A Forrester Consulting

Thought Leadership Paper

Commissioned By Marketing Evolution

September 2018

The Current State Of

Marketing Measurement
And Optimization
How And Why Organizations Are Re-Evaluating
Their Marketing Measurement To Achieve
Business Goals
 Table Of Contents
1 Executive Summary
2 In A Post-Digital World, Marketers
Need Timely, Accurate, And
Granular Data
3 Marketers Have Made Progress
On Data Initiatives, But They Must
Make More
8 Person-Level Data Can Help Propel
Marketing And Business Priorities
Forward
13 Key Recommendations
14 Appendix

Project Directors: ABOUT FORRESTER CONSULTING

Nick Phelps,
Forrester Consulting provides independent and objective research-based consulting
Senior Market Impact Consultant,
to help leaders succeed in their organizations. Ranging in scope from a short
and Sophia Christakis,
strategy session to custom projects, Forrester’s Consulting services connect you
Market Impact Consultant
directly with research analysts who apply expert insight to your specific business
Contributing Research: challenges. For more information, visit forrester.com/consulting.
Forrester’s B2C Marketing
© 2018, Forrester Research, Inc. All rights reserved. Unauthorized reproduction is
research group
strictly prohibited. Information is based on best available resources. Opinions reflect
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of Forrester Research, Inc. All other trademarks are the property of their respective
companies. For additional information, go to forrester.com. [1-163Y12J]
 Executive Summary
Marketers must evolve their attitude away from passively reviewing
post-campaign reports toward actively analyzing results for the
purpose of guiding future plans. And the stakes will only continue to
rise in the age of the customer, as empowered customers develop an
expectation of seamless, real-time, and relevant brand experiences
1
and content across all touchpoints.
In Spring 2018, Marketing Evolution commissioned Forrester
Consulting to evaluate the state of person-level data adoption
among marketers. Forrester conducted an online survey with
200 respondents and conducted five interviews with decision-
makers in marketing, advertising, and customer insight roles at US
organizations to explore this topic. We found that organizations
understand they must master customer data at the person-level, yet
challenges, including disconnected marketing measurement and
optimization approaches, are holding many firms back from realizing
The age of the the chief benefits of person-level data.

customer is a 20- KEY FINDINGS

year business ›› Customer obsession must drive strategy and be driven by
customer data. Organizations are focused on business objectives
cycle in which the like growing revenue and addressing rising customer expectations,
most successful as well as on marketing objectives like increasing brand influence
enterprises will and reach and driving more efficient marketing ROI. Executing
against these initiatives requires that firms leverage timely,
reinvent themselves accurate, and highly granular customer data.
to systematically ›› While marketers are making progress, more work is required
understand and to master customer data goals. While it’s encouraging that
seven in 10 are looking to expand their existing customer data
serve increasingly capabilities, 72% are struggling to connect their marketing tools
powerful customers. into a more cohesive approach. Furthermore, less than one third of
marketers are able to meet all the standards of a mature marketing
measurement practice.
›› A person-level data approach will help drive marketing
excellence. Organizations that use person-level data perform
better on their business and marketing goals and show stronger
revenue growth than firms who do not. Furthermore, what
differentiates organizations today will become a business
requirement in the near future. Eighty-four percent of respondents
agree that rising customer expectations will make person-level data
a critical capability within five years.

1 | The Current State Of Marketing Measurement And Optimization

In A Post-Digital World, Marketers Need
Timely, Accurate, And Granular Data
To grow, businesses must engage customers through lasting and profitable
relationships. But serving today’s empowered customers is harder than
ever. As they embrace web, mobile, and social technologies, the lines that
once separated their offline and digital experiences have blurred. These “Being able to better mine,
digital interactions have raised the bar for businesses that now must remove understand, and utilize data
friction across a variety of touchpoints. But digital channels also leave a in a meaningful way will be
trail of valuable data that can be used to drive more meaningful customer a requirement over the next
moments, which, in today’s post-digital world, must go beyond traditional five years. The consumer
personalization. Instead, marketers must deliver both personalized and is getting smarter, and
contextual experiences in their customers’ exact moment of need — and do the marketer needs to get
2
so at scale. smarter with them. That can
To execute on this vision, organizations must put the customer — not the only be done through data.”
products — at the center of all decisions. They need to fully understand the VP of marketing, financial
complex journey of their customers and find ways to deliver across those services
journeys holistically. Success hinges on their access to — and ability to
act on — timely, accurate, and increasingly granular data. Decision makers
in our study recognize these needs and are placing a high priority on
developing customer- and data-focused capabilities across both business
and marketing use cases (see Figure 1).

