重塑全球参与运营.docx

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1、TABLE OF CONTENTSINTRODUCTION5 KEY FINDINGSSECURING THE GROWTH DRIVERTITLE6 THE BUDGET BETWEEN MARKETERS AND SUCCESSTRANSPARENCY, ACCESSIBILITY AND A MIRROR: THE TOP NEEDS OF TODAYS CUSTOMER7 MISSING THE FUEL TO SPARK THE LOCALIZATION FIRESTRUCTURES IN THE EXTREMES YIELDS EXTREMES8 BEYOND BEST PRACT

2、ICES： MAPPING A NEW MODEL TO MEET THE MODERN CUSTOMER EFFICIENTLY1 3 AGENCY/BRAND DYNAMICS IN THE NEW WORLD ORDER1 5GLOBAL VIEWS AND VANTAGE POINTS1 7EXPERT COMMENTARY1 9 BEST PRACTICE LEADERSHIP20 EXECUTIVE INTERVIEWS35 DETAILED FINDINGS50 DEMOGRAPHICS58 ABOUT CMO COUNCILABOUT WORLDWIDE PARTNERS59

3、PARTNERS AND AFFILIATESBEYOND BEST PRACTICES:Mapping a New Model to Meetthe Modern Customer EfficientlyTo truly operate in todays connected customer marketplace, it will take more than simply centralizing or localizing marketing operations. With a more complex customer comes more complex demands on

4、the organization. Organizations that are looking to drive growth AND profitability through optimized efficiencies and improved customer engagements are identifying new processes and empowering technologies that help to centralize strategy while empowering internal resources to operate locally. espec

5、ially in an effort to leverage more local talent and resources to get closer to the local customer.In reality, this hybrid model is bringing brands closer to their customers thanks to local resources, understanding and intelligence. Moreover, the hybrid model is encouraging taking the leading queues

6、 from operations at the extremes, adopting practices from centralized teams that foster efficiency and effectiveness, while adopting mindsets and processes from localized structures to best leverage and activate localization resources and intelligence.30% of respondents have established a marketing

7、operational structure that allows for centrally developed and orchestrated strategies and locally executed campaigns and initiatives.42%41%37%36%59%46%Indicate that the top asset to their current operational model is heightened understanding of the local customer.Believe their greatest asset is the

8、crystal-clear vision of goals and strategies for empowerment.Believe they have been able to heighten efficiency and impact of spend and allocationAre confident in their ability to rapidly scale and meet new opportunities.Say that their greatest challenge is slow decision-making and reaction timeAdmi

9、t that this split in responsibility has hardened silo walls and fostered a culture that digs in and is resistant to change (likely in the name of uregional relevance).However, through the lens ofthe goal to drive growth and opportunity through BOTH efficient operations AND optimized (loctalized) cus

10、tomer experiences, the hybrid model seemingly allows for both to rise to the top.There is a word of caution that was issued by organizations that have fully brought local market engagement into a centralized operational structure. the efficiency of centralization pulls the organization further away

11、from the customer. In an age when profitability will come to those who consistently deliver relevance, context and personalization as core foundations of the customer experience strategy, brands must better align and empower teams to understand, reach and engage the customer.FULLYDECENTRALIZEDHYBRID

12、曲 fullyZ0 CENTRALIZEDUPSIDEUPSIDEEliminates corporate politics over executionHeightened understanding of the customerOptimized and efficient spendEfficiency of spend and allocationDOWNSIDEDOWNSIDELacks clear vision of engagement strategySlow decision makingLack local market understanding and proximi

13、ty to the customerEXCLUSIVE ANALYSIS FOR FULL REPORT DOWNLOADERSAGENCY/BRAND DYNAMICSIN THE NEW WORLD ORDERCalls for transparency, visibility and sweeping change have been increasing as headlines about the dynamic between brands and their agency partners have reached a fevered pitch. Frustrations co

14、ntinue to mount and disrupt what had been a relatively peaceful and well-defined relationship in the past. Massive accounts, once thought to be firmly owned“ by a long-standing relationship have suddenly been put up for review.What is clear is that business as usual“ in the agency-brand partnership

