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Dive Brief:

• Coaching is seen as a key strategy for addressing the cultural changes brought on by pandemic-prompted shifts to hybrid and flexible work, according to CoachHub’s survey on global business trends for 2023.
• Using coaching to reskill various levels of leadership (from first-time leaders to executives) is imperative to meet these changes, respondents said. Most (87%) already use some kind of coaching, although it’s been used mainly for mid- and senior-level managers.
• That may change: 9 out of 10 businesses expect their coaching budget to increase over the next 12 months, according to the more than 600 organizations worldwide that responded to the survey. Besides general leadership development, businesses see potential in using coaching to improve employee well-being and bolster women leaders and inclusive leadership.

Dive Insight:

Recent world events have turned “business as usual” on its head. Faced with demands for flexible work arrangements and increased DEI efforts (and confronted with issues raised by “quiet quitting”), business leaders must rethink priorities and processes, the survey noted.

Leaders who serve as coaches may help their organizations more effectively adjust to these transformations. By coaching direct reports, leaders can better connect with them and drive engagement, but managers aren’t naturally prepared to serve in this role, a 2021 survey found.

Training managers on how to coach teaches them how to be active listeners and meet their direct reports where they are, HR Dive previously reported. By contrast, untrained managers may develop unproductive behaviors, such as micromanaging, not providing adequate feedback and focusing on weaknesses instead of strengths.

Freshly promoted front-line managers, typically lacking the skills to coach new direct reports, may especially benefit from such training, according to a June 2021 report from Forrester. In consumer-oriented businesses, while executives shape customer strategy, front-line managers are directing the employees putting the strategy into action. Effective development programs can prevent new managers from falling into bad habits. These programs should take place over a six-month to one-year period and involve formal, social and experiential learning, a research exec said.

To measure the impact of coaching, businesses have moved from an “estimate-based” approach to evidence-based metrics, according to the CoachHub survey. The top five metrics respondents found most useful in measuring success are coachee goal attainment; coachee satisfaction with their coach; coachee learning new behaviors; coachee self efficacy; and coachee engagement.

Using evidence-based metrics is effective, because unlike the estimate-based approach, such as measuring ROI, it measures tangible outcomes, CoachHub’s research team told HR Dive in an email. For example, as coachees attain their goals, the results are displayed outwardly in their work behaviors and performances, the research team said. 

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The COVID-19 pandemic changed the way many patients access the healthcare system. It’s impossible to put the genie back in the bottle, but providers still need to innovate on their digital front door strategies, said panelists during a discussion hosted by market research firm Frost & Sullivan.

The digital front door includes apps, websites, patient portals and devices that can engage or guide patients outside brick-and-mortar facilities. 

Patrick Drewry, vice president of patient engagement at Change Healthcare, said many healthcare organizations don’t think of themselves primarily as businesses and may not consider metrics like customer retention. But he argues that patients will go to other health systems if the digital front door isn’t accessible to them.

“It’s no longer a utility, an expense to set up this technology to be able to offer this to your patient,” he said. “There’s a business case here, and one that can be considered a growth or survival case. That’s the way people need to start thinking, and people are. Your competitors are, and so, if you don’t, there are consequences for that.”

Many provider organizations have built up their digital front door strategies over time, leaving them with a host of point solutions and vendors. Naomi Adams, senior vice president of customer strategy and solution engineering at League, argues that a platform approach is important so patients can find all of these digital tools in one place. 

Using data to personalize the experience could also push patients toward what action they need to take next.

“Healthcare is fundamentally complex. It’s very difficult to navigate. Getting everything in one place is step one, but then making it easy for the consumer to navigate within that,” Adams said, “both digitally and in a more omnichannel way, especially when we’re talking about provider systems where there is that real world, brick-and-mortar location that needs to be considered in the patient journey.”

Adams notes many organizations will add these engagement tools on top of the EHR since they already need to invest in the technology. But EHRs weren’t necessarily designed to be patient-facing engagement tools.

Dr. Rishi Pathak, global director of healthcare and life sciences at Frost & Sullivan, said healthcare providers are changing their strategies as they face more competitors from non-traditional players like Amazon and CVS.

“There is a big shift, wherein most of the healthcare providers are now looking towards more migration from point solutions to more of a platform and integrated solutions,” he said, “moving from data silos to have more of a patient experience and digital front door service to their patients.”

José Valdes, senior director of alliances at Castlight Health, argues that healthcare organizations need to provide action-oriented information to patients, like what they need to do next and when it needs to be done. They also should be able to manage these tasks on their phones, he added.

“I think things that the system still hasn’t addressed are some of the simple things, some of the low-hanging fruit,” Valdes said. “Making it easy to get an appointment, making it easy to communicate with your providers, making it easy to get the information that you need from the providers you are working with.” 

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Maserati has unveiled its new global retail store concept.

The new space sits in the heart of Milan’s historic Magenta district.

The new architectural concept was co-created together with the New York-based experience design firm Eight Inc. and marks a departure from the traditional aesthetics of the “bright and sterile” car showroom.

“From the early stages of developing a new car to the complete luxury retail experience, everything at Maserati is designed with the client in mind. Our new store concept embodies our values of passion, innovation and beauty through the lens of Italian luxury. Our wish here is for clients to express their passion by creating their very own Maserati”, said Davide Grasso, CEO of Maserati.

“When considering a new design project, we imagine an experience that defines a human process, and how that experience can shape what inspires and influences us. The new Maserati store is as a bridge between the House of the Trident and its passionate clients, designed to provide a multi-sensory luxury retail experience with a contemporary design language, true to the essence of the brand”, added Tim Kobe, CEO of Eight Inc.

The new store concept is one layer of the larger Maserati OTO (online to offline) retail experience, which envisions an innovative customer journey developed in close partnership with all dealerships.

The online and off retail experiences are integrated with a series of digital touch points, including “My Maserati Showroom” reservations online portal – debuted in North America – where clients can configure and book their car from the comfort of their home, later completing the purchase at their preferred Trident showroom.

Following the world premiere in Milan, Maserati will deploy its retail concept in its stores in Hong Kong, Shanghai, Melbourne, Madrid and Berlin by the end of 2022, with many more locations across the world to come in 2023, including Los Angeles, Toronto, London and Tokyo.

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A mere 20 years ago, a song typically stayed on the Billboard Top 100 charts for 20 weeks. Right now, it’s closer to two weeks. Similarly, the skillset that would once last your whole career now requires a complete refresh every three to five years. Corporate longevity is also rapidly changing: in 2020, the average company lifespan on Standard and Poor’s 500 was just over 21 years, compared with 32 years in 1965. It’s expected to fall even further throughout the 2020s.

The half-life of relevance has never been shorter, and it’s no wonder: Technology advancements, cultural shifts, pandemics, and global conflicts are reshaping the world at record pace. And the resulting change isn’t just happening faster — it’s happening in a more profound way.

Facing this barrage of uncertain and chaotic external forces, people are rethinking who they are and what matters to them. In an Accenture survey of 25,000 global consumers, released in July 2022, 60% of them told us their priorities are changing based on global events. Nearly the same number say they’ve completely reassessed their life purpose and values in 2022, up from 50% in 2021.

As they reconcile these changes with the practicalities of everyday life, consumers are making paradoxical decisions. They want to shop based on values like sustainability — but they also want good value for their money. They want to act in their own best interest — but also effect change for others. In the absence of perfect solutions, they’re making choices the best they can in the moment.

Paradoxical decisions are not new, but the way people are accepting them is. In fact, nearly 70% of consumers told us that behaving inconsistently is very human and totally acceptable.

But consumers are also saying that businesses need to keep up. Around two thirds of customers feel that companies are not responding fast enough to their changing needs.

Meeting these needs — and unlocking the next great wave of growth for businesses globally — requires a new approach.

From Customer Centricity to Life Centricity

Over time, businesses have moved from a product-centric approach focused on performance to a customer-centric strategy meant to prioritize experience. But now, the dynamics are more complicated. Companies need to accept their customers as ever-changing, complex people deeply impacted by unpredictable external forces.

It’s time for life centricity.

Life-centric businesses are deeply attuned to the forces that most profoundly affect their customers’ lives, such as technology, health, and culture. They achieve relevance by bridging the interplay between these life forces and their customers’ everyday decisions. And they maintain that relevance by perpetually evolving their products, marketing, sales, and service experiences as life continues to shift.

Consider the case of Best Buy. The consumer electronics giant recognized that technology was a part of customers’ day-to-day activities — and could also be a source of stress, cost, and confusion as people tried to manage multiple products across incompatible ecosystems. So Best Buy created Totaltech, a new membership option that makes it easier to buy, set up, understand and enjoy tech products, plus fix them when something goes wrong. In making this life-centric shift, the company went from a place you go to buy technology to a “total life technology partner” for its members. They were able to see a growing need — not just around products or experiences, but around their customers’ full lives — and respond with a new offering that could adapt to changing circumstances and make people’s experience with technology easier.

Seeing customers’ full lives means finding ways to respond to changing cultural and social norms around technology. Japan’s Bank of Fukuoka saw use of traditional branches drop 40% over 10 years and needed a way to better serve digital natives who eschew the brick-and-mortar experience and who see money differently than previous generations. The result was Minna Bank, a cloud-driven banking system that leads with a frictionless mobile app and incorporates both financial and non-financial services. The end service is fun, simple, and turns the focus from money itself to what that money enables in people’s lives.

Likewise, Microsoft saw a growing gulf between the number of organizations in need of digital upgrades and the number of skilled developers available to do the work. The company launched Power Pages, a tool to empower users to rapidly build high-end, data-centric websites for complex business scenarios to reach their customers and community at scale, without needing to know how to code. Instead of just delivering a new product, Microsoft created something responding to larger life circumstances — with flexibility built in, so organizations can continue to adapt to changing needs. Organizations get a modern, secure, and reliable platform that allows them to adapt to massive changes and accelerate digital innovation, no matter their level of technical fluency, and customers get the seamless digital experience they need.

Moving Your Company Towards Life Centricity

To move toward life centricity, companies need to widen their strategic aperture. Digital transformation is part of the process, but it’s not enough on its own: Over and over, we have found this can help businesses keep pace today, but not necessarily get ahead or gain relevance tomorrow. Instead, the journey to life-centricity requires a three-pronged approach: See, solve, and simplify.

See customers in their full lives.

Instead of treating customers merely as “buyers,” businesses need to recognize them as ever-changing multi-dimensional people who play many roles, each providing new opportunities for value creation.

Businesses also need to expand their understanding of the forces that most profoundly affect customer’s lives. Customer analytics alone are no longer enough — monitoring changes in technology, culture, politics, health, the environment, and the economy in a much deeper way has to be part of the process.

Solve for shifting scenarios.

Life-centric businesses are prepared to deliver novel solutions in a constantly changing, resource-constrained environment, all while benefiting not just customers but all stakeholders. Rigid, one-size-fits-all products are unsustainable when people are allowing themselves to be inconsistent based on external pressures. By meeting unmet needs and offering adaptability, companies can stay relevant even as circumstances evolve.

Simplify for relevance.

Companies need to seek simplicity — not just in what they offer but in how they operate. Internally, organizations should prioritize interoperability across all customer-facing functions (such as product innovation, marketing, sales, service, and commerce), with an integrated technology stack across platforms and ecosystems.

Externally, customers are eager for anything that makes their decision-making easier. Companies can look to data, artificial intelligence, and human expertise to draw connections between people’s needs and the external life forces that are influencing them. Creating a bridge between the two helps customers get what they want — and helps businesses stay relevant.

Putting Life Front and Center

Truly life-centric businesses are only now beginning to emerge. And so, too, are the rewards. In July and August, we surveyed 850 worldwide executives and their businesses and found that companies that embrace life-centricity are far more likely to excel beyond their peers. Our analysis, which will be released this fall, suggests that life-centric businesses will on average achieve annual growth rates that are nine percentage points higher — that’s an increase of 900 basis points in their growth rates. In fact, we find that these companies lagging in life centricity are likely to see their revenues shrink year over year. For a $10 billion company, that’s the difference between growing $4B of new annual revenues after five years versus shrinking by $1B in the same period. Our analysis also shows that the life-centric companies are more resilient, materially outperforming on speed to market and customer lifetime value.

Customers are changing fast, but so are some of today’s leading companies. The risks are there, but so is the prize. Ultimately, companies can’t optimize their way to relevance in the future. Instead, they need to discover it by taking on a life-centric approach that allows the creativity, agility, and adaptability needed to thrive in tumultuous times.

The authors would like to thank Accenture research leads Agneta Björnsjö and Josh Bellin for their contributions to this article.

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Dive Brief:

• Women executives at Fortune 500 organizations were more likely than their male counterparts to focus on customer relationships, which may lead to greater long-term financial performance, according to a blog that shared results from a forthcoming study by University of Texas researchers.
• The research, to be published in the Journal of Marketing, examined 389 Fortune 500 organizations over six years. Researchers said that female leaders were “especially valuable” to customer strategy at organizations with relatively stable operational environments, defined as those in which the C-suite has a high degree of control and in which women and marketers are “well represented” on company boards.
• Hiring more female executives may not always lead to better financial returns, the university said, but CEOs can find a gender balance in top leadership teams that “facilitates an appropriate strategic orientation for their companies.”

Dive Insight:

The University of Texas study is not the first to find a statistical correlation between the presence of women in corporate leadership and improved financial performance, but it does come at a time in which external forces have made it difficult for many women to maintain the career paths that could lead them to the C-suite.

The pandemic forced some 1 in 5 women to leave the workforce, according to a 2021 study by insurer Metlife, though the same study found that 63% had planned to return. But the impact of the pandemic on women’s careers is nuanced; a 2021 Gartner survey of women workers found that 65% of respondents said the pandemic made them rethink work’s place in their lives, while 70% of those with children said it changed how they viewed aspects of their life outside of work.

Adding to these nuances is the fact that leadership development opportunities have not been distributed equitably in many workplaces. A study last year of male and female professionals found that men were more likely to be both formally and informally assessed for enrollment in such programs than women. Conversely, women in the study were more likely than men to say they needed to self-advocate for their participation in leadership programs.

HR teams may need to work to bridge gaps between organizational statements and actions on diversity, equity and inclusion as part of addressing leadership diversity. A 2020 Mercer report found that while 81% of organizations said that D&I was important, women made up only 23% of executive-level positions among organizations surveyed.

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Different teams within Huel will now rely on Emarsys for the centralisation and distillation of data without ‘double-handling’ any information, saving both time and effort for Huel employees.

Emarsys is then able to leverage the customer data stored within the platform to better inform the omnichannel marketing strategies that Huel chooses to execute. 

The move also allows Huel to take advantage of ‘tactics’ – recommended strategies based on analytics from previously successful campaigns.

All of this has facilitated more sophisticated personalisation and more precise customer segmentation, crafted for each based on their preferences, including the translation of content into seven different languages and localising across 13 markets (and growing). 

“Having to rapidly reinvent a company’s tech stack is often a price that the most successful organisations must pay for their rapid success,” comments Sara Richter, CMO, Emarsys.

“Our versatility and specialised product connectors have helped us beat our competitors to one of the most successful nutrition brands of the past decade, which I’m convinced will go on to reach even greater heights in the coming decade.”

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The customer experience (CX) is the sum of a customer’s interactions with a business along the customer journey and everything that influences the individual’s perception at each touchpoint.

FREMONT, CA: A consumer’s entire journey with a company is part of his overall experience. Customers can have multiple touchpoints with the company, including visits to the website, social media, the retail buying process, and conversations with sales representatives. As the name implies, customer experience is geared toward assisting customers, as this involves talking to clients who have questions, need help, want to complain, or offer suggestions. Customer experience is primarily concerned with resolving issues through conversations with customers, and customer experience looks to improve the overall pleasure of customers and leave a lasting image of the firm.

Understanding target audience

Companies should try to find out their clients as much as possible. Companies need to take pictures of ideal clients and write their age, gender, social status, pains, needs, interests, and preferences for their future reference. Most buyer personas are divided into three to five groups. Then, work with each group separately to find out what product or service they want. Looking into the market at this step might be a good idea.

Tracking customer journey

Keeping track of the customer journey is essential; companies must list clients’ most critical steps during their buying process. Companies thinking of growing their brand can catch people’s eye and get them interested by adopting various measures and programs. Think about the first impressions people who might buy from the companies will get. Then they can decide how to keep in touch with them after they buy. Companies can look into the map to determine people’s problems at each stage and how to avoid them.

Engaging customers with emotional connection

Beyond Philosophy’s research shows that emotions make up more than half of a customer’s feelings. Think about more than just the product and how they want to make their clients feel. Check out the customer journey map and think about how they can make their audience feel something. Focusing on the availability of the brand, how easy it is to buy, and how can talk to each customer individually to ensure they have a good experience.

Asking clients for their feedback

Customers can point out problems with the product that they might not have thought of. Encouraging them to write reviews by putting surveys on their website or asking for feedback on social media, via email, or over the phone. For the review, they can offer a discount or a bonus. Also, the company should respond to the reviews and fix any problems that were brought up.

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Coined by Chris Messina (the creator of the hashtag) in a post he wrote back in 2015, Conversational Commerce, or cCommerce, is the evolution of the traditional eCommerce experience, focused on natively delivering personalized convenience and decision support for consumers on the go. Conversational commerce allows customers to interact with merchants through chat interfaces like Facebook Messenger and WhatsApp. Unlike traditional e-commerce, conversational commerce lets customers complete purchases without ever leaving the messaging interface. Then, Messina had predicted that these “concierge-style services may become the primary way in which people transact on their mobile devices.”

But despite the prediction, we haven’t truly seen this approach take complete shape. The mismatch between consumer behavior and an immature shopping environment stalled the adoption. Until now.

Why Conversational Commerce Hasn’t Taken Off (Yet)

The use of chatbots and other messaging platforms like WhatsApp, Facebook Messenger, and Twitter DM can make conversational commerce seem like an achievable strong contender among consumers and businesses. However, despite the excitement around the technology, it has yet to fully take off because of some critical attributing factors.

Mobile and SMS marketing weren’t well utilized by D2C brands.

Traffic was still predominantly on desktops in 2015. Direct-to-consumer brands focused on their website and email outreach, rather than expanding to SMS to communicate with their audiences. Mobile traffic attribution has since increased, with nearly three out of four online purchases now happening on mobile.

D2C has only taken off in the past five years.

E-commerce was steadily rising before the pandemic, but ensuing lockdowns accelerated industry growth. In response, the digital transformation success of brands sped up D2C adoption as they started exploring other ways to market and sell their products online. Big logos including Pepsi, Sephora, and Hyatt Hotels adopted popular eCommerce platforms like Shopify to interact with customers where they spend their time most.

Confusion around customer service versus sales use cases.

With Conversational Commerce, the term “commerce” implies a conversion event, which traditionally would be a purchase. But the concierge-style of the “conversational” term also implies a level of customer service, muddying the waters of what cCommerce’s goals should be. Now more than ever, brands are understanding that customer experience, including customer service, supports long-term conversions and customer lifetime value. The previous separation of driving conversions and customer service have overtime blended more naturally.

cCommerce wasn’t a priority or core business model for platforms that have had the opportunity.

Social media platforms like Facebook have the advantage of knowing the interests, hobbies, and activities of their users. However, while they built out marketplaces, the primary business model for these platforms was advertising and not commerce. And, although Chatbots on these platforms have been adopted to support more customer service-oriented use cases, the level of effort and necessary strategic alignment to integrate with other platforms in the technology stack to drive a holistic c-commerce experience have likely been too prohibitive.

SMS solutions have been API-oriented for developers, not marketers.

E-commerce marketers seek to drive revenue. Developers typically seek to build technology or tech-enabled solutions. SMS solutions like Twilio were previously designed with a focus on API documentation for developers to build SMS communication solutions, not with marketers as a core persona in mind. Turnkey interfaces and out-of-the-box integrations are critical for getting a new marketing channel spun up and marketers utilizing it.

With the emergence of low-code and no-code, SMS marketing has become more easily adopted, but the communication style comes with its own challenges. It’s a whole new world for brands to approach real-time deliverability and direct two-way communication, requiring a user-friendly guide for the marketer end-user.

Prior cCommerce approaches prioritized AI and chatbots for the sake of technology and not product value.

AI and Chatbots helped evolve communications, but lack the intended value to customers that cCommerce is striving for. Purely automated chatbots are highly linear, and often a turn-off to consumers, lacking flexibility for authentic, personalized engagement. Truly effective cCommerce requires a combination of automation and AI, but with a human-powered engagement layer to round it out.

Why c-commerce Makes Sense Now More Than Ever

With 86% of customers willing to pay more for better customer experiences, brands are ripe with the opportunity to fully lean into Conversational Commerce today.  Among the different forms of customer support, live chat has the highest satisfaction level at 75% followed by email (61%) and phone (44%). The D2C ecosystem and consumer behavior have evolved far enough to support cCommerce.

The Right E-commerce Ecosystem

The eCommerce ecosystem has evolved leaps and bounds since 2015, with data ingestion and transfer possible across relevant technology platforms. Not only is the customer better understood with richer, quality data on their preferences and behavior, but market demand for an open API ecosystem has also heightened the focus on user experience and expanded the pool of end-to-end customer journey touchpoint opportunities.

Where earlier eCommerce platforms were cumbersome, the evolution of turnkey platforms like BigCommerce and Shopify are arming D2C brands with more agile and standardized tech stacks to deliver enhanced customer experiences.

Lowered Conversion Friction

With a focus on user experience, new tools focused on making purchasing easier have broadened c-commerce opportunities. Shop Pay Installments like Affirm and digital wallets, combined with click-to-buy technology, have lessened customer journey pain points and greased the shopping funnel for smoother conversions.

With these tooling improvements, an external platform that integrates with messaging channels is compelling. SMS is a universal messaging medium, with the only proverbial gatekeepers being the carriers (Verizon, AT&T) and native SMS publishers/device makers (Apple, Google). Stringent regulation around SMS marketing (application-to-person or A2P) enforces the channel to deliver higher quality engagement than other conversational channels. Customers are much more likely to engage if they voluntarily opt-in versus getting pinged by passively browsing on an owned social platform.

With the ecosystem and technology aligning with customer behavior, where does that leave us with cCommerce?

Fully Developed Conversational Commerce Requires Humans

Going back to the heart of c-commerce, it focuses on delivering concierge-style commerce services. For brands to fully offer this level of customer-centric transactions on mobile devices, they MUST provide more than chatbots – human agents will be a pivotal driver in c-commerce success stories.

People want human connection in their online interactions – SMS is naturally the most personal channel poised to support this demand. Incorporating live agents into the SMS channel allows brands to fully develop their c-commerce strategy and provide convenient, personalized customer-centric experiences.

[To share your insights with us, please write to sghosh@martechseries.com]

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Often, a compliance team may have an archiving solution in place, only to discover their archives aren’t capturing their full dynamic site experience. Sometimes, they find that their archives haven’t captured anything at all beyond a login screen. Or they discover they’re only archiving a single customer experience when there are dozens of possible experiences that are being missed. Some legacy archiving tools require multiple logins or preliminary steps—the very type of effort that an advanced CMS promises to relieve. This is why your archiving tool should be on par with your website experience: there should be no compromise between website innovation and regulatory compliance.

These are features you should expect from your compliance archiving solution:

Captures Functional Dynamic Content

By using dynamic capture technology, you can create operational website archives that demonstrate precisely what customers experienced on the live site at the time of capture. This includes all dynamic content, from videos and audio to rotating carousels to interactive content, such as hover-over capabilities and fillable forms.

This produces a major competitive advantage over static captures relying on PDF or image files, especially when it comes to proving compliance. Additionally, when coupled with advanced search and alert features, compliance verification becomes straightforward and defensible.

Archives All Possible Unique User Journeys

When a website allows for a personalized user experience, capturing the entire customer journey and each of its potential iterations is an essential component of establishing regulatory compliance for every visitor.

For example, you might need to demonstrate the granular options that a prospective customer saw based on their location, gender, age, account type, etc, including each branch along the path that leads to any given final data point.

With a powerful archiving solution, you should be able to customize archiving with those, or other, parameters and scope any customer journey available on your live site, retracing your customers’ potential steps within your archive to demonstrate regulatory compliance.

Automatic Site-Mapping

Updating a site map every time your marketing team has added or removed pages can be time-consuming and prone to error. Archiving solutions should be able to find all new pages and capture them without any extra effort on your part by automatically discovering links within a parent page and then crawling all of the linked webpages, creating dynamic captures of each.

Customized Alerts And Notifications

Even if an archiving system captures all pages, compliance teams may not realize there is a problem until their audit, which may only be scheduled quarterly, biannually, or even annually. A modern archiving solution can create customized alerts for whatever you need to know about your captured website. You can receive daily alerts on everything from missing SEC disclaimers and privacy law opt-out buttons to missing accessibility features for ADA compliance or capture notifications when areas of your website are broken and more.

Future-Proof Your Compliance Archiving Solution

If you have a complex, dynamic website—whether it’s created using an advanced CMS like Adobe Experience Manager, Sitecore Experience Manager, Drupal, or some other tool or combination of tools—you should ensure that you also have dynamic web archiving capabilities to future-proof your compliance archiving solution.

When your archives are fully functional and interactive – including every customized and personalized variant – and incomplete static captures, missing versions of sites, constant verification and stress, and the need to update your site maps are all in the past, you can create dynamic, user-friendly websites without feeling constrained by regulatory compliance requirements.

Facing difficult challenges with website compliance?
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Brands need to get their data houses in order to prepare for the coming collapse of the cookie and new regulations around consumer privacy online.

There are data clean rooms and identity products meant to replace third-party cookies. If the current timeline is to be believed, Google plans to ditch cookies on Chrome at the end of 2024, marking the end of the web trackers used to target ads. There also are gaps in marketing data on mobile, after Apple cut off the ability to track consumers from an ad to a sale. Marketers have lost access to data that gave them insights into whether media buys on Facebook, Instagram, Snapchat, TikTok and Twitter lead to sales, but there are new measurement products helping with that.

Elsewhere, data is being opened up to allow for better targeting on connected TVs, in video games and within retail media networks. There have also been advances in artificial intelligence and machine learning that are allowing data to guide how marketers create ad campaigns.

This summer, Gartner, the tech research and consulting firm, advised marketers about a “hype cycle” in digital advertising, outlining what tech is closest to solving the industry’s problems. With data clean rooms, for instance, Gartner predicted they are five to 10 years away from reaching their full potential. Also, segment-based advertising, which replaces individually personalized ads with groups of audiences in order to preserve anonymity, is two to three years away. Retail media and connected TV are still two to three years out from achieving their promise, too, Gartner said.

“Everything is changing fast,” said Eric Schmitt, research director at Gartner, the tech consulting firm. “The two major forces in play here are changing consumer behaviors and new norms around the use of data. Those are the two fastest-changing vectors in the marketplace.”

At the heart of these changes are brand, tech and marketing leaders who are helping to usher in advancements in data and ad tech to make advertising more efficient and personalized. Here’s a look at some of the executives who are helping to shape data and ad tech advancements in the industry. 

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