Gartner-2023年一季度首席营销官（英）-2023

The

ChiefMarketingOfficerFirstQuarter

2023LeadershipSpotlightLeadership

Visionfor

Defining

MomentsLetter

From

the

EditorThefirstquarter

of

2023

hasforced

CMOstocontendwithmany

of

thesameuncertainties

thatdefined2022.

TheRussian

invasion

of

Ukraine,

continuedthreats

of

economicvolatility

andconsumeruneasepersist.

Successin2023

willbedeterminedby

your

abilitytocombinea

response

toshifts

incustomerdemandwithshoringupinternalbudgetingandplanning.Thisissueof

TheChief

Marketing

Officer

bringsnew

perspective

totheconsumer,

budgetaryandmacro

challenges

CMOsare

facing

thisyear,

alongwiththeleadershipvisionthey’ll

needtorespond

tothem.First,

we

explore

theleadershipvisionrequired

todrive

efficientgrowth

ina

potentiallyvolatileenvironment.

It’s

imperative

thatyou

show

a

relentless

focus

oncustomervalue,purposefulevolution

of

themarketingfunction

andcontinualoptimizationof

brand

value.We

thenexamine

theconsumerandcultural

trends

shaping2023.

Consumers

have

entered

theyearseekingself-reflection

andcomfort,

findingmeaning

andjoy

intheirpostpandemicroutines.1

Provideopportunities

for

consumers

toexplore

andhelpthemintheirsearch

for

comfort

andjoy.Next,

as2023

marketing

budgetscontinuetoface

scrutiny,

remain

vigilanttoensure

your

strategicvisionisnotknocked

off

course.

Gartner

SeniorDirector

AnalystJasonMcNellisoutlines

four

strategiesrooted

inmarketing

analytics

thathelpclarify,

amongexecutives,

how

marketing

drives

demandandestablishes

data-driven

guidepostsfor

planning.Asconsumerandbudgetary

shifts

shape2023,

looktothelarger

undercurrents

thatwillshapethenextdecade.

We

explore

Gartner’s

predictions

for

marketing

intheyears

ahead,

andprovide

specificactionsyou

cantake

torespond,

andbuilddeeper,

more

valuable

connectionsbetween

customers

andbrands.Finally,

we

satdown

withGartner

VPAnalystLizzy

Foo

Kune

todiscusshow

CMOsare

adoptingfuturistmindsetsfor

enterprisegrowth

by

strikinga

balancebetween

addressing

current

needsandstrategizingfor

theshort-term

andlong-range

future.We

hopethisissueof

TheChief

Marketing

Officer

helpsyou

harness

thelatest

trendsanddata

witha

focused

visiontoguideyour

organization

through

2023

andbeyond.Best,MichaelGiblin12022Gartner

ConsumerValuesandLifestyle

Survey2CMO

Journal

1Q23Table

of

ContentsThe

ChiefMarketingOfficer414LeadershipVision:3Key

ThemesDrivingCMOStrategiesin2023FirstQuarter2023Editor

in

ChiefMichaelGiblinU.S.

ConsumerandCulturalTop

Trends

for

2023Managing

EditorsGeoffreyCampenKristinaLaRocca-CerroneAuthorsSharonCantorCeurvorstAndrewFrankMichaelGiblinNicoleGreeneBradJashinskyLizzyFoo

KuneEmmaMathisonEwanMcIntyreJasonMcNellisKateMuhl223242HowtoNavigateBudgetaryPressuresin2023PredictingHowMajorTrendsWillShapeMarketing’sFutureChrisRossRachelSteinhardtEmilyWeissR&A

StudioFuturistMindsetsforEnterpriseGrowth:AnInterviewWithGartner’sLizzyFoo

KuneDesignersKatelynBetchleyKanchiChoithaniCamilleTagamiEditorKarenRossAccess

to

Gartner

Content

CaveatSomecontentmaynotbeavailableaspartofyourcurrentGartnersubscription.©

2023

Gartner,

Inc.

and/orits

affiliates.Allrightsreserved.Gartnerisa

registered

trademarkofGartner,

Inc.

anditsaffiliates.Thispublicationmay

notbereproduced

ordistributedinany

form

withoutGartner’s

priorwrittenpermission.ItconsistsoftheopinionsofGartner’s

research

organization,whichshouldnotbeconstruedasstatementsoffact.

