Capgemini-生成性人工智能与营销角色的演变CMO的策略（英）

GenerativeAIandtheevolvingroleofmarketing:ACMO'sPLAYBOOK

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RESEARCHINSTI

Executive

Summary

GenerativeAIandtheevolvingroleofmarketing:ACMO'sPLAYBOOK

:

•thoseinvestingingenerativeAIarededicating62%oftheirmarketingtechinvestmentstoit,reflectingthegrowing

maturityofbothcurrentandupcominggenerativeAIsolutions.

MarketersareusinggenerativeAItocraftcompelling

campaigns,elevateandpersonalizecustomerserviceandexperiences,analyzedata,optimizesearch,andundertakevariousothertransformativeinitiatives.

Unlockingvalue:Embracingthe

benefitsofgenerativeAI

Thetechnologyhasrapidlyprovenitself.Nearly60%of

organizationssurveyedbelievethebenefitsofgenerative

AIoutweighitscostsandrisks.Thesebenefitsspanbrand

enhancement,costefficiency,innovation,timeoptimization,andimprovedandpersonalizedcustomerexperience.

GenerativeAIinmarketing:

Arevolutionunfolding

Inaremarkablyshorttime,generativeAIhasgained

widespreadpopularity,emergingasatransformativeforceinmarketing.Itsrapidadoptionrateisextraordinary.Currently:

•almost60%oforganizationsareintegratinggenerativeAIintotheirmarketingefforts,fromminimaltonoadoptionjustayearago,

–ofthese,37%areactivelyimplementingitacross

variousinitiatives,whileanadditional21%areintheexperimentalphase

•closeto80%oforganizationshaveeitheralreadyallocatedbudgetorplantodosointhenextsixmonthstointegrategenerativeAIintotheirmarketinginitiatives

CapgeminiResearchInstitute2023

Executive

Summary

3

GenerativeAIandtheevolvingroleofmarketing:ACMO'sPLAYBOOK

Addressingethicalandcopyrightchallenges

WhilethepotentialimpactofgenerativeAIonmarketingisvast,thereareethicalandcopyrightconcernsthat

requireclearregulationandnewguidelines.AsAIadoptioninmarketingincreases,thereisanurgentandgrowing

needtoensureresponsiblepractice.Thecurrentlackof

comprehensiveandclearguidelinesmeansthat70%of

organizationsarepotentiallyexposedtoethicalchallengesovertheiruseandoversightofAI.

Simultaneously,copyrightchallengesaroundAI-generatedcontentindicateaneedfordecisiveregulationand

guidelines.Atpresent,only42%oforganizationsaddresstheseissuesadequatelybyusingrobustcybersecurity

protocolsandmonitoringforAI-derivedversionsoftheirwork,forexample.

Redefiningandaugmenting,not

replacinghumancreativity

GenerativeAIisnotreplacinghumancreativity;insteadit’s

redefiningitandactingasacatalystforinnovation.More

thanhalfoftheorganizationssurveyedsaythatbalancingAIandhumancreativityisanongoingchallenge.ButthestrongconsensusamongmarketersisthatgenerativeAIwillnot

diminishbutratheraugmenthumancreativityinthelongrun.

Itseemsinevitablethatmarketingroleswillbeprofoundly

impactedbygenerativeAI.FromcustomerinsightsspecialiststoSEOexperts,copywriters,digitalmarketers,anddata

analysts,allcanexpecttoexperienceaneweraofcreativepossibilitiesandrelatedproductivitygains.

CapgeminiResearchInstitute2023

Executive

Summary

4

GenerativeAIandtheevolvingroleofmarketing:ACMO'sPLAYBOOK

IntegratinggenerativeAIintomarketing

ToseamlesslyintegrategenerativeAI,organizationsshouldtakeacomprehensiveapproach.Thismeans:

•Strategicdirection:Preciselydefineintegrationgoals,adoptapragmaticinvestmentapproach,andassesstechinfrastructure.

•Leadershipandoversight:MobilizegenerativeAIspecialists,establishataskforce,craftrobustethicalguidelines,andremainvigilantwhilenavigatingtheevolvingregulationsandcompliance.

