The State of Always-On Marketing Study

THE STATE OF ALWAYS-ON MARKETING STUDY | 2014 1
The State of Always-On
Marketing Study
SM

So you think your
marketing is Always-On?
IT’S TIME TO GET REAL AND MAKE PLATFORMS,
ANALYTICS, CHANNELS AND EXPERIENCES WORK
TOGETHER TO ACHIEVE TANGIBLE RESULTS
Written By Mark Taylor, VP, Data-Driven Marketing and
Brian Colwell, Ph.D. Associate Director, Data Sciences
In digital, experiences enable business success. The experience is what attracts
and engages customers moment-to-moment and drives your business toward
your goals. Knowing that successful experiences depend on platforms, analytics
and channels working together in an integrated way, Razorfish, a global interac-tive
marketing and technology company, and Adobe, the world’s only end-to-end
digital marketing solutions provider, wanted to find out how effectively companies
are delivering marketing services to their customers in real time. Last year, the two
companies surveyed 685 C-level marketing, technology and business execu-tives
about how they use marketing technology with services to deliver targeted
experiences to the Always-On consumer. The result is The State of Always-On
Marketing Study.
“ Razorfish defines
Always-On Marketing
as data-driven,
content-led
experiences,
delivered across
channels and devices
in real time.”

Razorfish defines Always-On Marketing (AOM) as data-driven, content-led expe-riences,
delivered across channels and devices in real time. The study uncovered
some striking contrasts between AOM perception and reality. One of the most
startling was that, contrary to executives’ self-assessments, very few businesses
are equipped to compete in real time, and most struggle with the most basic
technology and marketing programs.
This article will help you evaluate your AOM readiness and close the gap be-tween
where you are now and where you want to be, by bringing together plat-forms,
analytics and channel management to drive meaningful experiences and,
ultimately, successful AOM.
Figure 1: PACE framework identifies business’ ability to support each AOM dimension,
from platform through to experience.
How data/content is
collected, aggregated and used
How insights are translated
into levers that inform which
channels to engage which customers
The unified brand experience
that customers engage with
across channels
Data converted into customer insights
to fuel business decisions
3 CHANNELS
1 PLATFORMS
2 ANALYTICS
4 EXPERIENCES
Our study utilizes the PACE Index™,
a proprietary tool developed by
Razorfish, which evaluates a compa-ny’s
perceived state of digital market-ing
readiness across four marketing
dimensions: platforms, analytics,
channels and experiences. It ag-gregates
responses from 18 survey
questions (see Methodology) into a
single scale ranging from a possible
low of one to a high of 100. A com-pany’s
PACE IndexTM score serves as
an initial metric that aids in developing
a blueprint to activate Always-On
Marketing.
PACE
INDEXTM
PLATFORMS ANALYTICS CHANNELS EXPERIENCES
Data Collection and
Execution
(6 Questions)
Customer
Measurement
(1 Question)
Customer Identification/
Measurement
(4 Questions)
Cross-Channel Content
Delivery
(2 Questions)
Digital Data
Strategy
(1 Question)
Insight/
Analysis
(1 Question)
Customer Needs
Delivery
(1 Question)
Insights Applied Across
Digital Channels
(1 Question)
Content
Development
(1 Question)
Figure 2: PACE IndexTM, a Razorfish proprietary
evaluation framework for Always-On Marketing.
“ Very few businesses
are equipped to
compete in real time,
and most struggle
with the most
basic technology
and marketing
programs.”

