Decision Makers

Part
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Part
01

Marketing Decision Makers: Demographics

A typical senior-level marketing person in the United States is 42 years old, white male that earns between $94,110 to $180,070 annually, has a Bachelor's degree major in Business Management, and is located in states like Illinois and California. The demographic profile of a typical senior-level marketing decision-maker in the US can be found below:

Average Age

  • The average age of a marketing manager in the US is 42.2 years.
  • The average age of male marketing and sales managers in the US workforce is 44.1 years and female marketing and sales managers is 40.1 years.

Gender Composition

  • 53.6% of marketing and sales managers in the US are male, indicating that the occupation is more popular among men.

Salary/Household Income

  • In 2017, "marketing managers in the US earned an average of $102,064, $49,999 more than the average national salary of $52,065."
  • The median annual salary of marketing managers in 2018 was $134,290.
  • The best-paid 25% marketing managers earned $180,070 in 2017 while the lowest-paid 25% made $94,110.

Education

Race/Ethnicity

  • The most common race/ethnicity for marketing managers in the US is white. As much as 84.3% of marketing and sales managers are white.
  • 'Asian' is the second-most common race or ethnicity in this occupation, accounting for 6.08% of the total managers.

Location/Spatial Concentration

Other Helpful Findings

Research Strategy

To determine the demographics of a typical senior-level marketing person in the United States, we first searched for any surveys, relevant marketing studies, and articles that may have discussed the demographic profile of these audiences. We looked into the top positions such as Marketing Directors and Chief Marketing Officers, however, there were no studies or surveys that highlighted the demographics of these professionals. We then looked for studies on marketing managers and were able to find details on their age, gender, race, education, and income using the DataUSA database as well as the Bureau of Labor and Statistics (BLS) website.

We also scoured through other useful resources, such as US News, the American Marketing Association (AMA), and related articles to find the marital status data but this information was not available.
Part
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Part
02

Customer Experience Decision Makers: Demographics

The typical senior-level person working in customer experience in the United States is a female of an average age of 43.7. She is a Business major graduate and has an average annual income of between $116,803 and $198,573. She is of the White race and comes from the states of California, Wisconsin, Oregon, and New York. Also, these employees will most likely have LinkedIn and Twitter accounts.

Average Age

  • The typical age of a Customer Service Management (CSM) workforce in the US is 43.7 years.
  • The most common ages in the workforce are between 35 and 47 years old, which represent 2.72% and 2.69% of the population, respectively.

Gender Composition

  • 59.2% of the people in the CSM workforce who have Business majors are female.

Salary/ Household Income

  • As of 2017, the average annual wage in the workforce was $88,037, including the salaries of their support teams.
  • The average salary for managers was $116,803 and could go up to $198,573 for the chief executives' positions.

Education

  • The most common major in the workforce is Business Management, with the most prevalent degree among these workers being a Bachelors's Degree.

Race/Ethnicity

  • The most prevalent race of CSM graduates and workforce is White, which represents 51.9% of the workers.
  • Hispanics represent 12.1% of the workforce, while Blacks and African-Americans represent 11.8%.

Location / Spatial Concentration

  • Reports indicate that the highest concentration of individuals who received a degree in this field based in Wisconsin, California, and Oregon.

Research Strategy

To get the demographics' data of the mentioned audience, the research team prioritized looking into surveys, research findings, and related reports for the senior-most positions that include Directors and Chief Executives. However, after extensive searching, there were no reports or studies released to curate these pieces of information. We then looked for any analysis of the managers' positions. There was no data provided for marital status and the number of children for these demographics

We found out that customer experience position is a new term that is used in today's technology generation to refer to the team that focuses on analyzing and providing better customer experience throughout a brand's journey. Customer experience combines customer service, marketing, customer care, and analysis. The scope of customer service management, which is also referred to as customer relationship management, includes providing excellent client experience within a brand.
In the Bureau of Labor and Statistics (BLS) database, there were no jobs categorized as "customer experience".

We then looked at the broader scope of this industry, which is customer service and relationship management. Most customer experience managers were Business major graduates and needed to have experience in customer service and marketing to qualify for the position. Data on CSM resembles the demographics of customer experience managers and chief executives. Also, the customer service management graduates are hired as managers and chief executives in their industry.
Part
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Part
03

Mobile Apps / Mobile Products Decision Makers: Demographics

There is limited information on the demographic profile of the typical senior-level person working within mobile-apps or mobile products' industry in the United States. About 36% of all developers that began coding after age 26 are eligible for the position of manager in the app development sector at the age of 31.

Age

  • There is limited information on the surveyed age of typical senior-level persons working in the mobile-apps or mobile products' industry.
  • About 36% of developers that started coding apps after age 26 become managers at the age of 31.

Sex

  • Information regarding the gender of a senior-level person working with the mobile-apps or mobile products' industry is limited.
  • There are more male than female software developers in the United States. About 80.7% of applications and systems software developers in the United States are men, 29,3% of developers are female.

Income level

  • According to Glassdoor, the average salary of a senior mobile app developer in the United States is US$120,761 per year.
  • The additional cash compensation of a senior app developer is about $6,893 yearly.
  • In 2016, the average salary for a United States senior application developer was $91,753 per year.

Race

  • Information regarding the race of a senior-level person working in the mobile-apps or mobile products' industry is limited.
  • Some Polish programmers are opting to relocate to San Francisco. San Francisco is referred to as the town "that apps built."

Employment

  • The top 25% of app developers have an unemployment rate of 1.9%. The study assumes that senior managers working in the mobile-apps or mobile products' industry fall within this top percentage. Software developers have the best (minimum) unemployment rates in America.

Location

  • There is no information available on the regional distribution of senior-level managers working in the mobile-apps or mobile products' industry in the United States.
  • The San Francisco Bay area (Silicon Bay) has the highest average income for app developers at $110,554 per year. It also represents one of the highest concentrations of app developer jobs in the United States. All other things being equal, the Silicon Valley area is the most likely place to have the highest count of senior-level persons in the United States, including those working in the mobile-apps or mobile products' industry in the United States.
  • San Francisco is referred to as the town "that apps built." Many companies that have the most popular apps (Facebook, Google, Dropbox, Salesforce, Square, Twitter, and Yelp, Google, and Apple) are present in San Francisco.
  • With 628,414 software engineers, California has the highest number of software developers among all cities in America.

