2021-11-18-Gartner-数字商务的现状（英）_17页_743kb

报告摘要

Gartner for Marketers: The State of Digital Commerce Summary

Core Content

Gartner's 2021 Digital Commerce Survey provides insights into the performance, maturity, and strategic priorities of digital commerce in organizations. The survey highlights that while digital commerce has seen rapid growth, especially during the pandemic, this has created high expectations for future performance, which CMOs must address.

Key Findings

Digital Commerce Growth: The pandemic accelerated the adoption of digital commerce, with 77% of leaders agreeing that their organizations had to set up an online presence quickly.
Performance Expectations: Despite 79% of organizations meeting or exceeding revenue and profitability targets, only 27% of digital commerce leaders exceeded their senior leaders' expectations.
Strategic Importance: Digital commerce is now a near-universal strategic priority. Organizations with higher maturity levels are more likely to exceed performance goals.
Investment Trends: 90% of surveyed leaders are expanding investments in digital commerce, focusing on digital-first value creation and customer experience.
Maturity Levels: Gartner's Digital Commerce Maturity Model for Marketing outlines five levels (Nascent, Developing, Intermediate, Advanced, Mastery) based on strategy, culture, organization, execution, and operations.

Maturity Model Overview

Level	Strategy	Culture	Organization	Execution	Operations
Nascent	No strategy, but DC is considered an opportunity.	Fixed mindset impacting belief in DC opportunity.	No formalized DC structure or recognized leader.	Little DC execution in place with minimal investment or is happening in silos.	Little or no DC operational capabilities in place.
Developing	Short-term (1 year) strategic vision, KPIs and short-term roadmap in place.	Leadership belief building through T&L and cross-functional projects.	Leader assigned to head up DC COE supported by external partners and business functions.	Execution is ad hoc/unstructured, performance is inconsistent and no P&L.	Developing critical best practices/key processes. Critical tech capability gaps exist.
Intermediate	Medium-term (1-2 years) strategy to scale existing plus explore new digital value.	Leadership championing DC, T&L established, digital-first opportunities explored.	Start to establish hybrid DC model between COE and business.	Structured execution across core channels that deliver consistent ROI.	Critical best practices/key processes embedded. Critical tech/analytics in place.
Advanced	Long-term (3-5 years) strategy and roadmap to drive current portfolio plus new digital value.	DC has driven growth mindset to explore new digital-first growth opportunities.	Organization has fully shifted to a hybrid DC operating model.	Established multichannel plan with clear KPIs and P&L. Selective innovation activities executed.	All DC operational capabilities in place but still being embedded.
Mastery	DC is a key pillar of the overall business strategy.	Everyone is a DC champion responsible for digital success.	No digital COE. DC roles and responsibilities integrated into core business functions.	Best-in-class execution delivering commercial goals with aggressive investment.	All DC capabilities operational and fully embedded.

Challenges for CMOs

Sustaining Performance: CMOs face pressure to maintain performance as customer preferences shift back to hybrid models.
B2C vs. B2B: B2C organizations are more mature in digital commerce, with 41% of B2C leaders feeling they have the necessary talent, while only 27% of B2B leaders share this sentiment.
Investment Balancing: CMOs need to balance short-term and long-term investments to future-proof their digital commerce strategies.

Lessons from Advanced Organizations

Test and Learn Culture: 69% of leaders have adopted a test and learn approach to increase risk appetite and belief in digital commerce. Advanced organizations are more willing to operate outside established boundaries.
Talent Development: Retaining and developing top digital commerce talent is crucial. Leaders must focus on engagement, challenge, and compensation to retain talent in a competitive market.

Strategic Recommendations

Future-Proofing: CMOs should socialize the challenging commercial outlook with other senior leaders and jointly set expectations through robust commercial scenario planning.
Investment Roadmap: Organizations should focus on foundational capabilities for less-mature digital commerce strategies and balance investments for advanced organizations.
Use of Maturity Model: CMOs can use Gartner's Digital Commerce Maturity Model for Marketing to assess and increase their organization's maturity.

Additional Resources

Digital Commerce Maturity Framework for Marketing: Helps assess current maturity and determine a path to the ideal state.
Digital Shakes Up Marketing Strategy and Tactics eBook: Benchmarks digital marketing strategies and provides insights into top trends and tactics.
Digital Marketing Leader Insight: Offers expert guidance to refine digital marketing strategies and drive business growth.
Webinar: "The Top U.S. Consumer and Cultural Trends for 2022" provides insights for smart strategic planning.

Survey Details

Respondents: 409 digital commerce leaders from the U.S. (30%), Canada (10%), France (12%), Germany (13%), and the U.K. (35%).
Industry Representation: Financial services (41), tech products (39), manufacturing (41), consumer products (46), media (37), retail (42), healthcare providers (43), IT and business services (39), travel and hospitality (45), and wholesale (36).
Methodology: Overall maturity level was calculated as an average composite of three key indicators: strategy, culture, and execution. Developing maturity reflects Levels 1 & 2, and Advanced maturity reflects Levels 4 & 5.

Disclaimer

Results of the survey do not represent global findings or the market as a whole, but reflect the sentiments of the respondents and companies surveyed.

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