AOM Today
Consumers are now more connected and expect more meaningful brand experi-ences
— in real time — than ever before. Companies recognize this and want to
respond with real-time experiences and solutions. However, our proprietary re-search
found that they struggle with even the most basic technology and market-ing
programs. Surprisingly, only 13 percent of businesses can target a recognized
segment and measure results — indicating that most companies lack the ability
to tie together the various elements of their business required to take action on
their data and use technology to execute effective targeted experiences.
The solution is AOM. An Always-On approach ensures that content is not only
well planned, but also continually optimized with the ability to respond to con-sumer
interactions with brands.
Our study summarizes diverse information about companies’ self-reported
effectiveness at marketing through their digital channels. What we found is
that making the shift from campaign to real-time experiences is clearly difficult,
and marketing executives are unrealistic about their AOM capabilities. We also
discovered that the gap between perceived AOM strength and actual ability is
significant. The survey revealed that less than 5 percent of the marketing popula-tion
is capable of delivering AOM.
Using insights gained from interviewing hundreds of top executives, we can now
help organizations coordinate and integrate their marketing efforts across chan-nels.
Using an integrated approach, brands can much more readily build a strong
services and technology foundation to enable successful AOM.
Real-time is reality, not theory.
What’s driving the need to become
an Always-On marketer? The pace
of change and intensity of disruption
is accelerating, fueled by an increase
in socially connected people who are
today’s mainstream. These consum-ers
access brands multiple times per
day — and spend more time online,
on more devices and in more locations
than ever before.
»» In 2013, the average time spent with
digital media per day surpassed TV
viewing time for the first time in the
U.S.1
»»More than 75 percent of people in
most developed markets, and even
more in emerging markets, use social
tools.2
»»More than half of U.S. mobile sub-scribers
owned smartphones in
2013. In Western Europe, smart-phone
penetration is expected to
jump from 34 percent in 2011 to 67
percent by 2016.3
Consequently, marketers need to
embrace the reality that consumers
are demanding information in real time
and enact change. Executives that
Razorfish and Adobe speak to recog-nize
this shift and the need to operate
in real time — they know they need
to leverage available technology and
rethink how they are organizing their
total ecosystem.
1 “Digital Set to Surpass TV in Time Spent with U.S.
Media,” eMarketer.com, August 1, 2013.
2 “Social Networking Reaches Nearly One in Four
Around the World,” eMarketer.com, June 18, 2013.
3 “The Real-Time Marketing Drumbeat Gets Louder, as
Agencies, Brands Sign On,” eMarketer.com, May 7, 2013.

Our Findings
A major executive disconnect exists between segmentation
development and digital execution.
Fifty-eight percent of all executives interviewed consider themselves strong at tar-geting
experiences to segmented groups. So, we expected to find evidence that
most execs are maneuvering their technology and marketing programs to pull
off a holistic digital marketing program. That is not the case — only 38 percent
of those interviewed are capable of targeting a new customer versus a returning
customer.
Most lack the ability to use critical behavioral data.
Seventy-six percent of marketers are failing to use behavioral data in segmen-tation
analysis and targeting execution. While the vast majority of them are
only utilizing CRM, demographic and historic sales data, marketers are missing
out on high-frequency, real-time data that is only made possible by integrating
behavioral data.
Segmentation and measurement isn’t informing digital execution.
While execs consider themselves strong at targeting experiences to segmented
groups, only 13 percent are delivering segmented experiences and measuring
the results. So, even those who believe they have strong targeting capabilities (58
percent) may not be able to quantify that perceived value.
Very few are capable of delivering real-time analytics and
experiences.
Less than 5 percent are actually able to manage experiences in an Always-On
manner. And, of the 24 percent who are using behavioral data, less than 20
percent have the capabilities — technology, creative execution/processes and
integrated data— to deliver a targeted experience to a recognized customer
across channels.

WHO’S IN THE LEAD?
We wanted to know the characteristics of the subgroup of leading companies
that have adopted digital marketing technology, so we used a statistical model to
determine an organization’s likelihood of being a leader. We define a leader as a
business that has fully implemented or made improvements toward implementa-tion
of digital technology to support data-driven marketing.
Figure 3: Predicted probabilities of being a “Leader.”
Industry U.S. Germany France Canada U.K.
Automotive 32% 29% 10% 29% 13%
Financial Services 29% 12% 19% 13% 12%
Leisure, Travel and Hospitality 35% 38% 11% 20% 22%
Business to Business (B2B) 32% 28% 12% 14% 29%
Retail and Consumer Packaged Goods 46% 40% 23% 51% 34%
Telecom, Media and Entertainment 43% 28% 25% 33% 41%
Company Size (Annual Revenue $USD)
500 Million to 4.9 Billion 28% 23% 8% 19% 14%
5 Billion or Greater 51% 34% 32% 33% 28%
Size matters.
Unsurprisingly, company size is considered a significant factor in predicting lead-ership
in digital marketing performance. For example, when larger companies in
the U.S. enjoy annual sales in excess of $5 billion, they have a 51 percent chance
of being a leader. By comparison, being a larger company in France increases the
chance that a company will be a leader by three times (3X), and in the U.K. by 1.7
times (1.7X).
Some industries have ground to make up.
Companies in both the retail and consumer packaged goods, and telecom, media
and entertainment industries generally stand out as leaders more than those
belonging to other industry verticals. Conversely, with the exception of France,
companies in the financial industry tend to have the lowest probability of leader-ship
status within their respective countries.
“ We define a leader as
a business that has
fully implemented or
made improvements
toward implementation
of digital technology
to support data-driven
marketing.”

