MARKETING,

INNOVATION, &

TECHNOLOGY

2020 SURVEY FINDINGS

IN PARTNERSHIP WITH 

The insights gathered by this study are being used to inform how the ANA can better help brands prepare to face current and future challenges, and how the ANA can best develop resources to help marketers keep moving forward. Findings are also being used to shape the development of a roadmap for our industry’s future.


Areas explored in the survey included:


• Marketers and their position in the innovation journey
• Levels of confidence with innovation and technology
• Effective approaches and formats for learning and engagement


This survey was conducted among ANA Members who have participated in the ANA Marketing Futures program. There were 77 respondents comprised of CMOs, Vice Presidents, Senior Directors, and Marketing Managers. We appreciate the support and enthusiasm of all those who gave their time and look forward to continuing the conversation with the marketing community at large.

INSIGHT #1

 

84% of marketers surveyed believe that future brand growth will be tied to marketing innovation and technology

Marketers today are at the cross section of brand, product, experience, sales, and technology. With the current global health crisis shifting the consumer journey to one that is predominantly digitally-driven, innovation and marketing technology will be key to future brand growth.

 

This is reflected by Fortune 500 companies like P&G and Reckitt Benckiser, as well as direct-to-consumer companies like SmileDirectClub and Casper, who are using approaches like “lean innovation” to win market share by moving product prototypes at speed, tracking sales in real time, collecting data, and applying that data to improve and expand distribution through e-commerce.

The Truth About Innovation, with IPG Media Lab

IPG Media Lab works with some of the world’s largest brands to drive innovation in media, marketing, and business models. As the dedicated innovation initiative of the UM family of agencies, they’ve worked with companies of all sizes, across numerous verticals. Chad Stoller and Adam Simon of IPG Media Lab discussed the types of conversations they have with marketers around innovation, gave us a behind-the-scenes look at how IPG Media stays innovative, and asked whether one can truly measure innovation success.

> See all episodes
iOS 14: Friend or Foe? Breaking Down the Effects of Apple’s New Privacy Policies

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 discuss a post-IDFA world and what marketers can do to adapt without it.

> See all issues

MOBILIZING BRANDS IN CHALLENGING TIMES

Companies need to adapt quickly in uncertain times, and innovation and technology have the ability to help marketers identify new opportunities, produce new products and services, be more efficient with resources, generate less waste, and strengthen engagement with audiences.

eBay "Up & Running"

E-commerce

eBay has launched an accelerator program for brick-and-mortar retailers who do not have e-commerce functionality.

Bud Light “Dive Bar Tour: Home Edition”
Live video
Bud Light’s virtual concert series features musicians streaming performances from their homes through Instagram Live.

Shopify AR
Augmented reality
Shopify has enabled any brand to add AR content to their product page without the use of custom code or third-party apps.

Nike “Play Inside and Play for the World”
Mobile / Video
Nike has made virtual workouts available for free through its Nike Training Club app, resulting in a 100% increase in weekly active users.

SMART SOLUTIONS

From how to build a single view of the consumer to how to manage your martech stack, and the impact it has on your overall marketing strategy, knowledge sharing and regular communication will help future-proof marketing technology investment. Areas to explore:

EARLY STAGE PLANNING

 

Build best practice through workshops, training, and stakeholder alignment facilitation. Ensure that any educational programs are tailored to different levels of martech experience.

HSBC undertook a deep-dive into the evolving digital landscape of finance to understand how it compared digitally with its top 10 competitors.


HSBC wanted to begin building a truly digitally-led organization and culture, continuously driving excellence from the top down, particularly in the highly competitive digital landscape. To help jumpstart the process, they held immersion workshops on digital innovation and fintech development, and conducted a digital benchmarking and competitor analysis.

BUSINESS REQUIREMENTS DISCOVERY


Map your requirements against current and planned sales and marketing efforts and revenue targets to reveal key functionality and scalability concerns, and to determine new workflows that may need to be considered.

