Welcome

How Mature Is Your Full-Funnel Marketing Practice?

Optimizing full-funnel marketing requires a deliberate calibration of practices across people, process, and technology that allow marketers to leverage actionable insights driven by a comprehensive overview of the customers.

As non-linear purchase journeys create new opportunities for marketers to deliver value across the customer lifecycle, marketers understand the importance of leveraging multifaceted capabilities to drive toward full-funnel execution. How well is your organization implementing the full-funnel approach? Take our short self-assessment to find out. 

The assessment will yield customized results and recommendations based on your responses and should take no more than 2 minutes to complete. 

Questions

Which of the following industries are you from?

Banking, Financial Services and Insurance (BFSI)

Consumer Packaged Goods (CPG)

Retail

Technology

Other

Banking, Financial Services and Insurance (BFSI)

Consumer Packaged Goods (CPG)

Retail

Technology

Other

Please Specify:

1 of 5

Questions

In this section, we would like to understand more about your organization’s full-funnel marketing strategy, and what initiatives it is influencing in your organization today. For each statement below, please select the option that best describes your organization’s current state.

This is not part of our strategy or practices at all

We somewhat recognize its need and might execute on this in the near-term

We recognize its need and have a plan and milestones to execute this in our organization

We have this practice in place and have the resources allocated to its execution

We have adopted this practice and execute consistently and optimally

Don't know/does not apply

We are an insights-driven business, where marketing analytics is an integral part of how we understand customer behavior to sharping our core value proposition.

This is not part of our strategy or practices at all

We somewhat recognize its need and might execute on this in the near-term

We recognize its need and have a plan and milestones to execute this in our organization

We have this practice in place and have the resources allocated to its execution

We have adopted this practice and execute consistently and optimally

Don't know/does not apply

Marketing analytics is a coordinated activity across marketing, customer experience, sales, product management, operations, and all other relevant customer-facing facets of the business.

This is not part of our strategy or practices at alle

We somewhat recognize its need and might execute on this in the near-term

We recognize its need and have a plan and milestones to execute this in our organization

We have this practice in place and have the resources allocated to its execution

We have adopted this practice and execute consistently and optimally

Don't know/does not apply

Marketing analytics inform the next best experience for each customer at every touchpoint and interaction, and we continuously adapt and learn from customer behavior.

This is not part of our strategy or practices at alle

We somewhat recognize its need and might execute on this in the near-term

We recognize its need and have a plan and milestones to execute this in our organization

We have this practice in place and have the resources allocated to its execution

We have adopted this practice and execute consistently and optimally

Don't know/does not apply

We have a clear definition of the types of marketing data (e.g., account, product, purchase) that we need to collect and analyze to support our marketing strategy.

This is not part of our strategy or practices at alle

We somewhat recognize its need and might execute on this in the near-term

We recognize its need and have a plan and milestones to execute this in our organization

We have this practice in place and have the resources allocated to its execution

We have adopted this practice and execute consistently and optimally

Don't know/does not apply

We use predictive analytics and artificial intelligence (AI) techniques to better understand our customers (e.g., anticipate customer behavior, forcast campaign responses, and optimize campaign performance).

This is not part of our strategy or practices at alle

We somewhat recognize its need and might execute on this in the near-term

We recognize its need and have a plan and milestones to execute this in our organization

We have this practice in place and have the resources allocated to its execution

We have adopted this practice and execute consistently and optimally

Don't know/does not apply

We use audience segmentation and buyer persona development to create personalized content.

This is not part of our strategy or practices at alle

We somewhat recognize its need and might execute on this in the near-term

We recognize its need and have a plan and milestones to execute this in our organization

We have this practice in place and have the resources allocated to its execution

We have adopted this practice and execute consistently and optimally

Don't know/does not apply

2 of 5

Questions

We would like to understand how your organization has supported staff in the execution of full-funnel marketing. For each statement below, please select the option that best describes your organization’s current practices.

This is not part of our strategy or practices at all

We somewhat recognize its need and might execute on this in the near-term

We recognize its need and have a plan and milestones to execute this in our organization

We have this practice in place and have the resources allocated to its execution

We have adopted this practice and execute consistently and optimally

Don't know/does not apply

Employees are incentiviezed to have a data-centric approach to marketing decision-making.

This is not part of our strategy or practices at all

We somewhat recognize its need and might execute on this in the near-term

We recognize its need and have a plan and milestones to execute this in our organization

We have this practice in place and have the resources allocated to its execution

We have adopted this practice and execute consistently and optimally

Don't know/does not apply

Data and analytical skills and training is regularly done with strategic heads as well as end-user teams.

This is not part of our strategy or practices at alle

We somewhat recognize its need and might execute on this in the near-term

We recognize its need and have a plan and milestones to execute this in our organization

We have this practice in place and have the resources allocated to its execution

We have adopted this practice and execute consistently and optimally

Don't know/does not apply

We reward individuals who use data to challenge widely held and long-standing ideas.

This is not part of our strategy or practices at alle

We somewhat recognize its need and might execute on this in the near-term

We recognize its need and have a plan and milestones to execute this in our organization

We have this practice in place and have the resources allocated to its execution

We have adopted this practice and execute consistently and optimally

Don't know/does not apply

We have a dedicated team to drive the uptake of analytics across the organization (e.g., analytics CoE or similar).

This is not part of our strategy or practices at alle

We somewhat recognize its need and might execute on this in the near-term

We recognize its need and have a plan and milestones to execute this in our organization

We have this practice in place and have the resources allocated to its execution

We have adopted this practice and execute consistently and optimally

Don't know/does not apply

3 of 5

Questions

In this section, we would like to understand how you have enabled processes and workflows to support full-funnel marketing at your organization today. For each statement below, please select the option that best describes your organization’s current practices.

This is not part of our strategy or practices at all

We somewhat recognize its need and might execute on this in the near-term

We recognize its need and have a plan and milestones to execute this in our organization

We have this practice in place and have the resources allocated to its execution

We have adopted this practice and execute consistently and optimally

Don't know/does not apply

We integrate the results of marketing analytics to design and deliver the next best experience to customers across all touchpoints and at each stage of the customer lifecycle.

This is not part of our strategy or practices at all

We somewhat recognize its need and might execute on this in the near-term

We recognize its need and have a plan and milestones to execute this in our organization

We have this practice in place and have the resources allocated to its execution

We have adopted this practice and execute consistently and optimally

Don't know/does not apply

Our analytics insights and methodologies are well-documented and can be accessed through an internal knowledge management tool. We also proactively share relevant insights with business stakeholders.

This is not part of our strategy or practices at alle

We somewhat recognize its need and might execute on this in the near-term

We recognize its need and have a plan and milestones to execute this in our organization

We have this practice in place and have the resources allocated to its execution

We have adopted this practice and execute consistently and optimally

Don't know/does not apply

We have mechanisms to share marketing performance insights across all levels of the marketing organization (e.g., functional reports, dashboards, and access to knowledge management portals).

This is not part of our strategy or practices at alle

We somewhat recognize its need and might execute on this in the near-term

We recognize its need and have a plan and milestones to execute this in our organization

We have this practice in place and have the resources allocated to its execution

We have adopted this practice and execute consistently and optimally

Don't know/does not apply

Analytics planning is determined by a corss-functional team wiht inputs from technology, analytics, and business unit team members.

This is not part of our strategy or practices at alle

We somewhat recognize its need and might execute on this in the near-term

We recognize its need and have a plan and milestones to execute this in our organization

We have this practice in place and have the resources allocated to its execution

We have adopted this practice and execute consistently and optimally

Don't know/does not apply

4 of 5

Questions

Please select the option below that best describes how your organization has built technological capabilities to support full-full-funnel marketing.

This is not part of our strategy or practices at all

We somewhat recognize its need and might execute on this in the near-term

We recognize its need and have a plan and milestones to execute this in our organization

We have this practice in place and have the resources allocated to its execution

We have adopted this practice and execute consistently and optimally

Don't know/does not apply

All teams in the organization are connected via one collaboration tool/platform for ease of communication.