THE PACE INDEX™ PREDICTS LEADERS AND
LAGGARDS
Although the lowest possible PACE Index™ score is one and the highest possible
score is 100, actual scores from our sample range from a low of six to a high of
100. The PACE Index™ generally increases when survey responses reflect posi-tive
perceptions of a company’s digital maturity. However, a true AOM framework
is an integrated marketing approach that is vulnerable to areas of relative weak-ness.
Therefore, when a company’s perceptions across the four PACE elements
— platforms, analytics, channels and experiences — are uneven, the score is
slightly weighted toward the lower perceptions.
Perceptions of AOM performance vary significantly by country.
Given differing levels of technology-driven marketing adoption for Razorfish and
Adobe clients across national markets, we expected to see a relatively high PACE
Index™ score for U.S. companies in particular. However, the U.S. market has a
fairly normal distribution around its median score of just 54. Surprisingly, France has
a higher median score (63), with nearly half of French companies scoring 61–80.
Germany mirrors the U.S. median score, but German companies have a much
higher degree of score uniformity — 63 percent of companies rate themselves in the
41–60 range, while only 40 percent of U.S. companies report the same. In contrast
to German companies, Canada (median 63) and the U.K. (median 62) both exhibit a
lower degree of uniformity around their average index scores.
Figure 4: PACE Index™ demonstrates differences across countries (% of respondents).
2%
23% 25%
11%
40%
United States
Mean=54
0-20 21-40 41-60 61-80 81-100
0%
10%
22%
4%
63%
Germany
Mean=55
0-20 21-40 41-60 61-80 81-100
1%
10%
37%
16%
35%
Canada
Mean=63
0-20 21-40 41-60 61-80 81-100
2% 5%
49%
11%
33%
France
Mean=63
0-20 21-40 41-60 61-80 81-100
1%
13%
33%
22%
31%
United Kingdom
Mean=62
0-20 21-40 41-60 61-80 81-100

Executives in these countries are clearly assessing themselves according to diver-gent
and perhaps localized standards of digital readiness. As a consequence, a
CMO in one market may have an incomplete assessment of the true state of AOM
possibilities. If this is the case, companies in countries where AOM is less common
may lack knowledge of what’s currently possible and as a result may overestimate
their AOM readiness in light of what’s possible in the industry as a whole.
The gap between perceived strength and actual ability is wide.
Figure 5: Percentage of senior executives who claim they are strong at optimizing their
customer experiences and have the ability to distinguish a customer segment.
61%
USA
43%
DE
36%
FR
50%
CA
53%
UK
Upon further analysis, we discovered significant disconnects in France and
Germany. Less than half of executives in France (36 percent) and Germany (43
percent) who consider themselves strong at delivering targeted experiences actu-ally
have the ability to do so. Depending on geography, markets face different con-straints,
and disconnects like those illustrated in Figure 5 prove that execs don’t
have nearly as much control as they think. Perception and piecemeal evaluation
is not enough to drive AOM readiness. If you think you’re ahead, you could be at
a competitive disadvantage by failing to embrace available possibilities to execute
and manage your PACE ecosystem for healthy AOM. To become AOM-ready, a
quantifiable PACE assessment is essential.
Use of technology for competitive advantage varies by country.
When we employed a statistical model to explore the relationship between
company size and technology adoption — while holding industry verticals con-stant
— we saw that the U.S., U.K. and Canada all show statistically significant
differences in their scores when they have more than $5 billion in annual revenue
and use technology to support data-driven marketing. In the U.S., this represents
a 64 percent difference in their PACE Index™ score.1 However, using the same
criteria, France and Germany don’t show any statistically significant difference in
their index score.
1 Statistical significance is set at the 95% confidence level.