Home-ownership

  • Information regarding the home-ownership of a senior-level person working in the mobile-apps or mobile products' industry is limited.
  • More houses were purchased in 2018 in the San Francisco area by the staff of Apple, Google, Facebook, LinkedIn, and SalesForce, than the workers of all other companies in the region. With over 1 billion downloads, Facebook is one of the most downloaded mobile apps in the world.

Children

  • Information regarding the children of a senior-level person working in the mobile-apps or mobile products' industry is limited.
  • Many top software developers are older than 30 years and live "without kids," some of them have no children.

Level of Education

  • The average degree level of senior app developers in America (those involved in management) is a master's degree level.
  • A master's degree is the typical requirement for "this upper-level position." At least five years of experience is also required.

Research Strategy

The research included credible job listing resources like Glassdoor, to build the demographic profile a typical senior-level person working in the mobile-apps or mobile products' industry in the US. This strategy investigated the average age, salary, sex, number of children, among other demographics of the senior-level person working in the mobile-apps or mobile products' industry. Attempts to investigate the average family size/dependents of senior-level mobile app developers did not reveal the average number of children they have. There was no insight related to gender.

The study also included app developer community publications like HackerRank. HackerRank is a community of over 7 million developers practicing coding, preparing for interviews, and getting hired. HackerRank is trusted by LinkedIn, VMware, Goldman Sachs, and other American companies. The study also reviewed career guide resources such as Study web. An investigation was done to uncover the average educational level of senior-level persons (those involved in management decisions, supervising "application and system developers," and so on) working in the mobile-apps or mobile products' industry in the United States.

For each of the strategies implemented above, an investigation was conducted to uncover the number of children, home-ownership status, race, employment status, and location of a senior-level person working in the mobile-apps or mobile products' industry. Unfortunately, there are limited insights available on these as none of the uncovered resources directly addresses these areas of interest. Mentor resources advising senior-level job seekers on where to go, such as Code Mentor, were reviewed.

Calculation
According to HackerRanker, managers in the app development sector are hired based on "previous experience and years of experience." Developers typically begin coding after age 26 and 36% are senior or higher-level developers.
Since it takes a minimum of five years of experience to become a senior-level person/manager, then 26 + 5 = 31. Thus, about 36% of all developers that began coding after age 26 are eligible for the position of manager in the app development sector at the age of 31.


Part
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Part
04

Marketing Decision Makers: Psychographics

Senior marketing executives are bold, adaptable and decisive, with strong leadership profiles. They are experienced and culturally engaged, have a strong social media presence, and follow technology closely. They are influenced by people such as Vala Afshar, read publications like Forbes and Adweek, and like to discuss media and entertainment, as well as social issues.

Personality

  • The typical marketing executives tend to fall into the ENTJ personality type of the Myers-Briggs scale, described as "frank, decisive, assume leadership readily. Quickly see illogical and inefficient procedures and policies, develop and implement comprehensive systems to solve organizational problems. Enjoy long-term planning and goal setting. Usually well-informed, well-read, enjoy expanding their knowledge and passing it on to others. Forceful in presenting their ideas."
  • They are more likely to follow their gut feeling than other c-level executives, have empathy for the consumer, and a strong social media presence. These tech-savvy professionals are customarily driven by curiosity and a business-oriented mindset.
  • Russell Reynolds examined CMOs on 60 psychometric scales to understand what is unique about this group and discovered that CMOs differ from other c-level executives across a large number of attributes and to a significant degree.
  • CMOs have a pioneering spirit, act unconventionally, test limits and are not beholden to structures; they are more imaginative, active, outgoing, and bold than the rest. Adaptable, innovative and decisive professionals, they lead from the front, with an abstract way of thinking.

Values

  • Great people skills are a must-have to be successful in this position, as well as strong leadership, a visionary mindset, and the ability to translate data and marketing inputs into a coherent strategy.
  • These are not "green professionals," they bring the weight of years of experience through the ranks of the marketing chain, many times with financial and technological backgrounds. They value their time and expect others to value it as well.
  • The new generation of marketing executives use words like "soul," "purpose," "community," and "art and science" when describing their aspirations and strategies. They believe in collaboration, both inside and outside of companies, and are aware of consumers’ interests in their social and cultural positions. The new professionals are more well-rounded individuals, ready to exercise different roles.
  • CMOs are engaged with cultural and social causes. Prominent executives are now focused on conscious marketing, and how to turn good intentions into marketing. As one executive noted, being a CMO today is "to be a voice of the user or customer and to tell the truth." They emphasize an understanding of how the world operates and see their roles as both artists and scientists.

Habits and Interests

  • As previously mentioned, senior-level marketing executives, especially CMOs, have a strong social media presence; in fact, they are 5.6x times more prone to update their LinkedIn profile and have 3.9x as many connections as the average user.
  • Regarding technology, AI was the topic of most interest in 2018, followed by digital transformation, blockchain, 5G, marketing stack, and the internet of things.
  • As for the topics they engage in the most on LinkedIn, demand generation took the first spot, followed by B2B marketing, content strategy, positioning, marketing, advertisement agency, personalization, SEO, and brand loyalty.
  • Outside of the professional sphere, leisure, media, and entertainment was the most discussed topic, accompanied by food, technology, automotive, financial services, and telecom.
  • The most commonly used hashtags were #marketing, #cx, #braveleaders, #seeher, #cmos, #AI, #5g, #womenintech, #tech, #innovation, #healthcare, #diversity, #tbt, #leadership, #health, #wednesdaywisdom, #autism, #purpose, #data, #brand, #timesup.
  • The most influential people with this cohort were, as of 2017, Vala Afshar, Tamara McCleary, Scott Brinker, Gary Vaynerchuk, Kim Whitler, Brian Solis, Jay Baer, Evan Kirstel, R. Ray Wang, and Brenner Mitchel.
  • Forbes is the number one publication, followed by Inc., Medium, The New York Times, Business Insider, TechCrunch, Harvard Business Review, The Wall Street Journal, Fast Company, and Bloomberg.
  • When it comes to information about their trade, Adweek takes the number one spot, succeeded by Advertising Age, Mediapost, CMO, The Drum, Marketing Land, Digiday, Marketingprofs, HubSpot Blog, and Business2Community.
  • Events they followed in 2018 include the Cannes Festival, SAP consumer experience LIVE, Web Summit, Consumer Electronic Shows, South by Southwest, SAP Sapphire Now, Fortune Most Powerful Women Summit, Advertising Week New York, Fast Company Festival, PR Week Awards, and CMO Academy.

