“Disruption” has become a blanket term to encapsulate the massive changes affecting businesses. But the term’s overuse and broadness have obscured what really matters to marketing. Often missing in the debate is a clear-eyed look at the causes of disruption to help marketers make better decisions regarding what to do about them.
Relatório da pesquisa "Lead Generation Strategy Outlook Report", da Ascend2, que foi tema de podcast e matéria publicados pela Tracto. Debatedores: Luisa Barwinski e Cassio Politi.
The world of B2B marketing has changed dramatically with the advent of internet and the increased connectivity in today's world. Traditional marketing methods are getting increasingly ineffective as buyers become more informed and highly aware of the products or solutions they need.
Die C-Level Linienfunktion CMO (Cief Marketing Officer) wir immer wichtiger. Hier ist ein White Paper zu den Anforderungen denen sich CMOs aktuell stellen müssen.
Vielen Dank für das White Paper an Sheryl Pattekwith, David M. Cooperstein und Alexandra Hayes von Heidrick & Struggles.
Relatório da pesquisa "Lead Generation Strategy Outlook Report", da Ascend2, que foi tema de podcast e matéria publicados pela Tracto. Debatedores: Luisa Barwinski e Cassio Politi.
The world of B2B marketing has changed dramatically with the advent of internet and the increased connectivity in today's world. Traditional marketing methods are getting increasingly ineffective as buyers become more informed and highly aware of the products or solutions they need.
Die C-Level Linienfunktion CMO (Cief Marketing Officer) wir immer wichtiger. Hier ist ein White Paper zu den Anforderungen denen sich CMOs aktuell stellen müssen.
Vielen Dank für das White Paper an Sheryl Pattekwith, David M. Cooperstein und Alexandra Hayes von Heidrick & Struggles.
This research set out to investigate the emphasis companies are putting on CEM and what steps, if any, they are taking to address this area. It also aimed to measure where customer expectations currently sit with respect to how they are treated by organisations.
CEOs' Perspectives on Growth, Innovation, and LeadershipSandeep Kar
The global economy is in a period of intense disruption, collapse and transformation. The Digital tsunami is creating upheaval across organizational ecosystems. Changing stakeholder expectations are challenging CEOs to accelerate and better manage innovation. The rising relevance of services-based business models is upsetting traditional products-based approaches. Frost & Sullivan’s CEOs Perspectives on Growth, Innovation, and Leadership—a survey of over 300 business leaders—reveals how organizations are strategizing to maintain resilient growth amidst such churn.
With Digital's increased importance in the marketing mix, brand leaders are naturally concerned with measuring and proving its efficacy. With Digital, there is no shortage of data to evaluate as part of this process. But all that data brings with it a new challenge – identifying which metrics we should care about, and how to best measure them. This paper examines the current state of digital measurement and opines for more scientific measurement approach utilizing a test and control methodology.
Gone are the days when marketing chiefs focused solely on the classic 4Ps: Product, Price, Promotions and Place - they now must take an integrated approach to drive company goals.
Throughout this report, you’ll see how technology marketers have changed their content
marketing practices over the last year and how they compare with the overall sample of B2B
marketers who completed our annual content marketing survey
Forbes Insights-The Age of Brand, Agency & Customer CollaborationPeerasak C.
4 STEPS FOR EFFECTIVE CHANGE
How can executives forge close relationships with
brand or agency peers, while achieving all the
other imperatives that define marketing success
today? Industry veterans advise focusing on four
key areas.
Focal Point 1
Successfully mine all of today’s rich
sources of data
Focal Point 2
Capitalize on the latest technologies for
understanding customers and managing
marketing programs
Focal Point 3
Enhance professional and personal skills
Focal Point 4
Balance local and global imperatives
Technology for Marketers: Are you Engaging Effectively? Ruder Finn UK Ltd
Ruder Finn has been working in partnership with Brand Republic to conduct research among marketers into whether their involvement in technology buying decisions has and will increase, and what their views are on the existing marketing messages that they see emanating from technology providers. The resulting report, “Technology for Marketers: Are you Engaging Effectively?”, makes interesting reading for technology companies and marketers alike, particularly those looking to target decision makers in the marketing department.