Figure 6: PACE IndexTM scores for company size and use of technology to support data-driven
marketing.
44
71
PACE IndexTM Scores, Controlling for Technology and Business Size
United States
54
63
Germany
66
74
France
66
79
Canada
61
84
United Kingdom
>$5B and
Not Implemented
>$5B and
Have Implemented
Companies in the U.S., Canada and U.K. that have adopted technology perceive
themselves a more “ready,” according to their PACE Index™ scores. Figure 6
shows that companies in the U.S., Canada and U.K. have a greater understanding
of what AOM requires. In these markets, greater awareness of what is possible may
lead to a greater sense of readiness on the part of CMOs after adopting the requi-site
technology for AOM. Conversely, CMOs in these markets who have not adopt-ed
technology for AOM may experience a suppressed sense of readiness because
they are more aware of their vulnerabilities in the modern digital marketplace.
While there are certainly many factors at play in these findings, differences be-tween
the American and European systems of digital privacy laws could provide
one explanation. For example, under the European regulations affecting France
and Germany in particular, digital businesses are more constrained when it
comes to performing basic data collection and profiling of individual customers.
The U.S. and Canada, on the other hand, have no equivalent to Europe’s general
data protection law (other than medical and financial records), and the U.K. has
adopted a more pragmatic self-regulation position that arguably enables greater
flexibility to maneuver in the real-time marketing context. So, the U.S., U.K. and
Canada appear to have a greater advantage when creating a cohesive way to
action data for better AOM.

Get Real If You Want
Tangible Results
At this point you’re likely feeling really excited… or highly inadequate. The point is
to not procrastinate any longer if you’re behind, or to take advantage and move
ahead if you’re already a leader. Since technology roadmaps typically have about
an 18-month horizon, businesses need to adapt fast to maximize their full set of
investments. It’s not enough to perceive that you are using these capabilities. You
have to quantify your actual ability in order to deliver AOM in a meaningful way.
1. EMBRACE NEW EVALUATION TECHNIQUES TO
BECOME AOM-READY.
A business-wide self-evaluation is crucial to determine where you are, and how
you can improve in each part of the PACE framework so that you can drive suc-cessful
AOM and, ultimately, deliver more meaningful experiences.
Conventional discovery engagements take too long to determine how to take
advantage of organization and technology investments. AOM requires a radical
change to these old-fashioned approaches in order to understand how your
business aligns tools with strategy, so that you can quickly generate insight from
marketing tools and identify how to drive higher return from these investments.
This is best accomplished by using a new breed of rapid evaluation solution of-ferings
like Razorfish BoostSM, which is an example of an industrialized approach
developed exclusively in partnership with a technology partner (Adobe) for this
very purpose.
“ You have to
quantify your actual
ability in order to
deliver AOM in a
meaningful way.”

