重塑全球参与运营.pdf

REPORT | JUNE 2019 GLOBAL ENGAGEMENT OPERATIONS Optimizing the Resonance and Relevance of Localized Marketing Initiatives RESHAPING2 Copyright CMO Council. All Rights Reserved. 2019 REPORT RESHAPING GLOBAL ENGAGEMENT OPERATIONS TABLE OF CONTENTS 3 5 6 7 89 10 1113 15 17 19 20 35 50 58 58 59 INTRODUCTION KEY FINDINGS SECURING THE GROWTH DRIVER TITLE THE BUDGET BETWEEN MARKETERS AND SUCCESS TRANSPARENCY, ACCESSIBILITY AND A MIRROR: THE TOP NEEDS OF TODAYS CUSTOMER MISSING THE FUEL TO SPARK THE LOCALIZATION FIRE STRUCTURES IN THE EXTREMES YIELDS EXTREMES BEYOND BEST PRACTICES: MAPPING A NEW MODEL TO MEET THE MODERN CUSTOMER EFFICIENTLY AGENCY/BRAND DYNAMICS IN THE NEW WORLD ORDER GLOBAL VIEWS AND VANTAGE POINTS EXPERT COMMENTARY BEST PRACTICE LEADERSHIP EXECUTIVE INTERVIEWS DETAILED FINDINGS DEMOGRAPHICS ABOUT CMO COUNCIL ABOUT WORLDWIDE PARTNERS PARTNERS AND AFFILIATES3 Copyright CMO Council. All Rights Reserved. 2019 REPORT RESHAPING GLOBAL ENGAGEMENT OPERATIONS INTRODUCTION Centralized. Decentralized. Hyper-local. Micro-personalized. Agile. MarOps. 1 According to a recent Gartner study, 89 percent of marketing leaders surveyed said they intended to adopt some form of “agile marketing approach” in the coming year which translates into picking and choosing which tools, processes and organizational design will be implemented with the intent of making marketing programs more relevant, adaptive and efficient. The call for transformation and evolution of marketing strategies has been deafening in recent years. From the advance of the customer experience to the new mandates and requirements for growth, efficiency and measurable effectiveness, the call to shift mindsets and management has reached the breaking point where marketing leaders have concluded that marketing has reached that point of disrupt or be disrupted. There is good reason for this call to new action: Chief Marketers are just not convinced that their strategies are able to take hold thanks to key issues, gaps and deficiencies across the marketing organization. According to a recent CMO Council poll of leading brand marketers, improving processes and capabilities, access to intelligence and identifying new routes to revenue were top of mind to advance the leadership agenda. In fact, 40 percent of senior leaders surveyed indicated that improving the go-to-market process was the top upgrade on deck for the year ahead. This should not come as a big surprise when you consider that marketers have long been frustrated with their (in)ability to truly execute global, omnichannel campaigns, struggling to roll out global initiatives without significant cost and time delays. Almost two-thirds of marketers surveyed by the CMO Council gave themselves below satisfactory grades specific to their capacity to adapt global brand marketing content across the markets and channels they serve. This has led to equally uninspiring marks in timeliness as only 30 percent of marketers rate their teams as either “advanced” or “doing well” in their timeliness and capacity to simultaneously support global and local execution. The struggle is manifesting in a sense that despite active investment into new talent and technologies, strategies are missing the mark and leaving opportunity on the table. The vast majority of leaders 77 percent believe they are not reaching the full revenue potential of todays connected customer. Just as marketers ease into the new-normal that growth is the primary mandate of the marketing machine, this reality of ineffective actions and overarching inefficiencies has forced marketers to look at the foundations upon which their strategies are built: The data and intelligence that power the move from strategy to action, the talent that brings the strategy to life and the operational structures that enable strategy to become profitable reality. 1 For the uninitiated, this is marketing through the cultural mind shift of DevOps. Honest it is a thing.4 Copyright CMO Council. All Rights Reserved. 2019 REPORT RESHAPING GLOBAL ENGAGEMENT OPERATIONS This leads to a new quandary: Perhaps the issue isnt with the strategy perhaps the issue is with the structure. As marketers have elevated and innovated engagement strategies and initiatives, many believe it is time to turn a critical eye to organizational structure and matrix to ask where and how can efficiency and effectiveness be coupled with the experience demands and expectations of the critical audience of one. This hyper-focus on the customer demands that experiences step beyond the basic principles of personalization and apply deep context with the intention of hyper-relevance in the form of localization. This shift led the CMO Council, in partnership with Worldwide Partners, a global network of independent advertising and marketing services agencies, to investigate just where and how marketing leaders were embarking on this