Research Strategy:

To draw a psychographic profile of the typical senior-level marketing executive, we started by looking for surveys and studies about this cohort, hoping to provide quantitative insights. To find the information, we searched news sites and think tanks, but unfortunately, and not surprisingly, most of what we could find related to their views about their business, the future of advertising and consumers, and pain points.

Considering the request is about decision-makers, our next approach was to narrow our research and focus on chief marketing officers; with this approach, we located sources with a qualitative approach, but still fact-based, as well as some insights about senior-level marketing professionals.

Next, we scoured through social media profiles and interviews of the most prominent marketing executives and gathered the traits we felt were more common among them. We then divided our research by different topics, which led us to a very detailed explanation about their social media habits.

We also expanded our date scope to include in-depth studies that didn’t have a more recent substitute, such as the RR study. With all our efforts, the information we found about their hobbies is superficial, at best, and spending habits could not be located. We considered using senior executives or even a demographic approach to triangulate an answer, what we’ve found about the differences in their way of thinking led us to believe that the alternate approach would provide too many inaccuracies.
Part
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Part
05

Customer Experience Decision Makers: Psychographics

Customer experience decision makers like to read articles on Sessioncam, which is an intelligent website optimization tool.

Interests

  • Customer experience decision makers who visit Mycustomer.com are interested in computers electronics and technology, news and media, and business and consumer services.
  • Customer experience decision makers who visit Customerexperienceinsight.com are interested in computers electronics and technology, related to social networks, online communities, and search engines.

Reading Habits:

  • Mycustomer.com' customer experience decision makers like to read articles on Creativebloq, which a website that provides daily inspiration for creative people.
  • Those that visit Customerexperienceinsight.com like to read articles on Sessioncam, which is an intelligent website optimization tool.
  • The cx-journey.com website customer experience decision makers like to read articles on customerexperienceupdate.com, which provides the best industry content from the Customer Experience Update community.

Additional Insights:

  • Customer experience professionals are detail-oriented, creative, have great negotiating skills, are fast learners, are great storytellers, have the ability to break down complex tasks.


Research Strategy:

  • We began by looking for information on customer experience industry websites such as CMSWire, CCXP, and Customer Experience Magazine. The idea here was to find publications about the customer experience industry that would include commentaries by industry experts and company spokespeople that could be used to devise such information. With this strategy, we were able to find information on the skills and traits of customer experience professionals, however, there was no information on their interests, values, and habits.
  • We then looked through scholarly research articles such as Academia and Research Gate. We wanted to see if any of these sites have published information related to the interests, values, and habits of customer experience professionals working at senior level positions, as sites like these conduct various research studies that also include surveys with specific sample populations. However, there were no relevant research papers or articles that had information on the psychographics of those professionals, as we found information on ways to acquire and retain valuable customers.
  • At last resort, we decided to triangulate the information by looking for statistics about the websites that customer experience professionals visit, which we were able to find on Mattsenkumar. We assumed that these are some of the sites used by customer experience decision makers as knowledge sources. We then, checked some of the demographic and psychographic analysis for those websites by using databases such as Similarweb. With this strategy, we were able to build information on the interests and reading habits of customer experience decision makers.
Part
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Part
06

Mobile Apps / Mobile Products Decision Makers: Psychographics

Using the OCEAN model for psychographic profiles, people working at the senior management / director level score high on Openness, Conscientiousness and Extroversion. They tend to score lower on Agreeableness and Neuroticism. A graphic showing the traits and characteristics of the profile is shown here.

Director of Mobile App Products

Behavior

  • An employee in this position will be leading technology development across all digital media products and platforms.
  • A director needs the insight to balance between the appropriate technology strategy, architecture and tactical project delivery.
  • They evaluate new and emerging technologies and have the imagination and the foresight to assess the future and select a direction.
  • Working at this level requires the ability to facilitate cross-functional collaboration across the organization.
  • Successful directors in mobile products will instill a culture of empowerment, innovation, transparency, and teamwork.
  • Executives need to be humble, have courage under pressure and quickly adapt to change.
  • A person who has risen to this level often has the work skills to be successful in this job, including excellent communication skills, have exceptional organizational skills, and the self-confidence to step forward when necessary.

Psychology

  • A Senior Manager in this field needs to be able to create both a vision and a strategy to lead to that vision. They need to inspire and motivate the people they lead.
  • Employees who rise to this level have confidence in who they are. They have a handle on their strengths and weaknesses and use them to their advantage. A good leader knows enough to surround themselves with people who have the skills they do not.
  • Directors are expected to have a comprehensive organizational perspective and yet be able to identify and analyze the essential information of subjects in order to also provide departmental perspective.
  • A recent research study found that "extroverts enjoy a distinct advantage in emotional; interpersonal; motivational and performance-related skills. "
  • People with excellent face to face communication skills often knowingly or unknowingly imitate the body language of the person with whom they are speaking.

Psychographic Profile

Research Methodology

We began by researching specific step by step instructions on building a useful psychographic profile. While the information we found was not specific to this request, we believed the framework would be useful. This article provided directions on how to combine different disciplines, such as psychology and management studies, to turn behavioral data into psychographics.

The process can be summarized as gathering behavioral data, using psychological research, and turning it into a psychographic profile.

To collect the necessary data, we began by looking for job descriptions for Director level positions in mobile development. Using LinkedIn we found two current posting for Director level positions, one for a large gaming company and one for a Cable TV/Internet provider.

We then took the positions of Director of Mobile App products and extracted the behavior they exhibit to be successful in their roles, 2) detailed the psychological research on that behavior and finally 3) produced the psychographic data resulting from that analysis.

Behavior came from job descriptions for Directors of Mobile Products.

