2022年全球营销趋势报告（英）-68页_30mb.pdf

12022 Global Marketing TrendsThriving through customer centricity2About the Deloitte CMO ProgramDeloittes CMO Program supports CMOs as they navigate the complexities of the role, anticipate upcoming market trends, and respond to challenges with agile marketing. Read more on the latest marketing trends and insights.Digital technology has changed the face of business. Across the globe, Deloitte Digital helps clients see whats possible, identify whats valuable, and deliver on it by combining creative and digital capabilities with advertising agency prowess, and the technical experience, deep business strategy, and relationships of the worlds largest consultancy. Deloitte Digital empowers businesses with the insights, platforms, and behaviors needed to continuously and rapidly evolve to perform beyond expectations. Read more about Deloitte Digitals world-class digital agency and its service offerings .32022 Global Marketing TrendsTable of contentsIntroductionThriving through customer centricityPurposeA beacon for growthHow brands can gain a competitive advantage through an authentic purposeAuthentically inclusive marketingWinning future customers with diversity, equity, and inclusionBuilding the intelligent creative engineHow unconventional talent strategies connect marketing to the customerMeeting customers in a cookieless worldHow growth leaders are rethinking first-party data strategies Designing a human-first data experienceInteracting with customersand their datato foster trust Elevating the hybrid experienceHuman-centered design for our physical and digital environments Supercharging customer service with AIReimagining AI strategies to unlock a true end-to-end customer experience410182634425056Recognition and appreciationContact us65644IntroductionThriving through customer centricityMacro trends, from the integration of digital and physical channels to increasing calls for diversity, are upending the marketing function. What can brands learn from their highest-growth counterparts to thrive? 452022 Global Marketing TrendsThe past 18 months forever redefined customer engagement strategiesand with this change has come unprecedented complexity. Consider just a few of the macro trends unfolding in the market: In a world where people continuously toggle between digital and physical channels, linear customer journeys are almost a relic of the past. Consumers expect more tailored and personalized experiences but, simultaneously, are more guarded in how their data is captured and deployed. Even the definition of convenience has changed as people expect items and services to be available at the push of a button. Beyond products and services, people are more attuned to what a brand stands forand if its only maximizing profit, many will walk away before the brand can even put an offer in front of them.These trends are creating just as much complexity within the four walls of the organization. As artificial intelligence becomes core to the entire customer experience, teams are scrambling to find the right mix of talent that elevatesand integratesthe creative and analytical. In parallel, brands are continuously looking to ensure their talent is just as representative and inclusive as the experiences they hope to deliver to market. And underscoring all of this is the reality that marketing budgets shrunk to record lows at a time when expectations are at an all-time high.1 Given these trends, how can brands thrive in an increasingly complex world? We believe the answer requires holistically rethinking the way brands engage with customersand for good reason: When we surveyed over 1,000 global executives, we found the highest-growing brands (defined as those with 10% or higher annual growth) are moving beyond point solutions and comprehensively addressing the entire customer experienceencompassing everything from activating an enterprisewide purpose to overhauling entire customer data strategies.Taking the lead from these high-growth organizations, we took a multifaceted approach to the 2022 Global Marketing Trends report. In addition to surveying executives from five countries, we polled 11,500 consumers across the globe, as well as conducted 18 in-depth interviews with executives from leading global brands (see sidebar “Research methodology” to learn more). In total, we identified seven trends that are customer-centric and take a 360-degree view of the solution set.360-degree engagement: People, data, and experiencesTo provide leaders with a road map to thriving in these unprecedented times, we organized our trends into three sections: people, data, and experiences. However, these sections are not mutually exclusive endeavors. They comprise an interdependent system that, when integrated, forms the basis of dynamic customer experiences.6IntroductionPutting people at the centerThe opening trends in our report build the foundation through which everything else flows: the people the brand serves. PurposeA beacon for growthExplores how high-growth brands are cutting through the noise of competing on price and quality alone and building a competitive advantage by committing to and communicating their impact beyond profit.Authentically inclusive marketingFocuses on how marketersand their advertisementsare generally the face of what a brand stands for beyond profit maximization to consumers. And as populations continue to become more diverse and increasingly prioritize representation, its important to get the brand authentically right or risk losing your customer of todayand the future. Building the intelligent creative engineIn a fast-paced world, marketers need a talent model that moves at the speed of culture. This trend highlights how brands are unleashing creative content that better resonates with todays world. This includes using agile cohorts TREND 4of creative and analytical talent to solve customer problems and seeking new forms of external talent, for example, by turning influencers from product spokespeople to creative agents.Building the data infrastructureThe proliferation of channels has led to myriad sources of data. However, more is not always better, and, in some cases, whats available today wont be here tomorrow. Our next two chapters provide guidance in navigating this increasingly complex data environment.Meeting customers in a cookieless worldDiscusses how marketers should be preparing for an environment where less information will be available as third-party cookies continue to disappear. Further, we note how high-growth brands are already ahead in their first-party data strategies.Designing a human-first data experienceBut its not just about moving to a first-party data strategy; designing a human-first data experience shifts the lens to consumers to better understand the balance between people finding the use of their data helpful and, well, creepy.Designing dynamic experiencesThe customer experience is the culmination of every step along the way. In this spirit, our final two chapters highlight how brands can bring everything together to ensure their experiences match their aspirations of delivering dynamic solutions to customers. Elevating the hybrid experienceLays out how brands can build dynamic, cohesive experiences in both their digital and in-person environments through leading principles from human-centered design. Supercharging customer service with AIConsiders the consumers perspective to show how timely offers and knowledgeable customer service can better help consumers make purchase decisions. This trend reveals how artificial intelligence can be integrated with human service to bring the best of both to the entire customer journey.Together, these trends highlight that marketing is a powerful force for growth in designing customer experiences that foster trust and meet human needs.2022 Global Marketing Trends7Research methodologyTo ensure a globally relevant, cross-topic understanding of marketing and the customer experience, we conducted two global surveys and 18 in-depth interviews with global executives.The Global Marketing Trends Executive Survey polled 1,099 C-suite executives from global companies located in the United States (62%), the United Kingdom (11%), France (9%), Japan (9%), and the Netherlands (9%) in April 2021. This survey asked chief executive, marketing, information, finance, operating, legal, and human resource officers their thoughts on a variety of topics driving the evolution of the marketing function. As this report focuses on marketing and customer experience leaders, 50% of the respondents consisted of chief marketing officers or those with similar titles (such as chief experience officer and chief growth officer), with nearly equal distribution across the other C-suite roles. All businesses (outside of the public sector) had at least US$500 million in annual revenues, with 73% having over US$1 billion.The Global Marketing Trends Consumer Survey polled 11,500 global consumers, ages 18 and above, in May 2021 across 19 countries: the United States, Canada, Mexico, Brazil, Chile, South Africa, Sweden, the United Kingdom, Italy, Ireland, France, Spain, Turkey, Switzerland, Denmark, Portugal, Japan, India, and China.Separately, executive interviews were conducted throughout 2021 and involved 18 executives who either currently or previously held chief marketing, customer experience, or executive officer roles. Their insights were key to uncovering the trends included in this report.781. Kelly Blum and Gloria Omale, “Gartner says marketing budgets have plummeted to 6.4% of overall company revenue in 2021,” press release, Gartner, July 14, 2021.ENDNOTEJennifer Veenstra | Jennifer Veenstra is the executive leader of Deloittes Global CMO Program. She focuses on CMO leadership, especially around the client experience, driving strategy, and digital transformation. Veenstra works across multiple industry areas to help CMOs deliver enterprise growth and connect with customers around purpose. She has led the transformation of the Deloitte Client Experience.Stacy Kemp | Stacy Kemp is a principal at Deloitte Consulting LLP who creates significant business value through innovation, strategic customer experience and operations transformation, exceptional people development, and visionary leadership. Kemp works with Global 100 Index clients and has led an early-stage, entrepreneurial organization within the digital domain. She also creates next-generation strategies and develops innovative products and services through equal parts of intellect and practicality.Barbara Venneman | Barbara Venneman is the Global Advertising, Marketing & Commerce leader for Deloitte Digital. She helps brands become customer-obsessed by building connections between people, systems, data, and products, enabling them to deliver more personalized, contextual experiences for their customers. Venneman focuses on increasing customer-lifetime value using data-driven creative, cognitive web, and customer data to deliver emotional experiences to targeted segments across customer acquisition, engagement, service, and retention.Tim Murphy | Tim Murphy is the director of Research and Insights for Deloittes CMO Program. As a researcher and analytical scientist with Deloitte Services LP, he focuses on emerging marketing trends and CMO dynamics within the C -suite.ABOUT THE AUTHORSIntroduction92022 Global Marketing Trends10PurposeA beacon for growthHow brands can gain a competitive advantage through an authentic purposexy112022 Global Marketing TrendsThe expectation that the purpose of businesses should go beyond maximizing profits is becoming more common. Take the 2021 Edelman Trust Barometer findings, where 68% of consumers believe they have the power to force corporations to change, and 86% of people expect CEOs to speak out on societal issues.1 Whether its creating a more equitable world, reaching net-zero emissions, or protecting consumer privacy, to name a few, many organizations are redefining the articulation of why they exist and how they make an impact beyond profit. For many, having “purpose” drive much of their business and operations has gone from aspiration to strategic priority. Many organizations are redefining why they exist beyond profitpushing them to rethink everything from product delivery to employee and community engagement. How does marketing play a role in purpose? High-growth brands areto see purpose as a means to guiding employee decision-makingMORELIKELY12With this elevated prioritization comes greater complexities, as businesses rethink everything from their product delivery and brand messaging to employee and community engagement strategies. Getting all this right and resonating with consumers who debate which brands to choose is no small taskespecially in a world where price and quality still matter. Purpose: The new growthStill, its worth asking, do consumers really make purchasing decisions based on what a brand stands for? A skeptic may think that while people care about these issues, more traditional purchasing criteria, such as price, still reign supreme. In our research of 11,500 global consumers, we found the purpose skeptics may have a point. When we asked people why they chose to purchase from a specific brand across eight different categories (automotive, travel, apparel and footwear, beauty and personal care, household equipment, furniture, electronics, and banking), price and quality were individually cited as top-three purchasing criteria anywhere between 61% and 86% of the time (that is, at least one of the two reasons appeared almost every time). If we stopped here, we would assume that while people state they care about issues beyond end-product delivery, they often vote differently with their wallets. But theres more to the story. When we dig deeper, we see a number of areas where people do elevate other criteria apart from price and quality, but in a more nuanced way. For example, we found: A third of consumers 25 and younger see sustainability as a top criterion for beauty and personal care product purchases. For banking decisions, nearly a quarter emphasize data privacy as a key requirement to winning their business. Additionally, we are seeing entire business models arise around data privacy in the business-to-business (B2B) space. For instance, OneTrust, an enterprise platform company, works with half of the Fortune 500 to “operationalize trust” through implementing agile programs across privacy; security; data governance; governance, risk management, and compliance; third-party risk; ethics and compliance; and environmental, social, and corporate governance programs.2 Globally, 57% indicated that, in general, they are more loyal to brands that commit to addressing social inequities (see our trend “Authentically inclusive marketing” to learn more).Taken together, we see a clear theme emerge: While all brands definitely still need to deliver price and quality, these two dimen