QDIB The Multichannel Reality September 2015 US

Quarterly
Digital
Intelligence
Briefing
The
Multichannel
Reality
in association with
Quarterly Digital
Intelligence
Briefing
The Multichannel
Reality
in association with
Published September 2015
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Copyright Econsultancy.com Ltd 2015
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Quarterly Digital Intelligence Briefing: The Multichannel Reality
In association with
Contents
1
Foreword by Adobe. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Is integration at a standstill?. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Tech is the great enabler or the biggest barrier. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Navigating the customer journey . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Mapping mobile touchpoints . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
Email and the customer journey: vital from start to finish

(and still underestimated). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
The tangible impact of cross-channel campaign management . . . . . . . . . . . . . 27
How campaign management tools stack up. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
Appendix: respondent profiles. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38
In association with
Foreword by Adobe
It seems the world is shrinking before our

eyes. The average household now has
seven internet-enabled devices. Thanks to
mobile technology, consumers expect what
they want, when they want it. Theres no
doubt that smartphones and tablets have
made life more convenient for consumers,
but theyve also escalated expectations from
customers and added a layer of complexity
for marketers who must make sense of the
multichannel marketing maze.
Despite knowing what we need to do, too
few of us are actually doing it. And its time
we get to work. Thats one of the main
messages from The Multichannel Reality
report from Econsultancy and Adobe. As
I read through the research, based on a
survey of nearly 2,000 digital marketers and
ecommerce professionals, I was surprised
to learn that there hasnt been a notable
increase in the number of companies taking
an integrated approach across channels.
And even those of us who are tackling
multichannel marketing arent making much
progress.
These are the kinds of facts that may help

cautious CFOs recognize a wise investment.
Although only 17% of respondents indicate
they are fully capable of analyzing their
customers journeys, most plan to have this
capability or are working on it already.
But technology isnt the only answer when
it comes to tackling multichannel marketing.
The research also shows that a holistic
view of the customer continues to be a key
capability. Twenty-nine percent of responding
companies have this capability, up from 26%
two years ago.
As you take a look at the research in this
report, I hope it helps you re-assess your
multichannel marketing efforts so that your
company can create meaningful experiences
for your customers.
John Mellor
VP, Strategy, Business Development
and Marketing
Adobe
Some say its because we dont have the

right tools for the job. In fact, half of the
marketers surveyed said their companies
dont use integrated marketing technology.
They still have separate, non-connected
technologies managing data for different
channels. These non-integrated tech
platforms are a top-three obstacle to
integrated marketing, along with disparate
data sources and organizational structure.
Theres good news, though. The research
also shows that marketers who use crosschannel campaign management tools to
manage integrated marketing campaigns are
significantly more likely to hit financial goals.
In association with
Is integration at a
standstill?
Now more than ever, businesses need to

catch up with the reality of how consumers
are engaging across channels, and
increasingly in the expectation that the
experience will be seamless.
This Quarterly Digital Intelligence Briefing is
based on a survey of 1,945 digital marketers
and ecommerce professionals carried out
in June and July 2015, and follows up on a
similar piece of research from 2013.
At first glance, Figure 1 suggests that
theres been little movement in multichannel
marketing during the last two years.

Comparing both studies, the responses are
almost statistically identical. Yet for digital
marketers, that time has been devoted to
rapidly adding new capabilities to meet
the rising demands of connected, mobile
consumers.
The reality, then, is more dynamic than these
static figures suggest. After all, multichannel
marketing has to respond to the changes in
how consumers use, need and want brand
information that are happening in every
sector at an unprecedented rate.
Company respondents
Figure 1: Which of the following best describes how you carry out marketing
activities?
60%
50%
50%
46%
40%
30%
30%
29%
20%
10%
14%
14%
11%
6%
0%
We take an
integrated approach
to all our campaigns
across all channels
Most of our
campaigns are
integrated across
most channels
Some of our
campaigns are
integrated across
some channels
None of our
marketing campaigns
are integrated
2013
Econsultancy / Adobe Quarterly Digital Intelligence Briefing
2015
Respondents 2015: 851

In association with
Businesses need to catch up with

the reality of how consumers are
engaging across channels
Company respondents regional comparison
Figure 2: Which of the following best describes how you carry out marketing
activities?
100%
12%
90%
5%
39%
9%
48%
47%
80%
None of our marketing

campaigns are
integrated
70%
Some of our campaigns

are integrated across
some channels
60%
27%
50%
40%
29%
29%
30%
We take an integrated
approach to all our
campaigns across all
channels
29%
20%
10%
Most of our campaigns

are integrated across
most channels
14%
12%
0%
Europe
North America
APAC
As customer habits evolve, so does

multichannel marketing. For example, in
the two years since this study was last
conducted, mobile devices have come to
account for more than half of all time spent
with digital media.1 This variation constantly
moves the bar for marketers, pushing them
to expand their definition of multichannel and
challenging them to match it.
Every set of statistics in this section tells the
same story. The world of digital marketing
is broken into three cohesive groups: those
keeping pace with their customers, those
pushing to catch up and those being left
behind.
Sooner or later, every marketing organization
of significant size will have to follow the lead
1
Respondents: 851
of that first group of companies who take

an integrated approach to all marketing.
They recognize that their customers live
in a multichannel world and have invested
accordingly. When we look at them more
closely, we find that their success depends
on a mix of advanced strategy, process and
technology.
Multichannel marketing is much more than
simply launching campaigns that share
content across more than one channel.
Within the discipline are multiple capabilities,
from understanding how people choose
channels and travel between them, to
allocating resources based on their impact.
The capabilities outlined in Figure 3 map
to some of the most vital demands of
multichannel marketing.
comScore
In association with
Achieving a single customer view is

among the most difficult challenges
faced by modern marketers
Achieving a single customer view (SCV) is

the first step for many, but is also among the
most difficult challenges faced by modern
marketers. Bringing together information
from a variety of databases and marketing
technologies is complex for any organization.
This is especially true for those with large
consumer audiences that require an
especially wide array of marketing channels.
Often those same companies have
added challenges relating to international
operations and regular acquisitions that
introduce new data sources.
Customer journey analysis benefits greatly
from access to a single customer view,
but can be conducted independently.
Essentially its the ability to understand

