Mumbai: With the media
environment becoming increasingly complex and rooted in the digital space, the
existing marketing agenda and capabilities need to be re-tooled.
recent cross-industry study entitled Marketing & Media Ecosystem 2010, says
marketing organisations, agencies and media companies are finding it necessary
to change at an unprecedented pace. The study details how marketers and their
agencies must change in the face of convergence of media and technology, which
is happening simultaneously with the fragmentation and personalisation of media,
and is changing the connection between marketers and end users.
Association of National Advertisers (ANA) say that the study marks a first cross-industry
partnership of its kind, being a joint study between the ANA, IAB (Interactive
Advertising Bureau), AAAA (American Association of Advertising Agencies), and
management consulting firm Booz Allen Hamilton.
& Media Ecosystem 2010, which goes by the acronym MME2010, identifies priorities,
capabilities and partnerships needed across the marketer-agency-media value chain
to optimise in the present, and prepare for the future.
Bob Liodice, president and CEO of the ANA, the agency which issued the findings
of the report to the press, "The impact of new media is changing the way
marketers interact, target and distribute their marketing message."
Andrea Rasmussen, principal at Booz Allen, "As the marketplace shifts to
a digital interactive environment, marketing organisations, agencies, and media
companies need to transform existing marketing agendas and capabilities to succeed.
Now, consumers not only talk back to marketers and interact with marketing messages,
but they also reshape and distribute those messages through global communities.
The mix of media channels has shifted from a one-way broadcast model to a set
of dynamic two-way media forums."
marketing fundamentals have not changed, the strategies, investments and capabilities
required to succeed in marketing witnessed a shift.
study covered over 250 marketers through a combination of either surveys or interviews,
and in some instances, both. These participants identified the ways in which the
complex media environment is reshaping the marketing ecosystem, and spotlighted
the priorities, capabilities and partnerships that will be increasingly required
across the marketer-agency-media value chain.
most senior marketing executives recognise the importance of creating a digitally
focused culture, less than a quarter agree that their organisations are currently
over 90 per cent of respondents indicated they planned to increase marketing spend
in the digital arena, despite many identifying significant barriers including
insufficient metrics (62 per cent), lack of organisation support (51 per cent),
or the lack of experience in the new media (59 per cent).
themes emerging from the MME2010 study include:
as conversation: Marketing is becoming a two-way channel, lesser about sending
a message to consumers, and increasingly about conversing and co-creating experiences
with them. Marketers are depending on a new media-mix to further the communication
of their messages. According to the press release, about half the marketers are
planning to increase their PR spends as a part of marketing.
insight into foresight: With technology enhancing consumer insight, and analytics
driven targeting capabilities, there is an amplified ability for perspective and
accuracy, with eighty per cent of marketers placing a high importance on behavioural
as the new "creative": Distribution mechanisms and context have come
to rival creative execution in the order of importance. Marketers have invested
in capabilities to bridge the gap between media, creative and brand strategy chain
(e.g., communications planning and "integrator" positions). Once again,
over 80 per cent of participants agree that going forward communications planning
capabilities will be critical.
+ Math + Technology: Data quality, quantity and accessibility have made mathematics
an integral part of marketing. Leaders increasingly rely on metrics and capabilities
to judge the effects of new media.
''network'' effect: The move to digital media necessitates a higher level of collaboration
and coordination across all players in the ecosystem. Almost 60 per cent of participants
of the study believed that creative, strategic, and media capabilities should
there is no consensus as to which agency ''type'' should lead. Traditional creative
partnerships are taking a back seat to media partnerships, with twice as many
study-participants indicating that media company and media agency partnerships
will become increasingly important than traditional full-service agency partnerships.
MME2010 study also identified specific digital capabilities, investments and attitudes
across leaders. Leaders disproportionately prioritise consumer insights, and are
characterised by their almost universal belief (over 95 per cent) that strong
consumer insight is critical and requires data transparency and partnerships.
They lead in their deep understanding of how consumers leverage new media for
community and entertainment, and they utilise progressive quantitative tools,
imposing minimal organisational barriers and encouraging a strong digital culture.
the leaders, keys to success are:
your consumer an advocate: Shift marketing focus from sending a message, to facilitating
conversations with and between consumers. Understand user-generated content and
how consumers use your brand. Vest your brand with meaning. Be authentic.
media and communications: Develop an internal ''integrator'' position (e.g., communications
planner). Appoint senior media leadership, incorporate media early in the strategic
planning process, and integrate media with marketing.
consumer insights capabilities: Leverage one-to-one consumer interactions (including
ethnography) and digital channels that provide real-time behaviours and patterns.
Understand how consumers use media for entertainment, community and information.
Lean on partners to provide additional data and insight. Embed them across the
rigor: refine and iterate your marketing mix: Build partnerships with digital
agencies, media agencies and media companies to track ad placement, versioning
and effectiveness. Digital media brings a new level of transparency and efficiency
to the optimisation of the marketing mix.
digital out of the back room: Digital and interactive are no longer ''niche'' capabilities.
They are part of the requisite skill set for all marketers. Recruit and train
stop at technology: Align the organisation, hire the right talent, and initiate
a progressive culture. Identify and address organisational barriers.
globally: Develop structures to share best practices in new media. Watch technology
patterns, social trends and consumer technology adoption rates in leading geographies.
experimentation and media innovation: Encourage experimentation and support ideas
for incremental improvement. Formalise experimental spend efforts. At the very
least, have a default budget framework such as allocating ~5 per centinto experimental
an increasing number of marketer, media and technology partnerships. Staff accordingly.
Place bets across the media and technology landscape.
complexity via partnerships: Know the difference between those capabilities to
keep in-house and those better managed by external partners. Know when an idea
is scaleable, or a competitive advantage, and should be resourced internally.
marketing models: Identify clear brand objectives, evaluate multi-channel (e.g.,
relationships, event, in-store, email) marketing options to meet objectives, and
develop business cases.
2008, quantitative studies will be fielded by the IAB and the AAAA and presented
at industry meetings. An exhaustive report will be written based upon the results
of the three phases of market research.
Marketing Media & Ecosystem 2010 study is based on responses from over 250
marketers as well as in-depth interviews with over seventy-five leading marketers,
agencies, and media company senior executives (CMO, CEO and VP). Participants
165 unique companies representing B2B, B2C, and mix businesses across sectors
(media/publishing, auto/manufacturing, tech/telco, financial services/travel,
consumer goods, healthcare/pharma and other).
Inc conducted the field study.