Adobe’s 2015 Digital Marketing Survey Results: Mobile Marketing Fumbles Abound


Adobe has released its 2015 Digital Marketing Survey Results. Over the past six years, they surveyed companies around the world to understand their key marketing strategies and tactics. What Ann Lewnes, Chief Marketing Officer (pictured left), knows and the survey reports is that mature companies adapt to their customers. But many companies still don’t have the processes in place to listen to customers or to meet them where, when and how they want. Want to assess your digital maturity quotient? Adobe has the quiz for you!

Mobile Immaturity
This disparity exists anywhere the brand and customer interact, but it’s most evident in a mobile setting. The rise of mobile is the biggest catalyst of change in marketing today, and 86% of US marketers say mobile channels are extremely or very important to their marketing strategy.

Yet, despite the fact that industry averages for mobile traffic and revenue keep climbing , many companies are slow to adopt comprehensive mobile strategies—and thus slow to create the sites and applications their mobile customers need. In fact, in some of Adobe’s recent related research, only one-third of firms report having a defined mobile strategy in place in 2015.

Planned maturity organizations recognize the advantages of strategic planning for mobile and reap the rewards. They far outperform their peers, achieving a mobile conversion rate 12% better than the average. And those organizations with an organic approach to digital maturity see a 21% lower mobile conversation rate.

The reasons for this success tie back to fundamentals; how companies approach mobile is an indication of the larger pursuit of maturity. Mobile isn’t a channel. It’s a platform for interaction, engagement and sales that is quickly moving to rival the desktop. To treat mobile as standalone silo is a mistake of structure. Like digital itself, mobile should be woven into the fabric of every marketing strategy and tactic and aligned to key business goals.

Every process should at least include the question, “How does mobile affect the end user? To achieve that level of integration means examining processes across the board, from the long-term thinking of new product design to the immediate demands of campaign planning.

Companies should strive for a more strategic approach with experiments and initiatives contributing to greater mobile maturity in every area. With the processes in place, the people may follow, but planned maturity companies achieve their improved conversion rates because they align human resources with technology and media investments. Mobile is a new frontier of measurement, customer experience and technology—all of which require training and ongoing education

What it take to become digitally mature
Organizations evaluating their future digital maturity may find it useful to think in terms of four broad categories. Each area is important in its own right, but research suggests that organizations are most profitable when these four elements work together. They are the foundation of strategic capabilities for understanding the market (holistic view), adapting to new conditions (agility) and creating value in new ways (innovation).

1. Structure—How are divisions, departments and teams organized to best reflect market conditions?

2. People—What is the company’s approach to building skills? How are people hired, trained and retained?

3. Process—How do things get done? How are they resourced, managed and supported by technology?

4. Technology—What platforms, systems and tools are available, and how they have they been integrated?



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