how the customer moves from awareness
to purchase and ultimately to retention in
the context of their interaction across every
touchpoint in earned, owned and bought
media.
The challenge is significant, and keenly
important to the most sophisticated of
multichannel marketers; organizations
that are taking an integrated approach to
all their campaigns rank the complexity
of the customer journey as their number
one challenge to multichannel, compared
to a fifth-place ranking from the overall
sample. In other words this group has the
valuable information and insight to recognize
Company respondents
Figure 3: In the context of integrated marketing, how would you describe your
organizations capabilities in the following areas?
100%
90%
11%
12%
13%
11%
24%
25%
27%
30%
80%
14%
35%
20%
34%
70%
60%
39%
34%
Current capability
42%
36%
40%
20%
26%
19%
2013
34%
29%
10%
0%
Planning to have
capability
Working on capability
41%
50%
30%
No plans
2015
Single customer
view
2013
17%
15%
2015
2013
Customer journey
analysis
12%
2015
Data-driven marketing
decisions in real time
In association with
how much they have to learn about their

customers to be able to effectively market to
them across channels.
The most uncommon capability is realtime marketing (Figure 3), but thats going
to change dramatically in the next couple
of years, especially for consumer-focused
companies. But delivering intelligent,
relevant marketing and service content to a
customer based on time, location, behavior
means having both the integration necessary
for the single customer view and a deep
understanding of the customer journey.
Algorithms may decide on the content, but
they are powered by human insights, rules
and inspiration.
The drive to improve multichannel marketing
reflects the need perceived by leadership,
existing capability and the ability to align new
resources with the task. Responses from
across the globe suggest that the priority is
widely acknowledged, but North American
companies appear to have an edge in terms
of their current technologies and planning.
They are more than twice as likely as their
peers in Europe and Asia Pacific to be taking
an integrated approach to all marketing.
In association with
Tech is the great

enabler or the
biggest barrier
Disparate datasets within companies

across teams, channels and technologies
have been a key challenge for marketers
to overcome during the past few years.
Technology giants have addressed the
challenge by providing all-in-one marketing
clouds for companies to plug into, but for
those that can afford these solutions, there
remains the mammoth task of migrating onto
the new platform and collating and cleansing
old and new data. Particularly challenging
has been combining offline data with reams
of online data, with many (if not most)
companies having still not achieved the
much sought-after single customer view.
The debate still rages as to whether a single

cloud-based technology solution is more
advantageous to companies than numerous
specialized platforms, though the former
approach certainly brings benefits with its
ease of data management. Figure 4 shows
that while industry commentators might
discuss these benefits, the transition is not
being made by companies. Since 2013, the
proportion of respondents with separate,
non-connected technologies managing data
for different channels has decreased only
marginally, from 52% to 50%.
Company respondents
Figure 4: Which of the following statements best describes your marketing

technology in terms of its ability to manage data across multiple channels?
60%
50%
52%
50%
40%
2013
30%
27%
2015
30%
20%
13%
10%
12%
8%
8%
0%
We have separate,
non-connected
technologies
managing data for
different channels
We have separate,
but connected
technologies for
different channels
We have a single
platform that can
manage data from
some channels but
not others
We have a single
platform that
manages data across
multiple channels

In association with
Company respondents cross-tabulation
Figure 5: Proportion of companies taking an integrated approach to all campaigns

across all channels (by approach to marketing technology)
35%
30%
31%
25%
20%
20%
15%
14%
10%
9%
5%
0%
We have separate,
non-connected
technologies
managing data for
different channels
We have separate,
but connected
technologies for
different channels
We have a single
platform that can
manage data from
some channels but
not others
Only 8% have a single platform that

manages data across multiple channels; the
same proportion of companies as in 2013.
The reasons for the lack of progress within
data management could be numerous.
Price, internal buy-in, internal skills, legacy
technologies and data formats could all pose
insurmountable challenges for companies
with all the best multichannel data
management intentions.
It is likely that the rate of change prevents
any progression, as shown in Figure 4.
As channels and devices proliferate, the
challenge of including each new marketing
channel within a single platform continues,
and it could be that these new and emerging
10
We have a single
platform that
manages data across
multiple channels
Respondents: 833
channels are causing a perceived lack of

change in integrated data management.
Figure 5 shows that organizations with a
single platform that manages data across
multiple channels are most likely to take an
integrated approach to all campaigns across
all channels (31%).
Those with separate, non-connected
technologies have the lowest levels of
campaign integration; 67% of responding
companies in this category have zero or
limited integration across campaigns and
channels.
In association with
Figure 6 shows the range of challenges

facing those striving for more integrated
marketing activities in descending order of
significance. Non-integrated tech platforms
is seen as the most significant barrier to
integration, selected as a top-three obstacle
by more than half of the survey respondents
(56%), and as the single biggest problem by
18%.
only decrease the number of data sources

and reduce the obstacle presented by
disparate data.
The issue of disparate datasets across

devices and channels is also reflected
in the chart, with 47% saying disparate
data sources are a top-three obstacle to
consistently integrated marketing activities.
The top two obstacles are inherently linked.
Improvements in technology integration can
Encouragingly, lack of senior level buy-in

is the lowest-ranked barrier, selected by
only a fifth of respondents, and as the top
barrier by 7%. It seems that senior managers
appreciate the importance of a joined-up
marketing approach and that multichannel
marketing is becoming marketing.
Also indicated by Figure 6 is that lack

of budget, when it is an issue (for 38%
of respondents), is most likely to be the
greatest barrier (17%) rather than a
secondary or tertiary factor.
Company respondents
Figure 6: Please rank the top three obstacles to consistently integrated marketing activities.
18%
Non-integrated tech platforms
23%
16%
Disparate data sources

Organizational structure
12%
Complexity of customer journey
12%
17%
13%
6%
Lack of marketing skills
7%
Lack of senior level buy-in
11%
8%
6%
16% 39%
10%
12%
Company culture
14% 47%
15% 40%
11%
17%
Lack of budget
15% 56%
11% 38%
10% 33%
11% 25%
First choice
Second choice
Third choice
7% 20%
0%
20%
60%
40%
Respondents: 749
In association with
11
Specific challenges organizations are facing around cross-channel

campaign management
Alignment of messaging and execution across different channels to ensure
clarity of campaign and customer experience. Complexity of customer journeys
and systems prevents alignment of campaign execution across multiple
channels.
It is almost a hen-and-egg problem. Lack of senior level buy-in makes it easy
to hide the lack of marketing skills. And the lack of marketing skills prevents
people from pushing senior management in the right direction. The not-fitting
organizational structure is just a consequence.
Time, resources and will to develop integrated approaches, especially with
those who are gatekeepers but dont have direct buy-in.
Reporting on and efficiently using individual customer journey data. Delivering
individualized customer experience on our websites.
The way the organization is set up means that there are very few people truly
looking at cross-channel marketing campaigns. While it does happen, its
normally managed by different people with limited coordination.
The additional value/cost ratio of further integration beyond the somewhat
ad-hoc but reasonably effective mix that we have at present is not convincing
enough.
We just dont know when, where and how to start cross-channel multi-platform
integration.
It takes fundamental organizational change to instigate these things even if
theres C-level buy-in, its near impossible to jump through all the hurdles.
Marketing departments have not caught up with what the technology can now
enable them to do.
Survey respondents
12
In association with
Navigating the
customer journey
Understanding the customer journey