•Iterativeexecution:Initiateselective,small-scale

initiatives,driveiterativeimplementationwithrobustdatasecurity,andnavigateresponsiblyconsideringtheenvironmentalimpactofgenerativeAI.

Finally,growingandexpandingboundariesrequires

marketingdepartmentsandorganizationstocultivate

partnershipsandencourageupskilling,balancinggenerativeAIwithhumaningenuity,andembracinganeweraoftech-drivencollaboration.

UnleashingthegenerativeAIplaybook

Tofullyembracethetransformativepotentialofgenerative

AIinmarketing,organizationsmustfosteracultureof

innovationandexperimentation.Inthisway,theycan

strategicallyintegrateAItechnologiestounlocknovel

approaches,enhancecustomerexperiences,andgaina

competitiveedge.

76%

oforganizationshaveeitheralready

allocatedbudgetorplantodosointhe

nextsixmonthstointegrategenerativeAI

intotheirmarketinginitiatives

CapgeminiResearchInstitute2023

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GenerativeAIandtheevolvingroleofmarketing:ACMO'sPLAYBOOK

Whoshouldreadthisreportandwhy?

Thisreportiswrittenforleadersofmarketingfunctionsin

allbusinesssectors.Inparticular,itwillbeusefulforchief

marketingofficers(CMOs)andotherseniormarketers

inlargerorganizations.Itsinsightswillalsoextendits

relevancenotonlytoCEOsandseniorsalesleadersbutalsotoindividualswithastrategicstakeinmarketing.Itcaterstotechteamleadersfosteringmarketingfunctions,aswellasadvisorsandconsultantsspecializinginthedynamicrealmofmarketingstrategies.

Thisreportprovidesanin-depthexplorationofthe

transformativepotentialofgenerativeAIwithinthemarketinglandscapeacrossallsectors.Throughinsightfulusecases,the

reportelucidatespracticalapplicationsofgenerativeAIacrossdiversemarketingdomains.AswellasdiscussingthebenefitsofgenerativeAI,thereportaddressesthechallengesitsadoptioncanbringandproposeseffectiveremedialstrategies.

Thisreportisbasedon:

•thefindingsofacomprehensivesurveyof1,800CMOsandbusinessleaders(director-levelandabove)from14countriesand

•25in-depthinterviewswithleadingCMOsandindustryexperts.

Foracomprehensiveunderstandingofthebroader

landscape,weencourageyoutoexploreourfirsttwo

reports,whichcoverconsumerandindustryperspectivesongenerativeAI:

•WhyconsumerslovegenerativeAI:

/insights/research-library/

creative-and-generative-ai/

•HarnessingthevalueofgenerativeAI:

Topusecasesacrossindustries:

/insights/research-library/

generative-ai-in-organizations/

CapgeminiResearchInstitute2023

Introduction

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GenerativeAIandtheevolvingroleofmarketing:ACMO'sPLAYBOOK

Inaspanofaboutoneyear,thegenerativeAImarketison

thevergeofsignificantgrowth.Itisexpectedtoreach$1.3

trillioninthenextdecade,growingfrom$40billionin2022.1

Notechnologyhasreached100millionusersfasterthan

ChatGPT,whichcrossedthatthresholdinjusttwomonths.2

Basedonourrecentcross-sectorandcross-functional

research,generativeAIshowsthegreatestpotentialwithin

IT,salesandcustomerservice,andmarketingfunctions.3

Furthermore,ourconsumerresearchongenerativeAIreveals

thatconsumerswhousegenerativeAItoolsaresatisfied

withthem.Inaddition,62%ofconsumersarecomfortable

withtheimplementationofgenerativeAIinmarketing

andadvertising,provideditdoesn'tnegativelyimpacttheir

overallexperience.4

Consequently,wehaveundertakenthisin-depthexploration

ofitsimpactonmarketing.

GenerativeAIcanbeleveragedtocreate,innovate,and

adaptautonomously.Anditisreshapingtraditional

marketingstrategies.

Thisstudy,thesecondinthechiefmarketingofficer(CMO)playbookseries,5exploresthefollowing:

1.TherapidintegrationofgenerativeAIinthe

marketingdomain.