Figure 7: The Razorfish BoostSM process.
GOALS
OBSTACLES
CAPABILITIES
BENCHMARK
QUICK WINS
ROADMAP
PLATFORMS
ANALYTICS
CHANNELS
EXPERIENCES
1. EVALUATION
Alignment to your
vision, key
business drivers
and stakeholder
input on issues
and goals.
2. OPTIMIZED SOLUTION DESIGN
Alignment with your colleagues on the
solutions that will amplify your existing
investments, augmenting service
offerings with product capabilities.
3. VALUE DELIVERY ROADMAP
Roadmap for prioritized services and technology with detailed
marketing action plan.
INVESTMENT
ROI
SERVICE
OFFERING
MATURITY
High
Low
High
PRODUCT
CAPABILITY
MATURITY
PHASE 1 PHASE 2 PHASE 3
SITE TARGETING AND
TESTING PLANS
LTV
CROSS-TEAM
REPORT DELIVERY
ATTRIBUTION
CROSS-CHANNEL
REPORTING
TARGETING OFFER
STRATEGIES
TAG MANAGEMENT
TAGGING
REMEDIATION
SITE REPORTING
SEGMENTATION
ENABLEMENT
SEGMENTATION
DESIGN
DATA AUDIT
LAST ACTION
REMESSAGING
DASHBOARD
DESIGNS
DATA COLLECTION
MEASUREMENT
Leveraging more than 10 years of best-in-class evaluations, these new codified
methodologies provide the diagnostic first step you need to quantify your AOM
readiness, and get up and running in weeks, rather than months. Razorfish BoostSM
quantifies and aligns your AOM performance issues to the PACE area for resolu-tion
— taking into account your specific business goals and marketing objectives
to deliver a customized recipe of products and services to drive value immediately,
and shows you where to make smart investments over the next two to three years.
Figure 8: Razorfish BoostSM client results comparing PACE IndexTM scores by industry,
country and company size (blinded).
All Up PACE
Index™
Respondents
Competitor
Performance
Criteria:
Financial
Services,
Country & Size
Client PACE
Index™ Score
(Blinded)
PACE Index™ Score 59 60 58
(P)latform 58 62 58
Data Collection and Excecution 61 58 46
Digital Data Strategy 56 64 71
(A)nalytics 60 61 66
Defined Customer Measurement 58 52 57
Insights Analysis 61 74 76
(C)hannel 65 76 57
Customer Identification & Measurement 66 72 73
Organizational Capability to Deliver on
Customer Needs
65 79 43
(E)xperience 54 54 49
Cross-Channel Content Delivery Enablement 50 51 48
Customer Insight Used Across Digital Channels 61 64 54
Content Development 50 48 46

2. EVOLVE YOUR AOM MARKETING AND TECHNOLOGY
ORGANIZATION TOGETHER.
Once you have identified opportunities to improve your AOM capabilities, you
can quickly establish your digital marketing blueprint. You will also need to think
about both the internal corporate governance, process and leadership required
to realize data-driven marketing, in addition to the regulatory big picture (chang-ing
national legal oversight). Your unique blueprint will help siloed teams ensure
you focus dollars efficiently, while providing customers with an experience that is
optimized to meet their needs.
Working in an integrated way requires clear relationships and fluid governance
with technology vendors and agency partnerships. Businesses have a strong de-sire
to connect with the technology community, but limited resources to system-atically
evaluate new partners, leaving the door open for competitors to leapfrog
their AOM capabilities. We therefore recommend a lead partner that does not just
work well with internal and external marketing staff, but also has the technical
ability to provide objective evaluation of technology and media partners.
3. COMPETE HARDER, MOMENT-TO-MOMENT.
It’s hard work, but the potential payoff is worth it. Figure 9 illustrates a real
Razorfish client example of how targeted AOM experiences are built in iterative
phases: Phase 1 and Phase 2 show targeting payment and ROI revenue projec-tions.
The black line in this typical targeting roadmap indicates very pedestrian
growth if the client continues business as usual, void of net-new AOM dollars for
technology and services.
Figure 9: Cumulative net cash flows ($ ’000), blinded client example.
($1,000.00)
($500.00)
$0.00
$500.00
$1,000.00
$1,500.00
$2,000.00
$2,500.00
$3,000.00
$3,500.00
Payback in 8 weeks
Payback in 3 months
Phase 1
1.5X
ROI
Phase 2
8X
ROI
Phase 1 demonstrates an easy eight-week setup of basic analytics and targeting
activities, where investment would put the client into the “red” temporarily for their
$200K investment, with breakeven at eight weeks, followed by 1.5 times (1.5X)
ROI. Phase 2 represents a more involved technology investment with a longer
setup and investment, but it pays off with an even higher incremental ROI — eight
times (8X) — paying for itself in just three months.
“ Not only does
incremental success
finance incremental
technology and
service phases, but
this also develops
political capital across
the business with
an evidence-driven,
customer-centric
approach.”

A more advanced version of this Razorfish solution allows our clients to deliver a
uniquely tailored message to their target audience every time. We’ve seen a four
times (4X) increase in ROI and a two times (2X) increase in vendor co-op media
investment YoY. With early success, we extended the program to new platforms in
first-to-market fashion:
»»Within video, we can personalize a data overlay with products viewed on-site
(40+ percent increase in video completion rates with this overlay).
»»Within social, we target .com visitors and personalize messaging to increase
traffic on Facebook and Twitter (50 percent lift in engagement rates).
»»We were the first advertiser to test cross-device retargeting (mobile-to-mobile
and desktop-to-mobile) with dynamic, last-action product creative in 2013.
What does this mean? Brands that continue this cycle programmatically in
Razorfish are seeing triple-digit growth and, in some cases, upwards of 23
times (23X) the fully loaded (agency fees and technology costs) ROAS. The
payback from each previous phase essentially allows a continual “crawl, walk,
run” investment cycle. Not only does incremental success finance incremental
technology and service phases, but this also develops political capital across
the business with an evidence-driven, customer-centric approach.
Brandon Geary, SVP Strategy, contributed to this study.
Can you truly quantify your
AOM Capabilities?
Given the common gap between per-ceived
digital marketing readiness and
the reality of executing AOM, consider
how well your marketing technology
investments are aligned to reach the
Always-On customer. Start by figuring
out how you’d respond to these four
questions:
»» How confident are you that the
data you capture provides a unified,
cross-channel view of each customer’s
brand interactions and experiences?
»»When you receive insights on cus-tomer
behavior, how empowered
do you feel to carry those insights
forward into concrete action plans?
»» Are your technology solutions and
skill sets both available and suffi-ciently
synchronized to address each
customer’s particular needs, regard-less
of channel or device type?
»» Are you delivering the relevant cus-tomer-
facing experiences in each
moment better than your competi-tors
are?
You have the opportunity to help your
organization get real and close the gap
between perception and reality. Prepare
your organization now by integrating the
technology, governance and leadership
required to get ahead in AOM.

Learn More
LEARN ABOUT SERVICE OFFERINGS AND TECHNOLOGIES TO
DEVELOP YOUR AOM STRATEGIC ROADMAP
RAZORFISH BOOSTSM
Razorfish BoostSM is a strategic evaluation that rapidly identifies the roadmap
you need to extract the most value from your Adobe Marketing Cloud solutions.
Boost arms you with an actionable plan to fill the gaps between your marketing
goals and identified roadblocks using Adobe products and Razorfish marketing
services for positive investment return. There are three primary deliverables:
»» PACE Index™ benchmark: an evaluation of how your company is performing
compared to your industry in order to determine areas where there is potential
to achieve competitive advantage.
»» 100-day plan with detailed steps and associated scope for projects that
con-figure technology and modify or launch associated marketing programs.
»» An 18-month roadmap that shows what additional technology configurations
and marketing programs are needed.
ADOBE MARKETING CLOUD
Adobe Marketing Cloud is the most comprehensive and integrated set of digital
marketing solutions available. It includes a complete set of analytics, social, ad-vertising,
targeting, Web experience management and cross-channel campaign
management solutions along with a unique set of shared capabilities that helps
customers go from data to insights to action more efficiently and effectively than
ever. Visit www.marketing.adobe.com to learn more.
RAZORFISH
Razorfish, the only digital agency to receive back-to-back rankings in Advertising
Age’s 2011 and 2012 A-List, creates experiences that build businesses. As one of
the largest interactive marketing and technology companies in the world, Razorfish
helps its clients build better brands by delivering business results through customer
experiences. Razorfish combines the best thought leadership of the consulting world
with the leading capabilities of the marketing services industry to support our clients’
business needs, such as launching new products, repositioning a brand or participat-ing
in the social world. Razorfish has offices in markets across the United States, and
in Australia, Brazil, China, France, Germany, Japan and the United Kingdom. Clients
include Mercedes, Unilever and McDonald’s. Razorfish is part of Publicis Groupe. Visit
www.razorfish.com for more information. Follow Razorfish on Twitter @razorfish.
ADOBE
Adobe is changing the world through digital experiences. For more information,
visit www.adobe.com.