is becoming an increasingly important
requirement for marketers as the number of
digital and offline touchpoints proliferates.
To provide context, a touchpoint is any
moment when a customer or potential
customer interacts with the company,
its products and perhaps even its
intermediaries. The growing number of
digital touchpoints along with an increase in
device ownership and time spent online has
led to an understanding among marketers
that the customer journey is becoming an
increasingly important concept.
Traditionally, even in organizations that have
been developing their digital competencies,
individual marketing activities and digital
tools such as email, analytics and CRM have
been used in isolation. From a consumer
perspective, decisions can be made based
on interactions across multiple media,
devices and physical locations. This creates
a challenge for marketers seeking to interact
at important moments that may influence
consumers intention to purchase.
Companies have found it difficult to
analyze a joined-up customer journey
precisely because of the growing number of
touchpoints across the digital and physical
worlds. The good news, however, is that
while digital is certainly a factor leading
to higher customer expectations, it also
has a critical part to play in turning these
challenges into lucrative opportunities for
organizations to capture greater insights
and develop a single customer view to put
them in a position to really optimize the
experiences of their customers2.
Company respondents
Figure 7: In the context of integrated

marketing, how would you describe your
organizations customer journey analysis
capabilities?
11%
17%
Current capability
Working on
capability
30%
Planning to have
capability
No plans
42%
Econsultancy / Adobe Quarterly

Digital Intelligence Briefing
Respondents: 848
Given the scale of the challenges around

joining up data from so many different
sources from linking up legacy systems
to changing organizational dynamics and
making sense of customer data it is
unsurprising that only 17% of respondents
indicate that they are fully capable of
analyzing their customers journeys (Figure
7).
Encouragingly, the majority of respondents
appear to be either planning to have this
capability (30%) or are working on it already
(42%). Only 11% of respondents revealed
that they have no plans to develop this
competence.
Customer Experience Optimization Report. Available from:

https://econsultancy.com/reports/customer-experience-optimization
In association with
13
Figure 8 below shows that companies in

the consumer goods and financial services
sectors are most likely to have a current
capability in the area of customer journey
analysis. Along with the technology sector,

they are also most likely to be working on
having a capability.
Company respondents
Figure 8: Customer journey analysis capabilities by sector

100%
90%
10%
23%
5%
25%
4%
34%
8%
36%
8%
35%
80%
70%
60%
46%
49%
46%
39%
50%
43%
40%
30%
20%
21%
21%
17%
16%
14%
Retail / Mail
Order (including
online retail)
Technology
Travel and
Hospitality
10%
0%
Consumer
Goods
Current capability
Financial
Services and
Insurance
Working on capability
Planning to have capability
No plans
Respondents: Consumer Goods 57 | Financial Services and Insurance 94

Retail 105 | Technology 100 | Travel and Hospitality 51
The natural progression from developing

journey analysis capabilities is to implement
marketing activities that correspond with the
customer journey. With 17% of respondents
indicating that they have this capability
(Figure 7), it is no surprise that only 10% of
company respondents match channels and
content to a well-mapped customer journey
(Figure 9). In comparison, only 8% of
14
agencies say their clients map channels and

content to a well-mapped customer journey.
There is, however, a clear effort among
the majority of respondents to make some
attempt to match channels and content to
a roughly-mapped customer journey. While
only 17% of respondents indicate that they
have the analysis capabilities to do this,
In association with
Only 10% of companies match

channels and content to a wellmapped customer journey
nearly two-thirds of companies (64%) and

agencies (61%) indicate that they or their
clients at least try to match channels and
content to a roughly-mapped customer
journey. Organizations in the financial
services and insurance sector are twice as
likely to closely match channels and content
to a well-mapped customer journey as their
peers in travel and hospitality (12% versus
6%), as seen in Figure 10.
It is unclear how they are doing this but

it does raise the question of what kind of
understanding they currently have about
customer journeys. If we delve deeper and
refer to Figure 11, we can see that around
half of respondents claim to have a fair
understanding of each stage of the customer
journey.
Figure 9: How does your organization (or how do your clients) carry out marketing
activities based on the customer journey?
70%
64%
60%
61%
Company respondents
Agency respondents
50%
40%
30%
31%
26%
20%
10%
10%
8%
0%
We / they closely match
channels and content to
a well-mapped customer
journey
We / they try to match

channels and content to a
roughly-mapped customer
journey
We / they dont really

attempt to match marketing
activities to the customer
journey
Company respondents: 754

Agency respondents: 573
In association with
15
Company respondents sector comparison
Figure 10: How does your organization carry out marketing activities based on the
customer journey?
100%
29%
22%
23%
22%
19%
66%
68%
68%
9%
10%
Retail / Mail
Order (including
online retail)
Technology
90%
80%
70%
61%
75%
60%
50%
40%
30%
20%
10%
10%
12%
Consumer
Goods
Financial
Services and
Insurance
0%
6%
Travel and
Hospitality
We dont really attempt to match marketing activities to the customer journey

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

16
In association with
Company respondents
Figure 11: How would you describe your organizations understanding of the different
phases of the customer journey?
Research phase when customers are
getting to know our brand / products
18%
54%
28%
Consideration phase when customers

are evaluating / comparing our brand /
products
17%
55%
28%
Acquisition phase when customers are

encountering our brand / products
29%
Conversion phase when customers act to

purchase / subscribe, etc.
27%
Retention phase when first-time

customers become brand advocates and
loyalists
21%
0%
20%
52%
21%
49%
30%
100%
50%
Strong understanding
Unsurprisingly, the areas where

organizations have the strongest
understanding of their customer journeys
are at the acquisition and conversion
stages. Other phases, such as research,
consideration and retention, are more
shrouded in mystery, clearly suggesting
that companies need to work on their
understanding of these crucial stages both
before and after conversion.
51%
Fair understanding
Poor understanding
Respondents: 747
Recent research3 revealed that complexity

and number of touchpoints is perceived to
be the most significant issue preventing
organizations from gaining a better
understanding of the customer journey, with
more than a third (35%) citing it. It follows
then that when asked about barriers to
mapping the customer journey (Figure 12),
respondents cited a lack of systems as being
the greatest challenge. Analysis skills on the
Understanding the Customer Journey Report. Available from:

https://econsultancy.com/reports/understanding-the-customer-journey/
In association with
17
Focusing on single touchpoints

can divert attention from the
customers entire journey
other hand would appear to be less of an

issue.
A Harvard Business Review article from
20134 points out that focusing too narrowly
on maximizing satisfaction at discrete
touchpoints can lead companies to think
of customers as being happier than they

actually are. Focusing on single touchpoints
can divert attention from the customers
entire journey. There is an entire relationship
to be understood from customer acquisition
to retention.
Company respondents
Figure 12: Do you agree or disagree with the following statements?

