Gartner-数字商务的现状（英）-2021-17页_744kb

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 current state of digital commerce, its strategic importance, and the challenges CMOs face in sustaining performance and evolving capabilities. The survey includes responses from 409 digital commerce leaders across various industries, with a majority coming from organizations with annual revenues of $1 billion or more.

Key Findings

Digital Commerce Growth and Expectations: Rapid digital acceleration due to the pandemic has led to significant growth in digital commerce. However, this growth has created high expectations, making it challenging for CMOs to sustain performance and deliver incremental results in the post-pandemic environment.
Performance Against Targets: 79% of organizations met or exceeded their digital commerce revenue and profitability targets in 2021. Despite this, only 27% of marketing leaders exceeded their senior leaders' expectations for revenue and profitability, highlighting a gap between expectations and actual performance.
Strategic Importance: Digital commerce is now a near-universal strategic priority for organizations. 86% of leaders expect it to be the most important route to market in the next two years.
Investment in Digital Commerce: 90% of surveyed leaders are aggressively expanding their investments in digital commerce, particularly in digital-first value creation and customer experience.

Digital Commerce Maturity Model

The Digital Commerce Maturity Model for Marketing outlines five levels of maturity, from Nascent to Mastery. The model includes the following key dimensions:

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

Digital Commerce Maturity and Performance: Organizations with higher digital commerce maturity are more likely to exceed performance goals. Advanced organizations are 32% more likely to exceed 2021 targets compared to less mature ones.
B2B vs. B2C Maturity: B2B organizations generally lag behind B2C in digital commerce maturity, with fewer capabilities in talent, operations, and analytics. Only 27% of B2B leaders feel they have the talent and performance to drive their digital commerce strategy, compared to 41% of B2C leaders.

Challenges and Recommendations

Future-Proofing Investments: CMOs need to ensure that their investments in digital commerce deliver value across multiple time horizons, especially with budget cuts on the horizon.
Test and Learn Culture: 69% of leaders have adopted a test and learn approach to increase risk appetite and belief in digital commerce. This culture encourages innovation and learning from both successes and failures.
Talent Retention and Development: CMOs must focus on nurturing and developing digital commerce talent, as competition for top talent is fierce.

Actionable Insights

CMOs can use the Gartner's Digital Commerce Maturity Model for Marketing to assess their organization's current maturity level and determine a path to greater maturity. The model helps in shaping go-to-market strategies, investment areas, and execution plans to drive sustainable revenue growth.

Additional Resources

Digital Commerce Maturity Framework for Marketing: A tool to assess and increase digital commerce maturity.
Digital Shakes Up Marketing Strategy and Tactics eBook: Offers insights into the top digital trends and tactics for marketing leaders.
Digital Marketing Leader Insight: Provides expert guidance to refine digital marketing strategies.
Webinar: The Top U.S. Consumer and Cultural Trends for 2022: Offers insights into consumer trends that should influence strategic planning.

Conclusion

The rapid growth of digital commerce has led to high expectations and a challenging outlook for CMOs. Organizations with advanced maturity are better positioned to meet these expectations and drive sustainable growth. CMOs must invest in both short- and long-term capabilities, foster a test and learn culture, and address talent challenges to future-proof their digital commerce strategies.

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