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The most recent ANA Marketer's Edge study, done in conjunction with McKinsey and GfK, explored how marketers are responding to disruptions in the marketplace.
For much of the past 10 years, business has resembled a game of "catch-up". Each new wave of technological innovation has triggered new customer behaviors and expectations, causing businesses to constantly scramble to figure out how to be relevant. This era of disruption has, as often as not, caught business leaders in general, and marketers in particular, on the back foot. This uncomfortable situation looks like it's finally starting to change.
The Marketing Disruption II research highlighted 5 red flags that marketers need to address to deliver on this promise and become a true engine for growth:
The research highlighted a potential issue where companies want to try everything. Marketers are embracing a "let's do it all" approach, which has the danger of diffusing resources, creating coordination issues, and straining the organization. Having a clear focus on where the value is and how to address customer needs is the starting point for setting a clear agenda of investment.
The complexity of omnichannel customer experiences and the proliferation of technologies requires new capabilities, and marketers are on the hunt for them. Marketers are gaining understanding of the nitty gritty requirements of operational capabilities to run a modern marketing organization. While actively investing in new technologies and hiring new talent are the leading strategies, investing in new partners or acquiring companies jumped 8% over the previous year as a way to bolster capabilities
Only 13% cited C-level leaders as being very effective in focusing on the key customer journey metrics needed to drive the business. Without clarity about what matters to customers, or the ability to articulate that as a strategy, business leaders will have significant issues delivering growth.
The ability to make data-informed decisions was the top mover in terms of capabilities marketers deemed important. However, only 10% of marketers believed they were very effective at using insights into customer behaviors and feeding them back into the organization to improve performance
Speed is increasingly the coin of the business realm. Top-performing companies have flexible organizational models and agile ways of working so that things get done fast. Despite the move to more networked marketing organizations, almost 60% of initiatives take at least six months to make it to market.
The results of this research were debuted at the 2015 Masters of Marketing conference on October 16, 2015.
ANA Members enjoy full access to the report, key findings, data charts and infographics.
2015 Marketing Disruption II
Data Charts
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2015 Marketing Disruption II
Infographics
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2015 Marketing Disruption II
Opening Remark's
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The results of from the 2014 Marketing Disruption research were used to benchmark changes in 2015.
Marketing Disruption II is the inaugural study of the ANA's new Marketer's Edge research program.
The Marketer's Edge program, with the help of the ANA's research partner, GfK, is giving a voice to marketers by informing the research through Advisory Councils, quantifying the insights with surveys, validating the findings with marketers and helping to guide the ANA in developing relevant solutions for members. From 'engagement to empowerment' this is a new way for the ANA to meet the challenges of marketing today
For more information, contact Todd Kaiser at tkaiser@ana.net.
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Pulse pulls together the freshest articles, research, and insights on hot topics in the marketing industry. Curated and vetted by an ANA researcher, each issue includes only the most current and credible information available.
Today’s guest is Erich Joachimsthaler, VIVALDI CEO and author of The Interaction Field (among others). Since his time at university, Erich has spent his career chasing the intangible value of a brand, far beyond sentimentality and logo recognition. In his latest book, Erich lays out the true intangible value brands can leverage — new digital business models that go beyond delivering great products and services. He shared why brands must enter into a new “Customer Contract” with consumers, one in which they work to solve problems faced by society, not the market.
Marketing to any demographic includes looking at sets of trends and profile basics to craft a message that will reach them most effectively (the explosion of articles discussing "marketing to millennials" is an easy way to see this in action). The issue with reducing groups of a similar generation, race, or preferences to a target on a marketing calendar, however, is that it forgets the individual, and betrays strong consumer preferences for personalization.

This has become especially true for LGBTQ+ communities, where marketers have grown comfortable during June's Pride Month in posting a rainbow on social media, creating a promotion, and calling it a day. While this is, of course, important, it also reduces the community and event to a symbology; it forgets that in the U.S., 5.6 percent of the U.S. population identifies as LGBTQ+; this community is made up of distinct individuals who don't want to just see performative allyship but messages that speak to them on an individual level with honesty, authenticity, and care.
No matter which side of the cancel culture debate you may fall on, the impact it has for brands hasn’t essentially changed from any other previous form of accountability companies have faced. Consumers expect brands to act, at the least consistently with the values they espouse, and studies continue to show that a brand’s reputation and trust amongst consumers increase when they’re doing good for society, whether that’s through sustainability initiatives or in the ways they’re helping communities. The proliferation of social channels and digital accessibility has only amplified consumers’ voices, and the power they yield today (made clear by how effective influencer marketing has proven to be how effective influencer marketing has proven to be) shows that brands can’t afford to ignore them. But if consumers are more aware than ever about a brand’s actions, then now as never before brands need to be more self-aware of how they interact with the world around them. 
