The RSW/US 2015 New Year Outlook Report

2015
NEW YEAR
OUTLOOK
REPORT
AGENCY & MARKETER
PERSPECTIVE ON THE BUSINESS
OF ADVERTISING AND MARKETING

BACKGROUND
This study was commissioned by RSW/US. RSW/US is an outsourced lead
generation firm that exclusively services marketing service firms (of all sizes and
types). RSW/US works with over 50 agencies of various types/sizes, operating as
their outsourced sales team. RSW/US was started in 2005.
In 2010, RSW started RSW/AgencySearch. To-date, RSW/AgencySearch has
managed over 30 searches for marketers across a range of different categories,
helping them find better agencies. Their model is unique to the industry.
The exposure to the agency and the marketer world has armed RSW with
perspective unmatched in the industry. This perspective is woven throughout this
survey report.
To learn more about RSW/US, visit www.rswus.com.
To learn more about RSW/AgencySearch, visit www.rswagencysearch.com.
Copyright RSW//US, GP 20 15 © www.rswus.com 513-559-3111
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The 2015 RSW/US New Year Outlook survey was completed by 123 senior level
Marketers and 158 Marketing Agency executives during December, 2014. The
purpose of the survey was to glean insights relative to marketer and agency
perspective as they each headed into 2015. Topics explored included“troubling
trends”, spending expectations, the impact of Republican control of the House
and Senate, the value of using search consultants to help manage searches, and
the movement to consolidate agency rosters, among many others.
As in the past, Adweek contributed questions which were included in both the
marketer and the agency survey.
In some cases, we compared the responses of questions in this survey to the same
question asked as far back as 2010 to help provide some perspective on how
things are changing - either for the good or bad!
Our hope is the key findings and implications from this study are of value as you
kick your marketing and sales planning into gear for 2015.
The agency sample came from the RSW/AgencySearch database of over 5,000
marketing service companies in the U.S. and Canada ranging in size from under
$5M in capitalized billings to over $100M. The disciplines of each Agency varied
from full service advertising, to digital, to PR, to marketing consultancies.
The marketer sample came from our RSW/US database of over 80,000 marketing
decision maker contacts. Company size, location, and size varied.
If you would like to reproduce any of our findings in any format whatsoever,
please give either Mark Sneider or Lee McKnight a call (513-559-3101/3111) or
email us at mark@rswus.com / lee@rswus.com. Page3

