1、1BRAZEcoexist,it means ensuring that all points of view are respected,then valued,and then truly treasured.Customer engagement is a universal business imperative.We see that reality in the breadth of the Braze customer base across industries and regions,and from the diversity of case studies include

2、d in this report.Decision-makers are seeking a better understanding of how their teams can leverage data to continue moving forward cautiously in volatile periods,while preparing to re-accelerate in the better times to come.The solution lies in effective experimentation and cross-team collaboration,

3、made easier with clean,real-time data and powerful,intuitive technology.Its our hope that the insights in this report will inspire your own experiments and support better collaboration in 2023 and beyond.By pivoting to a retention-led strategy powered by lifecycle optimization,leaders acknowledge th

4、at delivering customer value is what builds brand value over time.Alignment AgilityWhen scrutiny on spending is high,return on marketing investment should be measurable,rapid,and positive.Marketing spend should be aligned in support of brand teams most important shared goals.Our research finds that

5、theres much room for improvement,with noisy data,systems complexity,and internal misalignment hampering progress for many brands.Businesses that tighten the feedback mechanisms that translate new insights into action will help their teams become agile and aligned.Tolerated TreasuredSuccessful collab

6、oration demands respect for the varied perspectives that come with different skill sets,creating potent opportunities to learn and adapt.Experimentationso central to continuous improvementthrives on data,creativity,and risk-taking.True inclusion goes beyond simply tolerating colleagues differences a

7、nd“allowing”them to This years study comes at a time of macroeconomic uncertainty that finds consumers skittish and marketers under tremendous pressure to deliver greater return on investment(ROI),often with smaller teams.In tough times,focus shifts to higher return activities like lifecycle optimiz

8、ation and retention,often by leveraging powerful customer engagement technology.To stand out,marketers need to use these tools to drive innovation and productivity in service to customer value.First-Party Data First-Party Relationships Too many marketers still see first-party data as a workaround to

9、 address the fall of third-party data,instead of appreciating the intrinsic value of first-party relationships.After all,their most valuable business assets never appear on a balance sheet:The relationships customers have with their brand.As customer engagement practices evolve,businesses transform.

10、Welcome to the third edition of the Global Customer Engagement ReviewCEO INTRODUCTIONCheers,Bill MagnusonCofounder and CEO,Braze2BRAZEAbout this ReportIn the third installment of our annual Global Customer Engagement Review,we examine changes in customer engagement trends over the past three years,h

11、ow marketers are responding to todays economic climate,and the strategies brands are leveraging to stay competitive in a post-COVID landscape.We hope to leave readers with fresh insights and actionable strategies that will help them navigate upcoming challenges.Decision-Maker Survey:Conducted by Wak

12、efield Research on behalf of Braze,this survey gathered insights from 1,500 VP+marketing decision-makers across 14 global markets(Australia,France,Germany,Indonesia,Japan,the Philippines,Singapore,Spain,South Korea,Sweden,Thailand,UAE/Dubai,the UK,and the US)to uncover year-over-year changes,new tre

13、nds,and the impact of customer engagement on revenue.Braze Customer Data:As a leading customer engagement platform that powers experiences between consumers and 1,700+of our customers in 60+countries,Braze has unique insight into the marketing and technology landscape.Our research included data aggr

14、egated from over 8.5 billion global users to provide analysis for activation,monetization,retention,and purchasing trends,as well as to identify the common characteristics of brands that excel at customer engagement.Customer Stories:To demonstrate the tangible success of best-in-class customer engag

15、ement strategies,we spoke with leading brands in five industries and across three regions.123This report draws insights from these data sources:3BRAZETop Trends in Customer Engagement.4The Braze Customer Engagement Index.10The State of Customer Engagement by Industry.15Conclusion.26Methodology.27Tab

16、le of ContentsIn the Face of Economic Instability,Brands Are Focusing on Retention.5Data Management Remains a Big Challenge.7Siloed Teams Are a Barrier to Progress.9Financial Services.16Hugosave Case Study.17Health and Wellness.18Gympass Case Study.19Media and Entertainment.20HBO Max Case Study.21 Q

17、SR and Delivery.22KFC Philippines Case Study.23Retail and eCommerce.24Majid Al Futtaim Case Study.25Why Does the Customer Engagement Index Matter?.11An Analysis of Top-Performing Ace Brands and Their Customer Engagement Programs.12Tech:How Are Brands Doing?.13 Teams:How Are Brands Doing?.144BRAZETop

