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1、Lifetime Value:Engagement Score:$24,870HighSALEInsights and trends from 6,000 marketers and over 2 trillion outbound marketing communications8TH EDITIONSALESFORCE RESEARCH1STATE OF MARKETING,8TH EDITIONWe have been through so much these past few years,adapting our strategies and practices to navigat
2、e a rapidly changing and challenging environment.Companies everywhere are looking to their CMO and marketing teams to meet customers digital-first expectations,do more with less in the face of economic headwinds,and accommodate evolving data privacy laws to prepare for a cookieless future.Its a new
3、day for marketers,a time of tremendous transformation that requires us to reimagine how we connect with customers and personalize every interaction;achieve our budget and business goals in an uncertain economic environment;and lead with our values to help shape a better,more equitable and sustainabl
4、e future.Salesforce collected insights from marketing leaders worldwide to understand how theyre prioritizing their efforts in this new day.What did we discover in this years“State of Marketing”report?Marketers and businesses are leading with values,while embracing optimism and innovation.Theyre pri
5、oritizing driving as much value as possible from existing tools and technologies,while focusing new investments in key areas like automation and productivity.I hope you find this years“State of Marketing”report a helpful guide to navigating the ever-changing marketing landscape and delivering except
6、ional customer experiences that build lasting relationships.Sarah FranklinPresident&CMOSalesforceExecutive Letter6,000 marketing leaders surveyed worldwideSALESFORCE RESEARCH2STATE OF MARKETING,8TH EDITIONWhat Youll Find in This ReportFor the eighth edition of our“State of Marketing”report,Salesforc
7、e Research surveyed 6,000 marketing leaders worldwide to discover how marketers are:Evolving in the face of uncertainty Preparing for the retirement of third-party cookies Removing silos to enhance the customer experience Innovating to meet changing customer needsThis report is based on a third-part
8、y,double-blind survey conducted from June 30 to August 8,2022,that generated 6,000 responses from marketing managers,directors,VPs,and CMOs across 35 countries.See page 29 for further survey demographics.Platform data referenced in this report comes from aggregated data from the activity of over 2 t
9、rillion messages sent using the Salesforce Platform between 2020 to Q2 2022.Additional data hygiene factors are applied to ensure consistent metric calculation.The Salesforce Shopping Index and related datasets are not indicative of the operational performance of Salesforce or its reported financial
10、 metrics including gross merchandise value(GMV)growth and comparable customer GMV growth.Due to rounding,not all percentage totals in this report equal 100%.All comparison calculations are made from total numbers(not rounded numbers).Salesforce Research provides data-driven insights to help business
11、es transform how they drive customer success.Browse more reports at Youll Find in This ReportSALESFORCE RESEARCH3STATE OF MARKETING,8TH EDITIONBreakdown of Marketing Performance Levels Throughout this report,we classify survey respondents across the following tiers of marketing performance.High perf
12、ormers Completely satisfied with their overall marketing performance and the outcomes of their marketing investmentsUnderperformers Moderately or less satisfied with their overall marketing performanceModerate performers All other marketers15%18%67%SALESFORCE RESEARCH4STATE OF MARKETING,8TH EDITIONC
13、ontentsExecutive Summary.05Chapter 1|Marketers Remain Optimistic Amid Change.07Chapter 2|Innovative Channels and Tactics Redefine Customer Engagement.10Spotlight:Marketers Explore New Frontiers.14Chapter 3|Marketers Walk the Personalization vs.Privacy Tightrope.15Chapter 4|KPIs Shift as Marketers Ad
14、opt Real-Time Intelligence.18Spotlight:B2B Marketers Drive Cross-Channel Experiences with ABM.20Chapter 5|Distributed Teams Unite with Collaboration Technology.21Chapter 6|Marketers Lead with Values.22Case Study:Salesforce Marketing Team Bets on Values.23Survey Demographics.29SALESFORCE RESEARCH5STA
15、TE OF MARKETING,8TH EDITIONExecutive SummaryMarketers Remain Optimistic Amid ChangeAlthough macroeconomic instabilities have teams examining their budgets and fine-tuning their tech stack,marketers remain optimistic in the face of change.Eighty-seven percent of marketers say their work provides grea
