CMOs point out that the sudden events of 2020 and the reevaluation of digital consumer behavior has accelerated digital measures and highlighted their importance exponentially.
Marketing leaders say that during the pandemic, digital transformation has accelerated even in organizations that were earlier resistant to change. Most clients have experienced the blurring of boundaries between their personal and working worlds. They have discovered reasons to reevaluate their digital lives. The drastic shift in consumer behavior has effectively captured the attention of the C-suite leaders.
Digital strategy has received a seat in the boardroom tables globally. Moving in the relevant direction needs strategists to step up and demand consistent spend and attention by connecting the value of digital across various departments directly to the C-suite.
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The obstacles of competing channels and attribution
CMOs acknowledge that attribution is a continuous struggle for marketers globally. Often considering the channels as competing with each other is where the issue starts. In the current scenario, digital strategies need to be always-on, continuous monitoring, multi-channel and agile measures in response to insights and data. Instead of thinking of the performance with regards to the terms of channels competing against each other, marketing leaders should be able to interact with their C-suite regarding the complementary nature and the strategy value as a whole.
Leaders believe that the key to justifying the budget comes via communicating the value of the solution. The main aim is to drive an understanding of the synergies that can be developed when the digital strategy connects lines of business and departments across the enterprise.
Marketing leaders need different digital channels and content for customer retention, acquisition, support, and service to support different business segments. They acknowledge that set and forget strategies are insufficient in the current situations. Enterprises are required to commit to monitoring and adapting in real-time. This entails that the C-suite leaders are mandatorily digitally aware.
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Search marketers will be a useful addition here as they can provide important insights at this point; however, it is important to ensure that these marketers are aware that the digital expertise and thinking of the organization are not restricted to search marketing. SEOs will behave as a good bridge for the various segments of the business as they have the best view of the customer experience and journey.
Using these insights and putting accurate digital reporting on the strategy can cultivate collaboration across the enterprise. It provides executives across different modules with an understanding of how data can enable consistent improvement in the respective segments.
Communication of digital channel performance
CMOs point out that for enterprises to continue staying at the top and performing relevant to the industry benchmarks, decision-makers need to understand and commit to reporting on insights and data, monitoring, and, more importantly, pivoting the strategies to meet the requirements of consumer behaviors while improving spend.
Once it is accepted that a multi-channel strategy is required to interact with clients throughout the journey, enterprises can begin to strategize with the hope that a current ongoing data review will enable continuous enhancement.
An effective digital strategy should have a detailed overview of how each individual channel works as a part of the comprehensive strategy.
At a time when C-suite is targeting digital transformation, the opportunity to bring in value-adding data, sharing and partnerships is ripe. Digital awareness is vital to improve understanding and knowledge across the board.
