1、TABLE OF CONTENTSFOREWORD 4KEY FINDINGS 6ABOUT THE RESEARCH 6CUSTOMER DATA ANALYTICS 7MARKETING ATTRIBUTION CAPABILITY 20CUSTOMER DATA AND GDPR 25UNDERSTANDING EXTERNAL INFLUENCES 27HARNESSING ARTIFICIAL INTELLIGENCE 30SAS VIEWPOINT 33ABOUT SAS 34REFERENCES 35FOREWORDResearch by Gartner supports thi

2、s, suggesting 89 per cent of marketers will primarily compete on customer experience instead of price in the coming years.1 At the same time, the increased use of social media and mobile devices, combined with the burgeoning Internet of Things, is resulting in higher volumes of increasingly complex

3、data being generated. For an organisation to understand their customers and deliver relevant and personalised experiences, they need to consider the best way to analyse all of this data, extract useful insights and action those insights in a timely manner, even in real time where appropriate. Those

4、organisations that can achieve this will realise significant competitive advantage. McKinsey reveals that organisations using analytics to leverage customer behavioural insights outperform peers by 85 per cent in sales growth, and more than 25 per cent in gross margin.2And there is evidence that man

5、y organisations are recognising the competitive edge that analytics can deliver. According to research by Gartner, the biggest share of marketing budgets 9.2 per cent went to marketing analytics in 2017, indicating that customer insight is a priority for Chief Marketing Officers (CMOs).3There is cle

6、arly a drive for improved customer experience and more efficient use of resources through use of analytics, but there remains a broad spectrum of analytical capability from organisations that are just starting out using analytics to segment their customer base, to leaders that are deploying predicti