Psychology insights resulted from sources on the psychology of successful senior managers and other psychological research.

We used the OCEAN model for personality assessment, which assesses people on their Openness, Conscientiousness, Extroversion, Agreeableness, and Neuroticism. Based on the psychological profile of a Director, we defined the person as being on a continuum from high to low in the five categories.

To determine hobbies we reviewed the interests indicated in the profiles on LinkedIn of senior level managers in the mobile industry.




Part
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Part
07

Marketing Decision Makers: Pain Points

Leading pain points facing senior marketing executives include breaking through the noise; financial expectations; personalization; technology and employee attrition.

Breaking through the noise

Financial expectations

  • Over the years, marketing has transformed from a non-core organizational activity and has become a key growth engine. With the increasing prominence of marketing, the organizational budget allocated to marketing has increased.
  • Today, marketers face increasing challenges to not only allocate their budget such as to meet research and development as well as talent and advertising demands but also to achieve organizational growth.
  • Qubit CMO, Lean Anathan, identifies that she is driven by investor expectation to achieve the maximum return for each dollar allocated to marketing.

Personalization

  • Given the competitive marketplace and marketing information overload facing consumers, senior marketing executives have to a market-savvy ream that can be able to reach out to customers.
  • Importantly, 79% of internet users note that their purchase intent increases with personalized marketing.
  • The CMO of BloomReach, David Hurtwiz, identifies that developing a personalized marketing outreach is a challenge. Particularly, senior marking executives are concerned with having a team that best understands distribution channels, marketing technologies, company products, brand positioning, market landscape, and reporting.

Technology investment and employee attrition

  • Senior marketing executives are increasingly investing in collecting customer data and research to gain awareness of the changing landscape. Additionally, personalization of marketing is essential for competitive advantage. Technology is a powerful tool in not only collecting customer data and personalization but also in the management of marketing efforts. In a
  • In a CMO survey, 55% of senior marketers identified that artificial Intelligence will have a powerful impact on marketing.
  • Increasing allocation of the marketing budget towards technology for customer data and personalization adds to the challenge senior executive marketers face in balancing priorities in their marketing budget. When senior marketers executives seek to optimize returns from this investment in technology by training employees, employees negate their efforts by exiting soon after gaining experience.
  • Acquia's CMO, Lynne Capozzi, states "The young people that are fresh out of school, or maybe they've got two years of experience, you train them on these new tools, and then they're going to follow the next shiny object, some other, smaller organization or a startup. It's definitely a challenge."

RESEARCH STRATEGY

In order to determine top pain points or issues for senior-level marketing executives, we engaged in extensive research across news sources and industry reports. Importantly, your research team sought to corroborate pain points identified as leading challenges across multiple sources to validate their significance. Additionally, we presented opinions of leading senior marketing executives highlighting the significance of the pain points.
Part
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Part
08

Customer Experience Decision Makers: Pain Points

The top pain points, challenges, or issues that the senior-level customer experience executives face in the US include the lack of cross-departmental collaboration, difficulty in presenting case studies on isolated incidents, and more. More information on the topic has been presented below, along with an outline of the research strategy.

Top Pain Points for Senior-Level Executives

  • A report published in 2019 by Controversial provides information on different pain points or challenges faced by the senior-level customer experience executives in the US.
  • According to the report, lack of cross-departmental collaboration is one of the most discussed issues in 2019. About 48% of the respondents (senior-level customer experience executives) from the US reported that the lack of cross-departmental collaboration is one of the major pain points in the customer experience area.
  • Similarly, many experts in the customer experience field believe that the difficulty in providing a consistent and omnichannel experience to customers is a major pain point. According to the aforementioned report, 40% of the respondents from the US reported that achieving a consistent experience across all channels is a major challenge to improving customer experience.
  • According to the report, 38% of the respondents from the US feel that the difficulty in achieving a single view of the customers is a pain point in the customer experience area. The experts believe that "using the right communication channels, while having the view of the customer through integration, can be a key differentiator between success and failure."
  • The difficulty in presenting case studies on isolated incidents is also considered to be a major pain point by 32% of the senior-level customer experience executives from the US who took part in the survey.
  • Similarly, 16% of the respondents from the US believed that the lack of employee engagement is a major pain point in the customer experience area.

Research Strategy

We started the research by looking for the top issues or pain points that the senior-level customer experience executives face in the US. We searched across multiple articles from experts (senior-level executives), reports, surveys, and more. Different databases, such as Controversial, Lumoa, and Ameyo, were researched with the aim of finding the pain points. We were able to find a report published by Controversial that provided the pain points faced by the senior level customer experience executives from different industries and parts of the world. The report only surveyed senior level executives; therefore, we were able to find the issues most discussed by the respondents in the US. We also corroborated the top issues or pain points from the report with the findings from an article on Lumoa. In this way, we were able to complete the research.
Part
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Part
09

Mobile Apps / Mobile Products Decision Makers: Pain Points

Skills shortage, data and cybersecurity threats, the growing complexity of their jobs, and enterprise mobility are the pain points for senior-level executives who oversee the development and deployment of mobile applications.

Skills Shortage

  • Research suggests that skills shortages are at an all-time high, especially in the technological areas. According to the KPMG CIO survey, the top five most scarce skills are big data/analytics, followed by cybersecurity, artificial intelligence, enterprise architecture, and business analysis. The unavailability of qualified personnel is even more evident in large organizations, which tend to have more difficulty retaining employees.
  • The scarcity of access to skilled professionals is making technological leaders resort to the gig economy, as well as outsourcing to have access to skills not available in-house.
  • High-level tech executives surveyed by Deloitte also point out that they need professionals with communication and interpersonal skills, which can be challenging to find in STEM-trained talent.

Data and Cybersecurity

  • Data privacy is the number one data priority for IT executives, followed by cybersecurity and data ethics, which is not surprising, considering the new legislation and well-publicized data breaches.
  • Cybersecurity continues to rise in importance, with 56% of CIOs surveyed by KPMG listing it as a board priority in 2018.
  • Currently, 70% of businesses are struggling to comply with the GDPR requirements, and companies are anticipating the CCPA coming into effect in 2020. Data portability implementation and the development of proper data breach response plans should become the norm soon.
  • Furthermore, as cloud initiatives gain force, extended data governance is a necessity, and the monitoring of data throughout its lifecycle will be a critical component of data security strategy.