2.ImplementationareasforgenerativeAIwithinmarketingandanticipatedbenefits.

3.GenerativeAI'sroleinaugmenting–butnotreplacing–humancreativitywithinmarketing.

4.TheurgentneedfororganizationstoaddressethicalandcopyrightconcernsarisingfromtheuseofgenerativeAIinmarketing.

Weconcludethereportbyoutliningkeybestpracticesfor

organizationstoeffectivelyharnessgenerativeAItechnologyinmarketing.

CapgeminiResearchInstitute2023

Introduction

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GenerativeAIandtheevolvingroleofmarketing:ACMO'sPLAYBOOK

InadditiontodelvingintogenerativeAI,thereportshowcasestheevolutionofthemarketingfunction,takingonvitalrolesinbusinessdecision-makingandcustomerexperienceshaping.Italsoemphasizes

increaseddataadoption,empoweringmarketerswithagilemarketingstrategies.

Forourresearchwesurveyed1,800CMOsorexecutives

responsibleformarketingwithintheirorganizations.Therespondentsweredrawnfromorganizationswithover

$1billionannualrevenue,acrossAustralia,Brazil,Finland,France,Germany,India,Italy,theNetherlands,Norway,

Singapore,Spain,Sweden,theUK,andtheUS.Wespoketoexecutivesfrommultiplesectors,includingautomotive,consumerproducts,retail,financialservices,telecom,

utilities,high-tech,industrialmanufacturing,lifesciences,publicsector,andmedia.Inaddition,weconducted25

in-depthinterviewswithCMOsandothermarketing

executiveswithfirsthandknowledgeorawarenessoftheir

organization'sgenerativeAIinitiatives.Formoredetailson

thesurveysample,pleaserefertotheresearchmethodology.

CapgeminiResearchInstitute2023

。

GenerativeAIandtheevolvingroleofmarketing:ACMO'sPLAYBOOK

Definitionof

generativeAI

GenerativeAIistechnologythathasthecapabilitytolearnfrom

andreapplythepropertiesandpatternsofdataforawiderange

ofapplications,fromcreatingtext,images,andvideosindifferent

stylestogeneratingtailoredcontent.Itenablesmachinestoperformcreativetaskspreviouslythoughtexclusivetohumans.ThefollowingtablesummarizesthetopgenerativeAIapplicationsandgivessomeexamples.

CapgeminiResearchInstitute2023

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GenerativeAIandtheevolvingroleofmarketing:ACMO'sPLAYBOOK

SelectedgenerativeAIapplications

Generatingnewtext/reports,summarizingandtranslatinginto

multiplelanguages

Generatingnewimages/videos,analyzingexistingimages/video(e.g.,videogames,VR,animation)

AdobeFirefly,StabilityAI,Midjourney,Nvidia,Dall-E2,Synthesia,Nvidia,RunwayML

Generatingmusicandremixing,speechsynthesis,soundeffects,voiceconversion,audioenhancement

Synthesia,AmazonPolly,Sonix.ai

Generatehuman-likecontextuallyrelevanttextresponsesinreal-timetoexpandandimprovecustomerserviceandadvice

OpenAI’sChatGPT,AmazonLex,GoogleBard

Enhancedsearchfunctions,addinglanguagecapabilitiesto

search(e.g.,“RAG,”retrievalaugmentedgeneration)

Text

Imagesand

videogeneration

Audio

Chatbots

Search

GoogleBard,LandingAI,Azure,FacebookLlama2,PerplexityAI

OpenAI’sGPT-4,GooglePalm2,Scribe,Claude

Indicativeexamples

CapgeminiResearchInstitute2023

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GenerativeAIandtheevolvingroleofmarketing:ACMO'sPLAYBOOK

01

GENERATIVEAIINMARKETING

ISRAPIDLYGAININGPACE

CapgeminiResearchInstitute2023

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GenerativeAIandtheevolvingroleofmarketing:ACMO'sPLAYBOOK

Marketersaremoving

fasttoembracethe

possibilitiesof

generativeAI

Themarketingfunctionisswiftlyadoptinggenerative

AI,witnessingsubstantialadoptionofatechnologythat

gainedpopularitywithinthepast12months.Inour

report

ongenerativeAI

acrosssectorsandfunctionspublishedthisyear,approximately40%oforganizationswereadopting

a“waitandwatch”approach.Thisapproachnowappliestoonly12%oforganizationsintermsofthemarketingfunction(seeFigure1).

