soda2019年全球網(wǎng)絡(luò)概覽英文

1、獲取報(bào)告1、2、3、每周群內(nèi)7+報(bào)告；當(dāng)日華爾街日報(bào)、4、行研報(bào)告均為公開利歸原作者所有，起點(diǎn)財(cái)經(jīng)僅分發(fā)做內(nèi)部學(xué)習(xí)。掃一掃關(guān)注 回復(fù)：加入“起點(diǎn)財(cái)經(jīng)”群。TABLE OF CONTENTS0 1 .I n t r o d u c t i o n0 2 .Tr e n d sS h a p i n gTo m o r r o w0 3 .S p e n d i n gO u t l o o k0 4 .A g e n c yL a n d s c a p e0 5 .M o d e r nM a r k e t e r0 6 .M e t h o d o l o g y© Global

2、 Digital Outlook 2019, SoDA + Forrester Research. s.G L O B A LD I G I T A LO U T L O O KTheGlobalDigitalOutlookStudyisanannualsurveyofspending trends, adoption of emerging technology, perspectivesonthedigitallandscapeandevolvingprioritiesforagencyleaders and brand marketers. Now in its sixth year,

3、this study isa collaboration between SoDA and Forrester Research.IntroductionDESIGN FOR CHANGEWere in the business of shaping things experiences, perceptions, business ms, culture andmore. At our best, we shape tomorrow. But like objects in our rear-view mirror, the future is always closer than it a

4、ppears.In recent years, digital agencies were a disruptive force to a traditional marketing ecosystemdominated by advertising agencies. But the days of clamoring for respect, a seat at the table and a fair allocation of budget seem quaint now. Today, the innate differentiation of pure-play digital s

5、hop is virtually gone and we operate in an increasingly competitive, complex and connected meshwork of agencies, consultancies, product design studios, technology providers, venture labs, production companies, in-house teams and more.Corporate functions (and organizational structures) for strategy,

6、marketing, technology andproduct design have also collided with new spheres of influence emerging. Collaboration, agility, transparency, speed and a relentless obsession with customer experience are at the core of this new enterprise.(continued on next page)© Global Digital Outlook 2019, SoDA +

7、 Forrester Research. s.IntroductionDESIGN FOR CHANGEDesign for Change, the theme of this years SoDA Report, explores how agency leaders, innovators and business executives are navigating these shifting tides with vision, purpose, clarity andcourage. Our Guest Editor of The SoDa Report and Co-Founder

8、 of MediaMonks, Wesley ter Haar, captured the sentiment perfectly:“Design for change means finding higher ground, thats the only way to stay relevant and stay a step ahead in the eternal race to the bottom. And thats not just our challenge. Brands andbusinesses across industries know one thing for s

9、ure, change is either here or its coming soon, and the next wave of technology, user behavior and digital service will either wash you away or lift you up.”O(jiān)ur findings in the Global Digital Outlook Study support this notion and, this year, we see in both agency leaders and brand marketers an optimi

10、sm about the future punctuated by a sharpunderstanding of the need and urgency for change.To m Beck, Executive Director So DA© Global Digital Outlook 2019, SoDA + Forrester Research. s.TRENDST OW A T C HTrends Shaping TomorrowA BIGGER PIE. AND MORE HUNGRY MOUTHS AT THE TABLE1The 2019 Digital Ou

11、tlook finds a majority of agency leaders optimistic about the future even as they remain clear-eyedabout the challenges facing their businesses. Despite all the doom and gloom regarding broken agency ms (vividimages of fire, brimstone and post-apocalyptic demogorgans come to mind), agency leaders ar

12、e reporting healthyperformance in 2018 and a solid outlook for 2019.More than half of agency leaders reported growth in revenue andtotal profit in 2018 (56% and 55% respectively) and 79% said they are confident that the next 12 months will be evenstronger in terms of profitable growth.Confidence lev

13、els are bolstered (and, perhaps, justified) by a strong spending outlook from client-side marketingleaders:53% plan to increase their digital spend in 2019 and 36% plan to increase overall marketing spend. Moreimportantly, 43% plan to increase their spending with external agency partners making this

14、 one of the strongestoutlooks weve seen since we began tracking in 2013.But if the outlook is strong, agency leaders readily admit that competition, pricing pressure and escalating costs for talent are growing concerns for their business. In 2018, only 39% of agency leaders said they were able to in

15、crease their billable rates and 57% agree that pricing pressure is becoming an even bigger factor in winning newassignments. Furthermore, 66% saw competition for their services intensify and 64% said that the rising cost of talentwas having a direct impact on their bottom line. Growing competition a

16、nd continued pressure on operating costs willundoubtedly winnow out more and more agencies with indistinguishable capabilities and inefficient operating m.© Global Digital Outlook 2019, SoDA + Forrester Research. s.Trends Shaping TomorrowBATTLE ROYALE OR TOKYO DRIFT TO THE MIDDLE?2The marketing

17、 world has been obsessed with the incursion of management and IT consultancies into the sacredcreative territory of agencies. Too much of the industry commentary, however, adopts a binary view on the mattersuggesting that only one mwill prevail in this battle royale between consultancies and holding