Figure 1

“What priority is your organization placing on the following objectives over the next 12 months?”
Critical priority High priority

BUSINESS OBJECTIVES MARKETING OBJECTIVES

Increase our brand’s influence
Grow revenue 40% 50% 90% 36% 52% 88%
and reach in the market

Address rising customer Improve our marketing

32% 55% 87% 36% 52% 88%
expectations efficiency/ROI
Rapidly convert data into
Improve our ability to innovate 36% 48% 84% insights aligned to customer’s 32% 54% 86%
real-time needs and behaviors
Improve our products and Better understand our customers’
36% 46% 82% 32% 52% 84%
services attitudes and behaviors

Develop a 360-degree
Increase operational efficiency 34% 48% 82% 30% 52% 82%
customer view
Deliver personalized, contextual,
Improved ability to respond to
27% 54% 81% and consistent experiences 34% 48% 82%
changes in our environment
across online/offline channels
Better leverage data and analytics
35% 45% 80%
in business decision making

Base: 200 professionals with responsibility or influence over their firm's marketing, advertising, or customer insight strategy
Source: A commissioned study conducted by Forrester Consulting on behalf of Marketing Evolution, March 2018

2 | The Current State Of Marketing Measurement And Optimization

 Marketers Have Made Progress On Data
Initiatives, But They Must Make More
Companies have made real progress on initiatives to support their customer
and data goals. Over 70% have already implemented or are expanding
efforts to enhance existing customer data with external sources, create a
repository, and invest in business-friendly, self-service data systems.
While these efforts are encouraging, a closer look at respondents’ marketing
measurement techniques and maturity signals that marketers have more
work to do to catch up with the needs of a post-digital environment. Seventy-
one percent of respondents are most often using disconnected measurement
tools, i.e., either a provider that only supports a tactical approach (focused
on better understanding the audience through attribution), one that only
supports a strategic approach (where insights are turned into decisioning and
action as in a marketing mix model), or one that offers both approaches but
through unlinked models (see Figure 2). Optimizing marketing effectiveness
will be difficult without a unified marketing measurement foundation.
Marketers need unified tools that:
›› Provide a holistic view of marketing impact. Marketers are under
pressure to understand and optimize their decisions in an environment
of expanding media choices and consumer touchpoints. To do that, they
need one source of truth about performance across channels. Tools that
link top-down and bottom-up marketing actions allow for more complex
analyses, including those focused on understanding cross-channel effects
and customer journeys.

Figure 2

“What type of provider does your organization rely on the most to support
your marketing measurement/optimization initiatives?” (Select one)

17% A provider that only supports a tactical measurement

approach (e.g., digital attribution, cross-channel attribution)
71% are
most often Unified marketing
28% A provider that only supports a strategic measurement using a
approach (e.g., marketing mix models) disconnected measurement is a
approach blend of statistical
26% A provider that supports both tactical and strategic techniques that
measurement approaches, but with unlinked models
assigns business value
to each element of the
28% A provider that supports both tactical and strategic
measurement approaches in a unified model
marketing mix at both
the strategic and
Base: 200 professionals with responsibility or influence over their firm's marketing,
advertising, or customer insight strategy tactical level.
Source: A commissioned study conducted by Forrester Consulting on behalf of Marketing
Evolution, March 2018

3 | The Current State Of Marketing Measurement And Optimization

›› Support agility. To reach customers in their moment of need,
marketers need access to real or near real-time data and tactical
insight. Only then can they identify opportunities for action and ways
to make mid-course corrections to campaigns already in flight.
›› Offer future-focused guidance. Marketers need data-backed
rationale for making strategic marketing investments. Access
to models that use data from past campaigns to predict which
marketing actions are most likely to yield the desired customer
response, or to forecast the effects of changes in spending, are
3
invaluable for optimizing marketing budgets and resources.