FIGURE.1

ThemarketingfunctionisrapidlyembracinggenerativeAI

ORGANIZATIONSWHOAREADOPTINGA"WAITANDWATCH"APPROACHONGENERATIVEAI

Shareoforganizationsacrossallfunctions,April2023

Shareoforganizationsinmarketingfunction,October2023

Source:CapgeminiResearchInstitute,CMOPlaybook#2research,Sep–Oct2023;N=1,800executiveswithmarketingresponsibilitiesfromuniqueorganizations;GenerativeAIExecutiveSurvey,April2023.

39%

12%

CapgeminiResearchInstitute2023

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GenerativeAIandtheevolvingroleofmarketing:ACMO'sPLAYBOOK

Mostorganizations

alreadyusegenerative

AIinmarketing

Currently,almost60%oforganizationshaveadopted

generativeAIintotheirmarketinginitiatives,including

37%whohaveprogressedfromexperimentationtoactiveimplementation(seeFigure2).

%

oforganizationsareintegrating

generativeAIintomarketing

FIGURE.2

MarketingfunctionsaredeployinggenerativeAIatpace

STATEOFIMPLEMENTATIONOFGENERATIVEAIINMARKETING

12%5%3%

Notusing,anddon'thaveastrategy

Takinga“waitandwatch”approach

Usedinthepast,butdon’tuseitnow

Percentagesrepresentshareoforganizations.

Source:CapgeminiResearchInstitute,CMOPlaybook#2research,Sep–Oct2023;N=1,800executiveswithmarketingresponsibilitiesfromuniqueorganizations.

Usingacrossmultiple/fewinitiativesTesting/experimenting

Notusing,buthaveastrategy

Don'tknowwhatitisandhavenointentiontobringitinto

marketingsoon

37%

21%

13%

10%

CapgeminiResearchInstitute2023

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GenerativeAIandtheevolvingroleofmarketing:ACMO'sPLAYBOOK

Business-to-business(B2B)sectors(e.g.,manufacturing,

lifesciences)areonlyveryslightlybehindtheirbusiness-to-

consumer(B2C)counterparts(e.g.,consumerproducts,retail,automotive)inincorporatinggenerativeAIintomarketing

strategies(seeFigure3).

FIGURE.3

BothB2BandB2CsectorsareactivelydeployinggenerativeAIinmarketing

STATEOFIMPLEMENTATIONOFGENERATIVEAIINMARKETING,BYSECTOR

B2Csectors38%20%13%10%12%5%3%

B2Bsectors33%25%14%12%11%4%2%

Notusing,anddon'thaveastrategy

Takinga“waitandwatch”approach

Usedinthepast,butdon’tuseitnow

Percentagesrepresentshareoforganizations.

Source:CapgeminiResearchInstitute,CMOPlaybook#2research,Sep–Oct2023;N=1,800executiveswithmarketingresponsibilitiesfromuniqueorganizations.

Usingacrossmultiple/fewinitiativesTesting/experimenting

Notusing,buthaveastrategy

Don'tknowwhatitisandhavenointentiontobringitinto

marketingsoon

CapgeminiResearchInstitute2023

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GenerativeAIandtheevolvingroleofmarketing:ACMO'sPLAYBOOK

GenerativeAIisgainingtractionnotjustinB2Cbutalsoin

B2Bsectors.Forresterpredictsthat,by2024,B2BteamswillusegenerativeAItoswiftlyextractvaluableinsightsfrom

diversecustomerdatatostreamlineideagenerationand

innovation,ultimatelyidentifyinguniquecapabilitiesinafifthoflaunchedproducts.6

Moreover,theUSalreadystandsoutfortheirrobustembraceofgenerativeAIinmarketing.Onaverage,Europelags

behindtheU.S.inimplementinggenerativeAI,potentially

attributabletoitsmorestringentregulationsinthefieldofAI(seeFigure4).