SEO was a lot simpler in a less-crowded marketplace; you could optimize by keyword for your product, industry, or customer demographics and watch your traffic grow. In 2021, however, not only is the online space left with little metaphorical keyword elbow room, but search engines have gotten smarter to keep up with consumer demand. People search more conversationally due to voice assistants like Alexa and Siri, and AI-powered chatbots learn more as they’re being searched, which also contributes to a natural semantic search style. If marketers want to make sure their SEO efforts are being noticed, there are several ways to do this, all of which embrace this more casual way of searching consumers are employing – “long-tail keywords,” those with fewer search results but a higher conversion rate; “keyword clusters,” which group product identifiers that can single out your brand; “natural language processing (or NLP)” which rely on qualifiers like “what” and “where” to make a search less-robotic, and the overall conversational style that voice search and chatbots have made more prominent as of late. The resources collected here discuss how marketers can utilize each of these strategies to stand out in the digital crowd.
The hottest current iPhone app is Clubhouse, an invite-only social network that allows users to drop into audio-only “rooms” that can connect them with friends, followers, or the general public. It doesn’t have a specific focus, so every topic under the sun can be found—which means that in its nascent state moderation will be more than necessary. Clubhouse offers an opportunity for users to learn from others and forge deeper, authentic connections that open up the possibility for brands and marketing experts to earn credibility and trust through candid conversations. It also reveals a greater trend of social audio communities first seeded by the Podcast boom, and likely an unintended consequence of Zoom meeting fatigue; audio allows users to relax and listen, rather than be in an “always on” presenting mode. Other larger names will be hopping on this trend (Twitter's Spaces is already one), but the cool kid in the room right now is Clubhouse, and the resources here explore the app’s ins and outs, growth, and viability for marketers and brands.
There’s more uproar in the data privacy world: Apple has announced that with their newest update to iOS 14, the previously optional Limit Ad Tracking function (LAT) will now be on as a default. This will force all apps and app developers to ask permission to use a user’s data or track their movement, and they’ll need to opt-in to sharing a unique device code, or the ID for Advertisers (IDFA). As Apple has said on their official iOS 14 info page: “Privacy is a fundamental human right and at the core of everything we do. That’s why with iOS 14, we’re giving you more control over the data you share and more transparency into how it’s used.”
Advertisers use the IDFA to target audiences and measure effectiveness. Just like with the cookie’s demise (as we’ve discussed here), the potential for the IDFA to be limited or disappear completely will hinder the reach and understanding advertisers have over their campaigns. Marketers will not only need to survive without cookies in their diet, but they’ll also need to find new—or in many cases, old—ways to gather audience data to aid in their targeting efforts. It may be best summed up in Apple CEO Tim Cook’s remarks on International Privacy day: "Technology does not need vast troves of personal data stitched together across dozens of websites and apps in order to succeed. Advertising existed and thrived for decades without it, and we're here today because the path of least resistance is rarely the path of wisdom. If a business is built on misleading users on data exploitation, on choices that are no choices at all, then it does not deserve our praise. It deserves reform.” The resources collected here discuss a post-IDFA world and what marketers can do to adapt without it.
Now that 2020 has officially come to a close, marketers are hoping to move beyond the necessary survival mode tactics that challenged the world in the past year. Looking to the future is no easy task, however – despite the arrival of a new year, the lingering effects of 2020 will need to be taken into account as brands pivot to new strategies and tactics. Though planning for post-COVID-19 marketing has begun, the actual pandemic hasn’t ceased, and a continuing focus on digital will be necessary both now and later in the year. Likewise, the social justice and awareness initiatives that arose as direct responses to the unrest in 2020 must now become part and parcel of every successful marketer’s overall branding. The resources collected in this issue of Pulse share where marketers should focus their energies and advise how they can continue to adapt to the world’s present challenges.
As the news of the cookie’s so-called demise has spread far and wide there have been a number of potential strategies laid out for marketers looking to navigate this brave new world. While further leveraging influencers or re-designing loyalty programs have emerged as two possibilities, we’ve also witnessed a natural tendency to focus on party data above all. This makes sense, as it’s the “death” of third-party data (in reality, privacy regulation barriers) that prompted a re-examination of how to properly use consumer data in the first place. Enter (or, re-enter, as it may be) first- and zero-party data. By relying more on data that consumers willingly supply, marketers can both adhere to privacy regulations and gain consumer trust in how and what data brands are collecting and utilizing.
The COVID-19 pandemic and the quarantines that followed quickly changed the way brands could sell and show off their products, fostering a need for marketers to get inventive with their tactics. The online space also evolved during this time, becoming increasingly dominant and the perfect place to welcome creativity beyond banner ads, video, and social posts. Enter livestreaming, a tactic already well established by gamers and other communities as a way to connect with one another in real-time. What better way for marketers to connect with consumers with so many traditional methods inaccessible for the foreseeable future? Similar to a television informercial or home shopping network, livestreaming offers all of the benefits of those models but cuts out production costs and call-center middlemen. While brand livestreaming is mainly centered in Asia at the moment, there is a huge opportunity and an eager audience ready for marketers to connect with everywhere else.
TikTok’s popularity quickly exploded on the mobile video app scene, and marketers followed suit. Recent controversies over TikTok’s data collection and privacy practices, however, have put the future of the app in the U.S. into question, and this poses a distinct loss for brands carving out a niche there. Amidst this chaos, Instagram launched a similar service – Reels – and while brands certainly want to include Instagram’s latest effort into their marketing mix, the question remains: will it be as effective as TikTok, whether it stays or goes? The resources here look at how lucrative Instagram’s Reels can be, and how to use them for marketing.
The ongoing pandemic has had a strong yet complicated impact on the development of ambient computing, which refers to the contextually aware software that can serve users without requiring explicit commands. Things like smart home, smart city, and other IoT-enabled experiences, based on technologies designed to fade into the background as part of the ambiance, are all building toward the future of ambient computing.
When AI-based algorithms were introduced to the marketing world they were an immense game changer: they upped the ante on how brands could target their existing audiences, and they sped up the process of understanding how to build new ones. As machine learning grew exponentially, however, it also lost much of its human touch. Without a balance of human input and safety checks, algorithms can adopt human biases (including hate speech), and cannot adapt fast enough to real-time crises like COVID-19. The resources here discuss how marketers can best work with algorithms to ensure they reach desired targets with efficient, optimized results, and avoid communicating the wrong messages.
Prior to the pandemic, adoption of virtual doctor visits was negligible (at just 11%, according to a McKinsey survey). Since social distancing and quarantine, however, those numbers have rocketed to 46 percent, and the comfort and ease both consumers and doctors are finding through telehealth, or telemedicine, indicate that it’s here to stay post-COVID. But the surge in telehealth begs the question: if some vital services like healthcare can be delivered virtually, what other traditionally physical industries may also find themselves delivering via cyberspace? For the moment, telehealth is ruling the space and the resources below discuss its growth, application, and future.
Brands share a unique voice that consumers pay close attention to, and marketers can choose to amplify or mute that voice. Brand responses to the COVID-19 crisis have run the gamut from sensitive to tone-deaf, and consumer perception of those brands can change as a result of their responses. As the United States struggles with racial and policing issues, what can brands do to show they are fully allied to current causes, and not just toeing the line, or worse, throwing fuel on the fire?
Organizations have undergone unprecedented changes in the wake of the COVID-19 crisis. Businesses with the ability to do so have shifted to a work from home structure, which the firm Global Workplace Analytics forecasts may make up 25 to 30 percent of the workforce by 2021. But for many companies, productivity and essential tasks must be done in a physical office space. While it’s still uncertain when employees may return to their workplaces, it’s vital that leaders look into the precautions and adaptations that will be necessary in many cases to ensure the safety of their employees. The resources below discuss many of these coming possibilities.
The COVID-19 pandemic has ushered in an unprecedented era of change across all of humanity, from economies, governments, consumers, and businesses, to, of course, marketing and branding. While we cannot predict the state of the advertising industry once the pandemic has passed, we do know that it will be immensely changed. The resources below speculate on what preparatory measures and foresight can be taken as of today to prepare brands for an era of marketing post-COVID-19.
Consumer privacy is at an ever-increasing pitch, and a plethora of ad blockers and similar apps have already handed consumers the power to control their online experiences, at least to a certain extent. GDPR, which requires websites to obtain consumer consent before tracking cookies, has further restricted marketers’ access to consumer data. The final blow came with the announcement that Google Chrome will eliminate third-party cookies completely by 2022 – something that other browsers have already done. While initially this jarring news left marketers wondering what to do next, it has also created new opportunities.
Artificial Intelligence has already rapidly advanced automation tools, and is now taking things a step further by moving into autonomy. The Robotic Industries Association (RIA) reported that North American robot sales increased 5.2 percent, compared to 2018. And while robots have already been used behind the scenes in auto and fulfillment industries, we’re now ready to see them working alongside their human counterparts. The resources in this Pulse issue explore the presence of robots in the retail space, and what marketers can expect.
A new year is an ideal time for reflection as well as anticipation of the changes that lie ahead in the marketing world. A new year allows marketers to evaluate what has been most successful in the past, honing in and perfecting what has worked and dropping what hasn’t to try and prepare for the unexpected new trends that will find their way into consumer’s and marketer’s laps. No prediction is perfect, but these resources examine what marketers can anticipate in the year ahead, and analyze what
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