tag:econsultancy.com,2008:/topics/strategy-operations Latest Strategy & Operations content from Econsultancy 2017-09-22T14:24:47+01:00 tag:econsultancy.com,2008:BlogPost/69445 2017-09-22T14:24:47+01:00 2017-09-22T14:24:47+01:00 10 exciting digital marketing stats we’ve seen this week Nikki Gilliland <p>On we go.</p> <h3>Media agencies are wasting two days a week on admin-based tasks</h3> <p>New research by 4C suggests that media agency professionals are wasting the equivalent of two days per week performing admin, instead of focusing on creative and strategic tasks.</p> <p>In a survey of over 200 professionals, 84% of respondents said that they feel concerned about the actual value their agency brings to brands, and whether they are truly offering them value for money. </p> <p>The execution of social campaigns appears to be driving this concern, with 36% of respondents admitting that switching between platforms to manage campaigns is the biggest annoyance of their job. Some reportedly spend 17 hours per week doing this. Frustratingly, 63% said they believe the amount of time spent working on social campaigns will only increase over the next few years.</p> <p><img src="https://assets.econsultancy.com/images/0008/9105/4C.JPG" alt="" width="580" height="372"></p> <h3>Nearly a quarter of digital marketers don’t track marketing spend</h3> <p>According to research by Greenlight, digital marketers are suffering from a worrying level of uncertainty. </p> <p>It found that 36% of survey respondents don’t have confidence in their campaign targeting, while 18% don’t think their campaigns are reaching their desired audience at all.</p> <p>Alongside this, it appears marketers are also unsure about where their marketing spend is actually going. One in ten marketers are not even sure which channels are the most valuable for their campaigns, and 17% are yet to commit their budgets accordingly. Even worse, 23% are failing to track campaign spend whatsoever.</p> <p><a href="https://econsultancy.com/blog/69432-restoration-hardware-bid-on-3-200-keywords-found-98-of-its-ppc-sales-came-from-just-22-brand-terms/">Here's a somewhat-related cautionary tale about PPC</a>.</p> <h3>25% of internet users use a VPN network</h3> <p>In a study of VPN (virtual private network) usage around the world, <a href="http://insight.globalwebindex.net/vpn-usage-around-the-world?utm_campaign=VPN%20Usage%20Around%20The%20World&amp;utm_source=hs_email&amp;utm_medium=email&amp;utm_content=56524113&amp;_hsenc=p2ANqtz-9BFGKHYG9SI5WGcZaWaiorCGsdLV-cu_4llCF9RLxP_1AsqA0w7CJEXzSRH64Kva36hetevTnlUgwRHdG7IcFeZCp-pRXbxikV71F-CczXZzlK0Nk&amp;_hsmi=56549588" target="_blank">GlobalWebIndex</a> has found that 25% of internet users have used a VPN in the past month, and that 42% of these use a VPN daily. </p> <p>When it comes to the motivation for doing so, 50% of people said that they use a VPN for better access to entertainment, 34% said better access to social networks or news services, and 31% said to maintain anonymity while browsing.</p> <p>The study also found VPN usage to be lower in North America and Europe, with the top markets being Indonesia, India, and Turkey.</p> <p><img src="https://assets.econsultancy.com/images/0008/9107/VPN.JPG" alt="" width="650" height="323"></p> <h3>63% of consumers want biometric technology in-stores</h3> <p>Following on from the launch of the new iPhone, a report by <a href="http://www.worldpay.com/us/about/media-center/2017-09/shoppers-give-thumbs-up-to-in-store-biometrics" target="_blank">Worldpay</a> has revealed that consumers are growing increasingly demanding of new payment technology.</p> <p>In a survey of 2,500 consumers across the UK, 63% of respondents said they would like to be able to use a biometric scan to authorise payments in-store. 69% of consumers said they’d be open to using a finger to do so, while 24% said their face, and 33% said they’d be willing to use their eyes.</p> <p>Worldpay also found that consumers expect speed and convenience in other areas. Click-and-collect is highly in-demand, as are automated payments and bots - 65% of consumers said they’d rather pay a robot than waste time flagging down a waiter in a restaurant.</p> <h3>Mobile video ad spend jumps 142% in Q2</h3> <p>According to <a href="http://info.smaato.com/hubfs/Reports/Smaato_Global_Trends_in_Mobile_Advertising_Report_Q2_2017.pdf" target="_blank">Smaato</a>, spend on mobile video ads increased by 142% in Q2 2017, making it the fastest-growing mobile ad format.</p> <p>Rewarded video (full screen video ads that users can view in full in exchange for in-app rewards) was the fastest growing format, with spend increasing by 74%. In-app spending accounted for 94% of total mobile ad spending in Q2, compared with just 75% in 2016.</p> <p>Finally, full-screen interstitials were the most popular ad format among advertisers, accounting for almost two thirds of total mobile video ad spending in Q2.</p> <p><img src="https://assets.econsultancy.com/images/0008/9106/Smaato.JPG" alt="" width="600" height="392"></p> <h3>60% of 25 to 34-year olds find it easier to chat to brands via text</h3> <p>Mindshare’s <a href="http://www.mindshareworld.com/sites/default/files/FutureofRetailAW.pdf" target="_blank">UK retail trends</a> report has revealed the growing demand for instant and 24-hour customer service.</p> <p>Today, 60% of 25 to 34-year olds say that they find it easier to chat to brands via text message, online chat, or messenger apps. Meanwhile, 27% say they have used a chatbot in order to communicate with a brand.</p> <p>The report also found that consumer’s attitude to data is somewhat conflicted. Despite the demand for personalisation, with 56% of people saying that brands should be doing more with their data, 65% say they are still very selective about the companies they share it with.</p> <h3>Twice as many adults use the internet via a mobile than desktop</h3> <p><a href="http://www.vertoanalytics.com/10024-2/" target="_blank">Verto Analytics</a> has revealed that smartphones are now twice as popular than PC’s when it comes to accessing the internet.</p> <p>When tracking which devices 5,000 UK adults used to go online, it found that smartphones accounted for 57% of people, while traditional PCs accounted for 27%, and tablets for 16%.