Pfizer obtained a new level of clarity on what they needed in an agency model, particularly as it related to collaboration, communication, and the digital journey.


Pfizer globally was undergoing a transformation and wanted an external perspective on their “go-to-market” model as it related to their communications strategy going forward. Stakeholder interviews were conducted across global teams to understand existing issues and gather insights, and they benchmarked their approach and fees against best-in-class and CPG and pharma companies.

TECHNOLOGY STACK ASSESSMENT


Undertake a high-level ROI analysis of marketing platforms to identify and bridge any gaps. Make sure that the approach keeps overall marketing strategy top-of-mind.

Samsung established a future-fit solution and an ongoing roadmap to realize greater effectiveness and efficiency from their marketing technology stack.


Samsung wanted to assess the efficacy of its global marketing technology solutions to effectively execute, measure, and optimize its marketing activities. A customized evaluation framework prioritizing 8 key functional areas was created for the company, which led to identification of potential savings through global rate card negotiations and ways to improve transparency.

VENDOR IDENTIFICATION


Identify the right vendor on the right model at the right price. Ensure that assessments and advice are objective and independent.

Mastercard found partners which enabled them to build the Mastercard Digital and E-Commerce Engine, a real-time marketing platform to drive their business.


Mastercard wanted to find the right agency partners to help them become the number one brand in payments in the digital and e-commerce space. The company reviewed its existing agency model and conducted a digital agency review across 10 markets, embarking on a process that included a customized approach to agency review, independent assessment of its agency relationship and processes, and inter-agency performance benchmarking through bi-annual evaluations.

IMPLEMENTATION SUPPORT


Gain alignment and agreement across all internal stakeholder teams and recommendations on how to proceed.

A CPG company undertook a digital audit to evaluate and improve compliance with best practice standards and improve performance.


A global CPG company had established best practice standards for digital and e-commerce, but some were not being followed at market level. To ensure consistency, the company had a checklist created which combined best practice with industry standards to evaluate compliance and metrics to measure performance across8 channels. An audit was undertaken that revealed key gaps and highlighted threats such as the growing e-commerce performance of local and regional brands.

     INSIGHT #2
Data, Measurement & Accountability, and Customer Experience benefit the most from innovation and technology
The top three areas that are seen to benefit the most from marketing innovation and technology are Data & Technology, Measurement & Accountability, and Customer Experience. This is in line with the ANA’s Growth Agenda and broader findings in Gartner’s Annual CMO Spend Survey 2019-2020 which reported marketing analytics as the “most strategically important capability” over the next 18 months.

PLAN YOUR INTEGRATION

Marketers need to ensure that they have the ability to integrate big data into useful insights. Modern marketing tools do a great job of producing single-channel reports but these metrics fail to correlate across channels.


When selecting and implementing marketing technology platforms:

UNDERTAKE AN AUDIT

 

Know the strengths and weaknesses of your current marketing platforms. Use new  technology to strengthen, not fragment, your ecosystem.

UNDERSTAND YOUR INTERNAL CAPABILITY

 

What skills and resources are needed to manage the technology? Are there people within your organization who are able to apply the data to strategy? If there are gaps, what external help is needed?

PUT SYSTEMS IN PLACE FOR MEASUREMENT

 

Track your progress in digital marketing over time so that your internal teams and agency partners are held accountable to quantifiable business results.

INSIGHT #3

 

45% of survey respondents spend 25% or less of their time on innovation and technology

      MARKETING,

              INNOVATION, &

                      TECHNOLOGY

                           2020 SURVEY FINDINGS

IN PARTNERSHIP WITH

The insights gathered by this study are being used to inform how the ANA can better help brands prepare to face current and future challenges, and how the ANA can best develop resources to help marketers keep moving forward. Findings are also being used to shape the development of a roadmap for our industry’s future.


