Inside Digital & eCommerce 2026 Survey | CPG | Industrial / FMCG / Brand Manufacturers
An Australian Study | Arktic Fox & Six Degrees Executive
About Your Organisation
What is your job title?
*
CEO / Managing Director
CMO / Marketing Director
Head / Divisional Marketing Leader (eg head of a brand or CRM, etc)
eCommerce Director / Head of eCommerce / eCommerce Manager
Marketing / Digital Manager
Sales Manager / Sales Director
Head of Shopper Marketing / Shopper Marketing Lead or Retail Media Lead
Individual Contributor - Marketing / Digital or eCommerce
Consultant or Agency Professional
What industry do you work in?
*
Please Select
Food & Beverage (Non-Alcoholic)
Alcoholic Beverages
Health & Wellness
Personal Care & Beauty
Household & Cleaning
Baby, Family & Lifestyle
Hardware, Home Improvement & DIY
Apparel, Footwear & Accesories (Brand-led)
Consumer Electronics & Appliances (Brand-led)
Other
What is the size of your organisation (in Australia)?
*
0 – 10 employees
11- 50 employees
51 – 200 employees
201 – 500 employees
501 – 1000 employees
1001 – 5000 employees
5000+ employees
What is the revenue of the organisation (Australian operations)?
*
$0 - $1m
$1,000,001 - $10m
$10,000,001 - $50m
$50,000,001 - $100m
$100,000,001 - $1bn
>$1b
What customer base is your organisation serving?
*
B2B
B2C
Both B2B & B2C
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Omnichannel experience, data, and personalisation
How strategically important are the following initiatives to your organisation's strategy over the next 12 - 18 months?
*
Rows
Not important
Somewhat important
Important
Very important
N/A
Personalisation across channels and journeys
Delivering seamless omnichannel experience
Driving eCommerce sales growth
MarTech utilisation
Customer and 1st party data strategy
Loyalty strategies & initiatives
How mature is your organisation's capability in these areas?
*
Rows
Nascent
Emerging
Developing
Advanced
Leading
N/A
Personalisation across channels and journeys
Omnichannel experience delivery
eCommerce
MarTech adoption
Customer and 1st party data strategy & activation
Loyalty strategies & initiatives
Which statement best describes your organisation’s omnichannel strategy today? (Select one)
*
We do not have a clear omnichannel strategy; channels are planned and operated independently
We have articulated an omnichannel ambition, but execution varies by team or channel
We have a shared omnichannel strategy that actively informs cross-channel planning and decision-making
Omnichannel experience is a core commercial and shopper growth priority, supported by leadership and investment
Omnichannel is embedded across the organisation and measured at a customer and journey level
When it comes to omnichannel experience delivery, how would you rate your organisation across the following dimensions?
*
Rows
Nascent
Emerging
Developing
Advanced
Leading
Unsure
A clearly defined omnichannel experience vision that informs roadmaps, prioritisation and investment decisions across the organisation
Consistency of brand experience across channels (owned, retailer and third-party)
Ability to deliver personalised and relevant experiences across channels
Technology platforms are well integrated and support consistent experience delivery across channels
Alignment between internal teams (marketing, eCommerce, media, CX) to deliver omnichannel outcomes
Ability to collaborate effectively with retail partners to deliver joined-up experiences
Where do you see the biggest opportunities to improve or enhance personalisation over the next 12 - 18 months? (Select up to 2)
*
Capturing shopper data to support our ability to target and personalise media and experiences
Identifying more targeted opportunities with retailers to reach the right customer with the right message
Improving product content to better tailor experiences to different customer and segment needs
Improving how we use first-party and consented data across key marketing and experience touch points
Personalising creative and content based on shopper missions, occasions and use cases
We don’t see personalisation as a priority
What strategies are you currently deploying to drive loyalty and engagement with shoppers and to build more direct relationships where possible? (Select all that apply)
*
Brand-owned loyalty program
Subscription based offerings
Rewards or incentives e.g. cashback offers, coupons
Competitions or prize draws
Participation in retailer loyalty-based initiatives
Experiential rewards (events/tastings etc)
We are not currently deploying any of these
What strategies do you plan to deploy over the next 12 - 18 months to drive loyalty and engagement with shoppers and to build more direct relationships where possible? (Select all that apply)
*
Brand-owned loyalty program
Subscription based offerings
Rewards or incentives e.g. cashback offers, coupons
Competitions or prize draws
Participation in retailer loyalty-based initiatives
Experiential rewards (events/tastings etc)
We are not currently planning to deploy any of these
How significant do you / your organisation believe AI will impact how shoppers buy?
