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1、CMO INTENTIONS 2024Fueling Martech Innovation Through AI2 2024 CMO Council All rights reserved.CMO INTENTIONS 2024TABLE OF CONTENTSIntroductionExecutive SummaryForces&Factors Impacting SpendWhats In the Way of MarTech Investment?Aiming for Operational Excellence AI Creates the Most ValueDifferences
2、Between North America&EuropeConclusion346810111314COLLABORATION&ALIGNMENTEXPERT COMMENTARY&DETAILED FINDINGSCommentary by Steven Gerber,President&COO,Zeta GlobalDetailed Findings(Survey Results)About Zeta and CMO Council151732SECTION 1SECTION 23 2024 CMO Council All rights reserved.CMO INTENTIONS 20
3、24WHATS COMING:A PARADIGM SHIFT IN MARTECH+AICMOs appear clear,confident and intentional in where AI will deliver the best results in marketing process improvement.Our study,conducted in partnership with Zeta Global to gain insights and predictions about MarTech,shows AI in the vanguard of a paradig
4、m shift in MarTech adoption and use in 2024.MarTech procurement intentions have made a massive swing to embracing new GenAI tools,applications and analytics.Almost 60%of marketers surveyed view this area of investment as offering the most value and ROI.Many CMOs will enter this new era of MarTech in
5、 good shape.They reported theyve met revenue and customer attainment goals last year despite market turbulence.The majority also gave their teams solid marks for marketing campaign execution and performance.The CMO Council believes dedicated MarTech management and digital transformation expertise ap
6、pears to be maturing and more widely accepted,supported and represented in global organizations.CMOs have also made great progress closing the digital marketing skills gap.TAKING AIM AT CROSS-FUNCTIONAL ALIGNMENTCMO alignment with the C-suite is key to powering performance and will play an integral
7、role in the MarTech and AI paradigm shift.Teams of cross-functional leaders will need to be deployed with clear strategies for selection,deployment,adoption and scaling of new or existing platforms,solutions and tools.Todays CMOs have to figure out how AI can boost productivity and performance.They
8、should be seeking more predictive outcomes from creative investments.They need to deliver higher levels of automation,productivity and efficiency in internal and agency teams.All translating into improved output and inspiration from lower headcount.INTRODUCTION4 2024 CMO Council All rights reserved.
9、CMO INTENTIONS 2024The rapid uptake and pervasive potential of GenAI will help savvy marketers increase performance,productivity,ingenuity,quality and compliance.The end game is hyper-personalized engagement to convert intention-based buyers into loyal,high-value customers.On an operational level,fu
10、nctional marketing silos still need to be imploded and tightly connected for improved collaboration,integration,workflow and use of essential data using advanced and more affordable cloud-based marketing platforms.1 IN 3 CMOs SAY THEIR CAMPAIGN PERFORMANCE NEEDS IMPROVEMENTMarketing execution has be
11、en hit or miss.Far too many CMOs cannot identify the right mix of strategies to positively impact ROI.In our survey,1 in 3 say their marketing campaign performance needs improvement or has under-performed.On the upside,a number of CMOs say theyve made progress on multiple fronts,from meeting revenue
12、 goals to overcoming skills gaps.Consider these“success”findings in the CMO Council study:56%of CMOs say they met revenue and customer attainment goals last year,with B2C marketers performing considerably better than B2B marketers 82%no longer struggle with cultural,organizational and operational re
13、sistance to change 83%say they have the requisite digital skills,talents and proficiency in their marketing teamsEXECUTIVE SUMMARY MUCH WORK STILL TO BE DONE Nevertheless,this year will test even the most successful CMOs.Nearly 60%of CMOs are under increased pressure to prove the impact of marketing
14、,according to a Harvard Business Review article.Here are the top three business expectations for marketers this year:54%of CMOs cite top-line revenue growth 51%seek improved operational efficiency and reduced costs 41%anticipate AI-driven operational improvement With technology,nearly half of CMOs s