Areas explored in the survey included:


• Marketers and their position in the innovation journey
• Levels of confidence with innovation and technology
• Effective approaches and formats for learning and engagement


This survey was conducted among ANA Members who have participated in the ANA Marketing Futures program. There were 77 respondents comprised of CMOs, Vice Presidents, Senior Directors, and Marketing Managers. We appreciate the support and enthusiasm of all those who gave their time and look forward to continuing the conversation with the marketing community at large.

INSIGHT #1

 

84% of marketers surveyed believe that future brand growth will be tied to marketing innovation and technology

Marketers today are at the cross section of brand, product, experience, sales, and technology. With the current global health crisis shifting the consumer journey to one that is predominantly digitally-driven, innovation and marketing technology will be key to future brand growth.

 

This is reflected by Fortune 500 companies like P&G and Reckitt Benckiser, as well as direct-to-consumer companies like SmileDirectClub and Casper, who are using approaches like “lean innovation” to win market share by moving product prototypes at speed, tracking sales in real time, collecting data, and applying that data to improve and expand distribution through e-commerce.

MOBILIZING BRANDS IN CHALLENGING TIMES

Companies need to adapt quickly in uncertain times, and innovation and technology have the ability to help marketers identify new opportunities, produce new products and services, be more efficient with resources, generate less waste, and strengthen engagement with audiences.

eBay "Up & Running"

E-commerce

eBay has launched an accelerator program for brick-and-mortar retailers who do not have e-commerce functionality.

Bud Light “Dive Bar Tour: Home Edition”
Live video
Bud Light’s virtual concert series features musicians streaming performances from their homes through Instagram Live.

Shopify AR
Augmented reality
Shopify has enabled any brand to add AR content to their product page without the use of custom code or third-party apps.
Nike “Play Inside and Play for the World”
Mobile / Video
Nike has made virtual workouts available for free through its Nike Training Club app, resulting in a 100% increase in weekly active users.

SMART SOLUTIONS

From how to build a single view of the consumer to how to manage your martech stack, and the impact it has on your overall marketing strategy, knowledge sharing and regular communication will help future-proof marketing technology investment. Areas to explore:

EARLY STAGE PLANNING

 

Build best practice through workshops, training, and stakeholder alignment facilitation. Ensure that any educational programs are tailored to different levels of martech experience.

HSBC undertook a deep-dive into the evolving digital landscape of finance to understand how it compared digitally with its top 10 competitors.


HSBC wanted to begin building a truly digitally-led organization and culture, continuously driving excellence from the top down, particularly in the highly competitive digital landscape. To help jumpstart the process, they held immersion workshops on digital innovation and fintech development, and conducted a digital benchmarking and competitor analysis.

BUSINESS REQUIREMENTS DISCOVERY


Map your requirements against current and planned sales and marketing efforts and revenue targets to reveal key functionality and scalability concerns, and to determine new workflows that may need to be considered.

Pfizer obtained a new level of clarity on what they needed in an agency model, particularly as it related to collaboration, communication, and the digital journey.


Pfizer globally was undergoing a transformation and wanted an external perspective on their “go-to-market” model as it related to their communications strategy going forward. Stakeholder interviews were conducted across global teams to understand existing issues and gather insights, and they benchmarked their approach and fees against best-in-class and CPG and pharma companies.

TECHNOLOGY STACK ASSESSMENT


Undertake a high-level ROI analysis of marketing platforms to identify and bridge any gaps. Make sure that the approach keeps overall marketing strategy top-of-mind.

Samsung established a future-fit solution and an ongoing roadmap to realize greater effectiveness and efficiency from their marketing technology stack.


Samsung wanted to assess the efficacy of its global marketing technology solutions to effectively execute, measure, and optimize its marketing activities. A customized evaluation framework prioritizing 8 key functional areas was created for the company, which led to identification of potential savings through global rate card negotiations and ways to improve transparency.

VENDOR IDENTIFICATION


Identify the right vendor on the right model at the right price. Ensure that assessments and advice are objective and independent.