This is not part of our strategy or practices at all

We somewhat recognize its need and might execute on this in the near-term

We recognize its need and have a plan and milestones to execute this in our organization

We have this practice in place and have the resources allocated to its execution

We have adopted this practice and execute consistently and optimally

Don't know/does not apply

We consume marketing analytics output via real-time updates in dashboards, advanced visulization tools, business intelligence (BI) platforms, and AI-enhanced analytics solutions.

This is not part of our strategy or practices at alle

We somewhat recognize its need and might execute on this in the near-term

We recognize its need and have a plan and milestones to execute this in our organization

We have adopted this practice and execute consistently and optimally

Don't know/does not apply

We are making significant investments in the latest cloud and AI technologies and partner with the worlds leading tech companies to continuously upgrade our data and analytics infrastructure.

This is not part of our strategy or practices at alle

We somewhat recognize its need and might execute on this in the near-term

We recognize its need and have a plan and milestones to execute this in our organization

We have this practice in place and have the resources allocated to its execution

We have adopted this practice and execute consistently and optimally

Don't know/does not apply

Embedded analytics solutions are provided at customer touchpoints for insightful recommendations.

This is not part of our strategy or practices at alle

We somewhat recognize its need and might execute on this in the near-term

We recognize its need and have a plan and milestones to execute this in our organization

We have this practice in place and have the resources allocated to its execution

We have adopted this practice and execute consistently and optimally

Don't know/does not apply

We work with key partners to ensure that optimization of our marketing and analytics systems are aligned to marketing outcomes.

This is not part of our strategy or practices at alle

We somewhat recognize its need and might execute on this in the near-term

We recognize its need and have a plan and milestones to execute this in our organization

We have this practice in place and have the resources allocated to its execution

We have adopted this practice and execute consistently and optimally

Don't know/does not apply

We use a software tool that measures marketing performance across all channels and tactics.

This is not part of our strategy or practices at alle

We somewhat recognize its need and might execute on this in the near-term

We recognize its need and have a plan and milestones to execute this in our organization

We have this practice in place and have the resources allocated to its execution

We have adopted this practice and execute consistently and optimally

Don't know/does not apply

Data is centralized in a repository that is easily accessed by all employees with relevant access and controls.

This is not part of our strategy or practices at alle

We somewhat recognize its need and might execute on this in the near-term

We recognize its need and have a plan and milestones to execute this in our organization

We have this practice in place and have the resources allocated to its execution

We have adopted this practice and execute consistently and optimally

Don't know/does not apply

5 of 5

Results Overview

To realize the potential of full-funnel marketing to successfully unlock satisfactory customer experiences and broader organizational goals like revenue growth, firms must optimize analytics as the core engine of their full-funnel marketing strategy and operations. Our assessment evaluates participants across four key competencies:

Strategy

Is your analytics practice fully conceptualized and embedded as part of your full-funnel marketing strategy?

People

Have you implemented programs and incentives to encourage staff to leverage analytics for best work outcomes against full-funnel marketing goals?

Process

Do you have thorough processes and workflows to support data access and integration in the operationalization of your analytics plan?

Technology

Are you building the right technological capabilities to support and enhance staff skills and processes for effectiveness in full-funnel marketing?

Where is your firm today, and what can you do to optimize full-funnel marketing outcomes through analytics? Continue to see your personal results and recommendations.

Recommendations

Beginner

Intermediate

Advanced

Chart Placeholder

Your Firm:

Your maturity result: BeginnerIntermediateAdvanced

Beginner

Your score means that you are likely aware of the different initiatives you should put in place to support full-funnel marketing in your organization and may have already embarked on some of them. Twenty-nine percent of firms in the banking, financial services, and insurance industry (BFSI) are categorized as Beginners. At this stage, having a solid strategy to set up a strong foundation in people, process, and technology is pivotal to success for full-funnel in the long term. To realize your full-funnel vision, consider the following actions:

Formulate a clear data collection plan in support of the broader role that analytics plays in full-funnel marketing.
Build a dedicated analytics team to ensure momentum of utilizing analytics for full-funnel marketing.
Increase focus on processes that develop a strong analytics backbone.
Invest in technology, tools, and services that build data management and communication effectiveness.

Formulate a clear data collection plan in support of the broader role that analytics plays in full-funnel marketing.

Firms in the beginner group are already highly aware of what analytics can do for customer experience (CX) and have actioned on specific use cases, such as creating personalized content through segmentation. However, most beginner firms have yet to devise concrete data plans, preventing them from utilizing analytics as a core component of full-funnel marketing to meet customers at pivotal touchpoints. Your organization should look into adopting an insights-first mindset where work is put into understanding the right kinds of data that should be collected and how it relates to your full-funnel marketing goals. For this purpose, kickstart your analytics journey by engaging a partner that has a deep specialization in analytics, and leads with providing contextualized advice around how you can design a data roadmap for sustainable full-funnel growth. Following that, consider acquiring the right tools and technologies that will enable seamless data collection to put analytics into action.

Build a dedicated analytics team to ensure momentum of utilizing analytics for full-funnel marketing.

Despite recognizing the importance of analytics as a function of full-funnel marketing operations, more than one-third of firms in the beginner group have not set up a dedicated analytics team to drive adoption and usage of analytics across the organization. Even those who may have built such a practice are less likely to have put in place structured incentives and training programs for employees to incorporate analytics as a core aspect of their work. Setting up a dedicated analytics team also serves as a cornerstone of enabling cross-functional collaboration, a key challenge encountered by firms in the beginner group as compared to firms in the intermediate and advanced categories. Building cross-functional synergies is essential to leveraging analytics to build a strategy and action on a complete picture of the customer across the funnel.

Increase focus on processes that develop a strong analytics backbone.

Beginner firms often spread themselves too thin by taking on too many analytics-related initiatives. In the early stages of full-funnel execution, establish clear and well-documented processes that allow for the building of a comprehensive overview of the customer and extraction of insights first, before moving onto more advanced initiatives such as experimentation on data or predictive analytics. In particular, design data processes with an integrated view of the customer in mind, working across teams to fetch relevant customer data from relevant sources and eventually enable access to it through a single pane of view. This requires support from cross-functional stakeholders, which is why it is all the more important to establish a dedicated analytics team or a center of excellence (CoE) to establish and document the processes that should be embedded as part of day-to-day operations. From the get-go, engaging with a strategic partner to determine and set up key interventions in analytical processes can ensure you track along fundamental process goals in data management related to data collection, cleansing, amalgamation, and extraction.

Invest in technology tools and services that build data management and communication effectiveness.

A strong analytics backbone is crucial to your organization. Beginners need to place more focus on data management tools as an investment area, since it is often seen to be of lowest priority. In deciding which kinds of data management tools to invest in, it is important to seek out strategic advice from technology providers, keeping in mind that the broader vision is to build a flexible technology stack that can adapt to needs and use cases as your marketing practice evolves. Too many beginner firms fall prey to adopting point solutions as they discover new analytics needs on an ad hoc basis in their full-funnel journey, only to encounter roadblocks down the road when faced with technical integration issues. It is also timely for your organization to build on your foundations in establishing the right communication tools to enable more efficient information access and coordination across teams, and are pivotal aspects to optimizing analytics for full-funnel marketing.

Your score means that you are likely to be aware of the different initiatives to put in place in support of full-funnel marketing in your organization and may have already embarked on some of them. Thirty-five percent of firms in the consumer packaged goods industry (CPG) are categorized as Beginners. At this stage, having a solid strategy for how to set up a strong foundation in people, process, and technology is pivotal to success for full-funnel in the long term. To realize your full-funnel vision, consider the following actions:

Formulate a clear data collection plan in support of the broader role that analytics plays in full-funnel marketing.
Build a dedicated analytics team to ensure momentum of utilizing analytics for full-funnel marketing.
Increase focus on processes that help develop a strong analytics backbone.
Invest in technology, tools, and services that build data management and communication effectiveness.

Formulate a clear data collection plan in support of the broader role that analytics plays in full-funnel marketing.