Whiletheinformation

containedinthispublicationhasbeenobtainedfrom

sourcesbelieved

tobereliable,

Gartnerdisclaimsallwarranties

astotheaccuracy,

completenessoradequacy

ofsuchinformation.

AlthoughGartnerresearch

may

addresslegalandfinancial

issues,Gartnerdoes

notprovide

legalorinvestment

adviceanditsresearch

shouldnotbeconstruedorusedassuch.Youraccess

anduseofthispublicationaregoverned

by

Gartner’s

Usage

Policy.

Gartnerpridesitselfonits

reputationfor

independenceandobjectivity.

Itsresearch

isproduced

independentlybyitsresearch

organizationwithoutinputorinfluence

from

any

third

party.

For

furtherinformation,see“Guiding

PrinciplesonIndependenceandObjectivity.”Anythird-partylinkhereinisprovidedforyourconvenienceandisnotanendorsementbyGartner.We

havenocontroloverthird-partycontentandarenotresponsibleforthesewebsites,theircontentortheiravailability.Byclickingonanythird-partylinkherein,youacknowledgethatyou

havereadandunderstandthisdisclaimer.784579vLeadership

Vision:3

Key

ThemesDriving

CMOStrategies

in

2023by

SharonCantorCeurvorstandEwan

McIntyreCMOshave

animperativetodriveefficientgrowthinavolatileenvironment.SuccessfulCMOswillrespondtochallengeswitharelentlessfocusoncustomervalue,purposefulevolutionofthemarketingfunctionandcontinualoptimizationofbrandvalue.4CMO

Journal

1Q23Where

CMOs

MustTake

Action

in

2023unpredictable

customerbehaviors,

burdensomecross-functionalcollaborationandtheerosion

oftraditional

sources

of

brand

value.CMOsneedtoadoptnewstrategiesforefficientgrowthinahigh-velocityworld.Specifically,theymustfocusonthreekey

themesacross2023(seeFigure1):Customerdemandandbuyingbehaviorscontinuetofluctuateunpredictably

amidsupplychaindisruption,inflationarypriceincreasesandgeopoliticalinstability.

At

thesametime,strategic

marketingpriorities

—

suchasinnovation,customerexperience

(CX)

anddigital

commerce—have

transcendedfunctional

boundaries,becomingenterpriseprioritieswithcomplexcross-functionalexecution.

Thiscoordinationburden

taxes

marketingteams

thatare

alreadystrained

andthinlyresourced,

resulting

inunderperformanceagainstcriticalmarketinggoals.Finally,

traditional

sources

of

brand

value

areunderpressure

amidnew

forces:

disruptive

marketentrants,

heightenedaudienceexpectationsandtheincreasedease

ofdigital

learning

aboutunfamiliarbrands.1.

Creatingadigitalcustomervalueexchangetoprovidemutualvalueondigitalchannelsthroughoutthefullcross-channeljourney.2.

Adaptingteamstructuresandskillstoadvancenewcross-functionaloperatingmodels.3.

Optimizingshiftsforbrandvalueby

redefiningandquicklydemonstratingthevalueof

brandinvestmentsinavolatileenvironment.Whythese

themes,

andwhy

now?

AsCMOsproceed

through

2023,

enterprisesexpect

themtodrive

efficientgrowth,

butthestrategiesandorganizations

are

straining

undertheimpactofFigure

1.

