As a digital advertising industry, over the last 20 years we went a very long and successful road of embedding digital media into business landscape. It has provided constant growth to the whole value chain. Now, digitalisation is a must, unquestionably. Moreover, it’s now spreading far behind marketing and advertising. Digital transformation as vast multidimensional and cross-siloed process gained great interest of almost every CEO. Environment and opportunities have therefore changed. Does our business models? Will our successful strategy of developing internet as a medium will still be enough? What’s the actual value digital industry provides? What are our unmonetized assets of different stakeholders? What are the possible scenarios for growth? These are questions I want to address with my presentation.

1. ZOOM-IN, ZOOM-OUT:
RESHAPING ECOSYSTEM OF
DIGITAL TRANSFORMATION

2. CONGRATULATIONS!
WE DID A GREAT JOB!

3. -DIGIT FOR OVER
A DECADE
(13,2% IN 2018)
DOUBLE
VOLUME IN 5 YEARS
(FORM 29BN €
TO 53BN €)We’ve
managed
TO MAINTAIN
SIGNIFICANT
GROWTH!
Source: IAB Europe

4. We’ve build impressive
DIGITAL-CAPABILITY
POOL

5. NECESSARY INGREDIENT
(EQUIVALENT) OF MARKETING
INNOVATION
We were able to make
digital activations as

6. THAT’S ZOOM-IN PERSPECTIVE

7. BUT WHEN YOU ZOOM-OUT…

8. DIGITAL
TRANSFORMATION
DIGITAL
MARKETING>

9. DIGITAL
TRANSFORMATION
DIGITAL
MARKETING>
73%
74%
77%
78%
79%
80%
80%
82%
Company Culture
Talent & Recruitment
Data Management
Production
Customer Services
Marketing
Digital Expertise
Infrastructure & IT
Source: Business Transformation Predictor Study, Publicis Media 2016; Global Base Size: Executives (759)

10. DIGITAL
TRANSFORMATION = BUSINESS
TRANSFORMATION

11. TRANSFORMATION
IS NOW
MAINSTREAM
76%
81%
executives have transformation
agenda in place
executives agree that their
business transformation agenda
is gaining strong momentum
Source: Business Transformation Predictor Study, Publicis Media 2016; Global Base Size: Executives (759)

12. SUCCESSFUL
TRANSFORMATION
involves whole
boardrooms as
top–priority33%
41%
48%
13%
29%
25%
Senior leaders have
regularly updated investors
and/or markets on
transformation's progress
Transformation has been
top business priority of
senior leaders
CEO has spent significant
share of his/her working
time on transformation
All other respondents
Reporting successful transformations
Source: McKinsey as cited on company blog, April 25, 2019

13. DIGITAL MARKETING INDUSTRY HAS A
GREAT TRANSFORMATIONAL POWER
OPERATIONAL
IMPACT
Internet
Mobile
Artificial Intelligence
Ubiquitous User Interfaces
Automation
One-to-one Content
Collapsed Journeys
Converged Platforms
WAVES OF
INNOVATION
DATA
EXPLOITATION
Connected behaviours – home/car/city
Enrichment & Activation
Data > Brand as business asset
Machine Learning value creation

14. BUT IT BRINGS US TO THE WHOLE NEW
COMPETITIVE LANDSCAPE
CONSULTANCIES
Change management
Tech strategy
Tech integration
Talents
Process
TECH PROVIDERS
„CLOSE OUTSIDERS”
Tech strategy
Tech development
Tech integration
Telco/ICT
Talent management
Logistics

15. Low expected
profitability
DISCOVERY PORTFOLIO
High expected
profitability
Low death/innovation riskHigh death/innovation risk
High death/disruption risk Low death/disruption risk
High real
profitability
Low real
profitability
Design
Test
Protect
Boost
EXPLOIT PORTFOLIO
Source: Strategyzer

16. Low expected
profitability
DISCOVERY PORTFOLIO
High expected
profitibility
Low death/innovation riskHigh death/innovation risk
High death/disruption risk Low death/disruption risk
High real
profitibility
Low real
profitibility
Design
Test
Protect
Boost
EXPLOIT PORTFOLIO
INDUSTRY EFFORTS
FOCUSED HERE
Source: Strategyzer

17. Low expected
profitability
DISCOVERY PORTFOLIO
High expected
profitibility
Low death/innovation riskHigh death/innovation risk
High death/disruption risk Low death/disruption risk
High real
profitibility
Low real
profitibility
Design
Test
Protect
Boost
EXPLOIT PORTFOLIO
LACK OF SOLID
WORK HERE
Source: Strategyzer

18. Key ActivitiesKey Partners Value Proposition Customer Relationships Customer Segments
Channels
Revenue Streams
Key Resources
Cost Structure