Forrrester Report: Marketing Maturity in the Age of the CustomerJakub Malobecki
Technology gives customers new decision-making and
purchasing power. Potential buyers can access information
about products, services, pricing, and brand reputation from
anywhere, anytime. This makes customer understanding a
strategic imperative, and only those companies that obsess
over knowing their customers intimately will thrive in this
new digitally powered age
Partnerize Partnerships Industry Survey ResultsPartnerize
What are the trends for the partnerships industry? Where is the industry headed? In our massive market research
survey, we asked 1,200 senior brand leaders these and many other questions that reveal both the state and future of partnerships.
Partnerships Survey Image
This partner marketing research reveals:
How partnerships contribute to revenue and long-term success
How brands are defining their business partnership strategies
Which categories of partners are driving the greatest revenue
Where marketers are placing their bets to drive revenue growth
How “affiliate marketing” relates to “partner marketing"
Much more!
Download the groundbreaking data and insights available in The State and Future of Partnerships now!
Margin Performance Report - Exploring how companies can beat market expectationsCaroline Burns
In an environment characterized by uncertainty and global competition, margins are threatened like never before and cost optimization is running out of steam. How does margin relate to performance and how can margin be managed strategically?
Dr. Patrick Reinmoeller
Professor of Strategic Management
Cranfield School of Management
Cranfield University
Get Your Sales and Marketing Teams Aligned
Lack of alignment between sales and marketing is an age-old problem, frequently lamented yet rarely addressed. Conquering this issue requires a fresh approach and better understanding of both sides of the relationship. But where to start?
This report is designed to shed a light on the obstacles to sales and marketing alignment, but also show teams where to start, how to collaborate, and how to set aligned goals.
In a rapidly evolving, digitally driven world, how do marketers really feel about new platforms, new data sources and new expectations of their role? Marketing Monitor is a study from TNS that surveys more than 2,700 marketers from across Asia Pacific to track the key issues dominating their agenda.
This research set out to investigate the emphasis companies are putting on CEM and what steps, if any, they are taking to address this area. It also aimed to measure where customer expectations currently sit with respect to how they are treated by organisations.
CEOs' Perspectives on Growth, Innovation, and LeadershipSandeep Kar
The global economy is in a period of intense disruption, collapse and transformation. The Digital tsunami is creating upheaval across organizational ecosystems. Changing stakeholder expectations are challenging CEOs to accelerate and better manage innovation. The rising relevance of services-based business models is upsetting traditional products-based approaches. Frost & Sullivan’s CEOs Perspectives on Growth, Innovation, and Leadership—a survey of over 300 business leaders—reveals how organizations are strategizing to maintain resilient growth amidst such churn.
With Digital's increased importance in the marketing mix, brand leaders are naturally concerned with measuring and proving its efficacy. With Digital, there is no shortage of data to evaluate as part of this process. But all that data brings with it a new challenge – identifying which metrics we should care about, and how to best measure them. This paper examines the current state of digital measurement and opines for more scientific measurement approach utilizing a test and control methodology.
Gone are the days when marketing chiefs focused solely on the classic 4Ps: Product, Price, Promotions and Place - they now must take an integrated approach to drive company goals.
Throughout this report, you’ll see how technology marketers have changed their content
marketing practices over the last year and how they compare with the overall sample of B2B
marketers who completed our annual content marketing survey
Forbes Insights-The Age of Brand, Agency & Customer CollaborationPeerasak C.
4 STEPS FOR EFFECTIVE CHANGE
How can executives forge close relationships with
brand or agency peers, while achieving all the
other imperatives that define marketing success
today? Industry veterans advise focusing on four
key areas.
Focal Point 1
Successfully mine all of today’s rich
sources of data
Focal Point 2
Capitalize on the latest technologies for
understanding customers and managing
marketing programs
Focal Point 3
Enhance professional and personal skills
Focal Point 4
Balance local and global imperatives
Technology for Marketers: Are you Engaging Effectively? Ruder Finn UK Ltd
Ruder Finn has been working in partnership with Brand Republic to conduct research among marketers into whether their involvement in technology buying decisions has and will increase, and what their views are on the existing marketing messages that they see emanating from technology providers. The resulting report, “Technology for Marketers: Are you Engaging Effectively?”, makes interesting reading for technology companies and marketers alike, particularly those looking to target decision makers in the marketing department.