Complexity

  • A single web or mobile application transaction now crosses an average of 37 different technology systems or components. Seventy-four percent of CIOs surveyed said that increased complexity could soon make it extremely difficult to manage performance efficiently.
  • Inability to provide excellent customer experience, impact on company reputation, lost revenue, and impact on customers' livelihood are the most common concerns IT executives have when it comes to the potential consequences of this complexity.
  • Cloud-first strategies add to the complexity since "the enterprise cloud is dynamic, hybrid, multi-cloud, and web-scale, containing hundreds of technologies, millions of lines of code and billions of dependencies."
  • The customer-centric culture presents extra challenges, and on average, organizations have suffered "six IT outages where user experiences, business revenues, or operations were impacted in the last 12 months."
  • Seventy-six percent of CIOs say they don't have complete visibility into application performance in cloud-native architectures; 72% say monitoring the performance of microservices in real-time is almost impossible, while 78% are frustrated that so much time is spent setting up monitoring for different cloud environments when deploying new services.

Shadow IT and Enterprise Mobility

  • As reported by a recent survey, 76% of people have accessed things on their work devices without IT's permission, even though 67% cited security as the primary concern stemming from unmanaged technology, followed by privacy (50%).
  • Seventy-two percent of enterprises either permit or plan to allow the BYOD model, which puts extra pressure onto the IT team. 59% of professionals surveyed consider mobility security a high priority.
  • Forty-three percent of companies do not involve IT in business-managed IT decisions, which makes them twice as likely to have multiple security areas imperiled than those who consult IT. These companies are also 23% less likely to be 'very or extremely effective' at establishing "customer trust with technology and 9% more likely to have been targeted by a major cyberattack in the last two years."

Research Strategy

Our first step was to locate information pertinent to mobile app/product managers and directors. Since information about this specific title was scarce, our next approach was to identify which members of the c-level suite would be the decision-maker for this type of product. This is a somewhat controversial topic, with some saying marketing executives should be in charge, others preferring IT executives, while some think it falls into the sales team's territory. Considering there are other requests in the project examining marketing professionals and sales-related positions, and no further clarification was provided about the job position, we focused on IT executives. This choice was based on the technical aspect but also their evolving roles within enterprises. Next, we identified the common pain points associated with mobile app/products and cross-referenced it with the information extracted from the previous research to present challenges these professionals face that could relate to mobile applications.
Part
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Part
10

Marketing Trends, Part 1

Top trends having a major impact on the marking and marketing technology industry include the utilization of chat bots and voice search and the next generation of search optimization.

Next Generation Search Optimization

  • It's now no longer good enough to be in the first search engine result spot. Businesses are striving for the "zero position" SERP (search engine result page) spot.
  • Google, as well as other search engines, has given increased focus to providing an answer to a user's search query above all search results, including organic advertisements. These are often called "zero-click" results.
  • Currently, 61.8% of all search results are zero-click results. This is leading to less profitable keyword advertising.
  • An improvement in the quality of search results is expected due to the latest algorithmic changes placing zero-click results at the forefront of user's screens.
  • Companies are still unsure of how to fully utilize these new algorithms. Entrepreneur.com states that this is a huge opportunity for marketers and that "the brand that figures out on-SERP SEO first will have a huge competitive edge."

Chatbots

  • The increase of artificial intelligence has allowed for more sophisticated and complex chatbots. Thee Digital says the following concerning chatbots: "In 2020, this technology will continue to be perfected and incorporated into company websites. Customer service via the web is becoming faster and more efficient every day thanks to these new technologies — so don’t overlook them in your web presence."
  • Organizations are continuing to invest in chatbot technologies. A study by Juniper Networks reveals that "retailers can expect to cut costs by $439 billion annually and increase sales by $112 billion, by 2023."
  • Entrepreneur.com emphatically states that chatbots will help any-sized business reduce their costs.
  • Cardinal Digital Marketing places chat bots as their top marketing trend going into 2020. Not only do chatbots save time and increase customer satisfaction, but they also are "never moody" and put customers at ease by being unbiased, clear, and informative.
  • 69% of customers state that they prefer to interact with chatbots because they offer speedy answers and solutions. Customers also prefer that chatbots are immediately present so that they can quickly interact with them when needed. Companies such as Domino's Pizza, Universal Studios, and Hello Fresh have already utilized this strategy with great success.

Voice Search

  • With the continued adoption of technology, more and more people are utilizing smart assistants such as the Google Assistant, Siri, and Alexa. These assistants perform a number of functions, including reading text loudly, allowing for the dictation of messages, and hands-free searching.
  • Voice search is described by Cardinal Digital Marketing as being essential for a business. They state that this method of search is often utilized for and adds value to local-SEO searches.
  • The available market size is staggering. 25% of US adults (66.4 million) have a smart speaker. 31% of smartphone users worldwide use voice-activated search features.
  • 20% of all Google search queries are done by means of voice search. "71 percent of all mobile users between the ages of 18 and 29 use voice assistants on their smartphones."
  • Thee Digital cites an estimate that by 2020, 50% of all searches will be voice searches. They continue by saying this makes "voice search one of the biggest online marketing trends of 2020."

Research Strategy

Careful consideration was given to the current and upcoming trends for 2020. Credible sources including Cardinal Digital Marketing, Entrepreneur.com, Forbes, and Thee Digital were consulted to identify the top trends in marketing. Each source has a history in assessing trends in marketing and isolating top trends to focus on in addition to being respected by marketers globally. Other trends that stood out in our research are increased transparency, shoppable posts, and an increased focus on customer retention.
Part
11
of fifteen
Part
11

Marketing Trends, Part 2

Some top trends with major impact on the marketing and marketing technology industry in the US include personalization and interactive content.

