Measurement, talent and strategic use of AI: marketers share their priorities for 2024

As we begin a new year, I’m excited about the work we’re doing in three areas: personal interaction, data and measurement.

First, after years of transitioning to digital-first strategies, our customers and community are looking for more personal, direct and real interaction. Over the past two years, we have prioritized creating this experience through Configuration, our annual conference for people who design and build products. Last year there were over 8,000 participants and we are excited to expand the experience this year. I truly believe in the impact of in-person gatherings as an opportunity to deeply engage with our customers and as a way to support the Figma brand.

Second, although data has always been at the heart of our discipline, marketing teams are experiencing a massive transition. An emerging and critical driver of modern marketing is how we run the business, rather than over-indexing on (and paying for) top-of-funnel metrics, such as visits, reach, and impressions. I will continue to evaluate the success of our campaign through this lens in 2024 and work delicately to balance data with research and user insights.

Third, the marketing technology stack has grown significantly over the past few years. We have more systems and tools, which presents incredible opportunities but can also be overwhelming. At Figma, we prioritize tools that help us track our sales funnel and leads, like a more traditional B2B team would, as well as using exciting new technology that helps us better understand our growth funnel product-focused.

Unlike traditional B2B funnels, our leads come primarily from our self-service tool, more than any other referral source. Our demand generation team is primarily focused on nurturing these leads and leveraging internal intent signals, rather than investing only in external intent signals and search terms. And of course, I’m extremely excited about advances in artificial intelligence and marketing, which help us act faster and more effectively, and maximize the impact of individuals on our team today. I believe AI can make parts of our workflow more efficient and amplify what makes us special: our creativity, our brand, and our deep connection with customers.

Google launched 2024 with a wealth of data and change tracking. This means that CMOs are working to get the most out of their marketing measurement approaches – or at least to ensure that data blindness doesn’t derail their marketing progress and, therefore, their business growth ambitions. for the year.

First, Google Analytics 4 is rolling out to all enterprise customers after its initial launch last year. This is a big step forward by Google to bring more analytics and measurement to customers. While in the long run this is the right thing to do because it allows for a more customizable and precise approach, it presents some quirks and requirements that mean marketing teams need to upskill or find new partners. Google will also implement a new way of tracking cookie consent by March to improve data privacy, while phasing out third-party cookies from the Chrome browser by 2024. All these changes mean that digital tracking, software skills and data science are becoming the most sought-after skills within the sector. forward-thinking marketing team.

Beyond Google’s shenanigans, AI continues to advance, judging by its use by UK marketing teams. This recent investigation suggests that AI adoption improves marketing ROI by 79% through improved workflow processes, channel scalability without additional headcount, and improved marketing channel performance . 2024 is the year when these first tests will begin to be fully integrated into organizational setups and the broader business.

One of the biggest trends in marketing and one of the things we’re focusing on is measurement. How do you spend your book to get the best return? This brings us to three things we need to think about: what we market, where we market it, and how we market it.

For us, it is a physical product, but it is also a series of advantages: that it is accompanied by a 15-year guarantee, options in terms of purchase, a glove delivery service whites. The where is the really interesting part, especially in the post-cookie context. We are an omnichannel company, 80% of our sales are online, but we have nine stores. And what we find is that customers are much more likely to buy from us when they’re near a retail location. This means that rather than just spending dollars on pay per click where there is a customer, we are really looking for the right mix of not only marketing channels, but also spending where we have the best chance of converting a customer. potential into an active customer. customer.

And then the how is really about constantly questioning and experimenting with different ways of using the channels: direct mail, paid search or paid social – and how that interacts with the creative and geographic element.

There are also a few other priority areas that we’re really aware of. The first is talent. We are a hybrid company with many of our colleagues on remote contracts. This has many advantages and disadvantages, many management and leadership challenges, but also great advantages in terms of flexibility. This is great for our employer brand, especially at a time when attracting and retaining high-quality marketing talent is critical. What we’ve seen in marketing is five to ten years of I-shaped talent who are experts in areas like performance marketing. We are now in a space where we need T-shaped talent with broader skill sets and greater commercial awareness. It is a challenge and an opportunity.

The second is AI. Every marketer is already using AI indirectly; if they use Google or Meta services or any measurement technology, they are using some form of AI. Where the direct application of AI starts to get really interesting is how can we solve business opportunities and business problems using this technology?

2024 will be the year of personalization, with a wider range of preventive and digital health solutions. This trend has emerged over the past few months and is expected to become more important in people’s lives as people look for highly personalized solutions that meet their individual needs. They want the best experience, the best product and the best deal, all while remaining sustainable.

New habits, expectations and models of care around health and personal health are generating constant rethinking by businesses to deliver the most relevant brand experience. This opens a significant opportunity for healthcare brands to capitalize on growing consumer demand and engagement; it also involves the responsibility to establish relationships based on trust, respect and transparency.

Awareness, education and empowerment are essential to ensure that the science behind brands is well understood and that taboos and myths are constantly challenged, especially when it comes to health. By humanizing science and using creativitywe can drive consumer engagement in meaningful ways.

What about the challenges? The global reach and accessibility limitations are definitely a key issue to address. This is part of Bayer’s “Health for All, Hunger for None” mission to support underserved communities and people who lack access to basic healthcare.

Technologies such as AI, mobile applications, wearables and digital platforms are also part of the solution providing a holistic ecosystem that offers the consumer personalized health insights and recommendations on a daily basis. Certainly, with the speed of the world we live in and the wealth of information that bombards us every day, authenticity and simplicity are becoming increasingly difficult to find. What is the best solution for My condition? What is I I really need My personal situation presenting these symptoms?

Now more than ever, people play a major role in leading a healthy lifestyle and ensuring their well-being.