2024年数字趋势（英）-20正式版

2024DigitalTrendsAdobe2024DigitalTrendsTableofcontentsExecutiveSummary34Section1Personalizationandcustomerjourneyexpectations.Whyarewestilltalkingaboutpersonalization?Whatpersonalizationmeansin2ꢀ2ꢁ.45Section2Unifieddataandinsightsarefoundationalforpersonalization.8Connectyourdataforseamless,personalizedjourneys.Fromcompliancetocompetitiveedge.81011Marketleadersexemplifyresponsibledatapractices.Section3ClearstartingpointsandfuturegoalsforgenerativeAI.12GenerativeAI’sfirstusecaseiscontent.InternalstrategiesforadoptinggenerativeAI.Frompilotstopowerhouse.131616RecommendationsExceptionaldigitalCXthroughpersonalization,generativeAI,andunifieddata.1819MethodologyExecutivesurvey.Consumersurvey.2ExecutiveSummaryAdobeDigitalTrendshas,overthepast14years,broughtreadersuptodatewithexecutives’viewsonhowtheirorganizationsperforminthefaceofchange.Forthefirsttime,wehaveaddedanextensiveconsumersurveytouncoverwhatcustomersreallythinkaboutinnovationsindigitalexperiences.Inthisreport,we’lldefinewhatpersonalizationmeansin2024andhowunifieddatalaysthefoundationfororganizationsnotonlytoeffectivelypersonalizebutalsoleveragegenerativeAItoitsfullestpotential.Lastly,we’llexploretheactualimpactofgenerativeAIoncustomerexperience(CX)today,andhoworganizationscandeliveronitspromise.KeyLearnings:■Consumerexperiencesarestillnotmeetingexpectations.Consumersfeelcompanieshavethepotentialtoaddresstheirneedsmoreclosely,butmanydigitalexperienceshaveyettoliveuptoexpectations.Consumerspointtothefactthatbusinessesholdenoughoftheirdatatoprovidebeꢀerproductsandservicesbutaren’tmakingthemostofit.■Personalizationisofenbasedonassumptions,notevidence.Organizationsoꢁenfocusonpersonalizingindividualcontactpointsratherthancreatingwhatcustomerswant—consistent,seamlessinteractionsacrossdifferentchannelsandthroughouttheentirecustomerjourney.eseassumptionsarebasedonoutdatedinformationandhabits.■Companiesstillaren’tconnectingthedatadots.UnifyingdataisjustonepieceofthepuzzletodeliverexceptionaldigitalCX,butorganizationsstillstruggletogetitright.Onceproperlyimplemented,unifieddatawillbethefoundationfororganizationstobuildnext-generationexperiences,includingAI-poweredones.■GenerativeAIstrategyneedsmoreaꢀention.eperceptionisthatgenerativeAIwillquicklyscaleanewlyefficientbusiness.erealityisthatwhilesuccessiswithinreach,businessesmustimproveunderlyingdatatomakethemostofAI.■Market-leadingorganizationshavedonetheworkondata,goals,andstrategy.MarketLeaderscanacceleratetheirabilitytousegenerativeAIbecausetheyaremorelikelytohavesophisticateddatastrategies.EarlyAdopters—thosewhoalreadyhavegenerativeAIsolutionsinplace—aresixtimesmorelikelythanthosewithoutgenerativeAIsolutionstohaveexceptionaldigitalCX.■AI’spotentialisunrealizedbutachievable.AsfirmsintegrategenerativeAIintotheirbusinessworkflows,itspotentialforfar-reachingbusinessimpactisbecomingclearer.However,thefactthatsomanyhaveyettoestablishbusinessgoalsorKPIsshowsalackoffocusandmeansthatgenerativeAI’spotentialisstillfarfrombeingreached.3Section1Personalizationandcustomerjourneyexpectations.Whyarewestilltalkingaboutpersonalization?Personalizationcontinuestobeatopbusinesspriority—andorganizationsstillstruggletogetitright.Accordingtothisyear’sconsumersurvey,just26%ofconsumersdescribedtheirdigitalexperiencewithabrandtheyhaveanexistingrelationshipwithas“excellent.”Abouthalfoftheconsumerssurveyedagreethat“themorebrandsknowaboutme,thebeꢀerservicetheycangive.”Atthesametime,nearlytwo-thirdsexpressfrustration“withbrandsthatknowalotaboutmebutdon’ttakemypreferencesintoaccount”(Figure1).Organizationscontinuetodemandmoreandmoredata,butconsumersarewary,inpartbecauseofthelimitedpersonalizationtheyhavereceivedaꢁersharingtheirdatainthepast,alongwithgeneralprivacyconcerns.issuggestsconsumerswouldratherbrandsgettheircoreinteractionsrightacrosswebsite,email,app,andsocialbeforeexpandingtointeractionssuchasautomatedchatorvirtualtry-ons.Figure1:Towhatextentdoyouagreewitheachofthefollowingstatements?(Consumer)It’simportanttometoknowifIamtalkingtoahumanorabot80%71%67%65%60%Iexpectmyexperiencewithbrandstobeseamlessacrosstheirwebsite,app,andcallcenterIwouldbemoreopentograntingpermissiontousemydataifbrandsweremoretransparentabouthowtheywereusingandsecuringitIamworriedabouthowmuchdatabrandsholdaboutmeIgetfrustratedwithbrandsthatknowalotaboutmebutdon'ttakemypreferencesintoaccountemorebrandsknowaboutme,thebeꢀerservicetheycangiveme49%Samplesize:6,7934Whatpersonalizationmeansin2024.In2024,world-classdigitalexperiencesrequireapersonalizedend-to-endcustomerjourneyacrossallchannels,deliveredseamlesslyandconsistently.Itisnotaseriesofcustomizedtouchpoints.Four-fiꢀhs(80%)ofconsumersconsiderconsistentexperiencesacrossdifferentonlinechannels“important”or“critical”tomeetingtheirCXexpectations,and70%assignsimilarratingsto“personalizedproductrecommendations”(Figure2).However,aboveallelse,consumerswanttheirdatausedresponsibly,with91%insistingitiseither“important”(28%)or“criticallyimportant”(63%).RespondentsweresignificantlymorelikelytoratethisascriticaltomeetingtheirCXexpectationsthananyotheroption.Figure2:Wheninteractingwithbrandsgenerally,howimportantareeachofthefollowingtomeetingyourcustomerexperienceexpectations?(Consumer)26%44%28%44%34%36%41%63%46%15%28%7%21%9%19%8%16%7%PersonalizedproductrecommendationsbasedonmyinterestsandpastpurchasesConsistentandseamlessinteractionsacrossdifferentonlinechannels(website,socialmedia,email)QuickandefficientcustomersupportthroughautomatedsystemslikechatbotsToolsandfeaturestomakemyonlineexperiencebeꢀer,likevirtualtry-onsorinteractiveproductdemonstrationsAssurancethatmypersonaldataisbeingusedresponsiblyandsecurelybythebrandNotatallimportantSomewhatimportantImportantCriticallyimportantSamplesize:6,489Whenaskedwhatconsumersvaluemorewheninteractingwithbrands,resultsrevealedmostprefercommunicationsontheirownschedule.Almosttwo-thirds(60%)saidtheywouldprefertoreceiveanemailontopoffersoverapersonalizedtextmessage(40%).Similarly,consumerspreferredrecommendationsviawebsiteandin-app(62%)totailoredemailsandtexts(38%).Crosscomparisonsonappversuswebsite,chatversusforms,andotherpreferenceswerealmostequallysplit,suggestingthereisnoonerightpathformostcustomers(Figure3).Real-timepersonalizationiswhatourcustomersexpecteverysingletime,everysingleinteraction.Wemustgetthatrightanddoitsoyou’renotcomingacrossascreepyortryingtosellsomethingthecustomerdoesn’tneed.You’recomingacrossasapartnerwhogenuinelycaresfortheircustomersandwantsthebestforthem.”ParthivShethVicePresidentofMarketing,AT&T5Figure3:Whenchoosingbetweendifferentbrandstodobusinesswith,whichofthefollowingaremoreimportanttoyou?