*
I / we believe it will have a significant impact
I / we believe it will have a moderate impact
I / we believe it will have minimal impact
Unsure
How is your organisation adapting to that change? (Select all that apply)
*
We are not currently adapting to this change
We are monitoring developments but have not yet acted
We are adapting our search and discoverability strategy for AI (e.g. GEO, AI-driven search and discovery)
We are evolving how we develop our product data to better suit how shoppers discover as a foundational enabler for AI
We are upskilling teams and building internal AI capability
We are working more closely with platform and retail partners to understand how AI-driven discovery is evolving
Unsure
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MarTech & data
To what extent does your organisation leverage customer technology to deliver its omnichannel and digital strategy? (e.g. marketing automation, eCommerce platforms, digital shelf analytics, product information management etc)
*
Nascent - Limited use of customer technology; largely manual or channel-specific
Early - Basic tools in place
Developing - We are expanding our use of tech to power our ambitions
Advanced – Our customer technology is fit for purpose and integrated to underpin our strategy
Leading – Our customer technology is future fit, connected and scalable, preparing us long into the future
Unsure
When it comes to MarTech, which platforms are your priorities for investment in the next 12 - 18 months? (Select up to 5)
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Customer data platform (CDP)
Loyalty platform
Marketing automation
Data warehouse
CRM
Digital asset management (DAM)
Content management system (CMS)
Digital shelf analytics
Web analytics
eCommerce platforms
Customer identity management &resolution
Workflow and resource management
AI tools
Product Information Management (PIM)
None of the above
Unsure
Other (please specify)
How confident are you that your shopper & product data and marTech foundations are ready to support AI-driven use cases (e.g. personalisation, agentic experiences etc)?
*
Very confident
Somewhat confident
Not very confident
Not confident at all
Unsure
When it comes to data and analytics how mature is your organisation and marketing & digital teams across the following areas?
*
Rows
Nascent
Emerging
Developing
Advanced
Leading
N/A / Unsure
Activating data to connect the shopper journey, enhance experiences and deliver personalisation
Translate data into actionable insights that inform marketing, digital and experience decisions
Robust reporting and performance measurement to understand eCommerce, omni-channel and shopper performance outcomes
Overall data literacy of our teams (being able to interpret, understand and make use of)
Does your role encompass eCommerce?
*
Yes
No
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eCommerce & digital shelf management
What are your top priorities when it comes to eCommerce and digital shelf management over the next 12 months? (Select up to 5)
*
Channel expansion (e.g marketplaces, quick commerce platforms, social commerce)
Market expansion (new territories or regions)
Building or growing our direct-to-consumer (DTC) model
Improving our end-to-end omnichannel experience
Improving our delivery proposition and fulfilment experience
Improving and enhancing our product content and digital shelf execution
Improving online availability to maximise sales and conversion
Increasing our focus on ratings and review-based content to improve online credibility of our products
Product portfolio innovation or expansion to better meet customer needs
Improving eCommerce profitability
Increasing price promotions or activations to drive sales
Improving search, discoverability and performance across SEO, GEO and AI-driven discovery environments
Better measurement of value and ROI from eCommerce and digital investment
Investment and focus on leveraging Amazon as a priority channel
Unsure
Other (please specify)
How many platforms and channels do you leverage as part of your eCommerce strategy? (a platform | channel could be your own site, Amazon, UberEats, Instagram Shops etc
*
Please Select
None
1
2
3
4
5
6
7
8
9
10
>10
Which of the following channels make up part of your eCommerce strategy? (Select all that apply - this question seeks to understand which platforms you are actively selling via as opposed to using solely for promotional purposes).
*
Your eCommerce site / DTC site
Social commerce
Marketplaces and aggregators
Conversational commerce (e.g: messenger apps/ chatbot selling)
Quick commerce platforms (e.g Uber, Doordash etc)
In-store kiosks
Voice commerce
Unsure
Other (please specify)
Where do you plan to focus energy and invest at a channel level over the next 12 - 18 months?
*
Rows
Decrease investment & focus
Start to trial / leverage
Maintain investment & focus
Increase investment & focus
Unsure
N/A
Our eCommerce channel (site)
Retailers & e-retailers
Social commerce
Marketplaces & Aggregators
Conversational commerce
Quick commerce
Voice commerce
What portion of revenue does eCommerce make up of your overall business?
*
Less than 10%
10-20%
21-30%
31%-40%
41%-50%
51%+
We are a pure-play eCommerce business, so it's all of our revenue
Unsure
On a scale of 1 - 5, how would you rate your organisation's maturity in the eCommerce space, vs global leaders?
*
1 = very low, we have a lot of work to do
1
2
3
4
5 =very high, we are on par with global leaders
5
1 is 1 = very low, we have a lot of work to do , 5 is 5 =very high, we are on par with global leaders
How much do you agree with the following statements?
*
Rows
Strongly Disagree
Disagree
Neutral
Agree
Strongly agree
N/A
eCommerce metrics are fully aligned with the achievement of business outcomes
Executive KPIs are aligned to achieving eCommerce & omni-channel outcomes
Our business understands the value and importance of digital commerce and effectively managing the digital shelf
Our business understands the value and importance of effective management and continuous optimisation of product based content to deliver eCommerce outcomes
eCommerce is seen or perceived as an integral part of our business
Our retail & channel partners are actively partnering with us to drive eCommerce success
What level of growth have you seen in eCommerce over the past 12 months?
*
Negative growth
< 10%
10-19%
20-29%
30%-49%
> 50%
Unsure
When it comes to product content (copy, information, images, video, reviews etc.) how would you rate your organisation's capabilities across the following dimensions?
*
Rows
Strongly disagree
Disagree
Neutral
Agree
Strongly Agree
Unsure
N/A
Our product content & images are of a consistently high quality across our full range of products across all digital channels
Our teams find managing, creating and distributing product content a relatively fast & painless process
Our online product content is consistent with our organisations branding guidelines and delivers a consistent customer experience across all touch points
Our organisation has the right product content to support our omni-channel eCommerce strategy across emerging markets & channels
Our trading partners (retailers/marketplaces) provide a seamless process to supply and exchange product content
We are effectively leveraging AI to optimise our digital content creation processes
We have clear ownership of product or services content within our organisation
What are the biggest barriers to growth in eCommerce within your organisation? (Select up to 3)
*
The level of investment is prohibiting growth of our eCommerce revenues
The whole business is not behind our eCommerce endeavours and direction
We struggle to deliver profitability through eCommerce
Our ability to move with the market - we are too slow to adapt/evolve
The technology we are utilising limits flexibility and agility
We are not resourced appropriately to realise the true potential of eCommerce
We can't find/retain the talent needed to be able to deliver on our strategy
Supply chain is not effectively supporting our ability to maximise eComm revenues and growth
Managing the size and scale of product content for all of our products and / or services to effectively drive eCommerce and digital shelf outcomes
N/A
Other (please specify)
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Are you currently buying Retail Media from retailers?
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Yes - we are buying retail media from Retailers through their networks
No - we don't currently buy retail media from Retailers through their networks
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Retail Media
How many Retail Media Networks does your organisation leverage as part of your media and customer strategy?
*
None
1
2
3
4
5
6 or more
Unsure
How are you planning to invest in Retail Media in the year ahead?
*
We are planning to invest slightly less in retail media (1 - 9% decrease)
We are planning to invest significantly less in retail media (10+% decrease)
We are planning to invest the same
We are planning to invest slightly more (1 - 9% increase)
We are planning to invest significantly more (10+% increase)
Unsure
If you think about the Retail Media networks overall, how would you rate the level of maturity of retailers in the following areas
*
Rows
Nascent
Emerging
Advancing
Sophisticated
Unsure
Retailers deliver effective reporting and insights for retail media
Retailers are able to effectively deliver omni-channel strategies and execution of retail media strategies
Retailers provide the ability to test and learn through networks
Retailers provide transparency across booking through to delivery
Which Retail Media Networks is your brand currently leveraging today as part of the media strategy? (select all that apply)
*
Cartology
Coles360
MixIn (Endeavour Group)
Amplify (David Jones)
Amazon Ads
Strat / Chemist Warehouse Media
Hammer Media (Bunnings)
Adore Beauty Media
PetAds network (PetBarn)
TWC Connect (Terry White)
Gulp Media (7 Eleven)
Priceline Retail Media network
Officeworks Retail Media network
Other (please specify)
What are the biggest challenges you face in the Retail Media space? (select all that apply)
*
Difficulty quantifying return, uplift and value from retail media spend
Pressure from retailers to increase retail media spend without sufficient budget or capacity
Insufficient budget to invest in retail media at the level required
Lack of internal knowledge or capability to effectively manage retail media in-house
Complexity navigating multiple retailer teams to build effective retail media plans aligned to broader brand and retailer strategy
Lack of consistency in standards, formats and measurement across retail media networks
Other
We do not currently face any significant challenges in retail media
How would you describe your level of trust in RMNs?
