cool tech stuff and what cg companies are investing in
TRANSCRIPT
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. This publication may not be reproduced or distributed in any form without Gartner's prior written permission. If you are authorized to access this publication, your use of it is subject to the Usage Guidelines for Gartner Services posted on gartner.com. The information contained in this publication has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information and shall have no liability for errors, omissions or inadequacies in such information. This publication consists of the opinions of Gartner's research organization and should not be construed as statements of fact. The opinions expressed herein are subject to change without notice. Although Gartner research may include a discussion of related legal issues, Gartner does not provide legal advice or services and its research should not be construed or used as such. Gartner is a public company, and its shareholders may include firms and funds that have financial interests in entities covered in Gartner research. Gartner's Board of Directors may include senior managers of these firms or funds. Gartner research is produced independently by its research organization without input or influence from these firms, funds or their managers. For further information on the independence and integrity of Gartner research, see "Guiding Principles on Independence and Objectivity."
Dale Hagemeyer
Research VP
Gartner
Cool Tech Stuff and What CG Companies are Investing In
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Part 1: The Cool Stuff
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Control of the connected
home relationship will be a
fierce battle
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What Will Be Connected?
Connected: Appliances, cars, entertainment, HVAC, toys, lights, mirrors, doors, windows, blinds, alarm, solar panels, smart meter, furniture, switches, panel, cameras, house plants, tools, toothbrush, cutlery, bike, slippers, Rx bottles, medical monitors, clothing.
500
connected
things
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Whoever Becomes the "Command Center" Will Influence Customer Relationship
Source: Apple
Source: Google Nest
Source: Samsung
#GartnerSYM
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Wearables will be the next
major interaction channel
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A Wearable Can Be Payment, Ticket, Tracking, Insurance
Source: Fitbit
Source: PruHealth
Source: Disney
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A Wearable Can Be Fashion Accessory, Shopping Aid, Customer Channel
Source: Shop X
Source: Tory Burch
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The "maker movement"
will go mainstream
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Graphics: Please check if these images can be used. The analyst does not have the copyrights.
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Manufacturing, supply chain,
sourcing, and product
management will change…a lot!
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Never-ending life cycle: No "sunsetting" of products that can be 3D printed
Ultrashort life cycle or premarket: Create one-off, limited quantity, production runs
Concept Design Low
volume
Mass
production On demand
Long life cycle
Product Management Will Have Long, Ultrashort and Never-Ending Life Cycles for the Same Product
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Print here?
Import from here?
Make, buy, or buy the rights to make?
Robots change the labor cost equation.
Sourcing Will Go Local as the Traditional Options of "Make/Buy" and "Offshore/Onshore" Blur
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Ownership models will change
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Leasing Models Will Use Digital Technology to Remove Risk
Time-based depreciation
Usage-based depreciation
Residual value
= Time-based "swag"
52%
52%
74% Light usage
22%
Heavy usage
= Time + Usage- based
Valu
e o
f asset
Va
lue
of asset
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Customer engagement change
mechanisms
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Workforce Planning Will Include Humans, Augmented Humans, and Smart Machines
versus
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Customer engagement becomes
very virtual
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved. 18
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Optimization becomes the norm
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Retail Activity Optimization
Function Benefits
Reflect store conditions from night
before through POS
Low latency
Identify opportunities at store level Reduce redundancy and guesswork
Prioritize opportunities Maximize ROI
Task corresponding salesperson Accountability and ability to execute
Optimize the route to be taken Minimize drive time and fuel use
Factor in constraints like fuel costs,
seasonality, doctor appointment
Individualize by territory instead of
"averages"
Predictive modeling Determine what has to be done today to
improve outcome/avoid problem tomorrow
"These technologies use advanced modeling (regression analysis and linear programming) to drive the activities that manufacturers want executed by field sales personnel
