2026年企业内容与营销趋势洞察报告

How Enterprise Marketers Turn Scale IntoStrategic Advantage [New Research] Enterprise marketers know bigger doesn’t automatically mean better. Discover what drives theireffectiveness, AI adoption, personalization, budgets, and more in this research. Plus, get threestrategic moves for enterprise marketers in 2026. By Robert Rose It makes this segment of the B2B marketing landscapecompelling. Marketers inside companies with thousands— sometimes tens of thousands — of employeesmanage sprawling content ecosystems, navigate cross-functional politics, and orchestrate programs that touchcustomers, regions, and product lines at scale. Most of my career, I’ve heard smaller companieswistfully say: “If only we were bigger.” Bigger budgets. Bigger teams. Bigger tech stacks.Bigger everything. There’s this almost fairy-tale belief that once you crosssome mythical employee number, marketing suddenlybecomes easier — like the universe hands you a magicAmEx card and a full-time data analyst named Carl. If anyone should have marketing all figured out, it’sthem. In many ways, they do. Gravity has a cost But anyone who has worked inside a large enterprise(1,000-plus employees) knows the truth: Be careful whatyou wish for. However, that maturity has a cost — and enterprisemarketers feel it. Scale gives you power, but it also gives you reports,meetings, governance committees, and a level of cross-functional complexity that could qualify as an Olympicsport. Somewhere around 5,000 employees, “moreresources” quietly transforms into “more people toconvince.” The weight of scale brings drag — resource constraints,cross-department friction, slower decision cycles, andthe ever-present question hanging over every meeting:Are we moving forward or just moving? This year’s Enterprise Content and Marketing Trends:Insights for 2026 report, sponsored by ON24 and Canto,highlights that tension. That’s where enterprise marketers live and breathe. They don’t sprint or pivot overnight like high-growthstartups. They operate in systems with global teams,deep compliance structures, slow-moving approvals,and color-coded, matrixed organizational charts.The enterprise world has gravity: weight, pull, andconsequence. That gravity shapes everything. The results derive from the Content Marketing Institute’sannual content marketing survey released in October,B2B Content and Marketing Trends: Insights for 2026.However, this report focuses on enterprise teams — theones operating closest to the gravitational center of themarketing universe — to understand how scale shapeseffectiveness, creativity, technology adoption, datapractice, and the work ahead. Throughout this report, one idea resurfaces: Enterprisemarketers succeed when they learn to work with gravity,not against it. In the enterprise world, progress doesn’t come fromdefying gravity. It comes from designing for gravity. Usethis table of contents to navigate to the sections: •Marketing effectiveness•Content strategy effectiveness•AI implementation•Thought leadership•First-party data and governance•Experiential marketing•Personalization•Account-based marketing and experiences(ABM and ABX)•Budget priorities Their size gives them power, stability, and the abilityto build truly sophisticated marketing systems. Butthat same scale demands new approaches — lighterarchitectures, clearer strategies, and more intentionalhuman collaboration — to keep the work fromcollapsing under its own weight. Marketing effectiveness: Strength in the center of mass If there’s one place where the gravity of scale works in enterprise marketers’ favor, it’s the opportunity foreffectiveness. Larger organizations feel heavier, but that weight creates stability. It anchors teams. It forcescoordination. And enterprise marketers benefit from that center of mass, according to the research. Enterprise marketers’ effectivenessin the last 12 months More than two-thirds (68%) of enterprise marketers rate their marketing as highly or somewhat effective — higherthan the broader B2B cohort (59%). Fifteen percent of those enterprise marketers even exceeded their goals, also astronger showing than their B2B peers (12%). Here’s how enterprise effectiveness breaks down: •15% say they’re highly effective (exceeded goals).•53% say they’re somewhat effective (met most goals).•24% say they’re neutral (mixed results).•6% say they’re somewhat ineffective (fell short of most goals).•2% say they’re highly ineffective (failed to meet goals). The reasons aren’t mysterious. When asked what improved their effectiveness, enterprise marketers point tofundamentals that thrive under scale. •Content relevance and quality (64%)•Team skills and capabilities (54%)•Measurement and reporting (51%)•Alignment with sales (49%)•Technology and tools (41%)•Customer understanding and segmentation (38%)•Channel selection and optimization (33%)•Competitive positioning (28%)•Budget allocation (23%)•Market conditions (16%) Factors that improved enterpri