The SoDA Digital Outlook Study found:
1) Respondents were more senior-level than ever before, with 9 out of 10 being key decision makers.
2) The share of respondents identifying as consultancies nearly doubled, reflecting consultancies' growing role in digital services.
3) The share of client-side respondents in the service sector rose significantly, in line with its projected strong global job growth.
Bliss Travels Marketing Plan and Implementation strategies .Assignment Studio
Bliss Travels has been started providing services in travel and tours related services including ticketing and reservations, overseas tours/holiday packagers, cruise holidays, worldwide hotel reservations, overseas airport transfers & rail tickets, travel insurance etc. This company has acquired all those resources that are useful to run Bliss Travels for a long time. After developing all departments such as financial, administration, marketing, operational and human resource, it is now looking forward to attract and retain potential customers.
Annie's Mac & Cheese Advertising CampaignRebecca Long
During the course of our Advertising class at Ithaca College, students were asked to create a full fledged advertising campaign for an organization of their choice.
The document summarizes branding and identity work done by Wolff Olins for various clients. In 3 sentences:
Wolff Olins helped create brands and identities for clients like AOL, Mercedes-Benz, NYC & Company, Target, Unilever, GE, and cultural institutions to better position them, drive growth, and inspire stakeholders. Their work included developing brand platforms, identities, and strategies to help clients expand into new areas, engage new audiences, and increase revenues, recognition, and cultural impact. The case studies show how Wolff Olins' brand-led approaches helped transform and future-proof organizations across sectors.
Cirque du Soleil is a Montreal-based circus troupe founded in 1984. It combines traditional circus acts with theatrical production. In 2001, it had over 2,100 employees from over 40 nationalities performing 8 shows simultaneously on 4 continents. While Cirque du Soleil has achieved great success with its unique artistic style, it now faces challenges of market saturation and lack of innovation. To sustain its growth, alternatives such as expanding into new geographic regions and diversifying products are proposed. The recommended action plan is to decentralize decision making into regional divisions to better adapt strategies to local conditions.
Country presentation of Germany- CAGE framework :doing business with GermanyAnna S Lal
Germany is located in Central Europe, bordered by several countries. It has a population of over 80 million people and has 16 federal states. Germany has the fourth largest economy in the world and is the largest in Europe. It uses the Euro as currency. Some of Germany's largest industries are automobile manufacturing, machinery, and chemicals. Free higher education and a high employment rate are also characteristics of Germany. Culturally, Germans value punctuality, order, and formality in business. Maintaining clear communication and following up on agreements are important when doing business in Germany.
Business Growth Drivers Strategy Profitability Investment Infrastructure Fund...SlideTeam
It covers all the important concepts and has relevant templates which cater to your business needs. This complete deck has PPT slides on Business Growth Drivers Strategy Profitability Investment Infrastructure Funding Operations with well suited graphics and subject driven content. This deck consists of total of twelve slides. All templates are completely editable for your convenience. You can change the colour, text and font size of these slides. You can add or delete the content as per your requirement. Get access to this professionally designed complete deck presentation by clicking the download button below. https://bit.ly/3f9QPvi
Company Profiling PowerPoint Presentation SlidesSlideTeam
Presenting our predesigned content ready company profiling PowerPoint presentation slides which are designed and researched by professionals. This corporate description presentation slides will help you in showcasing your company. Our business summary presentation templates will be useful in presenting and analyzing the company’s blueprint. You can show these company overview PPT slides to the third party like banks and clients for complete details of the organization. Mainly, it covers company’s vision and mission, corporate profiling, executive summary, organizational structure, companies core value, members profile, team description, client description, investment strategy, corporate risk management, service offerings, operational highlights, project showcasing, future projects, companies market share, competitive landscape, income statement, client testimonials etc. If you are planning to make presentation slides on company’s characteristics, corporate profiling, business company, a start-up company, company snapshot, company overview etc., then this corporate profiling presentation will be useful. You have to simply download this company profiling PowerPoint presentation and impress your investors. Our Company Profiling PowerPoint Presentation Slides are always close at hand. Ready to spring into action on your call.
The Walt Disney Company was founded in 1923 by Walt Disney and Roy O. Disney. It is now a global entertainment company with annual revenue over $55 billion. Disney uses strategies like nostalgia, reusing content, establishing destination brands, and storytelling to be successful. Their core values include igniting childhood wonder and entertaining the world through vision and storytelling. Disney also focuses on excellent customer service and creating memorable experiences to connect with customers.
Bliss Travels Marketing Plan and Implementation strategies .Assignment Studio
Bliss Travels has been started providing services in travel and tours related services including ticketing and reservations, overseas tours/holiday packagers, cruise holidays, worldwide hotel reservations, overseas airport transfers & rail tickets, travel insurance etc. This company has acquired all those resources that are useful to run Bliss Travels for a long time. After developing all departments such as financial, administration, marketing, operational and human resource, it is now looking forward to attract and retain potential customers.
Annie's Mac & Cheese Advertising CampaignRebecca Long
During the course of our Advertising class at Ithaca College, students were asked to create a full fledged advertising campaign for an organization of their choice.
The document summarizes branding and identity work done by Wolff Olins for various clients. In 3 sentences:
Wolff Olins helped create brands and identities for clients like AOL, Mercedes-Benz, NYC & Company, Target, Unilever, GE, and cultural institutions to better position them, drive growth, and inspire stakeholders. Their work included developing brand platforms, identities, and strategies to help clients expand into new areas, engage new audiences, and increase revenues, recognition, and cultural impact. The case studies show how Wolff Olins' brand-led approaches helped transform and future-proof organizations across sectors.
Cirque du Soleil is a Montreal-based circus troupe founded in 1984. It combines traditional circus acts with theatrical production. In 2001, it had over 2,100 employees from over 40 nationalities performing 8 shows simultaneously on 4 continents. While Cirque du Soleil has achieved great success with its unique artistic style, it now faces challenges of market saturation and lack of innovation. To sustain its growth, alternatives such as expanding into new geographic regions and diversifying products are proposed. The recommended action plan is to decentralize decision making into regional divisions to better adapt strategies to local conditions.
Country presentation of Germany- CAGE framework :doing business with GermanyAnna S Lal
Germany is located in Central Europe, bordered by several countries. It has a population of over 80 million people and has 16 federal states. Germany has the fourth largest economy in the world and is the largest in Europe. It uses the Euro as currency. Some of Germany's largest industries are automobile manufacturing, machinery, and chemicals. Free higher education and a high employment rate are also characteristics of Germany. Culturally, Germans value punctuality, order, and formality in business. Maintaining clear communication and following up on agreements are important when doing business in Germany.
Business Growth Drivers Strategy Profitability Investment Infrastructure Fund...SlideTeam
It covers all the important concepts and has relevant templates which cater to your business needs. This complete deck has PPT slides on Business Growth Drivers Strategy Profitability Investment Infrastructure Funding Operations with well suited graphics and subject driven content. This deck consists of total of twelve slides. All templates are completely editable for your convenience. You can change the colour, text and font size of these slides. You can add or delete the content as per your requirement. Get access to this professionally designed complete deck presentation by clicking the download button below. https://bit.ly/3f9QPvi
Company Profiling PowerPoint Presentation SlidesSlideTeam
Presenting our predesigned content ready company profiling PowerPoint presentation slides which are designed and researched by professionals. This corporate description presentation slides will help you in showcasing your company. Our business summary presentation templates will be useful in presenting and analyzing the company’s blueprint. You can show these company overview PPT slides to the third party like banks and clients for complete details of the organization. Mainly, it covers company’s vision and mission, corporate profiling, executive summary, organizational structure, companies core value, members profile, team description, client description, investment strategy, corporate risk management, service offerings, operational highlights, project showcasing, future projects, companies market share, competitive landscape, income statement, client testimonials etc. If you are planning to make presentation slides on company’s characteristics, corporate profiling, business company, a start-up company, company snapshot, company overview etc., then this corporate profiling presentation will be useful. You have to simply download this company profiling PowerPoint presentation and impress your investors. Our Company Profiling PowerPoint Presentation Slides are always close at hand. Ready to spring into action on your call.
The Walt Disney Company was founded in 1923 by Walt Disney and Roy O. Disney. It is now a global entertainment company with annual revenue over $55 billion. Disney uses strategies like nostalgia, reusing content, establishing destination brands, and storytelling to be successful. Their core values include igniting childhood wonder and entertaining the world through vision and storytelling. Disney also focuses on excellent customer service and creating memorable experiences to connect with customers.
1) Carrefour is a large French international hypermarket chain with over 11,000 stores in more than 32 countries and 495,000 employees.
2) It was founded in the 1960s in France and has since expanded globally, opening its first overseas store in 1969 and continuously entering new markets.
3) As the largest retailer in Europe and one of the largest in the world, Carrefour faces competition from other large retailers but maintains strategies around low prices, private labels, and international expansion.
Business Model Generation Value Proposition Powerpoint Presentation SlidesSlideTeam
If cracking the business deal with your best shot is on your mind, then go forward with this amazing PowerPoint presentation that not only offers the best graphics but also compiles information in a presentable manner. The one stop solution, when it comes to compiling of text and graphic is Business Model Generation Value Proposition PowerPoint Presentation Slides. Presentation layout can be customized as per the topic you need to address in the meeting. The business model generation PPT slide helps deliver the content and maintain a record of the same in the best possible manner. To the point and crisp information is conveyed which a perfect roadmap for the financial years by business model PowerPoint PPT. May it be revenue model, swot analysis or business model, planning or comparison, every core issue is addressed by wonderful mix of colored graphs and graphics in presentation slides. For business model visionaries, the PPT are a game changer and strive to map, design and test different strategies. Delve into all the facts involved with our Business Model Generation Value Proposition Powerpoint Presentation Slides. It helps investigate the issue. https://bit.ly/3B6NAwc
Digital Media Campaign (PART 1: Paper/Project Details)Lauren Sittig
YELLOW SUB GASTROPUB: This is a mock digital media marketing collaborative group project. this is Part 1 of 2 of this project: Digital Media Campaign- Yellow Sub Gastro Pub. The base idea is that a new restaurant is starting up and we are creating a campaign focused on all digital media elements and platforms. This paper clearly outlines suggestions and strategic plans to best represent the restaurant on digital platforms and social medias.
Part 2 is the Presentation/PowerPoint which focuses on showing what the paper is explaining, such as digital examples and social media content.
Again, credit to my project partners (team), excellent group to work with: Trever Panter, Eli Jones, and Jesse Baxter.
Selling and salespeople play important roles in business. Personal selling involves building relationships to help customers discover solutions that are mutually beneficial. The duties of salespeople vary depending on their position but may include prospecting, communicating, selling, servicing customers, and providing information to their company. Research finds that while innate traits do not determine success, developing skills like communication, motivation, and trustworthiness through training and experience contributes to effective salespeople.
This document outlines a social media process flow that begins with content creation and conversation on websites and through tools like blogging, email marketing, and status updates. This content is then published through various social media channels like social networks, bookmarks, YouTube, and forums. The goal is to drive traffic from social media back to websites using methods like sales funnels, sign-up forms, and product pages, while also tracking and reporting on results.
It has PPT slides covering wide range of topics showcasing all the core areas of your business needs. This complete deck focuses on Marketing Insights PowerPoint Presentation Slides and consists of professionally designed templates with suitable graphics and appropriate content. This deck has total of seventy slides. Our designers have created customizable templates for your convenience. You can make the required changes in the templates like colour, text and font size. Other than this, content can be added or deleted from the slide as per the requirement. Get access to this professionally designed complete deck PPT presentation by clicking the download button below. https://bit.ly/2xGzxCu
La estrategia en LinkedIn propone crear contenido profesional para posicionar a FEMSA como líder en el sector de consumo con un modelo sostenible y ético. Se incluirán enlaces externos para promover participación y conversación positiva sobre la marca. Se medirá el éxito mediante métricas como constitución de la comunidad digital, datos demográficos de los seguidores, y desempeño de las publicaciones. Se invertirán $8,000 trimestrales en anuncios pagos y contenido creado por diversas áreas para lograr
Trade Show PowerPoint Presentation Slides SlideTeam
The document provides guidance and templates for planning a trade show. It includes sections on objectives, budgeting, timelines, checklists, and performance tracking. Slides can be edited to include details on the specific trade show such as name, location, objectives, budgets, timelines, staffing needs, and metrics for tracking leads and sales.
Disney was founded in 1923 by Walt and Roy Disney. It created the first full-length animated film, Snow White and the Seven Dwarfs. Over the decades, Disney launched more animated classics and films that resonated well with families. Today, Disney consists of five business segments and focuses on innovation while respecting its heritage. It segments markets based on geography, demography, and psychology to effectively target audiences like families, kids, and teens. Disney connects with customers through high-quality products, strategic pricing and promotion, and immersive experiences across its businesses.
Disney- A Brand Management PerspectiveRohan Telang
The document discusses the brand Disney. It provides a brief history of Disney from its founding in 1923 through key milestones like Steamboat Willie in 1928 and opening of Disneyland in 1955. Disney's business segments are outlined including media networks, parks and resorts, studio entertainment, consumer products and interactive media. The mission, value proposition and positioning statements focus on providing magical, fun experiences for children and families. Key aspects of Disney's consistent, enduring and distinctive brand personality are also summarized.
Fullmoon PH aims to be the best party organizer in Manila featuring music, art, and culture. Their target market is partygoers aged 16-26 from generations Y and Z. The marketing plan aims to reach 500,000 people, sell 200 tickets, and engage 50,000 people on social media for a Halloween party. The digital strategy will use Facebook, Instagram, and search engine optimization to raise awareness, contests to drive ticket purchases, and social sharing to encourage advocacy. Performance will be measured through social media metrics, ticket sales reports, and party attendance to evaluate success.
The document provides information about Ford Motor Company. It was founded in 1903 in Dearborn, Michigan by Henry Ford. Ford's first product was the Model T, which debuted in 1908. Today Ford is a multinational corporation with operations in North America, Europe, and Asia. It markets its vehicles globally to consumers eligible to drive. Ford's direct competitors include General Motors and Toyota, while indirect competitors are alternative forms of transportation. The document also outlines Ford's strengths, weaknesses, opportunities, and threats.
The document provides information about a company including its leadership team, departments, vision, mission, goals and objectives. It discusses the company's services, solutions, clients and growth. Sections include information on the CEO, management team, organization structure, core values and future projects.
Brand recognition is a key indicator of a brand's competitive market performance. Given the importance of brand management in business, we have developed a complete brand recognition PowerPoint presentation. Our brand awareness presentation templates are the perfect blend of professional subject matter and impressive business slides. This brand promotion PPT slide includes set of professionally designed templates of awareness campaign, awareness metrics, effectiveness measurement, roadmap, and brand awareness pyramid to satisfy requirements of various customer segments. Business professionals can simply download this content ready brand recall PPT templates to showcase brand equity, brand visibility, advertising management, brand recognition, market performance, product advertising, product awareness, product recall, brand loyalty, brand management, unique selling proposition, brand equity, engagement marketing and brand recall. The audience expects lively and professional looking presentation, this amazingly designed brand recognition PowerPoint presentation will surely win over your clients and the audience. Relax, we'll take care of the design aspects of your next presentation. Thousands of Brand Recognition PowerPoint Presentation Slides are available for any need.
