 7.2 devices and uses three on a daily basis, but marketers can typically identify only one of them during web visits.3 This limited visibility impacts marketers’ ability to build a cohesive picture of their customers’ behaviour and deliver effective cross-channel and cross-device experiences. With consumer expectations rising at an unprecedented rate, the onus is on the marketer to keep abreast of change.

ThisDigitalIntelligenceBriefingexplorestheextent to which organisations are equipped

for omnichannel marketing and is based on a survey of 2,065 digital marketers and ecommerce professionals carried out in July and August 2016, following up on similar waves of research from 2013 and 2015.

Atafirstglance,thechartbelowtellsastoryof ambivalence. While organisations are 29% more likely to take an integrated approach to all their campaigns across all channels, the proportion of those saying that none of their marketing campaigns are integrated has more than doubled over the last three years.

Mixed progress on the path to integration 2

14%

30%

50%

6%

14%

29%

46%

11%

18%

29%

40%

13%

0%

10%

20%

30%

40%

50%

60%

We take an integratedapproach to all our

campaigns across allchannels

Most of our campaigns areintegrated across most

channels

Some of our campaignsare integrated across

some channels

None of our marketingcampaigns are integrated

2013 2015 2016

Respondents 2016: 945Respondents 2015: 851 | 2013: 463

Econsultancy / Adobe Digital Intelligence Briefing

Company respondents

Figure 1: Which of the following best describes how you carry out campaign activities?

3 Adobe Digital Index, via http://www.cmo.com/adobe-digital-insights/articles/2016/3/17/adi-device-data-highlights-marketers-difficulty-assembling-holistic-experiences-.html


However, organisations of all shapes and sizes will attest to a more complex and dynamic marketing reality, where progress isnotasequivocalasthesefindingsmight suggest. The level of digital maturity heavilyinfluencesthewaycapabilitiesareperceived: organisations further up the maturity scale are likely to become more awareofthedeficienciesoftheirstrategyand capabilities as they advance on the integration journey. The more mature they become, the more likely they are to view their capabilities through a more pragmatic lens.

With time spent on mobile devices increasing by68%between2013and2015(whiletimespentondesktopdeclinedby1%)4, thedefinitionofomnichannelisconstantlychanging and sophisticated organisations are able to adapt and shift their priorities accordingly.Theoneinfivecompanieswho take an integrated approach across all campaigns and channels have recognised the importance of being attuned to these changes and have invested in the necessary processes and technology.

Compared to last year, organisations are 29% more likely

to take an integrated approach to all their campaigns across all channels

27%

18% 16%21% 21%

31%

26%

38%38%

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45%38%

30%30%

2% 11% 8% 11% 17%

0%

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100%

Consumer Goods Financial Servicesand Insurance

Retail Technology Travel andHospitality

None of our marketing campaigns are integrated

Some of our campaigns are integrated across some channels

Most of our campaigns are integrated across most channels

We take an integrated approach to all our campaigns across all channels

Respondents: Consumer Goods – 58 Financial Services and Insurance – 114

Retail – 108 | Technology – 103 | Travel and Hospitality – 47


Company respondents – sector comparison

Figure 2: Which of the following best describes how you carry out campaign activities?

4 http://www.comscore.com/Insights/Presentations-and-Whitepapers/2016/2016-US-Cross-Platform-Future-in-Focus


The capabilities featured in Figure 3 are inherently linked and form the foundations of effective omnichannel marketing. With the exception of content management, only up to

a quarter of those surveyed claim they have these capabilities, but progress is underway foratleastthreeinfive.

Figure 2 shows that companies in the consumer goods sector are most likely to adopt an integrated approach to all campaigns across all channels, while financialservicesandinsurance(FSI)organisations lag behind. Only 44% of FSI companies say that all or most of their campaigns are integrated, compared to nearly six in ten of those in the consumer goods and technology sectors.

Companies in the FSI sector have an advantage that many others don’t: a rich, accurate supply of data about their customers. However, it seems that this data is not put to good use, potentially due to regulatory pressures. The good news is that providing consistent high-quality customer experiences is a top-three strategic priority for nearly two-thirds of FSI organisations5, so this should positively impact integration levels in the near future.

12%

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0% 20% 40% 60% 80% 100%

Data-driven marketing decisions in real time

Joining up online and offline data

Contextual communications

Customer journey analysis

Single customer view

Content management

Current capability Working on capability Planning to have capability No plans

Respondents: 758


Company respondents

Figure 3: In the context of integrated marketing, how would you describe your organisation’s capabilities in the following areas?

5 https://econsultancy.com/reports/digital-trends-in-the-financial-services-and-insurance-sector-2016/


Incidentally, achieving success in the other areas is very much dependent on having a solid data strategy in place. Separate research conducted by Econsultancy in association with Adobe6 revealed that only a quarter of organisations have a strategy for better using data in their marketing programmes, so it’s not surprising that deficienciesexistacrossthesecriticalcapabilities:

• Joining up online and offline data is a prerequisite for an effective data programme.Onlineandofflineneedtoevolve from being seen as two separate entitiesandbecomeaunifiedstreamthatfeeds into a central data repository. The more sources you can pull data from, the more complete the marketing picture will be. Organisations that take an integrated approach to all campaigns across all channels are nearly three times more likely to have this capability in place compared to their peers who don’t take an integrated approach to all marketing (Figure 4). Joininguponlineandofflinedatanotonly aids integrated marketing through data consolidation, but also by enabling capabilities in the other areas featured in Figure 3, thus creating a waterfall effect.

• Achieving a single customer view provides visibility into your customers’ behaviours and preferences, enabling you to act upon the insights gained to create more relevant and memorable experiences for your customers.

In many organisations, data is heavily siloed,typicallyfoundwithintheconfinesof monolithic, legacy platforms, making itdifficulttoanalyse,letaloneactupon.Integrating your data means that it can be used not only to inform and power your campaigns, but also to help you predict your customers’ future behaviours.

• Analysing all customer touchpoints to improve the customer experience and maximise the potential of cross-sell opportunities is a key tenet of integrated marketing. This is why customer journey analysis capabilities are crucial to determining the most effective marketing mix and creating engaging experiences. Althoughlessthanafifth(16%)havethis capability in place, the good news is that getting buy-in to invest in this area shouldn’t be a challenge. Separate research7 conducted by Econsultancy revealedthatnearlytwo-thirds(63%)of organisations consider customer journey analysis to be the most valuable method for improving conversion rates, so the evidence that it directly impacts profitabilityisthere. This is probably why more than two in five(42%)marketerssurveyedclaimtheirorganisations are working on this, higher than for the majority of other capabilities featured in Figure 3.

• The rise of disruptive technologies, such as wearables and the Internet of Things(IoT),opensupnewpossibilitiesfor brands and brings contextual communications to the fore.

6 https://econsultancy.com/reports/quarterly-digital-intelligence-briefing-the-pursuit-of-data-driven-maturity7 https://econsultancy.com/reports/conversion-rate-optimization-report

Across key omnichannel marketing capabilities,

progress is underway for atleast three in five organisations


Rather than thinking of a customer’s relationship with the product as just the moment of sale, brands can understand how that relationship evolves and how the product is used in various contexts, either physical or virtual. Throughout that lifecycle, new experiences can be created and managed in a contextual manner. Additionally, more contextual opportunities tocross-sellandup-sellcanbeidentified.

An example of this is Diageo’s Johnnie Walker Blue Label ‘smart bottle’, launched incollaborationwithThinfilm,acompanythat produces printed sensor tags. With these tags, Diageo is able to know at what stage the customer is with the product – for instance, it can detect if a bottle is sealed or open. This enables the company to send targeted and timely marketing messages to customers, such as promotional offers, cocktail recipes and exclusive content.8 Leaders(i.e.organisationsthattakeanintegrated approach to all campaigns acrossallchannels)arethreetimesmorelikely to have this capability in place compared to their peers who don’t take an integrated approach to all marketing.

• Contrary to popular opinion, spontaneity is not what primarily drives the ability to make data-driven marketing decisions in real time. It does play a role, but it is notadefiningsuccessfactor.Rather,itisthe marketing infrastructure that makes the biggest difference. A clear process, plus an organisational culture that fosters agility, are equally important. The extent to which organisations invest in technologies for real-time interaction management is explored in more detail in Section 6.

• Content management is the only area inwhichthevastmajority(79%)ofthosesurveyed either have or are working on this capability. This is encouraging as content capabilities represent the natural expression of a customer-centric approach. Leaders not only understand the needs and habits of customers, but can also serve them with relevant, useful content at various stages throughout the customer journey.

8 http://www.diageo.com/en-row/newsmedia/pages/resource.aspx?resourceid=2693

11%

9%

14%

10%

22%

30%

19%

26%

27%

29%

39%

50%

0% 10% 20% 30% 40% 50% 60%

Data-driven marketing decisions in real time

Joining up online and offline data

Customer journey analysis

Contextual communications

Single customer view

Content management

Organisations who take an integrated approach to all campaigns across all channels

Organisations who don't take an integrated approach to all campaigns across all channels

Respondents: 758Econsultancy / Adobe Digital Intelligence Briefing

Company respondents – capabilities by extent of integration

Figure 4: In the context of integrated marketing, how would you describe your organisation’s capabilities in the following areas?


Solving the data challenge 3

The challenge of data is ongoing. As soon as a consolidated, cleansed dataset is created for one channel, along comes a new technology, device or platform that requires the same treatment to allow it to be added to the data stack for use. This consistent data effort is a challenge for many companies without the resource dedicated to data measurement and analytics.

As a result, very few have their channel data in a state where it can be used concurrently for campaign strategy and targeting. In fact, the majority are not attempting to bring their data together under one technology, or even to integrate multiple technologies. Figure 5showsthatmorethanhalf(51%,

marginallyupfrom50%in2015)ofcompanyrespondents have separate technologies for managing data across channels, showing no improvement in integration over the last three years.

Only5%(downfrom8%)haveasingleplatform that manages data across multiple channels, and these companies are twice as likely to take an integrated approach to all campaigns across all channels as companieswithseparatetechnologies(14%vs7%).Theseseparatetechnologiesarethemostsignificantbarriertointegration(51%)accordingtoFigure 6, followed by the inherently linked problem of disparate data sources(40%).

52%

27%

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8%

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12%

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51%

29%

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5%0%

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60%

We have separate, non-connected technologies

managing data fordifferent channels

We have separate butconnected technologies

for different channels

We have a single platformthat can manage data

from some channels butnot others

We have a single platformthat manages data across

multiple channels

2013 2015 2016


Company respondents

Figure 5: Which of the following statements best describes your marketing technology in terms of its ability to manage data across multiple channels?


The top three obstacles in Figure 6 all relate to separate management of channels. Althoughorganisationalstructure(31%)andcompanyculture(27%)areselectedby a smaller proportion of companies, it is clear that a change in company structure and culture would lead to improvements in consistently integrated omnichannel marketing activities.

Encouragingly, it appears that omnichannel marketing is well-supported at senior level, with only 15% saying that buy-in is a top-three barrier, and 5% ranking it as the biggest obstacle. This buy-in needs to be used to bring about the organisational change that will lead to integrated, rather than siloed channels and their corresponding data.

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Lack of senior level buy-in

Lack of marketing skills

Company culture

Organisational structure

Lack of budget

Complexity of customer journey

Management of channels in silos

Disparate data sources

Non-integrated tech platforms

First choice Second choice Third choice


Company respondents

Figure 6: Please rank the top three obstacles to consistently integrated omnichannel marketing activities.


Figure 7 compares the regional differences among those companies who rated disparate data sources as a top-three obstacle, showing that the latter is less of an issue in North America than in Europe and AsiaPacific.Disparatedataisatop-threeobstacle for less than a third of respondents in North America, and the single biggest problem for only 4%.

As customer journeys become increasingly complex, with numerous touchpoints across channels and devices, the ability to accurately track this journey and subsequently assign value to each channel’s role in a purchase becomes an enormous challenge.

4%

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North America Europe APAC

First choice Second choice Third choice


Company respondents – regional comparison

Figure 7: Proportion of companies who rate ‘disparate data sources’ as a top-three obstacle to consistently integrated omnichannel marketing activities.

Separate research9 conducted by Econsultancy found that more than three-quarters of companies use marketing attribution(whichattemptstoassignvaluetoeachchannelleadingtoapurchase)tosome

extent. This illustrates the importance of measuringthereturnoninvestment(ROI)foreach channel, which enables you to optimise spend across omnichannel campaigns.

9 https://econsultancy.com/reports/state-of-marketing-attribution/

Only 5% of companies have a single platform that

manages data across multiple channels


Figure 8 shows how companies rate their ability to measure the ROI of individual channels. Across all channels, less than half of companies surveyed rate their ability to measure ROI as ‘good’, and for over half of these channels, at least 30% rate their ability as ‘poor’.

Paid search emerged as the best-measured channel, with almost half of companies classing themselves as ‘good’ at measuring its ROI and only 13% selecting ‘poor’. At the other end of the scale, the non-digital channels, with less concrete metrics, are seenasthemostdifficulttomeasure,withonly 18% saying they are good at doing so.

Additionally,difficultiestrackingconsumerson mobile devices, especially on apps, is reflectedinthechart,withlowproportionsindicating they are good at measuring ROIfromappsandpushnotifications.Thereduced ability to track consumers on mobile means that the channel’s value in a journey to purchase is much less measureable unless the conversion actually occurs on the device. This means that although time spent on mobile devices is outstripping desktop and conversions on mobile are increasing, mobile marketing has not yet reached its full potential.

18%

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Traditional media e.g. TV, press, radio

Mobile push notifications

Mobile app

Social media

Messaging apps e.g. WhatsApp, Facebook Messenger

Direct mail

Events

Video advertising

SMS or MMS

Point of sale

SEO

Mobile web

Online display advertising

Desktop web

Call centre

Email

Paid search

Good Okay Poor


Company respondents

Figure 8: How do you rate your ability to measure ROI from the following channels?


How do you / your clients currently determine the performance of your / their omnichannel marketing activities?

Company respondents

“Extremely difficultduetothe size of the organisation, there is no central point for marketing decisions to be made.”

“It’s very manual – pulling information together to learn what we need in order to develop on current processes.”

“Disjointed data and poor measurement capability from the various platforms leads to poor analysis and lack of proof of ROI.”

“It’sverydifficultto do and requires extensive data gathering and analysis so it’s done very infrequently.”

“Haphazardly. Needs connecting via internalITsystems(CRM,campaignmanagement)andimprovingvia employee buy-in and better recording of information.”

“We have to manually ask the sales team for performancefigures.And most times they provide information that is not necessarily linked to the campaign that we had been running.”

“We currently don’t operate on an omnichannel level. However, those involved in digital are eager to get decent tools and reporting in place so we can better attribute and understand our efforts.”

“It’sdifficult.Wehavedirectandindirect attribution, and try to assign a conversion to the last touchpoint where possible so as not to double-count it across channels.”


Agency respondents

“Our clients view marketing as a spending centre and do not even try to measure the effectiveness of those activities.”

“Ourclientsfirstneedtomigrate from an operational multichannel view to a customer experience omnichannel view.”

“In an ad-hoc way when our clientscanfindthetimetositdown and evaluate the stats. They do not have a dedicated person or team evaluating and they are not prepared to pay for us to do it in any more than a cursory fashion. People look after individual channels but rarely do they come together to discuss the impact a collective effort could have.”

“In a very random way; our clients are oftenfightingbetweendepartmentsinorder to get the right information and have a collective choice.”


The omnichannel imperative 4

Delivering a seamless customer experience across all channels has become a competitive imperative for businesses, since customers are as likely to purchase online as in traditional brick-and-mortar stores.

Consumers are looking for the most convenient shopping option available. The rise of social commerce and Amazon dash buttons, for example, which are creating commerce channels out of everyday objects, are indicative of this consumer desire.

An omnichannel strategy enables marketers to scale their businesses by expanding the setting of where they sell goods and also provides the convenience shoppers are looking for. Omnichannel marketing, therefore, is fast becoming the norm in ecommerce.


8%

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Pressure from the board to adopt new strategies

Keep up with emerging marketing trends

Reduce and/or optimise costs

Create insights that can be fed back into businessprocesses

Drive collaboration across departments

Increase brand loyalty

Differentiate the customer experience compared tocompetitors

Increase conversion rates

Provide service and support where customers areactive

Keep up with consumer expectations for consistentcustomer experiences

Company respondents Agency respondents

Company respondents: 776Agency respondents: 623

Figure 9: What are the key drivers for implementing an omnichannel marketing solution?


Half(49%)ofcompanyrespondentssaythatone of the key drivers for implementing an omnichannel marketing solution is the desire to keep up with consumer expectations for consistentcustomerexperiences(Figure 9).

Customers expect the same level of service and attention to detail across all touchpoints. For consumers there is only one journey. Without this consistency, they grow frustrated, which erodes their brand loyalty and affects your business’ bottom line.

Another key driver, according to 42% of company respondents, is providing service and support where customers are active. Implementation of an omnichannel solution enables a customer-centric approach, whereby there is a clear process for providing consistent support throughout the customer journey, wherever and whenever customers need it.

Unsurprisingly, 45% of agency respondents say that increasing conversion rates is a key driver for implementing an omnichannel solution for their clients. Increasing brand loyalty is also regarded as an important driver by more agency clients than company respondents.

Interestingly, pressure from the board is considered a main driver by only 4% of client-side respondents and 8% of agency respondents. Perhaps this shows there is a lack of board buy-in when it comes to implementing omnichannel solutions. The reality, however, is that without executive direction and support, it is challenging to create the company culture and the organisational structure shifts required to carry out an effective omnichannel strategy.

10%

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70%

We closely match channels andcontent to a well-mapped customer

journey

We try to match channels andcontent to a roughly-mapped

customer journey

We don’t really attempt to match marketing activities to the customer

journey

2015 2016

Respondents 2016: 842Respondents 2015: 754


Company respondents

Figure 10: Which of the following statements best describes how your organisation carries out omnichannel marketing activities based on the customer journey?


When asked how their organisation carries out omnichannel marketing activities, three infive(61%)companyrespondentssaythatthey try to match channels and content to a roughly-mapped customer journey, with only 11% claiming they try to match content toawell-mappedcustomerjourney(Figure 10).Additionally,comparedtolastyear,the proportion of those not attempting to match marketing activities to the customer journey has only marginally increased, from26%to28%.Thesefindingsshowthatmarketers are attempting to understand their customers’ journeys but haven’t quite reached optimum levels of understanding.

This situation may be due to the fact that only 16% of respondents have customer journeyanalysiscapabilities(seeFigure 3 in Section 2).Thislackofanalysismaybehindering their ability to create a single view of the customer, foiling their efforts to target consumersefficientlyandconsistently.

Companies in the lead are in the travel and hospitality sector, with 17% of them closely aligning omnichannel marketing activities toawell-mappedcustomerjourney(Figure 11).Ascustomersregularlyusemultiplechannels to do research over many months and perhaps even years before making travel choices, it makes sense that travel companies are among those leading the way.

16% 14%

5%

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55%61%

63%

63% 59%

29% 25% 32% 22% 24%

0%

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Consumer Goods Financial Servicesand Insurance

Retail Technology Travel andHospitality

We don’t really attempt to match marketing activities to the customer journey

We try to match channels and content to a roughly-mapped customer journey

We closely match channels and content to a well-mapped customer journey



Company respondents – sector comparison



The TUI Group, for example, uses sophisticated data collection systems to buildomnichannelcustomerprofilestobetter deliver the right experience and best offers for each customer. TUI leverages first-partydatafromitsplatformstosupportprogrammatic ad buying with retargeting ads relevant to the customer.10

To better understand their customers’ purchase lifecycle, Thomas Cook launched a campaign and travel survey to capture information on customers’ future buying intentionsandfactorsthatinfluencetheirintention to buy. When the survey was completed, customers were presented with offers or redirected to the website. Display retargeting ads were embedded into the campaign to deliver personalised display banners to respondents. When the campaign ended, customer data was fed into the company’s newsletter programme to become part of its new CRM strategy.11

On the other end of the scale, retailers are clearly struggling given that only 5% of them believe that they closely match channels and content to a well-mapped customer journey (Figure 11).

Delivering a seamless customer experience across channels is of particular importance in the retail industry. For example, consumers increasingly expect to be able to buy online but pick up in-store or to instantly order an out-of-stock item in-store via a mobile device.

Perhaps more than any other sector, retail is seeing a strong consumer desire to effortlessly move around multiple channels toconductresearchandfindthebestdealsand promotions. The rich stream of customer data they have access to means they’re better placed to extract insights compared to other sectors. However, this only compounds the problem of data integration as they face an even greater struggle to integrate customerdataandalignonlineandofflineexperiences.

10 http://marketingland.com/omnichannel-marketing-can-help-travel-brands-fly-farther-faster-14391511 https://econsultancy.com/blog/66831-six-brand-case-studies-that-proved-the-value-of-customer-experience/

31%

61%

8%7%

61%

32%

0%

10%

20%

30%

40%

50%

60%

70%

We closely match channels andcontent to a well-mapped customer

journey

We try to match channels andcontent to a roughly-mapped

customer journey

We don’t really attempt to match marketing activities to the customer

journey

Organisations who take an integrated approach to all campaigns across all channels

Organisations who don't take an integrated approach to all campaigns across all channels

Respondents:842Econsultancy / Adobe Digital Intelligence Briefing

Company respondents



Research conducted by Periscope, a unit of McKinsey Solutions, reveals that retailers are struggling to move at the speed their customers expect. Retailers surveyed blamed their omnichannel woes on a lack of customer analytics across channels, poor data quality and an inability to identify customers across shopping trips.12

Furthermore, Periscope’s survey highlighted that siloed organisations are also a barrier to omnichannel retail success. Technical and data challenges aside, perhaps it is structural and organisational change obstacles that are holding back retailers from implementing an effective omnichannel experience.

It comes as no surprise that 32% of marketers who don’t take an integrated approach to all campaigns across all channels are also likely to say that they don’t attempt to match marketing activities to the customerjourney(Figure 12).

In comparison, companies taking an integrated approach to all campaigns across allchannelsarenearlyfivetimesmorelikelyto say they closely match marketing activities to a well-mapped customer journey.

When exploring the barriers to mapping the customerjourney(Figure 13),aninterestingshift is evident. While the proportion of those citing a lack of systems and time/resource hasmarginallydeclinedsincelastyear(by3%and5%respectively),morecompaniessaytheylackdataandanalysisskills(+7%and+13%respectively)toeffectivelymapthe customer journey. This ties in with findingshighlightedintheprevioussections:while there is evidence of increased focus on customer experience optimisation and integration, data-related issues continue to thwart progress.

33%30% 32%

26%

19%24%

16% 18%

34% 35% 34%37%

37%36%

31%35%

17% 17%20%

19%22%

14%21%

18%

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2015 2016 2015 2016 2015 2016 2015 2016

We lack the systems toeffectively map thecustomer journey

We lack the time/resourceto effectively map the

customer journey

We lack the data toeffectively map thecustomer journey

We lack the analysis skillsto effectively map the

customer journey

Strongly agree Somewhat agree Neutral Somewhat disagree Strongly disagree



Company respondents

Figure 13: Do you agree or disagree with the following statements?

12 http://www.retailtouchpoints.com/features/executive-viewpoints/overcoming-the-organizational-obstacles-of-omnichannel%20%20


Behind the mobile curve 5Mobile’s growth rate shows no signs of abating. Business Insider Intelligence predicts that mobile commerce will account for 45% of overall ecommerce sales by 2020.13 Due to the growth and popularity of mobile, it is essential that marketers consider mobile as part of their organisation’s omnichannel strategy. Indeed, mobile plays a centralroleinbindingbothonlineandofflinechannels together.

This is particularly true when we consider mobile’srelationshipwithin-storetraffic.Customers are using mobile to check offers, check prices and locate stores. Shoppers are increasingly reliant on their mobile devices while they are in-store to help them research products before purchasing. According to a DMI report14, 70% of US shoppers say that they use their mobile devices while shopping in a brick-and-mortar store every time or regularly. In the UK, 41% of consumers use their mobile devices to check prices when they’re in-store.15

34% 32% 31%

24%

37% 38%35%

33%

16% 17% 19%22%

10% 10% 11% 15%

3% 3% 4% 6%

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We lack the systems toeffectively map the mobile

customer journey

We lack the mobile data toeffectively map thecustomer journey

We lack the time/resourceto effectively map the

mobile customer journey

We lack the analysis skillsto effectively map the

mobile customer journey



Company respondents

Figure 14: Do you agree or disagree with the following statements?

13 http://uk.businessinsider.com/the-mobile-checkout-report-how-retailers-and-tech-giants-are-pushing-consumers-12-2015

14 https://dminc.com/mobility-assessment/retail/research-2015/15 http://newsroom.ee.co.uk/showrooming-impacts-christmas-shopping-as-41-of-uk-shoppers-use-mobiles-to-find-best-

deals-while-in-store/


Thebenefitsofunderstandingthemobilecustomer journey and how mobile integrates with other channels in the customer’s path to purchase are immense. Marketers are very much aware of the importance of mobile and 51% of marketers rank mobile as a top-three priority area for their organisation.16

However, marketers are not taking full advantage of the opportunity that mobile presentsindrivingin-storeefficiency,engagement and sales. Around seven in ten company respondents agree that they lack thesystems(71%),mobiledata(70%)andtime/resource(66%)toeffectivelymapthemobilecustomerjourney(Figure 14).

Nearlythreeinfive(57%)ofthosesurveyedagree that they lack the necessary analysis skills to effectively map the mobile customer journey. This corresponds with the lack of skills needed to map the customer journey in general as we have seen in Figure 13 (Section 4).Untilthisskillsgapisaddressed,marketers will continue to struggle with understanding the mobile customer journey and hence implementing effective omnichannel solutions.

The research also suggests that marketers are not exploiting the full potential of mobile. With the exception of using responsive design to ensure better email experiences on mobile, Figure 15 indicates that they are not using best practice mobile strategies.

16 https://econsultancy.com/reports/quarterly-digital-intelligence-briefing-2016-digital-trends/

4%

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9%

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27%

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0% 20% 40% 60% 80% 100%

We are experimenting with mobile wallets to improve thecustomer experience

We use in-app messaging or advertising

We send relevant, permission-based push messagesbased on location

We can identify users across different devices and storedata centrally

We target display advertising messages based on location

SMS / MMS remains a key part of our omnichannelmarketing strategy

Messaging apps are integral to our omnichannel marketingefforts

We use responsive design to ensure a better emailexperience on mobile devices



Company respondents

Figure 15: To what extent do you agree with the following mobile-related statements?

Marketers are not taking full advantage of the

mobile opportunity


The benchmark for mobile commerce success is more than just responsive design. Mobile must be integrated within an omnichannel strategy to provide customers with the same level of consistency as on desktop and in-store. It’s clear that marketers are simply behind the curve on this front.

Take, for example, the fact that only 28% of respondents agree that SMS/MMS is a key part of their omnichannel strategy. SMS is often overlooked and underrated as a marketing channel, yet in reality, it is six to eight times more effective than email in engaging customers as 98% of SMS messages are read compared with 20% of emails.17

Few respondents are harnessing the marketing opportunities that mobile apps present, with only 5% ‘strongly’ agreeing that they use in-app messaging. In-app marketing has the potential to encourage users to submit reviews and ratings, and can be combined with loyalty programmes to provide customers with a more positive and seamless experience.

Anotherinterestingfindingisthatonly4%of respondents ‘strongly’ agree that they are experimenting with mobile wallet innovations. Mobile checkout is still regarded as a major pain point in terms of the customer experience and so adopting mobile wallets provides customers with a more convenient payment method while offering marketers an alternative channel to reach customers and inform them of sales and offers.

Mobile advertising spend continues to lag behind mobile media consumption.18 By addressing this disparity and opting to invest further in mobile marketing, marketers will increase the odds of optimising mobile conversion rates. With mobile, as with any other channel, it is important to focus on improving the customer experience in order to increase loyalty and improve ROI. As the glue that holds all marketing channels together, mobile should be the central focus of any omnichannel marketing strategy.

17 https://econsultancy.com/blog/67352-16-thought-provoking-digital-marketing-stats-from-the-past-week/

18 http://www.kpcb.com/internet-trends


“A constant touchpoint providing contextually and personally relevant information and access to our services.”

“Mobile will be the dominant channel where most of the experiences will start or eventually end up.”

“Omnichannel marketing will be almost completely driven by data from mobile devices and mobile will be the main message delivery platform.”

“Mobile apps will play more of a role as we look to open up opportunities for cross-sell and move to a more self-serve approach for clients.”

Thinkingaboutthefuture,infiveyears’ time, what role will mobile beplayinginyour(oryourclients’)omnichannel marketing activities?

Company respondents


“Mobile will become the key identifierforcontext(who/where/when/what/why)totrigger relevant multi-sensory experiences.”

“Mobile will become imperative to creating contextual experiences, whether B2B or B2C. The level of audience attention continues to diminish so the requirement for personalised engagement and digital rapport will become crucial.”

“Mobile will be at the centre of all marketing activities and will be enabling cross-channel measurement to an extent.”

“Our clients will be making efforts, but we still don’t see them embracing the potential until they can understand the metrics and see a proper ROI. To do that, they have to invest – we need some quick wins to get buy-in basically.”

“Ourclientswillbemorevisibleonmobileinfiveyears, but for some it’s still a new and undiscovered medium. Some even consider the screen to be too small for what they want to say and keep it out of the loop when they plan a strategy instead of creating a short and good selling point that will lead to an action. Some clients are sceptical or failing to understand the value of it.”

“Itwillplayaverysignificantrolein generating leads, facilitating always-on marketing campaigns, determining customer experience and its consistency.”

Agency respondents


Operationalising the real-time experience 6

Improving the customer experience has been a key focus for marketers over the last two years, with targeting and personalisation being their number-one priority according to the Econsultancy/Adobe 2016 Digital Trends report19. Real-time marketing is a huge part of ensuring a quality, personalised customer experience, and with the number of interactions between consumers and brands growing, the market for supporting technologies is evolving to meet this rising need.

Capabilities for real-time marketing decisions are limited in the majority of companies, according to this research. As seen in Section 2(Figure 3),only12%ofcompaniesare currently able to make data-driven marketing decisions in real time. Awareness of the importance of this ability is high, however(Figure 16).Almosttwo-thirdsofrespondents rate it as ‘very important’ and a further 30% see it as ‘quite important’. On an upward trend from last year, this importance reflectstheincreasinglyimmediatenatureof marketing and the need to react to consumers and their world rapidly and with context.

19 https://www.econsultancy.com/reports/quarterly-digital-intelligence-briefing-2016-digital-trends

54%

38%

7%1%

62%

30%

7%1%

0%

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30%

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50%

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Very important Quite important Not very important Not at all important

2015 2016



Company respondents

Figure 16: Considering what you know about the customer journey, how important do you believe it will be to analyse customer behaviour and respond in real time (nearly instant, automated response)?


Real-timeinteractionmanagement(RTIM)has emerged as marketers try to provide ever more contextually relevant experiences throughout the customer journey. Forrester definesRTIMas“enterprise marketing technology that delivers contextually relevant experiences, value and utility at the appropriate moment in the customer lifecycle via preferred customer touchpoints”.20

Figure 17 shows that only 10% of companies and 15% of agency clients are usingaspecifictooldedicatedtoRTIM.Though this may not seem an encouraging result,itislikelyareflectionofthebroadspectrum of meaning applied to the term

‘real-time marketing’, and the range of real-time activities being carried out across organisations. Though there are a number of established RTIM vendors, the market is still relatively new, with dynamic email content and personalised web sessions the dominant use cases for the technology currently.

Understanding of ‘real time’ can range from serving dynamic personalised content across channels, to timely social media reactions to mainstream events. Though RTIM technologies are evolving rapidly, few can yet activate consistent real-time marketing acrossallchannels,onlineandoffline.

10%

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Yes No




Figure 17: Do you (or your clients) use a specific tool dedicated to real-time interaction management?

20 https://www.forrester.com/report/The+Forrester+Wave+RealTime+Interaction+Management+Q3+2015/-/E-RES118220

Capabilities for real-time marketing decisionsare limited in the majority of companies


Asanemergingfield,knowledgeofRTIMtechnology supporting all channels is likely not widespread among the respondents to this survey. More likely, the majority are still usingtheirchannel-specifictechnologies(seeFigure 5 in Section 3)independentlyto respond to consumer behaviours in real time. As interactions across touchpoints continue to increase, it is expected that both RTIM capabilities, and uptake of these technologies, will increase.

When cross-tabulated against those taking an integrated approach to all campaigns across all channels, the proportion of companiesusingaspecifictoolforRTIMdoubles,toafifthofcompanies.Thefactthatthis proportion remains the minority supports the supposition that even companies advanced in omnichannel marketing areunlikelytobeusingjustonespecifictechnology for real-time marketing.

Thoseusingaspecifictoolwerethenaskedhow it manages real-time interactions. Half of these respondents said it was an engine to recommend the ‘next best action’, with a quarter each citing a recommendation engine for content and products respectively (Figure 18).

The opinion of agencies about their clients’ real-time management tools differs somewhat from the client-side perspective. The proportion of those indicating that their clients use ‘next best action’ engines is almost half that of the company response, with agencies much more likely to say their clients use recommendation engines for products or content.

Figure 19 shows that predictive algorithms areusedtopowerthetoolsofafifth(19%)of responding organisations, compared to business rules being used by more than athird(37%).Furtheranalysisofthedatarevealed that those taking an integrated approach to all campaigns across all channels are twice as likely to use predictive algorithms as the rest.


24% 25%

51%

38% 39%

23%

0%

10%

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30%

40%

50%

60%

A recommendation engine ofcontent within our / their messages

A recommendation engine ofproducts within our / their messages

(based on a product catalogue)

An engine on ‘next best action’




Figure 18: How does this specific tool manage real-time interactions?

37%

19%

44%

34%

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41%

0%

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35%

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50%

Business rules Predictive algorithms A mix of business rules andpredictive algorithms




Figure 19: What is this tool based on?

Only 10% of companies use a specific tool dedicated to real-time interaction management


Campaign management tools: the state of play 7

As with any marketing activity, cross-channel campaigns must be tracked and monitored, and that process requires tools that can dothejobefficiently.Therighttoolmustcollect and deliver the most useful data and outcomes in order to prove ROI.

With so many tools on the market, it can be an overwhelming task to sort through the options, and every company needs a specificcocktailoffunctions.Puttingsystemsin place requires time and investment, and because of this it’s important that requirements are considered carefully. Withoutaclearvisionandclearly-definedKPIs, it can be easy to get lost in the allure of tools that promise everything, leaving you with lots of data that isn’t of any use to your organisation.

Bydefinition,cross-channelcampaignswill involve multiple channels, complicating the amount of data to be gathered and the relationships between them. This makes the selection of a campaign management tool all the more important, as there is a huge amount of data to be collected, organised and interpreted.

Justovertwo-fifths(42%)ofcompaniesreport that they are currently at the stage of evaluating their options when it comes to cross-channel campaign management tools, witharoundaquarter(26%)havingnoplansatalltousesuchatool(Figure 20).Withouta tool, monitoring cross-channel campaign performance is likely to be a very manual and time-consuming task, or simply not happen at all.

20%

7%

47%

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42%

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50%

Yes, we use a third-partysolution

Yes, we use a solution thatwas built in-house

No, we are evaluatingsolutions

No, no plans to use such atool

2015 2016



Company respondents

Figure 20: Do you use a cross-channel campaign management tool?


Approximatelyathird(32%),upfrom27%in2015, are using a cross-channel campaign management tool, whether that takes the form of a third-party solution or one built in-house.Bothoptionshavetheirbenefitsanddrawbacks, and it’s another decision to make whenfirstevaluatingtools.

Third-party solutions often include some form of technical support and come with the background of experience. There are many third-party solutions that can be adequately tailored to your needs. In-house solutions require more internal staff time, especially while being built and integrated, but they can be created precisely to deliver what is needed to prove or disprove whether a campaign is meeting its KPIs.

There are a few key differences between regions(Figure 21),withNorthAmericancompanies being more likely to use third-party solutions: 31% compared to 20% in Europe and 25% in APAC. However, APAC companies are twice as likely to use in-housesolutionsastherest(16%comparedto7%inNorthAmericaand8%inEurope).

31%

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Yes, we use a third-partysolution

Yes, we use a solution thatwas built in-house

No, we are evaluatingsolutions

No, no plans to use such atool

North America Europe APAC


Company respondents – regional comparison

Figure 21: Do you use a cross-channel campaign management tool?


Aroundtwo-fifths(43%)ofrespondentsuseseparate, non-integrated tools for cross-channel campaign management and email marketing(Figure 22),a30%increasesince last year. Handling the two systems separately creates a roadblock. It will be much harder to get these pots of data to speak to one another, and could complicate the process of considering email marketing within the context of a wider campaign.

Almostathird(28%)ofrespondentsrealisethe importance of the systems at least being able to speak to one another, and have separate tools that are integrated with one another. However, the proportion of those saying that’s the case has declined by 24% since last year.

Thisleavesanotherthird(29%)whousethesame platform for campaign management and email marketing, and are arguably a step closer to a more seamless integration of their data across all channels. The knock-oneffectofhavingamorestreamlinedflow,with data being processed through a single system, includes saving staff time and effort – allowing marketers to spend more time interpreting campaign results and taking appropriate actions.

Further analysis of the data revealed that companies using separate, non-integrated technologies for cross-channel campaign management and email marketing are 19% less likely to say they take an integrated approach to all campaigns across all channels.

33%

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28% 29%

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Yes, it is separate and notintegrated

Yes, it is separate but integrated No, it is the same platform

2015 2016



Company respondents

Figure 22: Is your cross-channel campaign management tool a separate technology to your email marketing system?

Around a third of organisations are using a cross-channel

campaign management tool


Figure 23 shows that the features most common to the campaign management tools being used by respondents are segmenting customer data(47%),visual reporting tools to monitor performance easily(45%)andrunning automated campaigns based on customer events(44%).

Segmenting customer data is an integral part of most campaigns and these splits need to be done accurately and effectively. If this stage can be done within the campaign management tool it is another step toward streamlining the process.

Visual reporting tools allow clear monitoring but also allow this to be quickly dispersed around the company. Clear visuals could be put into internal presentations or forwarded on to particular stakeholders or decision makers. This makes it both a functional and helpful device: the analysis is done, but it’s also easy to interpret and understand for those who do not necessarily work with data on a day-to-day basis.

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None of the above

Algorithms to predict the best subject line, channelcadence or message send time

Customer marketing fatigue management

Integrated content / asset management facilitatingusage across channels

Connecting online and offline executions

Delivering real-time contextual messages

Advanced personalisation based on behaviour andinterests across channels

Consolidating data across all touchpoints

A/B / multivariate testing

Running automated campaigns based on customerevents

Visual reporting tools to monitor performance easily

Segmenting customer data


Company respondents

Figure 23: Which of the following capabilities does your campaign management tool offer?


12%

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14%

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15%

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18%

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61%

21%

46%

53%

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0% 20% 40% 60% 80% 100%

A/B / multivariate testing

Algorithms to predict the best subject line, channelcadence or message send time

Segmenting customer data

Customer marketing fatigue management

Visual reporting tools to monitor performance easily

Running automated campaigns based on customer events

Delivering real-time contextual messages

Advanced personalisation based on behaviour andinterests across channels

Connecting online and offline executions

Consolidating data across all touchpoints

Integrated content / asset management facilitating usageacross channels

Excellent Good Okay Poor Very poor

Respondents 2016: 229Econsultancy / Adobe Digital Intelligence Briefing

Company respondents

Figure 24: How do you rate your campaign management tool for the following capabilities?

