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While Adobe has been able to maintain a great level of success, it are facing a bigger challenge than ever: how to overcome market saturation of its core customer base.

Learn how Live Nation for Brands established itself as a media organization beyond a live entertainment company and pushed the industry's traditional conventions of "brand sponsorship" to true "brand partnership" through live music culture.

STX Entertainment used B.O.S.S (Business Outcomes, Strategy and Systems) to tee off a multi-year process to combine richer consumer insights, a marketing technology stack, agency reorganization, 2nd party data agreements, and robust analytics.

With the evolution of digital media, addressable TV, and the ability to influence in-store marketing efforts, it is more important than ever for PepsiCo to take a thoughtful, nuanced approach to each activation underpinned by an understanding of what drives its consumer.

The data-centric nature of the world we live in today, coupled with Adobe's focus on doing the best for its customers, catalyzed a rethinking of the way Adobe used big data to more accurately measure the monetary value of its customers.

To create a single source of truth of marketing ROI for the entire company, Square, Inc.'s Marketing Analytics team drew on internal expertise in operations, data engineering, and data science.

Learn more about PepsiCo's Media Transformation journey to enable our media teams with real-time data accuracy, agility, and collaboration across an extremely complex ecosystem of brands and investment opportunities.

LongHorn Steakhouse believed that targeting first party data with paid media had the potential to unlock effectiveness and efficiency wins, but it needed strong data measurement to prove out a shift in strategy.

As USA for UNHCR evolved and grew, it recognized that it needed to unify data sources into a single source of truth so it could better serve its donors and more importantly, better serve refugees.

Learn how Live Nation for Brands established itself as a media organization beyond a live entertainment company and pushed the industry's traditional conventions of "brand sponsorship" to true "brand partnership" through live music culture.

To capitalize on the existing talent and resources at U4U to better protect and empower refugees, The Hive, the innovation lab at U4U, in conjunction with leadership, decided to bring analytics in-house rather depending upon on external vendors to optimize our programming to better serve refugees.

In order to measure the total impact of marketing, not only did Intel need an approach it could trust to deliver transparent, believable results, but it needed a way to measure Return on Advertising Spend (ROAS) that was credible and defendable to all internal stakeholders.

In a declining market for beer, Natural Light used analysis and data to identify exactly what issues they needed to prioritize solving.

The Pittsburgh Cultural Trust created the smART collaborative marketing database, which allows member organizations to confidentially share their buyer data and target high-probability prospects without overwhelming households with offers of little interest.

Saving for retirement may seem overwhelming to most workers. Nationwide's main goal for this campaign was to help everyone across America understand what their retirement needs may be and what actions they can take to improve their retirement wellness.

By using analytics dashboards to visually tell the story of the headwinds and tailwinds of weather and how they affect all parts of the business, Scotts Miracle-Gro could make better decisions and be more efficient and effective.

Walmart's goal was to take a rigorous, data-driven approach to understand the possible impact of increasing the wages of associate-level employees on its corporate reputation.

Cisco created a KPI called "Engagement Points" — a measure of engagement that happens between Cisco and its customers and partners on both digital and physical domains.

Lack of easily accessible, accurate data to monitor campaign performance resulted in a culture at PTC that did not consistently use data to drive Marketing decisions. Our key initiative was to implement a measurement framework that addressed these gaps and changed the way Marketing measured, reported, analyzed its performance.

For Theraflu to be competitive, we needed to be seen as a brand that was just as fast as our medicine, bringing information to the consumer faster than our competition.