15、ee customer data as essential for AI to help marketing personalize customer engagement.Yet,data sourcing continues to be a source of frustration.More than 80%of marketing leaders who admitted their lead gen and engagement HOW WOULD YOU RATE YOUR CAMPAIGN PERFORMANCE IN 2023?ExcellentMet Expectations
16、Needs ImprovementUnder Performed17%46%29%8%5 2024 CMO Council All rights reserved.CMO INTENTIONS 2024strategy was only slightly or not effective are not satisfied with their performance specifically in data-driven,intention-based marketing.This according to another CMO Council report Fire Up Your B2
17、B Revenue Generation Engine.With relationships,CMOs who met or exceeded their revenue goals last year report stronger collaboration across the C-suite than their marketing peers who fell short.This,of course,speaks to the need for marketing to have executive buy-in and cross-functional support when
18、sourcing data and harvesting its value.With outcomes,56%of CMOs say they met their revenue and customer attainment goals despite market turbulence.Yet,37%say their marketing campaign execution needs improvement.DID YOU MEET REVENUE&CUSTOMER ATTAINMENT GOALS?RESEARCH METHODOLOGYCMO Council research f
19、indings are based on a Q1 survey of nearly 200 chief marketing executives at both B2B and B2C/hybrid companies in a cross-section of industry sectors throughout North America and Europe.Over 90%of respondents held CMO/CRO/CGO/CXO/SVP/VP titles and 70%represented large corporations with annual revenu
20、es of more than$1billion.Nearly 30%spend over$5 million annually on MarTech.41%10%39%10%B2BYesNot SureNoStill Evaluating5%9%20%66%B2CNot SureStill EvaluatingNoYes6 2024 CMO Council All rights reserved.CMO INTENTIONS 2024MANAGEMENTS GREAT(AND NOT SO GREAT)EXPECTATIONSSenior management and boards of d
21、irectors are looking to marketing for more operational efficiency and reduced cost in 2024.There are also big expectations for AI to impact productivity and performance,as well as CMOs to create brand and customer value.Surprisingly,despite e-commerces meteoric rise as a significant driver of growth
22、 and margin,managements expectations are low for continuing to ramp this functional area.In addition,geo-expansion and new product innovation are languishing further down the priority list.65%OF B2B MARKETING LEADERS SAY MARKETING MUST OWN AND OPTIMIZE REVENUE Driving revenue growth continues to be
23、a top priority.According to an earlier CMO Council report Fire Up Your B2B Revenue Generation Engine,65%of B2B marketing leaders said marketing must own and optimize a companys revenue generation engine.Yet,62%said their lead gen and engagement strategy underperforms.Generally speaking,CMOs expect m
24、arketing budget allocation to be most impacted this year by customer predisposition to purchase,the companys financial performance,and overall economic climate.Far less important are product availability and sell-through,sales and channel support needs,increased competition,and supply chain sourcing
25、 problems.FORCES&FACTORS IMPACTING SPENDWHAT DOES SENIOR MANAGEMENT&BOARDS OF DIRECTORS EXPECT FROM MARKETING IN 2024?Top-Line Revenue GrowthOperational Efficiency&Reduced CostAI-driven EfficienciesBrand&Customer Value CreationHigher Sales ConversionBetter Customer SatisfactionMarket Share GainsStra
26、tegic AcquisitionNew Product Launch&DiversificationGeo-ExpansionE-Commerce Ramp Up54%51%41%38%27%21%20%15%12%11%5%7 2024 CMO Council All rights reserved.CMO INTENTIONS 2024DIFFERENCES IN B2B AND B2C IMPACT ON SPENDINGThere are subtle-yet-significant differences in B2B and B2C/hybrid perspectives on
27、whats most likely to impact marketing planning and spend.For B2B marketers,the top factor is economic climate.For B2C marketers,its corporate financial performance.Typically,B2B companies target customers making long-term,high-value purchases and their marketing budgets are a lower percentage of rev
28、enue.B2B companies and their customers also allocate investments,spend and capital expenditures based on long-term economic outlook.B2C MARKETING BUDGETS ADJUST BASED ON RAPID SHIFTS IN DEMAND Whereas marketing budgets of B2C marketers are a higher percentage of sales and more tied to short-term,qua