(Consumer)Textmessageswithofferspersonalizedforme38%Marketingemailsandtextswithofferstailoredforme40%62%60%49%49%EmailswithtopoffersofthedayGreatproductrecommendationsin-apporonthewebsiteRecommendationsbasedonmyprofile,e.g.ageandgenderAwell-designedapp44%51%51%56%49%AcomprehensivewebsiteRecommendationsbasedonrecentpurchasesOnlinechatwithanagentAnumbertocallOnlinechatwithavirtualassistantAformforquestionsandinquiries51%Samplesize:6,793Drillingfurtherintothedata,weuncoveredpreferencesbyconsumeragegroups,revealingsomeinterestinggenerationaldifferences.Forexample,mostconsumersunder45preferonlinechattocallingorcompletingaform,whilemostconsumersover65preferwebsitestoapps(Figure4).Brandsneedtorealizethat,assomesegments“ageout,”thepreferencesoftoday’syoungerconsumerswillthenbecomethedominantexpectation.Figure4:Whenchoosingbetweendifferentbrandstodobusinesswith,whichofthefollowingaremoreimportanttoyou?(Consumer)a)Onlinechatwithagentversusanumbertocallb)Onlinechatwithavirtualassistantversusaformforquestionsc)Awell-designedappversusacomprehensivewebsite60%58%64%36%57%57%43%61%61%62%58%52%48%69%31%60%56%44%58%42%51%64%51%51%49%49%43%42%39%38%39%49%42%36%40%40%18-2425-3435-4445-5455-6465andolder18-2425-3435-4445-5455-6465andolder18-2425-3435-4445-5455-6465andolderOnlinechatwithanagentAnumbertocallOnlinechatwithavirtualassistantAformforquestionsandinquiriesAwell-designedappAcomprehensivewebsiteSamplesize:6,793Onlyconsumersegmentationwithdetailedinsightbehinditisgoingtogetbusinessesclosertomeetingexpectations.Forinstance,consumersvaluedtailoredmessagesthataretimelyandrelevantamongtheirtopthreeprioritiesinpersonalization(Figure5).Atthesametime,only20%ofconsumersvaluedbeingaddressedbyname.Havingtheirinformationandpreferencesrecognizedwhenreachingoutforsupportorcustomerservicesismoreimportant(23%),asisbeingrecognizedwhentheyloginondifferentdevices(25%).6Figure5:Personalizationthatconsumersvaluethemostfrombrands(top3).(Consumer)SendstimelyremindersbytextoremailaboutproductsorservicesImightbeinterestedin31%SendsmessagesandoffersthatfeeltailoredtomeSendsmeoffersandmessagesthatseemtofitmyage,gender,andlifestyleRecognizesmeonallmydeviceswhenIlogontoitswebsiteorapp30%28%25%24%23%Givesrecommendationsbasedonmylatestbrowsinghistoryand/orpurchasesRecognizesmyinformationandpreferenceswhenI'mmakingareturnorreachingoutforsupportorcustomerserviceAddressesmebynameinalldigitalcommunications20%19%RecognizesandrespondstomymostrecentpurchasesorbrowsinghistoryintheircommunicationsShowsadsonsocialmediathatarerelevanttomyinterestsandneeds16%Samplesize:6,556ereisevidencebrandsneedtopaycloseraꢀentiontowhatconsumersaretellingthem.While40%ofpractitionersalignwithconsumersinprioritizingrecommendations,theyalsoprioritizeaddressingcustomersbyname(40%,Figure6),whichaswe’veseenwassignificantlylessapriorityforconsumers(20%,Figure5).Positively,practitionersroutinelyusedataandanalyticstopredictconsumerneedsbysegment(47%),whichindicatestheyareabletotakedifferentapproachestocommunicationpreferences.Byinterpretingbuyingbehaviorsandbrowsinghabits,practitionerscanfocusontheiraudience’strueneedsandpreferenceswiththegoalofenhancingthecustomerjourneyratherthanchasingaꢁereverydatapoint.Figure6:ewaysthatpractitionerssaytheyroutinelypersonalizedigitalcontentforcustomers.WeusedataandanalyticstopredictcustomerneedsbysegmentWemakerecommendationsbasedonpreviouspurchaseandbrowsingbehaviorCustomersareaddressedbyname47%40%40%WeusedataandalgorithmstopersonalizethewebsiteexperienceOffersareupdatedinrealtimetoreflectmostrecentbrowsingandpurchasebehaviorWeusegenerativeAItocraꢁemails,messages,andothercopy36%27%25%WeusegenerativeAItopersonalizeꢀimages,infographics,orvideocontent23%Samplesize:3,1977Indeed,thelinkbetweenstrongdatapracticesandroutinepersonalizationeffortsisdemonstratedinourresearch.AsillustratedinFigure7,practitionersratingtheircustomerdatasystem(CDS)as“highlyeffective”aremorelikelytoroutinelypersonalizeacrosschannels—withrecommendations,inrealtime,usinggenerativeAIcrafedcontent—comparedtothoseratingtheirCDSas“moderately/ineffective.”Figure7:Aspectsofdigitalcontentthatpractitionerssaytheyareroutinelypersonalizingversustheeffectivenessoftheirorganization’scustomerdatasystems.65%60%54%WeusedataandanalyticstopredictcustomerneedsbysegmentWeusedataandalgorithmstopersonalizethewebsiteexperienceWemakerecommendationsbasedonpreviouspurchaseandbrowsingbehaviorOffersareupdatedinrealtimetoreflectmostrecentbrowsingbehaviorWeusegenerativeAItopersonalizeimages,infographics,orvideocontentWeusegenerativeAItocraꢀemails,messagesandothercopy41%54%53%47%27%23%29%Moderately/Ineffective41%40%HighlyEffectiveSamplesize:1,700CASESTUDYHenkelAG&Co.,theGermanmultinationalchemicalandconsumergoodscompany,hasenhanceditsoperationswiththenewdigitalplatꢀorm"RAQN,"poweredbyAdobeExperiencePlatꢀorm.istechnologyistransꢀorminghowthecompanymanagesits30+brands,enablingtailoredexperiencesacrosschannels.Withcloud-basedtoolsꢀorcontent,customerdata,andassets,Henkelhasstreamlined300webdomains,ꢀacilitatingpersonalizedengagementꢀorB2B,B2C,andB2B2Cinteractions.LearnMore>Section2Unifieddataandinsightsarefoundationalforpersonalization.Connectyourdataforseamless,personalizedjourneys.Datasophisticationisvitaltoeffectivepersonalization.Withoutthedatacapabilitiestomakeintelligentproductrecommendationsorroutethecustomertothemosteffectivecustomerservicejourney,digitaltouchpointscannotꢀulfilltheirpromise.Takethechatbotexperience,ꢀorexample.Chatbotsaredependentonintelligentdataandmostlyusedꢀorserviceortohelpthecustomerselꢀ-directtheirpurchasingjourney.Yet,theyarealsothemostlikelytodisappoint.Abouthalꢀoꢀconsumers(49%)ratetheirexperienceswithchatbotsaseither“verypoor,”“poor,”orjustplain“adequate.”8Whenaskedwhatimprovementsabrandcouldmaketoprovideabeꢀerdigitalexperience,consumersnamedimprovingcustomerservicetransfers(52%)ormakingself-servicesupporteasier(44%)asthetoptwo.Toachievethis,asmoothflowofdatabetweendepartmentsandsystemsiscritical.Anorganization’sdata-relatedcapabilityalsocorrelateswithmarketperformance.Figure8showsthatMarketLeaders(thosewhooutperformedtheirsectorpeersin2023)aremorelikelytoratetheirdata-relatedcapabilitiesas“best-in-class"or“aboveaverage”acrossallfivemeasuresoffunctionalityversusMarketFollowers(thosewhomerelykeptpaceorunderperformedtheirsectorin2023).Figure8:Seniorexecutivesratingtheirdata-relatedcapabilitiesas“bestinclass”or“aboveaverage.”MarketLeadersvs.MarketFollowers75%75%71%71%72%48%45%46%42%43%Real-timedatacaptureInsightgenerationandandconsolidationpredictiveanalysisOmnichannelcontentpersonalizationCustomerjourneyorchestrationMeasuringCXimpactandROIMarketLeadersMarketFollowersSamplesize:1,243Manyorganizationsrecognizethattheirdatastrategiesarestillverymuch“indevelopment.”isisechoedbypractitioners,whoratedtheircustomerdatasystemsasmerely“average”to“ineffective”inprovidingconsistentdataacrossalltouchpoints(52%)andenablingaholisticcustomerview(57%).Morethanhalfofseniorexecutives(55%)CASESTUDYidentified“customerdatamanagement”asthetoptechnologyareatheyprioritizeforinvestmentin2024.Suchtoolsthey’veprioritizedonunifyingdataintoasinglesourceoftruththatcanbeaccessed—subjecttotherightpermissions—foranumberofpurposes,includingdatasecurityandcompliance,customerservice,marketing,andproductdevelopment.Understandingcustomersisachallengeforconsumerpackagedgoodscompanies(CPGs)becausetheyrarelyselldirectlytothecustomer.Asaresult,theyhavetomakethemostofthedatatheycanacquire.Coca-ColadoesthisbybringingtogetheritsregionalCDPstocreateasingleviewthatgivesreal-timeinsightsintoglobalcustomers.InjustthefirstphaseofdeployingAdobeReal-TimeCustomerDataPlatformandAdobeJourneyOptimizer,Coca-Colabroughttogether98millioncustomerprofilesfrommorethan100countries,withplansforbillionsofprofilesinthefuture,allowingthecompanytotargetconsumersbydrinkpreference,lifestyle,location,andmore.LearnMore>Increasingly,analystssuggestthemostpopularformatforunifyingdataisthecustomerdataplatform,orCDP.*esedataplatformsunify,segment,andactivatedataforallthenecessarysystemsandstakeholdersrequired,givingtheorganizationasinglesourceoftruthforcustomerdatatohelpcreateseamless,personalizedjourneys.9*Forrester,eCustomerDataPlatformsForB2CLandscape,Q12024,2024Fromcompliancetocompetitiveedge.Confidenceindatacomplianceunderpinsorganizations’willingnesstoexplorenewtechnologysolutionsanddigitalstrategiestokeepinnovating.Technologywillinevitablyencouragethatexploratorythinking,anddatawillfuelthattechnology.Tomakethemostofthedataandtechnologyequation,organizationsmustbeconfidenttheyareprotectingboththemselvesandtheircustomers’data.Perhapssurprisingly,despitetheirconcernsoverdataprivacy,consumersarebroadlycomfortablewithbrandsusingAI,particularlyifitwouldleadtobrandsmakingbeꢀerrecommendationsandimprovingcommunications(Figure9).Figure9:HowcomfortableareyouwiththebrandsyoudealwithusingAIforeachofthefollowingpurposes?(Consumer)MakingbetersuggesꢀionsforproducꢀsandservicesImighꢀbeinꢀeresꢀedinMakingbeterrecommendaꢀionsin-app16%17%17%48%47%47%42%38%41%37%36%ImprovingrelevanceofemailsandmarkeꢀingmessagesꢀheysendꢀomeMakingchaꢀboꢀsmorehelpful36%35%23%34%32%Givingcusꢀomerserviceemployeesaccessꢀomypurchasehisꢀorywiꢀhouꢀhavingꢀogoꢀhroughsecuriꢀychecks28%UsingAI-generaꢀedimagesꢀomakemarkeꢀingmessagesmoreengaging27%NotcomfortableFairlycomfortableVerycomfortableSamplesize:6,532However,consumersdostillhavesomeconcerns.Aroundone-thirdareuncomfortablegivingcustomerserviceemployeesaccesstotheirdata(34%),whichcouldimpactorganizations’effortstoimproveautomatedself-service,anotedpriorityforbrandsandconsumers.Movingforward,brandswillneedtobediligentinadoptingmoretransparencyarounddatapolicies.atmeansprovidingclearconsentoptionsandexplaininghowandwheredataisused,particularlywhenitcomestoAI.Organizationsrecognizethisiseasiersaidthandone.Morethanhalf(57%)ofpractitionerssayensuringqualityandcustomertrustinAI-generatedcontentwillbeatopchallengein2024,while38%oforganizationswithgenerativeAIsolutionsinplacealsoagreethat“buildingtrustbyembeddingresponsibledataandAIpractices”willhaveabigimpactontheirbusinesses.10Marketleadersexemplifyresponsibledatapractices.WhenitcomestousingcustomerdatatopowernewtechnologylikegenerativeAI,MarketLeadersarepullingaheadofMarketFollowersintermsofhavingeffectivecustomerdatasystemstoensuredataprivacy,developcontentresponsibly,andmeetsecuritystandardsandbrandrequirements.Figure10:Seniorexecutivesratingtheirprogressin“EnsuringdataprivacyandsecuritystandardsastheypertaintoAI.”MarketLeadersvs.MarketFollowersInfact,Leadersaretwiceaslikelytoagreetheirprogressinguaranteeingdataprivacyandsecuritystandardsisalreadydone(37%vs.17%).Conversely,41%ofFollowerssaytheyhaveeither“notstarted/havenoplanstostart”orarejustatthe“planningstage,”comparedtoonly19%ofLeaders(Figure10).17%37%Alreadydone/finetuningWorkinprogressPlanning41%44%Yettostart/noplans26%15%13%6%WhenusinggenerativeAIforMarketLeadersMarketFollowerscontentcreationanddistribution,MarketLeadersareaheadofMarketFollowersinensuringbrandsafetyandlegalcompliance(78%vs.63%).Samplesize:1,196ereisanevenbiggergapbetweenMarketLeadersandFollowerswhenitcomestohavingthedataneededtodevelopAIcontentresponsibly(75%vs.50%)(Figure11).Bygeꢀingtheirdatahouseinorderfirst,MarketLeadersarelayingthecriticalgroundworktoleveragegenerativeAIcapabilitiesforcontentcreation,customersupport,andmoreinasecure,responsiblemanner.Figure11:Practitioners’agreementwithstatementsrelatedtotheirplanstousegenerativeAIforcontentcreationanddistribution.MarketLeadersvs.MarketFollowers80%78%73%75%75%75%63%62%52%50%49%47%Wehavetherightorganizationalculturetoworkoncross-Wehavethetoolstocreatehigh-qualityAIcontentWeareconfidentcustomerswillbehappytoengagewithAIcontentWe’llbeabletoensurebrandsafetyandlegalcomplianceOurorganizationseesclearbenefitsinusingAIforcontentcreationWehavethedataweneedtodevelopAIcontentfunctionalAIinitiativesMarketLeadersMarketFollowersSamplesize:1,58911CASESTUDYQualcomm,amultinationalcompanywithexpertiseintelecomandsemiconductors,hasdevelopedanintegratedapproachtoengagingitsbusinesscustomers.eyconnectedcustomerdataacrosschannelsandexperiencessomarketersmaypersonalizeateverypointofthejourneyforcomplexB2Bneeds.Whetherajourneybeginsatawebsiteandendsinatradeshow,orwhetherthecustomerisfromtheautomotiveormobilesectors,QualcommcanuseAIandadvanceddatasharingcapabilitiestotailorreal-timepersonalizationtoeachlead.LearnMore>Section3ClearstartingpointsandfuturegoalsforgenerativeAI.GenerativeAIpresentsmanywaystoimproveCXanddrivebusinesstransformation.However,oursurveyshowsthatmostorganizationshaven’tyetconnectedgenerativeAItolargertransformationorCXgoals.Onlyaboutone-quarterofseniorexecutiveshavedoneso,butencouragingly,45%areworkingtowardit(Figure12).Figure12:Seniorexecutives’readinessforgenerativeAIacrossspecificorganizationalareas.24%45%25%44%25%44%Alreadydone/finetuningWorkinprogressPlanningYettostart/noplans20%11%21%10%21%10%AligningacomprehensiveAIroadmapwithbroaderbusinessgoalsConductingskill-buildingprogramscenteredonAIIdentifyingKPIstoassessAIimpactSamplesize:2,175Aroundtwo-thirdsofseniorexecutivesareoptimisticthatgenerativeAIwilldeliversignificantormajorbusinesstransformationacrosstheboard,fromdataanalyticsandcustomerservicetowebpageoptimization,emailmarketing,andcontentworkflows(Figure13).However,giventhatlessthanone-quarterhavearoadmapandonlyone-quarterhaveidentifiedKPIs(Figure12),there’sariskthattheirgenerativeAIdeploymentsmaynotliveuptoexpectationswithoutmorestrategicoversight.12Figure13:Seniorexecutives’assessmentofthedegreethatgenerativeAIwilltransformtheirorganizations’currentoperations.Dataanalyticsandmanagement(e.g.,handling,reporting)8%23%40%38%28%25%24%24%23%23%22%22%Customerserviceoperations(e.g.,supportchannels,engagementmethods)9%Emailmarketing12%26%26%27%36%39%38%37%38%40%Contentworkflows(e.g.,creation,editing,distribution,archiving)9%Insightsgatheringandsharing(e.g.,marketresearch,customerfeedback)10%28%26%28%26%Salesprocesses(e.g.,tactics,CRMusage)11%Webpagecreation/optimization11%Customerjourneymanagement10%1-Nosignificantchange2345-MajortransformationSamplesize:2,084GenerativeAI’sfirstusecaseiscontent.It’stimetomarryexecutives’aspirationswithpragmaticbusinesscasesandconsumerneeds.PractitionerswhohaveeitheralreadyadoptedorareintheprocessofimplementinggenerativeAIcapabilitieswereaskedtoidentifytheareaswheretheirorganizationswilluseitindigitalmarketingandexperiencemanagement.etopansweriscontent.Bothautomatingcontentcreationandpersonalizingcontentaretopusecases(Figure14).Figure14:TopareaswherepractitionerswhohaveeitheradoptedorareimplementinggenerativeAIcapabilitiesplantouseitindigitalandmarketingexperiencemanagement.Automatingpartsofcontentcreationsuchascreative,articles,socialposts,landingpagesPersonalizingcontentbasedoncustomerinterestsandpreferencesOfferingautomatedchatbotormessagingsupport41%41%39%36%32%30%28%27%OptimizingcampaignperformancethroughtestingandanalysisImprovingcontenttagginganddataqualityAutomatingaudiencesegmentationandtargetingAutomatingemailandSMScampaignsResizingandadaptingcontentfordifferentplatformsanddevicesSamplesize:1,05113Toacceleratetheircustomerexperienceinitiatives,practitionersareprioritizingeffectiveuseofgenerativeAIinorganizing,streamlining,andimprovingcreativeproductionefficiency(41%,Figure15).But38%alsorecognizeitspotentialtohelpcustomersself-serve—akeyconsumerrequestfromoursurvey—andtounderstandmoreabouttheircustomers’journeys(38%).Figure15:Practitioners’intentionstodeploygenerativeAIin2024foracceleratingandenhancingmarketingandcustomerexperienceinitiatives.41%38%38%36%31%StreamliningcreativeworkflowsandassetproductionOptimizingcustomerjourneysbyintegratingnewdatasourcesEnhancingself-serviceportalsforbeꢀercustomerexperienceUpdatingcontentinrealtimetostayrelevantImprovingcampaigniterationwithcontinuoustestingSamplesize:2,627Ontheotherhand,consumerssaidthatbeyonddatasecurity,theirkeyneedsareseamlesscustomerservice(Figure2)andefficientcustomersupportviachatbots.Forexample,77%ofconsumerssaid,“quickandefficientcustomersupportthroughautomatedsystemslikechatbotsisimportantorcritical,”and51%wouldratherchatonlinewithanagentthancall(Figure3).Itfollowsthatorganizationsshouldfocustheireffortsonimprovingthechatbotexperience,however,thefoundationalwork—unifyingcustomerdata—mustfirstbeinplaceforautomatedtoolslikechatbotstoaccuratelycustomizeinteractions.It'snotassimpleasjusthookinguptotheinternetandpuꢀingwhatevercomesbackinfrontofcustomers.Ithastobe