Supplemental Material
METHODOLOGY
In August 2013, Razorfish and Adobe jointly commissioned a reputable third-party
vendor to collect data from companies on perceptions and adoption of digital mar-keting
technologies. The questionnaire consisted of 46 questions, and addressed
perceived marketing challenges, digital marketing maturity and specific technolog-ical
capabilities.
There were 685 CMOs, or similarly situated budget-setting marketing executives
from five countries and six industry verticals (Figure 10), who participated in the
study. Each respondent represents a single company whose annual revenue
exceeds $500 million U.S. dollars.
Figure 10: The State of Always-On Marketing Study sample counts by country and
industry.
U.S. Germany France Canada U.K.
Industry
N=
Automotive 21 34 22 18 20 115
Financial Services 24 32 14 22 21 113
Leisure , Travel and Hospitality 22 33 22 20 20 117
Business to Business (B2B) 25 25 21 21 19 111
Retail and Consumer Packaged Goods 22 31 23 19 20 115
Telecom, Media and Entertainment 24 31 19 21 19 114
Country N= 138 186 121 121 119 685
National differences can affect results for either methodological or substantive
reasons. Methodologically, respondents may interpret and answer the same set
of questions differently, purely based on differences in cultural norms and con-versational
conventions. Of these two sources of concern, past cross-national
research on survey response bias does not reveal marked differences in response
patterns among the countries included in the present study.
Substantive factors may include, but are not limited to, market size, regulatory
constraints, digital technology adoption, international affiliations and general
macro-economic vitality. Figure 11 highlights a few of these unaccounted for
cross-national differences that can be reasonably expected to shape our results.

Figure 11: Technographic differences that demonstrate cross-national differences.
U.S. Germany France Canada U.K.
Mobile Broadband %
Penetration (ITU Estimates)
75% 41% 52% 50% 72%
Smartphone % Penetration
(Google Estimates)
56% 40% 42% 56% 62%
% of smartphone owners that
have made a purchase on
device (Google Estimates)
46% 32% 26% 27% 39%
Per Capita Spend On e-Retail
(USD) in 2007 (Kshetri
Bebenroth, Williamson 2010)
286.44 207.77 196.36 59.45 442.43
Figures from the United Nations International Technology Union show that mobile
broadband penetration in 2012 was much higher in the U.S. and U.K. than it was in
other countries. Inclination to shop on a mobile device (Google, Our Mobile Planet)
and the amount spent on ecommerce per capita (Kshetri, Bebenroth, Williamson
2010) are also higher in the U.S. and U.K. It is not clear how differences such as
these might impact perceptions, since perceptions of how “well” one is doing are
typically benchmarked against others. Across countries, the benchmarks that might
inform respondent perceptions are not the same.
The limited number of countries in the dataset prevents us from statistically
confirming or ruling out either substantive or methodological factors as possible
explanations for any observed cross-national differences.
FIGURE 2
Predicted probabilities were obtained with a Poisson regression model using ro-bust
standard errors to overcome the mean — variance equivalence assumption.
Poisson model results were compared with those from negative binomial models
with very little differences in coefficient output. Poisson model results were adopt-ed
based on superior model fit statistics; however, both methodologies produce
roughly the same probability estimates.

PACE INDEX™
This study utilizes the PACE Index™, which evaluates a company’s perceived
state of digital marketing readiness across four marketing dimensions: platforms,
analytics, channels and experiences. It aggregates responses from 18 survey
questions (see below) into a single scale ranging from a possible low of one to a
high of 100. A company’s PACE Index™ score serves as an initial metric that aids
in developing a blueprint to activate Always-On Marketing.
PACE
INDEXTM
PLATFORMS ANALYTICS CHANNELS EXPERIENCES
Data Collection and
Execution
(6 Questions)
Customer
Measurement
(1 Question)
Customer Identification/
Measurement
(4 Questions)
Cross-Channel Content
Delivery
(2 Questions)
Digital Data
Strategy
(1 Question)
Insight/
Analysis
(1 Question)
Customer Needs
Delivery
(1 Question)
Insights Applied Across
Digital Channels
(1 Question)
Content
Development
(1 Question)

SM

The State of Always-On Marketing Study

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