Réflexions & RetouRs d’expéRience autouR du MaRketing digital et social
#socialdrinkup
etune initiative de
#1 Social Shoppping
#2 Marketing Prédictif
#3 Nouveaux métiers du marketing digital
#4 ROI du Marketing Mobile
#5 L’intimité client
#6. Best practices pour réussir sa transformation digitale
#socialdrinkup
ETAT DES LIEUX
78 % des responsables marketing anticipent une transformation du marketing des entreprises par les technologies numériques au cours des cinq prochaines années.
Source : CMOs: Time for Digital Transformation or Risk Being Left on the Sidelines - 2014 - Accenture
11 ADOBE | DIGITAL ROADBLOCK: Marketers struggle to reinvent themselves, European edition.
47%
30% 30% 30%27% 26%
21% 20% 19% 18%
53%
26%
36%38%
26% 32%
19%
21%
16%13%
45%
37%
23% 22%25%
18%16%
21% 22%
30%
39%
31%29%
27%31%
27%31%
17%20%
14%
Lack ofresources or
budget
Companyresistance tryingnew programsthat may fail
Lack of trainingin new marketing
skills
Confusion overroles and
responsibilities
Dysfunction andfriction over
priorities acrossthe company
Organizationalinability to adapt
Misalignmentbetweencompany
priorities and myprofessional
goals
Not having aseat at the tablewhen decisions
are made
Managerexpectations
Risk of failing orlosing my job
TOTAL UK GERMANY FRANCE
Q20. What are some of the barriers to becoming the marketer that you aspire to be? n=351
European marketers highlight organizational challenges as key obstacles to progress.
WHAT PREVENTS YOU FROM BECOMING THE MARKETER YOU ASPIRE TO BE?
58% agree that marketing success is dependent on organizational change.
Q3. Please indicate whether you agree or disagree with the following statements: Summary of Top 2 Box, n = 351 (Europe) and n=1,000 (US)
11 ADOBE | DIGITAL ROADBLOCK: Marketers struggle to reinvent themselves, European edition.
47%
30% 30% 30%27% 26%
21% 20% 19% 18%
53%
26%
36%38%
26% 32%
19%
21%
16%13%
45%
37%
23% 22%25%
18%16%
21% 22%
30%
39%
31%29%
27%31%
27%31%
17%20%
14%
Lack ofresources or
budget
Companyresistance tryingnew programsthat may fail
Lack of trainingin new marketing
skills
Confusion overroles and
responsibilities
Dysfunction andfriction over
priorities acrossthe company
Organizationalinability to adapt
Misalignmentbetweencompany
priorities and myprofessional
goals
Not having aseat at the tablewhen decisions
are made
Managerexpectations
Risk of failing orlosing my job
TOTAL UK GERMANY FRANCE
Q20. What are some of the barriers to becoming the marketer that you aspire to be? n=351
European marketers highlight organizational challenges as key obstacles to progress.
WHAT PREVENTS YOU FROM BECOMING THE MARKETER YOU ASPIRE TO BE?
58% agree that marketing success is dependent on organizational change.
Q3. Please indicate whether you agree or disagree with the following statements: Summary of Top 2 Box, n = 351 (Europe) and n=1,000 (US)
Les marketeurs européens désignent l’organisation de l’entreprise comme un obstacle clé au progrès
58% pensent que la réussite du marketing dépend des changements au niveau de l’organisation de l’entreprise
Manque de ressources ou
de budget
Résistance de la société à essayer de
nouveaux programmes
à risque
Manque de formation
aux nouvelles compétences en marketing
Confusion des rôles et des
responsabilités de chacun
Dysfonction-nement sur les priorités internes
de la société
Incapacité de s’adapter à
une nouvelle organisation
Décalage entre les priorités de l’entreprise et ses objectifs
professionnels
Absence des réunions
décisionnelles
Attentes Managériales
Risque de perdre son
emploi
47% des projets numériques sont portées par la Direction de la Communication
Source : Observatoire de l’Intranet et de la stratégie numérique – Arctus
Les DRH sont 68% à anticiper “la création et développement de nouvelles compétences dans l’entreprise”, bien plus que les directions finance et marketing (51 et 41%).
Source : IDC France pour TechDays de Microsoft 214
14 ADOBE | DIGITAL ROADBLOCK: Marketers struggle to reinvent themselves, European edition.
66% 66% 64% 63%66%
70%65%
62%60%56% 56%
64%
70% 68% 69%64%
Marketers need to embracehyper-personalization
Capturing and applying data toinform and drive marketingactivities is the new reality
Data (metrics from digital ads,campaigns, website, etc.) are
informative in evolving marketingcreative of my company
Digital marketing is more aboutdriving and rewarding
engagement
Total
UK
Germany
France
Q12. Below are some statements that may reflect the extent to which your personal approach to marketing may have changed over the last 12 months. Please indicate how much you either agree or disagree with each statement. (TOP BOX) n=351
U.K. and France agree how their approach to marketing has changed; Germany underplays the use of data.
HOW MUCH DO YOU AGREE WITH…? (AGREE NET)
14 ADOBE | DIGITAL ROADBLOCK: Marketers struggle to reinvent themselves, European edition.
66% 66% 64% 63%66%
70%65%
62%60%56% 56%
64%
70% 68% 69%64%
Marketers need to embracehyper-personalization
Capturing and applying data toinform and drive marketingactivities is the new reality
Data (metrics from digital ads,campaigns, website, etc.) are
informative in evolving marketingcreative of my company
Digital marketing is more aboutdriving and rewarding
engagement
Total
UK
Germany
France
Q12. Below are some statements that may reflect the extent to which your personal approach to marketing may have changed over the last 12 months. Please indicate how much you either agree or disagree with each statement. (TOP BOX) n=351
U.K. and France agree how their approach to marketing has changed; Germany underplays the use of data.
HOW MUCH DO YOU AGREE WITH…? (AGREE NET)
Au Royaume Uni et en France, les marketeurs conviennent que leur approche
du marketing a changée
Les marketeurs ont besoin de personnaliser d’avantage leurs messages selon leurs cibles
Extraire des données et les comprendre afin de conduire les activités de marketing doit aujourd’hui être une réalité
Les Data sont essentielles dans l’évolution du marketing
créatif de la société
Le marketing numérique concerne davantage la conduite et la
récompense de l’engagement
Quelles sont les meilleures pratiques pour réussir cette mutation ?
Qui sont les décideurs de cette stratégie ?
Quelles sont les initiatives que les managers doivent engager ?
Quels sont les talents indispensables pour réussir sa digitalisation ?
Quel rôle va jouer le département marketing ?
Top Down
ou Bottom Up ?
fabien MonsallieRdirecteur de l’innovation, de la prospective et transformation digitale direction générale du Réseau la poste
david kuJassenior executive accenture digital
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