2024年數(shù)字趨勢（英）-20正式版

2024DigitalTrendsAdobe2024DigitalTrendsTableofcontentsExecutiveSummary34Section1Personalizationandcustomerjourneyexpectations.Whyarewestilltalkingaboutpersonalization?Whatpersonalizationmeansin2?2?.45Section2Uni?eddataandinsightsarefoundationalforpersonalization.8Connectyourdataforseamless,personalizedjourneys.Fromcompliancetocompetitiveedge.81011Marketleadersexemplifyresponsibledatapractices.Section3ClearstartingpointsandfuturegoalsforgenerativeAI.12GenerativeAI’s?rstusecaseiscontent.InternalstrategiesforadoptinggenerativeAI.Frompilotstopowerhouse.131616RecommendationsExceptionaldigitalCXthroughpersonalization,generativeAI,anduni?eddata.1819MethodologyExecutivesurvey.Consumersurvey.2ExecutiveSummaryAdobeDigitalTrendshas,overthepast14years,broughtreadersuptodatewithexecutives’viewsonhowtheirorganizationsperforminthefaceofchange.Forthe?rsttime,wehaveaddedanextensiveconsumersurveytouncoverwhatcustomersreallythinkaboutinnovationsindigitalexperiences.Inthisreport,we’llde?newhatpersonalizationmeansin2024andhowuni?eddatalaysthefoundationfororganizationsnotonlytoe?ectivelypersonalizebutalsoleveragegenerativeAItoitsfullestpotential.Lastly,we’llexploretheactualimpactofgenerativeAIoncustomerexperience(CX)today,andhoworganizationscandeliveronitspromise.KeyLearnings:■Consumerexperiencesarestillnotmeetingexpectations.Consumersfeelcompanieshavethepotentialtoaddresstheirneedsmoreclosely,butmanydigitalexperienceshaveyettoliveuptoexpectations.Consumerspointtothefactthatbusinessesholdenoughoftheirdatatoprovidebe?erproductsandservicesbutaren’tmakingthemostofit.■Personalizationisofenbasedonassumptions,notevidence.Organizationso?enfocusonpersonalizingindividualcontactpointsratherthancreatingwhatcustomerswant—consistent,seamlessinteractionsacrossdi?erentchannelsandthroughouttheentirecustomerjourney.eseassumptionsarebasedonoutdatedinformationandhabits.■Companiesstillaren’tconnectingthedatadots.UnifyingdataisjustonepieceofthepuzzletodeliverexceptionaldigitalCX,butorganizationsstillstruggletogetitright.Onceproperlyimplemented,uni?eddatawillbethefoundationfororganizationstobuildnext-generationexperiences,includingAI-poweredones.■GenerativeAIstrategyneedsmorea?ention.eperceptionisthatgenerativeAIwillquicklyscaleanewlye?cientbusiness.erealityisthatwhilesuccessiswithinreach,businessesmustimproveunderlyingdatatomakethemostofAI.■Market-leadingorganizationshavedonetheworkondata,goals,andstrategy.MarketLeaderscanacceleratetheirabilitytousegenerativeAIbecausetheyaremorelikelytohavesophisticateddatastrategies.EarlyAdopters—thosewhoalreadyhavegenerativeAIsolutionsinplace—aresixtimesmorelikelythanthosewithoutgenerativeAIsolutionstohaveexceptionaldigitalCX.■AI’spotentialisunrealizedbutachievable.As?rmsintegrategenerativeAIintotheirbusinesswork?ows,itspotentialforfar-reachingbusinessimpactisbecomingclearer.However,thefactthatsomanyhaveyettoestablishbusinessgoalsorKPIsshowsalackoffocusandmeansthatgenerativeAI’spotentialisstillfarfrombeingreached.3Section1Personalizationandcustomerjourneyexpectations.Whyarewestilltalkingaboutpersonalization?Personalizationcontinuestobeatopbusinesspriority—andorganizationsstillstruggletogetitright.Accordingtothisyear’sconsumersurvey,just26%ofconsumersdescribedtheirdigitalexperiencewithabrandtheyhaveanexistingrelationshipwithas“excellent.”Abouthalfoftheconsumerssurveyedagreethat“themorebrandsknowaboutme,thebe?erservicetheycangive.”Atthesametime,nearlytwo-thirdsexpressfrustration“withbrandsthatknowalotaboutmebutdon’ttakemypreferencesintoaccount”(Figure1).Organizationscontinuetodemandmoreandmoredata,butconsumersarewary,inpartbecauseofthelimitedpersonalizationtheyhavereceiveda?ersharingtheirdatainthepast,alongwithgeneralprivacyconcerns.issuggestsconsumerswouldratherbrandsgettheircoreinteractionsrightacrosswebsite,email,app,andsocialbeforeexpandingtointeractionssuchasautomatedchatorvirtualtry-ons.Figure1:Towhatextentdoyouagreewitheachofthefollowingstatements?(Consumer)It’simportanttometoknowifIamtalkingtoahumanorabot80%71%67%65%60%Iexpectmyexperiencewithbrandstobeseamlessacrosstheirwebsite,app,andcallcenterIwouldbemoreopentograntingpermissiontousemydataifbrandsweremoretransparentabouthowtheywereusingandsecuringitIamworriedabouthowmuchdatabrandsholdaboutmeIgetfrustratedwithbrandsthatknowalotaboutmebutdon'ttakemypreferencesintoaccountemorebrandsknowaboutme,thebe?erservicetheycangiveme49%Samplesize:6,7934Whatpersonalizationmeansin2024.In2024,world-classdigitalexperiencesrequireapersonalizedend-to-endcustomerjourneyacrossallchannels,deliveredseamlesslyandconsistently.Itisnotaseriesofcustomizedtouchpoints.Four-??hs(80%)ofconsumersconsiderconsistentexperiencesacrossdi?erentonlinechannels“important”or“critical”tomeetingtheirCXexpectations,and70%assignsimilarratingsto“personalizedproductrecommendations”(Figure2).However,aboveallelse,consumerswanttheirdatausedresponsibly,with91%insistingitiseither“important”(28%)or“criticallyimportant”(63%).Respondentsweresigni?cantlymorelikelytoratethisascriticaltomeetingtheirCXexpectationsthananyotheroption.Figure2:Wheninteractingwithbrandsgenerally,howimportantareeachofthefollowingtomeetingyourcustomerexperienceexpectations?(Consumer)26%44%28%44%34%36%41%63%46%15%28%7%21%9%19%8%16%7%PersonalizedproductrecommendationsbasedonmyinterestsandpastpurchasesConsistentandseamlessinteractionsacrossdi?erentonlinechannels(website,socialmedia,email)Quickande?cientcustomersupportthroughautomatedsystemslikechatbotsToolsandfeaturestomakemyonlineexperiencebe?er,likevirtualtry-onsorinteractiveproductdemonstrationsAssurancethatmypersonaldataisbeingusedresponsiblyandsecurelybythebrandNotatallimportantSomewhatimportantImportantCriticallyimportantSamplesize:6,489Whenaskedwhatconsumersvaluemorewheninteractingwithbrands,resultsrevealedmostprefercommunicationsontheirownschedule.Almosttwo-thirds(60%)saidtheywouldprefertoreceiveanemailontopo?ersoverapersonalizedtextmessage(40%).Similarly,consumerspreferredrecommendationsviawebsiteandin-app(62%)totailoredemailsandtexts(38%).Crosscomparisonsonappversuswebsite,chatversusforms,andotherpreferenceswerealmostequallysplit,suggestingthereisnoonerightpathformostcustomers(Figure3).Real-timepersonalizationiswhatourcustomersexpecteverysingletime,everysingleinteraction.Wemustgetthatrightanddoitsoyou’renotcomingacrossascreepyortryingtosellsomethingthecustomerdoesn’tneed.You’recomingacrossasapartnerwhogenuinelycaresfortheircustomersandwantsthebestforthem.”ParthivShethVicePresidentofMarketing,AT&T5Figure3:Whenchoosingbetweendi?erentbrandstodobusinesswith,whichofthefollowingaremoreimportanttoyou?