FIGURE.4

TheUSisaheadinimplementinggenerativeAIinmarketing

STATEOFIMPLEMENTATIONOFGENERATIVEAIINMARKETING,BYCOUNTRY

50%

Singapore

Australia

Finland

Germany

UK

India

Norway

Brazil

Italy

Spain

Netherlands

France

Sweden

Average,EuropeandUK

Average,Global

NotusingorexperimentingwithgenerativeAI

Percentagesrepresentshareoforganizations.

Source:CapgeminiResearchInstitute,CMOPlaybook#2research,Sep–Oct2023;N=1,800executiveswithmarketingresponsibilitiesfromuniqueorganizations.

40%

38%

37%

36%

35%

34%

34%

33%

33%

32%

32%

31%

Testing/experimentingwithgenerativeAI

UsinggenerativeAIacrossmultiple/fewinitiatives

44%

43%

44%

15%

20%

23%

43%

41%

21%

24%

19%

21%

40%

39%

42%

49%

42%

44%

45%

47%

44%

31%

37%

39%

34%

21%

24%

20%

27%

22%

21%

22%

51%

19%

18%

US

CapgeminiResearchInstitute2023

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GenerativeAIandtheevolvingroleofmarketing:ACMO'sPLAYBOOK

Organizationsinvestingingenerative

AIareallocatingasignificantportionoftheirmarketingtechnologybudgettoit

MarketingfunctionsareactivelyestablishinggovernancesystemsandpracticestoleveragegenerativeAI.

Halfoftheorganizationswesurveyedhaveadedicated

budgettoimplementgenerativeAIwithinmarketing,andaquarterplantocreateoneinthenextsixmonths.Whenthisisconsideredalongsidethenearly40%oforganizationsthatalreadyhaveprogressedfromexperimentationto

implementation(asestablishedabove),itisevidentthat

organizationsareproactivelyinvestingintheirforthcominggenerativeAIinitiativeswithinmarketing.

Moreover,nearlyhalfhaveformeddedicatedteamswithinmarketingtoimplementgenerativeAI.Athirdmoreplantoestablishtheminthecomingmonths(seeFigure5).

FIGURE.5

MarketingteamsareswiftlyallocatingbudgetsandestablishingdedicatedteamsforgenerativeAIinitiatives

THEBUDGETANDTEAMSTRUCTUREFORIMPLEMENTINGGENERATIVEAIWITHINMARKETING

25%

33%

47%

BudgetforimplementationofgenerativeAIwithinmarketingAteam(specifictomarketing)forgenerativeAI

Alreadyinplace

Plantointhenextsixmonths

Noplanstodosointhenextsixmonths

Percentagesrepresentshareoforganizations.

Source:CapgeminiResearchInstitute,CMOPlaybook#2research,Sep–Oct2023;N=1,752executiveswithmarketingresponsibilitiesfromuniqueorganizationswhoareawareaboutgenerativeAI.

26%

20%

50%

CapgeminiResearchInstitute2023

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GenerativeAIandtheevolvingroleofmarketing:ACMO'sPLAYBOOK

Abreakdownofbudgetallocationspecificallyforgenerative

AIinmarketingacrossvarioussectors,highlightsthat

althoughtherearevariations,theallocationremains

substantialacrossallsectors(seeFigure6).

Figure6illustratesthatthree-quartersoftheB2C

organizationssurveyedhaveallocatedorplantoallocatebudgetsforgenerativeAIwithinthenextsixmonths.EvenforB2Bsectorsattheoppositeendofthespectrum,suchaslifesciencesandmanufacturing,thisfigureremains

highat65%.ThisunderscorestheswiftandsubstantialcommitmentofresourcestogenerativeAIinmarketingacrossdiversesectors.

Moreover,thebudgetforgenerativeAInowrepresents

asubstantialportionofthetotalmarketingtechnology

budget,asbusinessesincreasinglyrecognizethepotential

ofgenerativeAI.AsshowninFigure7,thoseorganizations

thatcurrentlyinvestingenerativeAIhaveearmarked62%oftheirmarketingtechnologybudgetforsuchinitiatives.Theseinvestmentplansreflecttherapidlyadvancingmaturity

ofbothexistingandforthcominggenerativeAIsolutionsandofferings.