Firms in the beginner group are already highly aware of what analytics can do for customer experience (CX) and have actioned on specific use cases, such as creating personalized content through segmentation. However, most beginner firms have yet to devise concrete data plans, preventing them from utilizing analytics as a core component of full-funnel marketing, to meet customers at pivotal touchpoints. Your organization should look into adopting an insights-first mindset where work is put into understanding the right kinds of data that should be collected and how it relates to your full-funnel marketing goals. For this purpose, kickstart your analytics journey by engaging a partner that has deep specialization in analytics, and leads with providing contextualized advice around how you can design a data roadmap for sustainable full-funnel growth. Following that, consider acquiring the right tools and technologies that will enable seamless data collection to put analytics into action.

Build a dedicated analytics team to ensure momentum of utilizing analytics for full-funnel marketing.

Despite recognizing the importance of analytics as a function of full-funnel marketing operations, more than one-third of firms in the beginner group have not set up a dedicated analytics team to drive adoption and usage of analytics across the organization. Even those who may have built such a practice are less likely to have put in place structured incentives and training programs for employees to incorporate analytics as a core aspect of their work. Setting up a dedicated analytics team also serves as a cornerstone in enabling cross-functional collaboration, a key challenge particularly encountered by firms in the beginner group. Beginner firms in CPG are also observed to be more challenged by the lack of a dedicated analytics team, when compared with beginners of other industries. It is time to inculcate more importance in carving analytics out as a niche yet fundamental practice that supports full-funnel marketing goals within your organization. Furthermore, constructing cross-functional synergies is essential to leveraging analytics to build a strategy and action on a complete picture of the customer across the funnel.

Increase focus on processes that develop a strong analytics backbone.

Invest in technology tools and services that build data management and communication effectiveness.

A strong analytics backbone is crucial to your organization. Beginners need to place more focus on data management tools as an investment area, since it is often seen to be of lowest priority. In deciding which kinds of data management tools to invest in, it is important to seek out strategic advice from technology providers, keeping in mind that the broader vision is to build a flexible technology stack that can adapt to needs and use cases as your marketing practice evolves. Too many beginner firms fall prey to adopting point solutions as they discover new analytics needs on an ad hoc basis in their full-funnel journey, only to encounter roadblocks down the road when faced with technical integration issues. It is also timely for your organization to recognize now that investments in the right communication tools are also necessary to enable more efficient information access and coordination across teams, and are pivotal aspects to optimizing analytics for full-funnel marketing.

Your score means that you are likely to be aware of the different initiatives to put in place in support of full-funnel marketing in your organization and may have already embarked on some of them. Forty-two percent of firms in retail are categorized as Beginners. At this stage, having a solid strategy to set up a strong foundation in people, process, and technology is pivotal to success for full-funnel in the long term. To realize your full-funnel vision, consider the following actions:

Formulate a clear data collection plan in support of the broader role that analytics plays in full-funnel marketing.
Build a dedicated analytics team to ensure momentum of utilizing analytics for full-funnel marketing.
Increase focus on processes that develop a strong analytics backbone.
Invest in technology, tools, and services that build data management and communication effectiveness.

Formulate a clear data collection plan in support of the broader role analytics plays in full-funnel marketing.

Firms in the beginner group are already highly aware of what analytics can do for customer experience (CX) and have actioned on specific use cases, such as creating personalized content through segmentation. However, most beginner firms have yet to devise concrete data plans, preventing them from utilizing analytics as a core component of full-funnel marketing, to meet customers at pivotal touchpoints. Your organization should look into adopting an insights-first mindset where work is put into understanding the right kinds of data that should be collected and how it relates to your full-funnel marketing goals. For this purpose, kickstart your analytics journey by engaging a partner that has a deep specialization in analytics, and leads with providing contextualized advice around how you can design a data roadmap for sustainable full-funnel growth. Following that, consider acquiring the right tools and technologies that will enable seamless data collection to put analytics into action.

Build a dedicated analytics team to ensure momentum of utilizing analytics for full-funnel marketing.

Despite recognizing the importance of analytics as a function of full-funnel marketing operations, more than one-third of firms in the beginner group have not set up a dedicated analytics team to drive adoption and usage of analytics across the organization. Even those who may have built such a practice are less likely to have put in place structured incentives and training programs for employees to incorporate analytics as a core aspect of their work. Setting up a dedicated analytics team also serves as a cornerstone of enabling cross-functional collaboration, a key challenge encountered by firms in the beginner group as compared to firms in the intermediate and advanced categories. Furthermore, building cross-functional synergies is essential to leveraging analytics to build a strategy and action on a complete picture of the customer across the funnel.

Increase focus on processes that develop a strong analytics backbone.

Beginner firms often spread themselves too thin by taking on too many analytics-related initiatives. In the early stages of full-funnel execution, establish clear and well-documented processes that allows for the building of a comprehensive overview of the customer and extraction of insights first, before moving onto more advanced initiatives such as experimentation on data or predictive analytics. In particular, design data processes with an integrated view of the customer in mind, working across teams to fetch relevant customer data from relevant sources and eventually enable access to it through a single pane of view. This requires support from cross-functional stakeholders, which is why it is all the more important to establish a dedicated analytics team or a center of excellence (CoE) to establish and document the processes that should be embedded as part of day-to-day operations. From the get-go, engaging with a strategic partner to determine and set up key interventions in analytical processes can ensure you track along fundamental process goals in data management related to data collection, cleansing, amalgamation and extraction.

Invest in technology tools and services that build data management and communication effectiveness.

A strong analytics backbone is crucial to your organization. Beginners need to place more focus on data management tools as an investment area, since it is often seen to be of lowest priority. In deciding which kinds of data management tools to invest in, it is important to seek out strategic advice from technology providers, keeping in mind that the broader vision is to build a flexible technology stack that can adapt to needs and use cases as your marketing practice evolves. Too many beginner firms fall prey to adopting point solutions as they discover new analytics needs on an ad hoc basis in their full-funnel journey, only to encounter roadblocks down the road when faced with technical integration issues. It is also timely for your organization to recognize that investments in the right communication tools are necessary to enable more efficient information access and coordination across teams, and are pivotal aspects to optimizing analytics for full-funnel marketing.

Your score means that you are likely to be aware of the different initiatives to put in place in support of full-funnel marketing in your organization and may have already embarked on some of them. Forty-seven percent of technology firms are categorized as Beginners. At this stage, having a solid strategy for how to set up a strong foundation in people, process, and technology is pivotal to success for full-funnel in the long term. To realize your full-funnel vision, consider the following actions:

Formulate a clear data collection plan in support of the broader role that analytics plays in full-funnel marketing.
Build a dedicated analytics team to ensure momentum of utilizing analytics for full-funnel marketing.
Increase focus on processes that help develop a strong analytics backbone.
Invest in technology, tools, and services that build data management and communication effectiveness.

Formulate a clear data collection plan in support of the broader role analytics plays in full-funnel marketing.

Firms in the beginner group are already highly aware of what analytics can do for customer experience (CX) and have actioned on specific use cases, such as creating personalized content through segmentation. However, most beginner firms have yet to devise concrete data plans, preventing them from utilizing analytics as a core component of full-funnel marketing, to meet customers at pivotal touchpoints. Compared with other industries, beginner firms in technology tend to struggle more with their data collection and analysis plans, likely due to the presence of more quantities and more disparate sources of data that exist within their organizational ecosystem. Your organization should look into adopting an insights-first mindset where work is put into understanding the right kinds of data that should be collected and how it relates to your full-funnel marketing goals. For this purpose, kickstart your analytics journey by engaging a partner that has a deep specialization in analytics, and leads with providing contextualized advice around how you can design a data roadmap for sustainable full-funnel growth. Following that, consider acquiring the right tools and technologies that will enable seamless data collection to put analytics into action.

Build a dedicated analytics team to ensure momentum of utilizing analytics for full-funnel marketing.

Increase focus on processes that develop a strong analytics backbone.

Invest in technology tools and services that build data management and communication effectiveness.