18、 companies.This is a simplistic assessment for a complicated and interconnected ecosystem of digital providers of all shapes, sizes and flavors. It also tends to ignore a vast swath of the independent (and innovative) agency market lessobsessed with global scale and wall street valuations. While our

19、 data this year revealed a 24-point decline inmarketers openness to using consultancies for digital agency assignments (53% said they were “Very Open” or “Open” this year vs. 77% in 2017), we continue to see an array of partner types tackling digital initiatives.In fact, there has been little change

20、, year-over-year, in the number of partners marketers tap for digitalassignments nearly one-third of marketers use 3 or more agencies/partners for digital projects. Furthermore, there is no dominant partner type and usage of integrated agencies, full-service digital agencies, consultanciesand specia

21、lized digital agencies is evenly distributed. The bottom line:agency “type” is increasingly irrelevantwhen defining the landscape for digital services competition and new opportunities are surfacing everywhere.© Global Digital Outlook 2019, SoDA + Forrester Research. s.Trends Shaping TomorrowAG

22、ENCIES PRACTICE MIXED MARTS3Our findings this year point to an active evolution of the agency business mwith some moving towardsspecialization while others seek to expand the breadth of their influence with new capabilities. An astounding 61%of agency leaders this year said they were actively re-eva

23、luating their core business m. Experimentation withdifferent pricing ms (26%), going to market with 3rd party partners to round out service offerings (25%), anddeeper collaboration/integration with their clients other partners (30%) are just a few of the directions under exploration. On the capabili

24、ties front, agency leaders point to areas such as strategy, data, platforms andtechnology as key areas for revenue growth in 2019. Interestingly, these capabilities are traditional strongholdsfor the consultancies and we expect the competitive battleground to expand.Many native digital agencies, tra

25、ditional integrated agencies and consultancies are racing towards a melee at the center of the marketing and customer experience ecosystem. Its also clear that new areas of specialization have emerged. For instance, more than 30% of all agency respondents said they do not currently offer any service

26、srelated to voice-based applications, AI-driven digital experiences or experiential installations that blend physical and digital environments. We also see agency leaders tackling a new and unique mix of capabilities across thedigital marketing and experience value chain. S4 Capitals strategy to com

27、bine global production, content, dataand media into a new integrated entity is one such example of the mixed ms beginning to emerge.© Global Digital Outlook 2019, SoDA + Forrester Research. s.Trends Shaping TomorrowSPEED, VALUE, AGILITY AND TRANSPARENCY4What do client-side business leaders want

28、? Brilliant strategies? Mind-blowing creative? Category-bustinginnovation? Technological wizardry? Lower billable rates? The rock sensation Queen said it best. they want it all and they want it now! And even though (half-jokingly), this is most certainly true, a more pragmatic look at themarket show

29、s marketing leaders with a growing desire for partners that can operate collaboratively, nimbly, quicklyand effectively. Several findings in our research suggest that marketers are increasingly focused on:Speed. 56% of agency leaders said that speed of delivery is becoming a bigger factor in whether

30、 or not they winnew projects and 63% of client-side marketing leaders said that producing and publishingcontent, more quickly, is a major priority for their business.alized digitalAgility. Flexibility and agility are cornerstones of collaboration. Client-side marketing leaders point to “moreflexible

31、/nimble working ms” as one of the top areas of improvement theyd like to see from their agencypartners. On the other side, agency leaders say that “working directly with clients' other partners in a morecollaborative, integrated way” is one of the top ways in which their typical engagement ms ar

32、e changing.Additionally, more than 60% of all respondents agree that the in-sourcing of digital capabilities is having major impact on the way clients and agencies now partner.(continued on next page)© Global Digital Outlook 2019, SoDA + Forrester Research. s.Trends Shaping TomorrowSPEED, VALUE

33、, AGILITY AND TRANSPARENCY (continued)4Value. Client-side marketing leaders ranked “different pricing ms” as one of the top changes theyd like to seefrom their agency partners and pointed to “pricing/value” as the top reason they typically terminate a partner relationship. Agency leaders seem to be

34、begrudgingly concede the point, ranking “pricing/value” the secondhighest reason for why they are typically terminated by their clients. Additionally, a whopping 70% of client-sidemarketers admit that properly quantifying and valuing the impact of creative ideas represents a major challenge for how

35、they compensate their agency partners.Transparency. 66% of client-side marketing leaders said they are demanding greater detail and transparency in how their agency partners track and report on budget spending. While not quite as high, 50% of agencyleaders agreed and said that their clients are incr

36、easingly demanding greater detail and transparency.So what does this all mean? Bedrock elements of the agency business (creative and innovation) are still top of mind for clients. In fact, “Better Design / Creative” is the number one improvement theyd like to see from their agencies. But there are m

37、any paths to success and given the growing realities of operating in an multi-partner ecosystem (often with in-house teams in the mix), greater scrutiny for CMOs entrusted with more responsibilityand bigger budgets, and market pressure to move quickly, we see business leaders placing a bigger premiu