TO TAKE ADVANTAGE OF UNIFIED APPROACHES, MARKETERS

MUST DEVELOP THEIR MEASUREMENT MATURITY
To evolve to a unified measurement approach, companies must develop
six competencies that Forrester considers important to customer
centricity and measurement maturity (see Figure 3):
›› Culture. Company culture must promote customer-focused
philosophies, including putting customers at the center of decisions
and delivering seamless, differentiated experiences.
›› Governance. Governance involves using measurement to understand
the impact of aligned marketing strategies through a comprehensive
planning process.
›› Organization and resources. The support a firm has from
within, across, and outside to effectively manage and execute a
measurement framework is key to executing on marketing initiatives.
›› Technology and data. Companies need modern, self-service
infrastructure to accurately manage, measure, and share insights
across channels, campaigns, and teams.
›› Measurement. To ensure standards are met in both the short and
long term, companies need advanced models that can measure
leading, diagnostic, and outcome-focused metrics.
›› Optimization and activation. Marketers need a feedback
mechanism powered by predictive models that informs future
4
marketing budgets, media planning, and marketing strategy.

4
Figure 3: Fewer Than One Third of Organizations Meet Maturity Competency Standards

“Please rate the extent to which your firm is meeting the standards associated with each of these marketing
measurement areas.”

We meet all these We meet most of We meet some of We meet none of

standards. these standards. these standards. these standards.

38% • Putting customers at the center of all decisions

28% 28% • Using insights to anticipate and delight customers
CULTURE • Moving fast to outpace competitors and disruptors
5% • Connecting functional areas to support the delivery of
seamless, differentiated customer experiences

42% • Alignment between measurement insight and

28% business strategy
26%
GOVERNANCE • Effective use of measurement insights to align and
shape customer experience strategy
4%
• A comprehensive measurement planning process

• Support from a C-level evangelist

40% • Access to business analysts with the skills to interpret
34%
marketing results and identify future opportunities
ORGANIZATION
22%
AND RESOURCES • A strong network of partners that can help build and
execute marketing initiatives
4%
• Cross-functional collaboration on marketing
measurement and insights

Base: 200 professionals with responsibility or influence over their firm's marketing, advertising, or customer insight strategy
Note: Respondents that had implemented the greatest number of standards were classified as mature.
Data Source: A commissioned study conducted by Forrester Consulting on behalf of Marketing Evolution, March 2018
Content Source: “Evaluate Your Marketing Performance Measurement Maturity,” Forrester Research, Inc., August 16, 2017

5
Figure 3: Fewer Than One Third of Organizations Meet Maturity Competency Standards (Cont.)

We meet all these We meet most of We meet some of We meet none of

standards. these standards. these standards. these standards.

• Data collection tools that support comprehensive

measurement across channels, campaigns, and
40%
platforms
31%
26% • Comprehensive data management standards to
TECHNOLOGY ensure that all marketing performance data is clean
AND DATA • Measurement tools that deliver insights on marketing
4%
performance across all channels and tactics
• Easy employee access to marketing performance
data and analysis tools

• Use of advanced analytic models to measure marketing

41% value across all channels, campaigns, and tactics
31% • Use outcome metrics (sales conversions, revenue,
22% profitability, customer value)
MEASUREMENT
• Use of diagnostic metrics (viewability rates, response
6% rates)
• Use of leading indicators (brand preference, requests for
more information)

• Use of predictive models that automatically recommend

42% optimized marketing plans
• Scenario planning tools that evaluate the effect of
24% 26%
shifting budgets and forecast the potential impact
OPTIMIZATION
AND ACTIVATION • Systems that provide actionable recommendations
7%
based on marketing initiative performance
• Sharing of insights across the organization, tailored to
the needs of each department

Base: 200 professionals with responsibility or influence over their firm's marketing, advertising, or customer insight strategy
Note: Respondents that had implemented the greatest number of standards were classified as mature.
Data Source: A commissioned study conducted by Forrester Consulting on behalf of Marketing Evolution, March 2018
Content Source: “Evaluate Your Marketing Performance Measurement Maturity,” Forrester Research, Inc., August 16, 2017

6
Fewer than a third of respondents meet all the standards associated
with any one of these six competency areas. The greatest areas of
development center on measurement and organization and resources
(just 22% are meeting all associated maturity standards for either
area), followed by optimization and activation (just 24% meet all the
associated standards). While few meet these high standards today,
efforts to develop maturity pay off. Mature firms in our study were
14 percentage points more likely to have experienced at least 15%
revenue growth in 2017, compared to their less mature peers. Mature
firms were also 27 percentage points more likely to say they had fully
met all of their business objectives (see Figure 4).

Figure 4

Measurement-mature firms perform better than their less mature peers

Percent of firms that experienced 15% or more Percent of firms that fully met all their business
revenue growth in the prior fiscal year: objectives in the prior fiscal year:

Mature Less mature

48% 59%

34% 32%

Base: 200 professionals with responsibility or influence over their firm's marketing, advertising, or customer insight strategy
Source: A commissioned study conducted by Forrester Consulting on behalf of Marketing Evolution, March 2018

7
Person-Level Data Can Help Propel
Marketing And Business Priorities
Forward
Measurement-mature companies also report greater adoption of
an emerging approach built on a unified measurement foundation:
person-level data. Person-level data seeks to optimize every
interaction at the user level by collecting and assigning data from
any source to an individual consumer. Through this more granular
data, marketers can conduct analyses at the user level (rather than
just the aggregate) to address a variety of business questions,
challenges, and opportunities. Forty-two percent of decision makers
in our study report using a person-level approach, and 99% of
nonusers express plans or interest in person-level adoption. 99% of nonperson-
Single-channel ad technologies and organizational structures have
historically inhibited companies from identifying individuals across
level data users are
touchpoints. However, as more companies mature their marketing interested in using
measurement techniques and adopt unified tools, measurement a person-level data
will trend closer to a person-based approach, and siloed customer
insight will become a relic of the past.
5 approach today.
Person-level users and nonusers in our study recognize the
opportunity. A large majority (80% or more) say that access to
person-level data would either “improve” or “significantly improve”
their ability to execute on the initiatives they describe as high-
priority, especially their ability to better leverage data and analytics in
business decision making, in growing revenue, and in addressing the
rising customer expectations (see Figure 5).

Person-level data seeks to optimize every

interaction at the user level by collecting and
assigning data from any source to an individual
consumer.

8
Figure 5

“To what degree would access to person-level data help you accomplish these objectives?”
Significantly improve Improve

BUSINESS OBJECTIVES MARKETING OBJECTIVES

Better leverage data and
Improve our marketing
analytics in business 40% 46% 86% 37% 47% 84%
efficiency/ROI
decision making

Increase our brand’s influence

Grow revenue 40% 46% 86% 41% 42% 83%
and reach in the market

Deliver personalized, contextual,

Address rising customer
35% 51% 86% and consistent experiences 41% 41% 82%
expectations
across online/offline channels

Develop a 360-degree
Improve our ability to innovate 37% 44% 81% 39% 42% 81%
customer view

Better understand our

Improve our products and
35% 46% 81% customers’ attitudes and 41% 40% 81%
services
behaviors

Increase operational efficiency 38% 43% 81%

Improved ability to respond

to changes in our 29% 51% 80%
environment

Base: variable; professionals with responsibility or influence over their firm's marketing, advertising, or customer insight strategy
Source: A commissioned study conducted by Forrester Consulting on behalf of Marketing Evolution, March 2018

While all firms appreciate the potential of person-level data, those that
have already adopted a person-level data strategy are even more likely
than nonusers to associate key benefits with the approach (see Figure 6).
Forty-seven percent of users say they have either already realized,
or expect to realize, improved customer KPIs (e.g., customer lifetime
value, cross-selling opportunities, and loyalty) through person-level data
adoption; 45% also list faster decision making as a realized or expected
benefit. Apart from the customer and business benefits, person-level
data users also see value for the marketing department: Forty-seven
percent believe that person-level data has the potential to elevate the
prominence of the marketing function.

COMBAT DATA MANAGEMENT CHALLENGES TO ADVANCE

PERSON-LEVEL DATA ADOPTION
Most decision makers recognize the value of a person-level data strategy
and are prioritizing efforts that move them closer to this goal. However,
few have attained it thus far. To lead in the person-level data race,
organizations will need to manage a variety of challenges that can slow
progress (see Figure 7).

9 | The Current State Of Marketing Measurement And Optimization

Figure 6
“Which of the following benefits have you realized, or do you expect to realize, as a result of using person-level data as
part of your marketing strategy?” (Select all that apply)

Users Nonusers

47%
Higher prominence of the marketing function
34%

47%
Improved customer KPIs (CLV, cross-sell, loyalty, etc.)
31%

Improved business KPIs (ROI on marketing spend, 45%

sales/revenues, better process efficiencies, etc.) 37%

45%
Faster decision making through automated models
31%

42%
Improved coordination across the organization
35%

Base: variable; professionals with responsibility or influence over their firm's marketing, advertising, or customer insight strategy
Source: A commissioned study conducted by Forrester Consulting on behalf of Marketing Evolution, March 2018

Figure 7
“Which of the following are barriers to executing a marketing strategy powered by person-level data?”
(Select all that apply)

28% Difficulty integrating data

26% Difficulty managing data

24% Difficulty organizing across siloes

22% Challenges with identity resolution

22% Insufficient budget

20% Difficulty collecting data

Base: 200 professionals with responsibility or influence over their firm's marketing, advertising, or customer insight strategy
Source: A commissioned study conducted by Forrester Consulting on behalf of Marketing Evolution, March 2018

10 | The Current State Of Marketing Measurement And Optimization

Decision makers list managing data and cross-silo organization among
their top challenges. Data integration was the most frequently cited
barrier to the person-level adoption. To manage the added complexity
a person-level approach brings, organizations need automation.
Organizations lacking proper data integration will find that automation
(and in turn, the requisite speed and scale needed to compete) will be
difficult to achieve.
While these are very real challenges to overcome, respondents indicate that
person-level data can be applied to solve other top concerns that have come
to light in the advertising industry in recent years. They describe customer
data privacy (72%), wasted media spending (66%), data quality/hygiene
(65%), and issues with ad fraud and/or viewability (60%) as “extremely” or
“very” concerning. Yet, these concerns only increase the appeal of person-
level data: 69% or more indicate that their level of concern over these areas
has made them more likely to adopt a person-level approach. More accurate,
granular data provides an easier path to privacy compliance, marketing ROI
calculation, and combating media quality issues.

PREPARE NOW FOR THE PERSON-LEVEL DATA FUTURE

As technology continues to ramp up, the basis on which businesses
compete will shift. Future success will hinge on the ability to use customer
profiles to deliver contextual experiences across customer journeys that are
unique to each organization — a truly differentiated asset.
6
More than eight in
Respondents recognize that this shift is underway: Eighty-four percent agree 10 firms agree that
that, over the next five years, customers’ expectations around personalized
and contextual experiences will make person-level data business-critical.
person-level data will
Furthermore, a reactive approach won’t cut it. Not only do 81% agree that become busines-
businesses in their industry will have already adopted or be actively adopting critical over the next
a person-level data strategy in this five-year period, as many as 88% say that
competitive pressure will force adoption on those that don’t actively pursue it five years.
on their own.

MARKETING WILL LEAD THE PERSON-LEVEL DATA CHARGE BUT IT

WILL SHARE THE BENEFITS
Those in our study that have not yet used person-level data are most likely
to see IT as the ideal owner of such an approach. However, those already “It would be beneficial for
using person-level data say that the marketing function is most likely to person-level data to be led by
have primary ownership. Marketers’ history of working with customer data marketing. They understand
makes them uniquely positioned to drive person-level data strategies at what data is important, how
organizations. Professionals we interviewed agree that their organization it needs to be processed and
would benefit from having their marketing function spearhead this effort, but stored and to build programs
they see value in expanding ownership to include IT in the near future. associated with retention,
upsell, cross-sell, customer
While marketing will be closest to person-level data in many cases, the satisfaction, and experience.”
benefits of person-level data will have a ripple effect to other areas of the
7
business. Eighty-eight percent agree that person-level data will expand VP of marketing, financial
beyond marketing in the years to come, allowing companies to make a wide services
range of business decisions with the customer at the center. At user firms,
person-level data is already being used to inform client service (63%), sales
(45%), strategic planning (39%), product management (39%), and finance
(39%) decisions, among others.

11 | The Current State Of Marketing Measurement And Optimization

PARTNERS CAN REDUCE THE PERSON-LEVEL ADOPTION BARRIER
While firms must overcome a range of challenges, partners can ease and
accelerate their efforts. Sixty-percent of respondents in our study are
already working with an external partner for data or analytics support.
Partners that support a unified marketing measurement approach (on
which a successful person-level data strategy can be built) can ease
and accelerate their efforts — though marketers are only likely to find
themselves ready for such an approach once they have mastered (and
8
understood the shortcomings of) attribution and marketing mix modeling.
Forrester’s research of marketing measurement vendors has found
that, overall, these vendors have strong capabilities with acquiring and
normalizing data and with implementing projects in a reasonable time
frame with minimal involvement from IT. In fact, many of these offerings
9
have become commoditized.
Partners that supplement their platform with strategic marketing and
business consulting services can provide expertise and support. Other
differentiated features to look for include scenario planning tools,
dashboards, models that take nonmarketing effects (price changes,
economy, weather, etc.) into account, and tools that can help optimize
10
campaigns in-flight. Respondents in our study placed a high value on
these and other related features in a marketing optimization solution (see
Figure 8).

Figure 8

“How valuable are the following features in a marketing optimization solution”?

Extremely valuable Very valuable

Models that have control groups for true incremental impact of advertising 32% 52% 84%

Models that take external factors into account (e.g., weather, location,
38% 44% 82%
seasonality, economy, price changes)

Touchpoint planning software (media optimization and forecasting

38% 44% 82%
based on specific business goals like sales)

Brand tracking/leading indicators (brand equity measurement that

31% 48% 79%
directly connects to sales and profits)

In-campaign optimization dashboard (online platform to monitor campaign

34% 45% 79%
performance and boost performance while campaigns are live)

New product planning and optimization (identifies those most likely to try
40% 37% 77%
your product/services, and optimizes touchpoints to reach them)

Expansiveness of data feeds (cloud-based ability to plug and play with

36% 40% 76%
additional data feeds to tailor solutions that are right for you)

Best practice engine (warehouse key marketing learnings and deliver

30% 46% 76%
them to the right person at the right time in the campaign)

Base: 200 professionals with responsibility or influence over their firm's marketing, advertising, or customer insight strategy
Source: A commissioned study conducted by Forrester Consulting on behalf of Marketing Evolution, March 2018

12 | The Current State Of Marketing Measurement And Optimization

 Key Recommendations
The increasing prominence of digital channels in consumers’ lives, and the
transformation of analog channels like TV and outdoor advertising, foretell
a future where more person-level data will be available for more individuals.
Growing privacy concerns and the likelihood of new laws and regulations
make it more important to carefully manage this data and demonstrate
permission to use it. Some firms already grasp this and are leaping ahead of
the market. And the time has come for others to speed up their efforts.
Forrester’s in-depth survey of marketing, advertising, and customer insight
about person-level data yielded several important recommendations:
Assess your firm’s readiness to evolve toward a person-level data
strategy. A person-level data strategy is about much more than technology,
requiring transformation of many dimensions of how companies operate
today. Assess your firm’s strengths and weaknesses in these dimensions to
prioritize where to invest today and to plot a course to mature over the next
three years.
Chart the person-level data path for your company. No two companies
have the same target customers, brand position, competitive environment,
and operating model, so, how a person-level data strategy can benefit your
firm will be different from how it can benefit your competitors. Developing
a vision of this future is essential in helping your firm define what data it will
need, what analytic skills are critical, and what partners you will need support
from in order to achieve it. Don’t stop with just articulating a vision though.
Build support across the organization both by incorporating others’ ideas and
showing them the potential benefits they will derive from this transformation.
Align current partners with tomorrow’s needs. Your firm no doubt has a
roster of agencies, consultants, and technology platforms built up to manage
the challenges of today’s marketing challenges. Moving to a person-level
world will require new skills that these partners may or may not have. Take
a cold-eyed look at the skill set these partners represent to identify gaps
and emerging needs. Be prepared to have direct, honest conversations with
these partners about your needs and expectations of them in the future to
determine if they can evolve with you. If not, look for new partners to either
supplement or replace them with the skills you need.
Build out your skills. While firms will still need specialists in channels, data,
and analytics, tomorrow’s leaders will have fluency across all these areas
and be able to take on the challenging task of coordinating these different
disciplines. Look ahead at your career path and identify gaps you need to fill
to be one of these future leaders. Then identify opportunities to collaborate
informally across these areas, volunteer to join cross-function teams your
company forms or talk to your boss about rotating through another functional
area to give yourself hands-on experience.

13 | The Current State Of Marketing Measurement And Optimization

 Appendix A: Methodology
In this study, Forrester conducted an online survey of 200 organizations
in the US to understand their marketing priorities and approach, as
well as their awareness and interest in adopting person-level data for
marketing measurement and customer engagement. The quantitative
research was supplemented with five qualitative interviews meeting
the same criteria as the online survey. Survey participants included
decision makers in marketing, advertising, and customer insight roles.
Respondents were offered a small incentive as a thank you for their
time. The survey fielding and interviews began in March 2018 and were
completed in April 2018.

Appendix B: Demographics/Data

“In which country are you located?” “Which of the following best describes your company’s
selling model?”

8%
B2B2C

25%
B2C

US 100%
66%
B2B and B2C

“Which of the following best describes the industry to “Using your best estimate, how much does your
which your company belongs?” organization spend on advertising (digital and offline)
annually?

Retail 18% $10M to $24M 20%

Financial services 18% $25M to $49M 14%
Telecommunications services 12% $50M to $74M 13%
Travel and hospitality 12% $75M to $99M 16%
Media, leisure, or entertainment 11% $100M to $149M 14%
Pharmaceutical 10% $150M to $199M 14%
Insurance 10% $200M or more 8%
Automotive 10%

Base: 200 professionals with responsibility or influence over their firm's marketing, advertising, or customer insight strategy
Source: A commissioned study conducted by Forrester Consulting on behalf of Marketing Evolution, March 2018

14 | The Current State Of Marketing Measurement And Optimization

Appendix C: Supplemental Material
RELATED FORRESTER RESEARCH
“Evaluate Your Marketing Performance Measurement Maturity,” Forrester Research, Inc., August 16, 2017.
“Marketing’s Data-Driven Future Demands Unified Measurement,” Forrester Research, Inc., January 26, 2017.
“Vendor Landscape: Marketing Measurement And Optimization Solutions,” Forrester Research, Inc., June 14,
2017.

Appendix D: Endnotes
1
Source: “Embrace A Unified Marketing Measurement Standard,” Forrester Research, Inc., July 2, 2018.
2
Source: “The Next Generation Of Enterprise Marketing Technology,” Forrester Research, Inc., September 12,
2017.
3
Source: “The Forrester Wave: Marketing Measurement And Optimization Solutions, Q2 2018,” Forrester
Research, Inc., April 16, 2018.
4
Source: “Evaluate Your Marketing Performance Measurement Maturity,” Forrester Research, Inc., August 16,
2017.
5
Source: “Marketing’s Data-Driven Future Demands Unified Measurement,” Forrester Research, Inc., January
26, 2017.
6
Source: “The Next Generation Of Enterprise Marketing Technology,” Forrester Research, Inc., September 12,
2017.
7
Source: “Marketing’s Data-Driven Future Demands Unified Measurement,” Forrester Research, Inc., January
26, 2017.
8
Source: “The Forrester Tech Tide™: Martech For B2C Marketers, Q2 2018,” Forrester Research, Inc., April 5,
2018
9
Source: “The Marketing Measurement Action Gap,” Forrester Research, Inc., December 21, 2017.
10
Source: “Vendor Landscape: Marketing Measurement And Optimization Solutions,” Forrester Research, Inc.,
June 14, 2017.

15 | The Current State Of Marketing Measurement And Optimization