100%
90%
80%
70%
60%
3%
13%
4%
10%
17%
20%
34%
34%
5%
17%
24%
21%
37%
31%
40%
33%
Strongly
disagree
Somewhat
disagree
22%
50%
30%
8%
Neutral
Somewhat
agree
Strongly
agree
32%
20%
19%
10%
16%
0%
We lack the
systems to
effectively map
the customer
journey
We lack the
time/resource to
effectively map
the customer
journey
We lack
the data to
effectively map
the customer
journey
18
We lack the
analysis skills to
effectively map
the customer
journey
Respondents: 357
The Truth About Customer Experience. Harvard Business Review.

Available from: https://hbr.org/2013/09/the-truth-about-customer-experience
In association with
Mapping mobile
touchpoints
Understanding the mobile customer journey

presents a complex challenge for marketers.
Smartphones give us the opportunity to
reach the right customer at (potentially)
exactly the right time and the right place.
But the reality can often fall short, due to a
variety of reasons.
Given the challenges associated with
understanding the customer journey as a
whole and the widespread feeling of a dearth
of adequate systems, data and resources
(Figure 12), it is no surprise to see that
marketers respond similarly when shown the
same statements explicitly in the context of
mobile (Figure 13).
A high proportion of respondents broadly

agree that they lack the capabilities to
effectively map the mobile customer journey.
Two-thirds (67%) of respondents agree that
they lack the systems to effectively map the
mobile customer journey, and the proportion
is similar for mobile data, and time and
resource.
Mobile is a critical component of a
multichannel strategy as the primary
personal device, it can help link all digital
marketing activity for the benefit of the
customer. There remains a significant
gap between those who are realizing the
potential of mobile and those who are not.
Company respondents
Figure 13: Do you agree or disagree with the following statements?

100%
90%
5%
12%
5%
13%
7%
11%
80%
16%
18%
18%
36%
36%
70%
60%
37%
50%
Strongly
disagree
20%
Somewhat
disagree
21%
Neutral
Somewhat
agree
Strongly
agree
31%
40%
30%
10%
30%
20%
28%
28%
18%
10%
0%
We lack the
systems to
effectively map
the mobile
customer journey
We lack the
mobile data to
effectively map
the customer
journey
We lack the
time/resource
to effectively
map the mobile
customer journey
We lack the
analysis skills
to effectively
map the mobile
customer journey
Respondents: 359
In association with
19
Figure 14: Considering what you (or your clients) know about the customer journey,
how important do you believe it will be to analyze customer behavior and respond in
real time (nearly instant, automated response)?
60%
50%
54%
49%
40%
38%
Company respondents
Agency respondents
41%
30%
20%
10%
7%
8%
1%
2%
0%
Very important
Quite important
Not very important
As already noted, the mobile device is

perhaps the best medium to deliver timely
messaging. With the right data and analytics
its feasible for organizations to conduct
real-time marketing, something respondents
considered to be very important. As seen
in Figure 14, over half (54%) of company
respondents thought analysis of customer
behavior combined with a real-time response
was very important and 38% thought it to be
quite important.
Based on responses to several statements
about mobile capabilities, it seems marketers
have yet to take full advantage of the mobile
opportunities being afforded. While twothirds (65%) of respondents say they use
responsive design to ensure a better email
20
Not at all important

experience on mobile devices, less than half

agree that messaging apps are integral to
their multichannel marketing efforts (41%) or
that they can identify users across different
devices and store data centrally (40%), as
seen in Figure 15.
Half (50%) of respondents disagree that
they can send relevant, permission-based
push messages based on location. This
is perhaps the most significant area of
opportunity for marketing through mobile.
As seen in Figure 14, the majority of survey
respondents agree that real-time response is
important, and sending relevant messages
based on location is a large component of
real-time marketing.
In association with
Again, it is clear that there is a gap to fill

between the potential of using mobile in
a multichannel marketing strategy and
understanding the execution of mobile as
part of multichannel. There are a significant
number of organizations missing out. It is

clear that mobile has huge potential for a
multichannel strategy, yet broad investment
is required in skills and systems to fully
understand the mobile customer journey.
Company respondents
Figure 15: To what extent do you agree with the following mobile-related statements?
100%
90%
80%
10%
24%
24%
16%
14%
20%
22%
17%
15%
28%
26%
50%
20%
19%
40%
30%
30%
8%
70%
60%
18%
37%
24%
24%
25%
19%
20%
10%
17%
16%
15%
Messaging
apps are
integral to our
multichannel
marketing
efforts
We can identify
users across
different
devices and
store data
centrally
We target
display
advertising
messages
based on
location
12%
0%
We use
responsive
design to
ensure a
better email
experience on
mobile devices
We send
relevant,
permissionbased push
messages
based on
location
Strongly agree Somewhat agree Neutral Somewhat disagree Strongly disagree
Respondents: 659
In association with
21
Email and the customer

journey: vital from
start to finish (and still
underestimated)
According to the Interactive Advertising

