2018年首席营销官调查：品牌如何取胜数字经济（英文版）.pdf

CMO Survey 2018How brands win in the digital economyCMO Survey 2018 ContentsForeword The speed read Annex: About the respondents12345Marketing in turmoil?Capitalising on consumer attentionBridging the gapConclusionsDigital trends disrupting marketing34-68-1011-1718-2526-3233-3435-362.CMO Survey 2018 Foreword by Nigel MorrisChief Strategy and Innovation Officer, Dentsu Aegis NetworkIts a huge pleasure to launch our 2018 CMO Survey. This research, encompassing the views and inputs of 1,000 CMOs and C-level marketing executives around the world, gets to the heart of the challenges and opportunities facing marketers today. Amid huge levels of debate and soul-searching about the state of marketing, and particularly the impact of digital technologies, this report provides a snapshot of CMO sentiment. It also sets out some of the key areas that we believe will be critical if brands are going to be successful in the context of the digital economy.My own view is that there has never been a more exciting time to be a marketer. Despite some of the more negative headlines, marketing works. But it just works differently from before. To help set some context, I believe three areas of change are particularly important to understand. First, while the fundamental principles of marketing have not changed, in terms of the tools and capabilities with which brands can execute their strategies weve seen huge disruption. The speed of growth and the variety of new channels through which brands can engage consumers is astonishing. But many brands are guilty of letting the tail wag the dogof allowing a short-term preoccupation with digital detract from long-term brand-building. As with any innovation, these tools need to be considered in the context of a brands long-term strategy and as part of an integrated marketing mix that address all phases of the consumer lifecycle.Second, the increasing volumes of consumer data have put marketing at the apex of the firms growth engine. With terabytes of data flowing into the marketing function, there is an unparalleled opportunity to spot new opportunities for revenue growth. However, capitalising on that will place new demands on marketersboth in terms of handling data responsibly as well as developing the skills to help separate data from insight. Third, marketing is now fundamentally a two-way, continuous dialogue with consumers, where most brand interactions are initiated by consumers themselves. Rather than simply pushing messages out of the door, marketers must engage in a conversation of far greater complexity and, usually, less control. Being able to develop creative experiences that attract consumers to you, on their terms, will be essential if brands are to remain relevant. In a demand-led economy, its those brands that are best at reorienting their business and operating models around the consumer that will win. That can take time and money, both of which are in short supplyCMOs identify a lack of long-term investment as the key challenge to delivering their strategy. Breaking this cycle of short-termism and communicating better the business value of long-term brand investment will be critical to embracing the potential of disruption and winning in the digital economy. Id like to thank those CMOs who took the time to share their views with us and I look forward to continuing the conversation over the coming months and years.3.CMO Survey 2018 The speed read We believe that there has never been a more exciting time to be a marketer. Digital technologies may be arming marketers with new tools to deliver their strategy. But it is the deeper shift towards a digital economy that demands a more fundamental resetting of a brands long-term strategy than many appreciate. To help understand how brands can win in a digital economy, we conducted a global survey of 1,000 CMOs and senior-level marketers from across ten markets and across industry sectors. Our analysis shows marketing in flux, but by no means finished. Most CMOs expect their budgets to increase over the next 12 months. But the composition of that spend is changing. Those able to adapt quickly enough to the realities of the digital economy will be the winners. Digital technologies have helped erode barriers to entry and create the conditions of near-perfect competition between producers and consumers. In this demand-led economy, growth is emerging from unexpected quarters as brands step out of their traditional industry. Within this context, CMOs are in a unique position as the growth antennae of the business, turning consumer insight into the next commercial opportunity. Reflecting this, two-thirds of CMOs see driving business growth as their primary role. How can CMOs support business growth? Primarily by securing long-term consumer relationships (70%) and finding new sources of revenue (63%). Data is the enabler that allows businesses to identify new growth opportunities. If you have the data, you have the advantage. Over the next 2-3 years, CMOs see the ability to use data to reach real people, rather than proxies or customer segments, as the number 1 strategic opportunity. However, a data breach or misuse of consumer data is also the number 1 strategic risk, identified by a third of CMOs globally. Furthermore, 60% of CMOs believe that the European Unions General Data Protection Regulation (GDPR) will make it harder to build a direct relationship with consumers.Barriers to entry are being erodedData is unlocking new growthand riskCompetition for consumers is intensifying While the ways in which brands can reach consumers are becoming more diverse and tech-driven, the challenge is that many consumers are simply not that interested in traditional forms of advertising. 4.CMO Survey 2018 Capitalising on consumer attention The answer lies in creating a model of consumer interaction where each touchpoint provides a potential route to a transaction, requiring all elements of the marketing machine to be aligned in real time. How can brands create these perfect moments of marketing? Five ingredients stand out:1. Create experiences: Creating ideas and campaigns that connect emotionally and endure will be critical if brands are to attract consumers to them, rather than pushing more traditional messaging to them. 71% of CMOs believe this to be the case. 2. Target real people: 79% of CMOs believe that the use of data to target real people rather than proxies will be important to maximising the value of consumer relationships over the next 2-3 years. Adapting to a fluid regulatory environment and flexing capability across people-based, device and panel data will be key. 3. Rethink media: The definition of media is changing and has moved beyond distribution channels alone. CMOs also choose to define it more broadly across technology (48%), content (44%), distribution channels (41%) and data (38%). Each of these provides a potential source of consumer insight and a more holistic way of using media to reset strategy. But, while CMOs agree that value from media investment lies in sales growth (identified by 76% of CMOs), as yet a far smaller proportion are using this insight to reset their strategy. 4. Close the brand commerce gap: Maximising the potential value of consumer engagement requires brands to ensure that each point of interaction can potentially result in a sale. More than two-thirds of CMOs say that integrating brand engagement and commerce/conversion will be an important way of engaging consumers over the next 2-3 years.5. Embrace authentic brand purpose: Nearly 70% of CMOs said that connecting their brands to social impacts was an important way to engage consumers. As younger generations take an active interest in the social and ethical performance of brands in their decision-making, this capability will only increase in importance. CMOs confirm that engaging is the most challenging part of the consumer lifecycle for businesses to deliver againstboth today and in the future. Why? Increasing levels of competition (56%); consumers intolerance for advertising (46%); and information overload (44%). As competition intensifies for consumer attention, how can brands capitalise on moments of interaction that will be increasingly rare and most often initiated by consumers themselves?5.CMO Survey 2018 But a number of challenges need to be addressed While the key ingredients of success in the digital economy are emerging, there are a number of challenges that will need to be overcome if this potential is going to be fully realised. A handful emerge from our survey:Making marketing an innovation engineOnly one third of CMOs see their primary role as leading disruptive innovationand only a slightly higher proportion see their role as delivering business transformation. These activities will likely need to grow as priorities if brands are going to reorient themselves quickly around the needs and wants of the consumer, reassessing their strategy and changing the business accordingly. Securing long-term investment Nearly half of CMOs identify securing long-term investment as the biggest challenge to delivering their marketing strategy. CMOs find themselves managing competing imperativesnot least, the need to deliver short-term results while also building a long-term brand proposition. Shifting the focus back to long-term, sustainable brand health will be needed to help engage consumers and deliver consistently. Managing the data delugeWhile there is more data available today, 61% of CMOs believe it is harder to extract insight from it. This places a new emphasis on skills and capabilities, particularly in such areas as data science. Brands are currently focusing on build versus buy strategies to engage consumers better through data, including making better use of existing data (57%); hiring specialist talent (52%) and developing training programmes for existing employees (48%).Harnessing the ecosystemThe way in which brands engage with external partners and suppliers is changing. For example, 52% of CMOs will bring more marketing capabilities in-house over the next 2-3 years, while one third will reduce the number of marketing agencies they work with. Building internal capability while also marshalling an increasingly diverse set of service providers will be equally important. Working better with marketing agenciesCMOs believe that an explicit focus on efficiency and cost reduction is the weakest area demonstrated by the marketing agencies they work withfollowed closely by their ability to provide fully integrated solutions across all elements of the marketing mix. This finding speaks to the need for agencies to reduce complexity for brands while also maintaining a clear eye on the competitive cost pressures they face. 6.CMO Survey 2018 7.CMO Survey 2018 1. Marketing in turmoil?2018 has generated plenty of gloomy headlines for marketers within global brands. It seems like marketers and brands are facing unprecedented challenges as the digital economy continues to disrupt the way we engage with consumers. Many commentators have judged that the traditional marketing funnel is fundamentally brokenat both ends. There are doubts about the effectiveness of advertising mediated through digital media platforms and even questions about many of the assumptions by which marketers have navigated for many years. Weve seen high-profile consumer packaged goods companies radically pulling back how much they spend on ads, the impact of ad tech, big consultancies entering the industry and advertising fraud and brand safety.Ad tech is growing in powerIn an economy in which data increasingly means the power to target and tailor, power is flowing towards those companies which can collect more. Google and Facebook represent about 60% of the US digital ad market and have captured about 90% of the growth in spending, as brands look The past year has seen a number of big name consumer goods brands make public commitments to cut marketing spend in response to slowing market growth, increased competition and investor pressure. Unilever, which has a 7.5 billion marketing budget, has announced that it will halve the number of agencies it uses globally and cut the number of ads it produces by 30%. Procter section 3 identifies the key capabilities that will be needed to engage consumers; section 4 highlights some of the challenges that brands still face if they truly want to thrive in the digital economy; and section 5 offers some conclusions as well as practical questions for CMOs to take away and reflect on. 10.