operational reassessment and transformation. More to the point we wanted to ask why was transformation necessary to begin with and where would the responsibility lie to make real change last? What new thinking around organizational structures were resulting in newly paved pathways to team empowerment that could actually meet the needs of the local customer? How were leading brands reshaping their agency partnerships in light of this the new global matrix? Where and how were insights into the needs, challenges and opportunities of reshaping the operations of global engagement and experience? To start, the CMO Council interviewed select brand leaders, representing brands as diverse as Allegiant Airlines to Cirque du Soleil. An online survey of over 350 global marketing leaders showcased the different needs and requirements of global marketing operations, identifying variations and differences between global and regional teams, as well as the benefits and drawbacks of centralized or decentralized operational structures. What emerged was a picture of a marketing in the middle a call to shift away from the extremes of fully centralized or fully decentralized models. There is also a sense of executive responsibility as marketers begin a journey of self-reflection to better communicate business needs under their new mantel of growth driver, forever shifting the needs, requirements and responsibilities of the modern marketer to agency partner dynamic. In whole, this study is not a rebuke of operational or agency models, but rather a blueprint for an improved dynamic that better focuses brand and agency alike around growth, around business mandates and, perhaps most importantly, around how to effectively and efficiently develop more relevant and profitable relationships with the customer.5 Copyright CMO Council. All Rights Reserved. 2019 REPORT RESHAPING GLOBAL ENGAGEMENT OPERATIONS KEY FINDINGS Marketing organizations the world over are in the midst of a transformation that will impact every system and staffing demand for years to come. While the focus for many has been on the transformation happening to digital technology infrastructure and engagement channels, the more pressing transformation is how our very organizational structures will reshape to best reach, understand and embrace the modern connected customer. Only problem is, the transformation doesnt seem to be advancing and could actually be stalled. In previous research, the CMO Council had already learned that this connection and proximity to the customer is a far more difficult journey than many organizations had anticipated. Serious questions about structure and resource alignment were called into question as marketers shared that rather than an aligned network of connected in-house and agency resources, 76 percent faced a disconnected and scattered collection of multiple creative teams, partners and contractors whose responsiveness and capabilities were in need of improvement (according to 32 percent of senior leaders), more often failing to meet the needs of both global and local marketing execution. Marketers had formed a conclusion: despite efforts to the contrary, structure was failing strategy, and it was time to rebuild. What we learned from this online assessment of the state of structure is that the conversation over total centralization or decentralization should be moot as structures of extremes results in outcomes of extremes: organizations are either highly efficient or they are highly connected to the customer. What senior marketing decision makers admit is that marketing operational structures need to meet the connected customer of today and the hyper-connected customer of tomorrow. The growth marketing organization needs a disruptive model that blends the best of all practices: yields highly efficient processes, empowers global and local teams and resources to actively and openly collaborate and connect across functions and regions, while tapping into the most critical asset every company needs in order to develop profitable relationships: relevant, contextual, actionable intelligence about their customers. This shift is not just intended for the organization but must extend to the network and collection of external resources and agency partners. Marketers have a clear message: Transformation in operational structure without a re-examination of agency dynamics will only lead to more misalignment and missed opportunity. Perhaps the best starting point to understand this evolution of the marketing operational structure is to understand where and how senior marketing leaders are being tasked.6 Copyright CMO Council. All Rights Reserved. 2019 REPORT RESHAPING GLOBAL ENGAGEMENT OPERATIONS SECURING THE GROWTH DRIVER TITLE CMOs are continuing on the path to driving growth across the organization. The plan is to do this by optimizing customer experience and engagement strategies and improving go-to-market capabilities. In fact, more than half of the 350+ marketers surveyed indicated that driving growth was the top strategic area of focus for the coming year. 51 percent say driving growth is primary strategic focus. 