*
I / we have low levels of trust in RMNs today to deliver what they promise
I / we have a moderate level of trust in RMNs today to deliver what they promise
I / we have high levels of trust in RMNs today to deliver what they promise
How would you describe the level of capability your organisation has to effectively leverage Retail Media?
*
We have very low levels of capability and knowledge to effectively manage Retail Media
We have low levels of capability and knowledge to effectively manage Retail Media
We have adequate capability and knowledge to effectively manage Retail Media
We have strong capability and knowledge to effectively manage Retail Media
We have very strong capability and knowledge to effectively manage Retail Media
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Talent & Skills
Over the past 12 months, many businesses and brands have downsized or rightsized their business. Where is your company within that cycle?
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We haven't downsized or right sized our workforce and we don't plan to
We have completed our re-sizing and restructuring activities with no other planned changes
We are in the process of re-structuring or right sizing the business / teams
We have gone through an initial re-structure and right sizing exercise but there is more to come
Unsure
What were the key drivers behind these changes? (Select up to 3 reasons)
*
Cost reduction and margin protection
Positioning the business for future growth
Refocusing on core business priorities
Simplification of operating model and removal of complexity
Strategic shift or change in business direction
Technology or automation reducing the need for certain roles
Adoption of AI and digital tools reshaping capability requirements
N/A we haven't made any changes
Over the next 12 months, how do you expect your team structure to evolve? Select the option that best reflects your position.
*
Increase headcount, primarily permanent
Increase headcount, primarily contract or interim
Maintain current headcount but adjust skill mix
Reduce overall headcount
Restructure roles without changing total headcount
As AI accelerates, consumer behaviour shifts and cost pressure continues, where will you need stronger capability and resources over the next 24 months? (Select up to 5)
*
Commercial and revenue growth leadership, including pricing
eCommerce and digital trading
Retail media performance
AI, data and automation capability
Martech, CRM, first party data and customer lifecycle capability
Brand re-positioning & reinvention
Innovation and NPD
Customer and omni-channel experience and loyalty
Supply chain optimisation
M&A, integration or network expansion capability
Other (please specify below)
Looking ahead to 2026 and 2027, which workforce or capability risk poses the greatest threat to delivering your strategy?
*
Capability gap in AI, digital or data
Insufficient leadership depth or succession readiness
Retention of critical or high performing talent
Rising salary expectations and cost pressure
Difficulty attracting senior or specialist talent
Burnout, engagement decline or cultural fatigue
Skills misaligned to future growth priorities
Cultural misalignment during transformation or rapid growth
Over reliance on a small number of key individual
Other (please specify below)
As your organisation navigates technological change, economic pressure and evolving workforce expectations, which leadership capabilities and behaviours will define modern leadership over the next two to three years? Leadership capabilities (Choose up to 3)
*
Strategic and commercial decision making
Capital allocation and investment prioritisation
Data literacy and AI fluency
Designing future operating models
Workforce and capability redesign
Performance management and talent development
Omni channel commercial leadership
Influencing at Board and executive level
Customer centric and insight led decision making
Driving operational excellence and disciplined execution
None of the above
Leadership behaviours and mindset (choose up to 3)
*
Leading through ambiguity and uncertainty
Making timely, confident decisions under pressure
Creating psychologically safe environments
Emotional intelligence and empathy
Clear, honest and transparent communication
Role modelling accountability and ownership
Adaptability and flexibility in dynamic environments
Constructively challenging the status quo
None of the above
Do you have a strong internal succession pipeline for your most critical roles?
*
Yes, we have ready now successors for most key roles
Somewhat, we have emerging talent but gaps remain
No, we would need to hire externally for most critical roles
Unsure
When partnering with an external recruitment or executive search agency, what factors are most important to you in both permanent and for a contracting assignment? Please select up to 3 each for permanent recruitment and contract recruitment.
*
Rows
Permanent
Contract
Use of technology and AI to enhance search quality and speed
Proven track record and deep sector expertise
Stability and continuity of the consulting team
Deep functional specialisation and network depth
Established relationships and access to high calibre passive talent
Depth of market mapping and research capability
Market insight including salary, competitor and talent movement
Quality of shortlist, not just volume of CVs
Speed to market
Transparent communication and process management
Cultural alignment and brand representation
Strategic advisory capability, not just recruitment
Reputation in market / word of mouth referrals
Fee structure and overall cost
Flexibility in commercial model
Diversity and inclusion outcomes
None of the above
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