Bureau5, the average household now has
seven internet-enabled devices, giving
consumers more choices as to how and
when they engage with companies. From
a marketer perspective, there is more
complexity than ever, with many organizations
accepting the fact that there are likely to be as
many journeys as there are customers.
The popularity of email apps means that open
rates on mobile now exceed desktop6. With
consumers spending more time on mobile,
email is increasingly binding multichannel
strategies together. For example, according to

the Direct Marketing Association, consumers
spent 2.02 hours a day on email at home in
2014, up from 1.74 in 2010.
This is reflected in Figure 16, which
emphasizes the significance of emails role
across all phases of the customer journey.
Inexpensive to personalize and automate,
and highly trackable, the channel is now key
to marketers engagement strategy with
progressive companies using email to build
long-term relationships that go beyond the
sale.
Company respondents
Figure 16: How would you describe the role of email in the different phases of the
customer journey?
100%
90%
9%
33%
5%
23%
8%
29%
4%
14%
6%
23%
80%
40%
70%
60%
50%
52%
41%
41%
44%
40%
42%
30%
30%
20%
10%
14%
20%
22%
Consideration
phase
Acquisition
phase
0%
Research
phase
Conversion
phase
Retention
phase
Central role Important role Limited role No role
22
Respondents: 693
IAB / PwC Digital Adspend Study. Summary available from:

http://www.iabuk.net/sites/default/files/research-docs/IAB_PWC_AdspendOnePager_2014.pdf
Mobile: 5 Trends to Watch. Return Path. Available from:

http://returnpath.com/wp-content/uploads/2015/02/Return-Path-5-Mobile-Trends-to-Watch.png
In association with
Two in five marketers agree that

email has a central role in the
retention phase
Looking at Figure 17, marketers are least

likely to have a strong understanding of the
research and consideration phases.
Although only 21% claim a strong
understanding of the retention phase, twice
as many marketers (42%) agree email plays
a central role here. This can range from

relevant post-sales messages (cross-sell
and upsell opportunities) to personalized
messages that can be used to develop
and amplify the customer relationship
(from surveys to offering gifts on special
occasions).
Company respondents
Figure 17: Proportion of company respondents saying they have a strong

understanding of the different phases of the customer journey vs proportion saying
that email has a central role in these phases
18%
Research phase
14%
Proportion of company
respondents saying
they have a strong
understanding of the
different phases of the
customer journey
17%
Consideration phase
20%
29%
Acquisition phase
22%
27%
Conversion phase
Proportion of company
respondents saying that
email has a central role
in these phases of the
customer journey
30%
21%
Retention phase
42%
0%
10%
20%
30%
40%
50%
Respondents: 693
In association with
23
Company respondents
Figure 18: Does your organization have the following email-related capabilities?
Previewing how emails will render on different
devices and clients (e.g. Gmail)
55%
50%
Creating and segmenting email list by personas

Dynamically delivering email content
based on own customer data
43%

based on behavior
28%

based on web and/or mobile app behavior
19%
Dynamically delivering email content personalized at

open time (depending on time, location, weather etc.)
17%

based on third-party data partners
16%
21%
None of the above

0%
The increased variety and volume of marketing

channels provides marketers with a means
of connecting to their customers in more
relevant and meaningful ways. For example,
a greater number of channels provide more
data collection opportunities. This enhanced
understanding of customers can then be used
to fine-tune marketing messages.
The ability for email to render on different
devices is a hygiene factor; if your creative
doesnt download, its a lost marketing
opportunity. As seen in Figure 18, over
half (55%) of respondents claim theyre
able to preview how emails will render on
different devices and clients. Almost as
24
20%
40%
60%
Respondents: 685
many marketers agree that they have the

capabilities to create and segment lists
by personas (50%) and 43% are using
customer data to inform email content
strategy, critical for engaging and connecting
via increasingly cluttered inboxes.
However, it is obvious marketers are
struggling to gain a single view of the
customer, and lack the capabilities to
automate email at multiple touchpoints.
Half as many respondents agree their
capabilities stretch to dynamically delivering
email content based on web or mobile app
behavior (19%), time of opening (17%) and
third-party data partners (16%).
In association with
Marketers need to raise their

expectations when it comes to the
role of email in the customer journey
The majority of capabilities outlined in Figure

19 are regarded by marketers as very or
quite important. But capabilities are only
half the story. Industry practitioners also
need to raise their expectations when it
comes to the role of email in the customer
journey. That is, pursue a more ambitious
approach to achieve best practice.
According to Econsultancys 2015 Email

Marketing Industry Census7, theres a
case of familiarity breeds contempt. Its
been around and worked so well as a core
channel that its taken for granted. According
to the same report, for example, the amount
of overall marketing budget attributed to
email is in decline (13% down from 16% in
the previous year).
Company respondents
Figure 19: How important will it be to have these capabilities moving forward?
Creating and segmenting email list
by personas
58%
35% 7%

based on behavior
57%
37% 6%

based on own customer data
54%

based on web and/or mobile app behavior
47%
Previewing how emails will render on

different devices and clients (e.g. Gmail)
42% 11%
44%

personalized at open time (depending on
time, location, weather etc.)
47% 9%
42%

based on third-party data partners
40%
23%
0%
Very important
40% 6%
42%
18%
35%
50%
Quite important
100%
Not important
Respondents: 565
Email Marketing Industry Census 2015. Available from:

https://econsultancy.com/reports/email-census
In association with
25
The tangible impact

of cross-channel
campaign management
Cross-channel campaign management can

be defined as the practice of organizing,
designing, executing and measuring
marketing communications that span both
digital and traditional channels. When
done effectively, cross-channel marketing
can result in consistent, personalized
campaigns that deliver the best experience
for customers and help organizations reap
significant, often profit-maximizing, rewards
in the process.
Despite these benefits, campaign
management is carried out in a fairly basic
fashion in many companies and the various
touchpoints through which customers interact

with brands are not orchestrated through a
centralized marketing platform, let alone fully
analyzed and understood. Most organizations
can engage with customers in outbound
(80%) or inbound (75%) channels, but over
two-thirds (69%) struggle to combine these
channels in an orchestrated, consistent
fashion, according to Adobe research8.
While theres certainly room for
improvement, many organizations are taking
steps in the right direction, as almost three in
five identified cross-channel marketing as a
key focus for them in 2015.9
Figure 20: Do you (or your clients) use a cross-channel campaign management tool?
60%
50%
Company respondents
Agency respondents
40%
47%
50%
30%
20%
20%
26%
23%
20%
10%
7%
7%
0%
Yes, we / they use a
third-party solution
Yes, we / they use

a solution that was
built in-house
No, we / they are

evaluating solutions
26
No, no plans to use

such a tool

ssessing Campaign Management Maturity. Adobe. Available from: http://success.adobe.com/en/na/programs/products/

A
digitalmarketing/campaign/1404-50264-assessing-management-maturity.html
Econsultancy / Adobe Quarterly Digital Intelligence Briefing: 2015 Digital Trends. Available from:
https://econsultancy.com/reports/quarterly-digital-intelligence-briefing-2015-digital-trends/
In association with
Only around a quarter of

companies use a cross-channel
campaign management tool
Company respondents
Figure 21: Use of cross-channel campaign management tools by sector