3

Key

ThemesDemanding

CMO

Action

in

2023Environmental

TrendsUnpredictableDigitalBuyingBehaviorsBurdensomeCross-FunctionalComplexityDisruptiveMarketandAudienceDynamicsCreating

a

DigitalCustomer

Value

ExchangeAdapting

to

AdvanceCross-Functional

GoalsOptimizing

Shiftsfor

Brand

ValueDeliverPerformanceandGrowthLeadaHigh-PerformingMarketingFunctionBuildBrandsThatDeliverDemonstrableValueCMO

Role

PrioritiesSource:Gartner5CMO

Journal

1Q23RecommendationsCMOsresponsible

for

marketing

leadershipandstrategy

should:Asanexample

of

recent

instability,

consumersreportstark

changes

totheirroutine

shoppingactivities

duetoinflation,witha

netincrease

inbuyingstore

brands,

visitinga

variety

of

onlineshoppingsources

andshoppingonlinemorefrequently.1

These

trends

challengeestablishedbrands

tomaintainbrand

preference,

defendpremiums

andcommandloyalty.

And,digital

andhybrid

buyingpreferences

thateitheremergedoraccelerated

duringtheearly

pandemicarebecomingnew

norms.For

example,

78%

of

U.S.consumers

report

engaginginsomekindofhybrid

(i.e.,

onlineandoffline)

shoppingbehaviorinthelastthree

months.2

Similarly,

68%

of

B2Bbuyers

recently

completeda

recent

significantpurchase

transactionthroughdigital

commerce(i.e.,

ordering

andpaying

online),

asopposedtotraditional

rep-led

procurement.3•

Providemutualvalueondigitalchannelsacrossthefullcustomerjourneyby

optimizingorchestrationcapabilitiesandusingcustomer-directedengagementmodelstoguidetheirpersonalizationstrategy.•

Adaptmarketingteamstructuresandskillstosupportnewcross-functionaloperatingmodelsby

evaluatingwheremarketingshouldhavesoleorsharedresponsibilityandapplyingthebestoperatingmodelforeachof

yourcorecapabilities.•

Redefineandquicklydemonstratethevalueofbrandinvestmentsby

connectingbrandhealthtoexperienceandbusinessoutcomesanddrivingdeliveryof

experiencesthatsupportbusinessgoals.Thepromise

ofdigital

buyingisa

floodofobservabledata

aboutcustomerneedsandwhatdrives

conversion.

However,

regulatory

andtechnicalsafeguards

of

consumerdataprivacy—suchasGDPR,

CCPA,

browser

cookiedeprecationandnew

privacy

features

iniOS

andAndroid—

aremakingprovendigital

marketingtacticsobsolete.Over

two-thirds

of

consumers

andB2Bbuyersengageindataprivacy

andprotection

behaviors,suchasturningoffdatatracking

andpushCreating

a

DigitalCustomer

Value

ExchangeIn2023,

CMOsface

a

concerningdisruptioninthetypicalrules

of

customervalue

exchange.

Ascustomerbehaviors

fluctuateinunpredictableways,

itisbecomingmore

difficulttodetectshiftsinwhatcustomers

needandvalue,

letalonerespond

effectively

inthemoment.notifications,andusingjunkemailaccounts.46CMO

Journal

1Q23Inresponse,

manyCMOsareprioritizingfirst-partydatacaptureandseekingopportunitiesforcontextuallyrelevantengagementthroughouttheend-to-endcustomerjourney.

Increasingly,CMOsarepursuinga

coordinated,customer-focusedsetoftechniques,often

calledjourneyorchestration.Gartnerdefinescustomerjourneyorchestrationasorganizinga

setofrecommendedinteractionstocreateorrespondtocustomersignalsaudienceandbrandisreflected

acrossthefull

journey.Certain

formsofhelphavea

biggerimpactwhencustomersareearlyintheirjourney—

stillexploring.

That’swhenyoushouldhelpcustomersidentify

newneeds,learnaboutthemselvesandfosterconnectionswithotherpeoplewhoseopinionsthey

value.Theseexperienceschangecustomers’

perspectiveanddeepentheirthroughoutthecustomerlife

cycle.Whenexecuted

well,thisapproachcanbea

powerfulmechanismfor

convertingcustomersanddeepeningcustomerrelationships.understandingoftheirownneedsandgoals,ultimatelyleadingtodifferentandbetterchoices.Laterinthebuyingjourney,itismosteffectivetosmooththepathtopurchase

by

directingcustomerstothebest

optionforthemandmakingiteasytoenactthedecisionsthey’vemade.Finally,attheendoftheirjourney,

providecustomerswithreassuranceandself-affirmationthatthey

havemadetherightchoice(see

Figure2).To

createmutualvalueondigitalchannels,focus

scarce

marketing

resourcesonofferinggenuinehelptocustomersintheirjourneys.Orchestrateinteractionsthatprovidespecificandmeaningful

assistancetocustomers,ensuringanunderstandingofthevalueexchange

betweenFigure

2.

Forms

of

CustomerValue

Across

the

Buying

JourneyExploration•

Self-DiscoveryHelpMeIdentifyaNewNeedorGoal(e.g.,photoanalyzers)DecisionPurchase•

DirectionGuideMetotheRightProductforMy

Needs

(e.g.,productrecommenders)•

AffirmationHelpMeValidateMyDecision(e.g.,savingscalculators)•

Self-Reflection•

EfficiencyTeach

MeSomethingNewAboutMyselfMakeProcessesEasierorQuicker(e.g.,scheduledmaintenancenotifications)(e.g.,self-evaluationforms)•

ConnectionHelpMeRelatetoOthers(e.g.,“Your

friendslike/did”notifications)Source:Gartner7CMO

Journal

1Q23Adapting

to

Advanceapproach

toplanningdigital

revenue

growth,thosewhodoareless

likely

toexceed

theircustomeracquisitiongoals.5

Similarly,

ina

surveyof

seniormarketing

leadersresponsible

fordigitalcommerce,

thosewhodescribe

theirapproachCross-Functional

GoalsInmany

organizations,

routes

tomarket,

revenuegeneration

andcustomergrowth

haveunclear

oroverlapping

responsibilities.Stakeholders

report

to

as“independent”outperformself-describeddifferent

leaders,usevaryingtechnologies,collectsiloedcustomerdata,

andindependentlydesignmessaging

andengagementtoachieve

theirperformancegoals.“collaborators”

onannualrevenue

targets

by

24%.6Inresponse,

CMOsare

restructuring

theirteamstodrive

efficiency

andalignment.There

isadeliberate

pushtoward

exploring

customer-focusedteam

structures

andinvesting

inmarketing

operationsteams.

Many

CMOshighlighttheneedfor

theirmarketingteams

tobecomemore

deeplyembeddedinbusinessoperations

tohelpdrive

strategic

enterprisechange.Thiscoordination

burden

taxes

marketingteamsthatare

already

strained

andthinlyresourced,resulting

inlower

performanceagainstcriticalmarketing

goals.For

example,

whilemarketingleadersbelieve

they

shouldtakea

collaborative8CMO

Journal

1Q23However,

alltoooften

CMOsapproachtime,

rightsize

your

approach

tocross-functionalcollaborationbyspecifying

themode,

purpose,scope,

duration

andexpectedoutcomes

ofcollaboration,suchasshort-termdelivery

versuslong-termstrategy.

Doingsowillreveal

theoperating

model—

orcombinationof

models—thatare

mostappropriate

toyour

function’s

needs(see

Figure

3).organizationdesign

asanexercise

thatstartsandendswithanorgchart.

Reset

theapproach.Evaluate

whetheryourfunction

andoperatingmodelsupport

each

of

thecore

capabilitiesthatare

materialtoachieving

your

strategy,

andthatenablemarketing

tocollaborate

productively

tomeetenterprisewidegrowth

goals.At

thesameFigure

3.

Gartner’s

Reference

Guide

toInternal

Marketing

Operating

ModelsIn-HouseAgencyCenter

ofExcellenceShared

ServiceNewsroomProject

PodsUse

CaseExamples•

Creative/ContentStudio•

ResearchStrategists•

MD&A•

Marketing•

High-Volume

•

High-VolumeFusionTeams,TigerTeams,LargeIterativeProjectsorOperations•

CustomerExperienceContentProductionEditorialContent•

Media/PRStrategistsIdeationStrategistsDevelopmentEntityFormalFormalInformalInformalInformalOrientation

Strategic/StrategicProductionStoryDevelopment/ExecutionDesign/ImplementationCreativeCost$-$$$$$$-$$$$-$$$$$-$$$$$$-$$$$TalentEntrytoSeniorMid-LevelEntry-to-Mid-LevelMid-LeveltoSeniorMid-LeveltoSeniorHead•

CreativeDirector•

CreativeOperations•

MarketingStrategist•

MarketingStrategist•

MarketingOperationsDirector•

BrandMarketingDirector•

MarketingManager•

MarketingDirector•

Editor-in-Chief

•

ScrumMaster•

Comm-unicationsDirector•

Product/ProjectDirector•

InnovationStrategist•

PR/MediaDirectorCore

DutyStrategyandExecutionConsistencyFastExecution

FastOpportunisticExecutionFastCycleDeliveSource:Gartner9CMO

Journal

1Q23Optimizing

Shifts

for

Brand

ValueAudiences

nolongermove

through

a

linear

pathfromawareness

toconsiderationtodecisiontobrand

loyalty.

Roadblocks

exist

atevery

stepof

thosetraditional

pathways

tobrand

value.

Inparticular,

disruptive

market

entrants

requireestablishedbrands

toreposition

themselvestoremain

competitive,

challengingallbrandstobuildandmaintainawareness.

Heightenedaudienceexpectations

challengebrands

toearn

considerationby

proving

notonlythatthey

are

worth

paying

more

for,

butalsothatthey

benefitsociety.

Finally,

theease

of

digitallearningerodes

thevalue

of

having

a

strongbrand

atthepointof

decision.Three

outof

fourconsumers

have

searched

onlinefor

informationabouta

previously

unfamiliarbrand

whileshoppingin-store.7Inresponse,

reexamine

every

aspectof

yourbrand

strategy,

frompositioningtoactivation

tomeasurement,

tomaximize

thevalue

of

brandinvestments.

Many

CMOs—

withaneye

onenvironmental,

socialandgovernance

issues—seeproviding

societal

benefitsasa

significantbrand

builder.

Thisapproach,

however,

risksbecominggenericandnotmeaningful

totargetaudiences.

Whenitcomes

todrivingbrandcommitment(i.e.,thedegreeto

which

audiencesprefer

thebrand

toalternatives,

feel

a

personalconnectiontoitandadvocate

onitsbehalf),

thecombinationof

personal

andfunctional

benefitsisespecially

potent.Overall,

theadditionaleffectof

societal

benefitsalongsidepersonal

andfunctional

benefitsisvery

small.7To

drive

commitmentina

shiftingenvironment,activate

your

positioningthrough

brandexperience.

Thestrongest

driver

of

brandcommitmentisa

singlemeaningful,“catalytic”brand

experience

thatchanges

theaudienceinsomeway.

Whilethisisa

highbar,

thegoodnews

isthatitonlytakes

onecatalyticbrandexperience

witha

brand

tocreate

a

lastingimpact.Infact,a

singlecatalyticexperiencewithanunfamiliarbrand

dramaticallyboostsbrand

commitment.710CMO

Journal

1Q23Of

course,itisnotenoughtoknowwhatworks:CMOsmustbeabletodriveorganizationalalignmentanddefendeverydecisiontheymake.To

activateameaningfulbrandexperience,developastrategicpartnershipandintegratedapproachbetweenbrandstrategyandCX.