16、ter value now than it did a year ago.01Innovative Channels and Tactics Redefine Customer EngagementBrands are investing in a combination of channels and technologies to reach their audiences and build lasting customer relationships.Eighty-three percent of marketers say their marketing organizations
17、engage customers in real time across one or more marketing channels.02Marketers Walk the Personalization vs.Privacy TightropeMarketers are adapting to changes in privacy regulations and calls for data transparency.With the end of third-party cookies on the horizon,68%of marketers have a fully define
18、d strategy to shift toward first-party data.03Distributed Teams Unite with Collaboration TechnologyRecognizing that remote and distributed work is here to stay,leaders are making investments in how marketing teams collaborate.Marketers have adopted an average of four collaboration technologies,and 7
19、0%expect these investments to be permanent.05KPIs Shift as Marketers Adopt Real-Time IntelligenceAcross every stage of the funnel,marketers are tracking more metrics year over year than ever before.Speed to insight remains a competitive advantage,with 72%of high-performing marketers able to analyze
20、marketing performance in real time.04Marketers Lead with ValuesTodays customers want their values reflected in the brands they buy from,and marketers are responding.Eighty-five percent of marketers say their external messaging reflects corporate values.06SALESFORCE RESEARCH6STATE OF MARKETING,8TH ED
21、ITION“State of the Connected Customer,”Salesforce,May 2022 See p.26 of appendix23%INTRODUCTIONTodays marketing leaders have a huge challenge ahead of them when it comes to striking a balance between customer data,personalization,and trust.But theres also an opportunity:the brands who do this well ha
22、ve a chance to grow relationships and win customers for life.Theres never been a more exciting time to be a marketer.”ANA VILLEGAS,CMO,NIMarketers Who Feel Their Work Provides Greater Value Now Than a Year Ago77%87%20212022Todays marketers have more tools,technology,and data than ever before,with so
23、phisticated strategies in place to build lasting customer relationships.But macroeconomic uncertainty has brought about roadblocks,with insufficient human resources,strained global supply chains,and budgetary constraints creating challenges for businesses and customers alike.Amid all of this change,
24、marketers are still more optimistic than ever,with 87%of marketers saying their work provides greater value now than it did a year ago a 10 percentage point jump from last year.As customers continue to navigate a changing world,new trends have emerged around the value of trust.Eighty-eight percent o
25、f customers believe that trust becomes more important in times of change.1 CMOs are specifically focused on this,with “building trust”in their top three priorities this year.SALESFORCE RESEARCH7STATE OF MARKETING,8TH EDITIONMarketers are prioritizing getting the most out of their investments.Technol
26、ogy is front and center in this effort with subpar use of tools and technologies the subject of marketers top challenge and priority.A large share of marketers also say marketing ROI and attribution is a top challenge,complicating their abilities to demonstrate cost efficiency during market turbulen
27、ce.With changing consumer preferences,shifting buying behaviors,and rising customer expectations,marketers remain future-focused and cite“experimenting with new marketing strategies”as their#2 priority.This drive for innovation comes from the top:91%of CMOs say they must continually innovate to rema
28、in competitive.Against a backdrop of privacy concerns and institutional distrust,building and retaining customer trust remains a perennial priority and challenge.Marketers Remain Optimistic Amid Change 01Marketers Top ChallengesImproving use of tools and technologies1Ineffective use of tools and tec
29、hnologies1Experimenting with new marketing strategies and tactics2Measuring marketing ROI/attribution2Modernizing tools and technologies3Balancing personalization with customer comfort levels3Building/retaining trust with customers4Building/retaining trust with customers4Improving collaboration5Resi
30、stance to new marketing strategies/tactics5Balancing personalization with customer comfort levels6Marketers Focus on Tools and Innovation to Meet the MomentMarketers Top PrioritiesSALESFORCE RESEARCH8STATE OF MARKETING,8TH EDITIONWith many companies tightening their belts in anticipation of market h