18、 Trends in Customer Engagement in 2023After surveying 1,500 VP+marketing executives across the world,we identified three key customer engagement trends poised to shape the marketing landscape in 2023.In the face of economic instability,brands are focusing on retentionData management remains a big ch

19、allengeSiloed teams are a barrier to progress5BRAZEThe macroeconomic volatility of the last three years continues to drive heightened caution in consumer spending,with people expecting more from the companies they do purchase from.With acquisition costs at these unsustainable highs,keeping existing

20、customers happy is the key to both short-term success and long-term growth more than ever before.Our findings show that brands are increasing their focus on retention effortsand that they have the budget to do so.TREND ONEIn the Face of Economic Instability,Brands Are Focusing on Retention%of brands

21、 that said they spent more than half of their marketing budget on retentionThe percentage of brands that said that their marketing budgets would increase in the next 12 months was fairly consistent across regionsRegional Snapshotsaid they planned to increase marketing budgetsIn 2020,onlyOf global co

22、mpanies said their marketing budgets will actually increase in the next 12 monthsAPAC81%80%86%EMEAUS83%60%202033%202141%202245%6BRAZETREND ONEWill send more messages offering helpful adviceIncrease in 90-day retention rates*Will target customers based on financial indicators(e.g.household income)Ave

23、rage increase in purchases per user for each additional messaging channel used*Versus users who receive messages in only one channelWill pull back on sending promotional offers53%55%49%3.2X37%To thrive during periods of instability,marketers need to take steps to better meet their customers needsinc

24、luding by providing exceptional consumer experiences.Brands today recognize that need,with 99%of marketers saying they will be shifting their customer engagement strategies in the next 12 months,especially as customers tighten spending.Lets take a look at what this looks like in practice.How do bran

25、ds plan to adapt their customer engagement messaging in 2023?Cross-Channel Strategies Can Drive Higher Retention and Monetization RatesBeyond Retention,Brands Recognize the Value of Relevant MessagingReaching consumers where they are supports a more relevant,valued experience.By combining both in-pr

26、oduct channels(like in-app messages)and out-of-product channels(like email),brands can see:7BRAZEIn recent years,the role of CMOs and marketers has changed drastically.Once focused on all things creative and brand,they are now responsible for creating their marketing technology strategy,collecting a

27、nd using customer data,and driving ROI(quickly)with new tools.Its no surprise that 36%of marketers ranked collecting,integrating,managing,and accessing data as their top challenge associated with customer engagement(the most-cited challenge among those surveyed),especially considering that the amoun

28、t of global data produced is estimated to increase to 181 ZB by 2025.When brands lack a thoughtful data management strategy,they often find they cannot gather or act on real-time insightsand struggle to turn them into revenue-driving consumer experiences.That challenge can have a significant impact

29、on overall performance.TREND TWOData Management Remains a Big Challenge36%Of marketers ranked collecting,integrating,managing,and accessing data as their top challenge8BRAZETREND TWOData Management Remains a Big ChallengeThe prevailing theory used to be that more data is always better,leading brands

30、 to try to collect as much as possible with every new method available.However,this has left many organizations drowning in data they cant even use,driving up costs,creating privacy risks,and potentially undermining the effectiveness of marketing programs.Companies are feeling the strain:80%of those

31、 surveyed say they are collecting too much data,resulting in information they cant use effectively.US companies feel this strain the most(91%),followed by EMEA(80%),and then APAC(68%).The solution?Marketers need to be more intentional about what data they collect,mapping their collection strategy to

32、 concrete use cases,metrics,and goals.Data management doesnt end with technologyteams need to be set up to effectively use data.When it comes to data management,42%of respondents said working with internal data scientists who dont understand marketing priorities is their top challenge in connection

33、with the use of data for customer engagement,while 38%cite a lack of data skills among marketing talent.Without alignment across marketing,product,and data teams,brands often suffer from data silos that introduce opportunities for errors,serve as a barrier to real-time messaging,and just generally c

34、reate a lot more work.Brands Have Too Much DataThe Capability GapOur research revealed two major issues when it comes to managing and activating data:Brands often have too much data and they also lack the ability to use it effectively.9BRAZEOf marketers said customer engagement was owned by either m

35、arketing in collaboration with other teams,or by cross-functional digital teamsLarge Companies(2,500+employees)Medium Companies(500-2,500 employees)Small Companies(Less than 500 employees)28%16%21%When it comes to customer engagement,no one industry or region has figured out true cross-functional co

36、llaboration.Between rapidly evolving customer expectations,economic pressure,and a maturing digital landscape,the way marketing teams work and how theyre structured is constantly changing.But one thing is for sure:Organizations must find more efficient ways to break down existing silos in 2023.In 20

37、20,during the height of the COVID-19 pandemic,the percentage of respondents who said that customer engagement was owned by the marketing in collaboration with different teams(e.g.engineering,analytics)hit 30%,then dropped significantly to only 17%in 2021.Since then,weve seen a small,steady increase

38、to 20%this year,but theres still further to go.In both EMEA and APAC,significantly more marketers(24%and 25%,respectively)say customer engagement is owned at their organization by non-marketing teams(e.g.IT or product);that dynamic is more muted in the US,with only 9%of respondents reporting ownersh

39、ip by non-marketing teams.Moving forward,marketers will need to build closer relationships with their data counterparts to better test,experiment,and evolve customer experiencesand improve business outcomes.Customer engagement today is an interdisciplinary sport and those who make a point of thought

40、fully combining marketing know-how with technical expertise will be better positioned to succeed.Collaboration Remains Low Across Companies of All SizeTREND THREESiloed Teams Are a Barrier to Progress10BRAZEThe Braze Customer Engagement IndexUsing the proprietary framework we developed in 2021,we ev

41、aluated brands technological and organizational maturity against 12*key factors.Based on the survey responses from marketing executives,we indexed each brand against these 12 factors to uncover three clear levels of maturity:Activate(least mature),Accelerate,and Ace(most mature).*Complete descriptio

42、n and methodology available on pages 29-30.Just beginning to recognize customer engagement as integral to business goals,these brands likely only focus on campaign-and channel-specific solutions with limited metrics.Brands on this level collaborate across departments,have a strong experimentation cu

43、lture,and use extensive metrics.However,they are still campaign-oriented and lack a comprehensive view of customers across platforms and channels.At these top-performing brands,customer engagement is lifecycle-centric,owned by cross-functional teams,and built on streaming data.ActivateTechTeamsAccel

44、erateAcePersonalizationOrchestrationCulturePerformanceExperimentationObjectivesChannelsMetricsClassificationDataStrategyStaffing11BRAZEBottom line:Ace brands arent just more mature when it comes to customer engagementtheyre also more likely to hit their revenue goals,compared to their Activate and A

45、ccelerate counterparts.In fact,78%of Ace brands said they exceeded their revenue goals in the last year,and were 30%more likely to greatly exceed their revenue goals than non-Ace brands.Despite economic instability around the world,90%of Ace brands said they will be increasing their marketing budget

46、s in the next 12 months,which is nearly 10%more than non-Ace brands.Ace Brands Are More Likely to Hit Revenue Goals%of Brands that Achieved Ace Status by RegionAce Brands Are More ResilientWhy Does the Customer Engagement Index Matter?APAC23%EMEA23%US15%TOTAL20%12BRAZEOur analysis found that brands

47、that focused on the foundations of effective customer engagement were more likely to be Ace.By leveraging real-time data in their marketing programs and meeting customers where they are,these brands are better positioned to meet customer needs and increase the value they can provide.Brands that prio

48、ritized ensuring that their employees understood the tools,technologies,and metrics underlying successful customer engagement were more likely to be Ace.More eyes on customer engagement and the data that comes from it can lead to better outcomes while also supporting more effective collaboration and

49、 the sharing of insights across teams.An Analysis of Top-Performing Ace Brands and Their Customer Engagement Programs*Compared to non-Ace brandsHigher buyer rates*208%Higher repeat buyer rates*33%Higher sessions per user*53%Longer average user lifetime*23%THE IMPACTMore likely to use real-time data

50、to power segmentation and targeting*More likely to build custom engagement reports for cross-functional teams*More likely to be using 3+messaging channels*More likely to have employees trained on customer engagement technologies and approaches*TECHNOLOGYTEAMS21%23%30%66%13BRAZEIts time to slow down

51、to speed up.The past few years have seen escalated digital acceleration brought on by the COVID-19 pandemic,with companies investing in data and technology to keep up with customer wants and needs.However,as the cloud of economic uncertainty looms,marketers have to prioritize and budget resources,ul

52、timately becoming more focused on integral areas like testing,measurement,and data activation.Interestingly,our research found that the areas where Ace brands succeed were also some of their biggest challenges.For example,many companies had strong data ingestion results,but Ace brands were 30%more l

53、ikely to identify data quality as a top challenge with using data for customer engagement and 37%more likely to state applying data to business decisions is a top challenge to customer engagement,compared to non-Ace brands.A likely reason?Having a strong foundation and culture makes it easier to rec

54、ognize when theres room for growth.Highest Score:Data IngestionMost Improved:OrchestrationLow Score:Testing and MeasurementTECH55%of Ace brands said they ingest data from multiple sources to build 360-degree user profiles,which provides the foundation for effective,relevant consumer experiences.Ace

55、brands have enthusiastically adopted single solutions for cross-channel customer engagement.This competency rose by 11%(from 25%to 28%)year-over-year.29%fewer companies indexed as Ace on testing,and 23%fewer indexed as Ace on performance measurement,year-over-year.Given the increase in sophisticatio

56、n when it comes to data,customer segments,and channels,these companies may be struggling to keep up with their new capabilities.55%How Are Brands Doing?29%14BRAZEHow Are Brands Doing?Its clear that marketing cant exist in a silo anymore.To succeed in a challenging market,cross-functional teams need

57、to collaborate regularly and ensure alignment around objectives,metrics,and roadmaps.These kinds of partnerships fuel growth,especially as resources become sparse,and are integral to being able to act on real-time data.This was shown in our research:The greatest difference between Ace and non-Ace br

58、ands was the likelihood they evaluate customer engagement using a company-wide definition of success and execute on real-time data.Overall,weve seen a 23%improvement in companies syncing bi-weekly to weekly year-over-year,showing that brands are seeing the value in collaboration when it comes to imp

59、roving their customer engagement strategy.TEAMS2.6XAce brands aremore likely to have marketing teams that meet with cross-functional teams several times a week,compared to non-Ace brands.15BRAZEThe State of Customer Engagement by IndustryEvery brand needs access to the right technologies and some st

60、rong teamwork to support successful customer engagement programs,but specific challenges and opportunities can vary greatly across industries.Lets examine how Ace brands are performing in five major industries:Financial ServicesHealth and WellnessMedia and EntertainmentQSR and DeliveryRetail and eCo

61、mmerce16BRAZEFinancial ServicesHow Ace Financial Services Brands Stand OutMore likely to use a real-time data stream to power segmentation,targeting,and analytics*63%Longer average user lifetime*50%Between market volatility and the competitive landscape,financial services brands need to stand out to

62、 earn customers attention and loyalty.With high expectations around privacy and personalization,consumers are increasingly cautious about who they trust with their money.They want value beyond transactions,and brands that can find ways to nurture customers through their financial journey will be wel

63、l-positioned to succeed.Financial services brands are taking note.According to our research,marketers in this sector reported they will focus on sending more messages,specifically ones containing helpful advice like bill reminders or offers of support.Additionally,they also recognize the challenge o

64、f balancing both privacy and trust with personalized experiences.While Ace brands in this industry ranked highest when it comes to data management(combining data from multiple sources,segmenting in real time,etc.),they also ranked data management as their biggest challenge.More likely to use mobile

65、push*48%Messaging users via a combination of email,mobile push,in-app messaging,and Content Cards can result in a 1.9X lift in retention over 6 months,vs.sending messages in only one channelACE TIP*Compared to non-Ace brands in financial servicesTo Retain Customers,Financial Services Brands Should I

66、mprove Privacy and Personalization17BRAZEFINANCIAL SERVICES|CASE STUDYHugosavea Singapore-based savings app designed to empower clients with intuitive methods to spend smarter,save more,and invest diligentlyset out to build an extensive,data-driven,and tailored onboarding experience that demonstrate

67、d the value of their platform.Using Canvas Flow,the Braze customer journey orchestration tool,Hugosave built gamified onboarding flows called“Quests”where clients could earn and win rewards by interacting with and using the apps features to make good financial moves.By delivering this campaign acros

68、s both in-product channels like Content Cards and out-of-product channels like push notifications and email,the strategy drove a 300%increase in clients opening a full account.Hugosave Captures New Users Attention with Data-Driven Engagement and GamificationTechTeamsOrchestrationCulturePerformanceOb

69、jectivesChannelsMetrics300%Increase in clients opening a full accountAce Factors That Stand Out18BRAZEHealth and WellnessHow Ace Health and Wellness Brands Stand OutMore likely to use a real-time data stream to power segmentation,targeting,and analytics*64%Higher buyer rate*172%With competition only

70、 increasing since 2020s digital transformation boom,brands in this industry are under even more pressure to find ways to keep users engaged.To turn fleeting sign-ups into long-term relationships,health and wellness brands need to offer truly useful customer experiences that demonstrate the value of

71、what they bring to the table.What should brands focus on?Meeting each user where they are in their respective health journey,and providing responsive,high-touch experiences that match in-person interactions.Brands are rising to the occasion by orienting around their goals:Ace brands in this space sc

72、ored the highest in testing,cross-team collaboration,and how they approached measuring success.This is also mirrored in their top challenges,which include bringing in the right teams to execute strategies and proving the impact of their efforts.More likely to use 3+messaging channels*34%Messaging us

73、ers via a combination of email,mobile push,in-app messaging,and SMS can result in a 2X lift in retention over 6 months,vs.sending messages in only one channelACE TIP*Compared to non-Ace brands in health and wellnessHealth and Wellness Brands Can Maximize User Lifetime With Personalized,Goal-Oriented

74、 Customer Journeys19BRAZETechTeamsPersonalizationMetricsData IngestionStrategyClassificationObjectives25%Of net-new revenue from Gympass new subscriber revenue streamAce Factors That Stand OutHEALTH AND WELLNESS|CASE STUDYGympass,a global network of more than 50,000 gyms,studios,trainers,and wellbei

75、ng apps,gives businesses the solution they need to support their employees work-life wellness.Theyre all about helping people make real behavioral changes,and that focus is also at the center of their customer engagement strategy.Gympass used Canvas Flow,the Braze customer journey orchestration tool

76、,to create a flow of multiple campaign stages that help a user advance on their health journey.Each user can be enrolled in the flow from 1 to 120 days,depending on how they engage with messaging and what they do in the product.Messages are personalized based on user interests(collected via in-app s

77、urveys),habits,and behaviors,and each campaign is triggered by actions in the product,like creating an account or searching for a fitness or wellness activity(like yoga or meditation).These efforts have proven successful for Gympass:The customer engagement campaign drove 25%of net-new revenue associ

78、ated with Gympass new subscriber revenue stream,and theyve been able to increase the volume of sign-ups by 3X.Gympass Drives More Revenue With Hyper-Personalized,Action-Based Messaging20BRAZEHigher repeat buyer rate*27%Media and EntertainmentHow Ace Media and Entertainment Brands Stand OutHigher ave

79、rage user lifetime*39%With subscription fatigue on the rise,media and entertainment brands are struggling with retention as users“binge and bow out.”Streaming is also evolving to be more cross-platform in nature,bringing with it its own unique set of challenges.But despite the ups and downs of the l

80、ast few years,this industry is ready to evolve:Our research found that media and entertainment brands had the highest level of sophistication in using technology to manage multi-channel strategies.To see the full value of these customer engagement efforts(and to drive higher retention rates),brands

81、need to provide consistent and personalized messaging across every device a user is on,from web to mobile to connected TVs.Consumers have little tolerance for disjointed or broken experiences,and are willing to jump ship in favor of services that better meet their expectations.Media brands know this

82、:Respondents cited coordinating messages and interactions across channels,devices,and touchpoints as their greatest challenge.Another note:More companies in this industry stated they plan to send fewer messages overall in the next 12 months,compared to brands in other verticals.Customer engagement i

83、s integral to success,but more messages doesnt necessarily mean a better messaging experience.If these brands focus on sending fewer batch-and-blast and more personalized,relevant messages,they may well see stronger results.More likely to pull any information accessible via API directly into messagi

84、ng*78%Messaging users via a combination of email and in-app messaging can result in a 40%lift in retention over 6 months,vs.sending messages in only one channelACE TIP*Compared to non-Ace brands in media and entertainmentViewers Want Consistency Across Devices and Messages21BRAZE6XIncrease in in-app

85、 message engagementAce Factors That Stand OutMEDIA AND ENTERTAINMENT|CASE STUDYAt HBO Max,a direct-to-consumer streaming platform in the Warner Bros.Discovery family,storytelling is at the center of everything they do.So when HBO Max wanted to promote the premiere of the next installment of the Fant

86、astic Beasts films,HBO Max developed a customized“Whats Your Hogwarts House”survey based on viewers preferences and history,then used data from that survey to create a campaign that evoked the larger Harry Potter franchise.Users received a triggered,personalized messaging flow via email and/or push

87、notifications that included more information about what their house selection symbolized,including a hero image with their name embedded onto their house crest,as well as five curated titles based on their house selection.The approach drove a 3.36%lift in viewership of the featured recommended title

88、s within the campaign,a 3.12%lift in session starts,and a 6X higher click rate in connection with the in-app message.How HBO Max Drives Higher Engagement With an Interactive Cross-Channel CampaignTechTeamsPersonalizationMetricsChannelsStrategyOrchestrationObjectives22BRAZEQSR and DeliveryHow Ace QSR

89、Brands Stand OutHigher buyer rate*122%Higher repeat buyer rate*53%Often at the forefront of customer engagement,leading QSR and delivery brands are known for how they use technology to pull off thoughtful,inventive campaigns that keep customers coming back for more.This has also led to bold moves an

90、d rich experiences becoming the norm.To keep their market share,QSR and delivery brands need to continually up their game.Recently,the QSR and delivery space has focused on satisfying consumers hunger for individual content,embracing innovative technology,and thoughtful use of data.Our research echo

91、es this,with QSR/delivery brands shifting quickly to using zero-party data,more so than any other industry.However,with this data comes new challenges and opportunities,and brands in this vertical must continue to strengthen how they manage data to stay competitive.Interestingly,Ace QSR brands saw t

92、he highest performance across all verticals when it came to executing their customer engagement strategies,but also ranked determining the right teams and processes to execute those strategies as their biggest challenge.This may suggest that,despite their accomplishments in this area,they are always

93、 looking to improve,potentially due to their challenging market.More likely to automate decision-making with data-based insights*164%Messaging users via email,mobile push,and Content Cards can result in a 2.6X increase in purchases per user vs.sending messages in only one channelACE TIP*Compared to

94、non-Ace brands in QSR and deliveryThe QSR Secret Sauce:Exclusive,Localized Experiences That Reward Loyalty23BRAZE4XIncrease in revenue share from paid channelsAce Factors That Stand OutTechTeamsChannelsCultureOrchestrationExperimentationData IngestionMetricsQSR AND DELIVERY|CASE STUDYAt KFC Philippi

95、nes,embracing a culture of innovation and experimentation has made it possible to better serve customers at their 329 locations and via the KFC app.After switching to Braze,the company had two major goals in mind:Successfully re-engaging lapsing users and reducing the cost of acquiring new customers

96、.To make that happen,they first built out abandoned cart and lapsed user campaigns that successfully engaged customers across email,push,and in-app messages.Next,they leveraged Braze Audience Sync to connect their owned channels to paid social ads,allowing them to activate all channels from the same

97、 centralized,intuitive interface.For KFC,this strategy led to greater reach,a 50%reduction in cost per acquisition(CPA),and a 4X increase in their revenue share from paid channels.How KFC Philippines Increases Revenue And Drives Down Ad Costs24BRAZERetail and eCommerceHow Ace Retail and eCommerce Br

98、ands Stand OutMore likely to automate decision-making with data-based insights*59%Higher repeat buyer rate*159%In the face of economic uncertainty and inflation,customers are shying away from extraneous shopping and impulse buys,often opting to focus on saving up for big purchases.As the path to pur

99、chase gets more complex,retail and eCommerce brands need to prioritize loyalty-driving experiences that hit customers with the right message at the right time.One of the major issues facing retailers when it comes to customer engagement is a reliance on channel-specific solutions.Without a unified,c

100、ross-channel view of customers,brands will not be able to deliver the kind of personalized messaging that drives retention and revenue.Great customer experiences look like customized promotions,loyalty programs integrated across all channels,and product recommendations based on real-time behavior.Ac

101、e brands in this industry are already powering these kinds of experiencesthey ranked the highest in using data to personalize messaging(18%of retail and eCommerce brands were listed as Ace for this competency,vs.15%of other industries).They were also the most likely to leverage send-time optimizatio

102、n of any vertical(47%of retail and eCommerce brands leveraged this tool),likely due to the connection with timely promotions and day-specific shopping patterns.More likely to use 3+channels*63%Messaging users via email and in-app messages can result in a 3.1X increase in the likelihood to purchase v

103、s.sending messages in only one channelACE TIP*Compared to non-Ace brands in retail and eCommerceAs Customers Become More Price-Sensitive,Brands Shift Focus to Retention25BRAZE5.6 MillionUsers reached per monthAce Factors That Stand OutTechTeamsPersonalizationExperimentationClassificationStaffingChan

104、nelsObjectivesRETAIL AND ECOMMERCE|CASE STUDYMajid Al Futtaim,a leading developer and owner of shopping malls,communities,and retail and leisure businesses in the Middle East,wanted to ensure that they were communicating effectively with their customers,especially in connection with their loyalty pr

105、ogram,the SHARE Rewards Programme.To make the most of their digital communications to engage,retain,and grow their audience,the organization decided to move all of its 10+brands and over 100 existing communications into Braze.Following a seamless transition made possible by collaboration between a v

106、ariety of stakeholder teams,they were able to migrate all existing SHARE communications and accelerate the launch of 110+new campaigns across multiple messaging channels.The organization sent more than 1,000 unique communications during their first eight months using the platform,reaching 5.6 millio

107、n users each month with strong open and click rates.They also executed more than 50 A/B tests,leveraged dynamic content personalization(e.g.personalized offers and content by member),and collected zero-party data via in-app message surveys to gather feedback and further personalize communications.Ho

108、w Majid Al Futtaims SHARE Rewards Programme Upleveled Their Direct Communications26BRAZEConclusionWhile every industry has its own challenges,our research found that a large number of companies today are struggling to achieve efficient data management,allocate marketing resources properly,and collab

109、orate successfully across teams.1,700+Braze customers use our platform to power human connections with their customers through technology and data,including companies such as:Customer engagement has become a team sport that requires both careful collaboration and a comprehensive(and specific)set of

110、skills.Brands that are able to thoughtfully add new essential tools to their tech stack,continually improve their teams skills with targeted technical learning,and take a holistic approach to data activation and management will have a significant competitive advantage going forward.Thankfully,these

111、challenges have a clear,actionable solution:Embrace interdisciplinary marketing27BRAZESurvey Data Wakefield Research conducted research among 1,500 marketing executives with a minimum title of VP,working at B2C companies with an annual revenue of$10M across 14 markets including Australia,France,Germ

112、any,Indonesia,Japan,the Philippines,Singapore,South Korea,Spain,Sweden,Thailand,UAE/Dubai,the United Kingdom,the United States.The survey was conducted between December 9,2022 and December 18,2022,using an email invitation and an online survey.Quotas were set for 500 respondents per region.Braze Cus

113、tomer Data For this analysis,Braze pulled anonymized and aggregated behavioral data from 775+Braze customers across our US,APAC,and EU clusters to analyze app activity,message engagement,and purchasing trends by industry.These statistics span January 1,2022 to December 31,2022 and include data from

114、over 8.5 billion user profiles and 53 sub-industries.The raw data has been cleaned using volume and company count checks so that no one brand or group of brands is over-represented.For all purchase-and messaging-related stats,only brands tracking the relevant information have been included so as not

115、 to skew the analysis.All uplift figures greater than 100%are rounded to the nearest decimal point,and all uplift figures below 100%are rounded to the nearest whole percent.When comparing two rounded numbers,percent change metrics are calculated as the difference between the two numbers after roundi

116、ng.Braze-Related Ace Data The Braze Ace Technology,Teams,and Business Impact metricswere measured by selecting the top 50th percentile of Braze customers compared to the full data set(and within a given industry in the reports industry-specific sections)in terms of likelihood of a user making a purc

117、hase,likelihood of a buyer making a repeat purchase,average sessions per user,average user lifetime,and message engagement for the period of January 1,2022 to December 31,2022.All industries had message engagement used as a criteria to select Ace brands.For industries where purchase behavior is less

118、 often used as a key performance indicator(financial services,media and entertainment,and health and wellness),purchasing metrics were not included in Ace brand selection process.For industries where purchasing activity was more often associated with brand success(retail and eCommerce,QSR and delive

119、ry),purchasing metrics were included,while session engagement and user lifetime were excluded.Methodology|Data Sources28BRAZEMethodology|Key DefinitionsZero-party data:Information shared directly by consumers;this often includes message channel subscriptions and survey responses,among other data typ