Usearobustbrandhealthmeasurementframeworktodeterminewhetheryourbrandstrategyisinfusedthroughoutyourtargetaudience’sexperienceofyourbrandand,ultimately,whetheryourtargetaudience’sactionsaredrivingbusinessresults(seeFigure4).Figure

4.

Brand

Health

Framework

WithQuestions

Posed

and

Essential

MetricsBusinessgoalssuchasHowaretheactionsof

thetargetaudiencedrivingbusinessresults?•

Revenue•

Profit•

CLVBusinessOutcomesIsourtargetaudienceexperiencedeliveringonourbrandpositioning?Brandexperiencesatisfaction(basedonbrandstrategyandpersonality)ExperienceDoesourtargetaudiencewanttoengagewithourbrand?PurchaseintentEngagementCommunicationReachIsourstrategycommunicatedinaway

thatresonateswithourtargetaudience?Equitymeasures(basedonbrandstrategyandpersonality)•

Aidedawareness•

UnaidedawarenessIsourtargetaudienceawareof

us?Doesenoughof

ourtargetaudiencefindvalueanddifferentiationinourstrategy?•

Value•

Differentiation•

Total

addressablemarketStrategySource:GartnerKey

QuestionsMetrics11CMO

Journal

1Q2312022GartnerCultural

Attitudes

andBehaviors

Survey.

Thepurposeof

thissurvey

was

to

understandconsumerlifestyles

andmotivations.

Theresearchwas

conductedonlinefrom

30August

to

27

September2022

among1,501

U.S.

respondents.

Ofthose,

1,036

respondents

were

selected

fromrespondents

whohadcompletedtheGartner

ConsumerValues

andLifestyleSurvey

inAugust

2022.

Theremaining

465

respondents

were

selectedfromthosewhohave

volunteered

orregistered

to

participateinonlinesurveys.Respondents

were

required

to

beatleast

15years

old.Disclaimer:

Resultsof

thissurvey

donotrepresent

globalfindings

orthemarket

asa

whole,

butreflect

thesentimentsof

therespondents

surveyed.5672022GartnerCMOSpendandStrategySurvey.

Thissurveylookedattop-linemarketingbudgetsandidentifiedhowevolvingjourneys,C-suitepressures,andcostchallengesimpactmarketing’sstrategiesandspendingpriorities.TheresearchwasconductedonlinefromFebruarythroughMarch2022among405respondentsinNorthAmerica(n=190),WesternEurope(n=181)andtheNordics(n=34).Respondentswererequiredtobeinvolvedindecisionspertainingtosettingorinfluencingmarketingstrategyandplanning,aswellashaveinvolvementinaligningmarketingbudget/resources.Seventy-fourpercentoftherespondentscamefromorganizationswith$1billionormoreinannualrevenue.Respondentswerefromvariousindustries:financialservices(n=66),techproducts(n=38),manufacturing(n=49),consumerproducts(n=42),media(n=35),retail(n=40),healthcareproviders(n=57),ITandbusinessservices(n=35),andtravelandhospitality(n=43).Disclaimer:Resultsofthissurveydonotrepresentglobalfindingsorthemarketasawhole,butdoreflectthesentimentsoftherespondentsandcompaniessurveyed.2GartnerConsumerCost-of-LivingandPriceSentimentSurvey.

Thepurposeofthissurveywastounderstandhowinflationimpactsconsumerdecisionsandattitudestowardbrandsandproducts.Theresearchwasconductedonlinefrom23Novemberto15December2022among2,013respondentsintheU.S.

Respondentswererequiredtobeatleast18yearsold.Disclaimer:Resultsofthisstudydonotrepresentglobalfindingsorthemarketasawhole,butareasimpleaverageofresultsforthetargetedcountries,industriesandcompanysizesegmentscoveredinthissurvey.2021GartnerDigitalCommerceSurvey.