19. Key ActivitiesKey Partners Value Proposition Customer Relationships Customer Segments
Channels
Revenue Streams
Key Resources
Cost Structure
Digital advertising
CMO
Transactional

20. Career support
Key ActivitiesKey Partners Value Proposition Customer Relationships Customer Segments
Channels
Revenue Streams
Key Resources
Cost Structure
Digital advertising
CMO
Partnership
Transactional

21. 50% 77%
of CMOs agreed that marketing
has a critical role to play in their
company’s innovation agenda
CEO declare that CMO is top
one manager responsible for
„disruptive growth”
CMO
> CdtO
Source: Digital Transformation 2017: Disrupting 'Business as Usual‚; eMarketer 2017

22. Career support
Key ActivitiesKey Partners Value Proposition Customer Relationships Customer Segments
Channels
Revenue Streams
Key Resources
Cost Structure
Digital advertising
CMO
CEO
Transformational
impact in practice
Partnership
Transactional
Practical know-how

23. MARKETING IS BECOMING AREA WHERE
IMPACT IS MOST VISIBLE
66%
68%
72%
73%
77%
77%
79%
86%
Infrastructure & IT
Digital Expertise
Talent & Recruitment
Production
Company Culture
Customer Services
Data Management
Marketing
Source: Business Transformation Predictor Study, Publicis Media 2018; Polish Base Size: Executives (151)

24. BCG/GOOGLE
DIGITAL MARKETING
MATURITY ASSESMENT
Automation &
integrated tech
Conntected
Data
Actionable
measurement
AGILE TEAMING & FAIL-FAST CULTURE

25. Career support
Key ActivitiesKey Partners Value Proposition Customer Relationships Customer Segments
Channels
Revenue Streams
Key Resources
Cost Structure
Digital advertising
CMO
CEO
Transformational
impact in practice
Partnership
Transactional
Consumers
Practical know-how

26. Career support
Key ActivitiesKey Partners Value Proposition Customer Relationships Customer Segments
Channels
Revenue Streams
Key Resources
Cost Structure
Digital advertising
CMO
CEO
Transformational
impact in practice
Partnership
Transactional
Consumers
Practical know-how

27. Career support
Key ActivitiesKey Partners Value Proposition Customer Relationships Customer Segments
Channels
Revenue Streams
Key Resources
Cost Structure
Digital advertising
CMO
CEO
Transformational
impact in practice
Radically improved
experiences
Partnership
Transactional
Consumers
Practical know-how

28. Career support
Key ActivitiesKey Partners Value Proposition Customer Relationships Customer Segments
Channels
Revenue Streams
Key Resources
Cost Structure
Digital advertising
CMO
CEO
Transformational
impact in practice
Radically improved
experiences
Partnership
Transactional
Practical know-how
Data/insight Consumers

29. Career support
Key ActivitiesKey Partners Value Proposition Customer Relationships Customer Segments
Channels
Revenue Streams
Key Resources
Cost Structure
Digital advertising
CMO
CEO
Transformational
impact in practice
Radically improved
experiences
Partnership
Transactional
Practical know-how
Data/insight
Tech
Startups Consumers

30. France Germany
Ads are appearing in more places 75% 74%
Ads are more intrusive now 68% 67%
Ads tell better stories now 26% 37%
Adblock rate 29% 32%
PEOPLE DON’T LIKE TO BE AN INVENTORY
Source: Kantar Millward Brown, "AdReaction: The Art of Integration," Jan 16, 2018; eMarketer adblocking estimations 2018

31. Career support
Key ActivitiesKey Partners Value Proposition Customer Relationships Customer Segments
Channels
Revenue Streams
Key Resources
Cost Structure
Digital advertising
CMO
CEO
Transformational
impact in practice
Radically improved
experiences
Partnership
Transactional
Consumers
Practical know-how
Data/insight
Employees
Tech
Startups

32. Career support
Key ActivitiesKey Partners Value Proposition Customer Relationships Customer Segments
Channels
Revenue Streams
Key Resources
Cost Structure
Digital advertising
CMO
CEO
Transformational
impact in practice
Radically improved
experiences
Partnership
Transactional
Consumers
Practical know-how
Data/insight
Employees
Tech
Startups

33. Career support
Key ActivitiesKey Partners Value Proposition Customer Relationships Customer Segments
Channels
Revenue Streams
Key Resources
Cost Structure
Digital advertising
CMO
CEO
Transformational
impact in practice
Radically improved
experiences
Partnership
Transactional
Consumers
Practical know-how
Data/insight
Employees
Tech
Startups
Transformative
purpose

34. TRANSFORMING CLIENTS
while
TRANSFORMING OURSELVES