120、es.First-party data:Information gathered by brands with express user consent;this often includes data on product preferences,browsing behavior,etc.Third-party data:Information collected by parties without a direct relationship with the users(and often without user permission).Average user lifetime:T

121、his is defined as the time elapsed in days between the users first session date and their last session date.Buyers(%):This is defined as the%of users who made at least one purchase.Customer lifetime value(LTV):This metric,also known as average revenue per purchaser,is defined as total spend in dolla

122、rs divided by the total number of buyers.Purchases per buyer:This is defined as total purchases divided by total buyers.Purchases per user:This is defined as total purchases divided by total users.Sessions per user:This is defined as total sessions divided by total users.Repeat Buyers(%):This is def

123、ined as the%of first-time buyers(repeat buyers divided by total buyers)who make at least one more purchase.Retention:All retention numbers are calculated as the number of users who open the digital property on or after day N divided by the number of users with a first session on day 0,multiplied by

124、100%.This is a standard rolling retention methodology.We conducted these analyses according to each users first session date(day 0)and their last session date(day N).The difference between these two dates is the number of days that the user was retained in total.The user is counted as retained for a

125、ll days between their first and last session,regardless of how often they actually return to the digital property within that range.General DefinitionsConsumer Data Types29BRAZEMethodology|Tech CompetenciesActivateAccelerateAceCompetencyCHANNELSTechnology choiceCLASSIFICATION How customer segments a

126、re sortedDATA INGESTIONData sourcesORCHESTRATION How customer experiences are orchestratedPERFORMANCE How performance feedback is analyzed and acted uponPERSONALIZATION How personalization is triggeredMix of in-house and external solutions supporting different channelsSingle solution that executes a

127、cross in-product and out-of-product channelsAccelerate,plus use of channel optimizationBased on channelBased on customer information and past behaviorSorted on a real-time basis as new inputs are collectedCombination of zero-,first-,and third-party dataActivate,plus use of AI or modelingAccelerate,p

128、lus data flows in real timeOne main channel or campaigns with multiple disconnected channelsCampaign-oriented with multiple channelsInstrumented for automated customer lifecyclesStatic results from one campaign inform the nextResults are synced with insights from other platformsPerformance feedback

129、automatically updates and adjustsEngagement-based,like clicks or views,or based on context from public APIs or internal systemsCustomer-provided,with information like names and past purchasesAccelerate plus optimization via real-time data30BRAZEActivateAccelerateAceCompetencyMethodology|Team Compete

130、nciesCollaboration occurs less than once a monthBi-weekly or weekly collaborationContinuous collaborationCULTURE How work gets doneNo framework in place,or one-off experimentsContinuous with many experiments running at onceContinuous with cross-departmental leadsEXPERIMENTATION Strength of test-and-

131、learn cultureMix of message engagement and product adoptionAdditional,more advanced metrics like customer lifetime value(LTV)Even more metrics,with focus on top-line/bottom-line business metricsMETRICS How success is measuredMostly team-focused and siloed by departmentMixed,with a single definition

132、of success versioned out by team and roleCompany-wide,single definition of cross-functional successOBJECTIVES How success is definedA single teamThe marketing team collaborates with other teams like engineeringCross-functional team(s)STAFFING Ownership of customer engagement programsStrategy based o

133、n improving high-level engagement metrics(e.g.open rate)Activate plus improving downstream metrics(e.g.retention/loyalty)and customer behaviorAccelerate plus alignment with product and company strategiesSTRATEGYPlan of action that ladders up to specific goals31BRAZEGet in touch to learn moreBRAZE.CO

134、M/CONNECT-WITH-SALESBraze is a leading comprehensive customer engagement platform that powers interactions between consumers and brands they love.With Braze,global brands can ingest and process customer data in real time,orchestrate and optimize contextually relevant,cross-channel marketing campaign

135、s and continuously evolve their customer engagement strategies.Braze has been recognized as one of Fortunes 2022 Best US and UK Workplaces in Technology,Fortunes 2022 Best US Workplaces for Women,2022 UK Best Workplaces for Women by Great Place to Work,and Fortunes 2022 Best US Workplace for Millennials.The company is headquartered in New York with offices in Austin,Berlin,Chicago,London,Paris,San Francisco,Singapore,and Tokyo.Learn more at .