FIGURE.6

ThreeinfourorganizationshaveeitheralreadyallocatedabudgetforgenerativeAImarketinginitiativesorhaveplanstodosowithinthenextsixmonths

BUDGETALLOCATIONPLANSTOWARDSGENERATIVEAIWITHINMARKETING,BYSECTOR

23%

35%

15%

25%

28%

24%

34%

63%

49%

31%

MediaAutomotiveInsuranceBankingTelecomManufacturingAverage

ConsumerHigh-techRetailUtilitiesPublicLife

goodssectorsciences

Noplanstodosointhenextsixmonths

Percentagesrepresentshareoforganizations.

Source:CapgeminiResearchInstitute,CMOPlaybook#2research,Sep–Oct2023;N=1,752executiveswithmarketingresponsibilitiesfromuniqueorganizationswhoareawareaboutgenerativeAI.

Plantointhenextsixmonths

Alreadyinplace

46%

42%

44%

46%

34%

30%

21%

24%

22%

26%

20%

22%

27%

22%

25%

25%

26%

27%

26%

26%

25%

28%

27%

54%

55%

52%

51%

51%

50%

CapgeminiResearchInstitute2023

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GenerativeAIandtheevolvingroleofmarketing:ACMO'sPLAYBOOK

FIGURE.7

AmongthoseinvestingingenerativeAI,overhalfoftheirmarketingtechnologybudgetisspecificallyallocatedtotheseinitiatives

SHAREOFMARKETINGTECHNOLOGYBUDGETALLOCATEDTOGENERATIVEAIAMONGORGANIZATIONSINVESTINGIN

THISTECHNOLOGY

62%

Source:CapgeminiResearchInstitute,CMOPlaybook#2research,Sep–Oct2023;N=1,142executiveswithmarketingresponsibilitiesfromuniqueorganizationswhoinvestingenerativeAI.

CapgeminiResearchInstitute2023

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GenerativeAIandtheevolvingroleofmarketing:ACMO'sPLAYBOOK

HOWMARKETINGHAS

EVOLVEDINTOA

STRATEGICBUSINESSDRIVER

Marketinghasbeentransformedinrecent

years,emergingasastrategicforcedriving

organizationalsuccess.CMOsnowplayacentralroleinshapingthedecisionsthatsteerbusinessestowardstheirgoalsandobjectives.Armedwithagoodunderstandingofmarkettrends,consumerbehavior,anddigitaltechnologies,CMOscannowcontributesignificantlytothedevelopmentof

growthstrategiesandnewproducts(seeFigures8and9).

DustinSedgwick,ChiefMarketingOfficerand

ManagingDirector–Payments,JPMorganChase&Co,says:“Marketingismoreandmoregoingtobeseenasrevenuegeneratorandaprofitcenterasopposedtoacostcenter.”

FIGURE.8

CMOsatB2Corganizationsareincreasinglypivotalinstrategicdecision-makingprocesses

B2CORGANIZATIONSACKNOWLEDGETHEGROWINGIMPORTANCEOFMARKETINGINSTRATEGICDECISION-MAKING

71%

57%

49%

OurCMOisinvolvedwhencriticaldecisionstodrive

businessgoalsandobjectivesaremade

(e.g.,ongrowthstrategy,newproductdevelopment)

2021

PercentagesrepresentshareofB2Corganizations.

Note:Researchconductedin2021exclusivelyfocusedonB2Csectors.

Source:CapgeminiResearchInstitute,CMOPlaybook#2research,Sep–Oct2023;N=1,404executiveswithmarketingresponsibilitiesfromuniqueB2Corganizations;Anewplaybookforchiefmarketingofficers,September2021.

OurC-suiteexecutives(e.g.,CEO,CFO,CTO,CIO)

seemarketingasastrategicpartnerindriving

businessgrowthandnotassolelyacostcenter

Current,2023

72%

CapgeminiResearchInstitute2023

SHARED

RESPONSIBILITYOFCMOS

INFLUENCINGROLE/NORESPONSIBILITY

2021

2023

2021

2023

2021

2023

Contributiontorevenuegrowth

Contributiontoprofit

19

GenerativeAIandtheevolvingroleofmarketing:ACMO'sPLAYBOOK

FIGURE.9

CMOsatB2Corganizationsareassuminggreateraccountabilityforrevenueandprofit-relateddecisions

DIRECT

RESPONSIBILITYOFCMOS

24%

59%

33%

17%

18%

49%

25%

53%

36%

23%

21%

44%

PercentagesrepresentshareofB2Corganizations.

Note:Researchconductedin2021exclusivelyfocusedonB2Csectors.

Source:CapgeminiResearchInstitute,CMOPlaybook#2research,Sep–Oct2023;N=1,404executiveswithmarketingresponsibilitiesfromuniqueB2Corganizations;Anewplaybookforchiefmarketingofficers,September2021.

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GenerativeAIandtheevolvingroleofmarketing:ACMO'sPLAYBOOK

WHYMARKETINGIS

PROGRESSIVELY

TAKING

RESPONSIBILITY

FORCUSTOMER

EXPERIENCE

Marketershaveevolvedbeyondpromoting

products;theynowfocusoncreating

personalizedcustomerinteractions.Our

researchshowsthat66%ofB2CorganizationsbelievetheirCMOshaveincreased

responsibilityforcustomerexperience,

comparedto46%in2021.Byunderstandingtheentirecustomerjourney,marketers

cantailorstrategiestoengageconsumers

effectively.Consequently,thedirect

involvementofCMOsinmanagingtheend-to-endcustomerexperiencehasrisensignificantlysince2021(seeFigure10).

FIGURE.10

CMOsatB2Corganizationsaretakingonmoresignificantrolesinmanagingthecustomerexperience

DIRECT

RESPONSIBILITYOFCMOS

202120232021202320212023

Managingend-to-end

customerexperience

acrosstouchpoints(e.g.,

stores/dealers,social

media,web/apps)

PercentagesrepresentshareofB2Corganizations.

Note:Researchconductedin2021exclusivelyfocusedonB2Csectors.

Source:CapgeminiResearchInstitute,CMOPlaybook#2research,Sep–Oct2023;N=1,404executiveswithmarketingresponsibilitiesfromuniqueB2Corganizations;Anewplaybookforchiefmarketingofficers,September2021.

30%47%46%31%24%23%

SHARED

RESPONSIBILITYOFCMOS

INFLUENCINGROLE/NORESPONSIBILITY

CapgeminiResearchInstitute2023

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FIGURE.11

Mostorganizationsdonotusedigitaltoolsextensivelytooptimizecustomerexperience

USAGEOFTOOLSANDPLATFORMSBYORGANIZATIONSTOOPTIMIZECUSTOMEREXPERIENCE

14%

21%

30%

35%

40%33%31%

SaaSbasedCloudMarketingPlatforms

(e.g.,Salesforce/Adobemarketingcloud)

UseitextensivelyUseitsparselyPlantouseitinthenext6monthsNoplantouseitinthenext6months

Percentagesrepresentshareoforganizations.

Note:Researchconductedin2021exclusivelyfocusedonB2Csectors.

Source:CapgeminiResearchInstitute,CMOPlaybook#2research,Sep–Oct2023;N=1,800executiveswithmarketingresponsibilitiesfromuniqueorganizations.

13%

24%

11%

18%

30%

CustomerDataPlatform

(e.g.,Salesforce360,AdobeAEP)

CustomerJourneyPlatforms(e.g.,AdobeJourneyOptimizer)

GenerativeAIandtheevolvingroleofmarketing:ACMO'sPLAYBOOK

Toensureaseamlessend-to-endcustomer

experience,marketershaveawiderangeoftoolsandplatformsattheirdisposal.However,our

findingssuggestthat,onanaverage,lessthan

fourin10organizationsusesuchtoolsextensivelytomapandtrackcustomerinteractionsand

touchpoints(seeFigure11).

LindaHa,GlobalCustomerEngagement&LoyaltyManager,IkeaIngka,says:“We’vetransitioned

fromtransactionalinteractionstofosteringgenuinerel