100%
33%
22%
25%
16%
23%
90%
80%
70%
60%
50%
49%
55%
54%
39%
50%
40%
30%
20%
5%
23%
4%
25%
Consumer
Goods
Financial
Services and
Insurance
12%
7%
14%
22%
6%
16%
Retail / Mail
Order (including
online retail)
Technology
Travel and
Hospitality
10%
0%
No, no plans to use such a tool

No, we are evaluating solutions
Yes, we use a solution that was built in-house
Yes, we use a third-party solution

As seen in Figure 20, while only around a

quarter (27%) of organizations surveyed use
a cross-channel campaign management tool
(either third-party or built in-house), nearly
half (47%) indicate they are evaluating
solutions.
As is the case with any marketing
technology, higher earners are more likely
to invest: companies with revenues of more
than $75m annually are 68% more likely to
use a cross-channel campaign management

tool compared to those earning under $75m
(32% compared to 19%).
While retail and travel & hospitality
organizations are least likely to be using
cross-channel campaign management tools
(either third-party or built in-house), this is
set to change in the near future as over half
(54% and 55% respectively) claim to be in
the evaluation stage (Figure 21).
In association with
27
Figure 22 shows that cross-channel

campaign management tools typically have a
significant impact on marketing performance,
with nine in ten respondents describing the
impact as either high (38%) or medium
(50%). None of the organizations surveyed
said that using campaign management tools
had no impact.
Interestingly, organizations using third-party

solutions are nearly 50% more likely to say that
have had a high impact on their marketing
performance than those using tools which
were built in-house. Overall, the vast majority
of both groups (89% and 85% respectively)
describe the impact as high or medium.
Figure 22: How would you describe the impact of using a cross-channel campaign
management tool on your (or your clients) marketing performance?
60%
50%
40%
50%
50%
42%
Company respondents
38%
Agency respondents
30%
20%
12%
10%
7%
0%
High impact
Medium impact
28
Low impact
0%
1%
No impact
In association with
The purpose of any marketing optimization

effort should ultimately be to improve
business performance, either maximizing
brand value or improving the bottom line.
Only 7% of companies indicate they always
hit financial targets and schedules when it
comes to managing and optimizing crosschannel campaigns, with an additional 37%
saying they often do so (see Figure 23).
Figure 23: How would you describe the efficiency with which your (or your clients)
marketing team can manage and optimize cross-channel campaigns?
50%
Company respondents
Agency respondents
47%
40%
41%
37%
33%
30%
20%
10%
11%
7%
0%
12%
5%
We / they always We / they usually

hit financial
hit financial
targets and
targets and
schedules
schedules
4%
We / they
sometimes hit
financial targets
and schedules
We / they rarely
hit financial
targets and
schedules
3%
We / they never
hit financial
targets and
schedules

In association with
29
Company respondents cross-tabulation
Figure 24: Level of efficiency with which marketing teams can manage and optimize
cross-channel campaigns and use of cross-channel campaign management tools
100%
90%
1%
7%
42%
80%
3%
6%
6%
31%
11%
43%
70%
60%
50%
9%
15%
We never hit
financial targets
and schedules
41%
We rarely hit
financial targets
and schedules
We sometimes
hit financial
targets and
schedules
51%
39%
37%
40%
We usually hit
financial targets
and schedules
30%
30%
We always hit
financial targets
and schedules
20%
10%
11%
0%
Yes, we use
a third-party
solution
6%
6%
5%
Yes, we use a
solution that was
built in-house
No, we are
evaluating
solutions
No, no plans to
use such a tool
Figure 24 illustrates the cross-tabulation

between use of cross-channel campaign
management tools and level of efficiency
with which marketing teams can manage
and optimize cross-channel campaigns.
Those using third-party solutions are nearly
twice more likely to always hit their targets
than the rest.
Over half (52%) of organizations using
(either third-party or in-house) indicate they
usually or always hit their targets. This
compares to 40% of those who are either
30
Respondents: 746
in the evaluation phase or have no plans to

implement this technology.
Emails often feature as hooks in customer
engagement strategies because they provide
an incentive (usually by providing information
or adding context) for consumers to engage
with brands using other channels. Layering
cross-channel campaign management
capabilities with those of a powerful email
platform not only means that email becomes
an integral part of marketing strategies, but
also adds a new dimension when building
comprehensive customer profiles.
In association with
Those using cross-channel

campaign management tools are
more likely to hit financial targets
Encouragingly, as seen in Figure 25, only

a third of those surveyed say they use
separate, non-integrated technologies for
cross-channel campaign management and
email. Just under a third (30%) use the
same technology for both, while two in five
(37%) say the technologies are separate yet
integrated.
Further analysis of the data reveals that

companies using the same platform for
their cross-channel campaign management
and email activities are more likely to
describe the tools impact on their marketing
performance as high (51% compared to
33% of those using separate technologies).
Figure 25: Is your (or your clients) cross-channel campaign management tool a
separate technology to your (or their) email marketing system?
50%
44%
Company respondents
40%
37%
30%
38%
Agency respondents
33%
30%
20%
18%
10%
0%
Yes, it is separate
and not integrated
Yes, it is separate
but integrated
No, it is the
same platform

In association with
31
How campaign
management tools
stack up
For the purposes of this research, we

identified six key capabilities of effective
campaign management tools. As can be
seen in Figure 26, the majority of client-side
respondents say their chosen technology
is able to deliver on visual reporting tools
to monitor performance easily (62%),
functionality which is increasingly important
for time-starved marketers who want to be
able to see and digest information about
their campaigns as quickly as possible.
Similarly, more than half of respondents say
their tools enable them to consolidate data
across all touchpoints (61%) and to run
automated campaigns based on customer
events (56%). Bringing together data from
key channels is an obvious pre-requisite for
integrated marketing while the lines between
marketing automation and multichannel

campaign management have become so
blurred that some would argue they are now
one and the same thing.
Conversely, less than half of respondents
say that their tools ensure consistency
and experience across all channels (46%),
enable them to build individual profiles
based on behavior and interests across
channels (44%) and to connect online and
offline executions (39%).
Its disconcerting that only a minority
of respondents say their campaign
management tools have capabilities that go
to the heart of what this type of marketing
technology should be providing.
Figure 26: Which of the following capabilities does your (or your clients) campaign
management tool offer?
62%
Visual reporting tools to

monitor performance easily
67%
61%
Consolidating data across all touchpoints
60%
56%
Running automated campaigns

based on customer events
53%
46%
Ensuring consistency and

experience across channels
49%
44%
Building individual profiles based on

behavior and interests across channels
45%
39%
Connecting online and offline executions
35%
0%
32
20%
40%
Company respondents
Agency respondents
60%
80%