Personalization

  • Popular ways to personalize marketing efforts include segmented email lists. Personalized email blasts have more positive results than generic ones.
  • According to Forbes, 90% of 1, 000 people in a survey indicated that they find personalization appealing.
  • Amazon is at the forefront of companies "using some form of personalization". Amazon has built its huge internet business by promoting products based on user's purchase history and analyzing users' behavior.
  • Marketing personalization will be used by at least 90% of online advertisers by 2020 and there will be a significant increase in personalized websites in 2021 according to Gartner.
  • According to Sleeknote, 83% of customers are will voluntarily share their data to get personalized content. This is because personalization makes customers feel special and improves the shopping experience.
  • According to TheeDigital, 80% of 1,000 people surveyed indicated that they will more likely do "business with companies offering personalized experiences".
  • According to Forbes, 2020 will be the "year of personalized marketing". This is because consumers tired of generic ads. The traditional means of advertising are becoming ineffective.
  • Cardinal Digital Marketing reports that 79% of consumers are frustrated by content that has nothing to do with them.

Interactive Content

  • According to Forbes, buyers want more interactive content and are looking for new experiences online.
  • According to TheeDigital, content marketing in 2020 will shift focus to give the buyers interactive content because it is what they want.
  • Research done by Content Marketing Institute indicates that 81% of marketers find interactive content effective in grabbing attention of consumers.
  • According to Forbes, 91% of buyers are "looking for visual and interactive content" because users enjoy it.
  • Reasons for interactive content being one of the top trends include:

Research Strategy

To identify top trends in marketing and marketing technology in the U.S., we searched for news articles, press releases, and media publications on related topics. We searched through credible sources including Cardinal Digital Marketing, Entrepreneur.com, Forbes, and Thee Digital. Each of these sources has a history in assessing trends in marketing and isolating top trends to focus on in addition to being respected by marketers globally. We compiled trends that have the biggest impact on the industry.
Part
12
of fifteen
Part
12

Customer Experience Trends, Part 1

A model of business, whereby the customer experience is prioritized over the traditional profit-orientated models, is a trend that is currently being adopted by a wide range of companies. There is also a trend to use conversational AI to improve both the customer experience and customer satisfaction.

Prioritize the Customer Experience Over Everything Else

Overview

  • The days of thinking that responsibility for the customer experience is the domain of the customer service team are quickly fading.
  • There is a trend among leading companies to prioritize the customer experience across all aspects of their business.
  • The customer is now driving the model of business adopted by many businesses, rather than sales, revenue, or profit, which historically have been the driving forces.

What is driving trend

  • The Global Head of Customer Operations at Pininterest, Dutta Satadip, has said: "Customer expectations are being redefined every day, and the ability to meet basic expectations is table stakes. We are increasingly being offered experiences that are highly customized, whether it is companies like Amazon who provide a variety of goods at lightning speeds, or services like Spotify that are able to understand musical preferences and tailor playlists. Personalization at scale will continue to grow as a trend that will enable distinctive and memorable experiences".
  • The success experienced by companies that have adopted this approach, including increased brand loyalty and revenue, is driving this trend.
  • A 2018 survey of senior executives in the US and Europe found that prioritizing the customer experience is on every companies' radar, and "if it's not, it should be."
  • The Production and Content Director of Corinium Global Intelligence, the company that completed the survey, Samuel Marklew, said: "The most successful companies are those that put the customer at the heart of everything they do".

Impact on industry

  • Increasingly companies are prioritizing the customer experience in all aspects of their business. This includes hiring and leadership development to marketing, supply chain, logistics, IT infrastructure, product design, and continuous improvement.
  • The customer experience is increasingly gaining in importance over departments outside of customer service. It is growing to encompass all aspects of the business.
  • As a result, all employees need to be trained and equipped to respond to customer demands.

Metrics

  • 37% of the companies leading this field, in the US, prioritized the customer experience over everything else. Customer satisfaction was second at 18% and increasing revenue third at 12%.
  • 41% of the leading companies viewed themselves as customer-centric, putting the customer at the heart of everything they do.
  • 84% of the companies that have prioritized the customer experience have experienced increased sales and revenues. This is due to increased customer loyalty and repeat customers.

Examples

  • Ritz Carlton, Trader Joe’s, and Virgin America are examples of companies that have embraced this trend. They have gained a reputation for the customer experience they provide as a result.
  • For those companies, customer service is the responsibility of every employee within the organization. They empower every employee to solve any problem and understand the impact of their role on the customer experience.

Conversational AI

Overview

  • There is a trend towards improving the customer experience through the adoption of AI technology.
  • Conversational AI allows companies to respond instantly and efficiently to consumer demands. It also enables them to obtain and analyze key customer data to further improve the customer experience.
  • The use of conversational AI has been described by Forbes as among the most "momentous" trends currently shaping the customer experience.

What is driving trend

  • Over recent years AI technology has become increasingly popular in the consumer sphere, with products like Amazon's Alexia and Google Home. This market is now impacting on corporate interactions with the customer.
  • The instant messaging market is massive. WhatsApp and WeChat have grown exponentially. Apple is soon to enter this market.
  • Customers are increasingly looking to interact with corporations in the same way they interact socially.
  • Companies are facing increased service costs to maximize the customer experience. Response and resolution times remain longer when this technology is not adopted, leading to decreased customer satisfaction.
  • The use of conversational AI helps overcome these issues.
  • AI technology has become fundamental to customer satisfaction. The use of AI technology allows companies to better understand their customers and ultimately improve the customer experience.

Impact on industry

  • The development of products like Google Duplex and Alexia-driven bots for corporations are illustrations of the impact this trend is having. Companies are increasingly adopting this technology to improve the customer experience.
  • The trend toward the use of conversational AI to maximize the customer experience has seen a corresponding increase in knowledge management with companies. Companies are increasingly using the data these interactions generate to maximize the customer experience by understanding the context and content of customer interactions.
  • One of the impacts of adopting conversational AI is a reduction in the service costs incurred by a company.

Metrics

  • A recent Gartner report predicts by 2020, 40% of consumers will primarily interact with applications that support conversational AI.
  • By 2022, 20% of all customer service will be handled through the use of conversational AI.
  • Global spending on AI technology to maximize the customer experience is expected to reach $57.6 billion in 2021.