Forrrester Report: Marketing Maturity in the Age of the CustomerJakub Malobecki
Technology gives customers new decision-making and
purchasing power. Potential buyers can access information
about products, services, pricing, and brand reputation from
anywhere, anytime. This makes customer understanding a
strategic imperative, and only those companies that obsess
over knowing their customers intimately will thrive in this
new digitally powered age
Partnerize Partnerships Industry Survey ResultsPartnerize
What are the trends for the partnerships industry? Where is the industry headed? In our massive market research
survey, we asked 1,200 senior brand leaders these and many other questions that reveal both the state and future of partnerships.
Partnerships Survey Image
This partner marketing research reveals:
How partnerships contribute to revenue and long-term success
How brands are defining their business partnership strategies
Which categories of partners are driving the greatest revenue
Where marketers are placing their bets to drive revenue growth
How “affiliate marketing” relates to “partner marketing"
Much more!
Download the groundbreaking data and insights available in The State and Future of Partnerships now!
Margin Performance Report - Exploring how companies can beat market expectationsCaroline Burns
In an environment characterized by uncertainty and global competition, margins are threatened like never before and cost optimization is running out of steam. How does margin relate to performance and how can margin be managed strategically?
Dr. Patrick Reinmoeller
Professor of Strategic Management
Cranfield School of Management
Cranfield University
Get Your Sales and Marketing Teams Aligned
Lack of alignment between sales and marketing is an age-old problem, frequently lamented yet rarely addressed. Conquering this issue requires a fresh approach and better understanding of both sides of the relationship. But where to start?
This report is designed to shed a light on the obstacles to sales and marketing alignment, but also show teams where to start, how to collaborate, and how to set aligned goals.
In a rapidly evolving, digitally driven world, how do marketers really feel about new platforms, new data sources and new expectations of their role? Marketing Monitor is a study from TNS that surveys more than 2,700 marketers from across Asia Pacific to track the key issues dominating their agenda.
Gleanster Research and Act-On Software sought to answer these questions. We conducted a study in Q4 2014 and Q1 2015, surveying marketing professionals in 750 companies to understand how they perceive and support customer relationship management. For the purposes of this study, we defined CRM as: Any iteraction a customer has with your brand across all stages of the customer lifecycle.
Download the 2018 Product Marketing Trends Report to learn where tech and cyber security companies are focusing their product marketing efforts.
Download The 2018 Product Marketing Trends Report Showing:
1. Non public versus public companies
2. Cyber security
3. Martech
4. Fintech
5. Infotech Services
6. Infotech
capgemini research on cmo responsibilities with changing times in 2021Social Samosa
The latest Capgemini research highlights the need for CMOs to transform their skills with the evolving times and reimagine the customer journey with real-time engagement for a data-driven marketing environment.
Broken links: Why analytics investments have yet to pay off, sponsored by ZS, draws on the survey findings, interviews with senior corporate executives and desk research to explore the current state of sales and marketing analytics.
Interest in account-based marketing (ABM) continues to grow, as marketers seek results in B2B sales and businesses look for more reliable strategies. But not all marketers are ready for ABM – and many still have unanswered questions.
To make things a little easier, we’ve put together the 8 most commonly asked questions surrounding ABM. The answers are provided by senior Marketing professionals, as part of our Account-Based Marketing Research Report.
State of Marketing: Insights on Top Marketing Trends for 2017 and BeyondMediaPost
To blaze trails in the Age of the Customer, marketers need to know what's top-of-mind for their peers and understand what practices set top teams apart from the rest. Join this session to arm yourself with the results from the fourth annual "State of Marketing" research study, based on a global survey of 3,500 marketing leaders. You'll learn about key trends that are changing the face of marketing, such as the evolution of customer journey strategies, the growth and influence of various channels, how teams are leveraging emerging technologies like artificial intelligence, and more.
The BRITE '12 conference (March 5-6) marked the unveiling of the Center on Global Brand Leadership and the New York American Marketing Association (NYAMA)'s first BRITE-NYAMA Marketing Measurement in Transition Study entitled, Marketing ROI in the Era of Big Data.
The aim of the study was to gain a better understanding of changing practices among large corporate marketers in the following areas: data collection and usage, marketing measurement and ROI, and the integration of digital and traditional marketing.
In surveying 253 marketing executives from large corporations, the study found both widespread adoption of new digital tools, and support for the use of new data to drive marketing decisions and measure marketing ROI. However, significant gaps exist between desire and execution as companies strive to measure marketing ROI. The overall picture of marketing by large corporations revealed significant need for improvements in the use of data, the measurement of digital marketing, and the assessment of marketing ROI.
http://gsb.columbia.edu/globalbrands
http://www.nyama.org
The enterprise marketer's playbook: Building an integrated data strategy.
An integrated data strategy can help any business see customer journeys more clearly ― and then give customers more relevant ads and experiences that get results. So why doesn't everyone have such a strategy? We look at what sets the marketing leaders apart.
Let marketing data be your guide
If you've ever felt too swamped by data to find the customer insights you need, you're not alone. But there's a new and better approach to gaining deeper audience insights: building an integrated data strategy.
Read this report to learn how:
86% of senior executives agree that eliminating organizational silos is critical to expanding the use of data and analytics in decision-making.
75% of marketers agree that lack of education and training on data and analytics is the biggest barrier to more business decisions being made based on data insights.
Leading marketers are 59% more likely to use digital analytics to optimize the user experience in real time.
Similar to Marketing disruption: Five blind spots on the road to marketing's potential - McKinsey&Company (20)
Levelwise PageRank with Loop-Based Dead End Handling Strategy : SHORT REPORT ...Subhajit Sahu
Abstract — Levelwise PageRank is an alternative method of PageRank computation which decomposes the input graph into a directed acyclic block-graph of strongly connected components, and processes them in topological order, one level at a time. This enables calculation for ranks in a distributed fashion without per-iteration communication, unlike the standard method where all vertices are processed in each iteration. It however comes with a precondition of the absence of dead ends in the input graph. Here, the native non-distributed performance of Levelwise PageRank was compared against Monolithic PageRank on a CPU as well as a GPU. To ensure a fair comparison, Monolithic PageRank was also performed on a graph where vertices were split by components. Results indicate that Levelwise PageRank is about as fast as Monolithic PageRank on the CPU, but quite a bit slower on the GPU. Slowdown on the GPU is likely caused by a large submission of small workloads, and expected to be non-issue when the computation is performed on massive graphs.
Explore our comprehensive data analysis project presentation on predicting product ad campaign performance. Learn how data-driven insights can optimize your marketing strategies and enhance campaign effectiveness. Perfect for professionals and students looking to understand the power of data analysis in advertising. for more details visit: https://bostoninstituteofanalytics.org/data-science-and-artificial-intelligence/
As Europe's leading economic powerhouse and the fourth-largest hashtag#economy globally, Germany stands at the forefront of innovation and industrial might. Renowned for its precision engineering and high-tech sectors, Germany's economic structure is heavily supported by a robust service industry, accounting for approximately 68% of its GDP. This economic clout and strategic geopolitical stance position Germany as a focal point in the global cyber threat landscape.
In the face of escalating global tensions, particularly those emanating from geopolitical disputes with nations like hashtag#Russia and hashtag#China, hashtag#Germany has witnessed a significant uptick in targeted cyber operations. Our analysis indicates a marked increase in hashtag#cyberattack sophistication aimed at critical infrastructure and key industrial sectors. These attacks range from ransomware campaigns to hashtag#AdvancedPersistentThreats (hashtag#APTs), threatening national security and business integrity.
🔑 Key findings include:
🔍 Increased frequency and complexity of cyber threats.
🔍 Escalation of state-sponsored and criminally motivated cyber operations.
🔍 Active dark web exchanges of malicious tools and tactics.
Our comprehensive report delves into these challenges, using a blend of open-source and proprietary data collection techniques. By monitoring activity on critical networks and analyzing attack patterns, our team provides a detailed overview of the threats facing German entities.
This report aims to equip stakeholders across public and private sectors with the knowledge to enhance their defensive strategies, reduce exposure to cyber risks, and reinforce Germany's resilience against cyber threats.
Opendatabay - Open Data Marketplace.pptxOpendatabay
Opendatabay.com unlocks the power of data for everyone. Open Data Marketplace fosters a collaborative hub for data enthusiasts to explore, share, and contribute to a vast collection of datasets.
First ever open hub for data enthusiasts to collaborate and innovate. A platform to explore, share, and contribute to a vast collection of datasets. Through robust quality control and innovative technologies like blockchain verification, opendatabay ensures the authenticity and reliability of datasets, empowering users to make data-driven decisions with confidence. Leverage cutting-edge AI technologies to enhance the data exploration, analysis, and discovery experience.
From intelligent search and recommendations to automated data productisation and quotation, Opendatabay AI-driven features streamline the data workflow. Finding the data you need shouldn't be a complex. Opendatabay simplifies the data acquisition process with an intuitive interface and robust search tools. Effortlessly explore, discover, and access the data you need, allowing you to focus on extracting valuable insights. Opendatabay breaks new ground with a dedicated, AI-generated, synthetic datasets.
Leverage these privacy-preserving datasets for training and testing AI models without compromising sensitive information. Opendatabay prioritizes transparency by providing detailed metadata, provenance information, and usage guidelines for each dataset, ensuring users have a comprehensive understanding of the data they're working with. By leveraging a powerful combination of distributed ledger technology and rigorous third-party audits Opendatabay ensures the authenticity and reliability of every dataset. Security is at the core of Opendatabay. Marketplace implements stringent security measures, including encryption, access controls, and regular vulnerability assessments, to safeguard your data and protect your privacy.
Show drafts
volume_up
Empowering the Data Analytics Ecosystem: A Laser Focus on Value
The data analytics ecosystem thrives when every component functions at its peak, unlocking the true potential of data. Here's a laser focus on key areas for an empowered ecosystem:
1. Democratize Access, Not Data:
Granular Access Controls: Provide users with self-service tools tailored to their specific needs, preventing data overload and misuse.
Data Catalogs: Implement robust data catalogs for easy discovery and understanding of available data sources.
2. Foster Collaboration with Clear Roles:
Data Mesh Architecture: Break down data silos by creating a distributed data ownership model with clear ownership and responsibilities.
Collaborative Workspaces: Utilize interactive platforms where data scientists, analysts, and domain experts can work seamlessly together.
3. Leverage Advanced Analytics Strategically:
AI-powered Automation: Automate repetitive tasks like data cleaning and feature engineering, freeing up data talent for higher-level analysis.
Right-Tool Selection: Strategically choose the most effective advanced analytics techniques (e.g., AI, ML) based on specific business problems.
4. Prioritize Data Quality with Automation:
Automated Data Validation: Implement automated data quality checks to identify and rectify errors at the source, minimizing downstream issues.
Data Lineage Tracking: Track the flow of data throughout the ecosystem, ensuring transparency and facilitating root cause analysis for errors.
5. Cultivate a Data-Driven Mindset:
Metrics-Driven Performance Management: Align KPIs and performance metrics with data-driven insights to ensure actionable decision making.
Data Storytelling Workshops: Equip stakeholders with the skills to translate complex data findings into compelling narratives that drive action.
Benefits of a Precise Ecosystem:
Sharpened Focus: Precise access and clear roles ensure everyone works with the most relevant data, maximizing efficiency.
Actionable Insights: Strategic analytics and automated quality checks lead to more reliable and actionable data insights.
Continuous Improvement: Data-driven performance management fosters a culture of learning and continuous improvement.
Sustainable Growth: Empowered by data, organizations can make informed decisions to drive sustainable growth and innovation.
By focusing on these precise actions, organizations can create an empowered data analytics ecosystem that delivers real value by driving data-driven decisions and maximizing the return on their data investment.
Chatty Kathy - UNC Bootcamp Final Project Presentation - Final Version - 5.23...John Andrews
SlideShare Description for "Chatty Kathy - UNC Bootcamp Final Project Presentation"
Title: Chatty Kathy: Enhancing Physical Activity Among Older Adults
Description:
Discover how Chatty Kathy, an innovative project developed at the UNC Bootcamp, aims to tackle the challenge of low physical activity among older adults. Our AI-driven solution uses peer interaction to boost and sustain exercise levels, significantly improving health outcomes. This presentation covers our problem statement, the rationale behind Chatty Kathy, synthetic data and persona creation, model performance metrics, a visual demonstration of the project, and potential future developments. Join us for an insightful Q&A session to explore the potential of this groundbreaking project.
Project Team: Jay Requarth, Jana Avery, John Andrews, Dr. Dick Davis II, Nee Buntoum, Nam Yeongjin & Mat Nicholas
Chatty Kathy - UNC Bootcamp Final Project Presentation - Final Version - 5.23...
Marketing disruption: Five blind spots on the road to marketing's potential - McKinsey&Company
1. Marketing disruption:
Five blind spots on the road
to marketing’s potential
David Edelman and Jason Heller
2. 13%
Marketers who are taking action to
address disruptions and achieving
measurable impact
81%
Marketers who say that need for
content and new customer
experiences is top disruption
84%
Marketers who do not have a formal
content strategy or underlying
production and distribution
processes
96%
Marketers who say the ability to
make data-informed decisions is
the most important capability to
respond to disruptions
24%
Companies that are not using data
to make decisions
89%
Marketers who say training
and skills development play an
important role in the response
to disruptions
35%
Marketers who are investing in
new models for employee/worker
management
3. Marketing disruption:
Five blind spots on the road
to marketing’s potential
“Disruption” has become a blanket term to encapsulate the massive changes affecting businesses.
But the term’s overuse and broadness have obscured what really matters to marketing. Often
missing in the debate is a clear-eyed look at the causes of disruption to help marketers make better
decisions regarding what to do about them.
The quest to provide more clarity into disruptions was the catalyst for a new ANA (Association
of National Advertisers) survey “Marketing’s Moment: Leading the Disruption” of 374 client-side
marketers.1 What came through loud and clear is that marketing leaders are deeply concerned
with the “three C’s of disruption”: content (cited by 81% of respondents as a disruption), complexity
(80%), and connected and empowered consumers (74%). Underlying those concerns is the pace of
technology (77%).
In response, marketers are already on the move. Some 77% agree that within the next three years
they need to have clearly defined customer journeys to understand where they need to focus
their marketing programs, although only 50% have these capabilities today. And while two-thirds
understand the marketing disruptions they are dealing with and are, at the very least, building that
understanding into their strategy, only 13% have reached a point where they’re taking action and
achieving measurable impact.
The underlying issue is that most marketers continue to labor within frameworks that inhibit true
transformation. In our experience, systems, processes, budgets, and metrics are still designed
largely around mass campaigns and promotions, the decidedly old-school methods of broadcasting
to customers. More broadly, the functions outside marketing’s control, from finance to the contact
center, are similarly locked into models built to manage and measure products and services, not to
align with current customer dynamics. As a result, marketers’ aspirations far outstrip their operations.
Addressing this deeper challenge requires a new disruption, to the marketing organization itself.
The solution isn’t sexy. Real change requires digging into the more mundane but fundamental
necessities of operations, processes, and organization.
1 This is an independent McKinsey & Company fact-based analysis of the ANA (Association of National Advertisers) survey
“Marketing’s Moment: Leading the Disruption” and incorporates insights from McKinsey’s marketing & sales practice. The survey
was conducted online between August–September, 2014. The 374 respondents were self-qualified in roles of marketing director,
VP and CMO / marketing leadership. Respondents were drawn from the ANA Survey Community, the overall ANA membership,
and supporting partners. Surveys were completed using IPSOS OTX’s online survey tool. Not all respondents provided answers
to all questions in the survey; as such the base varies from question to question and subsets of the full respondent set are used in
certain places in order to provide rankings and comparisons.
Marketing disruption: Five blind spots on the road to marketing’s potential 1
Defining the disruption:
Any profound change in
the business landscape
that forces marketing
organizations to
undergo significant
transformations,
as opposed to
incremental changes.
4. While the path is clear to many marketers, barriers remain. The survey uncovered five blind spots
that threaten to derail marketing’s transformation.
1. A fractured customer experience
Continuously evolving customer expectations are a major disruptive force, but marketing is still
limited in its ability to shape the entire experience. Marketers are most active in collecting insights
that provide competitive advantage (86%) and helping to shape business strategy (82%). But
their role continues to lag in critical areas: CRM and loyalty (66%), customer support (66%),
and managing the entire customer decision journey (67%). This lack of responsibility—and
accountability—for the entire customer journey will continue to inhibit marketers’ efforts to develop
seamless and consistent experiences across all touchpoints. Even within marketing, silos inhibit
coordination, resulting in less-than-ideal customer experiences.
2. Content primacy without strategy and operations
Brands are confronting a seemingly insatiable demand for fresh “content”—everything a customer
sees when interacting with a brand across every channel. Gone are the days of relying primarily on
advertising as the method of engaging consumers. Content has its own complexity.
There’s a mad scramble for content talent. The percentage of companies with formal content-strategy
roles has risen from 35% in 2013 to 71% this year and will increase to 84% by next year.
What’s astonishing, however, is that 84% of marketers do not have a formal content strategy
or underlying production and distribution processes. While marketers have been increasing
investment in content creation and distribution, the lack of true “content supply-chain
management”—involving the agencies, production houses, functions, and media companies that
create and distribute a brand’s content across all channels—will undermine efforts to positively
shape the customer experience.
3. Disconnects between leadership and the front lines
While marketers overwhelmingly agree on the importance of test-and-learn methods as
a response to disruptive forces, they aren’t putting in place the agile processes to make
experimentation a core competency. Despite the rapidly changing landscape, 43% of marketing
leaders believe they are not empowered or encouraged to experiment and innovate. Even worse
is the significant disconnect between senior management and the front lines: While 70% of CMOs
say they employ agile marketing processes to analyze and iterate marketing plans and tactics as
frequently as needed, just 45% of marketing VPs and directors and 50% of managers agree.
For one survey respondent, marketing has faltered by “not making ‘disruptive’ a conscious part of
our integrated planning process.” That needs to change.
4. Hiring talent – but not managing it
Bringing on new talent is one of the most important strategies for dealing with disruptions (91%),
essentially as important as investing in new technology. Marketers continue to add new roles
for digital transformation (77% plan to do so by next year, up from 43% last year), customer
2 Marketing disruption: Five blind spots on the road to marketing’s potential
5. experience (67% from 41%), marketing operations (74% from 56%), and, as noted earlier, content
management.
Nearly nine in 10 respondents (89%) say training and skills development play an important role
in the response to disruptions, underscoring the need to upgrade the skills of existing marketers
while ensuring that newly hired talent continues to develop as the disruptions continue.
But are companies doing enough to nurture and accommodate dramatically changing skill sets,
not just within marketing but across the entire organization? Just 61% said executive education
programs were important for responding to disruptions, well behind those who cited investments
in new technology (94%), new marketing models (93%), and several other priorities.2 And only
35% are investing in new models for employee/worker management. Nearly half (48%), however,
plan to invest in new management models over the next three years, an encouraging sign.
5. Decisions without data
There’s a gap between those who acknowledge the disruptions caused by the complexity and
fragmentation of marketing (80%) and those who are increasing investment in response to this
disruption (67%). Most marketers acknowledge that data and analytics are the key to addressing
a more complex landscape; 96% said the ability to make data-informed decisions is their most-needed
capability to respond effectively to disruptions. However, about a quarter of companies
are not using data to make decisions, and almost half say they still don’t have the right analytics in
place to measure the effectiveness of marketing investments. These companies risk falling behind
as their more data-driven competitors improve the pace and quality of decision-making.
How marketing can get ahead of the disruptions
We’re no longer on the cusp of massive change; we’re right in the middle of it. While just 16% of the
marketing leaders in our survey said their organizations currently have networked models (cross-functional
teams that collaborate more closely), almost 63% aspire to be networked within the
next three years. That’s a staggering 280% increase and a reflection of the scale of change that is
happening. The leaders of the new marketing organization must become masters of operations,
challenging themselves to unlock the blockages that impede them from aligning around customer
journeys instead of products. Marketing has the best view of customer engagement to drive the
enterprise forward, orchestrating resources, defining processes and governance, and building
the needed analytics and content supply-chain capabilities. It is not a small task, but it is the “all-in”
mobilization that will enable marketers to ride the wave of disruption rather than be swept away by it.
***
About the authors: David Edelman is a Partner and co-leads McKinsey’s Digital Marketing
Practice. He is based in the Boston office. Jason Heller is Global Lead, Digital Marketing Operations
at McKinsey, based in the New York office. Jason is the founder and former CEO of Agiliti.
2 Hiring new talent, developing new processes, building current capabilities, evolving the culture, finding new partners, and
reorganizing marketing also ranked ahead of executive education.
Marketing disruption: Five blind spots on the road to marketing’s potential 3