#DigitalMediaTrend2020 The Socialbakers Q4 2019 Social Media Trends Report reveals crucial
insights into the changes and developments on social media. The report
highlights key data behind paid advertising, including campaign objectives,
developments in click-through rate and cost per click, and the evolution of
ad placements. Additionally, for the first time Socialbakers data reveals the
marketing funnel conversion rate and shows which industries performed
best.
Focusing on organic performance, the report details the audience size of
the top 50 biggest brands on Instagram and Facebook, audience insights
by age and gender, and the distribution of interactions across industries.
Become a marketing expert with all of the must-know insights from
Socialbakers.
“The writing has been on the wall for some time, but now it’s official. When it
comes to the top 50 brand profiles, Instagram has a larger audience than
Facebook.”
“Instagram's impact for brands comes as no surprise. What was unexpected
in Q4 2019, however, was the significant drop in engagement during the
holiday season. This is a warning sign that brands require a deeper
understanding of which types of content their audiences find compelling, and
an agile method to get that content in front of them.”
Yuval Ben-Itzhak, CEO, Socialbakers
A
This marketing plan aims to attract partners for the Institute of Innovation and Entrepreneurship program over the next five years. The plan outlines strategies to target local companies and develop projects that can benefit partners. Tactics include developing an informative website and social media presence, hosting networking events, creating informational videos, and sending a monthly email newsletter to partners. Financial objectives include gaining new students and seeking funding from partners to improve projects over time. Progress will be tracked using metrics like website traffic, email response rates, and levels of partner satisfaction. The executive summary expresses the goal of increasing both student and partner numbers annually.
This creative brief provides background on Company XYZ, which has asked for help accomplishing the goal of a new marketing activity. It outlines 3 deliverables and states Company XYZ was founded in [year] to fulfill its mission. The brief's major objectives are to increase brand awareness and promote a new product. Tactical objectives include increasing sales and margins. It also provides an overview of XYZ's products and services, the market situation, customer profiles, awareness levels, key messaging, and proposes metrics to measure the campaign's effectiveness.
This edition includes a unique combination of valuable forecasts, inspiring ideas, and truly inventive work created for top brands such as Nike, Burberry, Whole Foods, Lincoln and Lenovo. Contributors include thought leaders from SoDA member companies around the globe and notable guest authors from Chobani, SheSays, Adobe, LVMH and AgencyAgile. In this volume, SoDA was fortunate to work with partner AOL to debut some of the findings from its proprietary study on shrinking purchase windows and the multiplier effect of smartphone usage on those reduced timelines for making decisions across a wide variety of product and service categories.
-------------------------------------------------------------------------------------------------------------------
*Please note that certain anchor links will only work if the publication is downloaded locally. Additionally, full interactive functionality of the report (photo carousels) are accessible via the free tablet app.
When we educate clients on the intricacies of what we do, they end up understanding the value of our services even more. While clients may initially seek to bring work in-house, the reality is that it is difficult for them to successfully replicate an agency's collaborative, design-driven culture and processes. By teaching clients through workshops and strategic engagements, agencies can strengthen partnerships while clients gain appreciation for the expertise agencies provide.
1) Carrefour is a large French international hypermarket chain with over 11,000 stores in more than 32 countries and 495,000 employees.
2) It was founded in the 1960s in France and has since expanded globally, opening its first overseas store in 1969 and continuously entering new markets.
3) As the largest retailer in Europe and one of the largest in the world, Carrefour faces competition from other large retailers but maintains strategies around low prices, private labels, and international expansion.
Business Model Generation Value Proposition Powerpoint Presentation SlidesSlideTeam
If cracking the business deal with your best shot is on your mind, then go forward with this amazing PowerPoint presentation that not only offers the best graphics but also compiles information in a presentable manner. The one stop solution, when it comes to compiling of text and graphic is Business Model Generation Value Proposition PowerPoint Presentation Slides. Presentation layout can be customized as per the topic you need to address in the meeting. The business model generation PPT slide helps deliver the content and maintain a record of the same in the best possible manner. To the point and crisp information is conveyed which a perfect roadmap for the financial years by business model PowerPoint PPT. May it be revenue model, swot analysis or business model, planning or comparison, every core issue is addressed by wonderful mix of colored graphs and graphics in presentation slides. For business model visionaries, the PPT are a game changer and strive to map, design and test different strategies. Delve into all the facts involved with our Business Model Generation Value Proposition Powerpoint Presentation Slides. It helps investigate the issue. https://bit.ly/3B6NAwc
Digital Media Campaign (PART 1: Paper/Project Details)Lauren Sittig
YELLOW SUB GASTROPUB: This is a mock digital media marketing collaborative group project. this is Part 1 of 2 of this project: Digital Media Campaign- Yellow Sub Gastro Pub. The base idea is that a new restaurant is starting up and we are creating a campaign focused on all digital media elements and platforms. This paper clearly outlines suggestions and strategic plans to best represent the restaurant on digital platforms and social medias.
Part 2 is the Presentation/PowerPoint which focuses on showing what the paper is explaining, such as digital examples and social media content.
Again, credit to my project partners (team), excellent group to work with: Trever Panter, Eli Jones, and Jesse Baxter.
Selling and salespeople play important roles in business. Personal selling involves building relationships to help customers discover solutions that are mutually beneficial. The duties of salespeople vary depending on their position but may include prospecting, communicating, selling, servicing customers, and providing information to their company. Research finds that while innate traits do not determine success, developing skills like communication, motivation, and trustworthiness through training and experience contributes to effective salespeople.
This document outlines a social media process flow that begins with content creation and conversation on websites and through tools like blogging, email marketing, and status updates. This content is then published through various social media channels like social networks, bookmarks, YouTube, and forums. The goal is to drive traffic from social media back to websites using methods like sales funnels, sign-up forms, and product pages, while also tracking and reporting on results.
It has PPT slides covering wide range of topics showcasing all the core areas of your business needs. This complete deck focuses on Marketing Insights PowerPoint Presentation Slides and consists of professionally designed templates with suitable graphics and appropriate content. This deck has total of seventy slides. Our designers have created customizable templates for your convenience. You can make the required changes in the templates like colour, text and font size. Other than this, content can be added or deleted from the slide as per the requirement. Get access to this professionally designed complete deck PPT presentation by clicking the download button below. https://bit.ly/2xGzxCu
La estrategia en LinkedIn propone crear contenido profesional para posicionar a FEMSA como líder en el sector de consumo con un modelo sostenible y ético. Se incluirán enlaces externos para promover participación y conversación positiva sobre la marca. Se medirá el éxito mediante métricas como constitución de la comunidad digital, datos demográficos de los seguidores, y desempeño de las publicaciones. Se invertirán $8,000 trimestrales en anuncios pagos y contenido creado por diversas áreas para lograr
Trade Show PowerPoint Presentation Slides SlideTeam
The document provides guidance and templates for planning a trade show. It includes sections on objectives, budgeting, timelines, checklists, and performance tracking. Slides can be edited to include details on the specific trade show such as name, location, objectives, budgets, timelines, staffing needs, and metrics for tracking leads and sales.
Disney was founded in 1923 by Walt and Roy Disney. It created the first full-length animated film, Snow White and the Seven Dwarfs. Over the decades, Disney launched more animated classics and films that resonated well with families. Today, Disney consists of five business segments and focuses on innovation while respecting its heritage. It segments markets based on geography, demography, and psychology to effectively target audiences like families, kids, and teens. Disney connects with customers through high-quality products, strategic pricing and promotion, and immersive experiences across its businesses.
Disney- A Brand Management PerspectiveRohan Telang
The document discusses the brand Disney. It provides a brief history of Disney from its founding in 1923 through key milestones like Steamboat Willie in 1928 and opening of Disneyland in 1955. Disney's business segments are outlined including media networks, parks and resorts, studio entertainment, consumer products and interactive media. The mission, value proposition and positioning statements focus on providing magical, fun experiences for children and families. Key aspects of Disney's consistent, enduring and distinctive brand personality are also summarized.
Fullmoon PH aims to be the best party organizer in Manila featuring music, art, and culture. Their target market is partygoers aged 16-26 from generations Y and Z. The marketing plan aims to reach 500,000 people, sell 200 tickets, and engage 50,000 people on social media for a Halloween party. The digital strategy will use Facebook, Instagram, and search engine optimization to raise awareness, contests to drive ticket purchases, and social sharing to encourage advocacy. Performance will be measured through social media metrics, ticket sales reports, and party attendance to evaluate success.
The document provides information about Ford Motor Company. It was founded in 1903 in Dearborn, Michigan by Henry Ford. Ford's first product was the Model T, which debuted in 1908. Today Ford is a multinational corporation with operations in North America, Europe, and Asia. It markets its vehicles globally to consumers eligible to drive. Ford's direct competitors include General Motors and Toyota, while indirect competitors are alternative forms of transportation. The document also outlines Ford's strengths, weaknesses, opportunities, and threats.
The document provides information about a company including its leadership team, departments, vision, mission, goals and objectives. It discusses the company's services, solutions, clients and growth. Sections include information on the CEO, management team, organization structure, core values and future projects.
Brand recognition is a key indicator of a brand's competitive market performance. Given the importance of brand management in business, we have developed a complete brand recognition PowerPoint presentation. Our brand awareness presentation templates are the perfect blend of professional subject matter and impressive business slides. This brand promotion PPT slide includes set of professionally designed templates of awareness campaign, awareness metrics, effectiveness measurement, roadmap, and brand awareness pyramid to satisfy requirements of various customer segments. Business professionals can simply download this content ready brand recall PPT templates to showcase brand equity, brand visibility, advertising management, brand recognition, market performance, product advertising, product awareness, product recall, brand loyalty, brand management, unique selling proposition, brand equity, engagement marketing and brand recall. The audience expects lively and professional looking presentation, this amazingly designed brand recognition PowerPoint presentation will surely win over your clients and the audience. Relax, we'll take care of the design aspects of your next presentation. Thousands of Brand Recognition PowerPoint Presentation Slides are available for any need.
#DigitalMediaTrend2020 The Socialbakers Q4 2019 Social Media Trends Report reveals crucial
insights into the changes and developments on social media. The report
highlights key data behind paid advertising, including campaign objectives,
developments in click-through rate and cost per click, and the evolution of
ad placements. Additionally, for the first time Socialbakers data reveals the
marketing funnel conversion rate and shows which industries performed
best.
Focusing on organic performance, the report details the audience size of
the top 50 biggest brands on Instagram and Facebook, audience insights
by age and gender, and the distribution of interactions across industries.
Become a marketing expert with all of the must-know insights from
Socialbakers.
“The writing has been on the wall for some time, but now it’s official. When it
comes to the top 50 brand profiles, Instagram has a larger audience than
Facebook.”
“Instagram's impact for brands comes as no surprise. What was unexpected
in Q4 2019, however, was the significant drop in engagement during the
holiday season. This is a warning sign that brands require a deeper
understanding of which types of content their audiences find compelling, and
an agile method to get that content in front of them.”
Yuval Ben-Itzhak, CEO, Socialbakers
A
This marketing plan aims to attract partners for the Institute of Innovation and Entrepreneurship program over the next five years. The plan outlines strategies to target local companies and develop projects that can benefit partners. Tactics include developing an informative website and social media presence, hosting networking events, creating informational videos, and sending a monthly email newsletter to partners. Financial objectives include gaining new students and seeking funding from partners to improve projects over time. Progress will be tracked using metrics like website traffic, email response rates, and levels of partner satisfaction. The executive summary expresses the goal of increasing both student and partner numbers annually.
This creative brief provides background on Company XYZ, which has asked for help accomplishing the goal of a new marketing activity. It outlines 3 deliverables and states Company XYZ was founded in [year] to fulfill its mission. The brief's major objectives are to increase brand awareness and promote a new product. Tactical objectives include increasing sales and margins. It also provides an overview of XYZ's products and services, the market situation, customer profiles, awareness levels, key messaging, and proposes metrics to measure the campaign's effectiveness.
This edition includes a unique combination of valuable forecasts, inspiring ideas, and truly inventive work created for top brands such as Nike, Burberry, Whole Foods, Lincoln and Lenovo. Contributors include thought leaders from SoDA member companies around the globe and notable guest authors from Chobani, SheSays, Adobe, LVMH and AgencyAgile. In this volume, SoDA was fortunate to work with partner AOL to debut some of the findings from its proprietary study on shrinking purchase windows and the multiplier effect of smartphone usage on those reduced timelines for making decisions across a wide variety of product and service categories.
-------------------------------------------------------------------------------------------------------------------
*Please note that certain anchor links will only work if the publication is downloaded locally. Additionally, full interactive functionality of the report (photo carousels) are accessible via the free tablet app.
When we educate clients on the intricacies of what we do, they end up understanding the value of our services even more. While clients may initially seek to bring work in-house, the reality is that it is difficult for them to successfully replicate an agency's collaborative, design-driven culture and processes. By teaching clients through workshops and strategic engagements, agencies can strengthen partnerships while clients gain appreciation for the expertise agencies provide.
In this edition of The SoDA Report, we explore Spurring Positive Change. Effecting real change is not a formulaic process. As strategic design expert Anna Meroni underscores in her work, it involves interpreting situations where problems are open and ill-defined, tasks are unclear, processes are experimental and where knowledge is something that emerges step by step through continuous interactions with other players.
*Please note that certain anchor links will only work if the publication is downloaded locally. Additionally, full interactive functionality of the report (photo carousels) are available via the Report's responsive site www.sodareport.com.
In this edition of The SoDA Report, we explore the concept of value. We place the human at the heart of this issue and explore themes around value systems, value creation and value delivery from a wide variety of perspectives. How are agencies, production companies, brands and technologies creating and delivering value, or even giving rise to entirely new value systems? We dive into all of these questions throughout the editorial sections and via our annual Digital Marketing Outlook (DMO) research study.
-------------------------------------------------------------------------------------------------------------------
*Please note that certain anchor links will only work if the publication is downloaded locally. Additionally, full interactive functionality of the report (photo carousels) will be accessible via the free tablet app coming soon.
The Soda Report 2014 [Digital Marketing Outlook]Techglimpse
The SoDA Report's 2014 Digital Marketing Outlook survey saw increased participation from client-side respondents, who now make up 42% of the total. The survey found several gaps between agency and client perspectives, including what clients value in agencies. Clients are doing more digital work in-house and want agencies to provide marketing creativity, product innovation, and expertise in emerging trends. Those who adapt to this new reality will prosper, while others may struggle. The survey points to both opportunities and challenges for agencies as digital continues to transform marketing.
The next edition of The SoDA Report – the first for 2014 has just been released.
This issue of SoDA’s biannual trends publication, explores the concept of value. The human is placed at the heart of this issue and is used to explore themes around value systems, value creation and value delivery from a wide variety of perspectives. How are agencies, production companies, brands and technologies creating and delivering value, or even giving rise to entirely new value systems?
SoDA dives into all of these questions throughout each expertly-curated editorial section within the report. The sections include Industry Insider, Modern Marketer (Edited by former contributor to Adverblog, Mark Pollard), Tech Talk, People Power and Advocacy. You’ll also find an exemplary collection of projects from SoDA members that features work with world-renowned brands such as American Express, Adobe, EA Sports, Walmart, Nike, Google, IBM, Samsung, BMW, MINI, and many more (including some thoughts from me on the role of Digital at Heineken).