Mastercard found partners which enabled them to build the Mastercard Digital and E-Commerce Engine, a real-time marketing platform to drive their business.


Mastercard wanted to find the right agency partners to help them become the number one brand in payments in the digital and e-commerce space. The company reviewed its existing agency model and conducted a digital agency review across 10 markets, embarking on a process that included a customized approach to agency review, independent assessment of its agency relationship and processes, and inter-agency performance benchmarking through bi-annual evaluations.

IMPLEMENTATION SUPPORT


Gain alignment and agreement across all internal stakeholder teams and recommendations on how to proceed.

A CPG company undertook a digital audit to evaluate and improve compliance with best practice standards and improve performance.


A global CPG company had established best practice standards for digital and e-commerce, but some were not being followed at market level. To ensure consistency, the company had a checklist created which combined best practice with industry standards to evaluate compliance and metrics to measure performance across8 channels. An audit was undertaken that revealed key gaps and highlighted threats such as the growing e-commerce performance of local and regional brands.

INSIGHT #2
Data, Measurement & Accountability, and Customer Experience benefit the most from innovation and technology
The top three areas that are seen to benefit the most from marketing innovation and technology are Data & Technology, Measurement & Accountability, and Customer Experience. This is in line with the ANA’s Growth Agenda and broader findings in Gartner’s Annual CMO Spend Survey 2019-2020 which reported marketing analytics as the “most strategically important capability” over the next 18 months.

PLAN YOUR INTEGRATION

Marketers need to ensure that they have the ability to integrate big data into useful insights. Modern marketing tools do a great job of producing single-channel reports but these metrics fail to correlate across channels.


When selecting and implementing marketing technology platforms:

UNDERTAKE AN AUDIT

 

Know the strengths and weaknesses of your current marketing platforms. Use new  technology to strengthen, not fragment, your ecosystem.

UNDERSTAND YOUR INTERNAL CAPABILITY

 

What skills and resources are needed to manage the technology? Are there people within your organization who are able to apply the data to strategy? If there are gaps, what external help is needed?

PUT SYSTEMS IN PLACE FOR MEASUREMENT

 

Track your progress in digital marketing over time so that your internal teams and agency partners are held accountable to quantifiable business results.

INSIGHT #3

 

45% of survey respondents spend 25% or less of their time on innovation and technology

Marketers are time-poor. They know that as technology keeps evolving they need to upskill themselves. However, with the demands of an expanded scope of work and the urgency of real-time issues, knowledge and training need to come in informative, mobile, and bite-sized formats.


Having less time, surprisingly, doesn’t mean that marketers feel less confident. More than half of the marketers surveyed said that they felt prepared to deal with issues pertaining to innovation and marketing technology that might arise in the next 24 months. This suggests that there is an assurance that when a challenges arises, the right talent and tools are within reach.

INSIGHT #4

Marketers prefer to learn through interactive labs and demos, case studies, and discussion groups

When asked about how to best deliver knowledge and training, marketers wanted a combination of hands-on learning, case studies on successes and failures, as well as the opportunity to participate in discussion groups.


Learning by doing and facilitating inquiry, problem-based and project-based exploration, as well as creating studio-like workshops for people to familarize themselves with topics that might be complex, enables better understanding and retention. This is especially effective when exploring complex topics related to marketing technology, like artificial intelligence, which might have multiple applications across the customer journey.

JOIN US AS WE DEVELOP ANA MARKETING FUTURES


We’d like to thank everyone involved in the creation of this survey and report, especially our ANA members who took the time to share their thoughts on innovation and technology. Without your stories, our program wouldn’t exist. As you begin to look forward to a new normal and reset your growth strategies, we encourage
you to take advantage of everything ANA Marketing Futures has
to offer:


• Download: one of 18 Emerging Trend Reports from the Marketing Futures Hub
• Join: the Marketing Futures Committee
• Watch: the Marketing Futures Webinar Series
• Read: Pulse for the freshest insights on bleeding-edge trends
• Listen: to marketing’s most innovative minds on the Marketing Futures Podcast


Additionally, to guide marketers in this critical time, the findings of the survey will serve as a platform for discussion. Our goal is to launch the “Marketer Virtual Huddle” as a series of thought leadership discussions covering topics on how marketing innovation and technology can:

• Support strategy and improve decision making
• Improve consumer and agency relationships
• Drive efficiency in spend and operations


If you’d like to be part of what we do at ANA Marketing Futures, contact Kathleen Hunter at khunter@ana.net.

Marketers are time-poor. They know that as technology keeps evolving they need to upskill themselves. However, with the demands of an expanded scope of work and the urgency of real-time issues, knowledge and training need to come in informative, mobile, and bite-sized formats.


Having less time, surprisingly, doesn’t mean that marketers feel less confident. More than half of the marketers surveyed said that they felt prepared to deal with issues pertaining to innovation and marketing technology that might arise in the next 24 months. This suggests that there is an assurance that when a challenges arises, the right talent and tools are within reach.

INSIGHT #4

Marketers prefer to learn through interactive labs and demos, case studies, and discussion groups

When asked about how to best deliver knowledge and training, marketers wanted a combination of hands-on learning, case studies on successes and failures, as well as the opportunity to participate in discussion groups.


Learning by doing and facilitating inquiry, problem-based and project-based exploration, as well as creating studio-like workshops for people to familarize themselves with topics that might be complex, enables better understanding and retention. This is especially effective when exploring complex topics related to marketing technology, like artificial intelligence, which might have multiple applications across the customer journey.

JOIN US AS WE DEVELOP ANA MARKETING FUTURES


We’d like to thank everyone involved in the creation of this survey and report, especially our ANA members who took the time to share their thoughts on innovation and technology. Without your stories, our program wouldn’t exist. As you begin to look forward to a new normal and reset your growth strategies, we encourage
you to take advantage of everything ANA Marketing Futures has
to offer:


• Download: one of 18 Emerging Trend Reports from the Marketing Futures Hub
• Join: the Marketing Futures Committee
• Watch: the Marketing Futures Webinar Series
• Read: Pulse for the freshest insights on bleeding-edge trends
• Listen: to marketing’s most innovative minds on the Marketing Futures Podcast


Additionally, to guide marketers in this critical time, the findings of the survey will serve as a platform for discussion. Our goal is to launch the “Marketer Virtual Huddle” as a series of thought leadership discussions covering topics on how marketing innovation and technology can:

• Support strategy and improve decision making
• Improve consumer and agency relationships
• Drive efficiency in spend and operations


If you’d like to be part of what we do at ANA Marketing Futures, contact Kathleen Hunter at khunter@ana.net.

About ANA Marketing Futures

Knowing that marketers are increasingly challenged in their efforts to keep up with the latest trends and technologies, the Association of National Advertisers (ANA) tasked itself with creating a program designed to help marketers anticipate—and prepare for—the future of marketing.

 

ANA Marketing Futures is what emerged. With a focus on innovative topics and emerging trends, ANA Marketing Futures provides resources that will influence and inform via member cases, research studies, and insight from industry innovators. Check back often to learn about emerging trends and become inspired to take steps toward the growth of your business.

 

About R3

R3 is a leader in global, regional, and local consulting on improving the effectiveness and efficiency of marketers and their agencies. We work with twelve of the world’s top twenty marketers including Unilever, Samsung, Coca-Cola, Mastercard, Colgate, Procter & Gamble, BMW, Intel, and Shell.

 

Copyright © 2020 Association of National Advertisers-established in 1910

Contact

10 Grand Central

155 E 44th Street

New York, NY 10017

Phone: 212.697.5950

 

Email: marketingfutures@ana.net

 

marketingfutures.ana.net