A strong analytics backbone is crucial to your organization. Beginners need to place more focus on data management tools as an investment area, since it is often seen to be of lowest priority. In deciding which kinds of data management tools to invest in, it is important to seek out strategic advice from technology providers, keeping in mind that the broader vision is to build a flexible technology stack that can adapt to needs and use cases as your marketing practice evolves. Too many beginner firms fall prey to adopting point solutions as they discover new analytics needs on an ad hoc basis in their full-funnel journey, only to encounter roadblocks down the road when faced with technical integration issues. It is also timely for your organization to recognize that investments in the right communication tools are also necessary to enable information access and coordination across teams, and are pivotal aspects to optimizing analytics for full-funnel marketing.

Your score means that you are likely aware of the different initiatives you should put in place to support full-funnel marketing in your organization and may have already embarked on some of them. At this stage, having a solid strategy to set up a strong foundation in people, process, and technology is pivotal to success for full-funnel in the long term. To realize your full-funnel vision, consider the following actions:

Formulate a clear data collection plan in support of the broader role that analytics plays in full-funnel marketing.
Build a dedicated analytics team to ensure momentum of utilizing analytics for full-funnel marketing.
Increase focus on processes that develop a strong analytics backbone.
Invest in technology, tools, and services that build data management and communication effectiveness.

Formulate a clear data collection plan in support of the broader role that analytics plays in full-funnel marketing.

Build a dedicated analytics team to ensure momentum of utilizing analytics for full-funnel marketing.

Increase focus on processes that develop a strong analytics backbone.

Invest in technology tools and services that build data management and communication effectiveness.

A strong analytics backbone is crucial to your organization. Beginners need to place more focus on data management tools as an investment area, since it is often seen to be of lowest priority. In deciding which kinds of data management tools to invest in, it is important to seek out strategic advice from technology providers, keeping in mind that the broader vision is to build a flexible technology stack that can adapt to needs and use cases as your marketing practice evolves. Too many beginner firms fall prey to adopting point solutions as they discover new analytics needs on an ad hoc basis in their full-funnel journey, only to encounter roadblocks down the road when faced with technical integration issues. It is also timely for your organization to recognize now that investments in the right communication tools are also necessary to enable more efficient information access and coordination across teams, – and are pivotal aspects to optimizing analytics for full-funnel marketing.

Intermediate

Your score means that your organization has made significant progress in rolling out a spectrum of full-funnel marketing initiatives. Fifty-six percent of firms in the banking, financial services, and insurance industry (BFSI) are categorized as Intermediate. However, to take your organization’s competencies to the next level, invest in people and technologies, and commit to processes that can help maintain the momentum you have built to ensure consistency from execution all the way through measurement:

Develop a plan to strengthen metrics used to measure full-funnel success and strategize for advanced analytics use cases.
Uplift employee skills and mindsets in their approach toward utilizing analytics for full-funnel marketing.
Revisit fundamental processes to ensure scalability of analytics practice alongside growth of full-funnel marketing.
Invest in solutions that will allow you to leverage the full value of analytics in your bid to create optimal customer experience in their full-funnel journey.

Strategize for advanced analytics use cases with a strong foundation in performance reporting and stakeholder management.

As you start to experiment with larger data sets and enter the depths of complex customer journeys, your organization may face challenges in nailing the right metrics to monitor and measure. It is important to not lose sight of strategic full-funnel goals as you continue to design insights-driven customer experiences (CX). Build cadence through regular cross-functional meetings for analytics stakeholders to review relevance of metrics, and make conscious effort to inculcate within teams that mastery of the full-funnel requires consistent and coordinated effort across the organization. Understanding performance gaps and having a strong support culture for full-funnel will greatly aid in your organization taking next steps in utilizing advanced analytics techniques to design customer journeys going forward. This is also a good time to engage with an external partner who can strategically design capability areas across people, process, and technologies to uplift as you proceed to achieve more advanced analytics goals (e.g., predictive analytics).

Uplift employee skills and mindsets in utilizing analytics for full-funnel marketing.

Firms in the intermediate maturity group tend to be those that encounter the most challenges in finding the right skills amongst employees. This is likely due to the organization discovering new and more complex use cases for data analytics, prompting the need for employees to demonstrate more sophisticated understanding and usage of analytics tools and techniques. There is still room for improvement within the organization in equipping employees with the right data analytics capabilities, especially when it is observed that intermediate firms in BFSI struggle more with gaps in data and analytics skills training for employees, as compared to intermediate firms from other industries. Invest in a partner that can augment the advanced data and analytics skillsets needed to build and scale analytics initiatives flexibly through strategic advisories and structured training programs. Beyond routine training and capability building programs, invest more time and resources in fostering data-driven innovation within the organization to maximize the potential of insights-driven marketing initiatives. This means senior leaders and management should respond positively to data-backed suggestions, even if it means overturning incumbent practices and processes.

Revisit fundamental processes to ensure scalability of analytics practice alongside growth of full-funnel marketing.

It may be surprising that firms in the intermediate group encounter process challenges related to data collection and analysis at similar rates as beginner firms. As your organization scales with increases in the size of its customer base and modes of customer engagement, it is easy to find yourself grappling with a mix of outdated processes and conflicting repositories of information. It is also likely that you will struggle with optimizing your data analytics practice to meet market requirements in real time. It is crucial, at this point, to revisit some of the initial processes laid out early on in your analytics practice and update them to align with the new employee skills you have built and new technological capabilities you have acquired. Only then will your organization be able to advance analytics use cases for full-funnel marketing in a timely fashion. It is also important, with growing numbers of defined metrics and the mix of stakeholders who are involved in full-funnel, to maintain tracking and reporting mechanisms that can demonstrate the value of full-funnel to the organization.

Invest in solutions that will allow you to leverage the value of real-time analytics to create optimal CX throughout the funnel.

As your organization generates an increasing amount of actionable analytics output, be sure to invest in the right solutions, including but not limited to intelligent dashboards and visualization tools, as accessible platforms for your decision-making teams. The ability to consume analytics output in real time and in a user-friendly manner will enable marketing teams to design and pivot campaigns quickly to address customer needs. At this point, you can also consider investments in emerging technologies (e.g., automated machine learning, stream analytics, computer vision) as part of the upgrades for your analytics infrastructure to ensure that your organization can obtain quality insights in the shortest time possible. Refining your customer insights approach through using the latest and most precise analytics tools and technologies will be a worthy investment in the long term. Again, consider tapping on the expertise of a strategic analytics partner in understanding the right technologies you can leverage at this stage for maximum returns, and how you can augment them in line with the people skills you are building.

Your score means that your organization has made significant progress in rolling out a spectrum of full-funnel marketing initiatives. Fifty-three percent of firms in the consumer packaged goods industry (CPG) are categorized as Intermediate. However, to take your organization’s competencies to the next level, invest in people and technologies, and commit to processes that can help maintain the momentum you have built to ensure consistency from execution all the way through measurement:

Develop a plan to strengthen metrics used to measure full-funnel success and strategize for advanced analytics use cases.
Uplift employee skills and mindset in their approach towards utilizing analytics for full-funnel marketing.
Revisit fundamental processes to ensure scalability of analytics practice alongside growth of full-funnel marketing.
Invest in solutions that will allow you to leverage the full value of analytics in your bid to create optimal customer experience in their full-funnel journey.

Strategize for advanced analytics use cases with a strong foundation in performance reporting and stakeholder management.

As you start to experiment with larger data sets and enter the depths of complex customer journeys, your organization may face challenges in nailing the right metrics to monitor and measure. It is important to not lose sight of strategic full-funnel goals as you continue to design insights-driven customer experiences (CX). Build cadence through regular cross-functional meetings for analytics stakeholders to review relevance of metrics, and make conscious efforts to inculcate within teams that mastery of the full-funnel requires consistent and coordinated effort across the organization. Understanding performance gaps and having a strong support culture for full-funnel will greatly aid in your organization taking next steps in utilizing advanced analytics techniques to design customer journeys going forward. This is also a good time to engage with an external partner who can strategically design capability areas across people, process and technologies to uplift as you proceed to achieve more advanced analytics goals (e.g., predictive analytics).

Uplift employee skills and mindset in utilizing analytics for full-funnel marketing.

Firms in the intermediate maturity group tend to be those that encounter the most challenges in finding the right skills amongst employees. This is likely due to the organization discovering new, and more complex use cases for data analytics, prompting the need for employees to demonstrate more sophisticated understanding and usage of analytics tools and techniques. There is still room for improvement within the organization in equipping employees with the right data analytics capabilities. Invest in a partner that can augment the advanced data and analytics skillsets needed to build and scale analytics initiatives flexibly through strategic advisories and structured training programs. Beyond routine training and upskilling programs, invest more time and resources in fostering data-driven innovation within the organization to maximize the potential of insights-driven marketing initiatives. This means senior leaders and management should respond positively to data-backed suggestions, even if it means overturning incumbent practices and processes.

Revisit fundamental processes to ensure scalability of analytics practice alongside growth of full-funnel marketing.

It may be surprising that firms in the intermediate group encounter process challenges related to data collection and analysis at a similar rate as beginner firms. As your organization scales with increases in the size of its customer base and modes of customer engagement, it is easy to find yourself grappling with a mix of outdated processes and conflicting repositories of information. It is also likely that you will struggle with optimizing your data analytics practice to meet market requirements in real-time. It is crucial, at this point, to revisit some of the initial processes laid out early on in your analytics practice and update them to align with the new employee skills you have built and new technological capabilities you have acquired. Only then will your organization be able to advance analytics use cases for full-funnel marketing in a timely fashion. It is also important, with growing numbers of defined metrics and the mix of stakeholders who are involved in full-funnel, to maintain tracking and reporting mechanisms that can demonstrate the value of full-funnel to the organization.

Invest in solutions that will allow you to leverage the value of real-time analytics to create optimal CX throughout the funnel.

As your organization generates an increasing amount of actionable analytics output, be sure to invest in the right solutions, including but not limited to intelligent dashboards and visualization tools, as accessible platforms for your decision-making teams. The ability to consume analytics output in real time and in a user-friendly manner will enable marketing teams to design and pivot campaigns quickly to address customer needs. At this point, you can also consider investments in emerging technologies (e.g., automated machine learning, stream analytics) as part of the upgrades for your analytics infrastructure to ensure that your organization can obtain quality insights in the shortest time possible. Refining your customer insights approach through using the latest and most precise analytics tools and technologies will be a worthy investment in the long term. Again, consider tapping on the expertise of a strategic analytics partner in understanding the right technologies you can leverage at this stage for maximum returns, and how you can augment them in line with the people skills you are building.

Your score means that your organization has made significant progress in rolling out a spectrum of full-funnel marketing initiatives. Forty-two percent of firms in retail are categorized as Intermediate. However, to take your organization’s competencies to the next level, invest in people and technologies, and commit to processes that can help maintain the momentum you have built to ensure consistency from execution all the way through measurement:

Develop a plan to strengthen metrics used to measure full-funnel success and strategize for advanced analytics use cases.
Uplift employee skills and mindsets in their approach towards utilizing analytics for full-funnel marketing.
Revisit fundamental processes to ensure scalability of analytics practice alongside growth of full-funnel marketing.
Invest in solutions that will allow you to leverage the full value of analytics in your bid to create optimal customer experience in their full-funnel journey.

Strategize for advanced analytics use cases with a strong foundation in performance reporting and stakeholder management.

Uplift employee skills and mindset in utilizing analytics for full-funnel marketing.

Firms in the intermediate maturity group tend to be those that encounter the most challenges in finding the right skills amongst employees. This is likely due to the organization discovering new, and more complex use cases for data analytics, prompting the need for employees to demonstrate more sophisticated understanding and usage of analytics tools and techniques. There is still room for improvement within the organization in equipping employees with the right data analytics capabilities. Invest in a partner that can augment the advanced data and analytics skillsets needed to build and scale analytics initiatives flexibly through strategic advisories and structured training programs. Beyond routine training and upskilling programs, invest more time and resources in fostering data-driven innovation within the organization to maximize the potential of insights-driven marketing initiatives. This means senior leaders and management should respond positively to data-backed suggestions, even if it means overturning incumbent practices and processes.

Revisit fundamental processes to ensure scalability of analytics practice alongside growth of full-funnel marketing.

It may be surprising that firms in the intermediate group encounter process challenges related to data collection and analysis at a similar rate as beginner firms. As your organization scales with increases in the size of its customer base and modes of customer engagement, it is easy to find yourself grappling with a mix of outdated processes and conflicting repositories of information. It is also likely that you will struggle with optimizing your data analytics practice to meet market requirements in real time. It is crucial, at this point, to revisit some of the initial processes laid out early on in your analytics practice and update them to align with the new employee skills you have built and new technological capabilities you have acquired. Only then will your organization be able to advance analytics use cases for full-funnel marketing in a timely fashion. It is also important, with growing numbers of defined metrics and the mix of stakeholders who are involved in full-funnel, to maintain tracking and reporting mechanisms that can demonstrate the value of full-funnel to the organization.

Invest in solutions that will allow you to leverage the value of real-time analytics to create optimal CX throughout the funnel.

As your organization generates an increasing amount of actionable analytics output, be sure to invest in the right solutions, including but not limited to intelligent dashboards and visualization tools, as accessible platforms for your decision-making teams. The ability to consume analytics output in real time and in a user-friendly manner will enable marketing teams to design and pivot campaigns quickly to address customer needs. At this point, you can also consider investments in emerging technologies (e.g., automated machine learning, stream analytics) as part of the upgrades for your analytics infrastructure to ensure that your organization can obtain quality insights in the shortest time possible. Refining your customer insights approach through using the latest and most precise analytics tools and technologies will be a worthy investment in the long term. Again, consider tapping on the expertise of a strategic analytics partner in understanding the right technologies you can leverage at this stage for maximum returns, and how you can augment them in line with the people skills you are building.

Your score means that your organization has made significant progress in rolling out a spectrum of full-funnel marketing initiatives. Forty-two percent of technology firms are categorized as Intermediate. However, to take your organization’s competencies to the next level, invest in people and technologies, and commit to processes that can help maintain the momentum you have built to ensure consistency from execution all the way through measurement:

Develop a plan to strengthen metrics used to measure full-funnel success and strategize for advanced analytics use cases.
Uplift employee skills and mindsets in their approach towards utilizing analytics for full-funnel marketing.
Revisit fundamental processes to ensure scalability of analytics practice alongside growth of full-funnel marketing.
Invest in solutions that will allow you to leverage the full value of analytics in your bid to create optimal customer experience in their full-funnel journey.

Strategize for advanced analytics use cases with a strong foundation in performance reporting and stakeholder management.

As you start to experiment with larger data sets and enter the depths of complex customer journeys, your organization may face challenges in nailing the right metrics to monitor and measure. It is important to not lose sight of strategic full-funnel goals as you continue to design insights-driven customer experiences (CX). Build cadence through regular cross-functional meetings for analytics stakeholders to review relevance of metrics, and make conscious effort to inculcate within teams that mastery of the full-funnel requires consistent and coordinated effort across the organization. Understanding performance gaps and having a strong support culture for full-funnel will greatly aid in your organization taking next steps in utilizing advanced analytics techniques to design customer journeys going forward. This is also a good time to engage with an external partner who can strategically design capability areas across people, process and technologies to uplift as you proceed to achieve more advanced analytics goals (e.g., predictive analytics).

Uplift employee skills and mindset in utilizing analytics for full-funnel marketing.

Firms in the intermediate maturity group tend to be those that encounter the most challenges in finding the right skills amongst employees. This is likely due to the organization discovering new, and more complex use cases for data analytics, prompting the need for employees to demonstrate more sophisticated understanding and usage of analytics tools and techniques. There is still room for improvement within the organization in equipping employees with the right data analytics capabilities. Invest in a partner that can augment the advanced data and analytics skillsets needed to build and scale analytics initiatives flexibly through strategic advisories and structured training programs. Beyond routine training and upskilling programs, invest more time and resources in fostering data-driven innovation within the organization to maximize the potential of insights-driven marketing initiatives. This means senior leaders and management should respond positively to data-backed suggestions, even if it means overturning incumbent practices and processes.

Revisit fundamental processes to ensure scalability of analytics practice alongside growth of full-funnel marketing.

It may be surprising that firms in the intermediate group encounter process challenges related to data collection and analysis at a similar rate as beginner firms. As your organization scales with increases in the size of its customer base size and modes of customer engagement, it is easy to find yourself grappling with a mix of outdated processes and conflicting repositories of information. It is also likely that you will struggle with optimizing your data analytics practice to meet market requirements in real time. It is crucial, at this point, to revisit some of the initial processes laid out early on in your analytics practice and update them to align with the new employee skills you have built and new technological capabilities you have acquired. Only then will your organization be able to advance analytics use cases for full-funnel marketing in a timely fashion. It is also important, with growing numbers of defined metrics and the mix of stakeholders who are involved in full-funnel, to maintain tracking and reporting mechanisms that can demonstrate the value of full-funnel to the organization.

Invest in solutions that will allow you to leverage the value of real-time analytics to create optimal CX throughout the funnel.

As your organization generates an increasing amount of actionable analytics output, be sure to invest in the right solutions, including but not limited to intelligent dashboards and visualization tools, as accessible platforms for your decision-making teams. The ability to consume analytics output in real time and in a user-friendly manner will enable marketing teams to design and pivot campaigns quickly to address customer needs. Intermediate firms in the technology industry already have an upper hand in building a solid foundation in this area, but this means that you are more than ready to leverage advanced types of technologies (e.g., automated machine learning, stream analytics) as part of the upgrades for your analytics infrastructure to ensure that your organization can obtain quality insights in the shortest time possible. Refining your customer insights approach through using the latest and most precise analytics tools and technologies will be a worthy investment in the long term. Again, consider tapping on the expertise of your strategic analytics partner in understanding the right technologies you can leverage at this stage for maximum returns, and how you can augment them in line with the people skills you are building.

Your score means that your organization has made significant progress in rolling out a spectrum of full-funnel marketing initiatives. However, to take your organization’s competencies to the next level, invest in people and technologies, and commit to processes that can help maintain the momentum you have built to ensure consistency from execution all the way through measurement:

Develop a plan to strengthen metrics used to measure full-funnel success and strategize for advanced analytics use cases.
Uplift employee skills and mindset in their approach towards utilizing analytics for full-funnel marketing.
Revisit fundamental processes to ensure scalability of analytics practice alongside growth of full-funnel marketing.
Invest in solutions that will allow you to leverage the full value of analytics in your bid to create optimal customer experience in their full-funnel journey.

Strategize for advanced analytics use cases with a strong foundation in performance reporting and stakeholder management.

As you start to experiment with larger data sets and enter the depths of complex customer journeys, your organization may face challenges in nailing the right metrics to monitor and measure. It is important to not lose sight of strategic full-funnel goals as you continue to design insights-driven customer experiences (CX). Build cadence through regular cross-functional meetings for analytics stakeholders to review relevance of metrics, and make conscious efforts to inculcate within teams that mastery of the full-funnel requires consistent and coordinated effort across the organization. Understanding performance gaps and having a strong support culture for full-funnel will greatly aid in your organization taking next steps in utilizing advanced analytics techniques to design customer journeys going forward. This is also a good time to engage with an external partner who can strategically design capability areas across people, process and technologies to uplift as you proceed to achieve more advanced analytics goals (e.g., predictive analytics).

Uplift employee skills and mindset in utilizing analytics for full-funnel marketing.

Firms in the intermediate maturity group tend to be those that encounter the most challenges in finding the right skills amongst employees. This is likely due to the organization discovering new, and more complex use cases for data analytics, prompting the need for employees to demonstrate more sophisticated understanding and usage of analytics tools and techniques. There is still room for improvement within the organization in equipping employees with the right data analytics capabilities. Invest in a partner that can augment the advanced data and analytics skillsets needed to build and scale analytics initiatives flexibly through strategic advisories and structured training programs. Beyond routine training and upskilling programs, invest more time and resources in fostering data-driven innovation within the organization to maximize the potential of insights-driven marketing initiatives. This means senior leaders and management should respond positively to data-backed suggestions, even if it means overturning incumbent practices and processes.

Revisit fundamental processes to ensure scalability of analytics practice alongside growth of full-funnel marketing.

Invest in solutions that will allow you to leverage the value of real-time analytics to create optimal CX throughout the funnel.

As your organization generates an increasing amount of actionable analytics output, be sure to invest in the right solutions, including but not limited to intelligent dashboards and visualization tools, as accessible platforms for your decision-making teams. The ability to consume analytics output in real time and in a user-friendly manner will enable marketing teams to design and pivot campaigns quickly to address customer needs. At this point, you can also consider investments in emerging technologies (e.g., automated machine learning, stream analytics) as part of the upgrades for your analytics infrastructure to ensure that your organization can obtain quality insights in the shortest time possible. Refining your customer insights approach through using the latest and most precise analytics tools and technologies will be a worthy investment in the long term. Again, consider tapping on the expertise of a strategic analytics partner in understanding the right technologies you can leverage at this stage for maximum returns, and how you can augment them in line with the people skills you are building.

Advanced

Congratulations! Your score means that your organization is in the vanguard in the adoption of full-funnel marketing and has built a strong foundation in process, people, and technology domains to support that. Fifteen percent of firms in the banking, financial services, and insurance industry (BFSI) are categorized as Advanced. Beyond that, you have started to take on advanced analytics practices to create and deliver on anticipatory customer experiences (CX). Ensure that you sharpen your performance measurement and reporting processes to solve problems related to marketing attribution. As next steps:

Strategically identify relevant metrics and tracking cadence alongside key stakeholders within the organization.
Continually invest in people as key enablers of full-funnel marketing success.
Update processes to suit advanced analytics use cases that leverage emerging technologies.
Work strategically with technology partners to figure out your next best move in acquiring appropriate solutions for your full-funnel goals

Strategically identify relevant metrics and tracking cadence alongside key stakeholders within the organization.

Your organization has embarked on a wide range of full-funnel initiatives, but is likely facing difficulties in defining which metrics are representative of marketing performance. Expectations from senior stakeholders within the organization is probably also adding pressure onto marketing teams to demonstrate returns on time and resources devoted. It is no wonder that as an advanced firm, you are more likely to find a lack of defined metrics to measure marketing efforts’ performance (74% vs. average of 58%). It is thus important at this stage to recalibrate, alongside other key stakeholders across the sales, product, and customer success teams, a set of realistic and comprehensive metrics that will allow for organizational success to be attributed to marketing efforts. This is important not only in demonstrating the impact of full-funnel marketing on broader organizational goals, but also vital in helping marketing teams make future cases for investments in new staff or technologies.

Continually invest in people as key enablers of full-funnel marketing success.

Despite having come a long way in implementing full-funnel marketing practices, a handful of advanced firms still encounter problems related to cultural friction, with 1 in 5 advanced firms still finding the lack of executive buy-in a challenge. It is also striking that advanced firms tend to find the most challenge with having sufficient marketing headcount, as compared to beginner and intermediate firms. It is thus all the more important to continuously instill the importance of full-funnel marketing by demonstrating the value of an analytics-backed approach and how it helps with broader organizational goals by building business cases. With more than one-third of advanced firms struggling with ae lack of data analytics skills, stay ahead of the pack by ensuring that your organization refreshes training programs and extends it to more employees whom you feel can play a part in the full-funnel approach. More can also be done for human resources teams — begin by placing more focus on their willingness to learn and experiment with data in the hiring process. At the end of the day, tap onto the expertise of your strategic partner in identifying gaps in skills and the capability areas to build on to ensure that your people skills can continue to support advanced and complex analytics initiatives for full-funnel success.

Update processes to suit advanced and more diverse analytics use cases leveraging emerging technologies.

As your organization springboards to more complex analytics use cases leveraging emerging technologies, ensure that current processes do not become operational bottlenecks. Revisit and update processes and workflows in a way that they can be used to support advanced analytics use cases when needed. As marketing teams become better acquainted with analytics tools, consider expanding analytics use cases with the likes of competitor insights extraction. At the same time, do not forget about refreshing basic data management processes that can impact the effectiveness of insights-driven marketing as you move ahead in advancing your practice. Data issues like data quality can persist, especially when integrating from multiple sources in real time. With advanced firms being more likely to encounter frequent directional changes due to missed targets (56% vs. average of 42%), make sure to incorporate agile methodologies in designing workflows and processes. Collaborating with an external partner to assess operational workflows and processes can provide a strategic view to how you can maximize data and people resources for optimal impact with insights-driven practices at the core of your organization.

Work strategically with technology partners to figure out your next best move in acquiring appropriate solutions for your full-funnel goals.

As your organization seeks to achieve full familiarity with full-funnel marketing, your employees may find difficulty navigating the myriad of technological solutions available for procurement in the market, especially if budget is still a constraint. Given that full-funnel marketing success depends on a well-woven tapestry of people, process, and technologies, it is important to work strategically with technology partners that can identify and prioritize technology gaps that need to be resolved within your marketing ecosystem for long term success. Most importantly, rely on a technology partner that embraces innovative and forward-looking solutions so that your organization can exceed customer expectations at every pivotal moment in the funnel. At this phase, engaging with a partner that is deeply familiar with your industry’s use cases can also help with experimentation and expansion of your analytics initiatives to tackle full-funnel challenges, as you seek to deliver transformative CX.

Congratulations! Your score means that your organization is in the vanguard in the adoption of full-funnel marketing and has built a strong foundation in process, people, and technology domains to support that. Twelve percent of firms in the consumer packaged goods industry (CPG) are categorized as Advanced. Beyond that, you have started to take on advanced analytics practices to create and deliver on anticipatory customer experiences (CX). Ensure that you sharpen your performance measurement and reporting processes to solve problems related to marketing attribution. As next steps:

Strategically identify relevant metrics and tracking cadence alongside key stakeholders within the organization.
Continually invest in people as key enablers of full-funnel marketing success.
Update processes to suit advanced analytics use cases that leverage emerging technologies.
Work strategically with technology partners to figure out your next best move in acquiring appropriate solutions for your full-funnel goals.

Strategically identify relevant metrics and tracking cadence alongside key stakeholders within the organization.

Continually invest in people as key enablers of full-funnel marketing success.

Despite having come a long way in implementing full-funnel marketing practices, a handful of advanced firms still encounter problems related to cultural friction, with 1 in 5 advanced firms still finding the lack of executive buy-in a challenge. It is also striking that advanced firms tend to find the most challenge with having sufficient marketing headcount, as compared to beginner and intermediate firms. The challenge of limited marketing headcount is also more salient for advanced firms in the CPG industry, as compared with advanced firms of other industries. It is thus all the more important to continuously instill the importance of full-funnel marketing by demonstrating the value of an analytics-backed approach and how it helps with broader organizational goals by building business cases. With more than one-third of advanced firms struggling with a lack of data analytics skills, stay ahead of the pack by ensuring that your organization refreshes training programs and extends it to more employees whom you feel can play a part in the full-funnel approach. More can also be done for the human resources teams —begin by placing more focus on willingness to learn and experiment with data in the hiring process. At the end of the day, tap onto the expertise of your strategic partner in identifying gaps in skills and the capability areas to build on to ensure that your people skills can continue to support advanced and complex analytics initiatives for full-funnel success.

Update processes to suit advanced and more diverse analytics use cases leveraging emerging technologies.

As your organization springboards to more complex analytics use cases leveraging emerging technologies, ensure that current processes do not become operational bottlenecks. Revisit and update processes and workflows in a way that they can be used to support advanced analytics use cases when needed. As marketing teams become better acquainted with analytics tools, consider expanding analytics use cases with the likes of competitor insights extraction. At the same time, do not forget about refreshing basic data management processes that can impact the effectiveness of insights-driven marketing as you move ahead in advancing your practice. Data issues like data quality can persist, especially when integrating from multiple sources in real-time. With advanced firms being more likely to encounter frequent directional changes due to missed targets (56% vs. average of 42%), make sure to incorporate agile methodologies in designing workflows and processes. Collaborating with an external partner to assess operational workflows and processes can provide a strategic view to how you can maximize data and people resources for optimal impact with insights-driven practices at the core of your organization.

Work strategically with technology partners to figure out your next best move in acquiring appropriate solutions for your full-funnel goals.

As your organization seeks to achieve full familiarity with full-funnel marketing, your employees may find difficulty navigating the myriad of technological solutions available for procurement in the market, especially if budget is still a constraint. Given that full-funnel marketing success depends on a well-woven tapestry of people, process, and technologies, it is important to work strategically with technology partners that can identify and prioritize gaps that need to be resolved within your marketing ecosystem for long term success. Most importantly, rely on a technology partner that embraces innovative and forward-looking solutions so that your organization can exceed customer expectations at every pivotal moment in the funnel. At this phase, engaging with a partner that is deeply familiar with your industry’s use cases can also help with experimentation and expansion of your analytics initiatives to tackle full-funnel challenges, as you seek to deliver transformative CX.

Congratulations! Your score means that your organization is in the vanguard in the adoption of full-funnel marketing and has built a strong foundation in process, people, and technology domains to support that. Sixteen percent of retail firms are categorized as Advanced. Beyond that, you have started to take on advanced analytics practices to create and deliver on anticipatory customer experiences. Ensure that you sharpen your performance measurement and reporting processes to solve problems related to marketing attribution. As next steps:

Strategically identify relevant metrics and tracking cadence alongside key stakeholders within the organization.
Continually invest in people as key enablers of full-funnel marketing success.
Update processes to suit advanced analytics use cases that leverage emerging technologies.
Work strategically with technology partners to figure out your next best move in acquiring appropriate solutions for your full-funnel goals.

Strategically identify relevant metrics and tracking cadence alongside key stakeholders within the organization.

Continually invest in people as key enablers of full-funnel marketing success.

Despite having come a long way in implementing full-funnel marketing practices, a handful of advanced firms still encounter problems related to cultural friction, with 1 in 5 advanced firms still finding the lack of executive buy-in a challenge. It is thus all the more important to continuously instill the importance of full-funnel marketing, by demonstrating the value of an analytics-backed approach and how it helps with broader organizational goals by building business cases. With more than one-third of advanced firms struggling with a lack of data analytics skills, stay ahead of the pack by ensuring that your organization refreshes training programs and extends it to more employees whom you feel can play a part in the full-funnel approach. More can also be done for the human resources teams — begin by placing more focus on willingness to learn and experiment with data in the hiring process. At the end of the day, tap onto the expertise of your strategic partner in identifying gaps in skills and the capability areas to build on to ensure that your people skills can continue to support advanced and complex analytics initiatives for full-funnel success.

Update processes to suit advanced and more diverse analytics use cases leveraging emerging technologies.

As your organization springboards to more complex analytics use cases leveraging emerging technologies, ensure that current processes do not become operational bottlenecks. Revisit and update processes and workflows in a way that they can be used to support advanced analytics use cases when needed. As marketing teams become better acquainted with analytics tools, consider expanding analytics use cases with the likes of competitor insights extraction. At the same time, do not forget about refreshing basic data management processes that can impact the effectiveness of insights-driven marketing as you move ahead in advancing your practice. Data issues like data quality can persist, especially when integrating from multiple sources in real-time. With advanced firms being more likely to encounter frequent directional changes due to missed targets (56% vs. average of 42%), make sure to incorporate agile methodologies in designing workflows and processes. Collaborating with an external partner to assess operational workflows and processes can provide a strategic view to how you can maximize data and people resources for optimal impact with insights-driven practices at the core of your organization.

Work strategically with technology partners to figure out your next best move in acquiring appropriate solutions for your full-funnel goals.

As your organization seeks to achieve full familiarity with full-funnel marketing, your employees may find difficulty navigating the myriad of technological solutions available for procurement in the market, especially if budget is still a constraint. Given that full-funnel marketing success depends on a well-woven tapestry of people, process, and technologies, it is important to work strategically with technology partners that can identify and prioritize gaps that need to be resolved within your marketing ecosystem for long term success. Most importantly, rely on a technology partner that embraces innovative and forward-looking solutions so that your organization can exceed customer expectations at every pivotal moment in the funnel. At this phase, engaging with a partner that is deeply familiar with your industry’s use cases can also help with experimentation and expansion of your analytics initiatives to tackle full-funnel challenges, as you seek to deliver transformative CX.

Congratulations! Your score means that your organization is in the vanguard in the adoption of full-funnel marketing and has built a strong foundation in process, people, and technology domains to support that. Eleven percent of technology firms are categorized as Advanced. Beyond that, you have started to take on advanced analytics practices to create and deliver on anticipatory customer experiences. Ensure that you sharpen your performance measurement and reporting processes to solve problems related to marketing attribution. As next steps:

Strategically identify relevant metrics and tracking cadence alongside key stakeholders within the organization.
Continually invest in people as key enablers of full-funnel marketing success.
Update processes to suit advanced analytics use cases that leverage emerging technologies.
Work strategically with technology partners to figure out your next best move in acquiring appropriate solutions for your full-funnel goals.

Strategically identify relevant metrics and tracking cadence alongside key stakeholders within the organization.

Continually invest in people as key enablers of full-funnel marketing success.

Despite having come a long way in implementing full-funnel marketing practices, a handful of advanced firms still encounter problems related to cultural friction, with 1 in 5 advanced firms still finding the lack of executive buy-in a challenge. It is also striking that advanced firms tend to find the most challenge with having sufficient marketing headcount, as compared to beginner and intermediate firms. Furthermore, advanced firms in technology are observed to encounter lack of marketing headcount as a key challenge, compared to other industries — possibly due to a diversion of headcount to sales or product teams. It is thus all the more important to continuously instill the importance of full-funnel marketing, by demonstrating the value of an analytics-backed approach and how it helps with broader organizational goals by building business cases. With more than one-third of advanced firms struggling with a lack of data analytics skills, stay ahead of the pack by ensuring that your organization refreshes training programs and extends it to more employees whom you feel can play a part in the full-funnel approach. More can also be done for the human resources teams — begin by placing more focus on their willingness to learn and experiment with data in the hiring process. At the end of the day, tap on the expertise of your strategic partner in identifying gaps in skills and the capability areas to build on to ensure that your people skills can continue to support advanced and complex analytics initiatives for full-funnel success.

Update processes to suit advanced and more diverse analytics use cases leveraging emerging technologies.

As your organization springboards to more complex analytics use cases leveraging emerging technologies, ensure that current processes do not become operational bottlenecks. Revisit and update processes and workflows in a way that they can be used to support advanced analytics use cases when needed. As marketing teams become better acquainted with analytics tools, consider expanding analytics use cases with the likes of competitor insights extraction. At the same time, do not forget about refreshing basic data management processes that can impact the effectiveness of insights-driven marketing as you move ahead in advancing your practice. Data issues like data quality can persist, especially when integrating from multiple sources in real-time. With advanced firms being more likely to encounter frequent directional changes due to missed targets (56% vs. average of 42%), make sure to incorporate agile methodologies in designing workflows and processes. Collaborating with an external partner to assess operational workflows and processes can provide a strategic view to how you can maximize data and people resources for optimal impact with insights-driven practices at the core of your organization.

Work strategically with technology partners to figure out your next best move in acquiring appropriate solutions for your full-funnel goals.

As your organization seeks to achieve full familiarity with full-funnel marketing, your employees may find difficulty navigating the myriad of technological solutions available for procurement in the market, especially if budget is still a constraint. Given that full-funnel marketing success depends on a well-woven tapestry of people, process, and technologies, it is important to work strategically with technology partners that can identify and prioritize gaps that need to be resolved within your marketing ecosystem for long term success. Most importantly, rely on a technology partner that embraces innovative and forward-looking solutions so that your organization can exceed customer expectations at every pivotal moment in the funnel. At this phase, engaging with a partner that is deeply familiar with your industry’s use cases can also help with experimentation and expansion of your analytics initiatives to tackle full-funnel challenges as you seek to deliver transformative CX.

Congratulations! Your score means that your organization is in the vanguard in the adoption of full-funnel marketing and has built a strong foundation in process, people, and technology domains to support that. Beyond that, you have started to take on advanced analytics practices to create and deliver on anticipatory customer experiences (CX). Ensure that you sharpen your performance measurement and reporting processes to solve problems related to marketing attribution. As next steps:

Strategically identify relevant metrics and tracking cadence alongside key stakeholders within the organization.
Continually invest in people as key enablers of full-funnel marketing success.
Update processes to suit advanced analytics use cases that leverage emerging technologies.
Work strategically with technology partners to figure out your next best move in acquiring appropriate solutions for your full-funnel goals.

Strategically identify relevant metrics and tracking cadence alongside key stakeholders within the organization.

Continually invest in people as key enablers of full-funnel marketing success.

Despite having come a long way in implementing full-funnel marketing practices, a handful of advanced firms still encounterproblems related to cultural friction, with 1 in 5 advanced firms still finding the lack of executive buy-in a challenge. It is also striking that advanced firms tend to find the most challenge with having sufficient marketing headcount, as compared to beginner and intermediate firms. It is thus all the more important to continuously instill the importance of full-funnel marketing by demonstrating the value of an analytics-backed approach and how it helps with broader organizational goals by building business cases. With more than one-third of advanced firms struggling with a lack of data analytics skills, stay ahead of the pack by ensuring that your organization refreshes training programs and extends it to more employees whom you feel can play a part in the full-funnel approach. More can also be done for the human resources teams —begin by placing more focus on willingness to learn and experiment with data in the hiring process. At the end of the day, tap onto the expertise of your strategic partner in identifying gaps in skills and the capability areas to build on to ensure that your people skills can continue to support advanced and complex analytics initiatives for full-funnel success.

Update processes to suit advanced and more diverse analytics use cases leveraging emerging technologies.

As your organization springboards to more complex analytics use cases leveraging emerging technologies, ensure that current processes do not become operational bottlenecks. Revisit and update processes and workflows in a way that they can be used to support advanced analytics use cases when needed. As marketing teams become better acquainted with analytics tools, consider expanding analytics use cases with the likes of competitor insights extraction. At the same time, do not forget about refreshing basic data management processes that can impact the effectiveness of insights-driven marketing as you move ahead in advancing your practice. Data issues like data quality can persist, especially when integrating from multiple sources in real-time. With advanced firms being more likely to encounter frequent directional changes due to missed targets (56% vs. average of 42%), make sure to incorporate agile methodologies in designing workflows and processes. Collaborating with an external partner to assess operational workflows and processes can provide a strategic view to how you can maximize data and people resources for optimal impact with insights-driven practices at the core of your organization.

Work strategically with technology partners to figure out your next best move in acquiring appropriate solutions for your full-funnel goals.

As your organization seeks to achieve full familiarity with full-funnel marketing, your employees may find difficulty navigating the myriad of technological solutions available for procurement in the market, especially if budget is still a constraint. Given that full-funnel marketing success depends on a well-woven tapestry of people, process, and technologies, it is important to work strategically with technology partners that can identify and prioritize gaps that need to be resolved within your marketing ecosystem for long term success. Most importantly, rely on a technology partner that embraces innovative and forward-looking solutions so that your organization can exceed customer expectations at every pivotal moment in the funnel. At this phase, engaging with a partner that is deeply familiar with your industry’s use cases can also help with experimentation and expansion of your analytics initiatives to tackle full-funnel challenges, as you seek to deliver transformative CX.

Next Steps

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Methodology And Disclaimer

Methodology And Disclaimers

Methodology

Methodology:

In this study, Forrester conducted an online survey of 451 decision-makers in the US to evaluate the current state of their adoption of full-funnel marketing. The study was completed in July 2023.

Disclaimer:

Although great care has been taken to ensure the accuracy and completeness of this assessment, LatentView and Forrester are unable to accept any legal responsibility for any actions taken on the basis of the information contained herein.