Every Friday, The Big Smoke looks at industry news curated by MediaScope. This week we look at the most competitive digital countries, the rise of boutique agencies and what defines a quality marketing team.
It is barely 20 years since Sergey Brin and Larry Page registered the domain name google.com, and only 10 years since Steve Jobs walked onto a stage in San Francisco and introduced the iPhone. Yet in this short period, digital technologies have upended our world. We introduced the Digital Evolution Index in HBR in 2015 to trace the emergence of a “digital planet,” how physical interactions — in communications, social and political exchange, commerce, media and entertainment — are being displaced by digitally mediated ones. We identified many hotspots around the world where these changes are happening rapidly and other spots where momentum has slowed. Two years on, depending on where we live, we continue to move at different speeds toward the digital planet. While much has changed even since 2015, there are roadblocks on the journey that have remained surprisingly resilient. Consider the five most salient features of today’s digital landscape. As part of a collaboration between the Fletcher School at Tufts University and Mastercard, we created the Digital Evolution Index and analysed the state and rate of digital evolution across 60 countries.
Greg Paull, founder and principal at international consultancy R3, describes results of his firm’s latest New Business League report summarising the comings and goings of accounts across the global advertising industry. Much of the report will not come as a surprise to industry observers. WPP has maintained its perch atop the global media rankings thanks in large part to the performance of its GroupM division. In May, Mediacom won portions of P&G’s business in Germany, Austria and Switzerland, while Mindshare picked up the HMD-Nokia account in Europe and the digital portion of Jaguar Land Rover in China. Despite reports over the past year-plus of marketers returning to broadcast TV as a more reliable investment, recent creative account wins in the U.S. demonstrate a clear advantage for digital-first agencies pitching new business.“Independent” agencies like Droga5 (in which WME|IMG owns a 49 percent stake) and Johannes Leonardo (which is backed by WPP) also made a strong showing in recent creative reviews.
According to research conducted by Results International, 438 deals have been completed during the first half of the year in the marcomms space, with 219 conducted during the second quarter (the same number as during Q1). However, there has been a significant increase in interest around the events and experiential sector. Of the deals completed during H1, the number of events and experiential companies involved in M&A deals more than doubled year on year to 35, including agencies such as MayNineteen, Wasabi Atelier Expérientiel, Playnetwork and FullSense. The most active acquirer was Dentsu with 16 transactions, with 12 completed during Q2, compared to the four it agreed during the previous quarter. Accenture was also busy with five deals completed during Q2, including the mobile app design and development business Intrepid Pursuits and German digital shop SinnerSchrader in February. Full-service digital deals continued to be the largest sector with 15% of deals taking place during Q2 (33 deals), followed by integrated with 22 deals and events and experiential at 17 deals.
What Differentiates High Performing Marketing Teams (MarketingProfs)
High-performing marketing teams are more likely than underperforming ones to focus on the customer experience, coordinate closely with Sales, and engage consumers across channels, according to recent research from Salesforce. The report was based on data from a survey conducted in April 2017 among 3,500 marketing leaders (those holding a manager or higher role within their organisation) in Australia, Brazil, Canada, France, Germany, Ireland, Japan, the Netherlands, New Zealand, the United Kingdom, and the United States. Responses were divided into three groups based on self-reported success: underperformers (those slightly or not at all satisfied with their marketing investment), moderate performers (very or moderately satisfied), and high performers (extremely satisfied). Leaders of high-performing teams are twice as likely as leaders of underperforming teams to believe that Marketing is increasingly competing on the basis of customer experience. Leaders of high-performing teams are 2.7X more likely to say that Marketing is the department responsible for leading customer experience initiatives.