dedicated to in-store activities …"
— "Hype Cycle for Consumer Goods, 2014" 21 July 2014 (G00262533)
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Digital isn’t just a consumer thing
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Speech/Image Recognition
Function Benefits
"Speak" the observations — like
and order
Efficiency of talk versus type
Bluetooth interface Helps when using large devices
like tablets
Noise cancelling Eliminate errors
--------------------- -------------------
Digital audit Speed, accuracy
Compare realogram to planogram Generate KPIs to drive action
Space analytics Leverage in negotiations
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Image Recognition (Smart Image Interpretation)
Turning actual retail into digital diagram and comparing to planogram
Courtesy of Trax Image Recognition
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“Mobile commerce” really means
“anywhere commerce”
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• Growing Number of Touchpoints: - Mobile (Smartphone, Tablet)
- Social
- Face to Face
- Phone
- IPTV
- In-Game
- Google Glass
- Xbox Live, PlayStation
- Xbox Kinect
- iTunes, Google Play
- Digital Interactive Displays
- More …
• Consumerization of the Customer Experience:
- Customers Expect Similar Customer Experiences Regardless of the Type of Commerce
- B2B Organizations Get to Leverage B2C Knowledge and Experience
Commerce Is Anywhere
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Commerce Is Anywhere
Newark.com element14
Website
Mobile App
Web TV
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“Internet of Things” intersects
with Digital…in an anywhere
reality
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Smart Things in Smart Homes Will Create New Digital Business Growth Opportunities
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Consumers Will Expect Relationships to Be Easier, Personal, Real Time
Real Time Services
(Just for Me)
100% Availability (Just for Me)
Offers and Rewards
(Just for Me)
Cognizant Content
(Just for Me)
Airbnb for Everything
(Just for Me)
Products Designed
(Just for Me)
www.flickr.com/photos/56041749@N02/5790659498
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Business Moment: Using a Paint Purchase to Sell Laundry Detergent
1. House detects mild water damage to walls in son's bedroom. Determines repainting is needed.
2. House sends message to mom requesting approval for repaint.
4. Mom approves. House sends paint matching specs., quantity and shopping list to retailer where owner is part of loyalty program. Paint manufacturer is alerted.
5. Retailer is out of stock on laundry detergent. FMCG company offers to ship directly to the house same day via drone. Retailer checks with house to see if anything else is needed. Mom approves all recommendations.
3. Laundry machine chimes in and adds extra detergent to the order as mom is a messy painter.
6. House notifies the car of impending trip to retailer.
7. Retailer mobile app provides a list of links for painting how-to videos and a list of links to local painters.
www.flickr.com/photos/56041749@N02/5790659498
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New capabilities in business
intelligence
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Smart Pattern Discovery
"Gartner predicts that, by 2015, Smart Pattern Discovery will be the most in-
demand business intelligence (BI) platform user experience paradigm,
enabling mainstream business consumers to get insights from data.
These innovations have the potential to expand access to sophisticated
interactive analysis and insights to business consumers and nontraditional BI users — the approximately 70% of
users in organizations that currently do not use BI tools or have statistical
backgrounds." Hype Cycle for Business Intelligence and Analytics, 2014, Alexander Linden, July 30, 2014
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
www.beyondcore.com
Customer Example: Fortune 500 Marketing Department Objective: Predict the most valuable customers based on their activity in first three
months
7.5 X more valuable
5 X more valuable
1st Order Analysis 2st Order Analysis (8000 combinations in 4 mins.)
1.3 X more valuable
Do campaign in Do campaign in
1.2 X more valuable Completely
unprofitable
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www.beyondcore.com
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Consumer Goods Investment
Trends
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Part 2: CG Industry
Investment Trends
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Definitions:
Mega: More that $10B in annual revenue
Large: More than $1B but less than $10B in annual revenue
Small: $500M to less than $1B in annual revenue
37
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25%
17% 19% 19%
20%
$500 million to lessthan $1 billion USD
$1 billion to less than$3 billion USD
$3 billion to less than$5 billion USD
$5 billion to less than$10 billion USD
$10 billion USD ormore
SS05. Please indicate your entire organization's approximate total annual revenue for the last fiscal year.
n=140
Respondent profile: Annual Revenue
Statistics are approximations calculated from range mid points
Mean=$5.1 billion
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Who is driving the selection
process?
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1%
2%
14%
41%
41%
Business units define IT strategies with the ITdepartment's knowledge but no support
Business units define and implement IT strategiesautonomously without the IT department's
knowledge
Business units define their IT strategies and expectIT department to support them
The IT department has a leader role in defining ITstrategies across the organization
The IT department and business units define ITstrategies and make decisions together
Q02. Which of the following best describes how your organization's business units and IT department work together?
n=140
Business units and IT are collaborative in 41% of organizations.
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14%
34%
21%
17%
1%
13%
Initiatives are undertaken and funded by different departments, including IT, withno central coordination or strategy
Initiatives are undertaken, coordinated and funded centrally by IT
Initiatives are undertaken, coordinated and funded centrally by a business unitoutside of IT
Initiatives are undertaken and funded by different departments with some centralcoordination and funding provided by IT
Initiatives are undertaken and funded by departments with central coordinationand funding provided by another entity
Initiatives are undertaken by IT and/or business departments but governed,managed and controlled by a central body or steering committee
Q10. Which of the following best describes your organization’s current approach to decision-making for technology solutions when applied to sales and marketing functions?
n=139, Base: Excluding DK.
IT most commonly owns decision-making for sales and marketing technology solutions
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Business units and IT are more often collaborative in large and mega organizations while the IT department is more likely to be a leader in small organizations.
66%
46% 54%
0% 20% 40% 60% 80%
Business units define IT strategies with the ITdepartment's knowledge but no support
Business units define and implement ITstrategies autonomously without the IT
department's knowledge
Business units define their IT strategies andexpect IT department to support them
The IT department has a leader role in definingIT strategies across the organization
The IT department and business units define ITstrategies and make decisions together
Mega (n=28) Large (n=77) Small (n=35)
42
Q02. Which of the following best describes how your organization's business units and IT department work together? By S05. Please indicate your entire organization's approximate total annual revenue for the last fiscal year.
n varies by segment
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What factors are driving the
technology selection process?
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Criteria for evaluating and ultimately selecting providers of new sales and marketing technology solutions: Mean summary
44
Initial consideration; n=129; Final selection, n=124, Base: Excluding Not Sure
Q; Which of the following attributes or criteria are most influential in your organization’s initial consideration and evaluation and in your final selection of providers when deploying new sales and marketing technology solutions? Please distribute 100
“influence” points across the following criteria.
Vertical focus 6.37
Specialized technical skills 9.29
Incumbent or ‘preferred provider’ status 5.94
My organization’s internal politics 7.80
Provider’s technology partners 6.42
Demonstrated business understanding 8.28
Demonstrated technology innovation 7.98
Rapid solution deployment 7.36
Self-service tools 5.93
Trusted brand with credibility in my organization 7.75
Market leader status 6.55
Flexibility in contract negotiation 6.16
Globally integrated solutions 8.02
Cultural fit 6.14
Vertical focus 5.54
Specialized technical skills 9.47
Incumbent or ‘preferred provider’ status 5.99
My organization’s internal politics 7.35
Provider’s technology partners 5.87
Demonstrated business understanding 8.54
Demonstrated technology innovation 7.61
Rapid solution deployment 7.77
Self-service tools 6.79
Trusted brand with credibility in my organization 7.55
Market leader status 5.90
Flexibility in contract negotiation 6.89
Globally integrated solutions 8.70
Cultural fit 6.02
Criteria for initial consideration & evaluation Criteria for final selection
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Mega companies who are going to use as-a-Service already are – the 1% difference in % is due to the drop in n. Large and small companies will be catching up. And, for all sizes, the use of custom-designed solutions is fading. Q06A/B. Which of the following most accurately describes your organization’s primary strategy for sales and marketing technology solutions? And which do you anticipate will be your primary strategy in 24 months from now? by company size
43%
15%
14%
30%
32%
33%
11%
22%
Today (n=28)
In 24 months (n=27)
Mega companies (n varies by question)
45
45%
16%
24%
25%
18%
49%
13%
11%
Today
In 24 months
Large companies (n=76)
40%
27%
23%
21%
26%
46%
11%
6%
Today (n=35)
In 24 months (n=33)
Small companies (n varies by question)
KEY:
Use custom-designed
or configured solutions
Use Out-of the Box or
turnkey solutions with
little or no customization
Use as-a-Service
models (e.g. SaaS,
PaaS, BPaaS)
Use Out-of the Box or
turnkey solutions with
customization
-2%
-29% +1%
+15% Change in 2 years: -28% +1% +12%
+30% -3%
-13% +20% -5%
n varies by segment, Base: Excluding DK.
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Unique functionality is preferred regardless of company size
46
61%
53% 57%
39%
47% 43%
Mega companies (n=28) Large companies (n=77) Small companies (n=35)
Option A: Unique functionality through integrated “Best of Breed” point solutions
Option B: “Good-enough” functionality through “all in one” solutions
Q:. Which of the following options or scenarios most closely describes your preferred client experience with providers of sales
and marketing technology solutions?
n varies by segment
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36% 35%
29%
0%
5%
10%
15%
20%
25%
30%
35%
40%
Technology underpinsour business operationsbut does not differentiate
us
Technology is a businessenabler and a
mechanism to driveefficiency
Technology plays animportant and increasingrole within the business
Technology touchesevery aspect of thebusiness and adds
significant value
Technology is critical tothe success and growth
of the business
Mega (n=28) Large (n=77) Small (n=35)
47
Role of Technology within the Business: the Dominant Mindset varies by Company Size Q01. Which of the following statements best describes how your organization uses technology within the business? by S05. Please indicate your entire organization's approximate total annual revenue for the last fiscal year.
n varies by segment
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Option A: Low-cost solution will
be prioritized, 36%
Option B: Measurable
impact to business
performance will be prioritized,
64%
Q12_5. Which of the following options or scenarios most closely describes your preferred client experience with providers of sales and marketing technology solutions?
n=140
A majority prioritizes measureable business impacts over low-cost solutions.
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
Option A: Control over technology
decisions including specific tools remains with my organization,
69%
Option B: Provider controls;
standard tools and processes
are good enough if delivering the
desired outcome, 31%
Q12_4. Which of the following options or scenarios most closely describes your preferred client experience with providers of sales and marketing technology solutions?
n=140
Over two-thirds prefer to retain control over technology decisions
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My organization will choose bleeding edge technology solutions, 29%
My organization will choose leading edge
technology solutions, 44%
My organization will choose proven
technology solutions, 26%
Q07. For sales and marketing processes, which of the following statements most accurately describes your organization’s current buyer profile?
n=140
44% prefer Leading Edge technology solutions
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Which technologies are being
prioritized/selected?
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In the next 24 months, cloud-based implementations will increase
Cloud-based technology solutions
(developed internally), 19.2%
Cloud-based technology solutions (Purchased SaaS or
BPaaS offering), 22.1%
Internally-developed technology
solutions, 29.4%
Externally-developed technology
solutions, 29.4%
52
Q04. What percentage of solution implementations for your organization involve internally-developed technology solutions, externally-developed technology solutions, or cloud-based technology solutions today, and what you anticipate 24
months from now? : Mean summary
20.2%
24.9%
27.2%
27.7%
In 24 Months
Today n=132 , Base: Excluding DK.
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Q04. What percentage of solution implementations for your organization involve internally-developed technology solutions, externally-developed technology solutions, or cloud-based technology solutions today, and what you anticipate 24 months from now? : Mean summary, by company size
20.1%
18.3%
20.7%
24.8%
34.0%
32.5%
25.2%
24.4%
Today
In 24 months
Mega companies (n=26)
53
17.6%
20.5%
23.3%
25.1%
28.3%
25.8%
30.8%
28.6%
Today
In 24 months
Large companies (n=77)
21.9%
21.0%
20.6%
24.7%
28.1%
26.1%
29.5%
28.3%
Today
In 24 months
Small companies (n=35)
KEY:
Cloud-based
technology solutions
(developed internally)
Cloud-based
technology solutions
(Purchased SaaS or
BPaaS offering)
Internally-developed
technology solutions
Externally-developed
technology solutions
+4.1%
+2.9% +1.9%
+4.2% Change in 2 years: -1.8% -1.6% -0.8%
-2.5% -2.2%
-0.9% -2.0% -1.2%
n varies by segment, Base: Excluding DK.
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2014 Sales and Marketing-related technology investments
Top Sales and Marketing-related technology investments for FMCG industries (MEGA companies only): 2014 v. 2015
54
n=28, Base: Industry is FMCG and Revenue Group is Mega, Excluding Not Sure
Digital Offers and/or Coupons 21%
Retail Activity Optimization 11%
Master Data Management 25%
Virtual Store Research 11%
Social Media Marketing Platforms 25%
Content Marketing Platforms 11%
Digital Marketing Analytics 11%
Real-Time Customer Offer Engines 14%
Merchandising and Category Optimization 11%
Trade Promotion Optimization 18%
Trade Promotion Management 21%
Consumer Goods Ecommerce 25%
Consumer Mobile applications 29%
Social Analytics 18%
Digital Offers and/or Coupons 7%
Retail Activity Optimization 25%
Master Data Management 14%
Virtual Store Research 7%
Social Media Marketing Platforms 18%
Content Marketing Platforms 14%
Digital Marketing Analytics 32%
Real-Time Customer Offer Engines 7%
Merchandising and Category Optimization 11%
Trade Promotion Optimization 14%
Trade Promotion Management 7%
Consumer Goods Ecommerce 21%
Consumer Mobile applications 32%
Social Analytics 21%
2015 Sales and Marketing-related technology investments
Marketing Mix Modeling and/or Optimization 25%
Marketing Mix Modeling and/or Optimization 18%
Single Source Global Database of Consumer Information 4%
Demand Signal Repository 4%
Retailer Digital Coupons 0%
Crowdsourcing for Retail Audits 0%
Crowdsourcing for Consumer Innovation/New Product Development 4%
Augmented Reality 9%
Single Source Global Database of Consumer Information 7%
Demand Signal Repository 0%
Retailer Digital Coupons 7%
Crowdsourcing for Retail Audits 4%
Crowdsourcing for Consumer Innovation/New Product Development 14%
Augmented Reality 7%
Intelligent Image Interpretation 4%
Intelligent Image Interpretation 7%
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2014 Sales and Marketing-related technology investments
Top Sales and Marketing-related technology investments for FMCG industries (LARGE COMPANIES ONLY): 2014 v. 2015
55
Digital Offers and/or Coupons 12%
Retail Activity Optimization 13%
Master Data Management 22%
Virtual Store Research 15%
Social Media Marketing Platforms 7%
Content Marketing Platforms 20%
Digital Marketing Analytics 21%
Real-Time Customer Offer Engines 15%
Merchandising and Category Optimization 15%
Trade Promotion Optimization 13%
Trade Promotion Management 12%
Consumer Goods Ecommerce 21%
Consumer Mobile applications 15%
Social Analytics 16%
Digital Offers and/or Coupons 12%
Retail Activity Optimization 12%
Master Data Management 18%
Virtual Store Research 13%
Social Media Marketing Platforms 15%
Content Marketing Platforms 13%
Digital Marketing Analytics 20%
Real-Time Customer Offer Engines 17%
Merchandising and Category Optimization 12%
Trade Promotion Optimization 15%
Trade Promotion Management 17%
Consumer Goods Ecommerce 21%
Consumer Mobile applications 17%
Social Analytics 7%
2015 Sales and Marketing-related technology investments
Marketing Mix Modeling and/or Optimization 13%
Marketing Mix Modeling and/or Optimization 9%
Single Source Global Database of Consumer Information 15%
Demand Signal Repository 3%
Retailer Digital Coupons 9%
Crowdsourcing for Retail Audits 4%
Crowdsourcing for Consumer Innovation/New Product Development 12%
Augmented Reality 13%
Single Source Global Database of Consumer Information 13%
Demand Signal Repository 7%
Retailer Digital Coupons 7%
Crowdsourcing for Retail Audits 11%
Crowdsourcing for Consumer Innovation/New Product Development 15%
Augmented Reality 9%
Intelligent Image Interpretation 9%
Intelligent Image Interpretation 11%
n=76, Base: Industry is FMCG and Revenue Group is Large, Excluding Not Sure
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Top Sales and Marketing-related technology investments for FMCG industries (SMALL COMPANIES ONLY): 2014 v. 2015
56
Digital Offers and/or Coupons 11%
Retail Activity Optimization 11%
Master Data Management 23%
Virtual Store Research 14%
Social Media Marketing Platforms 6%
Content Marketing Platforms 14%
Digital Marketing Analytics 17%
Real-Time Customer Offer Engines 20%
Merchandising and Category Optimization 11%
Trade Promotion Optimization 23%
Trade Promotion Management 20%
Consumer Goods Ecommerce 29%
Consumer Mobile applications 17%
Social Analytics 11%
Digital Offers and/or Coupons 17%
Retail Activity Optimization 6%
Master Data Management 29%
Virtual Store Research 17%
Social Media Marketing Platforms 6%
Content Marketing Platforms 14%
Digital Marketing Analytics 20%
Real-Time Customer Offer Engines 11%
Merchandising and Category Optimization 14%
Trade Promotion Optimization 9%
Trade Promotion Management 14%
Consumer Goods Ecommerce 34%
Consumer Mobile applications 23%
Social Analytics 0%
2014 Sales and Marketing-related technology investments 2015 Sales and Marketing-related technology investments
Marketing Mix Modeling and/or Optimization 9%
Marketing Mix Modeling and/or Optimization 14%
Single Source Global Database of Consumer Information 3%
Demand Signal Repository 14%
Retailer Digital Coupons 3%
Crowdsourcing for Retail Audits 11%
Crowdsourcing for Consumer Innovation/New Product Development 6%
Augmented Reality 11%
Single Source Global Database of Consumer Information 6%
Demand Signal Repository 17%
Retailer Digital Coupons 6%
Crowdsourcing for Retail Audits 14%
Crowdsourcing for Consumer Innovation/New Product Development 6%
Augmented Reality 6%
Intelligent Image Interpretation 11%
Intelligent Image Interpretation 11%
n=35, Base: Industry is FMCG and Revenue Group is Small, Excluding Not Sure
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
2014 Sales and Marketing-related technology investments
Top Sales and Marketing-related technology investments for FMCG industries (North American respondents only): 2014 v. 2015
57
n=40, Base: Industry is FMCG and primary workplace is in North America, Excluding Not Sure
Digital Offers and/or Coupons 8%
Retail Activity Optimization 10%
Master Data Management 18%
Virtual Store Research 18%
Social Media Marketing Platforms 13%
Content Marketing Platforms 18%
Digital Marketing Analytics 23%
Real-Time Customer Offer Engines 13%
Merchandising and Category Optimization 13%
Trade Promotion Optimization 15%
Trade Promotion Management 10%
Consumer Goods Ecommerce 20%
Consumer Mobile applications 15%
Social Analytics 23%
Digital Offers and/or Coupons 15%
Retail Activity Optimization 25%
Master Data Management 20%
Virtual Store Research 5%
Social Media Marketing Platforms 15%
Content Marketing Platforms 10%
Digital Marketing Analytics 25%
Real-Time Customer Offer Engines 10%
Merchandising and Category Optimization 18%
Trade Promotion Optimization 15%
Trade Promotion Management 15%
Consumer Goods Ecommerce 20%
Consumer Mobile applications 20%
Social Analytics 10%
2015 Sales and Marketing-related technology investments
Marketing Mix Modeling and/or Optimization 18%
Marketing Mix Modeling and/or Optimization 8%
Single Source Global Database of Consumer Information 15%
Demand Signal Repository 5%
Retailer Digital Coupons 3%
Crowdsourcing for Retail Audits 5%
Crowdsourcing for Consumer Innovation/New Product Development 8%
Augmented Reality 9% Single Source Global Database of Consumer Information 10%
Demand Signal Repository 8%
Retailer Digital Coupons 8%
Crowdsourcing for Retail Audits 13%
Crowdsourcing for Consumer Innovation/New Product Development 13%
Augmented Reality 3%
Intelligent Image Interpretation 15%
Intelligent Image Interpretation 15%