Research and findings in Volume 1 revealed several key shifts in marketer/agency relationships and major discrepancies on topics such as: areas that brands and agencies believe are most valuable to clients, reasons clients walk away from agency relationships and the biggest talent shortfalls within client organizations. In this edition, we continue to explore some of those same findings, offering very different perspectives and lines of reasoning in an effort to challenge our own assumptions and improve our analysis of important industry issues.
For the full 2016 SoDA Report, Vol. 1, please visit www.sodareport.com.
*Please note that certain anchor links will only work if the publication is downloaded locally.
Research and findings in Volume 1 revealed several key shifts in marketer/agency relationships and major discrepancies on topics such as: areas that brands and agencies believe are most valuable to clients, reasons clients walk away from agency relationships and the biggest talent shortfalls within client organizations. In this edition, we continue to explore some of those same findings, offering very different perspectives and lines of reasoning in an effort to challenge our own assumptions and improve our analysis of important industry issues.
The meticulously-curated editorial sections within the Report include Industry Insider, Modern Marketer and Tech Talk. You’ll also find an exemplary collection of projects from SoDA members and partners that feature work with world-renowned brands such as Coca-Cola, Nike, Google, Pepsi, and YouTube in addition to immersive digital experiences for museums and academic institutions.
*Please note that certain anchor links will only work if the publication is downloaded locally.
This edition of The SoDA Report On… explores project management challenges and successes that agencies are facing in 2016 and how best practices can help with margin predictions, managing client expectations, nurturing the agency’s creative team, and much more. This Report includes original articles by the industry’s finest minds.
This document summarizes highlights from the Society of Digital Agencies (SoDA) community in 2019. It discusses various programs and resources provided by SoDA to its members, including benchmarking studies, sessions, reports, webinars, and an executive forum. It notes that SoDA's community spans 95 agencies across over 20 countries. It aims to foster collaboration, knowledge sharing, and discussions around best practices. The letter from the guest editor emphasizes that agencies must "design for change" to stay relevant and help their clients innovate and navigate an evolving digital landscape.
Creative agency that creates surprise in every output. They provide branding, creative development, 360 communications, campaign strategy and execution. They bring creativity to surprise in every brand building. They also offer technology services like web development, apps development, data solutions, e-commerce and CRM. The agency was established in 2022 and is led by managing directors with over a decade of experience working with major brands.
This edition of The SoDA Report On… explores the creative agency’s perspective on the state of agency workflow management, processes and tools. Created in partnership with Deltek, the findings of the research highlight key issues that agencies face, the challenges they need to address, and delivers valuable insight into the current state of workflow management. In addition to the research component, the Report includes original articles by the industry's finest minds.
SpeedPro Chicago Loop Capabilities Overviewspclmarketing
SpeedPro Chicago Loop, Large Format Digital Graphics, Grand Format, Trade Show Graphics, Event Graphics, Exhibits, Banners, Vehicle Wraps, Corporate Decor, Design, Graphic Wallpapers, Wall Floor Ceiling Murals, Wallcoverings, marketing, Printing, Digital Graphics,
This document provides information about Brand Tango, a branding, design and interactive agency. It introduces the agency and its services, which include brand strategy, marketing, digital expertise and design. It also profiles some of the agency's key leaders and contributors and provides examples of portfolio work for clients in various industries.
Mg2 Group was formed through the fusion of three companies bringing together experience and innovation in marketing, advertising, and technology. The group offers full-service customized communication solutions across multiple platforms for branding, creative campaigns, and strategic digital intelligence for clients in industries such as fashion, real estate, and franchising. Key services include market analysis, branding development, advertising campaigns, digital strategies, app development, and technology solutions to improve businesses and lives.
The document provides an overview of an integrated communications agency called COMcorpo. It discusses COMcorpo's services which include strategic communications, corporate communications, and marketing communications. Some of the services outlined include communications planning, issues management, branding, and digital/social media strategies. The document also lists some of COMcorpo's core industry areas and introduces their team of experienced communications professionals who specialize in areas like change management, public relations, and online marketing.
This document provides an overview of Text 100, a global boutique PR agency with 28 offices and 550 staff. Some key points:
- It is the largest organically grown global PR specialist with a consistent methodology and focus on delivering clear value and ROI.
- The agency works as one global team to execute campaigns taking a creative and innovative approach.
- Offices in Asia have won various awards and the agency's background is in technology PR but now services all sectors.
- They believe social media drives business goals by enabling brands to interact with stakeholders and cut through digital noise.
Tobey & Associates is an award-winning event marketing agency that has planned corporate events for 21 years. They have specialists in various areas including marketing, event planning, design, and project management. The agency provides services such as event design, branding, marketing strategy, and public relations. They create unique events that meet client needs and budgets. The agency bio introduces the owner and design director, Jeanette Tobey, and provides an overview of the agency's services and approach. It also includes bios of key members of the agency team and lists notable clients. Examples of past work include branded events, product launches, and marketing campaigns.
The Media Associate Program is a one-year rotational program that provides recent graduates experience in business functions like sales, marketing, editorial, analytics, and event management. Associates rotate through various departments to gain a well-rounded understanding and help choose a career path, receiving mentorship and meaningful work. Upon completion, most Associates are hired into full-time roles at Access Intelligence.
Social Media Services from Druid System: A PresentationKedar Gadgil
Most businesses don't expect social media to bring in sales or to suddenly transform their brand, but they just need to be available on facebook, twitter, and the like.
To do this, they have to find someone who knows about their business, knows English, knows social media, and can create and update the various pages on social media on a regular basis. They need this person to put up posts about the latest happenings or news in their industry and their business. They need to put up festival messages and announce new launches of their products and services. They need to have a fancy design and an attractive page. They need someone to answer their fans, customers, or other visitors when they ask about something or complain about something. All of this is not central to their business, but they still need to do it without spending too much money.
To hire a person dedicated for this task would be time-consuming and expensive.
This is where Druid Systems comes in. We have created quick and affordable packages that allow a business, a social cause, an institution, an organisation, a celebrity (sportsperson, actor, etc), or a professional (lawyer, doctor, dentist, architect, accountant etc.) to go social with the minimum of fuss and time, as well as on the cheap.
I would invite you to go through the attached presentation and get in touch directly with us for your social media needs.
1. The next agency model must build business value for clients, not just focus on ads. It requires eliminating silos between disciplines and offering integrated solutions across marketing, media, creative, and more.
2. Agencies need to adapt at speed and be data-driven to keep up with rapidly changing consumer behaviors and channels. This means bringing together strategists, creatives, analysts and more into unified content studios.
3. To truly resonate locally, agencies must balance global branding with hyperlocal relevance by understanding diverse audiences and markets. The next agency model will be multi-local through teams around the world and strong diversity practices.
The document discusses the challenges of 2020 and highlights key lessons. It summarizes the SoDA annual report, which features contributions from digital agency founders discussing their experiences navigating uncertainty during the COVID-19 pandemic. The report introduction by Justin Lewis emphasizes moving forward with purpose and optimism despite challenges, believing the best work is still to come.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
SoDA partnered with Unanet to explore business performance
measurement within agencies, production companies and design studios. We assessed the relative breadth, sophistication and transparency of measurement practices and compared several important benchmarks for 2019 business performance.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
The Global Digital Outlook Study is an annual survey of spending trends, adoption of emerging technology, perspectives on the digital landscape and evolving priorities for agency leaders and brand marketers. Now in it’s sixth year, this study is a collaboration between SoDA and Forrester Research.
The importance of what to measure, how to measure, and translating those results are critical to every agency’s bottom line. Within this special edition of The SoDA Report, marketing and business leaders discuss creative opportunities for business performance measurement. They grapple with topics such as transparency, budget tracking, promoting and maintaining healthy levels of team and client satisfaction, benchmarking data, and much more. Authors from Stink Studios, August, Viget and 10,000ft share real-life examples of challenges, modifications, successes and tools to continue the conversation of agency metrics that matter.
For the full Report library, visit www.sodareporton.com.
The Global Digital Outlook Study from Forrester and SoDA collects data on spending trends, the adoption of emerging technology, perspectives on the future of digital and evolving priorities of both brand marketers and agency leaders.
Within this special edition of The SoDA Report, industry leaders brainstorm and discuss creative opportunities for programmatic native advertising. How can marketers, agencies, and publishers build better creative designs that mesh well with their content experiences? How can we be creative in a world that is component-based? Authors from Fancy Pants Group, Voltage, Big Spaceship and Google share real-life examples of challenges, modifications, successes and tools to continue the conversation of creating compelling digital creative.
**Download the report to see all content and formatting as intended.
For the fourth year in a row, SoDA has compiled the thoughts and opinions of ≈700 marketers, agencies, technologists and digital industry insiders. Dozens of SoDA member companies have contributed thought-provoking articles and case studies to The SoDA Report (formerly known as the Digital Marketing Outlook). A broad array of guest contributors, CMOs and other senior-level digital marketers from a wide array of organizations (i.e., L’Oreal, Adobe, Google, Compete, E*Trade, Bloomberg and Samsung, among many other blue-chip brands) also provided their insights. The result: an invaluable planning resource for marketers and agencies in 2012. SoDA is releasing the publication in its traditional format today, and a tablet edition will be released in early March. SoDA will also be publishing smaller quarterly updates to The SoDA Report over the course of 2012.
The study, conducted by SoDA and its research partner, Econsultancy, revealed significant information regarding budgets, hiring strategies and what marketers value the most. For example, the 2012 survey showed that increased self-reliance is an increasingly common mantra among many marketing organizations, with almost two-thirds citing internal resource growth as their primary approach to expanding digital marketing efforts this year. For those looking outward, almost one-third said they’re seeking to diversify their agency mix based on niche areas of expertise (vs. pursuing a “one-stop shop” digital partner).
The publication also includes:
• 4 editorial sections (Industry Insider, Modern Marketers, People Power & Tech Talk), including related research findings from the 2012 Digital Marketing Outlook Survey. Content focuses on subjects critical to the digital marketing industry today, from evolving agency models and partner ecosystems to transformations at marketing organizations aimed at becoming more consumer-centric to finding and cultivating top digital marketing talent.
• One-on-one interviews with industry luminaries as well as panel discussions on topics ranging from change management to measurement and analytics.
• Case studies spanning a wide array of industries and digital platforms to inspire and inform.
Over 600 marketers, agencies, technologists and digital industry insiders have weighed in. Leading digital agencies have provided thought-provoking articles and case studies. And a 14-person panel comprised of guest contributors and notable CMO advisors have provided their insights. The result: an invaluable planning resource for marketers and agencies in 2011.
The 2011 Digital Marketing Outlook (DMO) study, conducted by SoDA and its research partner, AnswerLab, revealed significant information regarding budgets, hiring strategies and what marketers value the most. For example the study discovered that 80% of marketers plan to increase the volume of digital projects in 2011 with 43% planning to decrease traditional paid media investments.
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NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi_compressed.pdfKhaled Al Awadi
Greetings,
Hawk Energy is pleased to present you with the latest energy news
NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi
Regards.
Founder & S.Editor - NewBase Energy
Khaled M Al Awadi, Energy Consultant
MS & BS Mechanical Engineering (HON), USAGreetings,
Hawk Energy is pleased to present you with the latest energy news
NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi
Regards.
Founder & S.Editor - NewBase Energy
Khaled M Al Awadi, Energy Consultant
MS & BS Mechanical Engineering (HON), USAGreetings,
Hawk Energy is pleased to present you with the latest energy news
NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi
Regards.
Founder & S.Editor - NewBase Energy
Khaled M Al Awadi, Energy Consultant
MS & BS Mechanical Engineering (HON), USAGreetings,
Hawk Energy is pleased to present you with the latest energy news
NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi
Regards.
Founder & S.Editor - NewBase Energy
Khaled M Al Awadi, Energy Consultant
MS & BS Mechanical Engineering (HON), USAGreetings,
Hawk Energy is pleased to present you with the latest energy news
NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi
Regards.
Founder & S.Editor - NewBase Energy
Khaled M Al Awadi, Energy Consultant
MS & BS Mechanical Engineering (HON), USAGreetings,
Hawk Energy is pleased to present you with the latest energy news
NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi
Regards.
Founder & S.Editor - NewBase Energy
Khaled M Al Awadi, Energy Consultant
MS & BS Mechanical Engineering (HON), USA
Progress Report - Qualcomm AI Workshop - AI available - everywhereAI summit 1...Holger Mueller
Qualcomm invited analysts and media for an AI workshop, held at Qualcomm HQ in San Diego, June 26th. My key takeaways across the different offerings is that Qualcomm us using AI across its whole portfolio. Remarkable to other analyst summits was 50% of time being dedicated to demos / hands on exeriences.
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L'indice de performance des ports à conteneurs de l'année 2023SPATPortToamasina
Une évaluation comparable de la performance basée sur le temps d'escale des navires
L'objectif de l'ICPP est d'identifier les domaines d'amélioration qui peuvent en fin de compte bénéficier à toutes les parties concernées, des compagnies maritimes aux gouvernements nationaux en passant par les consommateurs. Il est conçu pour servir de point de référence aux principaux acteurs de l'économie mondiale, notamment les autorités et les opérateurs portuaires, les gouvernements nationaux, les organisations supranationales, les agences de développement, les divers intérêts maritimes et d'autres acteurs publics et privés du commerce, de la logistique et des services de la chaîne d'approvisionnement.
Le développement de l'ICPP repose sur le temps total passé par les porte-conteneurs dans les ports, de la manière expliquée dans les sections suivantes du rapport, et comme dans les itérations précédentes de l'ICPP. Cette quatrième itération utilise des données pour l'année civile complète 2023. Elle poursuit le changement introduit l'année dernière en n'incluant que les ports qui ont eu un minimum de 24 escales valides au cours de la période de 12 mois de l'étude. Le nombre de ports inclus dans l'ICPP 2023 est de 405.
Comme dans les éditions précédentes de l'ICPP, la production du classement fait appel à deux approches méthodologiques différentes : une approche administrative, ou technique, une méthodologie pragmatique reflétant les connaissances et le jugement des experts ; et une approche statistique, utilisant l'analyse factorielle (AF), ou plus précisément la factorisation matricielle. L'utilisation de ces deux approches vise à garantir que le classement des performances des ports à conteneurs reflète le plus fidèlement possible les performances réelles des ports, tout en étant statistiquement robuste.
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The SoDA Report (Volume 1, 2015)
1.
2. From the SoDA Board Chair
Tony Quin, Chairman of the Board, SoDA & CEO, IQ
As SoDA enters its 9th year, the organization has gained unprecedented momentum. From a base of 13 founding
companies in 2006, the organization has grown to almost 100 handpicked member companies, in thirty-four
countries, with nearly 300 offices worldwide. SoDA has truly become a global network made up of the most
respected digital agencies and creative companies in the world.
Getting into SoDA is still not easy. Only 14% of the companies that applied over the past 12 months have been
invited to become a member. It’s a rigorous process. First a member must support the application of each
candidate company. Then, based on their HQ location, the appropriate regional membership committee will
review their work, reputation and culture. Those that pass this test go on to be reviewed by the board, which
finally presents its recommendations to the entire membership for a vote. As a result, this rigorous commitment
to the highest standards of excellence has produced a peer group that is unique in the digital world.
In the coming year, you will not only see more editions of The SoDA Report, but also SoDA’s expanded presence at
major industry events around the globe, in addition to our own event series called SoDA Sessions. Later in 2015,
we’ll debut The SoDA Academy, an invite-only conference that will take place in Brooklyn October 11-13. The
event will bring together director-level leaders from digital agencies around the world, in 10 key disciplines, for a
unique master class and collaborative peer-to-peer exchange. After the extraordinary success of the C-level SoDA
meetings, the mission of The SoDA Academy is to bring that same remarkable experience to discipline leaders
from across the industry.
I hope you find this edition of The SoDA Report valuable and enjoyable. Take the time to explore our website at
www.sodaspeaks.com, where you can also sign up for our mailing list and keep informed about what’s coming
next from SoDA.
Best wishes,
Tony Quin
Chairman of the Board, SoDA
CEO, IQ Agency
Thank you for viewing the first 2015 edition of The SoDA Report.
We are delighted that The SoDA Report has become one of the most viewed digital trend
publications in the world, with over 300,000 views per issue. In this latest issue, SoDA’s
elite membership, partners and other industry leaders provide their insights into digital
innovation for brands and the blurring borders of digital marketing, customer service
and product design.
3. From the Managing Editor
Chris Buettner, Managing Editor and Executive Director, SoDA
Our readership has continued to flourish. Over the last 12 months, The SoDA Report has garnered almost 330,000
views and downloads between the SlideShare and responsive (sodareport.com) versions of the publication.
The editorial theme for this year’s report is Spurring Positive Change. Effecting real change is not a formulaic
process. As strategic design expert Anna Meroni underscores in her work, it involves interpreting situations
where problems are open and ill-defined, tasks are unclear, processes are experimental and where knowledge is
something that emerges step by step through continuous interactions with other players.
I want to thank Barcelona-based SoDA member, Vasava, for translating our editorial theme of Spurring Positive
Change (and leaving behind that which no longer serves you) into a striking visual metaphor for the cover of this
edition.
In this edition and throughout 2015, we’ll explore this topic through the lens of industry leaders who are creating
the future of marketing and digital experiences.
To become a subscriber of The SoDA Report, please email SoDA and we’ll make sure you have priority access to
the release of upcoming editions. We hope you enjoy this issue and, as always, we welcome your feedback, ideas
and contributions for future editions.
Saludos,
Chris Buettner
Managing Editor and Executive Director, SoDA
Welcome to the Volume 1, 2015 edition of The SoDA Report.
We are extremely proud of the growth and development of our biannual trend
publication. We’re also humbled by the positive industry feedback we’ve received
regarding the quality of our editorial content and the value of our annual Digital
Outlook Research Study - conducted in partnership with Econsultancy.
4. The SoDA Report Team &
Partners
Content Development
Editorial Team
Chris Buettner
Managing Editor of The SoDA Report
SoDA Executive Director
After a career on the digital agency and publisher side that spanned 15+ years, Chris
Buettner now serves as Managing Editor of The SoDA Report. He is also the Executive
Director of SoDA where he is charged with developing and executing the organization’s
overall strategic vision and growth plan. And with roots in journalism, the transition
to lead SoDA has been a welcome opportunity to combine many of his talents and
passions. After living in Brazil and Colombia for years, Chris is also fluent in Spanish
and Portuguese and is an enthusiastic supporter of SoDA’s initiatives to increase its
footprint in Latin America and around the world. Chris lives in Atlanta with his wife and
two daughters.
Sean MacPhedran, Industry Insider
Group Planning Director, Fuel
Sean is Group Planning Director at Fuel (based in Ottawa, Canada), where he currently
works with clients including McDonald’s Europe, Nokia, Mattel and Lucasfilm.
He specializes in youth marketing, entertainment & game development, and the
incorporation of pirates into advertising campaigns for brands ranging from Jeep
to Family Guy. Outside of Fuel, he is co-founder of the Ottawa International Game
Conference, managed the category-free Tomorrow Awards and spent a good deal of
time in the Mojave Desert launching people into space at the X PRIZE Foundation. They
all came back alive.
5. Rob Thorsen, Modern Marketer
Managing Director, Big Spaceship
As Managing Director, Rob oversees the development of Big Spaceship’s client
relationships and the disciplines of the agency that drive them. Equal parts relationship
builder and creative contributor, Rob brings over 15 years of agency building expertise
to the agency. His work includes launching Unilever’s AXE at BBH NY, joining Mother NY
as it’s first strategist stateside, to leading several flagship accounts at BBDO NY. When
not in the office, Rob is either chasing down his two children with his wife, Sarah, or
chasing after cyclists he so desperately tries to keep pace with. Also, he is from the
Great State of New Jersey.
Zachary Jean Paradis, Tech Talk
Director Innovation Strategy, SapientNitro
Zachary Jean Paradis is an innovation strategist, professor and author obsessed with
transforming lives through customer experience. He works at SapientNitro, teaches at
the Institute of Design and lives in Chicago. Zachary works with companies to become
successful innovators by utilizing “experience thinking” as a strategic asset manifested
in better offerings, flexible process, and open culture. He works with start-ups and
Fortune 1000 companies as diverse as Chrysler Auto Group to Target, Hyatt Hotels
to John Deere, M&S to McLaren, and SAP to Yahoo! evolving service and product
experiences across digital and physical channels.
Emily Wengert, Talent
Group Vice President UX, Huge
Emily Wengert leads the UX team in the Brooklyn office. Her emphasis on UX strategy
pairs her with clients looking for genuine innovation and impeccable execution. Since
joining Huge 6 years ago, Emily has successfully collaborated with some of Huge’s
largest clients, including Google, Gucci, Target, Loblaws and Reuters. With a particular
focus on the intersection of physical and digital, Emily specializes in digital engagement
in commerce, restaurants and other social spaces. For her work, she has received an
OMMA Award and been honored at the Webby Awards. Emily received a BA in English
from the College of William and Mary.
Pauline Ploquin, Advocacy
Chief Relationship Officer/Partner, Struck
With a background in communications and nearly 20 years in the creative industry,
Pauline has mastered the art of left brain/right brain integration. As CRO, she is focused
on developing satisfying relationships for Struck including current accounts, strategic
partnerships and attracting new clients. Previously Pauline held the title of COO and
she led the efforts to develop operational and strategic alignment for Struck. For the
past few years that has meant evolving Struck’s offerings to deliver client-satisfying
solutions. She holds a Master’s Degree in Political Science from La Sorbonne, Paris and
a degree in Communications from UCLA.
6. Kate Richling, SoDA Showcases
VP of Marketing, Phenomblue
As Phenomblue’s Vice President of Marketing, Kate Richling oversees the agency’s
marketing and social media outreach, as well as its inbound marketing efforts.
Previously, Richling worked in public relations, creating and executing strategies for
institutes of higher education and Blue Cross Blue Shield, as well as providing social
media counsel to various non-profit organizations.
Jonathan Butler, Continuity Editor
Engagement Coordinator, Deepend
With a background in both advertising and photography, Jonathan thrives when
he combines his love of all things visual with creative and strategic thinking. As the
Engagement Coordinator at Deepend, his role primarily involves liaising, researching
and coordinating all departments in preparation for new business proposals. He also
works in the strategy department, contributing to initiatives such as Deepend INDEPTH
and conducting market research. Jonathan’s written and photographic work has been
featured in both international and local print and online publications.
Jennifer Tucker, Continuity Editor
Strategy Director, Deepend
As Strategy Director for award-winning digital agency Deepend, Jen uses her 10+ years
of experience in transforming high profile brands and organization from traditional
communication to digital platforms and helping them bridge the gap between creating
something which is innovative and engaging but delivers results. Along with her 10+
years experience on both client and agency side, Jen also holds a BA and Masters
degree in Strategic Communications from the University of Sydney.
The SoDA Report Production Team
Lakai Newman, Head of Production
Jessica Ongko, Designer
The responsive version of The SoDA Report was developed with a variety of solutions from the Adobe Creative Cloud
7. Partners
Lead Organizational Sponsors Cover Design
Web Development
Research Partner
Data Graphics Provided By Content/Production
Founding
Organizational
Sponsor
The opinions and viewpoints expressed in the articles in this publication are those of the
authors, and do not necessarily represent or reflect the opinions or viewpoints of SoDA.
8. tracks
ACCOUNT MANAGEMENT
ANALYTICS
BUSINESS DEVELOPMENT
DESIGN & DESIGN THINKING
FINANCE
INNOVATION & PRODUCT DEVELOPMENT
OPERATIONS & TALENT
STRATEGY
TECHNOLOGY
USER EXPERIENCE
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9. Digital Outlook
Study
1.0 Introduction
1.1 Respondent Overview
1.2 Agency Ecosystems in 2015
1.3 The State of the Agency - Client Relationship
1.4 The Outlook for Agencies
1.5 Modern Marketers
1.6 Talent & Advocacy
10. Introduction to the 2015-16
Digital Outlook Study
Conducted by SoDA in partnership with Econsultancy, the 2015-2016 Digital Outlook
Study reveals some intriguing – and challenging - trends wielding an impact on the
future of marketing and the creation of digital experiences.
An increasingly complex ecosystem of brands, agencies and consultancies are issuing
in a new era of disruption and change in the industry. The rise of consultancies in
digital services and a more pronounced trend toward clients bringing digital work in
house are just two of the salient findings from this year’s study.
Even the use of the word “digital” to describe this research study, our industry and
our organization – SoDA – continues to incite debate amongst SoDA’s leadership
and member companies around the world. As you may know, our organization is
called SoDA and its letters originally stood for the Society of Digital Agencies. For the
past few years, many of our members have been saying that “digital” is no longer
a relevant word. In short, they argue that given the ubiquity of digital it’s now a
distinction without a difference.
Our current name (SoDA - The Digital Society) was adopted in early 2014. It represents
a move away from the use of the term “digital agency” to describe our membership
and is a nod to the pervasiveness of technology in our personal and professional lives.
It’s also a good compromise given that so many of our members no longer classify
themselves as “agencies.” Yes, there are many amazing agencies in SoDA’s ranks,
but also incredibly talented design studios, digital product development shops,
experience design firms, elite production companies and the list goes on and on.
While the debate over the term “digital” ensues, one thing is clear. Senior business
leaders have never been more interested in this global study. In fact, this year a
record 88% of respondents were key decision makers and influencers (C-Level,
Senior Executives, VPs and Directors) with annual marketing budgets ranging from
US$5M to over US$100M.
In this year’s study, there was an uptick in the percentage of clients indicating they
were decreasing their marketing spending on agency partners charged with managing
and executing digital initiatives. That figure was up 7% in relative terms vis-à-vis 2014.
11. About one in seven client respondents indicated they were decreasing their marketing
spends with digital agencies this year. The result is arguably due to three key trends:
• The commoditization of some types of digital work
• The increasing prominence of programmatic media buying
• The ongoing trend of client insourcing
The spending news, however, is not all doom and gloom by any stretch of the
imagination. Two in three client-side respondents also revealed they were increasing
their spending on non-marketing-related digital products (including platforms,
applications and tools to better service their end customers and to facilitate the work
of their employees).
Clients in 2015 are also feeling tremendous pressure to understand and leverage
emerging technology trends in order to innovate their operations as well as the
products and services they offer to their customers. In fact, expertise in emerging
trends is now the No. 1 skill clients most value in their agency partners, up from a
distant 3rd position in 2014.
Agencies and production companies – particularly those who invested early in
innovation labs and product incubators – are reaping the benefit of clients’ acute
need for emerging tech expertise. They’re also increasingly bringing their own IP
directly to market.
For the first time, the 2015 SoDA Study segments the benefits engendered by
innovation labs based on the number of years the labs have been in operation. Some
extremely salient differences begin at the 3+ year mark.
In this year’s study, we’ve also segmented the results on a number of other key
variables (by region, by size of agency and by ownership structure). Some fascinating
findings emerged as we sliced the data in a more nuanced manner this year. For
example, shops under 200 FTEs predominate for design and development initiatives,
while larger agencies lead the pack in areas such as media and analytics.
As a non-profit organization, SoDA offers this research study to deepen the
community’s understanding of macro-level trends shaping our industry and to
identify potential windows of opportunity for companies to thrive within this era of
disruption. We hope you find value in the insights revealed and we welcome your
feedback on future editions.
12. Organization Type
KEY INSIGHT:
• 2015 SoDA DMO survey respondents were more
senior-level than ever before (9 out of 10 were key decision
makers).
• The share of respondents identifying themselves as
consultancies nearly doubled this year.
The share of respondents identifying themselves as consultancies nearly doubled this
year, arguably due to the larger role firms like Deloitte and Accenture (as well as other
Respondent Overview
13. innovation consulting practices) are playing in the industry. SoDA member companies
(and other leading players in the digital services industry) have increasingly become
M&A targets for the major consultancies who are seeking to build (or buy) end-to-end,
integrated digital capabilities.
The shift allows those consultancies to better service their clients and capture a
larger percentage of growing budgets – particularly the rising budgets for platforms,
applications and tools outside of the marketing realm. Brands are desperate to
redefine how they serve connected consumers and operate connected businesses.
As such, building an integrated ecosystem of companies that provide end-to-end
consultation>ideation>execution>analytics services is an increasingly prevalent trend
this year.
14. Consumer Marketers by
Category
KEY INSIGHT:
The share of client-side respondents in the Service Sector
rose significantly in 2015.
The growth trend was particularly pronounced on a
year-over-year basis, but not out of synch with global
macroeconomic trends. In fact, Services are projected to
account for almost 50% of global job growth from 2010 to
2020.
The percentage of client-side respondents in the service sector rose substantially in
our 2015 study, increasing 16 percentage points to 53% of the total client respondent
base.
Albeit a sharp increase, this is not an unexpected trend. The share of the service
sector in economic value-added* measures has grown steadily over the past few
decades. For example, the service sector in the U.K. was responsible for 67% of
economic value-added in 1990. By 2014, that figure had mushroomed to nearly 80%.
1
Source: The World Bank
* Value added is the net output of a sector after adding up all outputs and subtracting intermediate inputs.
15. Job Title
KEY INSIGHT:
C-Level executives are showing unprecedented levels
of interest in digital marketing research and insights as
evidenced by their dramatically expanded participation in
SoDA’s 2015 DMO Study.
A record 88% of respondents (up from 82% in 2014) were key decision makers and
influencers (C-Level, Senior Executives, VPs and Directors) with annual marketing
budgets ranging from US$5M to over US$100M. The trend was even more pronounced
when we isolate C-Level respondents. The share of C-Level client respondents
swelled to 68%, up from 30% of all client-side respondents in 2014.
(continued on next page...)
17. Geographic Region
While North American executives are still the single largest contingent of DMO Survey
respondents, participants from Europe, Asia and Latin America are growing in
numbers and importance.
We fully expect that participation from Asia, Latin America, the Middle East and Africa
will continue to rise, based on global macroeconomic trends as well as the growth
patterns we’re seeing within SoDA’s own membership base. Twenty percent of SoDA’s
member company offices are now in Latin America, Africa and Asia*, up from 13% in
2014.
* SoDA members in Australia and New Zealand are not included in this figure.
18. Global Economic Input
By 2020, the economic output of emerging economies is expected to outpace
advanced economies for the first time. Top players interested in international
expansion should consider emerging markets for high-growth opportunities.
However, not all emerging markets are created equal. The A.T. Kearny Global Business
Policy Council analyzed the 25 largest emerging markets, going beyond a simple
comparison of GDP and related economic forecasts. They looked at structural factors
that position markets to withstand unforeseen economic shocks and foster longer-
term economic growth and stability. The seven markets that rose to the top among
emerging markets were China, Chile, Malaysia, Peru, Poland, the Philippines and
Mexico. To see the ATKearny research study, click here.
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20. KEY INSIGHT:
The percentage of clients taking full responsibility for digital
efforts at their companies grew significantly in this year’s
study.
Those clients who are working with digital agencies are
reducing the size of their rosters. Only 12% of brands had
four or more digital shops on their roster this year, down
from 21% in 2014.
Number of Digital Agencies (%)
Agency Ecosystems in 2015
21. In SoDA’s 2015-2016 study, there was a significant spike in the number of clients
indicating they were not working with outside agencies on their brand’s digital efforts
(27% in 2015, up from 13% last year).
In North America, the in-housing trend was essentially on par with the global average.
28% of client respondents in North America indicated they were handling all digital
efforts in-house.
While no doubt an alarming trend for agencies, other research studies conducted by
SoDA in 2015 underscore that the overall state of the business for top digital shops is
strong.
For example, nearly 8 in 10 respondents to SoDA’s Q1 2015 KPI Survey indicated
that their revenue grew or was stable during the last quarter of 2014 (vis-à-vis Q3
’14). Over 73% reported that their profit margin rose or remained stable during the
same quarter. And when asked to set their company aside and rank the health of
the digital services industry in 2015 on a scale of 1-10, the average response was a
robust 7.1.
We continue to see a clear trend of clients maintaining digital initiatives in-house and
working with a select group of outside partners on innovation efforts. Many digital
agencies are also diversifying their revenue models and bringing their own products
and IP directly to market as a growth engine for their companies and as a hedge
against the commoditization and in-housing of some digital services.
In fact, for agencies whose innovation labs are 3+ years old, one in four reported that
their efforts had resulted in a company spin-off, VC investment or significant funding;
four in five said their innovation lab efforts contributed directly to new business wins,
and slightly less than one in three indicated increased revenue from their product
incubation efforts.
As brands continue to build their own digital capabilities in-house, it’s no longer as
common to see crowded rosters of digital agencies servicing a single client. In the
2015-2016 study, only 12% of brands had four or more digital shops on their roster,
down from 21% in 2014.
22. Role of Agencies &
Consultancies in Client
Innovation on the Rise
KEY INSIGHT:
The percentage of clients taking full responsibility for digital
efforts at their companies grew significantly in this year’s
study.
In last year’s DMO study, when clients were asked what they valued most in their
primary agency relationships, the second most prevalent response was “product/
service innovation.” While approximately 60% of clients handle innovation efforts
internally, nearly two in five now work with agencies and consultancies to
innovate their company’s product and service offerings.
23. What Types of Digital Shops
are Clients Hiring?
KEY INSIGHT:
Two strategic approaches are emerging – one toward
higher levels of specialization and another toward agency
consolidation.
The percentage of client organizations working with a small roster of highly
specialized agencies remained high in this year’s study (27.8%), and consistent with
our 2014 findings (29%).
There was also a significant increase in the share of clients indicating they worked
with one lead agency for digital and traditional assignments. That figure was 30.5% in
SoDA’s 2015-2016 study. Clearly, two strategic approaches are emerging – one toward
higher levels of specialization and another toward agency consolidation. In its 20
Digital Trends for 2015, Forbes seems to be squarely in the consolidation camp.
24. Marketing Mediums Merging. Content marketing, SEO, PR, social media are all
blending into one skillset. No longer is there a need for numerous boutique
agencies, as such disciplines are all inter-dependent upon each other with t
oday’s techniques. Look for agency consolidation here. (Source: Forbes.com,
1/16/2015)
On the other end of the spectrum, there are highly specialized businesses in
our industry that many clients are clamoring to work with in areas such as user
experience, data and the use of technology platforms for built environments, among
others. We’ll continue to track this trend in subsequent studies, but we fully expect
the two approaches to co-exist in the short-to-medium term.
When we further segment the data, the 2015 survey shows a direct link between level
of digital sophistication on the client side and the use of specialized / niche digital
agency partners.
- Those clients who characterized themselves as “Very or Somewhat
Innovative” with respect to digital initiatives were five times more likely to
be working with highly specialized digital agencies or a mix of full-service
and highly specialized shops.
- Only 1 in 8 clients who characterized themselves as “Not Very or Not At All
Innovative” with respect to digital initiatives were working with highly
specialized digital shops.
25. Independents in the Majority
on Client Agency Rosters
KEY INSIGHT:
The percentage of clients taking full responsibility for digital
efforts at their companies grew significantly in this year’s
study.
More than 60% of client-side survey respondents indicated that they work primarily
with independent shops on their digital initiatives. An additional 27% said they work
with a mix of independents and holding company agencies. While M&A activity was
strong in 2014 (and thus far in 2015), it’s clear that independent digital shops still have
a bright future and a commanding position on clients’ agency rosters.
26. Size Matters... Somewhat
In this year’s survey, we also asked clients about the size of the agencies they work
with and the types of assignments awarded. Here were the top three most common
areas of engagement with clients by size of agency.
Q. Based on discipline, what size(s) of companies do you currently work with on digital
initiatives?
For smaller agencies (0-50 FTEs and 51-200 FTEs), Design & Development are the most
common areas of engagement with clients. The findings also suggest that clients are
opting for small and mid-sized agencies to handle strategy engagements.
Client engagements in the area of User Experience cut across multiple agency size
1) Product Mania - clients are eager to jumpstart the way they interact with their
target. No matter the vision, creating this “product” doesn’t usually require a cast
of thousands or a budget of millions. This trend is paving the way for many smaller
agencies to “break into” larger brands to demonstrate their wares. In turn, it places
pressure on larger agencies to justify their strategic and design pricing.
3) Innovation Speed - speed is a large part of how smaller resources are able to
be more strategic and impactful with data insights. I often encounter talented
individuals who seek to work in smaller, more nimble teams to create products so
they can not only deliver faster, but innovate and respond quickly once products
go live. This approach appeals to clients who know that part of their inertia is
derived from their size.
4) Media & Social Media - Like all digital activities, digital media takes a little more
handwork. The bar for delivering effective social programs is not as high as for
detailed paid acquisition media. Here, the client’s budget and program complexity
determine how much demand from smaller partners there is for this category of
services.
Agencies are consumers too. They’re naturally conceiving solutions that are
aligned to the current digital media environment. Because a lot of this information
is available in an increasingly automated fashion, there is less and less reason for
an agency to “avoid” media as a daunting discipline.
- Jessica Pezzulo, CMO, Huge
27. categories. As SoDA member Ari Weissman from EffectiveUI points out, the agency’s
(and client’s) ability to collaborate is arguably the most important selection criterion
for agency-client collaboration on the UX front. “Working with a UX design agency
is transformative for many client organizations and requires collaboration not just
with the agency but across the entire client organizational structure, involving
stakeholders who oftentimes have not worked together before,” says Weissman.
“Your customers don’t care if organizations are siloed. They expect a cohesive and
integrated experience,” he added.
Analytics and Media rounded out the Top 3 for client engagement with agencies
in the 200+ FTE category. Larger companies – including consultancies such as IBM
Interactive and Accenture Interactive – have developed extremely robust analytics
offerings that are clearly resonating with clients who are under intense pressure to
apply more science to the art of marketing.
On the media front, a sophisticated ecosystem has coalesced around programmatic
buying. While specialized providers have enjoyed a certain first-mover advantage
in this space, some larger agencies are coming on strong, building complex
programmatic platforms in house.
28. The Changing Nature of Client
Engagements
KEY INSIGHT:
Half of all agency respondents report consulting with
clients on new product and service offerings.
In last year’s DMO study, clients ranked “product/service innovation” as the second
most valued area of expertise for their primary agency relationships. In that same
“We’re hearing a few consistent desires from clients: 1) Elasticity - clients are
struggling inside their organizational silos and want agencies that don’t suffer from
the same rigid structures and instead thrive on fluidity; 2) Chemistry - as the need
for collaboration increases clients are increasingly looking at team chemistry as
an explicit part of their selection criteria and small to mid-sized agencies are more
likely to deliver on that; and 3) Velocity - many report having negative experiences
in the past with large agencies not being able to move at the pace of the social
consumer.” - Michael Lebowitz, CEO & Founder, Big Spaceship
29. study, agencies, however, ranked product/service innovation a distant fourth in their
evaluation of what clients valued most.
Fast forward to today (12 months later) and it is clear that agencies have begun to
capitalize in a major way on their clients’ interest in partnering on innovation efforts.
In fact, 50% of all agency respondents indicated they were consulting with clients
this year on new product and service offerings. Given the increasingly blurred lines
between the agency and consultancy space, we will continue to monitor this trend
closely in the coming months and years.
30. Estimation is Still a Sore Spot
for Digital Shops
When asked to rank their organization from 0 to 10 on their ability to accurately
estimate project costs, agencies left themselves quite a bit of room for improvement
in 2015.
The average for all agency and prodco respondents was just 6.32 (up slightly from
6.09 in 2014), indicating that most digital shops continue to struggle with estimation
– a core business requirement that wields a tremendous impact on their overall
financial and organizational success.
This mediocre self-assessment underscores that some of the underlying causes
of poor scoping and estimating still need to be addressed head on. Far too often
(as SoDA partner AgencyAgile has highlighted in numerous SoDA roundtables on
scoping), estimates are completed too late, with insufficient detail, by the wrong
people, with too much acceptance of uncertainty and are poorly communicated to
key stakeholders.
31. Campaign Spending on Digital
Projected to Grow
In last year’s DMO study, the growth trajectory for digital marketing budgets was
slowing considerably. While only 9% of respondents said they actually planned to
decrease digital marketing budgets last year, there was a double-digit increase in the
number of client respondents who indicated they would be maintaining the status
quo. A wait and see approach was the name of the game.
While there is still a great deal of economic uncertainty in regions like Europe, the
strength of the North American market is translating into larger marketing budgets
overall – and for digital initiatives. Globally, in our 2015-2016 study, there was a
surge in the number of respondents increasing their digital marketing budgets and
increasing overall marketing spends. That figure grew 27% this year, with nearly one
in four client-side respondents indicating they were increasing marketing budgets
overall and allocating a higher percentage of that budget to digital.
Areas such as programmatic media buying are seeing the largest budget increases. In
fact, almost one in three client respondents (31.5%) indicated they were increasing
budgets for programmatic media buys in 2015.
32. Globally, 46.9% of respondents indicated they were either a) reallocating more
budget into digital from their existing marketing spend or b) increasing digital budgets
while also increasing their overall marketing spend.
In North America, the digital budget expansion trend was even more pronounced,
with 55.9% of respondents falling into one of the two categories mentioned above.
In Europe, however, the story was decidedly less rosy. Approximately one in four
respondents (28.2% to be exact) indicated they were increasing digital spends either
through the reallocation of existing budget or by augmenting their overall budget.
Meanwhile, 13% of European respondents said they planned on decreasing digital
budgets (vs. 9% globally).
Increased Digital Spending Not
Limited to Campaigns
Increased spending on digital is not limited to campaign buys. In fact, budgets
are growing most dramatically for digital products outside of the marketing realm
(including platforms, applications, tools and services). Agencies and software
development companies who have expertise in digital product creation (both bringing
their own IP to market as well as developing digital products on behalf of clients)
clearly stand to benefit from the growing budget priority among clients organizations.
33. The Value of Innovation Labs
KEY INSIGHT:
The financial value of innovation labs & product incubators
increases geometrically after Year 3. Those agencies that
have powered through the initial challenges and steep
learning curve associated with product creation are
reaping strong rewards.
For the past three years, SoDA’s DMO research study has analyzed the proliferation of
innovation labs and product incubators within full-service agencies and digital shops.
We’ve focused specifically on the value generated by these efforts. While “Too Early to
Tell” predominated in past studies, there were some clear benefits, namely…
- Happier, more engaged staff
- New business wins
34. This year, we took the analysis a step further, analyzing the benefits engendered by
innovation labs based on the amount of time the labs have been in existence. As the
pie chart above highlights, the average “age” of innovation labs within our agency and
prodco respondent base was fairly evenly divided this year (34% < 1 year, 37% 1-2
years and 29% 3+ years).
When the age of the innovation lab is not considered, talent retention and new
business development tied as the two most salient benefits (both at 70%). When
the age of the product incubator is factored in, some significant differences begin to
emerge.
Clearly, moving from a service-based model to product development involves
a steep learning curve for agencies and production companies. After 2-3 years,
that learning curve begins to flatten and more financial benefits such as significant
funding, revenue growth and new business wins begin to take root.
It could also be that after 2-3 years, agencies who do not see clear financial ROI
on their innovation labs / product incubators choose to disband efforts and focus
on their service-based offerings. When we compare the overall findings to 2014,
talent retention and new business both showed strong gains, rising 19.0% and 9.8%
respectively.
Q. What benefits has your innovation lab/product incubator produced? (select all that
apply)
KEY INSIGHT:
For companies
whose innovation
labs were 3+
years old, one
in four reported
that their efforts
had resulted in a
company spin-off,
VC investment or
significant funding.
35. KEY INSIGHT:
While only 1 in
10 agencies cite
revenue growth as
a benefit of newly
formed innovation
labs (<1 year),
that percentage
nearly doubles for
shops who have at
least one year of
product incubation
experience under
their belt.
KEY INSIGHT:
Happier, more
engaged staff
(seeking a respite
from client work)
remains one of
the top benefits
of innovation
labs and product
incubators,
regardless of how
long they’ve been
in place.
36. KEY INSIGHT:
After just
12 months,
innovation labs
and product
incubators are
having a significant
positive impact
on new business
development
wins. The effect
accelerates after
Year 3.
37. The State of the Agency -
Client Relationship
Agency and production company respondents in this year’s survey are decidedly
bullish on their relationships with clients. A whopping 69.5% of agency and prodco
leaders who chimed in with their opinion indicated that the dynamic of how brands
and agencies are working together is improving overall.
This is arguably due to the fact that an increasing number of agencies are “walking
the walk” of real transparency in their client relationships. SoDA members – and
other top companies in our industry – are creating highly innovative collaborative
workflows with clients that are paying quantitative and qualitative dividends. We
encourage the readers of The SoDA Report to explore some of those best practices
that are highlighted within our Industry Insider section in this edition.
(continued on next page...)
38. The Client / Agency Dynamic
Agency respondents at independent shops were even more optimistic about the state
of agency-client dynamics.
• 72.3% of independent agency respondents who chimed in with their
opinion on this question thought the brand-agency dynamic was improving
• Meanwhile, only 62.5% of holding company agency respondents believed
that to be the case.
39. What Clients Want
In contrast to the 2014 DMO Study, this year’s research reveals significant congruity in
client and agency perceptions of what’s important to clients.
To gauge YOY trends, we once again asked both clients and agencies to rank the areas
of expertise they believe to be most valuable for client organizations. Here’s what
they said:
Q. (Agencies) What do your clients value most in their relationship with your
organization?
Q. (Clients) Generally speaking, what do you value most in agency relationships?
Our 2015 DMO study indicates that agencies are clearly more in tune with the needs
of clients. While there was only one match between clients and agencies in 2014, the
2015 results revealed matches in five of seven areas as shown in the graphic above.
“It’s not surprising that clients are looking to agencies for expertise in emerging
trends and digital innovation – agencies have a front seat for observing the shift
in user behavior towards consuming more digital experiences on an increasing
number of device types. There’s a great opportunity here for agencies to act as
change agents by helping their clients take full advantage of this shift, creating
improved ROI and ultimately greater brand advocacy and loyalty.” - Mark Asher,
Director of Corporate Strategy, Adobe
40. The 2015 results, however, do reveal a missed opportunity by agencies in the area of
data and analytics. Clients are clearly looking for more expertise and support from
their agency partners in the mission critical area of data science than agencies believe
to be the case. Clients nearly ranked measurement/analytics capabilities in their top
3, while agencies ranked it a distant 6th
.
To view this infographic from last year’s Digital Outlook Study, click here (located in
Section 1, “What Clients Want).
41. Why Clients Leave
In last year’s study, we revealed significant discrepancies between clients and
agencies in terms of their thoughts on why clients terminate agency partnerships.
Like last year, the No. 1 reason cited by clients in our 2015 study was that their needs
had outgrown the agency’s ability to deliver. Meanwhile, agencies continued to assert
that changes in management were the number one reason they got the axe.
In this year’s study, however, there was direct alignment between clients and agencies
when it came to the 2nd most cited reason that clients terminate – Cost Overruns.
In last year’s study, cost overruns ranked a distant 4th in the eyes of clients as the
primary reason for terminating an agency partnership.
This underscores just how critical it is for agencies and production companies to
improve their scoping and estimation practices in order to boost client retention.
Agency/prodco respondents in this year’s study are keenly aware of the need to step
up their scoping game as evidenced by their self-assessment of their estimation skills.
Q. (Client) Thinking about your most recent experience with terminating an agency, why
did that relationship end?
Q. (Agencies) Thinking about your most recent experience with being terminated by a
client, why did that relationship end?
42. We also allowed respondents to add color commentary around the issue of why
clients terminate. Consolidation and insourcing also emerged as major themes
among the respondents.
“Consolidation of brands under one agency.”
“Agency personnel turnover too high.”
“Cost structure too high”
“Decided to create our own team [in-house].”
“Desire to control services internally”
“Shift to in-house”
“Taking work in-house”
“Thought they could accomplish cheaper/faster in-house”
“Establishing in-house team.”
Our personal favorite. “No accounting for crazy.”
43. Clients on Their Agency
Partners: A Lukewarm
Assessment
KEY INSIGHT:
SoDA’s 2015 study points to the acute need for agencies of
all stripes to focus on client satisfaction in order to drive
improvements in customer loyalty and to enable profitable
growth.
While almost 7 in 10 agency respondents reported that the dynamic of how brands
and agencies are working together is improving, clients are not yet strong advocates
for their agencies to the extent that they would recommend them to other client-side
colleagues. In this year’s study, we asked clients how likely they were (on a scale
of 0-10) to recommend their agency partners to a friend or colleague. We inquired
about those agencies primarily responsible for digital marketing efforts as well as
agencies responsible for other marketing efforts at their companies. Here’s what they
had to say.
Q. How likely are you to recommend the following agency partners to a friend or
colleague?
On the whole, clients surveyed in this study can be classified as agency “detractors”
based on Net Promoter Score (NPS) methodology. Any NPS score under “6” indicates
that these clients are generally unsatisfied and can damage your brand and impede
your growth through negative word of mouth. Agencies (and other companies in
the digital industry) must reinforce efforts on client satisfaction in order to retain
relationships and fuel future growth.
When we segment the results on a regional basis, agencies in North America fared
slightly better (4.8), while agencies in the APAC region fared the worst (3.6).
44. When we segment the results based on the ownership structure of the agencies,
independent agencies (5.4) performed better than the overall average.
A company’s actual NPS score is a percentage, calculated by taking the percentage of
your “promoters” (i.e., those who rank you 9 or 10) and subtracting the percentage of
your “detractors” (i.e., those who rank you 0 to 6). Based on that definition, agencies
in our 2015 study had a significant negative double-digit NPS score.
In order to secure a positive, double digit NPS score, more companies in the digital
service industry need to open up and have a candid dialogue with their clients. One
way service is no longer acceptable, as customers want to be heard and involved in
the discussion to find solutions. Emily Wengert of Huge and Jordan Eshpeter of Invoke
both underscore this necessity in their articles within the Industry Insider and Modern
Marketer section of this edition.
Those agencies who have the leadership commitment and businesses processes in
place to monitor customer satisfaction and to act on that client feedback are likely to
win in the medium-to-long term.
45. Are Clients Organized for
Innovation?
Clients and Agencies Opine.
For the first time in this year’s DMO Study, SoDA asked both clients and agencies their
opinion on clients’ organizational structures and whether those structures facilitate or
hinder their ability to innovate and spur positive change. Here’s what they said:
Q. (Clients) “My company’s current organizational structure (facilitates, hinders, neither
facilitates or hinders) our ability to innovate”
Q. (Agencies) “Our clients’ current organizational structures generally (facilitates,
hinders, neither facilitates nor hinders) our ability to innovate.”
46. The perceptions of clients and agencies on this question are diametrically opposed.
More than two in five agencies see client organizational structures as a major
impediment to innovation. More than 40% of clients, on the other hand, believed their
company’s structure actually helped enable innovation.
From the agency’s perspective, organizational complexity in large client organizations
is clearly seen as a roadblock that can suffocate innovation. The intricacies of
developing a new product or service on the client side can also lead to missed market
windows.
Many client organizations, however, are becoming much more agile and responsive to
their customers’ needs – albeit perhaps not to the extent that agencies would like to
see.
47. Clients and Agencies Assess
Their Digital Savvy
Q. How do you rate your organization on the following? 0-10 (Clients, Agencies and
Prodcos were evaluating themselves on the three attributes listed below)
Sophistication with User-Center Design
Taking Advantage of Emerging Technology and Trends
Driving Digital Innovation within our Competitive Set and Incubating New
Products and Services that are Transforming Categories
48. The capabilities analyzed above (user-centric design, emerging tech & trends and
product incubation) constitute our Top Three Picks for growth areas in agency-
client collaboration in 2015. While one could argue that agencies and prodcos
simply have an inflated sense of their capabilities in these three areas, it is undeniable
that a large and growing number of agencies in the digital services industry have
developed a wealth of expertise in UX, technology trends and product incubation –
both in their work with clients as well as through their efforts to bring their own IP to
market.
In contract, the client-side talent gap in User Experience has been well documented
in each of the last three SoDA Digital Outlook studies. This year’s study also revealed
that expertise in emerging technology and trends is the area that clients value most
in their agency partnerships – a finding that makes perfect sense based on their
mediocre self-assessment in this area.
The potential to spur positive change across a wide array of industries has never been
stronger if resources and agency ecosystems are aligned to stimulate innovation.
Agency-client partnerships forged via a sober analysis of strengths in these three
areas are likely to yield strong benefits for agencies, brands and consumers.
49. The outlook for agencies, production companies and
consultancies in the digital services space is… drum roll
please… unquestionably mixed.
The Good News
- Forward-looking agencies and production companies who are diversifying
their revenue streams through successful product and platform creation
efforts – bringing IP to market themselves and working with clients on digital
initiatives to transform their product/service offerings to customers – are
doing well.
- Firms that have developed a strong consultancy offering via a digital lens,
or are providing training and education services to clients building in-house
teams are seeing revenues grow.
- Shops that are smart about taking advantage of the right types of emerging
technology and trends –and working with their clients to do the same – are
thriving.
- Agencies that are sophisticated about user-centered design and the use of
data to drive deeper levels of personalization are flourishing.
- Those who are able to deliver strong marketing creativity and customer-
centered marketing are prospering.
- Companies that are pioneers in place-based digital experiences (things like
architectural digital media, place-based mobile technologies, interactive
installations and experiential technologies) are in high demand.
- Agencies that are revolutionizing how they work as agency partners with
clients through innovative, transparent and highly collaborative workflows
are doing well.
The Bad News
- Digital shops that are failing to embrace change and those that are failing
to diversify their offering beyond digital deliverables that have become highly
commoditized are – well – failing.
• In fact, 38.1% of agency respondent’s in this year’s survey indicated
that the rapid commoditization of digital work product is proving to
be a serious problem for their companies.
• Meanwhile, 29.3% said near-shoring or off-shoring is wielding a
significant impact on their business.
The Outlook for Agencies
50. Agencies Say the Glass is More
than Half Full
When asked if the digital marketing industry is moving in a positive direction in 2015,
nearly 4 in 5 agency respondents agreed that is was, while only 11% disagreed and
another 9% remained undecided on the issue.
Additionally, the percentage of agency respondents indicating that agencies with
digital roots are more likely to lead was up 10 percentage points YOY (from 66% in
2014 to 75.9% in 2015).
51. Agencies Believe They Are
Spurring Change
Q. Please rank your organization from one to ten on the following areas, where one is
lowest and 10 is highest.
Effecting real change is not a formulaic process. It involves interpreting situations
where problems are open and ill-defined, tasks are unclear, processes are
experimental and where knowledge is something that emerges step by step through
continuous interactions with other players. Despite that undeniable truth (and while
also leaving themselves room for growth), agency respondents in the 2015 Digital
Outlook Study do believe they’re making a positive impact both internally, with
clients, and – ultimately - with consumers.
(continued on next page...)
52. Product Creation: Still the Best
Route to Growth?
While 4 out of 5 respondents in the 2015 study affirmed that making digital products
and platforms (both for brands as well as directly for consumers) was the best
path to growth, the response was down slightly vis-à-vis 2013 and 2014. Product
incubators and innovation labs are producing tangible results (as noted in the “Value
of Innovation Labs” section), but some of those benefits are non-financial in nature,
particularly for those agencies whose incubator efforts are less than two years old.
Additionally, a number of companies in our industry have begun to realize that
operating a service-based and product-based business under one roof can be too
complex to navigate successfully. The focus on digital product creation as the path
to growth is still an extremely salient trend. However, we do anticipate a number of
agency players who are dabbling in the product creation space to refocus on their
service-based offerings given the tremendous complexities of bringing a product to
fruition and sustaining it over time.
53. 2015 Hiring Trends
One in five agencies is anticipating major growth in full-time staff in 2015. Another
56% of respondents anticipate minor growth.
In a completely separate study, SoDA asked its own member companies (a select
group of top digital agencies and production companies around the world) about
their anticipate staff growth for calendar year 2015. Most SoDA member companies
fall into the major growth category. On average, the projected FTE growth by EOY 2015
for a SoDA member company was 21%. Only one in ten SoDA member companies
anticipate single digit FTE growth (Study conducted Feb 2015).
While the in-housing trend on the client side is undeniable, it’s equally clear
that agencies and production companies with a strong value proposition and a
differentiated (non-commoditized) position in the market are showing robust growth.
54. Agency Specialization and
Client Insourcing Emerge as
Parallel
When asked specifically what types of companies (agencies, prodcos, etc) do clients
work with on digital initiatives, two parallel trends become readily apparent in SoDA’s
2015 study:
1) Clients are working with more specialized digital partners – particularly in
the realm of UX and Media.
2) Clients are taking more work in house, particularly in the areas of Strategy
and Analytics. The insourcing trend is least prevalent when it comes to Media.
55. Agencies Still Give Themselves
Mediocre Marks on
Measurement / Analytics
Just as in 2014, agency respondents were decidedly humble (or refreshingly honest)
when asked to rank their organization from 0-10 on their ability to:
1) Identify actionable insights from increasing volumes of data (Avg. of 5.86, up
slightly from 2014)
2) Use a variety of data inputs to drive deep levels of personalization (Avg of
5.69, down slightly from 2014)
Analytics is one of the areas in which insourcing on the client side is becoming
more and more prevalent. Just under 35% of our client respondents indicated they
handled measurement and analytics internally. Despite that fact, data and analytics
still constitute huge opportunities for agencies who invest the time, resources and
talent to flatten the learning curve and provide a compelling offering to clients.
And admittedly, driving deep personalization and gleaning insights from ever
increasing volumes of data are still nascent skills for most marketers and digital
shops.
56. Clients Leave Themselves
Room for Growth on
Innovation Front
Clients-side respondents in this year’s study were slightly more sober in their analysis
of how innovative their digital initiatives are in 2015. This is likely a symptom of the
growing complexity marketers are facing on all fronts. It’s harder to be confident that
you’re creating groundbreaking work when the marketing and technology landscape
is relentlessly shifting beneath your feet.
Modern Marketers
57. Additionally, many client respondents indicated their organizations are decidedly
conservative, and will wait for technology trends to mature before adopting them.
And finally, some respondents pointed to a failure of vision and sophistication on the
part of management to drive digital innovation within their organizations.
The verbatim comments from survey respondents underscore these realities.
“We are always learning, but are not cutting edge yet.”
“We try a lot of new things, but I wouldn’t say we’re bleeding edge.”
“We are constantly working to improve processes and generate new ideas.”
“We are agile in our approach, trying our best to stay on top of all the latest marketing
trends and emerging technology.”
“We follow the market – when a practice is established we adopt it.”
“We adopt new technologies but only after they have been on the market a while and
fully tested.”
“Management are luddites.”
“We could do more, but don’t have the full support from leadership.”
“A lack of creative leadership at the VP level frustrates our efforts.”
58. Where Clients Say They Are on
the Learning Curve
Defining our terms:
– Emergent Forms of Digital Interaction (ex. augmented reality, virtual reality, IoT)
– Place-Based Digital Experiences (ex. architectural digital media, place-based mobile
technologies, interactive installations, projection mapping, social media, and experiential
technologies)
– User Experience (research and testing)
– ROI Analysis (measuring ROI on digital initiatives)
– Innovative Engagement (engaging with agency partners in innovative and highly
collaborative ways such as agile and co-development of new IP)
– Data Use (use of data to drive digital marketing effectiveness)
The two primary areas where client organizations report making great strides over
the past year are user experience and the use of data to drive digital marketing
effectiveness. These two categories were the only areas where a greater percentage
of respondents indicated that they are either “state of the art” or “ahead of the curve”
versus being “behind the times” or “hopeless.” Despite the trend toward insourcing
on the client side, there are clearly gaps in expertise within client organizations across
all of the above categories that provide excellent business opportunities for agencies,
production companies and consultancies to step in and fill.
59. Three in Four Marketers Say
Early Adopter Status Key to
their Brand Position
Nearly 75% (up from 69.5% in 2014) of clients believe that being seen as an early
adopter is key or important to their brand position. Even for non-tech brands, being
seen as having your finger “on the pulse” adds brand value.
In fact, “Expertise in Emerging Trends & Opportunities” ranked as the top priority
for clients when asked what agency skillsets were most valuable to them – up two
spots from last year’s survey and even surpassing marketing creativity. And unlike last
year’s study, agency perceptions of what’s most important to clients were in direct
alignment. Agencies also ranked emerging trends as the top priority for clients in
this year’s study. See the “What Clients Want” infographic here.
Identifying and evaluating trends for use by clients has emerged as a significant
revenue opportunity for companies in our industry. Agencies are starting to take
notice. In 2015, just under one in three agency respondents (31.9%) say they are now
providing direct training and mentoring to client staff on emerging technology as one
of their paid service offerings.
60. KEY INSIGHT:
While 2 in 5 clients affirmed that their company’s
organizational structure facilitates innovation, many
marketers still believe they have a ways to go before their
processes are truly innovative and experimental.
61. Clients on Collaboration
Marketers gave themselves high marks on their ability to collaborate, interacting
continuously across teams and disciplines.
In her piece “Show Your Underwear: A Case for Transparent Collaboration,” Emily
Wengert of SoDA Member Company Huge makes a compelling argument for more
open, transparent collaboration with clients in order to test assumptions and put
requirements in context throughout the creation process.
“The focus on
collaboration is
also transcending
intra-company
workflows
and becoming
increasingly
common in the
way forward-
thinking brands
and agencies are
working together.”
62. Level of Complexity
Anticipated in 2015 - 2020
KEY INSIGHT:
Three out of every four marketers believe the growing
complexity they will face over the next five years will be
high or very high.
74% of all client-side respondents expect the level of complexity faced by marketing
professionals will be “high” or “very high” over the next 5 years. Interestingly, the
percentage of C-Level client respondents who thought the level of complexity would
be “high” or “very high” was marginally lower (67%). While still a significant response,
the finding does suggest that many executives in the C-Suite may be failing to grasp
the growing level of complexity on the horizon.
Additionally, as the graph below underscores, less than one in three marketers feel
prepared to handle that growing complexity, providing yet another opportunity for
forward-thinking agencies and consultancies. Those agency partners who are able
to help brands craft a progressive and agile strategic approach that can adapt to a
marketing and technology landscape which is relentlessly shifting beneath their feet
are well positioned for success. Easier said than done, without a doubt.
63. Are You Prepared to Handle It?
KEY INSIGHT:
Less than one in three feel especially prepared to handle
the growing complexity.*
64. Staff Training
Executive Leadership and Staff Don’t See Eye-to-Eye on
Education Initiatives
Even among those who indicated they receive staff training on emerging technology,
perceptions also vary by staff level as to the types of training being offered.
Talent
65. POVs on Types of Training
Made Available
Types of current and/or emerging technology training offered to staff
66. Talent Gaps
KEY INSIGHT:
Agency respondents still point to User Experience as
the No. 1 talent gap on the client side, but the gap
is shrinking. The percentage of agency respondents
indicating it was a major talent gap on the client side
declined 17% on a YOY relative basis.
As in 2014, agency respondents ranked User Experience as the most significant talent
gap within client organizations, but the gap is shrinking. The percentage of agency
respondents indicating that User Experience was a major talent gap on the client side
declined 17% on a YOY relative basis. In last year’s DMO study, we predicted this major
gap would begin to close as the User Experience profession matured, as clients gained
education on what UX is (and is not), and as brands began to hire UX professionals
from the agency and start-up communities. Based on the results of this year’s study,
it is clear that agencies believe the UX learning curve on the client side is beginning to
flatten.
Agency respondents also believe that clients in the C-Suite and other Executive
Management positions still face a steep learning curve when it comes to digital
platforms and marketing initiatives. Technology rounded out the top 3 client-side
talent gaps as identified by agency respondents this year, further reinforcing the need
for client organizations to staff up and/or find agency partners to help them improve
their operations focused on current and emerging technology trends.
67. Client Education
Agencies Step Up Education Offerings to Clients in 2015
Key:
Thought Leadership = We develop and deliver thought leadership, research and analysis as part of our
planning or client service offering
Playbooks = It is a standard practice to create “play books” and other guidelines that help our clients
effectively operate the campaigns, content and platforms we create.
Only When Asked = We offer educational or training services only when clients ask for briefings on a
topic, or help building a capability in-house
In 2015, almost two-thirds of agency respondents are offering thought leadership,
research and analysis to clients as part of their formal service offering, building on
the client education trend that has been gaining momentum over the past three
years. Agencies are also being much more proactive in this realm. The percentage of
agencies who provided education only when asked plummeted 24% in relative terms
vis-à-vis 2014, declining ten percentage points in absolute terms. Client education
and training still constitute a tremendous opportunity for leading agencies and
consultancies as brands increasingly seek to build in-house digital expertise.
68. Talent Recruitment and
Retention
Q. How do you rate your organization on the following? Choose a rating between one
and ten, with one being the lowest score.
Education and Advocacy
We also asked all survey respondents what they saw as a primary issue that requires
education or advocacy. Here are a few highlights:
Education
• “Client education. An educated customer is a good customer.”
• “Education around the process and expectations for digital products.”
• “Brand and client education on the importance of new technology and what
qualifies as smart marketing. Why safe marketing is death. Risk is the only way to
break through.”
• “Emerging technology best practices.”
• “Lack of knowledge about new technologies and the importance of user-
centered design in improving brand strategies.”
69. Customer Experience
• “Good old-fashioned customer service.”
• “Focus on customer experience, not messaging.”
• “User experience and the research and insights around it.”
• “Addressing the omnichannel consumer -- agencies and brands are still focused
on individual channel silos as opposed to the experience of the consumer across
channels.”
New Business & Procurement
• “Legal issues in a digital landscape. Contracts and insurance. Standard terms.”
• “Running pitches on fair terms.”
• “Compensation models.”
• “Spec work..still a major problem. Don’t do it!”
• “Pitching practices.”
• “Structure and staffing for optimal relationship between brands and agencies.”
• “Understanding and adopting new compensation models. Ability to share
IP and pursue mutually beneficial risk / reward relationships.
Client (procurement especially) tend to be set up to value T&M / rate card
appointments, the popularity of which is declining in the agency landscape.”
Collaboration
• “Effective client/agency collaboration.”
• “More transparency and collaboration.”
Data Science
• “Data-driven marketing.”
• “Digital strategy as well as metrics analysis and campaign refinement.”
• “Establishing relevant KPIs and expectations for ROI.”
Privacy
• “Privacy issues.”
• “Implications of new privacy legislation.”
• “Customer privacy needs to be handled more responsibly. There is too much
data being collected that do not materially affect the ability to target. I would
strongly endorse an awareness effort reminding of this.”
70. Industry Insider
2.0 Introduction
2.1 Mission Possible: Process, Flexibility and Next Big Things
2.2 Brief Strategy vs. Business Strategy: Where Good Creative
Originates
2.3 Show Your Underwear: A Case for Transparent
Collaboration
2.4 Agency ‘Game of Thrones’
71. Introduction to Industry Insider
Sean
MacPhedran
Industry Insider
Section Editor
Group Planning
Director, Fuel
The Future is Finally Here, Now What?
This edition of The SoDA Report is being released at a time when many “technologies
of the future” are finally seeing the light of day. We’re talking about the kind of stuff
predicted by 1950s futurists.
The Apple Watch has launched, getting us (almost) to the point of the famous Dick
Tracy watch phone. A wide array of Virtual Reality offerings are on the verge of coming
to market, ranging from the augmentation flavors of Magic Leap and Microsoft’s
HoloLens to the full immersion of Oculus to the simplicity and accessibility of Google
Cardboard.
The private space flight industry continues to grow by leaps and bounds. SpaceX is
testing reusable rockets with vertical landing legs. Virgin Galactic is building a new
craft. Vulcan Aerospace is assembling the world’s largest plane (with six 747 engines
and a wingspan wider than a football field) in order to launch rockets into space from
an altitude of 30,000 feet.
3D printers continue to get cheaper and smaller. Facebook is bringing free Internet
to emerging markets. Google is bringing it to the most remote places on Earth with
balloons. And I just bought an HP tablet for $80 that runs a full version of Windows.
Eighty bucks!
Unfortunately for our lot, this doesn’t mean we have the luxury of taking a break to
sort out the meaning of these changes. More change will come.
The next generation is growing up learning to code. As online education, cheap
technology and Internet access become ubiquitous, we’ll see a new, global generation
of entrepreneurs create a new wave of even greater change. And that’s fun, and why
we’re all in this business.
In this round of Industry Insider, four great minds from SoDA’s membership help
navigate these futuristic waters, with their scary robot sharks and hidden coves of
opportunity. The articles touch on everything from our industry’s similarity to Game
of Thrones to the importance of letting yourself be a little naked, metaphorically, with
your clients.
Without further ado, please enjoy these articles from Nathan Moody of Stimulant, Jim
McArthur of Mirum, Emily Wengert of Huge and Jonathan Tvrdik of Phenomblue.
72. Mission Possible:
Process, Flexibility
and Next Big Things
Nathan Moody, Stimulant
(from left to right)
• Josh Goldblum, Founding Principal & CEO, Bluecadet
• Joel Pryde, Lead Developer, Stimulant
• Don Richards, Executive Creative Director, Foghorn
Communications
We all want clients with vision, who can imagine (and accept the risks and costs
associated with) the “Next Big Thing,” the experience no one has seen before, and
which no studio or agency has ever attempted. But once you land such projects,
you may quickly find yourself with a whole new set of challenges. You can almost be
guaranteed the client has seen those cutting-edge experiments and hacks that your
own team draws inspiration from. The bar is set higher than is comfortable. Outcomes
are uncertain. And yet your team needs to still design, develop and deploy a solution
that’s on brand, business-right and user-centric.
We’ve built a strong business on projects of this nature for over six years, and
have found great success with a highly plastic process, by stealing workflows from
other disciplines, maintaining an org chart without creative directors, and holding
mandatory cocktail classes. But just as one ‘Next Big Thing’ is launched, there are
73. a handful of others already queued up. We wanted to check in with others leading
the charge in our industry – colleagues, clients and peers – about process and
organizational lessons in the world of emergent interaction and place-based digital
experiences.
Josh Goldblum and his team over at Bluecadet have launched some pretty
incredible projects. We’ve had the pleasure of working with Don Richards of Foghorn
Communications and have long been impressed with his approach to emerging
technology and creative collaboration. And we checked in with our very own Joel
Pryde for his perspective.
Q1: From grappling with new technology to managing client expectations, what has
been your greatest challenge when tackling projects heavy in emerging tech?
DON RICHARDS: Feature-itis. These projects are by definition R&D. To focus our
research and ensure a successful outcome, we try to develop clear use cases up front
with tangible, measurable objectives. As the work progresses, it’s common for excited
clients to want to see the projects do more. Can’t you just add this thing or make it do
that, or wouldn’t this be cool? There is the obligation to say “we’ll look at that,” but
it’s foolhardy to let it take your eye off the prize.
JOSH GOLDBLUM: We’ve found that the hype and promise of an emerging
technology can often outpace the technology itself. What might seem to be even a
basic implementation of a new technology can often be buggy, unreliable or simply
not possible. More often, the technology might require a very controlled set of
circumstances to function properly. Sometimes there is a way around the obstacles
to using a technology, but whether that solution actually matches the production
schedule or the budgeted hours can be an entirely different challenge. This is
especially the case when the client is convinced that the technology should be as
simple as plug-and-play.
JOEL PRYDE: It can be difficult to balance the desire to use the newest and shiniest
technology with the need to rely on tools that are reliable, proven and that will
work within the schedule allotted. In general, our strategy has been to spend time
outside of normal projects working on lab experiments. This allows us to play around
with new tech and test out viability so that we can make educated decisions on
hardware before we deploy that technology on a client-facing project where the time
constraints are more rigid.
Q2: We’ve all been there when a project doesn’t go according to plan. Can you share
a “failure” or a sticky moment where a project or idea didn’t go so smoothly and
how you managed it?
DON RICHARDS: We developed a traveling installation that demonstrated how large
touchscreens could be used as ‘endless aisles’ in a retail environment. As the project
progressed, so did retail sales technology, and the client wanted new technologies
integrated that the project was not designed for and, more importantly, did not
need. The result was a demo that was highly successful from a business standpoint
74. (traveling to over 300 locations) but which lacked the crispness and ‘wow’ factor we
would typically expect.
JOSH GOLDBLUM: When we first started working with the Kinect Sensor, we
pitched an implementation that – while seemingly simple based on the available
documentation – was actually incredibly complex. Based on our initial assumptions,
the client completely bought into the idea and we proceeded to develop a project
scope that was completely wrong. The implementation ended up being a nesting doll
of complexity. Ultimately, we made it work and the client was thrilled, but we burned
a ton of un-billable hours.
JOEL PRYDE: I feel fortunate to be able to say that we haven’t had any outright
failures. We have, however, gotten into a few projects where our initial assessment
of the development schedule and the complexity of the technology implementation
were woefully underestimated.
Probably the most extreme example of that was the Reunion Tower installations in
Dallas. We knew that we were building three different pieces, but we didn’t realize
how hard it would be – and how much time it would take – to meet with so many
external agencies focused on deployment and infrastructure issues over the course of
the project. Fortunately, having a great pool of contractors to rely on and a scheduled
staging of the project helped us stay on track and allowed us to uncover and resolve a
lot of the issues that could have proved disastrous at deployment.
Q3: It seems like the constant hurdle is managing client expectations. In such a
rapidly changing landscape, how do you align client expectations and strike a
balance between your aspirations and the associated risks?
DON RICHARDS: We set realistic goals and we work with very, very good people. Each
group evaluates its own risk and bears responsibility for it. And in actuality, each
group ultimately bears responsibility for the entire project since every element is
needed for success. There is no contract that can substitute for knowledge, integrity,
attitude and relationships.
JOSH GOLDBLUM: Whenever we take on a new technology, we set aside some time
very early in the schedule to test and prototype. This allows us to determine the
actual capabilities of the technology without committing ourselves to an idea that will
take forever to implement or that won’t deliver on the promised experience. Outside
of our client work, we also schedule time to play with a range of technologies. . This
way, if we find something we think would be great for a client project, we can pitch it
to that client knowing we’ll be able to deliver without exposing ourselves to the risk of
failing or missing a deadline.
JOEL PRYDE: Managing client expectations has proved to be an incredible
challenge as we move into working with real-time 3D graphics. I come from a games
background, so I have a fairly good idea of the limitations of current real-time 3D
hardware and how that hardware stacks up to products like Maya and Cinema4D
that do not provide real-time rendering capabilities. Ultimately, we do need to
comp something for the client, so we do end up using such tools. However, we try to
75. communicate that what they are looking at is a rendering (much like an architectural
rendering) and not the final product. Fortunately, our skills with writing shaders and
current GPU technology are progressing quickly so the gap does get smaller day by
day.
Q4: In the past few years, there have been so many first-of-their-kind projects
launched in our industry and technologies developed that are considered
“successes.” When everything goes according to plan, how do you ultimately
measure the success of an experience that’s never been seen before?
DON RICHARDS: By whether people voraciously engage with it. If they play with it for
a minute, smile and say they like it, we’ve failed. If there’s a beaming line of people
who can’t wait to get their hands on it, we’ve succeeded. The Connect to Life creature
creator we did with Stimulant at CES was such a project. Over the four days of the
show, attendees created a new, unique creature on average every three seconds!
JOSH GOLDBLUM: How we measure success depends on the industry and the
implementation. For example, when we work with museums, we work closely with
their in-house evaluators. These teams will provide us with a wealth of qualitative
and quantitative data on how visitors engage with the experience. This includes dwell
time, but also other metrics like how many people smiled, who invited friends to join,
etc. Ultimately, we like to observe real people interacting with our experiences. We’ll
test the experience with users well before we launch and will iterate until we feel the
product is ready for the public.
JOEL PRYDE: The ultimate test is to watch people come into the space you have
worked on and interact with what you have built. We have been lucky enough to work
on a lot of playful projects and, in particular, it is a joy to watch children interact with
a project we have worked on and experience it with open eyes. At the end of the day,
success is defined by the story that your technology is able to deliver to the widest
array of people and what they take away from that experience.
Q5: Creativity and innovation really need to be part of the culture and DNA of any
company operating in this space. How do you maintain such a culture within your
company? Are there any particular sources of inspiration?
DON RICHARDS: We build unique teams for each project where people of highly
varied expertise and interests come together. Virtually no project team is ever fully
replicated. It’s very much a film industry model. When you bring together the right
“producer, director and actors,” you get a unique “film.” It’s the same for bespoke
digital experiences. And every member of the “cast and crew” walks away energized.
JOSH GOLDBLUM: As a studio, we’ve found that it’s important to constantly keep
a good frame of reference for who is doing the best work in a variety of fields. This
includes expected disciplines such as design, gaming, typography, photography,
video and motion graphics, but also less expected fields such as theater, art, film and
architecture to name a few. At the same time, we try to approach each project on its
own terms and to solve the problem directly. It’s important to resist the temptation to
“Success is defined
by the story that
your technology is
able to deliver to
the widest array
of people and
what they take
away from that
experience.” – Joel
Pryde, Stimulant
76. replicate someone else’s solution to a similar challenge. Sometimes a tested solution
is a good one, but we have to be sure to think it through methodically before deciding
that is the best course of action. Also, while we are very process oriented, we also
keep an open mind as to when to adapt our process to meet the challenges of each
project.
JOEL PRYDE: We keep the normal internal mailing lists of cool things we see.
However, I’d say the key thing that helps us maintain a culture of innovation and
creativity is ensuring that we have employees with an incredibly wide range of outside
interests and influences. Also, during brainstorming sessions, we’ve found that it’s
crucial to keep an incredibly open mind to ideas. One thing I saw in the game industry
was that when you have a lot of people who are into the same thing, you end up
generating very similar ideas. At Stimulant, we have people who make noise music,
make techno, play board games, play musical instruments, kayak, ski, photograph,
build arduino projects…etc., etc., etc. I firmly believe that every one of those interests
slightly colors the ideas we bring to the table and are as essential to what we do as
designing interfaces and writing code.
Q6: Do you have any advice for others just starting in this space?
DON RICHARDS: Go to bat for both sides. Stand up for your client’s needs and desires,
but also stand up for your own artists, designers and technical people as well. When
they are doing amazing work, it’s my job not to let politics or poor communication
compromise it. Good clients respect you for intelligently pushing back. The trust
developed through that process is more than worth the risk. And the respect shown to
your own people for their time and talent amplifies their enthusiasm and dedication.
JOSH GOLDBLUM: I am a big fan of basic chops and grit. For example, when we look
for a designer, we want them to know the basics of color, grid, motion and type. I
believe these fundamentals are an important basis for creating anything new. Further,
I like to see a bit of determination. A designer should be willing to keep pushing an
idea and a design. I love seeing a portfolio in which a bunch of good concepts are
tossed out for something great. My advice is to get good at your craft and never be too
impressed with yourself to stop pushing for something new and better.
JOEL PRYDE: Build projects. Lots of them. Don’t be afraid to make absolute crap as
long as you are learning something new and can do better the next time (well, don’t
build crap for your clients…). We build a lot of stuff that never sees the light of day
and we design even more. Every one of these ideas or projects either evolves or at
least influences something that does come to fruition.
Q7: What’s on the horizon that’s exciting you and your team?
JOSH GOLDBLUM: We are working on a number of large museum projects. This
includes designing and developing mobile, touchscreens and projections, but also
creating a series of interactive environments. I am especially excited to be using
sensors, projection, lighting and spatial design in order to create experiences that are
more theatrical, serendipitous and multi-sensory. We also have been playing with
“Get good at your
craft and never
be too impressed
with yourself to
stop pushing for
something new
and better.” –
Josh Goldblum,
Bluecadet
“Stand up for your
client’s needs and
desires, but stand
up for your own
artists, designers
and technical
people as well.”
– Don Richards,
Foghorn
Communications
77. Oculus Rift, beacons and a bunch of different sensors and cameras.
JOEL PRYDE: We have lots of fun projects currently underway and a bunch more
in the pipeline. In general, we are working hard on building our internal tools and
methodologies so that we can have tighter integration between development and
creative in order to iterate faster. A lot of what we do is very fine refinements and
adjustments to get the look, motion and overall experience as magical as possible.
Any roadblock cuts down on the number of ideas we can bring to the table and how
refined those ideas will eventually become.
About the author: Nathan has designed award-winning interfaces, interactions,
illustrations, motion and sound for two decades, in almost every digital delivery medium
and communication channel, for some of the world’s best-known companies. His broad
range of experience informs his cross-pollinated, holistic approach to the design, art and
craft of experience design. Nathan is a published author, awards judge and frequent
public speaker, and lives to explore what he doesn’t yet know.
78. Brief Strategy vs.
Business Strategy: Where
Good Creative Originates
Jonathan Tvrdik, Phenomblue
“Put your toys away and get ready for bed.”
“Why?”
“Because it’s time for bed.”
“Why?”
“Because you have school tomorrow.”
“Why?”
“Because you have to get a good education.”
“Why?”
“So you can get a good job.”
“Why?”
At some point in our lives, the unrelenting curiosity of our youth eventually subsides
and we become happy with status quo answers. As functioning and polite members of
society, the importance of placating others in conversation is so ingrained in us that
we fear our inquisitiveness is nothing short of rude – or worse – irritating.
79. “If the digital
age was about
building
communication
lines, the
connected age is
about linking and
focusing them.”
However, agency folks, always keen to distinguish themselves from “normals” are
quite aware of this developmental regression and thus nearly all employ the following
mantra as their signature song:
“We’re different. When clients tell us they need [advertising tactic]… we ask why? Our
creative comes from strategy. We are a team of strategists… blah blah blah.”
You get the idea. You’ve read it in the agency footer – next to the office location and
the “made with love” tag.
Regardless of our declarations, I’d argue that as an industry we do not dig far enough
into that echo chamber of analysis.
“We need a campaign.”
“Why?”
“Because we’re launching this new suite of products.”
“Okay, good enough.”
Typically, the conversation ends there as creative tactics have historically come from
a narrow view of strategy devised exclusively within the framework of a brief issued
to the agency by the client. Therefore our strategic insight and recommendations
have all the influence of the variables within that brief… but nothing beyond it. When
told, “We need a campaign because we’re launching this new suite of products” our
response needs to pry further:
“Why are you bundling your products in this new suite?”
“Because we need the market to understand the breadth of our offerings.”
“Why? What is your desired market position?”
“To be the leading technology-focused solution provider in our industry.”
“Why technology-focused? What business areas are you planning on growing in the next
two years? Is a focus on technology something the CEO or board of directors want to
develop? If so, why?”
What right do agencies have to ask such questions traditionally reserved for C-Level
executives? Good question.
The decade-long gold rush that was “the digital age” gave rise to a 360-degree,
digitally-united system of data points operating on push/pull strategies. That
transformation is now complete. Now, in the connected age, the means to marketing
are so democratized and coupled that our clients’ marketing efforts are an ecosystem
of interconnected and interdependent tactical hits and misses.
Internal marketing departments are firing on all cylinders, making sure activity exists
for activity’s sake because no one is quite sure exactly what is working. If the digital
age was about building communication lines, the connected age is about linking and
focusing them. Agencies can no longer relegate the impact of our creative strictly to
marketing and advertising tactics. In the words of Tony Soprano, “Every decision you
make affects every facet of every other f-----g thing. It’s too much to deal with almost.”
When asked to respond to a brief, it’s critical that our efforts to develop a clear
80. strategy extend out of the brief, out of the marketing department and up the ladder to
what ultimately matters: why the business is doing what it is doing in the first place.
Beginning a strategy assignment at the true beginning allows you to accurately and
responsibly choose the creative tactics that will generate the maximum positive
impact on the business. What industry areas do you as an organization want to be
focused on in two years? What position do you want in the market? What do you want
the external and internal acuities of your business to be?
With the answers to those critical questions in mind, next you need to put
measurements in place that gauge whether or not you’ve been successful. Then, and
only then, can you decide what creative tactics are needed to move the needle on
those measurements.
Despite the growing importance of data science, there is still a tremendous amount
of dissonance, noise and uncertainty as to what is actually working in the connected
age. Admittedly, the current complexity has been created in no small part by the
digital age and all those communication lines we struggled so hard to construct. When
asked to propagate that activity, it is our duty as communication experts to ask why.
And then why. And then why. And then why…
About the author: Phenomblue VP and Executive Creative Director Jonathan Tvrdik is
responsible for the overall creative direction of the firm, leading Phenomblue’s Creative
team. With a portfolio of work for national clients, including Diet Coke, Samsung and
Microsoft, Jonathan navigates Phenomblue’s top clients through strategic and tactical
planning as part of its PTSApproach™.
Illustration provided by Russia-based SoDA member, Red Keds.
82. Show Your Underwear:
A Case for Transparent
Collaboration
Emily Wengert, Huge
It’s a Tuesday and I’m about to do something I’ve never done
before: send our clients a photo of a hastily scribbled whiteboard
to explain how we’ve been approaching their million-dollar ask.
After a day of debate, we’ve hit a snag. We get on a quick call with three clients,
hoping they know something we don’t. Turns out, they do. Ten minutes later the call
wraps and everyone feels good about the decision.
In the agency world, there’s a lot of pressure to be right. In the not so distant past, we
only felt comfortable bringing clients the final answer that showed off our brilliant
thinking. But the problems we face in digital today are exponentially more complex
than those we were solving even half a decade ago, and there’s really no chance of
getting it right the first time.
The clients – as the voice of the business as well as digital experts in their own right –
83. “Clients – as
the voice of the
business as well
as digital experts
in their own
right – need a
better seat at the
table, not just as
arbiters but also
as creators.”
“Embracing
transparency
requires
reinventing
client
engagement.”
need a better seat at the table, not just as arbiters but also as creators.
We believe the secret to making that possible is transparency – a “show our
underwear” mindset that supports collaboration and produces the best products.
Let’s shed the agency aversion to sharing mistakes and take the opposite approach:
expose the wrong ideas, bad assumptions and delays in schedule, right alongside the
good ideas, smart assumptions and efficiencies.
Shifting How We Work Together
There’s an old adage in the design community: don’t share with clients anything
you don’t like in case they fall in love with it and pick the wrong option. This kind
of thinking has to disappear. Embracing transparency requires reinventing client
engagement.
That same client who got to see a picture of our whiteboard also attended our
(normally internal) product scrums for several days every other week. We’d show all
our work, including what we didn’t like, and talked openly about why something was
broken, sometimes before we even had a better solution in place. We critiqued our
work then critiqued each other’s feedback on the work, including (gasp!) the client’s.
We also used this kind of team model to redesign TED’s website, ted.com. We had
frequent, direct access to key decision makers at TED. They worked face-to-face with
Huge’s design team multiple times a week, which means they saw successes and
failures in real time and collaborated with every team member, from the most junior
to the most senior.
There were no formal presentations in these meetings. We printed some work,
dragged JPGs into browsers or showed materials directly from our phones. We didn’t
even book our “client-friendly” conference rooms. The TED team hung out in the war
room, side-by-side with our entire crew.
None of this is an excuse to get sloppy. In fact, this much transparency will quickly
expose if there’s a weak link on the team. It makes it impossible to put together a B
team – something agencies should never do to begin with.
This kind of approach, which we now use for more than one-third of our clients,
allows us to test assumptions and put requirements in context. We see problems
sooner and know what the internal pressures our clients might be facing when they
sell an idea. It allows them to feel confident in the process, the rationale and the micro
decisions that make up the whole.
In essence, it lets us create faster and create better.
Transparency is an acquired taste
When transparency works, it works really well – especially for the most innovative
projects, when the decisions are many and the implications big.
Of course, total transparency isn’t feasible with every client. A host of factors can hold
us back:
1. A client must be interested in seeing incomplete thoughts. Some aren’t.
84. They have pressures to succeed and a manager, president, or CEO to please, and that
can make for less tolerance for nascent ideas. So we adjust how we communicate and
take time to add more polish. The more these clients can picture share something
with their boss’ boss, the more positive the relationship will be.
2. Sometimes a client isn’t empowered to make the day-to-day decisions
needed for this model to work. For them, the constant invitation to participate
becomes stressful instead of exciting. We work closely with these clients to avoid a big
reveal, but the partnership still won’t be as intimate.
3. One of the most unexpected insights from this model is that sometimes
having a client next to you every day is not the most efficient way to work – even
in the best relationships. Genius is lumpy. Product teams have good days when
something takes a big leap forward and bad days when 12 tries doesn’t lead to
anything better. Like any good relationship, a little space is a good thing.
In many cases, the benefits of transparency outweigh these qualifications. We need
to rethink how we expose the progression of our work to clients. Not a single digital
project in the history of the world has ever gone according to plan. Not one. And yet
historically, agencies have felt obligated to pretend they can predict the future and
then scramble to compensate when perfectly normal surprises come up.
This is where transparency becomes our friend. By openly acknowledging where
things stand, we’re building trust. As long as we approach their problem with passion,
smart planning, and an open mind to having that plan change, we can all make better
things.
About the author: Emily Wengert is Group VP of User Experience at Huge in Brooklyn. She
believes transparency is bad when it’s a shower curtain.
Illustration provided by US-based designer, John Starr.
“For a
transparent
approach
to work, a
client must
be interested
in seeing
incomplete
thoughts. Some
aren’t.”
85. Agency ‘Game
of Thrones’
Jim McArthur, Mirum
The ultimate battle for supremacy has begun. The great houses
of Advertising, Digital and Business Consulting are at war, a battle
both epic and intricate. But before we can make sense of what is
happening today, we must look to our past.
The year is 1950. Digital means you have a thing for fingers and toes. The Big Four
are more like the mid-sized 30; they all wear green visors and have hipster brass
lamps. The era of Mad Men: Four packs a day and an unwavering grip on both the
vodka bottle and the global economy was the name of the game for (metaphorical)
Don Draper and his cohorts. Through the force of their creative genius, they (and
Hollywood) became the tip of America’s Capitalist spear.
This unique position put yesterday’s (m)ad-men at the center of many of the West’s
most successful corporations — not only handling above-the-line acquisition, but