15、is no longer working. Savvy agencies have already transformed, aligning more closely with the pulse and mindset of their customers customer - pairing deep understanding of the end customer and their journey with best-in-class knowledge across the omni-channel landscape.Both agency and brand are in t

16、he midst of a transformation in skills, capacity and capabilities. The question becomes: Have their respective transformations brought them closer together, aligning in order to reach that end goal of opportunity? Or, are cracks beginning to show?Marketers are concerned that the flaw in alignment ma

17、y lie in how agencies are incorporated into the overarching marketing operational structure. In fact, few marketers fully believe that there is total alignment between their organizations operational model and their agency engagement model.Moving forward, marketers indicate they will look for agenci

18、es to be able to scale quickly, be in closer alignment to business goals and be the ultimate skills resource globally. Only 17 percent believe they are in lockstep with their agency partners across structure, strategy and execution, while 20 percent believe that the relationship and models are total

19、ly out of sync. 63 percent of marketers believe that while some aspects of the operational model and the agency model align, some agencies struggle to keep pace with the needs and the direction of the business. In order to evolve, 45 percent of marketers believe that agencies must improve collaborat

20、ion across their partner landscape in lieu of pockets and silos of execution. everyone, including all the agencies involved, must find new ways to work together43 percent believe agencies must be at the ready to scale and move quickly as the business evolves, while 40 percent will look to agency par

21、tners as a source of easy access to a more diverse range of sk川s and capabilities. all areas of need that fall in line with organizations ready to grow and scale.In return, marketers believe they too need to evolve by being better communicators, better partners and doing more to hold both organizati

22、ons accountable and responsible for behavior, transparency and results. 65 percent of marketing respondents intend to take on the responsibility of more clear communication and expectations around need, especially when it comes to definitions around success and clear statements of need. 63 percent p

23、lan to establish more clear measures of success and ties back to business metrics to aid in the evolution of the relationship, while 44 percent believe it will be critical for the marketer to take a more active role in holding both organizations accountable for transparency in an age where ethics an

24、d corporate responsibility are important to an ever-watchful consumer.The majority of marketers do not foresee major shifts across their partner networks in the coming year, but those that are looking to make changes are very specific in where they will shift and why, looking to bring core aspects o

25、f storytelling and intelligence in-house while tapping into external resources to bolster PR, advertising, buying and experiential skills. 64 percent of marketers do not anticipate shifting the current mix of internal and external resources over the next 12 to 18 months. Of the 21 percent that do fo

26、resee shifting to more external sources, changes will primarily happen to bring on additional resources in PR (21 percent), creative content development for advertising (24 percent), media buying (21 percent), live event and experiential engagement (26 percent) and web development (23 percent). Of t

27、he 15 percent that plan to shift projects to internal resources, content marketing is the top shift with 28 percent indicating this will move to internal teams with customer intelligence also making its way in-house (26 percent). Also on the list to bring in: demand generation (21 percent) and local

28、ization and market engagement (20 percent).EXCLUSIVE ANALYSIS FOR FULL REPORT DOWNLOADERSGLOBAL VIEWS AND VANTAGE POINTSMarketers around the globe agree: Growth is the goal, but there isnt enough budget to accomplish everything on the digital transformation to-do list. Also uniform across all region

29、s is a sense that now is not the time to make task or capability shifts between internal and external resources as the majority have no shifts or changes in the works for the coming year. And specific to evolving the relationship between agency and brand, senior marketers agree that any revolution w

30、ill start with clear communication around expectations and needs, followed by marketers focusing on establishing clear business-based metrics to define success.But subtle differences beyond the top line do emerge as more established regions like North America and Europe are taking a far more intense

31、 re-examination of engagement strategies and capacity to localize while emerging regions, where it could be argued the sting of ignoring localization needsand demands of the customer are felt most acutely, are looking for acceleration of digital transformation to move beyond introductions and invest

32、igations to activation and action. While 51 percent of all global marketers intend to drive growth through digital transformation, how they intend to reach this goal shifts based on how much they must fight legacy cultures and infrastructures.-Regions like North America and Europe, rife with legacy