Thepurposeofthissurveywastoidentifytoptrendsarounddigitalcommercewithregardtobudgeting,staffing,organizationdesign,acquisitionstrategy,mediastrategy,toolsandthird-partyproviders.TheresearchwasconductedonlinefromAugustthroughSeptember2021among409respondents,with161locatedinNorthAmerica(theU.S.

andCanada)and248

inWesternEurope(theU.K.,GermanyandFrance).Respondentswererequiredtohaveinvolvementindecisionspertainingtodigitalcommercestrategyand/or

executionofthisstrategy.Seventy-ninepercentoftherespondentscamefromorganizationswith$1billionormoreinannualrevenue.Therespondentscamefromavarietyofindustries:financialservices(n=41),techproducts(n=39),manufacturing(n=41),consumerproducts(n=46),media(n=37),retail(n=42),healthcareproviders(n=43),ITandbusinessservices(n=39),travelandhospitality(n=45),andwholesale(n=36).Disclaimer:Resultsofthissurveydonotrepresentglobalfindingsorthemarketasawhole,butreflectthesentimentsoftherespondentsandcompaniessurveyed.32022GartnerB2BBuyerPanelSurvey.

The2022GartnerB2BBuyerSurveywasadministeredinNovemberandDecember2022andincludesdatafrom771B2BbuyersfromtheU.S.,

Canada,theU.K.

andAustralia.Respondentswhoqualifiedforthissurveyhadtobeemployedfulltimeatanorganizationwithtotalrevenueofatleast$250millionortheequivalentandhadparticipatedinasignificantB2Bpurchasedecision.A“significantB2Bpurchasedecision”isdefinedhereasadecisionthatrequiresdeliberationwithatleastoneotherpersonandtheevaluationofmorethanonepotentialsupplierorvendor.Respondentswereinstructedtoanswerquestionsbasedontheirexperiencewiththisrecentpurchaseandwiththesupplierthatwasusedtocompletethepurchase.Respondentsevaluatedthequalityofthepurchasedecisionandprovidedinsightsintovariousstagesoftheirrecentpurchasedecision.Disclaimer:Resultsofthissurveydonotrepresentglobalfindingsorthemarketasawhole,butreflectthesentimentsoftherespondentsandcompaniessurveyed.2022GartnerBrandActivationSurvey.

Thissurveywasconductedtoexplorewhatdrivesbranddifferentiationinthewaysthataremostvaluabletotheenterprise.ThesurveywasconductedonlinefromJunethroughJuly2022among1,999

respondents,whowerefromNorthAmerica(n=1,510),Asia/Pacific(n=270),andWesternEurope(n=219).Respondentswerefull-timeemployees(n=649),B2Bbuyers(n=467),orconsumers(n=883).Fifty-sixpercentoftheemployeesorbuyerscamefromorganizationsthathadatleast5,000

employees.Respondentsansweredquestionsaboutbrandsfromawidevarietyofindustries,includinghealthcare(n=346),manufacturingandnaturalresources(n=311),retail(n=273),consumerproducts(n=215),financialservices(n=210),technologyproducts(n=164),travelandhospitality(n=145),andITandbusinessservices(n=116).Disclaimer:Theresultsofthissurveydonotrepresentglobalfindingsorthemarketasawhole,butreflectthesentimentsoftherespondentsandcompaniessurveyed.42021GartnerPersonalizationCustomerSurvey.

Thissurveyincludesdatafrom1499B2BandB2CcustomersfromtheU.S.,

Canada,U.K.,Australia,andNewZealand.To

qualifyforthesurvey,

respondentsmusthaveconsideredpurchasingfromabrandorsupplierandrecalledarecentcommunicationfromthatbrandorsupplier.B2BcustomersmusthaveworkedforanorganizationwithatleastUS$250millioninannualrevenueandhave