SURVEY RESULTS AND
IMPLICATIONS
The first question was asked of both marketers and agencies and was a first of
its kind for RSW/US. Given the speed with which the marketing and advertising
world is changing, we thought it would be interesting to find out what each side
thought were the most troubling trends (about the other side) in an effort to
help improve relationships between agencies and marketers.
Marketers want better equipped agencies and agencies say marketers are
operating in ways that are limiting their ability to go there – wanting the best
of both worlds.
An interesting aspect about these findings- for the most
part, what marketers say is troubling and what agencies
say is troubling is in direct conflict with each other.
We’ve attached the full set of open-ended responses as an addendum to this
report. The following provides a sample summary of the most often mentioned
comments from marketers and agencies.
Some interesting findings indeed!
What Troubles Marketers What Troubles Agencies
Lack of innovation R isk taking is too conservative
Chasing the next shiny object Marketers’ blind belief in anything new
Overemphasize data w/o
understanding it
Discounting value of ideas & creative thinking
Agencies have silos of
specialization/no strategy across
platforms
Lack of ability to stay brand consistent across
platforms
Lack of value-add They move constantly, no loyalty
R
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Marketers are predominantly concerned with the agency struggle to effectively
take advantage of the data, analytics, and digital phenomenon.
We’ve seen comments like this play out in past surveys: marketers concerned that
their agency counterparts aren’t fully up-to-speed with the fast-paced changes in
the digital and social space. We see this anxiety frequently play out on the RSW/
AgencySearch side of our business as well. Marketers often come to us feeling like
their agency isn’t keeping up with the pace of change - leaving them wanting a
new, more progressive firm.
Marketers’more frequently mentioned“troubling trends”about agencies
were:
Agencies have silos of specialization/no strategy across platforms
Lots of turnover in creative and media teams
Lack of innovation
Being asked“what’s your biggest marketing hurdle”- lazy way to start a
conversation!
They over-emphasize data without really understanding it
“Dashing”to programmatic marketing without grasping it
Chasing the next shiny object
Less emphasis on marketing research
Lack of value-add
Cute/funny versus compelling
Failure to understand metrics and use data appropriately
Lack of experience in digital space
Not specific on how technology should be applied
Selling technology and not the solution
IMPLICATIONS
The key is for agencies to find incremental ways to work around this desire
marketers have to get more for less (as we’ll see on the next page under“agency
view of troubling trends”). Bring ideas to the table that don’t require a heavy
drain on resources before the client comes to you demanding the world. What
marketers are looking for today is a strategic partner and not just another creative
vendor. I often tell our agency clients and prospects that“you all deliver the same
stuff”…what’s going to set one agency apart from another is the thinking, the
advances in analytics, and the value you can bring to a marketing client on-going.
An easy mantra to live by is to make each and every day feel like it’s the first day of
the relationship. Surprise, delight, and own the client’s business. If they don’t want
to play…maybe they aren’t the right client.
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Agency concerns are primarily focused on three areas: marketer cost cutting, the
short-term perspective of marketers, and the lack of loyalty they have toward
agencies. As we’ll see later, marketers are moving toward using fewer agencies
versus using multiple specialist agencies. This trend will only exacerbate the
issues agencies have with marketers, as more agencies compete for fewer slices of
the pie. It will put pressure on pricing, and short-circuit loyalty as marketers prune
their list of agencies. Conversely, this trend to go with less rather than more might
actually help, and result in building stronger strategic relationships with those
agencies that remain on rosters.
Some of the more frequently mentioned “troubling trends” agencies see happening
among marketers are the following:
Marketers have a blind belief in“anything new”
Too much focus on lowest bidder
Inability to effectively use digital advertising
They move constantly, no loyalty
Lack of ability to stay brand consistent across platforms
Inability to give clear direction
Want measurement, but unsure what to measure
Risk taking is too conservative
Piece-mealing out project work
CMOs leaving
Shift to procurement
Devaluing creative
In-house agencies being set up at large corporations
Discounting the value of ideas/creative thinking
Short-term focus
IMPLICATIONS
This is a bit tougher because there are several factors working against agencies
(as they see it). I’d suggest that agencies focus on a few key action items to help
counter the issues they’re seeing with marketers, in the hope they can change
their behavior: 1) Value-add constantly at all levels…always...even in the smallest,
inconsequential ways; 2) Penetrate deeply into organizations to counter the high
levels of movement among marketers; 3) Stay ahead of your marketing partner
with“baby steps”of incremental value.
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Speakingoftroublingtrends…let’snowtalkpolitics!
Marketers and agencies aren’t too concerned (or too excited) about the new
Republican leadership taking over Washington, DC. Only 19% of agencies and
24% of marketers say the Republican political shift will positively impact the
advertising and marketing communities in 2015. The issues most mentioned are
what you’d expect: lower taxes, less regulation, shift in spending from medical to
defense, more confidence in business, leading to greater confidence in the USA.
We suspect the biggest impact from a change in political leadership will be a shift
in where opportunities lie for agencies. While healthcare is relatively hot now, we
could see shifts out of areas like healthcare and government-funded entities (i.e.
public TV and not-for-profit associations) into new Republican favored sectors. As
examples, if financial rules and regulations are eased, we could see more monies
available for financial concerns to market their services. As banking restrictions
are opened up, we could see greater access to capital which could drive more
commercial real estate development and investment.
IMPLICATIONS
AGENCIES MARKETERS
24%19%
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Changes in the political climate, coupled with increasing confidence in the
economy’s performance, are likely driving marketers and agencies to feel a bit
bold about their spending projections in 2015 – for both their business, and as
we’ll see next, their marketing...
Marketer confidence has grown steadily since 2013, with close to 90% of all
marketers noting they’re likely to invest“somewhat”or“heavily”invest in their
business infrastructure (people, equipment, etc.) in 2015. This is the second
consecutive year where a significant jump in marketer confidence has driven a
strong desire to spend.
MARKETERS
IMPLICATIONS
20142015 2013
89% 75% 57%
This bodes well for agencies as there is no longer the“hold back”mentality among
marketers that seemed to permeate thinking 3-4 years ago. We’ve seen this play out
among our own RSW/US agency clients and agency prospects we talk with daily.
This year, more so than in years past, marketers are helping drive agency growth
with increases in organic spending.
Anecdotally, we have felt a bit of this positive trend in our business. While we had
another solid year in 2014 (growing 15%), we did notice a tendency for agencies to
be slower in signing on with our program – because the rest of their business was so
good. As we approached the end of this past year and roll into the start of this year,
we’re seeing agencies move a bit more aggressively into our program…suggesting
a recognition that relying on organic growth isn’t a good long-term strategy.
LIKELY TO INVEST EITHER
“SOMEWHAT”OR“HEAVILY”IN
BUSINESS
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Agency confidence also remains strong. 95% of agencies state they will likely
increase their investments in the marketing, sales, and people parts of their
business either“somewhat”or“heavily”. As we’ll see later, many agencies
believe the marketplace is getting more competitive, which is likely what’s driving
a large number of agencies to say they’ll be increasing investments in 2015.
AGENCIES
95% 96% 87%
LIKELY TO INVEST“SOMEWHAT”OR
“HEAVILY”IN MARKETING, SALES,
PEOPLE
2015 2014 2013
IMPLICATIONS
As we all know, 2008-2010 wasn’t a fun time for any agency, let alone any
business. Key to helping avoid situations like that again are twofold: 1) effective
diversification of client roster and/or type of business; and 2) investment (when
you have the financial wherewithal to do it). There is never a“right”time to start a
marketing/sales program for your agency, just like there’s never a“right”time to
have a baby or buy a house. Whether it’s looking outside for help (via consultants,
outsourced new business groups like RSW/US, or inbound marketing programs)
or building a new business program on your own, just do it. I’ve seen too many
situations where an agency lives (and eventually dies) because it’s top-heavy with
one or two clients representing 70%-90% of their business. Don’t let this happen
to you.
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The confidence marketers have about the economy and investment in their
business spills over into their expectations relative to marketing and advertising
spending. 51% of marketers believe they will either “somewhat” or “heavily”
increase their spending in marketing/advertising in 2015.
MARKETERS
51%
50%
38%
41%
44%
LIKELY TO INVEST“SOMEWHAT”
OR“HEAVILY”IN ADVERTISING/
MARKETING
2015 ..................
2014 ..................
2013 ...................
2012 ...................
2011 ...................
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This is good news for agencies – who also think their clients will increase
spending in kind.
While these numbers for marketers and agencies are certainly encouraging, we
have to remember the other 50% of marketers in this survey that see no changes,
or some decrease in the spending behind their brand.
The caution here is that while we wouldn’t suggest you play it overly conservative
(relative to your investments in your own marketing efforts or personnel), you
need to keep a close eye on how your clients are operating out of the block as you
roll through the first quarter, or into the first half of the year. If you see tendencies
to hold back, you might not want to as aggressively invest in new computers, new
furniture or that“extra”set of hands in account planning, as an example. What you
don’t want to ignore and hold back on is the investment in marketing and selling
of yourself.
AGENCIES
62%
60%
53%
55%
60%
LIKELY TO INVEST“SOMEWHAT”
OR“HEAVILY”IN ADVERTISING/
MARKETING
2015 ..................
2014 ..................
2013 ...................
2012 ...................
2011 ...................
IMPLICATIONS Page11

MARKETERS
If this all plays out as marketers lead us to believe, their increasing investments
in advertising and marketing spending should mean more opportunities for
agencies. But there’s another caution we have to mention, as there is a making
of a trend underway, perhaps troubling, which could limit the number of
agencies benefitting from this potential increase in spending by marketers.
Marketers are showing signs of a movement to consolidate agencies, reversing
a trend we’ve seen over the past few years – where marketers were more likely
to invest in separate agencies with individual specialties.
Marketers continue to use multiple agencies to support their business, but
based on what we’ll see over the next few pages, the number of agencies a
marketer uses is likely to decline. 62% of marketers use two or more agencies
to support their business, a 13% decrease from our 2009 survey, when 75% of
marketers said they used two or more agencies to support their business.
This move to consolidate means agencies need to show their existing clients they
can operate across platforms – and they can think and act strategically on behalf
of a client’s brand. This consolidation also means pressure for agencies to do more
with less, given there will be more agencies vying for fewer pieces of business
– so more of a reason to carefully invest in the human capital supporting your
business and to make sure you have enough support behind your own marketing
to protect from potential losses as a result of marketers’efforts to consolidate.
IMPLICATIONS
of Marketers
use 2 or more Agencies
to support their
business (versus 75%
who stated such in
2009).
62%
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The movement to consolidate agency numbers on a roster is likely to continue
as we move forward into the coming years. While not an overwhelming shift,
there is a slight turn toward fewer agencies, versus bringing on more.
54% of marketers say they’re trending this way of late – and even more (63%)
expect to drive further in this direction over the course of the next 1-2 years.
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MARKETERS
IMPLICATIONS
While we’ve certainly seen these trends move both ways, I think this time it’s here
to stay for a while. With increasing pressure on marketers to cut costs, pressure
to get a better handle on their return on investments, and the on-going need to
improve controls on brand messaging and integration across platforms, the move
to work with fewer agencies that have a broader base of skills makes more sense
for marketers operating under these conditions.
56%
63%

MARKETERS
If you’re a specialty firm looking to expand your offerings (and you don’t want
to make huge investments in your infrastructure now), consider exploring a
strategic partnership with other firms. In last year’s survey, marketers indicated
they are willing to work with agencies that have strong strategic partnerships
with specialty firms. There is a willingness to have what one might call a“curator
agency”…one that brings talents to the table that can benefit the marketer’s
business, but that’s under one condition. These need to be meaningful
relationships. I’ve seen agencies respond to RFIs on the RSW/AgencySearch side
of our business that present other agencies as“partners”without any evidence
of a past working relationship and/or little evidence of experience by the partner
agency in the client’s category.
I wrote a post call“Good When They Are Great”that speaks to this and offers
examples of where I’ve seen this work well and places where it has fallen down.
Might be worth a read.
Page14
IMPLICATIONS
Evidence of this trend’s impact is reflected in how marketers feel about digital-
only firms – and what they believe the likelihood is they will survive long-term
without offering more traditional services.
84% of marketers state it is somewhat/very important for digital-only firms to
do more than just digital if they are going to remain relevant.
of Marketers
say it is“Very”or
“Somewhat”important
for digital-only
Agencies to diversify
84%

Sonowthatwe’vetalkedaboutspending…let’sfigureoutwhatkindofenvironment
agencieswillfaceastheyrollthrough2015,specificallyasitrelatestothecompetitive
landscapeandnewbusinessspending.
Agencies indicate the landscape will be increasingly competitive. 79% of
agencies in our survey state the business of advertising is much more competitive
today than it was 3-4 years ago. This compares to only 68% of agencies stating the
same thing back in 2013.
The implication here is a simple one: Get your face out there in front of as
many prospects as you can for as long as you can…and eventually prospective
clients will come knocking….that is, so long as it’s done in a smart, strategic and
well-focused/positioned way. If it is, you are certain to create opportunities for
yourself.
AGENCIES
Page15
IMPLICATIONS
79% of Agencies
state that the
environment is much
more competitive.This
compares to only 68%
stating such in 2013.

Agencies on the whole feel pretty good about the number of new business
opportunities that will surface in 2015. 63% of agencies feel the number of
new business opportunities will increase next year…a level comparable to those
we’ve seen over the past two years.
Page16
AGENCIES
While the good feelings that agencies have are encouraging…we have to
remember the findings that preceded this chart. Marketers, while enthusiastic
and expecting to spend more (for the most part), are also trending toward using
fewer agencies than in the past.
Without question, the business of advertising will be strong this year, but it won’t
all come naturally and it doesn’t mean you can solely rely on your network and
referrals or organic growth to carry the day.
Shrewdly invest in your people, proactively invest in technology, and most
importantly, aggressively invest in marketing and sales. Because if you don’t
(as we’ll see next) your competing agency down the street may beat you to the
punch.
IMPLICATIONS
% OF AGENCIES THINKING NEW
BIZ OPPS TO INCREASE IN THE
COMING YEAR
2015 .......... 63%
2014 .......... 69%
2013 .......... 60%

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More agencies this year state they will be“somewhat”or“much more”
aggressive in their approach to winning new business than in years past.
88% of agencies state this as compared to 86% last year and a low of 77% in 2011.
AGENCIES
How agencies execute“much more aggressively”will be critical to how well
they succeed at driving more agency new business. Simply buying lists from
a list supplier and mailing out a bunch of postcards 3-4 times a year isn’t the
answer. We’ve had new clients come on board telling us they’ve“tried mailings
and they don’t work.”They didn’t work because all they did was mail a bunch of
postcards….end of story. No follow-up or support beyond that. Mailing and then
doing nothing doesn’t work.
Same holds true for inbound marketing. Inbound is only as good as what you
make of it. It’s not a secret potion that if purchased will magically work. You need
to put effort into it…just like you need to put effort into any kind of outbound
new business program
IMPLICATIONS
APPROACH TO NEW BUSINESS
WILL BE“SOMEWHAT”OR
“MUCH MORE AGGRESSIVE”
2015 88%
2014 86%
2013 82%
2012 82%
2011 77%

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Speakingofinbound….
Inbound marketing has been all the rage. The concept sounds great…but like
anything, it takes a lot of work. We’ve been doing inbound marketing for years,
well before inbound was a common household term. We’ve grown RSW/US by
rates of 15%-20% since 2005 by using inbound marketing. We’ve been successful
for four reasons: 1) We’ve stuck to it, consistently developing content, day in and
day out, 2) Our content is all value-added. You’ll find very little on our blog or in
our resources section that is about us. It’s all about you and how we can help your
agency, 3) We activate our content. We not only push content out to most major
social channels, but we also send out weekly releases with value-added posts
and survey reports and webinars. It’s not a“build it and they will come approach”
which many consultants out there want to lead you to believe works, and
finally, 4) We don’t just use inbound. We complement our inbound efforts with
outbound…good old fashioned calling, emailing, mailing and social outreach. We
figure…what the heck…they’re there…might as well use them!
So as you’ll see below, while many agencies are using inbound (76%), few are
finding it effective at helping them win new business. There is a ray of hope, as
many are finding it effective today, (25% more than last year) when only 18%
believed it was an effective practice. Agencies are obviously getting smarter and
better using inbound to maximize their efforts.
AGENCIES
76% of Agencies are
using some form of
inbound marketing
Only 25%of Agencies using
some form of inbound
marketing find it to be
effective at helping their
Agency in new business

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Reasons agencies provide for inbound not working include:
Marketers are not investing time in social media (so they’re not there when we post in
social spaces)
We don’t have good lists
Difficult to keep staff engaged in program (so we never get it fully up and running)
Didn’t manage the process as well as we should have
We lacked content and focus
IMPLICATIONS
Don’t build it and wait for them to come. Or start to build it, and then stop.
Inbound works when you stick to it and you don’t rely on it alone, as your sole
means of marketing your agency.

Thelasttopicareawe’lldiscusstodayisonelovedbymanyagencies:
SearchConsultants.
Surprisingly (to me at least), 66% of agencies surveyed said they’ve been
involved in a search led by a search consultant and only 16% of marketers
stated they’ve used a search consultant to help them find a new firm. This
suggests too many marketers are letting search consultants bring a ridiculous
number of agencies into their searches. These “cattle calls”, as they refer to them,
should be outlawed!
AGENCIES
MARKETERS
66%of Agencies have been
in searches led by search
consultants
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Only 16%of Marketers have
used a search consultant to
manage search

While the percentage of marketers rating their search consultant experience
“Good”to“Excellent”was significantly higher than the percentage of
agencies, the numbers aren’t all that encouraging. Only 47% of marketers
rated their experience as positive. The primary reasons why marketers didn’t have
an ideal experience working with traditional search consultants were cost (paying
too much), their use of pre-determined lists (not building lists custom for their
search), and not meeting expectations (marketers hoping for something better
and not getting it).
Only 19% of agencies said they found their experience working with traditional
search consultants positive (not surprising). Agency reasons for their negative
experience were perceived bias, poor communication and feedback and specific
requests by consultants to use their consultancy to get more opportunities
(which is absolutely crazy – not to mention unethical!).
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Only 19%of Agencies rated
their experience positive
AGENCIESMARKETERS
If you’re involved in a search – with or without a search consultant, make sure
you perform your due diligence. Find out how many are in the search. Is the
incumbent involved? If they are, try and find out if the search is legitimate…are
they really interested in changing agencies? If you are an outlier geographically,
find out if they’re truly willing to go outside their own geography. Ask to speak
with the client. Get your questions answered…you deserve it before you turn
your agency upside down, rolling the dice to see if you win.
47%of Marketers rated their
experience positive
IMPLICATIONS

whatistheMOSTTROUBLINGTREND
you’reseeingamongMarketerstoday?
PRICE COMPETITION IS FIERCE
IN-HOUSE MEDIA BUYING
LACK OF UNDERSTANDING DELIVERABLES FROM DIGITAL AND SOCIAL
UNWILLINGNESS TO BE BRAVE
HOW TO REACH YOUNGER AUDIENCES THROUGH MULTIPLE PLATFORMS AND NOISE
TOO MANY SAAS PROVIDERS CLOUDING THE MARKETING SPACE
WANTING DIGITAL EXCELLENCE WITHOUT BEING WILLING TO INVEST IN DIGITAL WORK
DETERMINING THE OPTIMAL INTEGRATION OF ALL VEHICLES, TRADITIONAL AND
DIGITAL
SHORT TERM FIX VERSUS LONG TERM BRANDING AND CONSUMER RELATIONSHIP
LACK OF INPUT. LACK OF UNDERSTANDING. LACK OF PLANNING. LACK OF COMMITMENT
TO DOING GREAT WORK.
INCREASED FOCUS ON WHATEVER THE LATEST TRENDS ARE IN THE NEWS
LACK OF UNDERSTANDING OF HOW TO STAY BRAND CONSISTENT ACROSS MULTIPLE
CHANNELS
IN HOUSE AGENCIES BEING SET UP AT MAJOR CORPORATIONS
A BLIND BELIEF IN“ANYTHING NEW”IN THE HOPE THAT A DIFFERENT TACTIC WILL
CHANGE THE OUTCOME OF THEIR MARKETING PROGRAM. IT STILL COMES DOWN TO
SMART, WELL-RESEARCHED STRATEGIC MARKETING PLANNING AND EXECUTION, AND
REACHING YOUR INTENDED AUDIENCES WHEN AND WHERE THEY CONSUME MEDIA.
DOING MORE WITH LESS. STAYING AHEAD OF THE TECHNOLOGY CURVE IN ALL ASPECTS
OF MARKETING.
EXCESSIVELY SHORT-TERM THINKING
THE NEED TO SHOP AROUND FOR COST-SAVINGS AND THEREFORE PARCELING OUT
PIECES OF CAMPAIGNS/MARKETING TO THE LOWEST BIDDER.
Page22
(VERBATIM)
ADDENDUM OPEN ENDED RESPONSES
AGENCIES...

LACK OF A STRATEGIC APPROACH - TOO MUCH RELIANCE ON TACTICS RATHER THAN
STRATEGY, TOO MUCH EMPHASIS ON IRRELEVANT METRICS, TOO MUCH BELIEF IN
CONVENTIONAL WISDOM AND TOO MUCH OF A COMMODITIZATION OF CREATIVE
SERVICES
BRANDS PULLING WORK IN HOUSE
KEEPING PACE - CLIENTS HIRE US TO BE AHEAD OF THE TRENDS AND WHILE YOU’RE
BUSY DOING THE WORK, THERE’S NOT MUCH TIME LEFT TO GLEAM INTO YOUR CRYSTAL
BALL
NOT TAKING CHANCES
HOW TO USE BIG DATA
INABILITY TO UNDERSTAND AND USE EFFECTIVE DIGITAL ADVERTISING
TRYING TO PROVE ROI BEFORE INVESTMENT BENCHMARKS SET
NOT UNDERSTANDING HOW TO USE DIFFERENT DIGITAL STRATEGIES
EXPECTING LEADS/SALES WITH ALL MARKETING DOLLARS. NOT HAVING A SEPARATE
BUDGET FOR BRAND AWARENESS CAMPAIGNS.
SURPRISINGLY, WE STILL SEE MARKETERS WHO SEEM TO THINK THAT SEO AND
ANALYTICS AREN’T CRUCIAL FOR THEM
QUICK TO DELIVER OFF-THE-SHELF SOLUTIONS, AND YET THEN IN THE SAME BREATH
PRETENDING THEY’RE STRATEGIC
CAN’T MAKE ANY REAL MONEY IN DIGITAL AND SOCIAL MEDIA, TOO LABOR INTENSIVE
INABILITY TO MEASURE RESULTS DUE TO LEGACY SYSTEMS AND LACK OF INTEGRATED
CRM
PIECEMEALING OUT PROJECT WORK
THE COMPULSIVE NEED TO ROI EVERY AD UNIT
A BELIEF THAT SOCIAL IS AN ECONOMICAL BRAND BUILDER REGARDLESS OF INDUSTRY.
NOT SPECIALIZING
THEY MOVE CONSTANTLY, NO LOYALTY
IMMEDIATE BUDGET CUTS MARKETING AND PR WHENEVER SALES ARE STAGNANT OR
NOT MEETING EXPECTATIONS
THOROUGH UNDERSTANDING OF THE DIGITAL LANDSCAPE
LACK OF CLIENT TRAINING
MARKETING IS SO FRAGMENTED, IT IS HARD TO GAIN TRACTION FOR A CLIENT BECAUSE
THERE IS ONLY A SMALL PIECE OF THE PIE THAT YOU CAN AFFECT
Page23
AGENCIES...

GETTING CLIENTS TO UNDERSTAND MESSAGING AND CONTENT TO SECURE TRUST AND
FOLLOWING
SMALLER BUDGETS
FOCUS ON BIGGER IDEAS THAT MOVE BUSINESS
BRINGING MOST OF THEIR MARKETING ACTIVITY IN HOUSE
CMO’S LEAVING.
ASKING AGENCIES TO TRAIN THEIR INTERNAL STAFF TO EXECUTE SOCIAL MEDIA
DESIRE FOR IMMEDIATE RETURN INSTEAD OF LONG TERM BRAND BUILDING
ADDING TO THE CLUTTER WITH BAD CONTENT.
UNQUALIFIED MARKETERS FOR THEIR POSITION.
INABILITY TO GIVE CLEAR DIRECTION. CHECK THAT, INABILITY TO GIVE DIRECTION.
MORE AND MORE WE AS THE AGENCY ARE LEFT TO“”FIGURE IT OUT.””THAT TREND IS
REAL AND TROUBLING.
FRAMING UP DIGITAL AS A REPLACEMENT FOR TRADITIONAL/MASS ADVERTISING
CHANNELS VS. A COMPLEMENT TO THEM
1) THAT THEY ARE NOT ENGAGING IN DATA ANALYSIS TO IMPROVE SALES AND 2) THEY
WANT MEASUREMENT BUT ARE UNSURE WHAT OR HOW TO MEASURE IT
NOT INNOVATING AND INTRODUCING NEW/IMPROVED PRODUCTS
TOO SHORT SIGHTED
LACK OF FOCUS AND RESPONDING TO WHAT I CALL“”FIRE DRILLS.”” THEY GO OFF-PLAN
AT A MOMENTS NOTICE BEFORE THEY LET THEIR STRATEGY PLAY OUT.
GOOD MARKETING AND ADVERTISING TAKES TIME TO BUILD MOMENTUM AGAINST
THEIR TARGET AUDIENCES.
DISCOUNTING THE VALUE OF BIG IDEAS/CREATIVE THINKING.
DEVALUING CREATIVE, AND THE IMPACT THE RIGHT IDEA THAT SOLVES THE PROBLEM
AND IGNITES THE OUTCOMES/ROI.”
ATTRIBUTION
THE SHIFT TO PROCUREMENT RUNNING A PROCESS TO ACQUIRE INTELLECTUAL
CAPITAL. THERE CAN BE NO PRICE PARITY WHEN COMPARING BRAIN POWER.
PROCUREMENT IS DESIGNED TO GET THE BEST PRICE AND SERVICE ON COMMODITIZED
PRODUCTS. BUILDING AND MANAGING MARKETING PROGRAMS IS A“”GET WHAT YOU
PAY FOR””PROPOSITION.
LOW PRICE WILL OPEN MEAN LOW VALUE.
Page24
AGENCIES...

PURCHASING DEPTS
CLIENTS ARE SLOW TO IMPLEMENT PROGRAMS. I BELIEVE PRIMARILY DUE TO
FRAGMENTATION OF MEDIA AND THE INCREASED NUMBER OF DIGITAL CHANNELS NOW
THROWN INTO THE MIX WITH TRADITIONAL
KNOWLEDGE IS LOW ABOUT DIGITAL AND HOW TO USE IT. THIS EQUALS DECISION
PARALYSIS.
WE AS AD AGENCY PROFESSIONALS HAVE ALWAYS SUSPECTED THAT CLIENTS USE
THE AGENCY SEARCH/SELECTION PROCESS TO GET FREE IDEAS FOR THEIR BUSINESS
CHALLENGES. FOR THE FIRST TIME EVER, WE HAVE HAD SEVERAL CLIENT PERSONNEL
OPENLY TELL US THIS WAS THEIR STRATEGY IN CHOOSING TO DO AN AGENCY SEARCH.
YEARS UPON YEARS OF AD AGENCIES BEING WILLING TO GIVE AWAY FREE IDEAS TO
CLIENTS IN PITCHES HAS FINALLY CAUGHT UP TO THE INDUSTRY
LESS OF A FOCUS ON STRATEGY AND STAYING THE COURSE - DISTRACTED BY WHAT
EVERYONE ELSE IS DOING
SHORT TERM PLANNING, NO UNDERSTANDING OF THE POWER OF ADVERTISING
AND BRANDING, TOO MUCH RELIANCE ON SOCIAL AND DIGITAL VERSUS BUILDING
A BRAND AND USING THESE TOOLS TO REINFORCE THE BRAND DIRECTION. NO REAL
INTEGRATION OF THE BRANDS MESSAGE.
THEY DO NOT UNDERSTAND HOW TO INCORPORATE NEW DIGITAL TECHNOLOGIES IN
THEIR OVERALL MARKETING STRATEGY
THE SHEER MAGNITUDE OF DATA AND INFORMATION (ON THEIR TARGET,
COMPETITORS, INDUSTRY, ETC) IS ACTUALLY MORE PARALYZING THAN HELPING
NATIVE ADVERTISING AND PSEUDO JOURNALISM
THE STRONGEST TALENT GRADUATING FROM SCHOOLS ARE NOT SELECTING A CAREER
IN OUR BUSINESS
RELYING TOO MUCH ON SOCIAL
NOT CONNECTING THE DOTS BETWEEN MESSAGING, CONTENT, PAID MEDIA (INCLUDING
SEO & SEM) AND THEIR WEBSITE. EACH MUST WORK TOGETHER.
MARKETERS THAT USE“BEST IN CLASS”AGENCIES OFTENTIMES DON’T HAVE THE TIME
TO EFFECTIVELY TIE THE EFFORTS OF THESE AGENCIES INTO ONE UNIFIED EFFORT
HIRING“”BEST IN CLASS””AGENCIES IS THE EAST PART, MANAGING THEM IS A WHOLE
DIFFERENT SKILL SET
USING TOO MANY RESOURCES INSTEAD OF CONSOLIDATING WITH ONE AGENCY. WHILE
THIS TREND SEEMS TO OFFER OPPORTUNITIES FOR AGENCIES TO SECURE PROJECTS
FROM MORE CLIENTS, IT HURTS THE CLIENT BECAUSE, DESPITE THEIR BEST EFFORTS,
THE PROGRAM BECAUSE DISORGANIZED AND LOST OPPORTUNITIES.
Page25
AGENCIES...

A LACK OF TIME MAINLY DUE TO THE LACK IN CLIENT STAFFING AND INCREASE IN
CHANNEL MANAGEMENT RESPONSIBILITIES
INCREASINGLY, EVERYTHING IS PROJECT WORK
LACK OF LOYALTY TO MARKETING PROVIDERS. CONTINUED PUSH FOR LOWER PRICES.
MARKETING MANAGERS ARE OFTEN JUNIOR PEOPLE WITH LITTLE BUSINESS OR LIFE
EXPERIENCE AND THEY ARE AFRAID. AFRAID TO MAKE DECISIONS, AND AFRAID TO
PUSH THE C-SUITE TO STEP OUTSIDE THEIR COMPARATIVE COMFORT ZONES TO DO THE
RIGHT THINGS FOR THEIR BRANDS .
SHIFTING ASSIGNMENTS FROM RETAINER RELATIONSHIPS TO PROJECTS. HOLDING
PITCHES FOR SHORT TERM PROJECTS. NEW SENIOR PERSON COMES IN, IMMEDIATELY
LAUNCHES A REVIEW.
AD AGENCIES BELIEVING THEY CAN DO SOCIAL MEDIA BETTER THAN PUBLIC RELATIONS
FIRMS
INERTIA AND DENIAL
DUE TO STAFFING RESOURCES AND TIME RESTRAINTS -- BEING MORE TACTICAL AND
LESS STRATEGIC
RELYING ON SOCIAL MEDIA AS THE QUICK FIX TO MARKETING PROBLEMS
UNDER ATTENTION TO SOCIAL AND MOBILE. OVER RELIANCE ON DATA .
THE OVER EMPHASIS ON TECHNOLOGY VERSUS CREATIVE CONTENT/ENGAGEMENT
CHASING NEW AND SHINY OBJECTS
NATIVE ADVERTISING
CHOOSING AGENCIES ON PRICE ONLY OR FIRST
MARKETERS ARE RUNNING RFP’S FOR PROJECT WORK, MANY OF THEM NOT LARGE
ENOUGH TO WARRANT THE EFFORT
PROCUREMENT TAKING A MUCH MORE PROMINENT ROLE
LACK OF COMPREHENSIVE APPROACH
TOO MUCH RELIANCE ON DATA; TOO MANY BUZZWORDS AND NO REAL THOUGHT; AND
A BELIEF THAT MIGRATING TO DIGITAL AT THE EXPENSE OF TRADITIONAL MEDIA WILL
DRIVE THEIR BUSINESS
MARKETERS CONTINUE TO RELY ON FLAWED MARKET RESEARCH TO MAKE AND JUSTIFY
DECISIONS
SPEED....NO ONE WANTS TO INVEST IN THE LONG-TERM OR BRAND BUILDING. WE’RE
LIVING IN A MICROWAVE SOCIETY.
Page26
AGENCIES...

LACK OF UNDERSTANDING IN RELATION TO DIGITAL AND SOCIAL MEDIA - I HEAR WAY
TOO MUCH THAT POSITIONS THESE TOOLS AS EITHER/OR IN RELATION TO TRADITIONAL
MEDIA - NOT IN ADDITION TO...
INTERNAL RESOURCES PUSH AGENCIES OUT AND/OR TRY TO MAKE US VENDORS
RATHER THAN STRATEGIC PARTNERS
THE LACK OF AN AOR
GETTING TOO CAUGHT UP IN THE TACTICS WITHOUT DEVELOPING AN OVERALL
STRATEGY
TREND TO MULTIPLE AGENCY PARTNERS WITH A“VENDOR”MENTALITY
LACK OF UNDERSTAND OF MARKETING’S ROLE VS SALES
MORE AND MORE TACTICAL WORK, WE ARE BECOMING VENDORS AGAIN. NOT ENOUGH
RESEARCH BUDGETS FROM SMALLER.
NATIVE ADVERTISING AND ROBOT JOURNALISM
DON’T APPRECIATE THE VALUE OF GREAT STRATEGY AND CREATIVE THINKING
LACK OF COMMUNICATION WITH AGENCIES RESPONDING TO RFP’S. ONCE YOU
PARTICIPATE, THEY SEEM TO GO MONTHS AT TIMES WITHOUT LETTING YOU KNOW
WHERE THINGS STAND.
MANY STILL DON’T DO A GOOD JOB MEASURING ROI
THE DISCREDIT OF TRADITIONAL (PRINT AND BROADCAST) MEDIA BY THE
ADVERTISING COMMUNITY AND ADVERTISERS - WHEN THE NUMBERS AND
ENGAGEMENT SUGGEST OTHERWISE
DIGITAL MARKETING WITHOUT STRATEGY OR MEASURING, CREATIVITY WITHOUT
RESEARCH
KEY PROBLEM FOR MARKETERS: RAPID TURNOVER – OFTEN ONLY 18 MONTHS
TENURE. WHY? LACK OF BUDGET AND SUPPORT LEADS TO FAILURE. WHY?
UNREALISTIC EXPECTATIONS BY MANAGERS. WHY? MANAGERS DON’T REALLY
UNDERSTAND MARKETING. WHY? LACK OF GOOD EDUCATIONAL TOOLS ESPECIALLY
ABOUT TODAY’S RAPIDLY CHANGING APPROACHES. BOTTOM LINE: MARKETERS NEED
SUPPORT AND TOOLS TO HELP THEM EDUCATE THEIR MANAGEMENT AND ACHIEVE
AUTHORITY TO ACT BOLDLY AND GROW THEIR BRANDS.
NOT PROPERLY COMMITTING TO AND/OR FUNDING SOCIAL MEDIA ENDEAVORS
MARKETERS THAT AREN’T DEDICATING THE NECESSARY TIME TO CRITICAL STRATEGIC
GROUNDWORK AND DIRECTION/LEADERSHIP
THE EXPECTATION THAT SOCIAL MEDIA IS CHEAP AND EASY. ANYONE CAN DO IT.
Page27
AGENCIES...

NO LONG TERM PLANNING
LACK OF THEIR ABILITY TO TIE THEIR MARKETING SPEND TO BUSINESS OUTCOMES
(LEADS, PIPELINE, REVENUE, NEW BUSINESS WINS, ETC.)
TAKING SOCIAL MEDIA IN HOUSE WITH THE BELIEF THAT THIS REPLACES ADVERTISING,
FRAGMENTING ADVERTISING EFFORTS AMONG SPECIALIZED AGENCIES
THEY’RE SO UNDERSTAFFED AND TIME-CONSTRAINED TO THE POINT OF NOT BEING
ABLE TO PROVIDE GOOD DIRECTION AND INPUT UP-FRONT. THE RESULT? CRITICAL
INFORMATION ISN’T COMMUNICATED TO THE AGENCY UNTIL AFTER CONCEPTS, FIRST
ROUNDS, ETC.
SMALLER BUDGETS BEING CHOPPED INTO MULTIPLE PIECES, LEAVING NOT ENOUGH
MONEY IN ANY ONE DISCIPLINE TO DIFFERENCE-MAKING WORK
MORE CLIENTS DEVELOPING IN-HOUSE CREATIVE TEAMS
OMNI-CHANNEL ANALYSIS AND UNDERSTANDING HOW THE STRATEGIES IMPACT ONE
ANOTHER SO RESOURCES CAN BE APPLIED PROPERLY
Page28
AGENCIES...

whatistheMOST
TROUBLINGTRENDyou’reseeingamongAgenciestoday?
SOCIAL MEDIA
MOST OF THEM ARE CLUELESS
TRYING TO PLEASE EVERYONE WITH A SUITE OF SERVICES THAT ARE NOT SPECIALIZED
SILOS OF SPECIALIZATION...SO NOT ENOUGH STRATEGIC INTEGRATION ACROSS
PLATFORMS
DECREASING ROI
STILL SLOW AND EXPENSIVE
INABILITY TO INNOVATE IN A MEANINGFUL WAY
IT IS GOOD THAT THEY ALL CAN DO EVERYTHING, BUT IT MAKES IT HARD TO
DIFFERENTIATE AMONG THEM. THEY ALSO ARE SUPER PRICEY.
TOO MANY OF THEM - TOO MANY EXPERTS TOUTING SOCIAL MEDIA
TOO MUCH ONLINE ADVERTISING WITH LITTLE RETURNS
LACK OF RESOURCES
TURNOVER - SEEING LOTS OF TURNOVER IN CREATIVE AND MEDIA TEAMS
OVER EMPHASIS ON THE USE OF DATA
OVER SATURATION OF KEY MARKETS
MARKETING AGENCIES NEED TO BECOME FAMILIAR WITH INDUSTRY SPECIFIC
MARKETING TECHNIQUES
LACK OF INNOVATION
THE DASH TO PROGRAMMATIC WITHOUT FULLY GRASPING THE RISKS. THE DIGITAL
INDUSTRY AS A WHOLE HAS NOT FOUND A TRIED AND TRUE METHOD OF MANAGING
FRAUD.
MISTAKES IN EXECUTION
DRUG USE
BEING ASKED“WHAT IS YOUR BIGGEST MARKETING HURDLE?”WHAT A LAZY WAY TO
BEGIN A CONVERSATION. TELL ME YOUR STRENGTHS. YOUR ONE OR TWO STRENGTHS
AND LET’S SEE IF THERE’S A FIT.
MORE AND MORE ONLINE BECAUSE IT’S COST EFFECTIVE
OVER-PROMISING AND UNDER-DELIVERING
CHASING THE NEXT SHINY OBJECT
Page29
MARKETERS...

whatistheMOST
LESS EMPHASIS ON MARKET RESEARCH

INABILITY TO EFFECTIVELY PROVIDE POST ANALYSIS ON SOCIAL/DIGITAL PROGRAMS;
ROI DIFFICULT TO DETERMINE

DECLINE IN CUSTOMER SERVICE

REACHING CORRECT AUDIENCES THROUGH THE CLUTTER

CALCULATING ROI

IN SOCIAL MEDIA/DIGITALLY THERE’S A LOT OF REPETITIVENESS IN CONNECTION/
PIECES

MOBILE/ONLINE BOMBARDMENT KILLING THE REVENUE/COST OPTIONS OF
TRADITIONAL ADVERTISEMENTS (FACELESS CROWD)
PUTTING FAITH AND DOLLARS INTO NEW UNTESTED MEDIA AREAS - AND SPENDING
TOO MUCH ON OUTSIDE 3RD PARTY COMPANIES HELPING THEM WITH THEIR SOCIAL
MEDIA AND MARKETING

TWITTER

NOT UNDERSTANDING THE METRICS AND FAILURE TO USE DATA APPROPRIATELY

LACK OF EXPERIENCE IN THE NEW DIGITAL WORLD

SOMETIMES I FEEL THAT THEY WANT TO THROW OUT SOCIAL MEDIA IDEAS JUST
BECAUSE THAT’S THE TREND. WOULD LIKE TO KNOW IT HAS VALIDITY.

COMPLACENCY

VIEWING SOCIAL MEDIA AS A DISCRETE FUNCTION OR STRATEGY RATHER THAN A TOOL
THAT NEEDS TO BE A COMPONENT OF AN INTEGRATED STRATEGY THAT SUPPORTS
OVERARCHING ORGANIZATIONAL GOALS

INCREASE IN COSTS

ARROGANCE

A LOT OF PROMISES IN REGARD TO SOCIAL MEDIA, BUT IT’S A CHALLENGE TO TURN FB,
TWITTER, PINTEREST REACH INTO DOLLARS

LACK OF VALUE ADD. IN A DESKTOP PUBLISHING WORLD WHERE FREELANCE ARTISTS
ARE CHEAP, RESEARCH CAN BE HOME BREWED, AND WRITERS ARE PLENTIFUL - WHAT
ROLE DOES THE TRADITIONAL ADVERT AGENCY PROVIDE FOR SMALL TO MEDIUM SIZED
COMPANIES - PARTICULARLY IN A B2B ENVIRONMENT.

TOO MUCH EMPHASIS ON SOCIAL MEDIA WITHOUT CLEAR MEASUREMENT AND PROOF
OF SUCCESS

“ONE-STOP SHOPS”THAT BILL THEMSELVES AS SUCH BUT REALLY DON’T HAVE THOSE
CAPABILITIES. ALSO, STAYING ON TOP OF/AHEAD OF TRENDS.

Page30
MARKETERS...

whatistheMOST
TOO MUCH RELIANCE OF DIGITAL INTERACTIONS
EXECUTION TIMELINESS COST
ALTHOUGH MEASURING OUTCOMES IS IMPORTANT, MARKETERS ARE NOW MAKING
USAGE DECISIONS ON THE ABILITY TO MEASURE RATHER THAN ON IT’S THE BEST WAY
TO REACH AUDIENCES
CLINGING TO THE OLD SLOW AND EXPENSIVE BUSINESS MODEL. NOT EMBRACING
SOCIAL MEDIA BECAUSE THEY DON’T KNOW HOW TO MONETIZE IT YET
TOO GENERAL, NOT SPECIFIC ON HOW TECHNOLOGY IS BE APPLIED
A FAILURE TO RECOGNIZE THE IMPORTANCE OF DATA IN THE DETERMINATION OF ROI
AND IN SETTING MARKETING STRATEGY
BRAND JOURNALISM AND TOO MUCH EMPHASIS ON NON-TARGETED SOCIAL MEDIA
OVER-PROMISING AND UNDER-DELIVERING ON DIGITAL CAMPAIGNS
SELLING THE TECHNOLOGY AND NOT THE SOLUTION
BILL RATES
LACK OF TRUE EXPERTISE
LACK OF UNDERSTANDING A CLIENT’S BUSINESS DRIVERS
TRADESHOW CUT BACK
AGENCIES HAVE NOT BECOME TRUE EXPERTS IN DIGITAL--REQUIRING US (CMOS) TO
EMPLOY SEPARATE SPECIALTY AGENCIES FOR THE DIGITAL SIDE OF OUR EFFORTS
LARGE AGENCIES ARE LOSING THEIR COMPETITIVE EDGE. SMALLER, SPECIALIZED
AGENCIES ARE BETTER AT NICHE ACTIVITY AND PROVIDE GREATER VALUE
DIGITAL MEDIA TACTICS WITHOUT AN UNDERLYING STRATEGY
THE PACE OF CHANGE AND THE TECHNOLOGIES THAT ARE AT THE CENTER OF IT
NOT SURE
THEY ALL CLAIM TO DO DIGITAL BETTER THAN THE NEXT GUY
INABILITY TO COMPLETELY UNDERSTAND SOCIAL MEDIA AND NEW TECHNOLOGIES
BEFORE ENTERING INTO CAMPAIGNS WITH THOSE CHANNELS
CLIENTS ARE LOSING FAITH IN THE EXPERTISE OF AGENCIES AND ARE LOOKING TO
SPECIALISTS TO ACT AS CONSULTANTS WHICH RESULTS IN HIGHER COSTS IN WHAT
SHOULD BE LOWER COST CHANNELS
Page31
MARKETERS...

whatistheMOST
LACK OF GOOD IDEAS
MAKING GOOD DECISION ABOUT THE BEST WAY TO USE ADVERTISING DOLLARS IE:
DIGITAL VS HARD COPY, INTERNET VS FACE TO FACE CAMPAIGNS ETC.
CUTE/FUNNY OVER-COMPELLING
COST
LACK OF FOCUS
FRAGMENTATION -- HUNDREDS, AND THOUSANDS OF TINY LITTLE AGENCIES. AS A
CORPORATE MARKETER, I DON’T HAVE TIME TO SORT THROUGH THEM ALL.
A COMPLETE UNDERSTANDING OF OUR BUSINESS NEEDS
GROWING TOO FAST
LACK OF CREATIVE TALENT
OUT OF THE BOX APPROACH- NOT UNDERSTANDING THE CUSTOMER - NOT ONE SIZE
FITS ALL
CLOSED LOOP MARKETING ISN’T REALLY IN PLACE ANYMORE
STILL OLD MODEL; NOT IN A POSITION TO LEAD CLIENTS (DON’T KNOW WHAT WORKS)
LACK OF SPECIALIZATION
NOT UNDERSTANDING THE TECHNOLOGY OF THEIR MARKETING DEMOGRAPHICS
SPECIALIZATION IN ONE ASPECT OF DIGITAL MARKET, FOR EXAMPLE. INTEGRATED
CAMPAIGNS ACROSS ALL MEDIUMS ARE EVERYTHING.
THE PUSH FOR MEASURABLE SALES, AND AGENCIES TRYING TO OBLIGE, IS
DIMINISHING BRAND BUILDING (MARKETING) IN FAVOR OF IMMEDIATE
TRANSACTIONS (SALES)
POOR SERVICE, NOT UNDERSTANDING OUR CHALLENGES
FOCUS
HIGHER COST OF SERVICES
LACK OF DIRECTION
LACK OF UNDERSTANDING OF SOCIAL CHANGES
CONSUMER ONLY WILLING TO BUY PRODUCTS WHEN ON A DEAL
CREATIVITY AMONGST THE TIGHT PROMOTIONAL GUIDELINES
I DON’T HAVE SIGNIFICANT CONCERNS AT THIS TIME

Page32
MARKETERS...

The RSW/US 2015 New Year Outlook Report

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The RSW/US 2015 New Year Outlook Report