38、mon the working ms of the partners they select and with a keen eye towards if/how/where they can be acollaborative, nimble and efficient element in the overall ecosystem.© Global Digital Outlook 2019, SoDA + Forrester Research. s.Trends Shaping TomorrowCREATIVE LEADERS GAIN CURRENCY IN THE C-SU

39、ITE5The creative discipline has historically been confined to the marketing function and deployed as an adjunct to business or product strategies cooked up elsewhere in the organization. The phrase, “make it pretty,” best captures this ethos.But times are changing, and design leaders increasingly fi

40、nd themselves at the helm of successful start-ups, in advisorycapacities at VC firms, or in newly minted C-level roles at traditional brands. John Maeda first reported on this trend in his annual “Design in Tech” report and our Global Digital Outlook Study adds further proof. This year, 67% of busin

41、essexecutives agreed that creative and design leaders were having a bigger impact on the overall strategic direction of their business. Furthermore, they pointed to “brand differentiation through innovation” and “adopting emerging technologybefore our competitors do” as the most important strategic

42、factors driving business success over the next two years.This is welcome news for creative agencies hungry for allies in the executive suite. But more support in the C-suitewont necessarily translate into easier wins. For starters, client-side leaders continue to elevate their expectations for agenc

43、y partners. In fact, “Better Design/Creative” is the top attribute clients would like to see more of in their agencypartners. even ahead of criteria such “more flexible working ms,” “stronger data capabilities,” “strongertechnology capabilities” and more. Translation? No free rides on the creative f

44、ront. 70% of client-side leaders alsoadmitted that quantifying and valuing the business impact of creative/design ideas presents an increasing challenge for how they compensate their agency partners. The bottom line: creative and design leaders are on the rise in corporatestructures and theres no do

45、ubt that this can help bolster the influence of creative agencies in throom. Butincreased visibility leads to increased scrutiny. for the caliber of the creative work product and, more importantly, thedirect business value it creates. Agency leaders have their work cut out for them.© Global Dig

46、ital Outlook 2019, SoDA + Forrester Research. s.Trends Shaping TomorrowDIGITAL PRODUCT STUDIOS POISED FOR GROWTH6Of all the data we track, one trend that continues to stick out is the growing focus for both client-side marketers AND agency leaders on the creation, design and development of new digit

47、al products and services distinctivefrom traditional creative work on marketing-related content, campaigns and experiences.45% of agency leaders this year projected that revenue related to helping their clients create, launch and improve digital products and services would increase in 2019. This was

48、 the top-ranked category for agency revenuegrowth (tied with Customer Insights & Analytics) even though just 9% of agency respondents identified themselvesas “Digital Product Design Studios.” 42% of agency leaders also pointed to “more consulting with clients on newproduct and service offerings”

49、 as the one of the major ways in which their engagement ms have beenchanging the top-ranked attribute in this category. In fact, the digital product and service trend is most strikingamong those identifying as “Digital Agencies.” 65% of this segment anticipate increased revenue for digitalproduct wo

50、rk in 2019 and 60% report this as a major change to their typical engagement ms.This trend is also top-of-mind among client-side marketers 37% plan to increase spending to create digital products and services in 2019. In fact, more marketers plan to increase their budget for digital products andserv

51、ices than for marketing-domain stalwarts such as stand-alone content creation, campaign development andmedia planning / buying. As agency ms continue to shift and marketers are tasked with broader agendas forgrowth and customer experience, its clear that a mature capability and competency in digital

52、 product and servicedesign is one area of specialization poised for growth.© Global Digital Outlook 2019, SoDA + Forrester Research. s.Trends Shaping TomorrowEMERGING TECHNOLOGY IS, WELL, STILL EMERGING7New technologies come to market at a rapid pace and each one of them challenges business lea

53、ders andagencies with the choice of where to experiment, where to invest and where to wait and see. AI technology and initiatives related to AI-driven digital experiences were top of mind this year. Collectively, 56% agreed that “AItechnology will significantly impact the way we plan for and design

54、customer interactions.” 36% of marketingleaders plan to increase spending for “AI-Driven Digital Experiences” in 2019 and 36% describe their investment levels in this area as “significant.” But its still early days. Just 16% of respondents said they are actively working on AI-related projects and 27

55、% have no plans to tackle AI in the next 12 months. The remaining 57% have justbegun to explore the technology or plan to begin their first initiatives in 2019.Outside of AI, we steady adoption for technologies related to AR/VR/Mixed Reality, voice-based experiences andeven blockchain. More than one

56、-third of marketers are planning “significant investments” in these areas in 2019.The broader domain of “Marketing Automation” topped the list of emerging technologies in terms of anticipated spending and impact. Marketing leaders and agency leaders identified it as the top area for investment (46%

57、ofclient-side marketers plan to make “significant investments” in 2019), and potential impact (37% of agency leadersanticipate that marketing automation will have a “significant impact” on their clients marketing approaches in the next 12 months). While Marketing Automation, as a category, encompasses other emerging technologies(particularly AI), its clear that business leaders are prioritizing technology investments into solutions that can helpalleviate key pressure points such as spe