(Consumer)Textmessageswitho?erspersonalizedforme38%Marketingemailsandtextswitho?erstailoredforme40%62%60%49%49%Emailswithtopo?ersofthedayGreatproductrecommendationsin-apporonthewebsiteRecommendationsbasedonmypro?le,e.g.ageandgenderAwell-designedapp44%51%51%56%49%AcomprehensivewebsiteRecommendationsbasedonrecentpurchasesOnlinechatwithanagentAnumbertocallOnlinechatwithavirtualassistantAformforquestionsandinquiries51%Samplesize:6,793Drillingfurtherintothedata,weuncoveredpreferencesbyconsumeragegroups,revealingsomeinterestinggenerationaldi?erences.Forexample,mostconsumersunder45preferonlinechattocallingorcompletingaform,whilemostconsumersover65preferwebsitestoapps(Figure4).Brandsneedtorealizethat,assomesegments“ageout,”thepreferencesoftoday’syoungerconsumerswillthenbecomethedominantexpectation.Figure4:Whenchoosingbetweendi?erentbrandstodobusinesswith,whichofthefollowingaremoreimportanttoyou?(Consumer)a)Onlinechatwithagentversusanumbertocallb)Onlinechatwithavirtualassistantversusaformforquestionsc)Awell-designedappversusacomprehensivewebsite60%58%64%36%57%57%43%61%61%62%58%52%48%69%31%60%56%44%58%42%51%64%51%51%49%49%43%42%39%38%39%49%42%36%40%40%18-2425-3435-4445-5455-6465andolder18-2425-3435-4445-5455-6465andolder18-2425-3435-4445-5455-6465andolderOnlinechatwithanagentAnumbertocallOnlinechatwithavirtualassistantAformforquestionsandinquiriesAwell-designedappAcomprehensivewebsiteSamplesize:6,793Onlyconsumersegmentationwithdetailedinsightbehinditisgoingtogetbusinessesclosertomeetingexpectations.Forinstance,consumersvaluedtailoredmessagesthataretimelyandrelevantamongtheirtopthreeprioritiesinpersonalization(Figure5).Atthesametime,only20%ofconsumersvaluedbeingaddressedbyname.Havingtheirinformationandpreferencesrecognizedwhenreachingoutforsupportorcustomerservicesismoreimportant(23%),asisbeingrecognizedwhentheyloginondi?erentdevices(25%).6Figure5:Personalizationthatconsumersvaluethemostfrombrands(top3).(Consumer)SendstimelyremindersbytextoremailaboutproductsorservicesImightbeinterestedin31%Sendsmessagesando?ersthatfeeltailoredtomeSendsmeo?ersandmessagesthatseemto?tmyage,gender,andlifestyleRecognizesmeonallmydeviceswhenIlogontoitswebsiteorapp30%28%25%24%23%Givesrecommendationsbasedonmylatestbrowsinghistoryand/orpurchasesRecognizesmyinformationandpreferenceswhenI'mmakingareturnorreachingoutforsupportorcustomerserviceAddressesmebynameinalldigitalcommunications20%19%RecognizesandrespondstomymostrecentpurchasesorbrowsinghistoryintheircommunicationsShowsadsonsocialmediathatarerelevanttomyinterestsandneeds16%Samplesize:6,556ereisevidencebrandsneedtopayclosera?entiontowhatconsumersaretellingthem.While40%ofpractitionersalignwithconsumersinprioritizingrecommendations,theyalsoprioritizeaddressingcustomersbyname(40%,Figure6),whichaswe’veseenwassigni?cantlylessapriorityforconsumers(20%,Figure5).Positively,practitionersroutinelyusedataandanalyticstopredictconsumerneedsbysegment(47%),whichindicatestheyareabletotakedi?erentapproachestocommunicationpreferences.Byinterpretingbuyingbehaviorsandbrowsinghabits,practitionerscanfocusontheiraudience’strueneedsandpreferenceswiththegoalofenhancingthecustomerjourneyratherthanchasinga?ereverydatapoint.Figure6:ewaysthatpractitionerssaytheyroutinelypersonalizedigitalcontentforcustomers.WeusedataandanalyticstopredictcustomerneedsbysegmentWemakerecommendationsbasedonpreviouspurchaseandbrowsingbehaviorCustomersareaddressedbyname47%40%40%WeusedataandalgorithmstopersonalizethewebsiteexperienceO?ersareupdatedinrealtimetore?ectmostrecentbrowsingandpurchasebehaviorWeusegenerativeAItocra?emails,messages,andothercopy36%27%25%WeusegenerativeAItopersonalize?images,infographics,orvideocontent23%Samplesize:3,1977Indeed,thelinkbetweenstrongdatapracticesandroutinepersonalizatione?ortsisdemonstratedinourresearch.AsillustratedinFigure7,practitionersratingtheircustomerdatasystem(CDS)as“highlye?ective”aremorelikelytoroutinelypersonalizeacrosschannels—withrecommendations,inrealtime,usinggenerativeAIcrafedcontent—comparedtothoseratingtheirCDSas“moderately/ine?ective.”Figure7:Aspectsofdigitalcontentthatpractitionerssaytheyareroutinelypersonalizingversusthee?ectivenessoftheirorganization’scustomerdatasystems.65%60%54%WeusedataandanalyticstopredictcustomerneedsbysegmentWeusedataandalgorithmstopersonalizethewebsiteexperienceWemakerecommendationsbasedonpreviouspurchaseandbrowsingbehaviorO?ersareupdatedinrealtimetore?ectmostrecentbrowsingbehaviorWeusegenerativeAItopersonalizeimages,infographics,orvideocontentWeusegenerativeAItocra?emails,messagesandothercopy41%54%53%47%27%23%29%Moderately/Ine?ective41%40%HighlyE?ectiveSamplesize:1,700CASESTUDYHenkelAG&Co.,theGermanmultinationalchemicalandconsumergoodscompany,hasenhanceditsoperationswiththenewdigitalplat?orm"RAQN,"poweredbyAdobeExperiencePlat?orm.istechnologyistrans?orminghowthecompanymanagesits30+brands,enablingtailoredexperiencesacrosschannels.Withcloud-basedtools?orcontent,customerdata,andassets,Henkelhasstreamlined300webdomains,?acilitatingpersonalizedengagement?orB2B,B2C,andB2B2Cinteractions.LearnMore>Section2Uni?eddataandinsightsarefoundationalforpersonalization.Connectyourdataforseamless,personalizedjourneys.Datasophisticationisvitaltoe?ectivepersonalization.Withoutthedatacapabilitiestomakeintelligentproductrecommendationsorroutethecustomertothemoste?ectivecustomerservicejourney,digitaltouchpointscannot?ul?lltheirpromise.Takethechatbotexperience,?orexample.Chatbotsaredependentonintelligentdataandmostlyused?orserviceortohelpthecustomersel?-directtheirpurchasingjourney.Yet,theyarealsothemostlikelytodisappoint.Abouthal?o?consumers(49%)ratetheirexperienceswithchatbotsaseither“verypoor,”“poor,”orjustplain“adequate.”8Whenaskedwhatimprovementsabrandcouldmaketoprovideabe?erdigitalexperience,consumersnamedimprovingcustomerservicetransfers(52%)ormakingself-servicesupporteasier(44%)asthetoptwo.Toachievethis,asmooth?owofdatabetweendepartmentsandsystemsiscritical.Anorganization’sdata-relatedcapabilityalsocorrelateswithmarketperformance.Figure8showsthatMarketLeaders(thosewhooutperformedtheirsectorpeersin2023)aremorelikelytoratetheirdata-relatedcapabilitiesas“best-in-class"or“aboveaverage”acrossall?vemeasuresoffunctionalityversusMarketFollowers(thosewhomerelykeptpaceorunderperformedtheirsectorin2023).Figure8:Seniorexecutivesratingtheirdata-relatedcapabilitiesas“bestinclass”or“aboveaverage.”MarketLeadersvs.MarketFollowers75%75%71%71%72%48%45%46%42%43%Real-timedatacaptureInsightgenerationandandconsolidationpredictiveanalysisOmnichannelcontentpersonalizationCustomerjourneyorchestrationMeasuringCXimpactandROIMarketLeadersMarketFollowersSamplesize:1,243Manyorganizationsrecognizethattheirdatastrategiesarestillverymuch“indevelopment.”isisechoedbypractitioners,whoratedtheircustomerdatasystemsasmerely“average”to“ine?ective”inprovidingconsistentdataacrossalltouchpoints(52%)andenablingaholisticcustomerview(57%).Morethanhalfofseniorexecutives(55%)CASESTUDYidenti?ed“customerdatamanagement”asthetoptechnologyareatheyprioritizeforinvestmentin2024.Suchtoolsthey’veprioritizedonunifyingdataintoasinglesourceoftruththatcanbeaccessed—subjecttotherightpermissions—foranumberofpurposes,includingdatasecurityandcompliance,customerservice,marketing,andproductdevelopment.Understandingcustomersisachallengeforconsumerpackagedgoodscompanies(CPGs)becausetheyrarelyselldirectlytothecustomer.Asaresult,theyhavetomakethemostofthedatatheycanacquire.Coca-ColadoesthisbybringingtogetheritsregionalCDPstocreateasingleviewthatgivesreal-timeinsightsintoglobalcustomers.Injustthe?rstphaseofdeployingAdobeReal-TimeCustomerDataPlatformandAdobeJourneyOptimizer,Coca-Colabroughttogether98millioncustomerpro?lesfrommorethan100countries,withplansforbillionsofpro?lesinthefuture,allowingthecompanytotargetconsumersbydrinkpreference,lifestyle,location,andmore.LearnMore>Increasingly,analystssuggestthemostpopularformatforunifyingdataisthecustomerdataplatform,orCDP.*esedataplatformsunify,segment,andactivatedataforallthenecessarysystemsandstakeholdersrequired,givingtheorganizationasinglesourceoftruthforcustomerdatatohelpcreateseamless,personalizedjourneys.9*Forrester,eCustomerDataPlatformsForB2CLandscape,Q12024,2024Fromcompliancetocompetitiveedge.Con?denceindatacomplianceunderpinsorganizations’willingnesstoexplorenewtechnologysolutionsanddigitalstrategiestokeepinnovating.Technologywillinevitablyencouragethatexploratorythinking,anddatawillfuelthattechnology.Tomakethemostofthedataandtechnologyequation,organizationsmustbecon?denttheyareprotectingboththemselvesandtheircustomers’data.Perhapssurprisingly,despitetheirconcernsoverdataprivacy,consumersarebroadlycomfortablewithbrandsusingAI,particularlyifitwouldleadtobrandsmakingbe?errecommendationsandimprovingcommunications(Figure9).Figure9:HowcomfortableareyouwiththebrandsyoudealwithusingAIforeachofthefollowingpurposes?(Consumer)Makingbetersugges?ionsforproduc?sandservicesImigh?bein?eres?edinMakingbeterrecommenda?ionsin-app16%17%17%48%47%47%42%38%41%37%36%Improvingrelevanceofemailsandmarke?ingmessages?heysend?omeMakingcha?bo?smorehelpful36%35%23%34%32%Givingcus?omerserviceemployeesaccess?omypurchasehis?orywi?hou?having?ogo?hroughsecuri?ychecks28%UsingAI-genera?edimages?omakemarke?ingmessagesmoreengaging27%NotcomfortableFairlycomfortableVerycomfortableSamplesize:6,532However,consumersdostillhavesomeconcerns.Aroundone-thirdareuncomfortablegivingcustomerserviceemployeesaccesstotheirdata(34%),whichcouldimpactorganizations’e?ortstoimproveautomatedself-service,anotedpriorityforbrandsandconsumers.Movingforward,brandswillneedtobediligentinadoptingmoretransparencyarounddatapolicies.atmeansprovidingclearconsentoptionsandexplaininghowandwheredataisused,particularlywhenitcomestoAI.Organizationsrecognizethisiseasiersaidthandone.Morethanhalf(57%)ofpractitionerssayensuringqualityandcustomertrustinAI-generatedcontentwillbeatopchallengein2024,while38%oforganizationswithgenerativeAIsolutionsinplacealsoagreethat“buildingtrustbyembeddingresponsibledataandAIpractices”willhaveabigimpactontheirbusinesses.10Marketleadersexemplifyresponsibledatapractices.WhenitcomestousingcustomerdatatopowernewtechnologylikegenerativeAI,MarketLeadersarepullingaheadofMarketFollowersintermsofhavinge?ectivecustomerdatasystemstoensuredataprivacy,developcontentresponsibly,andmeetsecuritystandardsandbrandrequirements.Figure10:Seniorexecutivesratingtheirprogressin“EnsuringdataprivacyandsecuritystandardsastheypertaintoAI.”MarketLeadersvs.MarketFollowersInfact,Leadersaretwiceaslikelytoagreetheirprogressinguaranteeingdataprivacyandsecuritystandardsisalreadydone(37%vs.17%).Conversely,41%ofFollowerssaytheyhaveeither“notstarted/havenoplanstostart”orarejustatthe“planningstage,”comparedtoonly19%ofLeaders(Figure10).17%37%Alreadydone/?netuningWorkinprogressPlanning41%44%Yettostart/noplans26%15%13%6%WhenusinggenerativeAIforMarketLeadersMarketFollowerscontentcreationanddistribution,MarketLeadersareaheadofMarketFollowersinensuringbrandsafetyandlegalcompliance(78%vs.63%).Samplesize:1,196ereisanevenbiggergapbetweenMarketLeadersandFollowerswhenitcomestohavingthedataneededtodevelopAIcontentresponsibly(75%vs.50%)(Figure11).Byge?ingtheirdatahouseinorder?rst,MarketLeadersarelayingthecriticalgroundworktoleveragegenerativeAIcapabilitiesforcontentcreation,customersupport,andmoreinasecure,responsiblemanner.Figure11:Practitioners’agreementwithstatementsrelatedtotheirplanstousegenerativeAIforcontentcreationanddistribution.MarketLeadersvs.MarketFollowers80%78%73%75%75%75%63%62%52%50%49%47%Wehavetherightorganizationalculturetoworkoncross-Wehavethetoolstocreatehigh-qualityAIcontentWearecon?dentcustomerswillbehappytoengagewithAIcontentWe’llbeabletoensurebrandsafetyandlegalcomplianceOurorganizationseesclearbene?tsinusingAIforcontentcreationWehavethedataweneedtodevelopAIcontentfunctionalAIinitiativesMarketLeadersMarketFollowersSamplesize:1,58911CASESTUDYQualcomm,amultinationalcompanywithexpertiseintelecomandsemiconductors,hasdevelopedanintegratedapproachtoengagingitsbusinesscustomers.eyconnectedcustomerdataacrosschannelsandexperiencessomarketersmaypersonalizeateverypointofthejourneyforcomplexB2Bneeds.Whetherajourneybeginsatawebsiteandendsinatradeshow,orwhetherthecustomerisfromtheautomotiveormobilesectors,QualcommcanuseAIandadvanceddatasharingcapabilitiestotailorreal-timepersonalizationtoeachlead.LearnMore>Section3ClearstartingpointsandfuturegoalsforgenerativeAI.GenerativeAIpresentsmanywaystoimproveCXanddrivebusinesstransformation.However,oursurveyshowsthatmostorganizationshaven’tyetconnectedgenerativeAItolargertransformationorCXgoals.Onlyaboutone-quarterofseniorexecutiveshavedoneso,butencouragingly,45%areworkingtowardit(Figure12).Figure12:Seniorexecutives’readinessforgenerativeAIacrossspeci?corganizationalareas.24%45%25%44%25%44%Alreadydone/?netuningWorkinprogressPlanningYettostart/noplans20%11%21%10%21%10%AligningacomprehensiveAIroadmapwithbroaderbusinessgoalsConductingskill-buildingprogramscenteredonAIIdentifyingKPIstoassessAIimpactSamplesize:2,175Aroundtwo-thirdsofseniorexecutivesareoptimisticthatgenerativeAIwilldeliversigni?cantormajorbusinesstransformationacrosstheboard,fromdataanalyticsandcustomerservicetowebpageoptimization,emailmarketing,andcontentwork?ows(Figure13).However,giventhatlessthanone-quarterhavearoadmapandonlyone-quarterhaveidenti?edKPIs(Figure12),there’sariskthattheirgenerativeAIdeploymentsmaynotliveuptoexpectationswithoutmorestrategicoversight.12Figure13:Seniorexecutives’assessmentofthedegreethatgenerativeAIwilltransformtheirorganizations’currentoperations.Dataanalyticsandmanagement(e.g.,handling,reporting)8%23%40%38%28%25%24%24%23%23%22%22%Customerserviceoperations(e.g.,supportchannels,engagementmethods)9%Emailmarketing12%26%26%27%36%39%38%37%38%40%Contentwork?ows(e.g.,creation,editing,distribution,archiving)9%Insightsgatheringandsharing(e.g.,marketresearch,customerfeedback)10%28%26%28%26%Salesprocesses(e.g.,tactics,CRMusage)11%Webpagecreation/optimization11%Customerjourneymanagement10%1-Nosigni?cantchange2345-MajortransformationSamplesize:2,084GenerativeAI’s?rstusecaseiscontent.It’stimetomarryexecutives’aspirationswithpragmaticbusinesscasesandconsumerneeds.PractitionerswhohaveeitheralreadyadoptedorareintheprocessofimplementinggenerativeAIcapabilitieswereaskedtoidentifytheareaswheretheirorganizationswilluseitindigitalmarketingandexperiencemanagement.etopansweriscontent.Bothautomatingcontentcreationandpersonalizingcontentaretopusecases(Figure14).Figure14:TopareaswherepractitionerswhohaveeitheradoptedorareimplementinggenerativeAIcapabilitiesplantouseitindigitalandmarketingexperiencemanagement.Automatingpartsofcontentcreationsuchascreative,articles,socialposts,landingpagesPersonalizingcontentbasedoncustomerinterestsandpreferencesO?eringautomatedchatbotormessagingsupport41%41%39%36%32%30%28%27%OptimizingcampaignperformancethroughtestingandanalysisImprovingcontenttagginganddataqualityAutomatingaudiencesegmentationandtargetingAutomatingemailandSMScampaignsResizingandadaptingcontentfordi?erentplatformsanddevicesSamplesize:1,05113Toacceleratetheircustomerexperienceinitiatives,practitionersareprioritizinge?ectiveuseofgenerativeAIinorganizing,streamlining,andimprovingcreativeproductione?ciency(41%,Figure15).But38%alsorecognizeitspotentialtohelpcustomersself-serve—akeyconsumerrequestfromoursurvey—andtounderstandmoreabouttheircustomers’journeys(38%).Figure15:Practitioners’intentionstodeploygenerativeAIin2024foracceleratingandenhancingmarketingandcustomerexperienceinitiatives.41%38%38%36%31%Streamliningcreativework?owsandassetproductionOptimizingcustomerjourneysbyintegratingnewdatasourcesEnhancingself-serviceportalsforbe?ercustomerexperienceUpdatingcontentinrealtimetostayrelevantImprovingcampaigniterationwithcontinuoustestingSamplesize:2,627Ontheotherhand,consumerssaidthatbeyonddatasecurity,theirkeyneedsareseamlesscustomerservice(Figure2)ande?cientcustomersupportviachatbots.Forexample,77%ofconsumerssaid,“quickande?cientcustomersupportthroughautomatedsystemslikechatbotsisimportantorcritical,”and51%wouldratherchatonlinewithanagentthancall(Figure3).Itfollowsthatorganizationsshouldfocustheire?ortsonimprovingthechatbotexperience,however,thefoundationalwork—unifyingcustomerdata—must?rstbeinplaceforautomatedtoolslikechatbotstoaccuratelycustomizeinteractions.It'snotassimpleasjusthookinguptotheinternetandpu?ingwhatevercomesbackinfrontofcustomers.Ithastobe