营销人员如何做决策：营销分析的现状

April 2026 Executive Summary Marketing measurement has reached an inflection point. Afteryears of investment in analytics tools, platforms, and datainfrastructure, the question is no longer whether marketingorganizations measure. It’s whether that measurement changesanything. likely to have established cross-functional CLV ownershipbetween marketing and finance (53% vs. 35%). Their advantagescompound: better governance leads to higher data trust, whichenables more strategic use of measurement, which drives betterdecisions. These organizations didn’t leapfrog the rest withtechnology. They invested in the less visible, harder-to-buildstructures, dedicated analytics resources, formal datagovernance, and collaborative ownership models that maketechnology productive. This study surveyed 103 senior marketers across North Americato understand the state of marketing analytics and decision-making. The findings reveal a pattern that cuts across industriesand company sizes: most marketing organizations have reacheda level of analytics capability that is functional but not yetstrategic. KPIs are consistent but primarily used for reporting:only 30% of marketers trust them enough to drive strategy. Datais consulted in decision-making, but only 29% can tracedecisions back to a data-supported rationale. Analyticscapabilities are growing in sophistication, but just 22% describethem as robust. Across governance, data trust, attribution, anddata unification, roughly half the sample sits in a “partial” or“moderate” tier, enough to operate, not enough to lead. The study also surfaces differences between B2B and B2Corganizations. B2B marketers are more likely to measure ROI atthe customer level (53% vs. 32%), center their success metrics onlead generation (50% vs. 32%) and lean harder on third-partyenrichment (60% vs. 45%). B2C has built stronger cross-functional collaboration on CLV (41% vs. 20%), the onedimension where B2C clearly leads. Neither side has a definitiveadvantage; they carry different strengths and differentblind spots. Within this landscape, a segment of Advanced Marketers (29% ofthe sample) stands apart, not because they use different tools,but because they’ve built fundamentally different organizationalinfrastructure. They are twice as likely to trust their data at facevalue (70% vs. 36%), nearly twice as likely to use KPIs forstrategic decision-making (57% vs. 30%), and significantly more The implication for marketing leaders is that the next wave ofanalytics maturity will not come from better tools or more data.It will come from organizational decisions, where to placededicated resources, how to govern data, who co-owns themetrics that matter. The distance between the advanced and therest is not a just technology gap. It is a leadership gap. Agenda The Big Picture: The gap between aspiration and execution01 Marketing Analytics & Decision Making:The need to “think fast and slow”–or “closing the gap betweendata that is immediately accessible and robust ROI”02 Challenges and Opportunities:Limited resources, imperfect data, brittle outcomes03 Deep Dive 1: The case for Advanced Marketers in analytics04 Deep Dive 2: B2B vs B2C05 Study Makeup &Methodology 103 Private Sector Senior Marketersfrom North America Online Survey, LOI 13mFieldwork: July-Nov 2025 Respondents sourced from MMAand two verified external B2Bpanel providers. 01 The Big Picture The gap between aspirationand execution The Big Picture Marketers believe they’ve aligned measurement with strategy, but theirown data tells a more cautious story. Nearly half (46%) say measurement is significantly aligned with businessstrategy, and 41% say insights significantly drive innovation. Yet, thefoundation is softer: only 30% trust their KPIs enough to use themstrategically (most use them for reporting), only 29% can trace decisionsback to data, and just 22% describe their analytics capabilities as robust. The majority sit in a “growing but not yet there” middle tier. The gap isn’tawareness: it’s execution. Marketers know what good looks like; they justhaven’t built the infrastructure or organizational muscle to get thereconsistently. Measurement is aligned with strategy, but thereality of current capabilities limits impact Marketers strive to align Measurement withBusiness Strategy Alignment between Measurement and Business Strategy Marketers see an opportunity for analyticsto support long-term innovation Contribution of insights to innovation KPIs are consistent but not always trusted Data is usually consulted but decisions arenot yet data driven or validated Analytics capabilities are growing insophistication but are not robust yet Analytics capability assessment 02 Marketing Analyticsand Decision Making The need to think “fast and slow”–or “closing the gap between datathat is immediately accessibleand robust ROI” Marketing Analytics and Decision Making The CMO owns the measurement roadmap (62%), but the toolkit they’reworki