Examples

  • Future Group has employed conversational AI in its Future Pay wallet, with a Quiz bot and a Shopping list bot.
  • The quiz bot employees daily general knowledge quizzes offering prizes, if the consumer tops the leader board.
  • The chat-based format engages the consumer and encourages them to return. In doing so develops brand loyalty.
  • The shopping list bot is orientated around the ultimate customer experience.
  • By collecting and analyzing data over time, it helps consumers maintain shopping lists and reminders. In doing so, it is effectively guiding offline purchases.
  • Whole Foods recently developed a chat bot that operates on the Facebook platform. They use unique emojis to engage the user.
  • The user receives recommendations that guide them to the online store. As a result, the traffic experienced by its website has increased significantly, compared to when direct visits were the primary method of interaction.

Research Strategy

We extensively searched a range of industry publications, marketing reports and articles, media publications, and customer reviews to determine the top current trends in customer experience in the US. The top trends having the biggest impact on the industry were identified based on the discussion they were generating, the number of companies adopting the trend, the level of impact the trend was having on the industry, and the success that companies adopting the technology were experiencing. All represented a change in business practices.

Once we had identified two of the top trends, we reviewed the aforementioned sources to obtain metrics that supported the inclusion of the trend. We also looked for examples of companies that had successfully adopted the trend.
Part
13
of fifteen
Part
13

Customer Experience Trends, Part 2

Research is increasingly showing the causal link between the employee experience and the customer experience. This has seen an increasing trend to create a positive employee experience by companies looking to maximize the customer experience. Another recent trend is the adoption of unified commerce and omnichannel services to improve the customer experience.

Increased Emphasis on Employee Experience

Overview

  • There is a tendency to believe that technology holds the key to improving the customer experience. While technology has a role to play, there is an increasing trend to recognize the role that employees play in positive customer experiences.
  • With significant volumes of research to support the trend, companies are placing an increasing emphasis on the employee experience, and at the same time, improving the overall customer experience.

What is Driving Trend

  • Several studies have shown a correlation between employee experience and customer experience.
  • The 2019 PWC Consumer Insights Survey found that a better employee experience is key to a better customer experience.
  • Companies are increasingly starting to take note of the body of research available supporting this premise.
  • By offering employees something tangible and taking account of their views and satisfaction levels, companies are experiencing a significant boost in customer satisfaction and customer retention.

Impact on Industry

  • More companies are using both the intranet and extranet to engage employees.
  • Companies are placing an increasing emphasis on surveying employee satisfaction and introducing incentive-based packages. This is especially prevalent in the customer service environment.
  • By changing the employee experience companies are changing the culture within the organization. The positive benefit is an improved customer experience.

Metrics

  • When companies adopt practices that maximize the employee experience, they have been shown to outperform their competitors by 147%. The positive customer experience and its associated benefits is a significant reason for this.
  • Those companies that excel at providing a positive customer experience have employees that are 1.5 times more engaged than those companies that offer a poor customer experience.
  • Companies that have adopted practices to increase employee participation have experienced an average growth of 19.2% over the last 12 months.
  • Currently, 89% of companies expect to compete based solely on customer experience, illustrating the importance of adopting practices that maximize the customer experience.
  • The companies that invest in improving the employee experience are 4 times as profitable as those that do not.

Examples

  • General Mills has modernized their employee experience, and focused on creating consistency across 30 countries and 38,000 employees by introducing an online portal, "G&Me".
  • This provides employees with easy access to human resources, payroll, and a wealth of other resources. Employee satisfaction levels have increased, and although quantitative data has not yet been analyzed, the perception is their customer experience has improved as a result.
  • Trader Joe’s and Starbucks have been leaders in adopting this trend. They both offer above-market pay and health and retirement benefits for front line staff.
  • The spin off has improved their customer's experience because the employees have become happier and more enthusiastic brand managers.
  • Google is another company experiencing positive gains in the experience offered to its customers by adopting this approach. The company gives employees 20% of their time to work on their own projects.
  • They recognized the positive benefits of such an approach before it developed into a current trend
  • Some projects developed by employees during their personal time include Gmail, Google Maps, and Google News. All of these products have helped enhance the Google customer experience.

Unified Commerce/Omnichannel Services

Overview

  • Companies are increasingly looking for a seamless customer experience across all aspects of their business through the adoption of unified commerce and omnichannels.
  • A unified commerce service is a single centralized real-time platform that operates across all customer engagement points. It standardizes and maximizes the customer experience.
  • One example often cited to illustrate this trend is the banking customer. By adopting this approach, the customer could begin filling out an application online and complete it at a bank branch, over the phone, or another channel without starting from the beginning again.

What is Driving Trend

  • The desire to provide a consistent, easy to navigate, and user-friendly approach, across all aspects of a company, is driving this developing trend. Increasingly companies are becoming aware of the benefits such an approach offers in terms of maximizing the customer experience.
  • The use of unified commerce and omnichannel services allow customer demands to be met promptly with minimal effort.
  • With significant differences between the Babyboomers and the Gen Z and Millennial generations, it is becoming increasingly important to offer a range of different channels to improve the customer experience of each group.
  • For example, research has shown that Babyboomers prefer phone support, while Millennials and Gen Z prefer chat and self-service.
  • The need to cater to all of these target markets and maximize the customer experience for everyone is driving the trend to adopt unified commerce and omnichannel services.
  • This is especially important now with Millennials, and to a lesser degree Gen Z, are reaching a life stage where they have increased purchasing power. Companies are looking to maximize the customer experience and optimize revenue in respect of these groups while retaining the loyalty of older generations.

Impact on Industry

  • There is an increasing expectation among customers that companies will offer omnichannel services. This has resulted in an increasing number of companies developing and implementing these services to improve customer experiences.
  • Companies are developing omnichannel strategies that adopt a holistic approach to the customer experience to ensure that the demands of all customers are addressed and maximized.
  • The use of omnichannel services is allowing companies to reach a wider range of customers and contributing to expanding client bases.

Metrics

  • A Boston Retail Partners Report found that 73% of all US retailers will have or be developing a unified commerce platform by 2020.
  • 40% of customers have indicated a preference for using help centers before they contact support. Only 20% of companies offer this self-service option at the current time.
  • 91% of customers now expect that there will be continuity across all the services which a company offers.
  • By offering a range of services that allow customers to reach a company at any time, the customer retention rate increases to 89% compared to 33% when these options are not available.