In association with
Company respondents
Figure 27: How do you rate your campaign management tool for the following
capabilities?
100%
90%
1%
4%
29%
6%
39%
1%
4%
39%
33%
35%
22%
21%
2%
1%
1%
38%
7%
38%
6%
42%
80%
70%
60%
34%
50%
45%
40%
37%
40%
30%
32%
20%
10%
15%
14%
14%
Ensuring
consistency
and
experience
across
channels
Consolidating
data
across all
touchpoints
Visual
reporting tools
to
monitor
performance
easily
0%
Running
automated
campaigns
based on
customer
events
Building
individual
profiles based
on behavior
and interests
across
channels
Connecting
online
and offline
executions
Excellent Good Okay Poor Very poor
Respondents: 136
Note: The sample includes those who use third-party tools or solutions which were built in-house.
Figure 27 shows how marketers rate their

tools for the capabilities their vendors are
offering.
Those with an optimistic disposition will
note that more than half of marketers say
their tool is at least good for all of these
capabilities, while only a small proportion of
marketers rate their technology as poor or
very poor in any of these departments.
Figure 28 shows the extent to which

marketers agree or disagree with a number
of statements relating to their campaign
management tools capabilities. There
are three clear areas where respondents
are most likely to see deficiencies in their
technology, all of which are critical for
successful integrated marketing:
In association with
33
The ability to integrate online and

offline aspects of customer interaction
is an integral part of the customer view
Company respondents
Figure 28: Thinking about your campaign management tools capabilities,

please indicate whether you agree or disagree with the following statements.
We can get campaigns up
and running more quickly
20%
We have a real-time view of exactly how

our marketing campaigns are performing
17%
We understand how users engage with

rich content (video, animation, product
viewers) on our sites
17%
We can effectively collaborate

on campaign content
17%
We have access to a single view of the

customer across email / web / mobile /
social and offline channels
15%
We can integrate online and offline

channels within the same system
14%
We can break silos between direct

marketing and advertising campaigns
14%
We are able to adapt the user

experience based on context in real time
38%
22%
35%
25%
43%
32%
29%
8%
28%
0%
13% 8%
24%
22%
20%
32%
14% 9%
19%
40%
12% 7%
18%
20%
31%
22%
13% 7%
13%
17%
14% 9%
22%
20%
100%
50%
Strongly agree Somewhat agree Neutral Somewhat disagree Strongly disagree
360-degree customer view

As previously mentioned, only 44% of
companies say their campaign management
tool enables them to build individual profiles,
and this challenge is also highlighted by
Figure 28. Almost a third of respondents
disagree that they have access to a single
view of the customer across email / web /
mobile / social and offline channels.
34
Respondents: 197
For many companies, this is where

the ability to provide the best possible
customer experience breaks down,
because the left hand of the marketing
department doesnt know what the right
hand is doing. Companies are typically
getting better at integrating their email
and web data, for example sending emails
triggered by a visit to a particular part of
the website such as a product page or
In association with
indeed a checkout page where a purchase

was not forthcoming. But they now need
to go a stage further and make sure that
information from other data-rich channels,
such as social and mobile, is also being
factored into the equation.
Integration of online and offline

channels
The ability to integrate online and offline
aspects of customer interaction is an
integral part of the customer view, and
worth highlighting because of additional
complications involved when trying to
be consistent across digital and nondigital channels. More than a third of
respondents (37%) say their system is
unable to integrate online and offline
channels. It is clear that this challenge
is not just about collecting the data, but
also about then being able to execute
through the right channel based on timely
information.
As seen in Figure 26, only 39% of
marketers say their tool allows them to
connect online and offline executions, the
lowest proportion for any of the selected
capabilities.
If a customer prefers certain types of
information by direct mail but other
communication by email, then your
technology needs to be teed up for the
most appropriate outreach and interaction.
Ability to adapt the user experience

based on context in real time
The average attention span of a human is
eight seconds, according to the National
Center for Biotech Information. The ability
to modify the user experience based on
context in real time is something which is
broadly recognized as becoming crucial,
with 92% of respondents agreeing it is
important to analyze customer behavior
and respond in real time (Figure 14).
Services such as Google Now and
Microsofts Windows phone personal
assistant, Cortana, are increasing
consumers expectations around how
technology can anticipate their needs
based on their location, situation and time
of day.
From a marketers perspective, a
contextually optimized communication
might be a timely push message from
an app when a consumer or prospect is
at or near a particular location. The form
of the content should also be tailored to
the device in question, with smartphone
content more likely to be streamlined with
a view to the user being able to achieve a
particular task as seamlessly as possible.
But despite this universal agreement
about the importance of a real-time
response, an instantaneous or nearinstantaneous response which is tailored
to a particular context is the area where
marketers feel least equipped to deliver.
Only 36% of respondents agree they can
adapt the user experience appropriately in
real time, compared to 42% who disagree.
In association with
35
36
In association with
Appendix:
respondent profiles
This Quarterly Digital Intelligence Briefing

is based on an online survey of nearly
2,000 marketing, digital and ecommerce
professionals, carried out in June and July
2015.
Figure 29: Which of the following best

describes your company or role?
A total of 1,945 respondents took part

in the survey, including 55% marketing
professionals from the client-side and 45%
from the supply-side (including agency
marketers, consultants and those working
for technology vendors or other service
providers).
45%
Client-side (part of
an in-house team)
Agency / vendor /
consultant
55%
The following charts provide further details

on the profile of survey respondents.
Note: The 2013 data is based on the
Econsultancy / Adobe Channels in Concert:
Trends in Integrated Marketing report10.
Econsultancy / Adobe Quarterly

Digital Intelligence Briefing
Respondents: 1,945
Figure 30: In which region are you based?

80%
70%
75%
60%
50%
40%
30%
20%
10%
10%
7%
6%
1%
1%
North
America
Australia /
New
Zealand
Middle East
Other
0%
Europe
Asia

10
Respondents: 1,945
https://econsultancy.com/reports/quarterly-digital-intelligence-briefing-integrated-marketing/
In association with
37
Respondents based in Europe
Figure 31: In which of the following countries are you based?