47 percent say optimizing customer experience strategies and execution is top of mind. 92 percent have some level of confidence that organizational capabilities will help reach 2019 goals. But look a bit closer and you will see doubt intertwining with bravado as marketers admit their current capabilities both internal and external to the organization may not be enough to get strategies across the finish line. Only 10 percent of marketers are exceedingly confident in their current capabilities while 39 percent admit that they are still hedging their bets confident in their teams, but willing to admit there is plenty of room for things to go horribly wrong. HOW CONFIDENT ARE YOU THAT YOU WILL REACH YOUR STRATEGIC GOALS FOR 2019 WITH YOUR ORGANIZATIONS CURRENT CAPABILITIES? 10% Exceedingly confident 43% Fairly confident 39% Confident, but hedging any bets 6% Slightly unconfident, but not counting us out 1% Fairly unconfident7 Copyright CMO Council. All Rights Reserved. 2019 REPORT RESHAPING GLOBAL ENGAGEMENT OPERATIONS Budget or more specifically budget limitations making investments into new strategies and initiatives impossible remains the primary thorn in marketings side when asked what might stand between strategy and success. But CMOs are also keenly aware that culture and mindset are also part of the problem as organizations struggle to focus on a true north and ensure that teams, regardless of location, have the right skills and tools in place. 59 percent say budget limitations are the top issue impacting the organizations ability to meet the strategic goal of growth. But culture (senior leadership shifting priorities and goals 30 percent, slow moving culture adverse to change 25 percent, inconsistent alignment and collaboration across teams 29 percent) and skills (upskilling teams 24 percent, keeping pace with digital evolution 20 percent) are playing major roles in slowing down if not halting progress. THE BUDGET BETWEEN MARKETERS AND SUCCESS TOP 5 FORCES HOLDING THE ORGANIZATION BACK 59% Budget limitations 30% Senior leadership shifting priorities and goals 29% Inconsistent alignment and collaboration across teams 25% Slow moving culture adverse to change 24% Upskilling teams and talent8 Copyright CMO Council. All Rights Reserved. 2019 REPORT RESHAPING GLOBAL ENGAGEMENT OPERATIONS Todays modern connected customer is hyper-aware of issues like data privacy and security. This is hardly surprising considering the past years focus on everything from GDPR to massive breeches in data-trust across brands like Facebook, T-Mobile and Cathay Pacific Airways. But customers also crave experiences and engagements that are personalized and full of relevance and context. This isnt just relevance at a superficial level either this is rich, contextual relevance that reflects the individual customers language and location with regionally specific nods to culture and behavior. The top three customer demands are: data security, privacy and accountability (57 percent); always on service (52 percent); and relevant experiences based on regional or local language and mindfulness of local culture (46 percent). Only 20 percent say their organization is prepared to meet these needs of the customer. 73 percent believe they will win some but also lose some. Yet when you look at this approach, it is clear that thanks to the complexity and sheer scale of the global marketing machine, organizations have taken half measures and almost there as a replacement for greatness. It is clear that, according to our respondents, organizations seem perfectly content to let some errors slip past when it comes to what they acknowledge are issues sitting at the top of the list of customer demands. Most feel their organizations are only partially set up to meet customer demands expecting that there will be some wins and some losses along the way. The question becomes can we really afford to lose customer trust and engagement in the name of efficiency and effectiveness? TRANSPARENCY, ACCESSIBILITY AND A MIRROR: The Top Needs of Todays Customer CAN YOU MEET THE NEEDS OF THE MODERN CUSTOMER? 20% Yes 73% Only partially, with some wins and some losses expected 1% Do not know 6% No9 Copyright CMO Council. All Rights Reserved. 2019 REPORT RESHAPING GLOBAL ENGAGEMENT OPERATIONS Despite understanding the importance of localized experiences to the customer, especially those experiences that reflect a customers local culture, language and preferences, marketers admit that they are in need of far more fire power to bring localization to life. More specifically, marketers are in need of serious intelligence. Most have been able to loosely gather insight fro