29、rterly or annual performance.B2C marketing budgets are frequently adjusted by finance based on rapid shifts in market demand,channel sell-through/inventory build-up,competitive or market pressures or overall business performance.WHATS MOST LIKELY TO IMPACT MARKETING PLANNING&SPEND?B2CCorporate Finan
30、cial PerformanceCustomer Demand&IntentionEconomic ClimateConsumer Spend&OptimismMarket Sentiment&Disruption53%42%41%36%27%B2BEconomic ClimateCorporate Financial PerformanceCustomer Demand&IntentionBusiness OutlookMarketing Sentiment&Disruption42%41%39%34%25%8 2024 CMO Council All rights reserved.CMO
31、 INTENTIONS 2024PLATFORMS&TOOLS:CHALLENGES TO ADOPTIONWhile there are now more than 11,000 marketing automation solutions,CMOs face multiplying challenges in gaining organizational adoption and use of marketing automation platforms and point solutions.These challenges run the gamut,from making a bus
32、iness case and proving ROI to overcoming siloed ownership.Among B2B marketers,the most often cited challenge is overcoming siloed ownership of data assets.Marketers,salespeople,customer success managers,customer service reps,finance professionals all have critical customer data insights that require
33、 orchestration,in order to engage a complex buyer at the right time with the right content.On the B2B buyer side,theres more people involved,from influencers and decision makers to implementers and users,more sourcing,more bidding,more contractual requirements.Hence the need for more behavioral insi
34、ghts and actionable intelligence.Noticeably absent from the B2B marketer challenges is teaming with IT,security,finance and procurement to source and harvest valuable customer data assets through the existing MarTech stack.In comparison,B2C/hybrid marketers cited the“teaming”challenge most often.CMO
35、S CONSIDER IT SPECIALISTS,CIOS,CTOS AND CHIEF DIGITAL OFFICERS AS THEIR MOST VALUABLE CONSTITUENCIESNevertheless,both B2B and B2C CMOs recognize the importance of alignment given the velocity of technology transformation and pervasive impact of AI innovation.WHATS IN THE WAY OF MARTECH INVESTMENT?WH
36、AT ARE YOUR CHALLENGES IN GAINING ORGANIZATIONAL ADOPTION OF TOOLS&PLATFORMS?B2CB2BTeaming with IT/Security/Finance/Procurement Evidencing MarTech Strategy Proving ROI of Existing MarTech Usability&Complexity of Platforms/Tools Demonstrating Value Over Total Cost of OwnershipLegacy Systems&Integrati
37、on 35%31%30%29%27%25%Siloed Ownership of Data AssetsProving ROI of Existing MarTechLack of Digital Skills/Talent/ProficiencyLegacy Systems&IntegrationMaking a Business Case for MarTech37%32%28%28%25%9 2024 CMO Council All rights reserved.CMO INTENTIONS 2024CMOs consider the CIO and the collective IT
38、 organization,CTOs and chief digital officers as their most valuable constituencies.This is being spawned by multiplying marketing stacks,distributed point solutions,channel partners,e-commerce operations,and customer facing/connected business groups.There is also a growing marketing leader reliance
39、 on a total ecosystem of functional leaders including those that head customer experience,information security,revenue,operations,sales,strategy,data,risk/compliance,and finance.In a series of studies(e.g.,Marketing&Finance:Fueling Innovation Or Falling Behind?,Sales&Marketing:Driving Revenue Throug
40、h Collaboration,Making MarTech Pay Off,Smart Spending At Speed),the CMO Council has found opportunities for CMOs to strengthen their partnerships with the CIO,CFO,CSO,procurement leader and head of sales.Here are some key findings from that series:Only 16%of marketing leaders feel very confident in
41、their marketing-finance alignment to make fast and agile investments More than 70%of marketers dont feel very confident in their sales and marketing model to sell effectively in the digitalized customer journey and to the self-reliant buyer CMOs in“very effective”relationships with IT are more likel
42、y to have multi-year strategic MarTech plans in place and support those plans with 18-month or longer funding perspectives Only 26%of marketing leaders actively partner with procurement in the identification,selection and negotiation of marketing vendorsWHICH C-LEADERS ARE YOU TEAMING WITH ON CUSTOM
43、ER DATA?IT Organization58%Chief Information Officer59%Chief Technology Officer47%Chief Digital Officer41%Customer Experience Officer30%10 2024 CMO Council All rights reserved.CMO INTENTIONS 2024Improving ROI&Demonstrating AttributionFunctional Alignment&Cross-Organizational ExecutionCustomer Insight
44、&Intelligence to Drive ActionManagement&Optimization of MarTech StackDigital skills,talents and solution deployment27%SEEKING ALIGNMENT ACROSS THE ENTERPRISECMOs identified five key areas of marketing operational improvement needed in 2024.Some 40%say“functional alignment and unified execution”acros
45、s the enterprise and“improving ROI and demonstrating attribution”of value for all elements in the marketing mix are their primary areas for improvement,followed by acquiring“customer insight and intelligence”(35%)to drive better action and outcomes.Respondents also indicate that they see a need for
46、improvement but continue to struggle with managing the MarTech stack and unifying data siloes to extract the most relevant insights.JUST 17%OF CMOS BELIEVE THEY LACK THE NECESSARY DIGITAL SKILLSThe need to continuously connect and derive insights from disparate customer data trapped in functional si
47、los has been a recurring theme.In the CMO Council report Sales&Marketing:Driving Revenue Through Collaboration,1 in 4 marketers say customer data is still owned in silos by marketing and sales.Nearly 2 in 3 say fragmented technology across marketing,sales and service restrains better alignment.CLOSI
48、NG THE GAP ON DIGITAL TALENTThe silver lining in our findings is that CMOs have made great strides in closing the digital marketing skills gap and cultural alignment.AIMING FOR OPERATIONAL EXCELLENCEJust 17%of CMOs believe they lack the necessary digital skills,talents and proficiency in their marke
49、ting teams.In past CMO Council studies,more than half of marketing leaders had cited a lack of talent as a factor holding marketing back from realizing its full revenue growth potential.With cultural alignment,only 18%struggle with cultural,organizational and operational resistance to change.While f
50、unctional alignment continues to be a challenge,organizations are realizing the need to adopt a more data-driven culture and reduce some of the friction.WHATS NEEDED TO IMPROVE MARKETING OPERATIONS&INTEGRATION ACROSS THE ENTERPRISE?40%35%39%27%11 2024 CMO Council All rights reserved.CMO INTENTIONS 2
51、024AI CREATES THE MOST VALUE ALL EYES ON GENERATIVE AI,CUSTOMER DATA,PERSONALIZATIONMarketing technology procurement intentions have made a massive swing to targeting new GenAI tools,applications and analytics.Almost 60%of survey participants view this area of investment as offering the most value a
52、nd ROI in 2024.Following GenAI,customer data is seen by 49%of marketing leaders as the lubricant to better recognize,personalize,humanize,prioritize and vitalize engagement with the most valued buyers and loyal shoppers.Customer data is essential to personalization and a better understanding of the
53、customer journey.Better knowledge and understanding of the customer journey along with improved process,productivity and workflow are high on the priority list for MarTech investments.AI is essential to using customer data to orchestrate the customer journey in real time.38%OF CMOS ARE LOOKING TO AI
54、 TO LIGHT UP CONTENTWhen deploying GenAI in the marketing sector,CMOs will heavily target content creation for more invention,impact and personal resonance.Nearly 40%of CMOs are looking to AI to light up content creation and optimization,followed by productivity/efficiency(37%),personalization(36%),
55、and predictive analytics(36%).With content,CMOs expect GenAI will help brands be both adept and adaptive in connecting and engaging more individually across cultures,borders,boundaries,shopper-graphics,psychographics WHICH MARTECH INVESTMENTS ARE LIKELY TO CREATE THE MOST VALUE AND ROI?GenAI Tools/A
56、pplications/Analytics57%Customer Data Platform&Insights49%Productivity,Process&Workflow32%Customer Journey Analytics27%Marketing Automation Platform19%12 2024 CMO Council All rights reserved.CMO INTENTIONS 2024and the requirements of localized marketing partners and channels.GenAI can also minimize
57、human mistakes,inaccuracies,flubs,gaffes,snafus and errors in marketing communication images,video and text.With personalization,GenAI can help address a major marketing challenge particularly for marketers saddled with legacy systems:A significant 71%of consumers expect companies to deliver persona
58、lization,but only 15%of companies think they do personalization well,according to McKinsey.GENERATION AI FOR PREDICTIVE OUTCOMESFurther,many CMOs plan to leverage GenAI for predictive outcomes.GenAI can create synthetic data for simulations that accelerate and improve insights from predictive analyt
59、ics.The ability to act on insights in real time and be truly predictive are holy grail marketing pursuits.Predictive analytics have become a barometer for marketing performance.In our study,CMOs who met or exceeded revenue goals are far more likely to use AI for predictive outcomes than CMOs who fel
60、l short.Predictive analytics are still out of reach for 40%of marketers,according to another CMO Council report The High-Velocity Data Marketer.WHERE DO YOU SEE GENAI HAVING THE MOST APPLICATION?Content Creation&OptimizationProductivity/EfficiencyPersonalizationPredictive AnalyticsCustomer Segmentat
61、ion/ProfilingTask AutomationCampaign Execution38%37%36%36%34%25%23%13 2024 CMO Council All rights reserved.CMO INTENTIONS 2024DIFFERENCES BETWEEN NORTH AMERICA&EUROPEEUROPEAN CAMPAIGN PERFORMANCE LAGS BEHINDThere are marked differences in response to this survey between North American marketing lead
62、ers and their European counterparts and noticeable variations in outcomes,capacity and focus.The most consequential is in campaign performance.A surprising 40%of European marketing leaders admit they need to improve their marketing campaign performance compared to 23%of North American marketing lead
63、ers.Whats causing the discrepancy?It might be talent,or lack thereof,to leverage the technology and best practices needed in todays data-driven marketing operations.It appears the digital marketing skills gap is larger in Europe than North America.Only 20%of North American CMOs say they need digital
64、 skills to improve overall marketing operations a significant leap in solving a problem that has plagued marketers for years compared to 40%of European CMOs.GEO SPIN ON FORCES AND FACTORSGeographical forces and factors are more of a consideration for European marketing leaders.In particular,business
65、 expectations for geo expansion and geo-political unrest impacting marketing planning and spend.This isnt surprising,of course,given the geo-political,combat and social disruptions in the region.While theres much uncertainty ahead,we have seen how major events such as the Russia-Ukraine war impacted
66、 companies.Hundreds of major brands pulled out of Russia in the early months of the war,while those few staying silent drew ire over social media.Marketing leaders continue to play a central role in communicating their companys position to customers and the world.North AmericaEuropeHOW DO YOU RATE Y
67、OUR MARKETING CAMPAIGN PERFORMANCE?23%Needs Improvement40%WHERE DO YOU NEED TO IMPROVE MARKETING OPERATIONS?20%Digital Skills,Talent,Proficiency 40%WHAT DOES SENIOR MANAGEMENT&BOARDS OF DIRECTORS EXPECT FROM MARKETING IN 2024?4%Geo Expansion 19%WHATS MOST LIKELY TO IMPACT MARKETING PLANNING&SPEND?12
68、%Geo-Political Shifts/Unrest 28%14 2024 CMO Council All rights reserved.CMO INTENTIONS 2024CMOs expect a paradigm shift in MarTech adoption and use in 2024,with AI leading the way for content origination,personalization and predictive outcomes.Better knowledge and understanding of the customer journ
69、ey along with improved process,productivity and workflow are also high on the priority list.While we found growing MarTech maturity and good rates of success in meeting revenue goals and acquiring and monetizing customers,CMOs have even bigger expectations from management and continue to run into ro
70、adblocks.CMOs are challenged when making a business case for new technology,proving ROI of existing technology,overcoming siloed ownership of data assets,etc.B2C marketers have an especially difficult time teaming with IT,security,procurement and others.Nevertheless,functional alignment and cross-or
71、ganizational execution are critical for improving marketing operations and getting the most value out of AI this year.CONCLUSION15 2024 CMO Council All rights reserved.CMO INTENTIONS 202415CMO INTENTIONS 2024Marketing is at an inflection point.The practice of persuading consumers to influence how th
72、ey think,feel and behave is in the early stages of a seismic shift.Ignited by the emergence of the Connected Consumer an individual who is always on,filtering,sharing,ignoring content this new era has been supercharged by the rapid development of AI technologies,specifically GenAI.This transformatio
73、n is not only inevitable;its imperative.The reality is modern marketing identifying an audience,reaching that audience in the right channel,delivering the right experience and measuring with precision has become too hard.Chief Marketing Officers(CMOs)know it.59%say that their companies lack the tool
74、set and skillset to achieve their marketing objectives.They also know that they cannot deliver what consumers want:71%aspire to deliver personalized experiences,according to McKinsey,but only 15%think they do it well.The root cause of this problem is the application of yesterdays solution scale to t
75、he primary challenge of today connection.The massive amount of data created every day and the related rise in data storage capacity has left ZETA EXPERT COMMENTARYmarketers with an overwhelming challenge:Data is abundant,but intelligence is scarce.Data is the what(and too often the when);intelligenc
76、e is the how.Without the how,marketers consistently miss the mark and fail to achieve better experiences for consumers,and better results for their brand.This intelligence gap is pervasive,persistent and pernicious.It is impairing the ability of CMOs and their teams to deliver growth.This is the inf
77、lection point.GenAI holds the promise to close the intelligence gap and to transform marketing.The adoption of GenAI to know more,do more,learn more and achieve more also has the potential to transform marketers,starting with the CMO.We talk about the modern CMO part psychologist,part analyst,part e
78、vangelist,all innovator but the role of the CMO is itself a modern position.The first CMO was appointed 30 years ago by the Coca-Cola Company,the paragon of brand management(sorry,P&G).As companies in the Fortune 500 and beyond filled this role to round out an increasingly crowded C-Suite,CMOs were
79、tasked to be“brand stewards.”In 2024,brand stewardship is necessary but not sufficient for a CMO to excel at a time of intensified STEVEN GERBERTitle:President&COO Company:Zeta Global16 2024 CMO Council All rights reserved.CMO INTENTIONS 202416CMO INTENTIONS 2024competition,macroeconomic uncertainty
80、,cultural shifts and the increasingly connected consumer.Moreover,at a time when CEOs and boards are seeking profitable growth,a focus on the fuzzy brand stewardship seems downright quaint.In this new era in which growth is at a premium and intelligence is at a deficit,CMOs must embrace a new mandat
81、e:Chief Growth Officer.The first step in this transformation is simple in theory but complex in execution:elevating intelligence from a weakness to a superpower.ZETA EXPERT COMMENTARYAs we stand at this inflection point,every CMO has a choice:look backward or move forward.CMOs who embrace the GenAI
82、revolution and take bold steps to close the intelligence gap will be the ones who lead their brands to new levels of growth.This transformation will require investment in new technologies,new skills and new ways of working.It will require a willingness to experiment,to learn and to adapt.It will not
83、 be easy.But in this age,when intelligence is the ultimate competitive advantage,the future belongs to those who are willing to embrace it.17 2024 CMO Council All rights reserved.CMO INTENTIONS 2024DETAILED FINDINGSQ1|WHAT BUSINESS EXPECTATIONS DO YOUR SENIOR MANAGEMENT TEAM AND BOARD HAVE FOR 2024?
84、54%51%41%38%27%21%20%15%12%11%5%Top-line revenue growthOperational efficiency and reduced costsAI technology driven efficienciesBrand and customer value creationHigher sales conversion/account yieldBetter customer satisfactionMarket share gainsStrategic acquisition(s)New product launch and diversifi
85、cationGeo-expansioneCommerce ramp-up18 2024 CMO Council All rights reserved.CMO INTENTIONS 2024Q2|WHAT FORCES AND FACTORS ARE MOST LIKELY TO IMPACT MARKETING PLANNING AND SPEND IN 2024?48%42%41%27%26%22%18%17%16%11%11%7%7%6%Corporate financial performanceEconomic climateCustomer demand and intention
86、Consumer spend and optimismMarket sentiment and disruptionBusiness outlookGeo-political shifts/unrestOrganizational re-structuringNew regulations and controlsSupply chain sourcing issuesIncreased competitionProduct availability and sell-throughSales and channel support needsInterest rates19 2024 CMO
87、 Council All rights reserved.CMO INTENTIONS 2024Q3|HOW DO YOU RATE YOUR MARKETING CAMPAIGN PERFORMANCE IN 2023?46%17%29%8%Met ExpectationsExcellentNeeds ImprovementUnder Performed20 2024 CMO Council All rights reserved.CMO INTENTIONS 2024Q4|DID YOU MEET REVENUE AND CUSTOMER ATTAINMENT GOALS LAST YEA
88、R?28%56%9%7%NoYesStill EvaluatingNot Sure21 2024 CMO Council All rights reserved.CMO INTENTIONS 2024Q5|WHERE DO YOU MOST NEED TO IMPROVE MARKETING OPERATIONS AND FUNCTIONAL INTEGRATION ACROSS THE ENTERPRISE?40%39%35%27%27%25%24%24%23%18%16%Improving ROI and demonstrating attributionFunctional alignm
89、ent and execution across the organization Customer insight and intelligence to drive actionDigital skills,talents and solution deploymentManagement and optimization of marketing technology stackPersonalized omnichannel engagementContent adaptation and localizationCustomer data sourcing,integration a
90、nd utilizationSpecifying and implementing new marketing technologiesBusiness and GTM planningDigital execution across all channels22 2024 CMO Council All rights reserved.CMO INTENTIONS 2024Q6|WHICH C-LEVEL LEADERS ARE TEAMING WITH YOU TO SOURCE AND HARVEST THE VALUE OF CUSTOMER DATA ASSETS THROUGH Y
91、OUR EXISTING TECH STACK?59%58%47%41%32%30%29%28%27%24%24%23%23%22%18%14%14%13%2%Chief Information Officer(CIO)IT Organization Chief Technology Officer(AI and other innovations)Chief Digital OfficerChief Data OfficerCustomer Experience OfficerChief Information Security OfficerChief Revenue Officer Ch
92、ief Financial OfficerChief Operations Officer(COO)Chief Sales OfficerRisk/Compliance GroupChief Strategy OfficerContact Center/Customer SupportChief Commerce OfficerChief Executive Officer(CEO)Chief Service OfficerProcurementOther23 2024 CMO Council All rights reserved.CMO INTENTIONS 2024Q7|WHAT CHA
93、LLENGES DO YOU FACE IN GAINING ORGANIZATIONAL ADOPTION AND USE OF PLATFORMS AND POINT SOLUTIONS?31%28%28%26%26%26%25%23%20%18%17%14%11%Proving the ROI of existing martech investmentsEvidencing a clear and relevant marketing technology strategyTeaming with IT,security,finance and procurement to sourc
94、e solutionsGaining cross-functional support in marketingSiloed ownership of data assets that need to be unified and analyzed Legacy systems and technical challenges to integrate new platformsUsability and complexity of new platforms and applicationsDemonstrating value over total cost of ownershipMak
95、ing a business case for marketing technology spend to managementCultural,organizational and operational resistance to changeLack of digital skills,talents and proficiency in the marketing teamEnsuring data privacy,information security and IT complianceIdentify and discontinue outdated and impaired s
96、olutions24 2024 CMO Council All rights reserved.CMO INTENTIONS 2024Q8|WHICH MARKETING TECHNOLOGY INVESTMENTS ARE LIKELY TO CREATE THE MOST VALUE AND ROI FOR YOU IN 2024?57%49%32%27%23%22%19%19%14%14%9%6%5%Gen AI tools,applications and analyticsCustomer data platform and insightsProductivity,process
97、and workflowCustomer journey analyticsDigital experience platform(DXP)Customer relationship management(CRM)Marketing automation platform suiteBusiness and marketing intelligence derived from dataAd campaign testing,tracking,placementMarketing attribution and analysisSales enablement/intelligenceDigi
98、tal asset managementEmail and mobile marketing25 2024 CMO Council All rights reserved.CMO INTENTIONS 2024Q9|WHERE DO YOU SEE GENERATIVE AI HAVING THE MOST APPLICATION AND INTEGRATION IN 2024?38%37%36%36%34%25%23%17%12%12%9%7%6%3%1%Content creation and optimizationProductivity/efficiency Personalizat
99、ionPredictive analyticsCustomer segmentation/profilingTask automationCampaign executionChatbotsAccuracySales intelligenceAd targetingLead scoringSales forecastingDynamic pricingOther26 2024 CMO Council All rights reserved.CMO INTENTIONS 2024Q10|WHAT LEVEL OF MARTECH INVESTMENT(SOLUTIONS,SERVICES,PLA
100、TFORMS,PEOPLE)DO YOU INTEND TO MAKE IN 2024?11%7%11%19%26%27%Less than$500K$501K to$999K$1M to$2M$2M to$3M$3M to$5MOver$5M27 2024 CMO Council All rights reserved.CMO INTENTIONS 2024Q11|IN 2024,WHAT DO YOU ESTIMATE THE ANNUAL USD REVENUE OF YOUR COMPANY WILL BE?11%4%16%27%22%19%Less than$250 Million$
101、251-$500 Million$501 Million-$1 Billion$1 Billion-$5 Billion$5 Billion-$10 BillionOver$10 Billion28 2024 CMO Council All rights reserved.CMO INTENTIONS 2024Q12|WHICH OF THE FOLLOWING STATEMENTS BEST DESCRIBES YOUR COMPANYS PRIMARY BUSINESS MODEL IN 2024?29%40%31%B2CB2BHybridDEMOGRAPHICS29 2024 CMO C
102、ouncil All rights reserved.CMO INTENTIONS 2024Q13|WHAT IS YOUR TITLE?30%25%22%5%4%3%3%3%2%2%1%SVP Marketing(Digital,Experience,Brand,Advertising,etc)Chief Marketing OfficerVP Marketing(Digital Experience,Brand,Advertising,etc.)Sr.Director,MarketingVP,Insights,Data,AnalyticsChief Revenue/Sales Office
103、rChief Growth OfficerVP,Marketing OperationsDirector,MarketingOtherChief Experience Officer30 2024 CMO Council All rights reserved.CMO INTENTIONS 2024Q14|WHAT BEST DESCRIBES YOUR COMPANYS INDUSTRY SECTOR?16%15%11%9%9%8%8%7%7%6%4%1%Financial Services&InsuranceTechnology(B2B&B2C)Manufacturing Retail C
104、onsumer Products/CPGProfessional ServicesTelecom Healthcare/PharmaceuticalsMedia/EntertainmentHospitality/Travel/ResortsShipping/LogisticsOther31 2024 CMO Council All rights reserved.CMO INTENTIONS 2024Q15|IN WHICH REGION ARE YOU BASED?66%34%USAEMEA32 2024 CMO Council All rights reserved.CMO INTENTI
105、ONS 2024Zeta Global Holdings Corp.(NYSE:ZETA)is a leading data-driven,cloud-based marketing technology company that empowers enterprises to acquire,grow and retain customers.The Companys Zeta Marketing Platform(the“ZMP”)is the largest omnichannel marketing platform with identity data at its core.The
106、 ZMP analyzes billions of structured and unstructured data points to predict consumer intent by leveraging sophisticated artificial intelligence to personalize experiences at scale.Founded in 2007 by David A.Steinberg and John Sculley,the Company is headquartered in New York City.For more informatio
107、n,please go to .The Chief Marketing Officer(CMO)Council is the only global network of executives specifically dedicated to high-level knowledge exchange,thought leadership and personal relationship building among senior corporate marketing leaders and brand decision-makers across a wide range of glo
108、bal industries.The CMO Councils 16,000-plus members control approximately$1 trillion in aggregated annual marketing expenditures and run complex,distributed marketing and sales operations worldwide.In total,the CMO Council and its strategic interest communities include more than 65,000 global executives in more than 110 countries covering multiple industries,segments and markets.For more information,visit www.cmocouncil.org.