重塑全球参与运营（英文）

REPORT | JUNE 2019GLOBAL ENGAGEMENT OPERATIONSOptimizing the Resonance and Relevance of Localized Marketing InitiativesRESHAPING2© Copyright CMO Council. All Rights Reserved. 2019REPORTRESHAPING GLOBAL ENGAGEMENT OPERATIONSTABLE OF CONTENTS35678 91 01 1 1 31 51 71 92035505 85 859INTRODUCTIONKEY FINDINGSSECURING THE GROWTH DRIVER TITLETHE BUDGET BETWEEN MARKETERS AND SUCCESSTRANSPARENCY, ACCESSIBILITY AND A MIRROR: THE TOP NEEDS OF TODAY’S CUSTOMERMISSING THE FUEL TO SPARK THE LOCALIZATION FIRESTRUCTURES IN THE EXTREMES YIELDS EXTREMESBEYOND BEST PRACTICES: MAPPING A NEW MODEL TO MEET THE MODERN CUSTOMER EFFICIENTLYAGENCY/BRAND DYNAMICS IN THE NEW WORLD ORDERGLOBAL VIEWS AND VANTAGE POINTS EXPERT COMMENTARYBEST PRACTICE LEADERSHIPEXECUTIVE INTERVIEWSDETAILED FINDINGSDEMOGRAPHICSABOUT CMO COUNCILABOUT WORLDWIDE PARTNERSPARTNERS AND AFFILIATES3© Copyright CMO Council. All Rights Reserved. 2019REPORTRESHAPING GLOBAL ENGAGEMENT OPERATIONSINTRODUCTIONCentralized. Decentralized. Hyper-local. Micro-personalized. Agile. MarOps.1According to a recent Gartner study, 89 percent of marketing leaders surveyed said they intended to adopt some form of “agile marketing approach” in the coming year… which translates into picking and choosing which tools, processes and organizational design will be implemented with the intent of making marketing programs more relevant, adaptive and efficient.The call for transformation and evolution of marketing strategies has been deafening in recent years. From the advance of the customer experience to the new mandates and requirements for growth, efficiency and measurable effectiveness, the call to shift mindsets and management has reached the breaking point where marketing leaders have concluded that marketing has reached that point of disrupt or be disrupted. There is good reason for this call to new action: Chief Marketers are just not convinced that their strategies are able to take hold thanks to key issues, gaps and deficiencies across the marketing organization. According to a recent CMO Council poll of leading brand marketers, improving processes and capabilities, access to intelligence and identifying new routes to revenue were top of mind to advance the leadership agenda. In fact, 40 percent of senior leaders surveyed indicated that improving the go-to-market process was the top upgrade on deck for the year ahead. This should not come as a big surprise when you consider that marketers have long been frustrated with their (in)ability to truly execute global, omnichannel campaigns, struggling to roll out global initiatives without significant cost and time delays. Almost two-thirds of marketers surveyed by the CMO Council gave themselves below satisfactory grades specific to their capacity to adapt global brand marketing content across the markets and channels they serve. This has led to equally uninspiring marks in timeliness as only 30 percent of marketers rate their teams as either “advanced” or “doing well” in th