下面是小编为大家整理的2020年第二季度消费者参与报告（精选文档）,供大家参考。
3 EXECUTIVE
SUMMAR Y
4 INSIGHT S
12
6
CORE
PRINCIPLES
T O
SUCCEED WITH
A GILE
MARKETING
16
CONSUMER
PRI VA C Y
REGUL A TIONS PUT
MARKETERS
ON
P A TH
T O W ARDS BETTER
PERSONALIZ A TION
20
C A SE
S TUDIES
25
METHODOL OG Y
TABLE
OF
CONTENTS
Thank
you
for
joining
our
conversation
about
customer
engagement
as
we
continue
into
2020 .
W e
are
living
in
unprecedented
times,
with
the
impact
of
CO VID-19
being
felt
around
the
globe .
Disruption and
uncertainties
are
everywhere ,
impacting
mark eters ’
well-laid
plans
and
budgets.
In
the
following
pages,
we
dive
into
how
mark eters
are
leveraging
agile
mark eting
and
how
it
can
help better
align
the
entire
organization
to
create
successful,
data-driven
campaigns.
It
is
a
methodology
that
can help
cut
through
disruption
to
achieve
your
organizational
goals
efficiently
and
effectively .
With
85
percent of
respondents
planning
on
increasing
adoption
of
agile
and
57
percent
having
formal
plans
to
do
so ,
we e xpect
to
see
a
boom
of
agile
adoption
in
the
coming
year .
W e
also
discuss
recently
established
privacy
regulations
and
how
they
are
impacting
mark eters ’
ability
to deliver
the
total
customer
e xperience
–
with
92
percent
of
respondents
being
confident
in
their
ability
to comply
with
new
regulations
and
67
percent
seeing
recent
privacy
regulations
positively
impact
marketing. R egulations
such
as
CCP A
are
becoming
more
real
every
day ,
marking
the
start
of
a
bolder
new
era
of privacy
legislation.
With
this
new
era,
mark eters
have
a
greater
understanding
of
where
their
customer
data comes
from,
allowing
to
drive
better
personalization.
R ead
on
to
see
how
we
are
helping
guide
our
clients onward
amid
industry
disruption,
including
the
silver
lining
perspective
they
have
on
regulation
driving
the total
customer
e xperience .
The
case
studies
featured
in
this
issue
highlight
how
A viva
transformed
into
a
customer-led,
agile organization,
delivering
phenomenal
results.
Y ou
will
also
learn
how
a
US
subscription-based
vehicle services
company
leveraged
agile
mark eting
to
better
define
roles
and
responsibilities,
as
well
as
facilitate collaboration
to
achieve
their
goals.
W e
hope
that
our
collection
of
research-based
reports
provides
you
with
rich
information
and
e xamples
to mak e
better
business
decisions
on
your
journey
to
deliver
the
total
customer
e xperience
through
the
year . W e
look
forward
to
continually
bringing
you
valuable
insights
each
quarter
as
we
navigate
through
this difficult
time .
Best,
Craig
Dempster
EXECUTIVE SUMMAR Y
INSIGHTS
W e continue
the
investigation
of
mark eters ’
ability
to
deliver
engaging
and personalized
customer
e xperiences.
Our
previous
issue
e xplored
the
barriers
to
“great” personalization,
including
cross-channel
orchestration
and
measurement
capabilities.
Our
findings
proved
that
mark eters
are
invested
in
these
areas
but
left
us
wondering how
(or
if )
they’re
organizing
themselves
to
centralize
orchestration
of
the
customer e xperience .
Our
investigation
this
quarter
uncovers
these
organizational
practices across
agile
mark eting
adoption.
Mark eters
report
strong
and
growing
adoption
of
agile
Our
research
shows
a
general
e x citement
around
agile
in
the
mark et.
R espondents
indicate
strong
agile adoption
numbers
across
all
functions,
with
nearly
90
percent
of
mark eters
having
implemented
it
in
some function
or
team.
Nearly
the
same
percentage
of
respondents
use
agile
in
their
mark eting
practices
in
one way
or
another .
Use
agile
methodology
in any
function
or
team
Use
agile
methodology
in mark eting
practices
Planning
to
increase
agile usage
in
the
ne xt
two
years
Mark eters
double
down
on
their
enthusiasm
for
agile
in
sharing
their
plans
to
increase
usage
in
the
ne xt
24 months,
with
85
percent
of
respondents
planning
on
ramping
up
usage .
Additionally ,
when
viewing
the
data by
industry ,
we
see
high
levels
of
formalized
transformation
planning
across
financial,
health,
and
high-tech, while
the
travel,
media,
and
entertainment
segment
shows
the
lowest
levels
of
agile
planning
(Figure
1. 1).
Figure
1 . 1
—
Is
your
organization
increasing
its adoption
of
agile
over
the
ne xt
24
months ?
Y es,
but
no
formal
plans,
29%
No
plans,
10%
Y es,
formal
plans,
57%
How
agile
usage
differs
with
company
size
Diving
into
agile
methodology
adoption
further ,
we
wanted
to
see
how
the
data
look ed
brok en
down
by respondent
categories.
First,
we
look ed
at
company
size
(defined
here
by
a
respondent
company’ s
annual revenue)
and
saw
some
interesting
differences.
W e
see
that
a
company’ s
usage
of
agile
across
any
function or
team
is
generally
more
mature
in
larger
companies
(Figure
1.2).
Figure
1.2
—
Agile
Usage
by
Company
Size
50%
40%
30%
20%
10%
0%
$100M-$499M
$500M-$999M
$1B
or
more
Do
not
use
agile
at
all
Use
in
a
few
areas
Use
in
many ,
but not
all
areas
Use
e xtensively
across the
organization
Additionally ,
enterprise
companies
have
been
using
agile
the
longest.
Of
the
group
with
greater
than
$1 billion
in
annual
revenue ,
nearly
25
percent
indicate
agile
usage
for
more
than
10
years,
compared
to
about seven
percent
of
both
lower
revenue
groups
(Figure
1.3).
Figure
1.3
—
Agile
Usage
Duration
by
Company
Size
60%
50%
40%
30%
20%
10%
0 %
$100M-$499M
L ess
than
a
year
1
to
5
years
$500M-$999M
6
to
10
years
$1B
or
more More
than
10
years
Agile
mark eting
adoption
is
not
industry
agnostic
In
the
previous
pages,
we
reported
on
the
broad
e x citement
and
increasing
focus
on
agile
in
the
mark et. L ooking
at
how
company
size
factors
into
the
equation
gives
us
an
important
lens
on
maturity
of
agile
usage . Ne xt,
we
compare
how
respondents
from
different
verticals
have
implemented
agile
in
their
mark eting practices
specifically .
Our
industry
lens
here
shines
a
light
on
the
retail,
financial,
and
high-tech
segments,
which
have implemented
agile
mark eting
more
e xtensively
than
other
industries.
Nonprofit,
insurance ,
and
travel,
media, and
entertainment
segments
show
a
less
mature
adoption
of
agile
mark eting
processes.
Here
mark eters tend
to
use
agile
in
just
a
few
areas
or
in
a
few
projects
(Figure
1.4).
Figure
1.4
—
Agile
Mark eting
Usage
by
Industry
V ertical
80%
70%
60%
50%
40%
30%
20%
10%
0%
R etail
Financial
High-T ech
Insurance
Health
Nonprofit
Travel Media
Entertainment
Other
Use
e xtensively
across
projects
Use
in
a
few
types
of
projects
L ack
of
e xpertise
seen
as
primary
barrier
to
agile
mark eting
adoption
Agile
adoption
is
clearly
growing
in
both
mark eting
functions
and
otherwise .
Mark eters
are
generally
more focused
on
the
benefits
of
agile
and
are
planning
on
increasing
adoption
in
the
near
term.
R espondents indicate
a
lack
of
e xpertise
as
their
primary
barrier
to
adoption
of
agile
marketing.
Additionally ,
mark eters are
somewhat
concerned
that
agile
mark eting
could
disrupt
their
business
or
lack
e x ecutive
support
to implement
the
new
processes
(Figure
1.5).
Figure
1.5
—
What
are
the
barriers
to
the
adoption
of agile
mark eting
in
your
organization ?
Lack
of
e xpertise
Concerns
about disruption
to
business
Lack
of
e x ecutive
support
Lack
of
support
from
other
teams
T eam
stretched
too
thin to
try
new
approach
Benefits
unclear Do
not
see
the
need
39%
A GILE
MARKETING
ADOPTION
SUMMAR Y
Mark eters
report
increasing
focus
on
implementing
agile
methodology
across
functions and
teams,
and
within
mark eting
functions
specifically .
Some
barriers
do
e xist
to
adopting or
increasing
usage .
•
Agile
adoption
is
strong
to
date
and
a
vast
majority
of
respondents
say
they
plan
on increasing
their
usage
of
agile
in
the
ne xt
two
years.
•
W e
see
a
distinct
maturity
in
agile
mark eting
adoption
and
usage
among
enterprise companies,
which
have
typically
been
using
agile
longer
and
in
more
areas
than
smaller companies.
•
Mark eters
may
need
outside
e xpertise
to
help
them
implement
agile
in
their
mark eting functions,
citing
lack
of
e xpertise
as
the
main
barrier
to
adoption.
33%
33%
30%
30%
28%
12%
Following
the
UK’ s
General
Data
Protection
R egulation
(GDPR)
privacy
regulations established
in
May
2018,
the
California
Consumer
Privacy
Act
(CCP A)
went
into
effect on
January
1,
2020 .
With
the
goal
of
protecting
consumer
data,
the
new
legislation disrupted
the
way
mark eters
have
traditionally
captured,
stored,
and
leveraged
first- party
data
to
activate
personalized
e xperiences.
With
this
disruption,
we
set
out
to
uncover
how
mark eters
felt
about
complying
to
these new
regulations,
whether
they’re
prepared
to
deliver
on
the
requirements,
and
how
this is
ultimately
impacting
their
ability
to
drive
personalized
e xperiences.
Consumer
privacy
regulations
have
an
impact,
but
marketers remain
confident
In
Q2,
mark eters
are
assured
in
their
ability
to
adhere
to
new
privacy
regulations.
When
ask ed
how
confident they
are
in
their
company’ s
ability
to
connect
d...
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