</p> <p>Smartphone usage was shown to peak during the morning, with this device accounting for 63% of the people online between 8am to 11am – three times as many people using a PC at that time. Meanwhile, desktop computers were found to have the largest audience share of 38% between the hours of 1am and 3am. </p> <p><img src="https://assets.econsultancy.com/images/0008/9109/Smartphone_PC.JPG" alt="" width="640" height="344"></p> <h3>Online retailers see unexpected growth in August</h3> <p>The latest <a href="https://www.ons.gov.uk/businessindustryandtrade/retailindustry/bulletins/retailsales/august2017#whats-the-story-in-online-sales" target="_blank">ONS</a> (Office for National Statistics) figures show that the average weekly UK online spend in August was £1.1bn - an increase of 15.6% compared with August 2016.</p> <p>This means that the amount spent online accounted for a total of 16.4% of all retail spending for the month, excluding automotive fuel. This figure is also up compared to 15% in August last year.</p> <p>Despite this year-on-year growth, Salmon has highlighted that shoppers have been predominantly spending on non-necessity and luxury goods and services, with the summer holidays and an increase in tourism contributing to this. As a result, Salmon predicts a dip in online spend as Autumn approaches.</p> <p><img src="https://assets.econsultancy.com/images/0008/9108/ONS.JPG" alt="" width="650" height="381"></p> <h3>Female influencers favour Instagram over Snapchat</h3> <p>Collective Bias has revealed that female <a href="https://www.econsultancy.com/reports/the-rise-of-influencers">influencers</a> are uninterested in Snapchat, with zero survey respondents saying that it is the most important channel to them. In contrast, 28.4% of influencers said that Instagram is invaluable.  </p> <p>Perhaps surprisingly, Pinterest came second in the survey, with 26.4% of respondents saying that they favoured the platform the most. </p> <p>Facebook and Twitter fared less well, but this is likely due to the less visual nature of the platforms as well as the subsequent lack of opportunity for sponsored, one-off posts.</p> <h3>Brits spend nearly eight hours per day consuming media</h3> <p>The <a href="http://ipa.us4.list-manage.com/track/click?u=1f2c3c8034116a764afbdc0a5&amp;id=e6d608e522&amp;e=cf106b3443" target="_blank">IPA Touchpoints</a> report has revealed that adults are spending seven hours and 56 minutes a day consuming media – an increase of 9% from 2016 and 13% from 2005.</p> <p>This means that adults spend just over two hours a day media multi-tasking (which means watching TV or using a laptop or smartphone while doing other things) – or nearly a quarter of that time spent consuming media in total.</p> <p>In terms of medium, television or video remains the most popular, with adults viewing an average of four hours and 35 minutes per week. Meanwhile, out of home media accounts for three hours 28 minutes, and social networking or messaging accounts for two hours and 53 minutes.</p> tag:econsultancy.com,2008:TrainingDate/3249 2017-09-21T17:54:01+01:00 2017-09-21T17:54:01+01:00 GDPR & Data-Driven Marketing <p>Not unsurprisingly data is at the heart of data-driven marketing; personal data that is.</p> <p>The engine providing all this personal data is Surveillance. Every ‘pip’ and ‘squeak’ of the human race is now fuel for the data-driven marketers. On-line, mobile, in-store, social; every interaction has the potential to provide meaningful, useable marketing insight.</p> <p>To succeed in delivering the results from your data-driven marketing strategies, you must be an expert program manager, multi-national legal guru and technical ‘know-it-all’! The pace of change is daunting, both technically and legally.</p> <p>The ‘Hero Objective’ of this course is to learn how to continue to drive results from data-driven marketing under the new GDPR and ePrivacy Regulation.</p> tag:econsultancy.com,2008:BlogPost/69407 2017-09-08T11:35:52+01:00 2017-09-08T11:35:52+01:00 Programmatic in 2017: An interview with Getintent’s George Levin Seán Donnelly <p>This is especially important as programmatic continues to evolve beyond basic retargeting to include digital out-of-home, TV and audio. The pace of change certainly isn’t making things easy for marketers to understand, let alone optimise.</p> <h3>Outsourcing programmatic versus managing in-house</h3> <p>With the rapid pace of change, it’s no surprise that many brands are using agencies to manage their programmatic activities rather than hiring their own teams. Of course brands may have their own reasons for this but it’s no surprise that one of the main criticisms of this approach is that it can negatively impact upon creativity.</p> <p>To discuss this, I caught up with George Levin, the CEO and co-founder of Getintent, a machine learning-powered programmatic platform. George had some interesting things to say about the state of ad tech in general and why he thinks programmatic should be managed in house.</p> <p><img src="https://assets.econsultancy.com/images/resized/0008/8831/george_levin_v.1-blog-flyer.jpg" alt="George Levin, the CEO and co-founder of GetIntent, a machine learning-powered programmatic platform" width="202" height="202"></p> <p><em>George Levin, the CEO and co-founder of Getintent</em></p> <p>Historically, there has been some uncertainty about what bringing programmatic in-house really means. For some, it involves contracting professional services from technology vendors; for others it’s about hiring the right people and integrating the right technology and aligning programmatic with other marketing activities.</p> <p>According to George: “Brands can only be creative when programmatic is brought in house. If you run everything in house, you can have some great creative. After all, who knows the brand and the customer better than client-side marketers?”</p> <p>George points out that this becomes especially important when it comes to running programmatic for more top-of-the-funnel activities: “Prospecting activities need more involvement from the client-side marketers. More hypotheses can be tested to find the best and most efficient ways for prospecting using programmatic buying.”</p> <p>George points out that unlike basic retargeting, prospecting needs to be based on specific brand knowledge and customer research. Client-side marketers are in the best position to do this.   </p> <h3>Programmatic skills<em> </em> </h3> <p>Econsultancy has hosted a number of conferences about programmatic in recent years. A common refrain from brand side marketers has been that the budget required to manage programmatic in-house has been too great and also that it’s too difficult to assemble the skills required.</p> <p>That opinion no longer holds true according to George: “Brands can run successful programmatic campaigns with a team of just three people – a tech guy who understands the mechanics, an ad operations person and an analytics person. In fact, a smart kid spending two years in the area could run everything.”</p> <h3 style="background-image: initial; background-position: initial; background-size: initial; background-repeat: initial; background-attachment: initial; background-origin: initial; background-clip: initial;">Ad technology is becoming commoditised<strong><br> </strong> </h3> <p>In terms of the ad tech, George explains that ad technology has become commoditised: “You don't need super smart tech guys to run your own tech stack. There are plenty of white-label DSPs, DMPs and optimization tools. </p> <p style="background-image: initial; background-position: initial; background-size: initial; background-repeat: initial; background-attachment: initial; background-origin: initial; background-clip: initial;">"Everyone can afford a white-label DMP. This can be used to activate first-party data and high quality data from third parties. The DMP could then be connected to a white-label DSP. To integrate vendors and make your own stack without engineering help you just need a marketer with some tech background. Every marketing team should have a tech person.”</p> <p><img src="https://assets.econsultancy.com/images/resized/0008/8801/marketing_technology_landscape_2017_slide-blog-flyer.jpg" alt="" width="470" height="264"></p> <p><em>Source: <a href="http://chiefmartec.com/2017/05/marketing-techniology-landscape-supergraphic-2017/">Chief Marketing Technologist Blog</a> by Scott Brinker</em></p> <p>Levin even went so far as to say that clients of Getintent are willing to pay for full service programmatic management. That’s something that the company facilitates but he was very clear that he wants to focus on technology that he can sell to self service clients. The problem he says is that ad technology decision-makers are relying on agencies and vendors because they don’t understand how things work.</p> <p>And so despite everything that’s been written about the state of the programmatic ecosystem in terms of transparency, fraud and ambiguous metrics, it would appear that the elephant in the room (for some) may be an aversion to taking responsibility for managing programmatic in-house. It’s just easier to ask for full service.</p> <p>Whatever the issues with programmatic are, the budget being spent on it continues to grow. According to Zenithmedia [November 2016], programmatic trading accounts for 70% of the display advertising market in the US and the UK. The same research suggests that by 2018, the programmatic advertising market is expected to reach $64 billion. That’s a big chunk of change. </p> <h3><strong>Attribution</strong></h3> <p>Attribution isn't a new challenge. Despite the increasingly crucial role that attribution plays, <a href="https://econsultancy.com/reports/the-state-of-marketing-attribution" target="_blank">Econsultancy's State of Marketing Attribution report</a> found that less than a third of organisations carry out attribution across the majority of their campaigns. According to George, many marketers still use a last-click attribution model. </p> <p>Another is when marketers use an assisted post-click attribution model. This is when an order is attributed to all sources that generated a click within a post-click window. For example, marketers can attribute part of the value of a transaction to each of their traffic sources. In some cases, they might attribute greater value to the first or last click. In other cases, they might decide to attribute equal value to each source.</p> <p>The challenge is that some advertisers might end up assigning the same order to multiple sources, rather than weighting those sources to attribute a single order.</p> <p>This is one issue that George doesn't recommend trying to solve this problem in-house. He suggests that AI has a key role to play in handling this kind of problem: "There are a few some good vendors that can handle this problem who use AI to calculate the actual impact of each touchpoint and how it impacted the final transaction."</p> <p>In conclusion, the key points that George Levin wanted to get across are that programmatic can be used for upper funnel activies and that for it to work effectively, brands should examine how they can grow their own expertise to manage programmatic campaigns. The combination of brand knowledge, customer insight and the ability to customise programmatic campaigns will be key to success. </p> <h3>Getting on top of programmatic</h3> <p>Wherever you are in your programmatic journey, this year’s <a href="https://goo.gl/nJMlTI">Festival of Marketing</a> will play host to a stage dedicated to exploring the programmatic landscape. Attendees will learn how brands can keep abreast of new platforms for programmatic display, evolving technology to purchase and place adverts as well as the changing roles of agencies.</p> <p>Whether you want to explore programmatic trends or learn about managing programmatic strategically and tactically, we’ll have it covered. The <a href="https://goo.gl/nJMlTI">Festival of Marketing 2017</a> will take place on 4th and 5th October at Tobacco Dock on London.</p> <p><a href="http://www.festivalofmarketing.com/buy-a-ticket"><img src="https://assets.econsultancy.com/images/resized/0008/8802/festival_of_marketing_2017-blog-flyer.jpg" alt="Festival of Marketing 2017 Logo" width="470" height="118"></a></p> <p>As well as publishing <a href="https://econsultancy.com/reports/the-cmo-s-guide-to-programmatic/search/?only=BlogPost&amp;q=programmatic" target="_self">blogs on the subject</a>, Econsultancy also runs regular <a href="https://econsultancy.com/training/courses/programmatic/" target="_self">programmatic workshops</a> to help marketers cement their understanding of the programmatic landscape.</p> <p>If you already have an understanding of programmatic and want to look at some of the wider strategic use cases and challenges to be aware of, Econsultancy has published a number of reports on the subject:</p> <ul> <li><a href="https://econsultancy.com/reports/the-cmo-s-guide-to-programmatic/" target="_self">CMO’s Guide to Programmatic</a></li> <li><a href="https://econsultancy.com/reports/programmatic-branding/" target="_self">Programmatic Branding, Driving Upper Funnel Engagement</a></li> <li><a href="https://econsultancy.com/reports/programmatic-marketing-beyond-rtb/" target="_self">Programmatic Marketing: Beyond RTB</a></li> <li><a href="https://econsultancy.com/reports/the-role-of-dmps-in-the-era-of-data-driven-advertising/" target="_self">The Role of DMPs in the Era of Data-Driven Advertising</a></li> </ul> tag:econsultancy.com,2008:Report/4578 2017-09-04T17:18:00+01:00 2017-09-04T17:18:00+01:00 Tesco: Lessons in customer centricity <p><em>Tesco: Lessons in customer centricity</em> is part of a series of brand strategy briefings examining the marketing strategies and tactics of the most popular and searched-for brands. As part of this series, Econsultancy curates a selection of brand case studies and stories to help you improve your modern marketing efforts.</p> <p>Tesco is one of the largest retailers in the world, but faces mounting competition from discounters, including Aldi and Lidl. In this briefing, we explore how the supermarket has been putting the customer at the heart of its marketing strategy, an approach that has coincided with six consecutive months of sales growth.</p> <h2>What you'll learn</h2> <ul> <li>Tesco's shift towards ‘inside out’ marketing</li> <li>The evolution of the Clubcard loyalty scheme</li> <li>Tesco’s wine-centric approach to experiential marketing</li> <li>The brand’s trial of digital receipts</li> </ul> tag:econsultancy.com,2008:ConferenceEvent/900 2017-09-04T09:21:20+01:00 2017-09-04T09:21:20+01:00 Briefing: Marketing Trends, Challenges and Opportunities for 2018 <p>If you are going to start working on your marketing plan for 2018, you probably want to know what are the marketing trends, challenges and opportunities for next year. Professor Mark Ritson will be in Singapore on 13th October to share with you his predictions.</p> <p>Join Mark at this 1 hour briefing where he will highlight the key marketing trends, challenges and opportunities for 2018.</p> tag:econsultancy.com,2008:BlogPost/69368 2017-08-25T13:35:02+01:00 2017-08-25T13:35:02+01:00 Is WPP the canary in the coal mine for the global ad business? Patricio Robles <p>WPP CEO Martin Sorrell blamed his firm's woes on a "trifecta" of factors:</p> <ul> <li> <strong>Digital disruption.</strong> While Sorrell says that the "duopoly" of Google and Facebook isn't hurting WPP, the ways in which consumers are engaging with brands through digital channels are changing rapidly. A WPP investor document noted "content competition from Apple, Microsoft, Google, Facebook, Alibaba and Tencent." There's also Amazon. As CNBC's Patti Domm <a href="https://www.cnbc.com/2017/08/23/amazons-next-victim-worlds-biggest-ad-agency-lowers-sales-outlook.html">observed</a>, "Price wars and changing consumer tastes have turned some of the once mainstay brands into virtual commodities, with less supermarket shelf space and now less marketing clout."</li> <li> <strong>Zero-based budgeting.</strong> More and more companies are engaging in this practice, which essentially requires that every expense be justified. This generally encourages companies to lower costs, resulting in lower budgets for ads and agencies.</li> <li> <strong>Activist investors.</strong> The trend towards zero-based budgeting is in many cases being pushed by investors who want the companies they invest in to increase profits. To maximize their returns, some of these investors have pushed share buybacks and dividends over innovation and core business investments, which can obviously have an impact on ad budgets.</li> </ul> <p>By far, WPP has been most hurt by its CPG clients.</p> <p>As AdAge's Laurel Wentz <a href="http://adage.com/article/agency-news/packaged-good-giants-culprits-wpp-s-growth-downgrade/310212/">pointed out</a>, WPP's two largest clients, Procter &amp; Gamble and Unilever, are on a mission to cut their agency costs by half a billion dollars over the next five years.</p> <p>Unilever <a href="http://adage.com/article/agency-news/wpp-tumbles-unilever-announces-slashes-ad-costs/308589/">announced</a> earlier this year that it was cutting its ad output by 30% and Procter &amp; Gamble made headlines recently when it revealed that <a href="https://www.econsultancy.com/blog/69309-how-much-waste-is-in-the-digital-ad-market">it reduced spending on digital ads by more than $100m last quarter without impact on its growth rate</a>. According to P&amp;G CFO Jon Moeller, the reduced spend "reflected...a choice to cut spending from a digital standpoint where it was ineffective, where either we were serving bots as opposed to human beings or where the placement of ads was not facilitating the equity of our brands."</p> <h3>So is WPP sounding a warning to agencies or the entire ad industry?</h3> <p>Brian Wieser, a senior research analyst at Pivotal Research Group, told AdAge that "the thematic elements WPP is talking about are already of concern to every holding company." In other words, this isn't just about what's happening at WPP and its clients specifically.</p> <p>As Ian Leadbetter, co-founder Ruler Analytics, <a href="https://econsultancy.com/blog/69357-what-s-next-for-the-agency-model/">detailed earlier this week</a>, talk of the death of agencies is on the rise. But is the agency really on its death bed?</p> <p>As Leadbetter sees it, "there remains a need for experts—trusted sources to provide advice, guidance, assistance, and reassurance," but the agency model will have to change. For example, he argues that agencies will have to get smaller and more specialized and focused. He also suggests that agency compensation will be tied to revenue generation.</p> <p>Others have <a href="https://digiday.com/marketing/media-agencies-tweaking-pricing-models-win-big-clients/">made similar suggestions</a>.</p> <p>But it would be a mistake to assume that what ails WPP is exclusive to the agency world. Beyond the desire to cut agency costs and the cyclical ups and downs of ad spend, 2017 has seen important developments in the way advertisers are making decisions, particularly around their digital ad spend.</p> <p>As the digital ad market has matured, advertisers have become more savvy and now that they're intently focused on topics like <a href="https://econsultancy.com/blog/69245-native-ads-gain-as-advertisers-seek-brand-safety-away-from-programmatic">brand safety</a>, <a href="https://econsultancy.com/blog/69276-following-youtube-s-brand-safety-backlash-will-ad-relevance-take-center-stage">relevance</a>, <a href="https://econsultancy.com/blog/67246-advertisers-willing-to-shift-spend-over-viewability-report">viewability</a> and <a href="https://econsultancy.com/reports/the-state-of-marketing-attribution">attribution</a>, players in the global ad business would be wise to expect that agencies won't be the only ones vulnerable to advertiser pushes for accountability and efficiency.</p> tag:econsultancy.com,2008:Report/3008 2017-08-25T11:33:00+01:00 2017-08-25T11:33:00+01:00 Internet Statistics Compendium Econsultancy <p>Econsultancy’s <strong>Internet Statistics Compendium</strong> is a collection of the most recent statistics and market data publicly available on online marketing, ecommerce, the internet and related digital media. </p> <p><strong>The compendium is available as 11 main reports (in addition to two sector-specific reports, B2B and Healthcare &amp; Pharma) across the following topics:</strong></p> <ul> <li><strong><a href="http://econsultancy.com/reports/advertising-media-statistics">Advertising</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/content-statistics">Content</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/customer-experience-statistics">Customer Experience</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/web-analytics-statistics">Data and Analytics</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/demographics-technology-adoption">Demographics and Technology Adoption</a></strong></li> <li><strong><a href="http://econsultancy.com/uk/reports/ecommerce-statistics">Ecommerce</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/email-ecrm-statistics">Email and eCRM</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/mobile-statistics">Mobile</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/search-marketing-statistics">Search</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/social-media-statistics">Social</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/strategy-and-operations-statistics">Strategy and Operations</a></strong></li> </ul> <p>Updated monthly, each document is a comprehensive compilation of internet statistics and digital market research with data, facts, charts and figures. The reports have been collated from information available to the public, which we have aggregated together in one place to help you quickly find the internet statistics you need - a huge time-saver for presentations and reports.</p> <p>There are all sorts of internet statistics which you can slot into your next presentation, report or client pitch.</p> <p><strong>Sector-specific data and reports are also available:</strong></p> <ul> <li><strong><a title="B2B Internet Statistics Compendium" href="http://econsultancy.com/reports/b2b-internet-statistics-compendium">B2B</a><br></strong></li> <li><strong><strong><a title="Financial Services and Insurance Internet Statistics Compendium" href="https://econsultancy.com/reports/financial-services-and-insurance-internet-statistics-compendium/">Financial Services and Insurance</a></strong></strong></li> <li> <strong><a title="Healthcare and Pharmaceuticals Internet Statistics Compendium" href="https://econsultancy.com/reports/healthcare-and-pharmaceuticals-internet-statistics-compendium/">Healthcare and Pharmaceuticals</a></strong><strong> </strong> </li> <li><strong><a title="Retail Statistics Compendium" href="https://econsultancy.com/reports/retail-statistics-compendium/" target="_self">Retail</a></strong></li> <li><strong><a title="Travel Statistics Compendium" href="https://econsultancy.com/reports/travel-statistics-compendium/" target="_self">Travel</a></strong></li> </ul> <p><strong>Regions covered in each document (where data is available) are:</strong></p> <ul> <li><strong>Global</strong></li> <li><strong>UK</strong></li> <li><strong>North America</strong></li> <li><strong>Asia</strong></li> <li><strong>Australia and New Zealand</strong></li> <li><strong>Europe</strong></li> <li><strong>Latin America</strong></li> <li><strong>MENA</strong></li> </ul> <p>A sample of the Internet Statistics Compendium is available for free, with various statistics included and a full table of contents, to show you what you're missing.</p> tag:econsultancy.com,2008:BlogPost/69361 2017-08-24T14:23:52+01:00 2017-08-24T14:23:52+01:00 It's too easy to be snarky about digital marketing, but marketers must do better Ben Davis <p>I think so.</p> <p>There are few forms of online acquisition that are not subject to snarkiness... </p> <ul> <li>Content marketing has its exasperated and spiky detractors, despite the fact that, <a href="https://econsultancy.com/blog/67426-why-the-brands-as-publishers-trend-is-utter-nonsense/#blog_comment_979991">as Andrew Girdwood says</a>, "..brands are publishers now, whether they like it or not."</li> <li>Display advertising is derided as a nest of snakes (opacity, mark-up, non-human traffic etc.).</li> <li>Some think SEO is not such a big deal – simply get your content right, and the rest will follow.</li> <li>Microtargeting and personalisation are seen by others as error-strewn (particularly across devices) and <a href="http://adcontrarian.blogspot.co.uk/2016/03/data-vs-probability.html">inferior to 'big picture' marketing</a>.</li> <li>Social media and influencer marketing... well it hardly needs to be written.  </li> </ul> <p>Healthy scepticism is a good thing in any industry, of course – and it can also be entertaining. Ryan Wallman is retweeted in my Twitter feed because people recognise the banalities and platitudes that <a href="https://twitter.com/Dr_Draper/status/895555996231192576">he mocks</a>.</p> <p><a href="https://www.marketingweek.com/focus/mark-ritson/">Mark Ritson</a> and <a href="http://davetrott.co.uk/">Dave Trott</a> bring their experience to bear on the topic or campaign of the day – and this can involve more than a little plain speaking, particularly about digital. Though I would never presume to include myself in the same company as Ritson and Trott, I myself have written about <a href="https://econsultancy.com/blog/68529-10-horrible-words-phrases-that-consultants-need-to-cut-out/">consultancy jargon</a>, <a href="https://econsultancy.com/blog/68670-digital-fallacies-we-should-forget-in-2017">marketing fallacies</a> (<a href="https://econsultancy.com/blog/69129-five-marketing-fallacies-that-only-the-blinkered-believe/">twice</a>), and <a href="https://econsultancy.com/blog/67389-why-won-t-internet-fridges-go-away/">my hatred for smart fridges</a>.</p> <p><img src="https://assets.econsultancy.com/images/0008/8492/ritson.jpg" alt="ritson" width="615"></p> <p><em>Mark Ritson will be facing off with Byron Sharp at the Festival of Marketing (<a href="https://goo.gl/nJMlTI">tickets here</a>, by the way)</em></p> <p>But is there something more than healthy scepticism at play?</p> <p><a href="https://twitter.com/douchebagstrat">@Douchebagstrat</a> is a more damning Twitter favourite and Tom Fishburne (the Marketoonist) has <a href="https://www.marketingweek.com/focus/marketoonist/">a regular spot in Marketing Week</a> where he takes aim at the industry's doublespeak and flawed logic. </p> <p>Nobody is above criticism, but the world of marketing and advertising seems to be particularly ill at ease with itself.</p> <p>This was evident, I thought, when Mark Ritson <a href="https://www.marketingweek.com/2016/07/12/mark-ritson-maybe-its-just-me-but-shouldnt-an-expert-in-marketing-be-trained-in-marketing/">asked</a> 'Should marketing experts be better qualified?' i.e. should they have some formal marketing education. The reaction in the comments was quite defensive, almost as though many marketers have long anticipated being called out.</p> <p>All of this seems to suggest that a central part of digital marketing and advertising debate is about reminding ourselves of the levels to which we shouldn't sink.</p> <h3>Does digital marketing deserve this?</h3> <p>Marketing has long been scorned, way before 'digital', as the engine of capitalism. Bill Hicks had <a href="https://www.youtube.com/watch?v=Tvp97SMZc6M">an infamous routine</a> in which he referred to people in marketing and advertising as 'satan's little helpers' and 'ruiners of all things good', while suggesting they kill themselves.</p> <p><img src="https://assets.econsultancy.com/images/0008/8494/hicks.jpg" alt="hicks" width="400"></p> <p><em>Bill Hicks</em></p> <p>Doing a bit of research for this declamation, I found an <a href="http://wfoa.wharton.upenn.edu/perspective/artemzhiganov/">interesting article</a> by Artem Zhiganov which uses Hicks' routine as a hook. The article is titled 'Let’s Prove Bill Hicks Wrong: The Role of Advertising in the Future of Planet Earth.'</p> <p>The article says what perhaps all of the snark hints at – marketers must do better. Zhiganov argues that to do this, to engage customers that have an attention deficit, marketers must either entertain or be useful.</p> <p>Okay, pull marketing (such as SEO/PPC) is already particularly useful to consumers, and content marketing <em>may</em> entertain, but how can marketers go further than this? Zhiganov makes three points:</p> <h4>1. Moving from a download culture to an upload culture</h4> <p>Zhiganov quotes Gareth Kay: “stop communicating products and start making communication products”. For Kay this means "useful, entertaining or memorable not interruptive experiences," and "<em>ideas that can be advertised</em>, not <em>advertising ideas</em>."</p> <p><a href="https://www.slideshare.net/garethk/postdigitalbriefs2-august-2010">Kay's presentation</a> may be seven years old, but it feels fresh. It gives examples of some organisations getting people involved ("moving from a download culture to an upload culture"), such as Threadless, which allows users to score t-shirt designs. Kay also advocates for a politics that engages the voter, using not scaremongering ads but proper voter feedback, such as that encouraged by not-for-profit Vote for Policies, which allows users to do as its name suggests.</p> <p>Kay also discusses brands that have a social mission such as <a href="https://www.econsultancy.com/blog/68127-a-closer-look-at-dove-s-anti-sexism-mybeautymysay-campaign">Dove</a>. There's nothing wrong with a great advert, but shouldn't marketing go further?</p> <p><img src="https://assets.econsultancy.com/images/0008/8493/dove_real_beauty.jpg" alt="dove real beauty" width="600"></p> <p><em>An image from Dove's Real Beauty campaign</em></p> <p>In order to get consumers involved like this, marketers need to rid themselves of campaign mentality and begin to thing about long-term processes and ideology. Lean methodology, dynamic briefs and closer collaboration with agencies can forge a more considered approach. Agencies, Zhiganov says, can be the "driving force behind the fundamental shift from propositions (i.e., 'what does a brand have to say?') to brand roles ('how can a brand improve life?') as the key element of communication strategy."</p> <h4>2. Using gamification and emergent narratives</h4> <p>"Can we learn from video games?", Zhiganov asks, "where a story has a much more powerful emotional impact if it’s not scripted, but emerges from the user’s interaction with other users within a sandbox of certain rules."</p> <p>Can customers interact with each other in this way "with non-linear outcomes", leading to more attention and conversions? How can brands gamify their marketing?</p> <p><a href="https://econsultancy.com/blog/69043-the-15-biggest-moments-in-marketing-since-the-launch-of-the-iphone/">Nike Fuelband promised</a> this type of engagement, with users challenging each other and creating a feedback loop of sorts that played into Nike's marketing of its running and training gear.</p> <p><img src="https://assets.econsultancy.com/images/0008/6113/nike_fuelband.jpeg" alt="Nike fuelband" width="266" height="190"></p> <p><em>Nike Fuelband</em></p> <h4>3. Managing data</h4> <p>The promise of multichannel marketing and <a href="https://www.econsultancy.com/blog/68526-why-marketers-need-to-pay-attention-to-the-internet-of-things">the Internet of Things</a> has always been the prospect of understanding user behaviour. How can brands accumulate enough information about customers to be able to serve them best.</p> <p>If marketers can make so-called 'communication products', this can only create more useful data. The challenge is managing all this data to best effect.</p> <h3>What are the hygiene factors marketers must keep in mind?</h3> <p>Aside from the long-term strategic shift needed in marketing, what can marketers and vendors be doing day-to-day that helps their reputation? Here's a list of just some stuff, much of it concerned with the digital side of the industry:</p> <ul> <li>Diversity needs to be prioritised – gender, age, ethnicity and disability.</li> <li>Martech vendors and agencies need to get better at <a href="https://econsultancy.com/blog/68869-why-your-agency-s-value-proposition-probably-sucks-and-what-to-do-about-it/">explaining their propositions</a>.</li> <li>Agencies need to learn how to refuse work which doesn't fit with their heritage/expertise or where the client too often overrides the experts.</li> <li>Advertisers need to fight for transparency in advertising by withdrawing spend (<a href="https://www.marketingweek.com/2017/08/04/brands-digital-pitfalls/">like P&amp;G</a>).</li> <li>Adtech needs to ensure better education of clients (e.g. the Trade Desk's <a href="https://www.thetradedesk.com/tradingacademy">Trading Academy</a>)</li> <li>Marketers need to take hype with a pinch of salt, and beware using the latest tech fad as nothing more than a PR opportunity or a way to make the CMO look good.</li> <li>Marketers and agencies need to stop prematurely pondering the death of successful media such as TV.</li> <li>Vendors should not misrepresent the success of their products with spurious statistical analysis.</li> <li>Everybody has a duty to cut back on meaningless language. Not just consultant-speak and 'millenials'. 'Customer-centric' is rapidly becoming trite and 'digital transformation' can be an unhelpful construct.</li> </ul> <h3>In summary</h3> <p>The snark is partly justified, and often from commentators who are simply too exasperated with a self-involved industry to remain courteous.</p> <p>Marketers need to cut out the BS and focus on their long-term goals.</p> <p>I realise an irony in this article – it may be pretty snarky itself, and some readers may scoff at the points made by Zhiganov and Kay, and think they are yet further example of self-indulgent agency-speak. I'm not so sure, I think they have a point, and perhaps I haven't done them justice here. If they are right, perhaps marketers can earn respect for their profession yet.</p> tag:econsultancy.com,2008:BlogPost/69357 2017-08-23T10:08:00+01:00 2017-08-23T10:08:00+01:00 What’s next for the agency model? Ian Leadbetter <p>But the truth is the promise of the agency’s death is flawed. In the end, there remains a need for experts—trusted sources to provide advice, guidance, assistance, and reassurance.</p> <p>The agency model is not dying, but it is changing.</p> <h3>The agency of the future will be smaller, specialized, and focused</h3> <p>Some of the more viral and notable marketing examples of recent years were spontaneous. '<a href="https://econsultancy.com/blog/63140-eight-great-examples-of-agile-marketing-from-oreo/">Dunk in the dark'</a> style spontaneity isn’t something that many major agencies are able to deliver on. Busy account managers and complex approval structures make large agencies slow to react, and it’s driving many businesses to replace long-time agency contracts with in-house marketing teams.</p> <p>Other major brands—such as Pepsi—do the majority of their marketing work via an <a href="https://econsultancy.com/blog/69148-in-house-agency-versus-on-site-agency-weighing-the-pros-and-cons">in-house agency</a>, but they outsource certain tasks to smaller, more specialized agencies.</p> <p>To combat these trends, the agency of the future will need to be smaller—able to accommodate swift change—and specialized enough to provide services to brands who can’t afford to have an in-house team of experts for all possible needs.</p> <p>If a business needs three videos a year, it probably doesn’t make sense to have a full-time videographer on staff. Instead, that specific work can be outsourced to an agency that specializes in creating and marketing videos.</p> <p>Additionally, subject-matter expertise will become critical to agency branding and success.</p> <p>In a conversation I had with David Gilroy of Conscious Solutions earlier this year, <a href="https://www.ruleranalytics.com/blog/agency/how-to-start-a-marketing-agency/">he told me</a> that the agency’s focus on the legal sector creates an instant value proposition over competitors who cater to multiple sectors, and it also helps with building trust with potential new clients:</p> <p>“If someone says they do law—but also recruitment and some other professional services—it’s a lot easier decision to choose Conscious because that’s all we do: legal.”</p> <p>If agencies are forced to take on too many clients to become and remain profitable, they’ll be forced to grow, which will impede their ability to react quickly.</p> <p>Conversely, specialization enables agencies to charge higher rates, higher rates means fewer clients needed, and fewer clients enables agility.</p> <p><img src="https://assets.econsultancy.com/images/0008/8439/pepsi_ad.jpg" alt="pepsi ad" width="615" height="262"></p> <p><em>Pepsi is one company with an in-house agency, which took some stick in the wake of its pulled Kendall Jenner ad</em></p> <h3>Compensation will be tied to revenue generation</h3> <p>Metrics highlighting increases in traffic, leads, and engagement are no longer enough. </p> <p><a href="https://globenewswire.com/news-release/2017/03/14/936344/0/en/CMO-Council-Founder-Donovan-Neale-May-on-CMO-Job-Loss-Financial-Impact-Analytics-for-Marketing-and-Why-Proof-Is-So-Important.html">A record number of CMOs</a> were laid off in 2016, and one of the biggest reasons cited was <a href="https://www.cmocouncil.org/media-center/press-releases/5337">a lack of ability to prove revenue impact</a>.</p> <p><a href="https://www.cmocouncil.org/media-center/press-releases/5337">According</a> to Donovan Neale-May, Executive Director of the CMO Council: “CMOs now have to show they are impacting business growth right from the outset, or they are likely to be short-lived on the job.”</p> <p>CMOs have to prove revenue impact, and so do agencies.</p> <p>The ultimate goal of marketing is to increase sales and revenue. Traffic and engagement help with branding, and leads are potential sales. But neither increased brand recognition nor an influx of prospects can be directly tied to revenue.</p> <p>To tie marketing activities directly to revenue, agencies will have to adopt the right technology—modern analytics and reporting tools that enable tracking interactions across the entire customer lifecycle.</p> <p>When marketing agencies can provide reports showing that the revenue they’re generating for clients is much higher than the cost of working with the agency, the value of utilizing an agency over an in-house team will become clear.</p> <p>Being able to prove the value they’re providing will enable agencies to charge higher prices, and it may even push marketing into a more commission-based model—similar to the system sales teams have been using for years—that ties compensation to outcomes.</p> <p>The agency of the future may move away from hourly fees and retainers, migrating toward a <a href="https://www.marketingweek.com/2017/05/23/brands-commission-pay-models-agencies/">commission-based model</a> that highlights the value they’re bringing to clients and rewards excellent work.</p> <h3>Agencies can play the role of technology agent</h3> <p><a href="https://blog.hubspot.com/agency/tools-data-complexity-marketing-technology">A 2015 survey</a> reported that marketers use an average of 12 tools to manage their campaigns and data. If a dozen tools seems like a lot, it’s nothing in comparison to the more than 31 that nearly 10% of marketers claimed to use.</p> <p>And that was two years ago. There’s no telling how many new marketing technology products have been launched since then—hundreds, maybe thousands.</p> <p><a href="http://chiefmartec.com/2017/05/marketing-techniology-landscape-supergraphic-2017/"><img src="https://assets.econsultancy.com/images/0008/8438/martech_2017.jpg" alt="martech landscape" width="615" height="346"></a></p> <p><em>The Martech landscape in 2017</em></p> <p>Businesses need expertise to find the right marketing technology. Which tools should they use? Which are the most intuitive? Which have the most comprehensive features?</p> <p>Of course, decision-makers could conduct this research themselves, but most would rather just have a reputable third-party provide a recommendation. It would save time and help leaders avoid making the wrong decision.</p> <p>There’s a huge opportunity for agencies to play the role of technology agent, providing personalized recommendations based on their in-depth knowledge of clients’ needs, and using their expertise with the tools to offer training and support.</p> <p>As David Gilroy of Conscious Solutions told me: “It’s our job to find third-party products, tools, and services. We evaluate them on behalf of all of our clients. We have over 300 law firms who actively pay us money, and part of that agreement is to save them time by finding things that they can’t—and frankly shouldn’t—be finding for themselves.”</p> <p>The advantage for agencies is their expertise with the tools. By taking on the role of technical support with recommended marketing technology platforms, agencies become invaluable.</p> <p>For Conscious Solutions, recommending technologies has helped with client retention. As clients become reliant on the recommended technologies, they’re less likely to be willing to end a partnership with the expert on those technologies—the agency who recommended them.</p> <h3>The agency of the future will be distributed</h3> <p>For agencies to become more specialized and focused—and for the revenue-based compensation model to work in their favor—they’re going to need to hire the right talent: specialized marketers who are excellent at what they do.</p> <p>Requiring employees to work in one physical location isn’t conducive to finding ideal talent to fill open positions. The right person for the job may be in the neighborhood, or he/she may be across an ocean.</p> <p>The agencies that succeed in the future will take a different approach. They’ll utilize technological advances to work with the right people all over the world. They’ll conduct video calls when collaboration is needed, eliminate time zone problems with email, and resolve issues quickly over instant messaging.</p> <p>A large and luxurious main office may impress potential clients who visit for in-person meetings, but it also puts a significant dent in operating costs and limits choices for talent to a specific geographic region.</p> <p>Instead of hefty rent and utility payments, the agency of the future will conduct in-person meetings with clients in temporary offices rented through a service like Regus. They’ll take advantage of the growing gig economy to find people with the perfect skillsets, and they’ll avoid hefty new-hire relocation fees by adopting a remote work policy.</p> <p>Reduced costs will lead to increased profitability, which will be increased even further by having the right team members to deliver value to clients.</p> <p><img src="https://assets.econsultancy.com/images/0008/8440/karmarama.jpg" alt="karmarama offices" width="600" height="300"></p> <p><em>Fancy offices a waste of money?</em></p> <h3>Agencies aren’t dying—they’re evolving</h3> <p>In every industry, there’s a need for experts—trusted sources to provide advice, guidance, assistance, and reassurance. In marketing and advertising, agencies are those experts. The business is changing, but the people are the same.</p> <p>Additionally, for marketers and advertisers, major changes feel like just another day of work. They’ve built their careers on adapting to changes: overcoming algorithm updates, learning what works on a growing social platform, dealing with ad-blocking software and the rise of streaming services.</p> <p>In the world of marketing and advertising, things evolve on a daily basis, and the industry keeps going.</p> <p>The evolving agency model is no exception. </p> <p>Sure, the way agencies operate may change in the years to come, but those who can do what marketers do best—predict the need for change and adapt accordingly—will glide over these temporary speed bumps and come out stronger on the other side.</p> <p><em><strong>Further reading:</strong></em></p> <ul> <li> <a href="https://econsultancy.com/hello/top-100">The Econsultancy Top 100 Digital Agencies report </a>(soon to be updated for 2017)</li> </ul> tag:econsultancy.com,2008:Report/4569 2017-08-21T13:27:00+01:00 2017-08-21T13:27:00+01:00 Nike: Engaging customers across multiple channels <p><em>Nike: Engaging customers across multiple channels</em> is part of a series of brand strategy briefings examining the marketing strategies and tactics of the most popular and searched-for brands. As part of this series, Econsultancy curates a selection of brand case studies and stories to help you improve your modern marketing efforts.</p> <p>Nike has long been one of the most recognisable sportwear brands in the world, but how does it maintain its cachet across the digital channels? In this briefing, Econsultancy looks at Nike's greatest successes over the last 12 months, each carrying a lesson brands and marketers can learn from.</p> <h2>What you'll learn</h2> <ul> <li>How Nike turned a product launch into a must-see event, online and offline</li> <li>How Nike approaches its relationship with third-party sellers (i.e. Amazon)</li> <li>How Nike is collaborating with big digital names (i.e. Spotify)</li> <li>How Nike.com stands up as an enjoyable and user-friendly ecommerce experience</li> </ul>