Examples

  • Disney is a company that is leading the way in the adoption of omnichannel services. Their services, encompassing their retail stores and theme parks, are mobile responsive and can be optimized to individual devices.
  • They offer a range of different apps, including the My Disney Experience App, which allows customers to plan every element of their theme park experience.
  • The Magic Band Program allows users to unlock their rooms, enter parks, obtain Fastpasses, and everything else in between. It contributes to ensuring that the customer experience is overwhelmingly positive.
  • Another company maximizing the customer experience through the implementation of omnichannel services is Walgreens. The service offered by Walgreens was recently highlighted by Forbes as one of the most highly regarded in the US.
  • Their services allow customers to fill prescriptions, make rapid requests, find product details, locate promotions, and place orders. They make for a seamless and positive customer experience.

Research Strategy

We extensively searched a range of industry publications, marketing reports and articles, media publications, and customer reviews to determine the top current trends in customer experience in the US. The top trends having the biggest impact on the industry were identified based on the discussion they were generating, the number of companies adopting the trend, the level of impact the trend was having on the industry, and the success that companies adopting the technology were experiencing. All represented a change in business practices.

Once we had identified two of the top trends, we reviewed the aforementioned sources to obtain metrics that supported the inclusion of the trend. We also looked for examples of companies that had successfully adopted the trend.

Part
14
of fifteen
Part
14

Mobile Apps / Mobile Products Trends, Part 1

Two of the top trends in mobile apps in the United States are augmented reality (AR) and mobile payments and wallets.

Augmented Reality(AR)

What's driving the trend

How the trend is impacting the industry

  • Apps like Ikea are already using AR to uplift the experience of users. IKEA has adopted ARCore and ARKit as the best tools in AR development.
  • Augmented Reality has led to the development of obsessive gamming applications like Dino Trek, Incell, and Pokemon Go. For instance, since it's development, Pokeman Go has had more than 800 million downloads, over 5 million active users daily, and has generated revenue of about $1.2 billion
  • AR has led to the rising demand for ethereum developers and hyperledger developers.
  • According to Acodez, AR on mobile devices has the highest share in the Virtual Reality market.
  • The success of AR in mobile apps has seen more businesses incorporate AR in their mobile technology. They are able to create awareness of their brands, increase revenue as well as engagement.

Mobile Payments and Wallets

What is driving the trend

  • Mobile apps with payment features have become the primary way for customers to shop and pay for goods and services in the United States.
  • Change of lifestyle whereby consumers seek convenience when making purchases has created an ideal environment for the development of mobile payment apps.
  • In the United States, e-commerce has become a "major sales channel across the vertical retail market," and many customers are increasingly using mobile payments in the online transaction.
  • Faster transactions and security are also motivators for Americans to adapt this form of payment. Mobile payments apps are Apple Pay, Google Pay, Chase Pay, and Samsung Pay have improved this industry by allowing its users to spend the money safely and transact quickly

How the trend is impacting the industry

Research Strategy

To identify two of the top trends in mobile apps in the United States, we analyzed articles and market reports published on sources like Mobile Action, Pixel Crayons, Peerbits, Acodez, Mobile App Daily, QuickSprout, HackerNoon, and Matsuu. These sources discussed top mobile app development trends in the United States. We chose augmented reality, and mobile payments as the top two trends because not only have they been discussed in all the sources, but also they have shown notable success in the industry.
Part
15
of fifteen
Part
15

Mobile Apps / Mobile Products Trends, Part 2

The additional top two trends in mobile apps in the United States are chatbots and the Internet of Things.

Chatbots

What is driving the trend

  • "Chatbots will highly take over various communication aspects in the mobile app world. Part of this is attributed to the need to have real-time interaction between the service providers and customers."
  • About 75% of internet users are using chatbots and companies are rushing to benefit from their popularity, and also to stay relevant to their target customers.
  • Companies are also competing to outplay each other by having innovative chatbot applications.
  • With the advancement of AI, chatbots can easily be integrated within apps without complex coding.

How the trend is impacting the industry

Internet of Things (IoT)

What is driving the trend

  • "The Internet of Things for mobile app development has become a big industry that is evolving with time. Using this technology, mobile application developers can create intuitive platforms to control different non-IT equipment via apps."

How the trend is impacting the industry

  • Mobile apps with integrated IoT have been designed to make work simpler through automation. As a result, businesses are experiencing increased productivity and efficiency.
  • The success of IoT in mobile apps has seen businesses attract more customers, increase revenue, and remain competitive.
  • The explosion of IoT could enable developers to share their programs, which could lead upcoming developers to develop their apps.
  • With IoT, greater hybrid apps with improved UX are being developed. This will then enhance the user experience by having access to several services. Companies will also benefit from this trend as they will easily access customer information from other platforms.
  • IoT in mobile apps has led to the emergence of innovative businesses that provide convenience and simple solutions to customers. A good example of an innovative company is Uber, whose services are easily accessible through smartphones.

Research Strategy

To identify two of the top trends in mobile apps in the United States, we analyzed articles and reports published in several sources, including Flat World Solutions, Net Solutions, Data Science Central Pixel Crayons, Peerbits, Acodez, Mobile App Daily, QuickSprout, HackerNoon, and Matsuu among others. These sources discussed top mobile app development trends in the United States. We chose chatbots and IoT as the additional top trends because they been discussed in all the sources and they have shown notable success.
Sources
Sources

From Part 02
Quotes
  • "Customer relationship (service) management, or CRM, is a term that refers to practices, strategies, and technologies that companies use to manage and analyze customer interactions and data throughout the customer lifecycle, with the goal of improving business relationships with customers, assisting in customer retention, and driving sales growth." "
  • "In essence, customer service management is any tool or technique used to gather customer data, and to provide a better user client experience. This means that customer service management can take many different forms, but that it all has one very simple goal: to make the customer happy. But how does it do that?"
Quotes
  • "Typically, you'll need a baccalaureate or even a master's in business administration to find a position as a customer experience manager. Many organizations also want CEMs to have a minimum of five years' experience in marketing, customer service and analysis of customer data. "
  • "Customer experience managers regularly assess how an organization's sales, marketing and service departments work together to deliver seamless customer service. Normally, CEMs work with their organizations' customer or client teams to continually understand, define and then refine the customer base."