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SapientNitro Global Marketing Series: Part Three – Five Ways Agencies Are Grappling With Global Marketing

SapientNitro Global Marketing Series: Part Three – Five Ways Agencies Are Grappling With Global Marketing

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Published by SapientNitro
Our CMO Global Marketing Readiness Study, a 6-month research study of 114 CMO-level marketers, has culminated in three separate points of view on the future of global marketing. The final article of The Evolution of Global Marketing series explores the implications of these trends for agencies — how agencies can better support large global brands; it also points out major areas where they are currently struggling.

For the full series and supporting infographic "Obstacles to Global Marketing," please visit our blog: http://bit.ly/Q0RnB8
Our CMO Global Marketing Readiness Study, a 6-month research study of 114 CMO-level marketers, has culminated in three separate points of view on the future of global marketing. The final article of The Evolution of Global Marketing series explores the implications of these trends for agencies — how agencies can better support large global brands; it also points out major areas where they are currently struggling.

For the full series and supporting infographic "Obstacles to Global Marketing," please visit our blog: http://bit.ly/Q0RnB8

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Published by: SapientNitro on Sep 05, 2012
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05/13/2014

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Five Waysagencies aregrappling
 
WiTHglobal markeTing
sapienTniTro global markeTing series
Th et f g mt | b Fdd l d Hd ad
Article of 3
3
 
execuTive summary
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CMOs ae stggling to adapt to a wold that is fndamentall diffeent fom whenthe stated thei caees. Disptive digital technologies and the new epectationsof the global consme ae focing global fims to adjst and innovate.At SapientNito, we have made a significant effot to ndestand how these changesae impacting lage global oganiations. What we fond was spising: jst 15% ofsenio maketes ae pepaed to deal with the apidl changing consme, and jst8% believe agencies ae scceeding in thei sppot of global bands.This shold be a wake-p call fo global maketes.To fthe develop an ndestanding of the cases and implications of these tends, we have condcted a 6-month std of 114 CMO-level maketes, inclding one-on-one inteviews with fome o cent CMOs inclding The Home Depot andIntecontinental Hotels.O eseach has clminated in thee aticles. The fist is focsed on identifing theobstacles, and ndestanding the implications of these new challenges. The secondposits a new “Global Maketing Mindset” of the fte CMO — one moe comfotable with technolog, consme insight, analtics, and mlti-disciplina stateg teams.The final aticle eploes the implications of these tends fo agencies — howagencies can bette sppot lage global bands; it also points ot majo aeas whee the ae centl failing.Togethe, these pieces epesent o pespective on the fte of global maketing.While it is a challenging fte, it also is fll of oppotnities fo innovative,adaptable, and entepeneial leades and bsinesses.
 
One soltion CMOs ae sing is to consolidate thei agenc patnes centall.O eseach fond that neal 50% of maketes ae seeking to consolidate thei agenc patnes at a global level.Top agencies ecognie the poblem of specialiation and sepaate P&Ls, and vaios soltions have been poposed. One option is to ceate “mini-agencies”fo big clients. WPP CEO Si Matin Soell’s epeiment at Dell — a $4.5B globalaccont — is an eample of the benefits and pitfalls in this appoach. In this case,the attempted to attact the stas to the accont fom acoss WPP. Bt sepaateP&Ls and the loalt to the agenc — not to the holding compan — impeded theabilit to ceate the best-in-beed team stcte. Dell qickl eveted to an “adhoc” set of agencies, and ltimatel moved the accont to thee smalle agencies— none of which wee pat of WPP.Clients ae inceasingl looking fo the integation of teams acoss mltipledisciplines — design, achitecte, engineeing, anthopolog, and stotelling canall pla a ole. Some of the best thinking comes when these skills ae nited nde a single oof, not spead aond the wold.
1. STruGGLES WITH AGENCy SPECIALIzATION
Senio global maketes deal with the danting challenges of managing mltipleconties eve da. Too often, the ae not getting mlti-channel, global thinkingfom thei fagmented agenc potfolio. The gowth of disptive technolog hasfeled a polifeation of new tpes of specialied agencies. Bt it comes at a cost —paticlal fo comple global bands.As we mentioned in the intodction, the eseach shows that jst 8% of senio maketes believe thei agenc patnes ae scceeding in thei sppot of globalbands. In o std, oghl 60% of senio maketes chaacteie themselvesas tech-savv. Among those who ae technolog savv — pesmabl the gopbest able to ndestand the oppotnities of this new disptive technolog — thenmbe believing thei agencies wee sccessfll sppoting global bandsdopped to eo (0%). We believe these data show that even the most sophisticatedmakete will stggle with too man specialied agenc patnes.Anothe aspect of the poblem is that man digital agencies don’t offe end-to-endsoltions. Accoding to a 2010 sve, 80% of those sveed in the uK feel thatdigital agencies ae too fagmented and specialied, and want digital agencies togow thei sevice to povide a fll integated offeing (sch as design and bild,development, email, eCrM, seach, data, displa, and social media).”
1
 Tight integation is paticlalimpotant fo lage, globalacconts fo fo main easons:the impotance of cont-specific knowledge, the iskof a cacophon of noise if notpopel oganied, the difficltin identifing team esocesin global acconts, and thegowing emphasis on mlti-channel epeiences.Inceased specialiation epesents a challenge fo which agencies — paticlallage, global agencies — contine to seek soltions.
Brands need to find the rightstrategic partners to get theright ideas. I’ve seen brandswith 30 people from differentagencies.
Former Unilever SVP Brand Marketing
Global agencies contine to gapple with a digital wold eqiingglobal consistenc, bt local aticlation. Despite epeated effotsove the past two decades, agencies have been nsccessfl at fllsolving the poblems inheent in global accont management in thedigital age. O eseach evealed the damage it has done to CMOs— jst 8% of CMOs feel that thei global agencies ae sppotingthem sccessfll. When we looked at maketes who identifiedthemselves as technolog savv, the nmbe dopped to eo (0%).SapientNito’s ecent eseach fond five majo poblem aeas, which agencies mst addess: inceased specialiation, a lack ofdeep cont-specific knowledge, a lack of stategic digital thinking,a lack of omni-channel global concepts, and a lack of investmentinto skills and digital tools.
inTroDucTion
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Costa, Malo. “remodelling the Agenc relationship fo the 3.0 Age.” Agst 2010
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