31、eadwinds,marketers are making strategic investments with finite budgets and resources.Disruptions caused by inflation and supply chain issues have made this task even harder.Advertising takes up the largest portion of global marketing budgets as teams strive to increase awareness in a landscape wher
32、e customers have more choices than ever.Marketing organizations are also investing in their people to attract and retain employees amid a job market in flux.Seventy-one percent of marketers say that its harder to retain employees than it was a year ago.B2B marketing organizations are allocating an a
33、verage of 15%of their budget to account-based marketing(ABM),emphasizing the value of personalized messaging and engagement that has spread from B2C to B2B strategies.01ContentAccount-based marketingEvents and sponsorshipsAgency supportPeopleOtherTools and technologyBase:CMOs and VPs of marketing In
34、cludes:B2B and B2B2C marketersMarketers Remain Optimistic Amid Change See p.27 of appendixB2CMarketing Budget Allocations15%15%16%16%17%18%3%Marketing Budget AllocationsB2B15%15%13%12%2%16%13%14%AdvertisingMarketers Stretch Budgets Across PrioritiesSALESFORCE RESEARCH9STATE OF MARKETING,8TH EDITION0
35、1New Strategies Have Staying PowerMarketers have transformed where and how they work,with many changes here to stay.No longer bound by geography or time zone,many marketers are finding success by unlocking new customer segments,investing in digital-first experiences,and hosting virtual and hybrid ev
36、ents.The shift to distributed marketing teams has coincided with a flurry of investment in collaboration technology,with 70%of such investments viewed as permanent.Similarly,70%of marketers who made investments in their process/workflow automation view this as a long-term strategy shift,underscoring
37、 the importance of boosting productivity and efficiency.Marketers Who Made the Following Strategy Shifts Since the Pandemic Targeted new customer segmentsInvestment in collaboration technologiesInvestment in digital-first experiencesInvestment in virtual and hybrid eventsChanged our business modelNe
38、w product fulfillment optionsExpanded geographical targetsInvestments in process/workflow automation68%70%69%63%61%68%66%70%38%38%37%37%37%36%35%35%35%Expanded product offerings%Who Consider Change Permanent66%Base:Respondents who selected the corresponding strategy shiftsMarketers Remain Optimistic
39、 Amid Change SALESFORCE RESEARCH10STATE OF MARKETING,8TH EDITION02With data at the heart of todays digital enterprise,actionable insights have evolved from being a supporting player to a mission-critical component.Marketers are investing in tools and technologies that unify data efficiently,allowing
40、 brands to create unique customer profiles,execute automated campaigns,and infuse personalization at scale.While customer relationship management(CRM)systems are particularly popular,marketers use a blend of tools to build relationships across the customer lifecycle.Eighty-nine percent of B2B and B2
41、B2C marketers are using account-based marketing platforms,aiding teams in their pursuit to orchestrate targeted campaigns with their sales and service counterparts.In the face of demand for data-driven,personalized,and scalable customer experiences,more than half of marketers say theyve invested in
42、the power of artificial intelligence(AI).Innovative Channels and Tactics Redefine Customer Engagement90%CRM system89%ABM platform62%Artificial intelligence(AI)Base:B2B and B2B2C marketersMarketers Lean on Tools to Capture and Unify DataMarketing Organizations That Use the Following TechnologiesSALES
43、FORCE RESEARCH11STATE OF MARKETING,8TH EDITION1102Where customers lead,marketers follow,and marketers are increasingly experimenting with new digital channels to reach them.CMOs cite customer preferences and expectations as the#1 influence on digital strategy.Marketers are testing the waters as stre
44、aming services now offer the ability to reach audiences with hyper-targeted ads,a nod to streamings increasingly dominant position in the media landscape.1 TV and over-the-top(OTT)streaming platforms saw the largest growth rates among channels used to reach prospects and customers.Video continues to
45、 play an important role as both a channel and a tactic,with pre-produced video and livestream video both rising to the top of the marketing mix.With customers looking for more ways to engage online,marketers are increasingly tapping into a wide variety of interactive and user-generated content to me
46、et demand.1“Streaming Claims Largest Piece of TV Viewing Pie in July,”August 2022Channels with the Biggest Growth in Marketing Organization Adoption Over the Past YearPre-produced videoLivestream videoInteractive contentInfluencer marketingUser-generated content89%81%89%83%72%68%66%60%73%61%+10%+21%
47、+37%+8%20212022 Growth Rate+14%2 Growth rate=(20222021)/2021.Calculations are made from total numbers.YoY Growth RateInnovative Channels and Tactics Redefine Customer Engagement+27%+9%+8%TV/OTTDigital ContentVideoTop Marketing Tactics Currently in Use20222021Video and Streaming Top the ChartsEmail R
48、emains Dominant Even as Other Channels GrowEmail Remains Dominant Even as Other Channels GrowSALESFORCE RESEARCH12STATE OF MARKETING,8TH EDITION1202Share of Message Sends by TypeInnovative Channels and Tactics Redefine Customer Engagement2020 Q12020 Q22020 Q32020 Q42021 Q12021 Q22021 Q32021 Q42022 Q
49、12022 Q23%4%6%7%11%12%11%12%15%16%97%96%94%93%89%88%89%88%85%84%Push&SMSEmailIn their pursuit of multichannel engagement,marketers are incorporating more push and mobile messaging alongside email campaigns.However,email marketing still reigns supreme.According to Salesforce Marketing Cloud product d
50、ata based on trillions of message sends,email use has increased year over year,accounting for 80%of all outbound messaging.1 Moreover,the number of outbound emails increased 15%in the last year.When it comes to sheer volume of sends,email remains an effective digital channel.In fact,customers say th
51、at email is among their preferred channels to interact with brands,second only to the phone.2Shifts in customer expectations continue to keep marketers on their toes.Seventy-one percent of marketers say that meeting customer expectations is more difficult than a year ago.“The Shopping Index,”Salesfo
52、rce,July 2022 “State of the Connected Customer,”Salesforce,May 2022SALESFORCE RESEARCH13STATE OF MARKETING,8TH EDITIONFor marketers,personalization is not just about targeted messaging,but hyperpersonal understanding.According to recent research,73%of customers expect companies to understand their u
53、nique needs and expectations.In response,83%of marketers are using dynamic customer insights to adapt their strategies and optimize the impact of each interaction.Regardless of how they approach their multichannel strategy,marketers are going the distance to deliver exceptional customer experiences
54、with high-performing marketers particularly taking this to heart.Eighty-two percent of high-performing marketers say customer experience is a key competitive differentiator,and feel confident that theyre getting closer to cracking the code.Eighty-six percent of high-performing marketers say they eng
55、age customers in real time,a testament to their ability to unlock actionable data.02CX is the key competitive differentiator.82%73%81%Our org engages customers in real time across one or more channels.86%78%83%Our org adapts its strategy and tactics based on customer interactions.86%79%84%High perfo
56、rmersModerate performersUnderperformers1“State of the Connected Customer,”Salesforce,May 2022Innovative Channels and Tactics Redefine Customer Engagement The Time for Real-Time Personalization Is NowMarketers Who Agree with the Following StatementsSPOTLIGHT:Marketers Explore New FrontiersDigital tra
57、nsformation is now in marketers DNA,and Web3 a decentralized online ecosystem based on a blockchain introduces a new chapter in marketings evolution.Marketers rank“experimenting with new marketing strategies and tactics”as their second highest priority.As decentralized,blockchain-based web trends ta
58、ke off,marketers are turning to creative approaches and the newest in digital tactics to maintain relevance.Fifty-one percent of marketers say they have a strategy for Web3,with virtual products and VR and/or AR use cases being the most common.For the 46%of marketers who dont yet have a Web3 strateg
59、y,unique digital assets like cryptocurrency,the metaverse,and non-fungible tokens(NFTs)could present new opportunities for brands to collect first-party data as the end of the cookie nears.SALESFORCE RESEARCH14STATE OF MARKETING,8TH EDITION14SALESFORCE RESEARCHTop Elements in Web3 StrategyVirtual pr
60、oductsVR and/or ARCryptocurrency12351%Yes,we have a Web3 strategy46%No,we dont currently have a Web3 strategy,but we plan to in the future3%No,we dont plan to have a Web3 strategy1%Dont know Base:Marketing organizations with a Web3 strategyMarketers Test Virtual WatersMarketing Organizations Who Des
61、cribe Their Web3 Strategy as FollowsSALESFORCE RESEARCH15STATE OF MARKETING,8TH EDITION03Marketers know that transformative,customer-centric engagement relies on data and lots of it.Brands continue to anticipate an increase in the number of data sources used each year,projecting an average of 18 dat
62、a sources in 2023.But according to the 2021 Gartner Cross-Functional Customer Data Survey,just 14%of organizations achieve a 360-degree view of their customer.Among those who have achieved it,44%of respondents say their 360-degree view is located in a customer data platform.1 Despite deadlines to ph
63、ase out third-party cookies being postponed yet again,2 marketers are pivoting to zero-and first-party data.Still,75%of marketers say they rely at least in part on third-party data.While not all third-party data is cookie-related,marketers will need to reconcile this strategy with looming changes in
64、 privacy regulations.1“Market Guide for Customer Data Platforms,”Gartner,Benjamin Bloom,Lizzy Foo Kune,March 2022.GARTNER is a registered trademark and service mark of Gartner,Inc.,and/or its affiliates in the U.S.and internationally and is used herein with permission.All rights reserved.“Google Del
65、ays Cookie-Cutting to 2024,”CNN,July 2022 Marketers Walk the Personalization vs.Privacy TightropeAverage Number of Data Sources UsedTransactional dataInferred interest/preferencesThird-party data(i.e.,devices and cookies from an aggregator or data broker)Anonymized digital identitiesOffline identiti
66、esNon-transactional dataSecond-party dataDeclared interests/preferencesKnown digital identities83%83%82%77%77%75%75%69%58%Last Year(2021)Current Year(2022)Next Year(2023)8Marketers Diversify Data SourcesData Sources Used by Marketing OrganizationsSALESFORCE RESEARCH16STATE OF MARKETING,8T
67、H EDITION03Marketers Walk the Personalization vs.Privacy TightropeOver the past few years,changes in data privacy policies and regulations have had a significant effect on digital analytics.From the European Unions General Data Protection Regulation(GDPR)to Apples privacy policy update and everythin
68、g in between,understanding how to maintain compliance while still serving up personalization has proved to be an ongoing challenge.Although 75%of marketers are still investing in third-party data,68%say they have managed to fully define their strategy to shift away from these sources.Strategies such
69、 as providing information-sharing incentives for customers can help bridge the gap by enriching customer data profiles.While marketers understand that proper privacy and security measures are essential to building and maintaining customer trust,we may have reached a tipping point in terms of how far
70、 marketers are willing to go.Only 51%of marketers say they go beyond regulations and industry standards to protect customer privacy,down from 61%last year.Actions Taken to Prepare for Privacy ChangesInvesting in new technologies(e.g.,a customer data platform)51%Reducing internal data silos49%Creatin
71、g second-party data-sharing agreements52%Creating a first-party data strategy54%Providing information-sharing incentives for customers56%Marketers Gear Up for a Cookieless FutureSALESFORCE RESEARCH17STATE OF MARKETING,8TH EDITION03Marketers Walk the Personalization vs.Privacy TightropeWith data in o
72、ne hand and innovation in the other,its no wonder marketers continue to embrace the use of AI to improve customer experiences and operate more efficiently.Indeed,three of the top four AI use cases are related to automation,highlighting the importance of scaling up speed and effectiveness with existi
73、ng resources.Sixty-eight percent of marketers say they have a fully defined AI strategy,up from 60%in 2021 and 57%in 2020.Marketing organizations are well aware of the benefits and continue to invest in AI applications that augment the customer journey like resolving customer identities and driving
74、next-best offers in real time.While customers are more online now than ever before,43%still say they prefer non-digital channels.This explains a prominent AI use case for marketers:bridging online and offline experiences.Base:Marketers who use AI Growth rate=(20222021)/2021.Calculations are made fro
75、m total numbers.“State of the Connected Customer,”Salesforce,May 2022Automate customer interactionsAutomate data integrationPersonalize the customer journey across channelsProcess automation(e.g.,reporting)Resolve customer identityBridge online and offline experiencesDrive best offers in real timePr
76、ogrammatic advertising and media buyingPredicting customer/prospect behaviorImprove customer segmentation/lookalike audience modeling 90%88%89%88%88%88%83%87%82%87%71%77%89%75%81%74%74%73%73%+3%N/A+1%+6%+22%-14%-8%-8%-2%+1%20212022 Growth RateAI Is Primarily Used to Scale EffortsWays in Which Market
77、ing Organizations Use AI20212022Marketing without metrics is like driving with your eyes closed.In order to understand if their efforts are moving the needle,marketers are investing in analytics capabilities to get an accurate view of the impact of their messages,campaigns,and marketing spend.And th
78、e faster they can unlock these insights,the quicker they can respond to customer needs and make informed decisions to drive business growth.Compared to 61%of underperforming marketers,nearly three-quarters(72%)of high-performing marketers are able to analyze marketing performance in real time,giving
79、 them an advantage when it comes to responding to and optimizing campaign performance.Unfortunately,33%of marketers still say their marketing attribution is a manual process,a needle that has barely moved from 34%in 2020.SALESFORCE RESEARCH18STATE OF MARKETING,8TH EDITIONKPIs Shift as Marketers Adop
80、t Real-Time Intelligence04Attribution Accelerates to Real Timeof marketers say they can analyze marketing performance in real time.72%61%69%68%High performersModerate performersUnderperformersSALESFORCE RESEARCH19STATE OF MARKETING,8TH EDITION04For organizations hoping to create efficiencies and max
81、imize value,identifying the right metrics to track is a business imperative.As marketing budgets undergo strict scrutiny,analytics provide leaders with the insight they need to optimize spend and lower acquisition costs,further proving the value of marketing.Analytics abound.Marketers now track a wh
82、ole suite of metrics like revenue and customer satisfaction year over year.Personalization and customer touchpoints are also a focus for marketers.More teams than ever before are tracking web/mobile analytics,content engagement,and customer lifetime value.But marketers cite measuring marketing ROI/a
83、ttribution as their#2 challenge,meaning theres still work to be done when it comes to simplifying the reporting process.KPIs Shift as Marketers Adopt Real-Time Intelligence Growth rate=(20222021)/2021.Calculations are made from total numbers.RevenueCustomer satisfaction metricsWeb/mobile analyticsCu
84、stomer acquisition costsMarketing/sales funnel(B2B base)Content engagementCustomer retention ratesCustomer referral rates/volumeCustomer lifetime value20212022 Growth Rate88%78%87%75%87%71%85%73%85%77%83%73%74%72%74%68%67%56%12%16%23%17%10%14%3%8%20%Marketers Track More KPIsMarketing Organizations T
85、hat Track the Following Metrics20212022Eighty percent of marketers say their organization leads customer experience initiatives across the business,coordinating efforts across marketing,sales,service,and commerce.To orchestrate these cross-functional programs,high-performing marketers,in particular,
86、are tapping into valuable cross-departmental metrics to glean deeper insights into the customer experience.And because B2B customers expect a seamless and personalized journey across departments,89%of B2B marketers are using an account-based marketing(ABM)platform to deliver a unified end-to-end exp
87、erience.However,successful ABM campaigns require complex,holistic data-driven marketing strategies that marketers have yet to fully establish.Thirty-one percent of B2B marketers say that sharing a unified view of customer data across business units is a challenge,and 62%of business buyers say it gen
88、erally feels like theyre communicating with separate departments,not one company.SALESFORCE RESEARCH20STATE OF MARKETING,8TH EDITIONSPOTLIGHT:B2B Marketers Drive Cross-Channel Experiences with ABMMarketers Who Track the Following Cross-Departmental Metricsof B2B marketers say getting a unified view
89、of customer data is a challenge.31%Commerce metricsService metricsSales metricsFinance metricsIT metrics84%81%76%83%81%76%83%82%77%83%81%74%82%77%72%“State of the Connected Customer,”Salesforce,May 2022High performersModerate performersUnderperformersMarketers Struggle to Get a Unified ViewSALESFORC
90、E RESEARCH21STATE OF MARKETING,8TH EDITION05Marketers Who Use the Following Collaboration TechnologiesDistributed Teams Rely on a Variety of Communication ToolsVideo conferencingInstant messaging or chat appsEnterprise social networksEmailShared documentsVoice messagingVirtual whiteboardsChannel-bas
91、ed collaboration platform46%45%45%44%43%42%41%36%Phone38%21Distributed Teams Unite with Collaboration TechnologySALESFORCE RESEARCHSTATE OF MARKETING,8TH EDITION05With rising customer expectations,challenges managing data,and changing KPIs,marketers have their work cut out for them.And with the pace
92、 of change in todays world,the speed and ease of collaboration can make or break a marketing teams success.However,the rapid shift to virtual collaboration hasnt been easy.Sixty-nine percent of marketers say its harder to collaborate now than before the pandemic.To help,marketers have adopted an ave
93、rage of four collaboration technologies to facilitate digital-first collaboration and unify their global marketing teams,spread across a variety of communication tools like video conferencing,collaboration platforms,and chat apps.SALESFORCE RESEARCH22STATE OF MARKETING,8TH EDITIONOur external messag
94、ing reflects our corporate values.06More than ever before,customers are looking to buy from companies that clearly state their values and prioritize ethical,social,and environmental objectives.Sixty-six percent of customers have stopped buying from a company whose values didnt align with theirs.With
95、 88%of customers saying they expect to see brands demonstrate clear and strong values,marketers recognize a unique opportunity to lead with a values-based message.In fact,93%of high-performing marketers say their external messaging reflects their corporate values compared to 70%of their underperform
96、ing competition.“State of the Connected Customer,”Salesforce,May 2022Marketers Lead with Values87%93%70%High performersModerate performersUnderperformersMarketing Messages Can Be a Beacon for ValuesWhat do Salesforce,Matthew McConaughey,and Team USA at the Olympic Winter Games 2022 have in common?Ea
97、ch played a critical role in engaging global audiences through a values-based marketing campaign,#TeamEarth.Salesforce has grown and expanded quickly over the years,amassing a broad product portfolio.This growth created an opportunity to educate its audiences on what the company is built on:its valu
98、es.Out of this,the#TeamEarth campaign was born.But this new campaign wasnt without risk.Unlike most of what the marketing team had previously created,the#TeamEarth campaign wasnt about selling Salesforce products.Instead,the goal was to inspire companies to use the power of business to create a bett
99、er,more equitable,and sustainable future.SALESFORCE RESEARCH23STATE OF MARKETING,8TH EDITIONCASE STUDY:Salesforce Marketing Team Bets on Values Created strategic brand and media partnerships Invested in linear TV and OTT video advertising Ran a values-based spot during high profile sporting events P
100、artnered with Matthew McConaughey as a brand advisor LaunchTo launch the campaign,Salesforce:A 30%increase in organic search of the brand during the campaigns first few months 5x the social conversations compared to Salesforces previous Team USA campaign for Tokyo 80%increase in employee pride in wo
101、rking at Salesforce after seeing the campaign Early increases in unaided awareness in a brand health surveyResultsThe team has already seen some early wins:Salesforce is currently working on a second iteration,focused on expanding its reach and driving more clarity on how business decision makers ca
102、n take action.Salesforce plans to continue leading with values,providing opportunity for all stakeholders to join in.Looking AheadSo whats next for this campaign?SALESFORCE RESEARCH24STATE OF MARKETING,8TH EDITIONLOOK AHEAD:Building a Future-Proof Marketing OrganizationMost Important Skills to Impro
103、ve Over Next 2 YearsContent marketingCampaign strategyCreativityData AnalyticsCommunication12345Against a backdrop of rapidly-evolving technology,rising customer expectations,and a shifting labor market,its crucial to nurture a skilled talent pool of marketers.However,talent gaps remain a top challe
104、nge for one in three marketers.Looking ahead,marketers see improving skills in content marketing,campaign strategy,and data analytics as crucial to success in the next 2 years.This provides marketing leaders with a clear direction and opportunity to upskill their teams,retain their top talent,and cr
105、eate future-forward career paths.Marketers Seek to Uplevel SkillsSALESFORCE RESEARCH25STATE OF MARKETING,8TH EDITIONAppendixSALESFORCE RESEARCH26STATE OF MARKETING,8TH EDITIONBiggest Influences on Digital Strategy by RoleCustomer preferences and expectationsCompetitive pressureBudget123Customer pref
106、erences and expectationsTechnologyBudget123Customer preferences and expectationsBusiness model transformationChanging audience targets123CMOVP,SVP,EVP,or EquivalentTeam Lead,Director,or EquivalentTop Priorities by RoleModernizing tools and technologiesBuilding/retaining trust with customersExperimen
107、ting with new marketing strategies/tactics123Modernizing tools and technologiesImproving our use of tools and technologiesImproving collaboration123Improving our use of tools and technologiesModernizing tools and technologiesExperimenting with new marketing strategies/tactics123CMOVP,SVP,EVP,or Equi
108、valentTeam Lead,Director,or EquivalentSALESFORCE RESEARCH27STATE OF MARKETING,8TH EDITION Growth rate=(20222021)/2021.Calculations are made from total numbers.20212022DisagreeStrongly disagreeAgreeStrongly agreeNeutralChannels with Biggest Jump in Adoption in the Last YearTV/OTTDigital content(e.g.,
109、blogs,webinars)Video(e.g.,YouTube,TikTok,Instagram Live,Twitch,webinars,etc.)53%68%88%96%90%98%+27%+9%+8%Marketers Who Agree with the Following StatementsOur marketing organization adapts marketing strategy and tactics based on customer interactions.We(marketers)must continually innovate to remain c
110、ompetitive.My work provides greater value now than a year ago.Its harder to collaborate with colleagues now than before the pandemic.Meeting customer expectations is more difficult than a year ago.Retaining employees is more difficult than a year ago.Our marketing organization engages customers in r
111、eal time across one or more marketing channels.Customer experience is the key competitive differentiator.Our marketing organization leads customer experience initiatives across the business.We provide customers with control over how their data is used.Degree to Which Marketers Who Agree with the Fol
112、lowing83%83%80%80%77%44%44%46%40%42%41%15%15%15%11%10%1%1%11%9%9%0%0%5%5%5%41%29%29%29%High performersLow performersModerate performersSALESFORCE RESEARCH28STATE OF MARKETING,8TH EDITIONFully defined AI strategyAIs role in our org is unclearAI Maturity,by Performance Level70%30%68%32%62%38%Marketers
113、 Who Say Their Marketing Attribution Is Manual,YoY20222021202033%36%34%Marketers Who Say They Go Beyond Regulations and Industry Standards to Protect Customer Privacy,YoY2022202161%51%SALESFORCE RESEARCH29STATE OF MARKETING,8TH EDITIONSurvey DemographicsSALESFORCE RESEARCH30STATE OF MARKETING,8TH ED
114、ITIONSurvey DemographicsCountry Argentina .3%Australia .4%Belgium .2%Brazil .4%Canada .4%Chile .2%Colombia .2%Denmark .1%Finland .1%France .4%Germany .4%Hong Kong .2%India .4%Indonesia .4%Israel .1%Italy .4%Japan .4%Malaysia .3%Mexico .3%Netherlands .3%New Zealand .1%Norway .1%Philippines .4%Poland
115、.3%Portugal .2%Singapore .3%South Africa .3%South Korea .4%Spain .3%Sweden .1%Switzerland .1%Thailand .3%United Arab Emirates .2%United Kingdom .4%United States .8%IndustryArchitecture,engineering,and construction .2%Automotive .6%Communications .5%Consumer goods .12%Energy and utilities .3%Financia
116、l services .8%Government .2%Healthcare(not including life sciences and biotechnology).6%Hospitality(e.g.,lodging,restaurants,and food service).7%Manufacturing .6%Media and entertainment.4%Nonprofit .3%Professional and business services .2%Retail .13%Supply chain and logistics .3%Technology(e.g.,semi
117、conductor,components,hardware,software,infrastructure).5%Travel .3%Business ModelBusiness-to-business(B2B).25%Business-to-consumer(B2C).50%Business-to-business-to-consumer(B2B2C).25%SeniorityCMO .10%VP,SVP,EVP,or equivalent .17%Team leader,supervisor,manager,director,or equivalent .72%Company SizeSM
118、B(21100 employees).30%MM(1013,500 employees).50%ENT(over 3,500 employees).20%SALESFORCE RESEARCH31STATE OF MARKETING,8TH EDITIONLearn moreSalesforce+Get inspired with free access to award-winning content for business professionals.Salesforce Data Cloud Overview PageLearn more about our real-time pla
119、tform for customer magic.Watch nowLearn moreMarketing Cloud OverviewExplore the latest in marketing with Salesforce.Want to Learn More?The information provided in this report is strictly for the convenience of our customers and is for general informational purposes only.Publication by Salesforce,Inc
120、.,does not constitute an endorsement.Salesforce does not warrant the accuracy or completeness of any information,text,graphics,links,or other items containedwithin this guide.Salesforce does not guarantee you will achieve any specific results if you follow any advice in the report.It may be advisable for you to consultwith a professional such as a lawyer,accountant,architect,business advisor,or professional engineer to get specific advice that applies to your specific situation.Copyright 2022,Salesforce,Inc.All rights reserved.