40%
UK
17%
Germany
10%
France
5%
Netherlands
4%
Switzerland
4%
Spain
Belgium
3%
2%
2%
Denmark
Austria
Italy
1%
Finland
1%
Luxembourg
1%
10%
Other
0%
5%
10%
15%
20%
25%
30%
35%
40%
Respondents: 1,455
Respondents based in Asia
Figure 32: In which of the following countries are you based?

44%
India
19%
Singapore
9%
Malaysia
7%
China
4%
Indonesia
Thailand
3%
Philippines
3%
2%
Taiwan
Japan
1%
8%
Other
0%
5%
10%
15%
20%
38
25%
30%
35%
40%
45%
Respondents: 193
In association with
Figure 33: What best describes your position at your company?

Manager
12%
15%
Senior director / Director
9%
3%
Junior executive
8%
Consultant
Analyst
4%
19%
Company respondents
7%
Agency respondents
6%
Board level / business owner

CMO / VP
44%
19%
28%
4%
4%
CIO / CTO
1%
2%
Other
6%
9%
0%
10%
20%
30%
40%
50%
Company respondents: 1,033

Company respondents
Figure 34: In which business function do you work?

55%
Marketing
9%
Ecommerce
6%
IT
Analytics team
4%
Sales
4%
Web development
4%
3%
Content / editorial
Operations
2%
Customer service
2%
11%
Other
0%
10%
20%
30%
40%
50%
Respondents: 1,041
In association with
39
Company respondents
Figure 35: In which business sector is your organization?

Technology
12%
Retail / Mail Order (incl. online retail)
12%
10%
Financial Services and Insurance

7%
Manufacturing and Engineering

Consumer Goods
6%
Travel and Hospitality
6%
Media
5%
Charities and Non Profit
5%
5%
Print / Publishing
Professional Services
4%
Healthcare and Pharma
4%
Telecoms
4%
4%
Government
2%
Automotive
1%
Gaming and Gambling
13%
Other
0%
5%
10%
15%
Respondents: 1,025
Figure 36: Are you more focused on B2B or B2C marketing?

45%
44%
40%
35%
30%
25%
38%
35%
30%
27%
26%
20%
15%
10%
5%
0%
B2C marketing
B2B marketing
B2B and B2C (equally)

Company respondents
40
Agency respondents

In association with
Figure 37: What is your annual company revenue?

50%
45%
44%
40%
35%
30%
31%
25%
25%
20%
15%
10%
16%
12%
17%
15%
11%
5%
5%
4%
0%
Less than
$1.5 million
15%
$1.5 - $15
million
$15 - $75
million
$75 - $225
million
$225 million
- $1.5 billion
Company respondents
5%
More than
$1.5 billion
Agency respondents

In association with
41
42
In association with
Quarterly Digital
Intelligence
Briefing
The Multichannel
Reality
in association with
Published September 2015
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Quarterly

Published September 2015

All rights reserved. No part of this publication may be

Econsultancy New York

Quarterly Digital Intelligence Briefing: The Multichannel Reality

Tech is the great enabler or the biggest barrier. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

Navigating the customer journey . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

Mapping mobile touchpoints . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20

Email and the customer journey: vital from start to finish

The tangible impact of cross-channel campaign management . . . . . . . . . . . . . 27

How campaign management tools stack up. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33

Appendix: respondent profiles. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38

Quarterly Digital Intelligence Briefing: The Multichannel Reality

It seems the world is shrinking before our

These are the kinds of facts that may help

Some say its because we dont have the

Quarterly Digital Intelligence Briefing: The Multichannel Reality

Now more than ever, businesses need to

marketing during the last two years.

Econsultancy / Adobe Quarterly Digital Intelligence Briefing

Quarterly Digital Intelligence Briefing: The Multichannel Reality

Respondents 2015: 851

Businesses need to catch up with

Company respondents regional comparison

None of our marketing

Some of our campaigns

Most of our campaigns

Econsultancy / Adobe Quarterly Digital Intelligence Briefing

As customer habits evolve, so does

of that first group of companies who take

Quarterly Digital Intelligence Briefing: The Multichannel Reality

Achieving a single customer view is

Achieving a single customer view (SCV) is

Essentially its the ability to understand

Econsultancy / Adobe Quarterly Digital Intelligence Briefing

Quarterly Digital Intelligence Briefing: The Multichannel Reality

how much they have to learn about their

Quarterly Digital Intelligence Briefing: The Multichannel Reality

Tech is the great

Disparate datasets within companies

The debate still rages as to whether a single

Figure 4: Which of the following statements best describes your marketing

Econsultancy / Adobe Quarterly Digital Intelligence Briefing

Quarterly Digital Intelligence Briefing: The Multichannel Reality

Respondents 2015: 848

Company respondents cross-tabulation

Figure 5: Proportion of companies taking an integrated approach to all campaigns

Econsultancy / Adobe Quarterly Digital Intelligence Briefing

Only 8% have a single platform that

channels are causing a perceived lack of

Quarterly Digital Intelligence Briefing: The Multichannel Reality

Figure 6 shows the range of challenges

only decrease the number of data sources

The issue of disparate datasets across

Encouragingly, lack of senior level buy-in

Also indicated by Figure 6 is that lack

Non-integrated tech platforms

Disparate data sources

Complexity of customer journey

Lack of marketing skills

Lack of senior level buy-in

Econsultancy / Adobe Quarterly Digital Intelligence Briefing

Quarterly Digital Intelligence Briefing: The Multichannel Reality

Econsultancy / Adobe Quarterly Digital Intelligence Briefing

Econsultancy / Adobe Quarterly Digital Intelligence Briefing

Econsultancy / Adobe Quarterly Digital Intelligence Briefing

Econsultancy / Adobe Quarterly Digital Intelligence Briefing

Econsultancy / Adobe Quarterly Digital Intelligence Briefing

Econsultancy / Adobe Quarterly Digital Intelligence Briefing

Customer Experience Optimization Report. Available from:

Econsultancy / Adobe Quarterly Digital Intelligence Briefing

Econsultancy / Adobe Quarterly Digital Intelligence Briefing

Understanding the Customer Journey Report. Available from:

Econsultancy / Adobe Quarterly Digital Intelligence Briefing

The Truth About Customer Experience. Harvard Business Review.

Econsultancy / Adobe Quarterly Digital Intelligence Briefing

Econsultancy / Adobe Quarterly Digital Intelligence Briefing

Econsultancy / Adobe Quarterly Digital Intelligence Briefing

Econsultancy / Adobe Quarterly Digital Intelligence Briefing

IAB / PwC Digital Adspend Study. Summary available from:

Mobile: 5 Trends to Watch. Return Path. Available from: