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EXECUTIVESUMMARYKEYFINDINGSAltimeter’s 2019 State of Digital Marketingreport gives marketers the latest dataon how companies are using digitalmarketing to drive business results. Itidentifies and quantifies the key practicesbeing used by companies to achievedigital marketing excellence. Brand awareness (37%) was cited as the top goal of digital marketing, followed bylead generation (26%) and customer experience (20%). Acquiring the right skills (55%) and scaling innovation (54%) are the biggestchallenges for marketing organizations. Data analysis (41%) and tech expertise (38%) are the most-desired skills in new hires. Sixty-one percent of marketers said customer loyalty and Customer Lifetime Value(CLV) are their top metrics for measuring digital marketing success. Over 60% of respondents said their companies have mapped a digitalcustomer journey, content customization rules, and testing points across alldigital touchpoints. Websites (56%) and social media (69%) are the best-performing channels fordigital marketing. Salesforce (26%) and Adobe (22%) are the most popular “primary” digitalmarketing platforms.Based on a survey of 500 senior digitalmarketers across North America, Europe,and China, the report provides key insightsinto what strategies, channels, andpractices perform best, including howthese vary across industries and regions. Italso identifies trends in innovation, currenttechnology adoption, and key metrics formeasuring digital marketing success.2

INTRODUCTION: WHAT DOES DIGITAL MARKETINGEXCELLENCE LOOK LIKE IN 2019?As the role of digital marketing continues to expand, marketers are faced with a continuous reevaluation of their roles and capabilities.Customer expectations have increased the pressure for companies to be present on many digital channels, delivering personalized, positiveexperiences on every single one. To keep up with these expectations, digital marketing goals have moved beyond simply creating brandawareness and now encompass managing the customer relationship for the duration of the purchase cycle. As these goals evolve, so does thedefinition of “digital marketing excellence,” which today is radically different from what it was even a year ago.One of the most important markers of digital marketing excellence today is the ability to deliver personalized experiences and messages toaudiences across many digital channels. In this survey, we benchmarked key practices that enable this multi-channel personalization. Theseinclude creating multi-channel customer journeys, multi-dimensional customer segmentations, content customization frameworks, andprocesses for testing and learning.We were encouraged to find the majority of marketers surveyed reported their companies had already implemented or were in the process ofimplementing these practices, which indicates that most businesses today are aware of what constitutes innovative digital marketing and arefocused on implementing and scaling it.However, there were telling differences in maturity across regions. Europe lagged behind North America and China in almost all practices, anddigital marketing excellence was far more tied to e-commerce excellence in China than it was in North America. There was variance in maturityby industry verticals: Healthcare showed more progress in digital personalization, but they also operated on fewer channels compared to retailor the tech industry.These and other results of the survey capture complex benchmarking data that marketers can use to measure their progress against theirpeers (and within industries and across geographies), helping them chart a path to excellence and understand how the discipline of marketingwill evolve over the next few years.3

INCREASING BRAND AWARENESS IS THE TOP GOALFOR DIGITAL MARKETINGOne of the traditional goals of digital marketing has always been to increasebrand awareness and generate positive sentiment around the brand and itsproducts. While most respondents (37%) still named brand awareness as thetop goal, our survey showed modern marketers have a diverse range of prioritiesfor their digital marketing. For example, 26% listed lead generation as their topgoal, while 20% chose to focus their efforts on delivering a greatcustomer experience.Interestingly, only 5% of respondents said they used digital marketing to increasebusiness with existing customers. This suggests either a missed opportunity orthat digital marketers don’t believe they have permission to play in this area.North-American marketers were even more likely to report brand awareness astheir top goal (40%), whereas Chinese respondents listed increasing leads (36%)over brand awareness (31%) as their top priority.Notably, respondents in the banking and finance industry indicated that deliveringa great customer experience was their top goal (26%). By contrast, marketersin healthcare rated customer experience as their lowest priority (7%) and overindexed on brand awareness. This suggests that healthcare companies chooseto differentiate themselves mostly based on brand and perception and less soon actual customer experience. Of course, healthcare is also an industry wherecustomers are not often in a position to demand a better experience, as they maynot have other options to create pressure or set high expectations.FIG 1: WHAT IS THE PRIMARY GOAL FORYOUR DIGITAL MARKETING STRATEGY?37%Increase brandawareness andbrand healthIncrease thenumber of new leads/customer prospectsTo deliver a highquality, unified customerexperience acrossall digital channelsIncrease awarenessand positive sentimentaround new productsIncreasebusiness/revenue withexisting customers26%20%13%5%Source: Altimeter Digital Marketing Survey, Q2 2019; Base: N 5004

Most large companies today have been able to digitallytransform their marketing successfully in some way, either byfunction, channel, or region. However, they still struggle toscale that transformation to the rest of the company.Our respondents cited hiring people with the necessarydigital skills (55%) and scaling innovation across all parts ofthe business (54%) as their top challenges. The good news isthat getting multiple teams to align on a strategy was at thebottom of the list (19%). This shows companies have madeprogress on their digital marketing efforts in the past few years.It seems that educating the organization on and advocating foradoption of new digital practices is a given — and the focus isnow on growing and standardizing those new practices.On the downside, almost half of our respondents (46%) stillstruggle with getting investment or support from executiveleadership. Despite the evolution of the role of digitalmarketing, it appears budgets have not grown at the same rateand CEOs are asking for greater returns on the same level ofinvestment, expecting digital practices to be more efficient.55% 54%47% 46% 46%33%19%HiringtherightScskialills/ngpemaopleac rkeros tingsProbu innsin ovvines atigts u onhenitbof ussdig ineita ssPul m imrchark paaseti ctingngthe orrig inteGeht grtso atifro tingftw ngm invareex esetmcuProetiv ntdue l /sucinea ppgde oba cursh rtse stipd o omn c izeus d ctom onAliaro gner tenda tun ingtada muun ltipifie led s tetra amteg syHIRING THE RIGHTTALENT AND SCALINGINNOVATION AREMARKETERS’ BIGGESTCHALLENGESFIG 2: WHAT ARE THE TOP CHALLENGES FOR YOURDIGITAL MARKETING ORGANIZATION?Source: Altimeter Digital Marketing Survey, Q2 2019; Base: N 5005

The difficulty of hiring the right people was felt more acutely bymarketers in Europe (61%), suggesting a dearth of talent within-demand digital marketing skills such as data analysis andmarketing automation software expertise.Across industries, marketers in the manufacturing sectioncited scaling innovation (61%) and proving the impact of digitalmarketing (60%) as their top challenges. As manufacturingcompanies have traditionally been sales-led organizations, it’slikely many of them still use marketing mostly for brand awarenessand struggle to prove more tangible results, such as revenue, fortheir digital marketing efforts. That, in turn, would also explain whythese companies have difficulty moving away from sales-focusedpractices and scaling new digital marketing innovations or tactics.Interestingly, respondents that listed “brand awareness” as thetop goal for their digital marketing efforts were also more likelyto struggle with getting executive investment and support (62%),compared to respondents who cited other goals, such as productawareness (32%) or customer lifecycle value (21%). This suggestsbrand awareness, while still important for marketers, may not beseen as a top priority by CEOs. Teams that focus on product orgrowing revenue are likely to get more support and resources.6

DATA ANALYSIS AND TECH EXPERTISE ARE THEMOST-DESIRED SKILLS IN NEW HIRESIt’s no surprise that as companies aim to incorporate more sophisticated digitalmarketing practices, the skills they most desire in new hires are data analysis (41%)and marketing automation experience (38%). Experience in these two areas allowscompanies to engage in more data-driven targeting and personalization, customersegmentation and analysis, campaign performance tracking, and testing andlearning processes.At the same time, our survey showed a healthy demand for creative skills, suchas video editing (31%) and content editing and writing (29%), highlighting thecontinued need for traditional marketing skills.Interestingly, the more “old-school” digital marketing skills, such as SEO or paidmedia expertise, are at the bottom of the list (8% and 6%, respectively), likely due tothe fact that software has made these practices more automated and less technical.Additionally, these are also skills likely to be outsourced to digital agencies.China was the only region where data analysis wasn’t the most desired skill in newhires. Instead, User Experience (UX) design skills were far more in-demand (52%).This makes sense given that Chinese digital marketers are increasing their focuson e-commerce channels (web and mobile app), which require dedicated UXdesign resources.UX design was also a top choice for hiring marketers in the retail industry (40%)— an e-commerce heavy vertical — and in healthcare (42%). Marketers in thehealthcare industry also rated graphic design (41%) and video editing (42%) ashighly desired skills in new hires, suggesting that healthcare companies areinvesting more in their website experience and also in telling stories through videoto build trust, loyalty, and transparency with their customers.FIG 3: WHAT ARE THE MOST DESIREDSKILLS FOR YOUR DIGITAL MARKETINGHIRES IN 2019-2020?Data analysisMarketing automation/software expertiseUser experience designVideo productionand editingCoding/developmentContent editingand writingGraphic deisgnProgram/projectmanagementSocial media listening &publishingSEO/SEM expertisePaid media/programmatic advertising41%38%36%31%29%29%28%28%26%8%6%Source: Altimeter Digital Marketing Survey, Q2 2019; Base: N 5007

CUSTOMER LOYALTY IS THE PRIMARY METRIC FORMEASURING DIGITAL MARKETING SUCCESSAlthough marketers report that brand awareness is the mostpopular goal for their digital marketing efforts, the majorityof them also said that the success of these efforts are beingmeasured using customer loyalty or CLV metrics (61%), followedby direct revenue (55%).This finding points to a disconnect: Even though most digitalmarketers favor brand awareness as their top goal for digitalmarketing, they’re being tasked with delivering on another goal,which might be perceived as more valuable to the company. Italso shows that digital marketers are being asked to deliver resultsbeyond the traditional “top-of-the-funnel” metrics, such as brandawareness or net promoter score, and take on duties that usuallyfall to other departments, such as sales, e-commerce, or serviceand account management.In China, the focus on CLV was even more pronounced, with75% of respondents citing it as the top metric for their digitalmarketing efforts. In North America, direct revenue (63%)was rated slightly ahead of CLV. Both results underscore theexpectation that digital marketing should play a key role in drivingcustomers to purchase repeatedly over the course of a lifetime.FIG 4: WHAT ARE THE PRIMARY METRICS YOU USETO MEASURE DIGITAL MARKETING SUCCESS?61%Customer Loyalty/Customer Lifetime Value55%Direct revenue(e-commerce or sales)Brand Awareness/Brand Health48%Leads Generated/Converted47%44%Customer acquisitionDigital engagament(content interactions/shares/ likes/downloads)Net Promoter Score26%17%Source: Altimeter Digital Marketing Survey, Q2 2019; Base: N 5008

MOST COMPANIES SEGMENT CUSTOMERS USINGMULTIPLE DATA CATEGORIESTraditional marketers have historically segmented customers by their demographics orpsychographics (attitudes/beliefs or values), while digital marketers have typically focusedon behavioral segmentation, which categorizes people by the type of actions they take ondigital channels. We were encouraged to find most digital marketers we surveyed are usinga mix of the above segmentation approaches to come up with sophisticated ways to targettheir digital campaigns at — and personalize content for — different audiences.While the majority of respondents indicated they segment customers based on their onlinebehavior (78%), a healthy percentage said they also relied on demographic data (68%),buying propensity information (64%), and psychographic profiles (61%) to create a holisticsegmentation scheme. This enables them to deliver richer personalized content and providea more compelling customer experience.While our findings were mostly consistent across industries, there were telling regionaldifferences in the survey responses. Eighty percent of North-American marketers said theyused demographic data to segment their target customers, compared to only 53% of marketersin Europe and 47% in China. This difference reflects the distinct ways regional audiencesregard privacy, with North-American audiences more likely to give up personal demographicinformation (such as age, gender, and location) compared to audiences in Europe or China,where marketers rely on digital behavioral data to segment and target them (82%).We also found differences in how marketers segment customers depending on what theirmarketing goals are. Respondents who cited brand awareness as the top goal of their digitalmarketing were more likely to use demographic data (76%) than were those who focused onproduct awareness (58%) and CLV (38%) as their biggest priorities. This finding suggests thatmarketers focused on traditional goals like brand awareness are also more likely to rely ontraditional data, such as demographic data, which may be limiting their ability to deliver onother success metrics, such as CLV.FIG 5: HOW DO YOU CURRENTLYSEGMENT YOUR TARGETCUSTOMERS?78%Based on theironline/digitalbehaviorBased on theirdemographicdata68%Based on theirpropensity tobuy a certainproduct64%Based on s)61%We do notcurrentlyuse customersegmentation fordigital marketing2%Source: Altimeter Digital Marketing Survey, Q2 2019; Base: N 5009

MAJORITY OFCOMPANIESHAVECREATEDA DIGITALCUSTOMERJOURNEY ANDA PLAN FORCUSTOMIZINGCONTENTWe benchmarked adoption of mature digital marketing practices by asking respondentsif they had mapped a multi-channel digital customer journey; a content customizationframework that indicates what content will be delivered at different touchpoints and todifferent audience segments; and a process for testing, learning, and optimizing content orexperiences along different parts of the journey.It was encouraging to hear over 90% of respondents say their companies had eitherimplemented the above practices or were in the process of doing so. This shows that mostmarketing groups are mature enough to do the conceptual legwork and strategic planningrequired of modern digital marketing, even if they still have a way to go in executing orscaling it.FIG 6: HAVE YOU MAPPED A DIGITAL CUSTOMER JOURNEY AND CLICKSTREAMTHAT CHARTS CUSTOMER INTERACTIONS ON EVERY DIGITAL CHANNEL?32%We are currently inthe process of buildingthe digital customerjourney62%Yes, we have fullymapped the digitalcustomer journey acrossall digital touchpoints5%No, but we planto do so in thenext 6 months1%No, we have not, andhave no plans to do soSource: Altimeter Digital Marketing Survey, Q2 2019; Base: N 50010

FIG 7: HAVE YOU CREATED A CONTENT CUSTOMIZATIONFRAMEWORK THAT SPECIFIES WHAT TYPE OF CONTENTSHOULD BE DELIVERED TO EACH CUSTOMER SEGMENT?31%Yes, we have created acontent customizationframework, but it isonly used on oneor two channels62%Yes, we have created acontent customizationframework that iscurrently being used onall digital channels6%No, but we arecurrently inthe process ofcreating theframeworkAcross industries, healthcare was, surprisingly, the most mature,with the majority of respondents saying they had mapped adigital customer journey (79%), created a content customizationframework (73%), and identified test and learn points (71%). Thesemarketers were well ahead of those in retail and banking, whoscored the lowest (only 56% and 54%, respectively, had mapped adigital customer journey).FIG 8: HAVE YOU IDENTIFIED OPPORTUNITIES IN YOURDIGITAL MARKETING OPERATIONS TO TEST CONTENTFORMATS, OFFERS OR MESSAGING?29%1%No, we have not,and have no planto create oneNorth America has made more progress engaging in thesemature practices than have Europe and China. Sixty percentof North-American marketers reported their companies havemapped a multi-channel digital customer journey, comparedto only 48% in Europe and 56% in China. These numbers wereroughly the same for creating content customization frameworks.The difference was most pronounced when it came to identifyingtesting and learning points: 73% of North-American marketersreported identifying such opportunities, compared to 54% and52% of marketers in Europe and China respectively.65%Yes, we have identifiedtesting and learningopportunities, but theyare limited to oneor two channelsYes, we have identifiedtesting and learningopportunities in multiplepoints along the digitalcustomer journey5%No, but weare currentlyin the processof creatingthe testingframework andprocess1%No, we have not,and have no planto do soSource: Altimeter Digital Marketing Survey, Q2 2019; Base: N 50011

Although healthcare has traditionally been a laggard in digitalmarketing maturity, its progress in these practices can perhapsbe explained by its relatively limited presence on many digitalchannels, especially compared to retail. Pharmaceuticals arerestricted in what they can say on digital channels accessible tothe public, and healthcare systems, such as hospitals and clinics,do not have to run their digital marketing at the same speed that— or engage in continuous messaging as — retail does. They canafford to market on a few select media channels and focus ontheir owned channels. When the number of digital touchpoints islimited, it’s far easier to map a multi-channel customer journey orimplement testing points.Similar reasoning would also explain why a higher percentage ofmarketers at B2B companies reported that they have implementedthese practices (73% say they mapped digital customer journeys,71% created content customization frameworks, and 71% identifiedtest and learn points) compared to B2C and B2G companies (55%,56%, and 61%, respectively).12

MOST COMPANIES PERFORMTHREE TO FIVE DIGITAL A/BOR MULTIVARIATE TESTSIN A MONTHFIG 9: HOW MANYDIGITAL TESTS (A/B ORMULTIVARIATE TESTS) DOYOU RUN IN A MONTH?41%A key indicator of a sophisticated digital marketing operation is the abilityto conduct A/B or multivariate testing. These tests present variants of thesame content to an audience and track which variant performs best, allowingmarketers to continually optimize the content and experiences they deliver.24% 24%The majority of survey respondents said their companies conduct three to fivetests a month (41%), which is a relatively low percentage given the high numberof potential items a digital team could test across their web, mobile, email,or paid ads channels. However, almost a quarter of marketers reported theircompanies conduct over 10 tests a month (24%), showing that, although it is stillin its early days, digital testing is quickly becoming a standard practice.A majority of respondents from North America (36%) said their companiesconducted 10 or more digital tests a month. The number of marketers whoreported conducting the same or more tests was drastically lower in Europe(8%) and China (3%), highlighting a lack of skills for designing and evaluatingdigital tests and of software for conducting them.01-210 6101%35Across all industries, the majority of respondents said they performed betweenthree to five digital tests a month, with the notable exception of marketersin healthcare. Fifty-six percent of them said they conducted 10 or more testsper month. This relative maturity can perhaps be explained by healthcareorganizations’ focus on their owned channels, where it is easier to test contentin an organized way.10%Source: Altimeter Digital Marketing Survey, Q2 2019; Base: N 50013

WEBSITES AND SOCIAL MEDIAARE THE BEST-PERFORMINGCHANNELSGiven that companies have far more control over the experience and content delivered ontheir websites (and that audiences are already engaged by the time they visit them), it makessense that marketers rated them as a top-performing channel (56%). However, it is surprisingto see social media ranked as the best-performing channel (69%). Since organic engagementrates on brand accounts have dropped quite low, it’s safe to assume that advertising isdriving much of the performance in this channel. Facebook, Twitter, LinkedIn, and Instagramall offer sophisticated advertising tools that allow effective targeting and converting ofdesired audience segments. It appears companies are getting their money’s worth byinvesting in these tools.Despite its ubiquitous use, email was at the bottom of marketers’ list of bestperforming channels. In fact, its ubiquity as a marketing tool is likely to be blamed for itsunderperformance, as the average person now receives far more emails in a day than theywill ever read, making it even harder to break through the noise.China was the only region where respondents rated their companies’ websites as moreeffective than social media. This can be explained, again, by the heavy focus on e-commercein that country, where commerce websites and apps drive the metrics that count.A reliance on social media was particularly pronounced in the technology industry, where80% of respondents rated it as their top channel. Healthcare and retail industry respondentswere more likely to evenly distribute their top channels between social media, companywebsite, and display advertising.Despite its low rating overall, email was ranked highly (33%) by marketers at companieswhere CLV is the top goal for their digital marketing efforts. In stark contrast, marketers atcompanies that focused on brand awareness rated email at the bottom of the list (8%). Thissuggests that email is much more effective at communicating and engaging with customerspost purchase, rather than at the awareness and conversion stage.FIG 10: WHICH CHANNELS ARETHE MOST EFFECTIVE OR DELIVERTHE BEST ROI FOR YOUR DIGITALMARKETING STRATEGY?69%Social media(organic id search48%42%Native ads28%Online video27%Mobile app15%Email14%Source: Altimeter Digital Marketing Survey, Q2 2019; Base: N 50014

COMPANIES ARE MOST SKILLED AT REAL-TIMEPERSONALIZATION ON WEB AND MOBILE APPSReal-time personalization — using software to deliver customizedcontent or experiences to audiences in real time based on their actionsor data that is unique to them — is another hallmark of modern digitalmarketing. An example of such personalization would be an airlinewebsite changing its background image to a beach when you’researching for tickets to Hawaii.Over 80% of marketers say their companies are currently using orbeginning to use real-time personalization in some form on theirwebsites, mobile apps, social media, emails, and display ads. Almosthalf of the respondents (49%) said their companies are highly skilledat personalization on websites, while slightly fewer (42%) reported thatthey are highly skilled at doing so on mobile apps. Marketers were leastconfident about their companies implementing real-time personalizationon display ads (36%). These results were roughly consistent acrossregions and industries.These ratings reflect the fact that it’s easier to enact real-timepersonalization on owned channels, such as web and mobile. That isthanks to modern Content Management Systems (CMSs) that have builtin features to design and execute personalization rules and can integratewith other company-owned data sources, such as Customer RelationshipManagement (CRM), sales records, or email records.As marketers venture into social media or display ads channels, theyrequire more specialized, platform-specific knowledge for deliveringpersonalized content and experiences. Their ability to import datafrom other channels is also limited, making it harder to implementreal-time personalization.FIG 11: PLEASE RATE YOUR ABILITY TO DOREAL-TIME PERSONALIZATION IN EACH OF THEFOLLOWING CHANNELSCompany website11%40%49%Mobile app16%42%42%Email16%44%40%Social media(organic & advertising)16%46%37%19%45%36%Display advertisingLow:currentlydo not dopersonalizationMedium:In process lizationat optimal levelsSource: Altimeter Digital Content Survey, Q3 2018; Base: N 40015

WEBSITE AND SOCIAL MEDIAANALYTICS ARE MOSTCOMMON DATA SOURCESFOR PERSONALIZATIONWeb analytics platforms are standard tools used by every company witha website or mobile app. They don’t require a lot of technical expertise tooperate and gain insights from, and they integrate with most CMS or webpersonalization platforms. Not surprisingly, then, marketers reported that webanalytics were the most frequently used source of data to deliver personalizedcontent and experiences (72%).FIG 12: WHAT ARE THE PRIMARYDATA SOURCES YOU USE TODELIVER PERSONALIZED MESSAGESAND CONTENT ON YOUR DIGITALMARKETING CHANNELS?72%69%58% 58% 57%40%Chinese respondents were more likely to use CRM systems (61%) or callcenter records (61%) to personalize content, which highlights their focus onusing previous purchase data, rather than browsing or searching behavior, toincrease engagement.Marketers at healthcare companies also reported high rates of CRM and callcenter data use (70% for both) along with web analytics (75%). This suggestshealthcare companies are more comfortable using data that customers haveexplicitly given to them through past purchases rather than behavioral data onchannels where they might not have a big presence (i.e., social media).Wan ebsaly iteticsSocialmme editric asCRMsystemCusstomersres urveea y/Curchca stoll-c meen r ster ervrec iceord /sThida rd-ptab artas yesSocial media metrics (69%) were also popular among our respondents, althoughthey are less suited for real-time personalization since that data is difficult tointegrate or import into other channels. A large percentage of respondentsalso admitted to using good, old-fashioned customer surveys (58%), which canstill provide value in the digital world. Forty percent said they use third-partydatabases to buy or import customer data, a practice that is on the decline inthe wake of GDPR restrictions — and the often shady origins of this data.Source: Altimeter Digital Marketing Survey, Q2 2019; Base: N 50016

SALESFORCEAND ADOBEARE MVENDORSMost companies rely on a primary digital marketing platform or suite to orchestratethe majority of their digital marketing strategies. These platforms usually have a coreapplication (typically email or web management) with integrated add-ons for managingother channels. The “big 4” enterprise marketing technology players (Salesforce, Adobe,Oracle, and IBM) account for 86% of the market share for primary market platforms.Salesforce Marketing Cloud is marginally ahead of the competition (26%), followed closelyby Adobe Marketing Cloud (22%).Regionally, the results were more varied. Salesforce and Adobe were neck-in-neck in NorthAmerica (27% and 26%, respectively), but Salesforce and IBM were well ahead in Europe.And marketers in China rated Oracle (29%) ahead of everyone else, which underscoresOracle’s relative strength in commerce platforms, compared to Salesforce or Adobe, whichfocus more on outbound marketing and inbound experiences.Our survey also found that marketers favor some platforms over others depending on thegoals of their digital marketing. This highlights how each marketing platform has differentstrengths that make it particularly well suited to one use case over others. Marketers thatcited brand awareness as their top goal for digital marketing were more likely to use Adobe(33%) than Salesforce (25%). Meanwhile, IBM (38%) was the top choice for marketers whofocus on CLV. Oracle and Salesforce (24%) tied for top choice for marketers who citedcustomer experience as their top goal.FIG 13: WHICH ONE OF THE FOLLOWING MARTECH PLATFORMS IS THEPRIMARY SOFTWARE FOR YOUR DIGITAL MARKETING o2.2%1.6%.6%SASHubspotOtherSource: Altimeter Digital Marketing Survey, Q2 2019; Base: N 50017

INTEGRATION OF MULTIPLE TOOLS REMAINS THEBIGGEST MARTECH CHALLENGEIn order to deliver consistent, relevantexperiences to customers, digitalmarketers need to pull data from anddeliver content across multiple, oftendisparate systems.

Altimeter’s 2019 State of Digital Marketing report gives marketers the latest data on how companies are using digital marketing to drive business results. It identifies and quantifies the key practices being used by companies to achieve digital marketing excellence. Based on a survey of 500 senior digital marketers across North America, Europe,

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HONOUR BOARD VOLUNTEERS 2019 - CURRENT David Staniforth Boorowa 2019 Bruce Gruber Boorowa 2019 Lindsay Cosgrove Boorowa 2019 Dennis Osborne Boorowa 2019 John Cook Boorowa 2019 Sue Cook Boorowa 2019 Mick Hughes Boorowa 2019 Daryl Heath Boorowa 2019 Lesley Heath Boorowa 2019 Russell Good Boorowa 2019 John Peterson Boorowa 2019 Heather Bottomley Boorowa 2019 James Armstrong Boorowa 2019

Digital Media Middle East & Middle Eastern Digital Media Awards 29-30 Nov 2022 Riyadh Digital Media Africa & African Digital Media Awards 12-13 July 2022 Virtual Digital Media LATAM & LATAM Digital Media Awards 16-18 Nov 2022 Mexico City Digital Media India & Indian Digital Media Awards 08-10 Mar 2022 Virtual Digital Media Asia &

In October 2016 the Digital Partnership established the Digital Office for Scottish Local Government (Digital Office). It supports councils to become digital businesses through delivery of a work programme focused on Digital Leadership, Digital Foundations and Digital Services. It has a small core team that provides support and digital expertise.