The ability to automate campaigns is again a function that makes the marketing process cleaner. Within the same system, campaigns are being monitored and automated, all of which can be viewed through a single dashboard or group of dashboards within a single tool. Similarly, theadditionalbenefitofA/B or multivariate testing, which is offered by 38% of the tools used by respondents, brings in another essential data management function. All of these processes would previously have been very manual or handled on so many different platforms that having it all in one place makes sense to many companies,

especially those with campaigns running simultaneously or across a large number of channels.

Respondents were then asked how they would rate their campaign management tool acrossarangeofcapabilities(Figure 24).Encouragingly, the majority of companies surveyed rate their campaign management tool as ‘excellent’ or ‘good’ across these capabilities. The only exception is the ability to predict the best subject line, channel cadence or message send time – onlyaroundathird(35%)saytheirtoolis‘excellent’ or ‘good’ at this.

A lack of consolidated data continues to be a significant

roadblock to effective omnichannel marketing


Figure 25 uncoversdeficienciesacrosssomekeyareas(personalisation,integratingonlineandoffline,adaptingtheuserexperiencebasedoncontextinrealtime)–almost the same areas as those highlighted in last year’s report. Success in these areas is very much dependent on a strong data foundation and skills to process, analyse and act upon the insights. As discussed earlier in the report, progress towards integration is mixed, with a lack of consolidated data beingasignificantroadblocktoeffectiveomnichannel marketing.

5%

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11%

11%

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47%

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We let algorithms automate the personalisation decision

We can break silos between direct marketing andadvertising campaigns

We are able to adapt the user experience based on contextin real time

We can integrate online and offline channels within thesame system

We have access to a single view of the customer acrossemail / web / mobile / social and offline channels

We have a real-time view of exactly how our marketingcampaigns are performing

We can effectively collaborate on campaign content

We understand how users engage with content on ourchannels

We can easily segment our customer base with simpleoperations e.g. or, and, exclude, include, if

We can get campaigns up and running quickly


Respondents 2016: 229Econsultancy / Adobe Digital Intelligence Briefing

Company respondents

Figure 25: Thinking about your campaign management tool’s capabilities, please indicate whether you agree or disagree with the following statements.


67%

10%8%

5% 4%3% 3%

0%

10%

20%

30%

40%

50%

60%

70%

80%

Europe Asia North America Australia / NewZealand

Middle East Africa Other

ThisDigitalIntelligenceBriefingisbasedonan online survey of 2,065 marketing, digital and ecommerce professionals, carried out in July and August 2016.

The sample comprised 54% marketing professionals from the client side and 46% from the supply side(includingagencymarketers, consultants and those working for technology vendors or other service providers).

The following charts provide further details ontheprofileofsurveyrespondents.

Appendix: respondent profiles 8

Figure 26: Which of the following best describes your company or role?

Respondents: 2,065

Respondents: 2,065

Figure 27: In which region are you based?



54%

46%

Client-side (part of an in-house team) Agency / vendor / consultant


3%

1%

1%

1%

2%

4%

4%

5%

10%

24%

45%

7%

0%

1%

2%

3%

4%

7%

9%

9%

24%

34%

0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%

Other

Taiwan

Japan

South Korea

Philippines

Indonesia

Thailand

China

Malaysia

Singapore

India


15%

2%

1%

2%

1%

3%

2%

3%

4%

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1%

1%

1%

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4%

5%

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7%

8%

9%

38%

0% 5% 10% 15% 20% 25% 30% 35% 40%

Other

Austria

Finland

Belgium

Norway

Spain

Switzerland

Denmark

Sweden

Netherlands

Italy

Germany

France

UK




Respondents based in Europe

Figure 28: In which of the following countries are you based?

Respondents based in Asia

Figure 29: In which of the following countries are you based?




14%

2%

3%

3%

3%

6%

6%

8%

8%

13%

34%

0% 20% 40%

Other

Mobile team

Sales

Analytics team

Customer service

Operations

Content / editorial

Ecommerce

Web development

IT

Marketing

10%

6%

13%

15%

8%

23%

25%

11%

2%

4%

5%

14%

16%

48%

0% 10% 20% 30% 40% 50% 60%

Other

VP / SVP / EVP

Board level

C-level / general manager

Junior executive / associate

Director / senior director

Manager


Company respondents: 1,053 Agency respondents: 905

Respondents: 1,052

Figure 30: What best describes your job role?

Company respondents

Figure 31: What is your main area of focus?




16% 17% 17%

14%

17%19%

41%

33%

9%

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8%

0%

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30%

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40%

45%

<£1 million £1 – £10 million £10 – £50 million £50 – £150 million

£150 million – £1 billion

More than £1billion


15%

1%

2%

3%

3%

4%

4%

5%

5%

5%

5%

6%

7%

11%

12%

12%

0% 2% 4% 6% 8% 10% 12% 14% 16%

Other

Gaming and Gambling

Government

Automotive

Charities and Non-Profit

Media

Healthcare and Pharmaceuticals

Telecoms

Print / Publishing

Travel and Hospitality

Professional Services (e.g. consulting)

Consumer Goods

Manufacturing and Engineering

Retail / Mail Order (incl. online retail)

Technology

Financial Services and Insurance

Respondents: 1,036

Company respondents: 583 Agency respondents: 489

Figure 33: What is your annual company revenue?

Company respondents

Figure 32: In which business sector is your organisation?



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Digital Intelligence BriefingSucceeding in the Omnichannel Age

Published September 2016

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Succeeding in the Omnichannel Age

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