33、systems, processes and cultures, intend to re-evaluate and improve go-to-market capabilities, optimize customer experience strategies and address the organizations ability to access actionable intelligence that impacts dealflow.-Emerging and fast-moving regions (Asia-Pacific, Middle East-Africa and

34、Latin America), often unencumbered by lumbering legacy systems and mindsets, are looking to accelerate transformation by taking a more active path to mapping new growth strategies, all while upskilling and upgrading skills and competencies. Budget is a common thread as 59 percent of global marketers

35、 say it is the top roadblock to success. However, similarto the battle between moving fast and pushing past legacy roadblocks, once again established regions like North America and Europe are finding that their primary battle may be against a corporate culture not set up to face rapid change and evo

36、lution at the speed of the customer.-North America (32 percent) and Europe (25 percent) feel that they must overcome slow- moving corporate cultures adverse to change- The fast-movers (APAC, Lat-am, Middle East and Africa) are more focused on upskilling teams (25 percent) in order to meet their stra

37、tegic goals. Another 32 percent admit that inconsistent alignment and collaboration across cross-functional teams is a significant factor holding the organization back. The connected customer - and the ability to meet the critical demands of that customer - remain inline no matter where marketing re

38、spondents are located, with two key exceptions. While all marketers believe todays customer is focused on data (57 percent), always on service and support (51 percent) and relevant experiences based on regional or local language and culture (46percent):- Marketing leaders in Europe believe that data

39、 security and privacy is far more top of mind for their customer (73 percent). This is likely in response to a year of GDPR headlines and mandates that have driven customer demand and organizational burn out on the topic.-Marketers in North America have convinced themselves that localization, while

40、important, is not as critical of a demand for their customers, as only 38 percent believe it is a critical need compared to the global average of 46 percent. This is perhaps more linked to a belief that personalization is a replacement for localization, which is a dangerous assumption to make in a m

41、arket where over 350 languages are spoken and 88 percent of the United States population growth was attributed to Hispanic, African American, and Asian consumers.EXPERT COMMENTARYJOHN HARRISPresident & Chief Executive OfficerWorldwide Partners, Inc.WORLDWIDEPARTNERSA Global Platform of PotentialIn t

42、odays global marketplace, a product or service is more likely to succeed when customized to the unique audience dynamics, media landscape and cultural context within each local market in which is it sold. Standardization without localization can lead to unrealized revenue opportunities, wasted marke

43、ting spend and negative brand perceptions, all of which adversely impact your companys bottom line.Yet despite the fact that the modern connected customer expects personalization that includes an accurate, relevant and appropriate reflection of, and respect for, local culture and behaviors, 65 perce

44、nt of CMOs rate their organizations below satisfactory in their capacity to adapt global brand marketing content across the local markets and channels they serve.Transformational vs. Transactional AlignmentOne of the global CMOs greatest challenges is navigating the tension that exists between the c

45、ontrol and efficiencies of a global brand marketing strategy and the customers demand for personalization based upon local cultures, channels and preferences. In fact, only 17 percent of CMOs believe their operating model is fully aligned with the business.The problem at the top (i.e. global) is sig

46、nificantly easier to solve than the problem at the bottom (i.e. local), as the increase in stakeholder involvement increases the probability of indecision and ambiguity. As history has shown, ambiguity is the greatest enemy of alignment.Data can eliminate ambiguity, and as the data in this report il

47、lustrates, customers expect personalized and contextualized brand experiences. As a result, todays most successful CMOs are eschewing the traditional approach of building internal alignment around short-term, transactional success, in favor of transformational alignment that places the needs of the

48、customer at the center of every decision to positively impact the long-term viability of their businesses.The Right Model For YouOne of the goals of the global brand marketer is to define - and consistently refine - the operational framework of the marketing function to maximize both the efficacy an

49、d efficiency of marketing spend. As this report has demonstrated, there are pros and cons to a centralized model with one global agency, a decentralized model with multiple local agencies and a hybrid model that combines the two approaches.In the evaluation of a global/local marketing operational model, the following are 10 questions every global brand marketer must ask themselves: