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1、Fall 23 Edition:Building modern brands to meet changing consumer behaviors and expectationsCMO|NavigatorCMO Navigator Fall 23 EditionAbout the CMO NavigatorAt dentsu,were committed to helping marketers prepare their brands for whats next.Which is why,in an effort to help marketers navigate a fast-ch
2、anging environment by anticipating whats around the corner,we decided to evolve the Dentsu Navigator platform to not only equip CMOs with insights on shifting consumer sentiment but also with an understanding of how their peer set is thinking about tackling the business challenges facing them.The CM
3、O Navigator is a twice-a-year survey and report(Spring&Fall)that focuses on the mindset,challenges and strategies of North American marketing leaders as they plot their path to the future.The Fall 23 edition was administered through B2B International to 600+marketing leaders in the United States and
4、 Canada in August 2023.This report also leverages insights from a Dentsu Consumer Navigator focused on sustainability,which surveyed 1,000+U.S.and 600 Canada respondents.Bringing consumer insights into the CMO Navigator report allows us to gauge how aligned(or not)CMOs and consumers are on a range o
5、f topics.Its our version of“family feud.”Starting with our Fall 22 wave of the CMO Navigator,we found a majority of CMOs being concerned about a possible recession but remaining optimistic about an improved economic outlook and marketings increasingly elevated role in shaping it.In this Fall 23 Edit
6、ion we explore whether CMOs concerns(and optimism)have persisted and how business results have evolved in the last year.In our Spring 22 Edition CMOs had previously indicated that they were facing a number of challenges tied to media transformation and turning to emerging solutions,such as original
7、content production and the sponsorship of virtual events,to earn consumer attention in this new landscape.Thus,we revisit the topic in this Fall 23 Edition to see whether their mindset and focus has evolved as a result of emerging consumer behaviors.Earlier this year,our Consumer Navigator study sig
8、nalled that the definition of sustainability is widening and that,as a result,the range of actions sustainable businesses are expected to take is also broader.In this report we explore whether CMOs own definition of sustainability is matching consumers and how or if businesses are living up to what
9、consumers expect of them in this area.Finally,the research in our prior three Editions had identified the emergence of a new breed of marketer,the Perceptive CMO,who lives at the intersection of consumer wants and business needs.In this report,we revisit the concept to validate whether these marketi
10、ng leaders are more successful than their peers and,specifically,what sets them apart in their approach to sustainability.Dirk HerbertChief Strategy Officer,AmericasCMO Navigator Fall 23 EditionExecutive SummaryCMOs continued optimism is now reinforced by an upward trend in business performance and
11、budget increases.Most CMOs concur with consumers that there isnt a recession and are even more optimistic in terms of the direction of the economy.CMOs optimism is fueled by growing revenues,expectations of increasing budgets for most,and a perception of marketing as an increasingly important busine
12、ss function.While acknowledging the current economic environment,CMOs are less likely to say it has negatively impacted their organizations than 6 months ago,fueling a sense of preparedness.An improved economic environment leads mostCMOs to double down on investment&optimization strategies.Preoccupi
13、ed by challenges in obtaining the data necessary to make timely decisions and by keeping digital native competitors at bay,a third of CMOs are mostly pursuing new strategies to respond to the economic environment.Rather than cutting costs,most CMOs are planning to reach consumers by either increasin
14、g investments or optimizing their resources.However,almost half of CMOs question their organizations ability to implement the strategies they consider crucial to thriving in this environment.CMOs are playing catch up with a transforming media landscape and rising customer expectations for sustainabl
15、e businesses.Keeping up with emerging technologies and data obfuscation are the aspects of media transformation that worry CMOs the most.CMOs agree with consumers wider definition of sustainability and global businesses mandate to advance its agenda.However,while most CMOs report that advancing sust
16、ainability is important for their businesses,they struggle to address some of consumers expectations for sustainable brands,as well as some of their own.Perceptive CMOs ground their success in living at the intersection of consumer wants and business needs.Perceptive CMOs are more closely aligned to
17、 consumer sentiment than their peers on the state and direction of the economy,the definition of sustainability and the actions sustainable brands should take.This alignment is reflected in higher investments in promoting their businesses sustainable initiatives.Marketing organizations led by Percep
18、tive CMOs are faring better in terms of revenues and budget increases.Perceptive CMOs are more likely to see business transformation playing a bigger role in the marketing mandate,and plan to increase their investment in the digital customer experience,as well as their media spend.Who we spoke with:
19、Business Breakdown401206CMOs in the U.S.CMOs in Canada24%62%14%Start up()Brand Lifetime(By#of Years in Business)24%25%51%B2CB2BB2C&B2BBusiness Model43%30%27%SMB()Organization Size(By#of Employees)CMO Navigator Fall 23 EditionCMO Navigator Fall 23 EditionWho we spoke with:Industry Breakdown401206CMOs
20、 in the U.S.CMOs in CanadaRetail18%Manufacturing/Industrial19%Professional Services&Business Services10%Finance&Insurance10%Internet Services&Software8%Automotive3%Food&Beverages5%Transportation&Travel3%Media&Entertainment5%Consumer Electronics4%Pharmaceuticals&Healthcare6%Energy2%Luxury&Fashion2%Te
21、lecoms3%Others2%Contents0101CMOs Optimistic Outlook Is Bolstered by Rising Performance02Investing at the Intersection Between Customers and Business03Navigating Media Transformation04Addressing a Broader Sustainability Mandate05Taking the Lead in Growth through Good:Perceptive CMOs06Key Brand Implic
22、ationsCMO Navigator Fall 23 EditionLess than half of CMOs think there is a recession,signaling a substantially more positive assessment of the economic environment vs.the past 6-12 months.CMO Navigator Fall 23 Edition15%15%24%28%18%6%2%26%35%32%14%12%20%33%21%The economy is doing just fineThe econom
23、y is experiencing a slight downturn andthere wont be a recessionThe economy is experiencing a significant downturn,but there wont be a recessionThe economy is at the beginning of a recessionThe economy is already in a recessionWhich of the following best reflects your assessment of the economic envi
24、ronment in your country?H2 2022H1 2023H2 202346%CMOs think there is a recession-21 ptsCompared to H1 2023-8 ptsCompared to H2 2022CMOs&consumers are fairly aligned in their assessment of the economic environment.CMO Navigator Fall 23 EditionCMOsWhich of the following best reflects your assessment of
25、 the current economic environment in your country?CONSUMERS18%The economy is already in a recession26%28%The economy is at the beginning of a recession23%24%The economy is experiencing a significant downturn,but there wont be a recession28%15%The economy is experiencing a slight downturn,and there w
26、ont be a recession.15%15%The economy is doing just fine.8%49%Consumers think there is a recession46%CMOs think there is a recession43%Consumers think its only economic downturn39%CMOs think its only economic downturnHowever,fewer CMOs think there is a recession compared to consumers and more CMOs th
27、ink the economy is fine.CMOs are more optimistic about the direction of the economy going forward than consumers.CMO Navigator Fall 23 EditionCMOsWhich of the following best reflects your assessment of the direction the economic environment will take in your country over the next 6 to 12 months?CONS
28、UMERS3%The economy will get significantly worse13%15%The economy will get somewhat worse21%17%The economy will remain the same22%46%The economy will get somewhat better29%19%The economy will get significantly better15%34%Consumers think the economy will get worse18%CMOs think the economy will get wo
29、rse66%Consumers think the economy will remain the same or get better82%CMOs think the economy will remain the same or get betterWhile most of both consumers and CMOs say the economy will either remain the same or get better,consumers are more likely to say it will get worse.CMOs perspective on the f
30、uture direction of the economy can vary by industry and geo.CMO Navigator Fall 23 EditionOptimistsPessimistsCanada CMOs(116i);Retail(126i);Start ups(142i);No significant difference between U.S.and Canada;Internet Services&Software+Pharma&healthcare(200i)Legacy(133i);AGREE:The economy will get“signif
31、icantly better”AGREE:The economy will get“significantly worse”CMOs at start up brands are more likely to be optimist,while those who work at legacy brands are more likely to be pessimist.Fewer CMOs report the economic environment having a negative impact on their business currently vs.the second hal
32、f of 2022.CMO Navigator Fall 23 Edition27%39%27%6%0%27%40%23%8%2%27%34%28%9%2%Has helped our businessHas had little effect on our businessHas somewhat negatively affected our businessHas significantly negatiely affected our businessIs an existential threat to our organizationImpact of the current en
33、vironment on your business prospectsH2 2022H1 2023H2 202333%CMOs said the economic environment had a negative impact-6 ptsCompared to H2 2022No changeCompared to H1 2023This is consistent with what CMOs had reported 6 months ago.CMOs optimism is reinforced by a sense of organizational preparedness f
34、or the economic environment.CMO Navigator Fall 23 EditionPossibly due to measures taken in the last few years to respond to the economic environment,almost all CMOs consider their organizations prepared.This sense of preparedness is consistent with what CMOs reported 6 months ago.37%58%WELL PREPARED
35、SOMEWHAT PREPAREDSense of organizational preparedness for the the economic environment95%PREPARED-1 point compared to H1 2023After a significant decline recorded 6 months ago,the number of CMOs expecting budget increases is trending back upward.CMO Navigator Fall 23 Edition1%2%2%3%13%29%30%16%4%1%8%
36、9%2%13%18%26%17%5%0%2%3%5%13%29%33%12%4%Decline by more than 20%Decline between 10 and 20%Decline between 5 and 10%Decline by up to 5%Stay flatIncrease up to 5%Increase between 5 and 10%Increase between 10 and 20%Increase more than 20%Expected Marketing Budget Change in the Next 12 MonthsH2 2022H1 2
37、023H2 202378%CMOs expecting budget increases in H2 202266%CMOs expecting budget increases in H1 202379%CMOs expecting budget increases in H2 2023Next year,CMOs will Next year,CMOs will be implementing an be implementing an even mix of growth even mix of growth strategies.strategies.Investment in mar
38、keting continues across the board,despite concerns over a recession.However,CMOs who believe the economy is fine are even more likely to be trusted by their organizations with increasing budgets than both those who think there is a recession and those who think we are experiencing economic downturn.
39、CMO Navigator Fall 23 Edition1483%77%CMOs who believe the economy is fineCMOs who think its only economic downturnExpected budget change in the next 12 months78%CMOs who think there is a recessionINCREASING BUDGETGoing into the second half of 2023,there is an indication that business results are pic
40、king up as the share of CMOs reporting revenue increases trends back upward.CMO Navigator Fall 23 Edition3 in 4 CMOs report revenue increases,signaling a 11 points increase compared to 6 months ago.This improvement in business results possibly informs CMOs expectations of budget increases and their
41、optimist outlook when it comes to the economic environment.73%CMOs reported experiencing revenue growth in H2 202264%CMOs reported experiencing revenue growth in H1 20232%5%7%12%38%27%10%2%19%5%10%25%29%10%2%7%9%9%38%27%8%Decline by more than 10%Decline between 5 and 10%Decline up to 5%Stayed flatIn
42、creased by up to 5%Increased between 5 and 10%Increased more than 10%Revenue change in the last 12 monthsH2 2022H1 2023H2 202375%CMOs reported experiencing revenue growth in H2 2023CMO Navigator Fall 23 EditionIn what order of priority do you allocate your overall resources to the following type of
43、initiatives?PRIORITY#1PRIORITY#1PRIORITY#2PRIORITY#2#1+#2#1+#2DEMAND GEN(initiatives to develop new ways to stimulate,capture and respond to customer demand,including new product development)29%29%29%58%58%#1CUSTOMER EXPERIENCE(initiatives to evolve and enrich the ways that the business connects wit
44、h,provides services to&builds relationships with customers)27%30%30%57%57%#2BRAND(initiatives that intersect culture to build and strengthen brand awareness,equity and affinity)23%23%23%46%46%#3BUSINESS TRANSFORMATION(initiatives that drive new business models,go-to-market strategies and organizatio
45、nal processes and structures)20%18%18%38%38%#4CMOs are prioritizing product&demand,and customer experience when allocating their marketing resources.CMO Navigator Wave 2 November 2022B2B(120i);Manufacturing(110i)+Pharma&Healthcare(116i);Decreasing Budget(162i).Demand Gen.Customer ExperienceBrandBusi
46、ness TransformationB2C(116i);Pharma&Healthcare(116i)+Media&Entertainment(120i);Increasing Budget(102i).CMOs priorities vary depending on business model,industry,and expected budget.B2C(112i)+B2C&B2B(106i)Retail(105i)+Media&Entertainment(120i)Flat Budget(115i).B2C&B2B(110i);Professional&Business Serv
47、ices(140i),Pharma&Healthcare(116i),Media&Entertainment(120i);Increasing Budget(105i).What is your#1 priority when allocating your overall resources?CMO Navigator Fall 23 EditionCMOs seem to be significantly more positive in their assessment of the economy and its direction.Compared to 6 months ago,m
48、ore CMOs the economy is fine,and a majority believe it will get even better in the next 6 to 12 months.This positive attitude is reinforced by a sense of preparedness,with more than a third of CMOs saying their organizations are well prepared for the current economic environment.This shift in CMOs s
49、entiment is mirrored by a widespread expectation of increasing budgets.This expectation is grounded in the fact that the current economic environment hasnt negatively impacted brands as much as it had been reported a year ago.This reflection is backed by growing revenues reported by 3 out of 4CMOs.I
50、nvestment in marketing continues across the board,with a particular focus on demand gen and customer experience.While CMOs who believe the economy is fine are more likely to expect budget increases,this sentiment is shared by all.Initiatives to develop new ways to stimulate,capture and respond to cu
51、stomer demand(including new product development)are cited as the number one priority by CMOs when allocating their overall resources.Contents0101CMOs Optimistic Outlook Is Bolstered by Rising Performance02Investing at the Intersection Between Customers and Business03Navigating Media Transformation04
52、Addressing a Broader Sustainability Mandate05Taking the Lead in Growth through Good:Perceptive CMOs06Key Brand ImplicationsCMO Navigator Fall 23 EditionNext year,CMOs will Next year,CMOs will be implementing an be implementing an even mix of growth even mix of growth strategies.strategies.The number
53、 of CMOs who believe marketing has grown in importance over the last 2 years remains consistent.CMOs reporting how the importance of the Marketing function has changed over the last 2 years4%23%73%4%22%74%3%24%72%DecreasedRemained the sameIncreasedH2 2022H1 2023H2 2023CMO Navigator Fall 23 EditionMa
54、rketings role as a driver of business performance is reflected in the broad number of business metrics CMOs are now held accountable for.CMO Navigator Fall 23 Edition25%38%45%45%46%51%58%66%19%36%38%45%42%41%56%68%Driving efficienciesReducing costs(eg.of customer acquisition,etc.)Medium/long-term br
55、and healthShort-term sales/revenue growthDelivery of digital transformation programsCustomer satisfaction&advocacyProduct/service innovationGrowth of customer baseH1 2023H2 2023Business results you are primarily accountable forU.S.CMOs are more likely to be chartered with customer satisfaction&drivi
56、ng efficiencies,while Canadian CMOs over-index on product innovation&cost reduction.CMO Navigator Fall 23 EditionBusiness results you are primarily accountable forALL ALL CMOsCMOsUnited United StatesStatesCanadaCanadaB2CB2CB2B+B2B+B2CB2CB2BB2BGrowth of customer base66%66%67%65%66%66%68%Product/servi
57、ce innovation58%58%56%63%52%64%53%Customer satisfaction&advocacy51%51%53%48%56%53%43%Delivery of digital transformation programs46%46%45%48%34%53%44%Short-term sales/revenue growth46%46%44%47%53%45%42%Medium/long-term brand health45%45%45%46%43%48%43%Reducing costs(e.g.of customer acquisition)38%38%
58、36%42%36%40%36%Driving efficiencies25%25%26%22%23%28%19%CMOs at brands selling to both businesses and consumers are more likely to be chartered with digital transformation&brand health.CMOs look to increase focus on brand,customer experience,business transformation&disruptive innovation.CMO Navigato
59、r Fall 23 EditionWhile in the last 12 months Marketing has been more involved in pricing optimization and advising on distribution,possibly because of the economic environment,CMOs are looking to lean in further on strategic initiatives in the next 12 months.Primary role of marketing function:last 1
60、2 months vs.next 12 months7%14%23%34%32%40%43%43%41%18%22%17%28%33%40%37%39%44%Advising on distribution strategiesSupporting pricing/price optimizationLeading disruptive innovationDelivering business transformationDeveloping new products/servicesUnderstanding consumer/market trendsDeveloping the ove
61、rall customer experienceEnsuring effective brand managementDelivering business growthLast 12 monthsNext 12 monthsWhen it comes to EXTERNAL challenges,CMOs are most concerned about data transformation,the new media landscape,and digital-native competitors.CMO Navigator Fall 23 EditionWhile fewer than
62、 6 months ago,a significant number of CMOs indicate understanding and aligning with changing consumer sentiment and behaviors as challenges.Compared to then,disruptions to the supply chain are creeping up again as a rising concern.18%24%26%26%29%31%34%34%35%38%15%12%17%24%23%30%33%43%42%29%Disruptio
63、n of my category by new competitorsDigital-native new players better positioned to monetize emerging habitsIneffectiveness of advertising in a new media landscapeInability to react quickly enough to market changesDisruptions to the supply chain and ability to fulfill demandManaging changes to the wo
64、rkforceDeclining consumer spendingAligning with new/changing consumer sentimentUnderstanding what is a temporary vs permanent change in consumersObtaining the right data to make timely and appropriate decisionsH1 2023H2 2023External challenges CMOs expect to face over the next 6-12 monthsCMO Navigat
65、or Fall 23 EditionExternal challenges CMOs expect to face over the next 6-12 monthsMANUFACTURING MANUFACTURING&INDUSTRIAL&INDUSTRIALINTERNET INTERNET SERVICES&SERVICES&SOFTWARESOFTWAREMEDIA&MEDIA&ENTERTAINMENTENTERTAINMENTRETAILRETAILFINANCE&FINANCE&INSURANCEINSURANCEPROFESSIONAL PROFESSIONAL&BUSINE
66、SS&BUSINESS SERVICESSERVICESPHARMA&PHARMA&HEALTHCAREHEALTHCARETOP MENTIONObtaining the right data to make timely and appropriate decisions Obtaining the right data to make timely and appropriate decisions(134I)Obtaining the right data to make timely and appropriate decisions Obtaining the right data
67、 to make timely and appropriate decisions Understanding what is a temporary shift in consumer behavior vs.a permanent changeUnderstanding what is a temporary shift in consumer behavior vs.a permanent change(157I)Ineffectiveness of advertising in the new media landscape(180I)SECOND MENTIONDeclining c
68、onsumer spendingAligning with new/changing customer sentimentUnderstanding what is a temporary shift in consumer behavior vs.a permanent changeDisruptions to the supply chain and ability to fulfill demand(120I)Inability to react quickly enough to market changes(130I)Managing changes to the workforce
69、(129I)Managing changes to the workforce,Aligning with new/changing customer sentimentPerceptions of EXTERNAL challenges vary by industry sectors.CMOs at Internet Services&Software company are more likely to point to challenges obtaining data compared to their peers,while Pharma and Healthcare CMOs s
70、tand out by mentioning the ineffectiveness of advertising in a new media landscape as their top challenge.Retail CMOs are still struggling with supply chain disruptions while CMOs at Professional and Business Services organizations over-index on understanding what is a temporary shift vs.a permanent
71、 change in consumer behavior&managing changes to the workforce.CMO Navigator Fall 23 Edition34%4%WE ARE MOSTLY USING STRATEGIES WE USED IN THE PASTExtent to which the response to the economic environment is based on strategies pursued during past economic downturn62%More than a third of CMOs are exp
72、loring new strategies vs.established approaches to adjust to the current economic environment.WE ARE MOSTLY USING NEW STRATEGIESWE ARE USING A MIX OF PAST AND NEW STRATEGIESU.S.CMOs:30%Canada CMOs:41%U.S.CMOs:65%Canada CMOs:57%U.S.CMOs:5%Canada CMOs:2%The majority of CMOs are implementing a mix of p
73、ast and new strategies.CMOs in Canada are significantly more likely to indicate they are mostly using new strategies.To address the economic environment,most CMOs continue to prioritize investment and optimization strategies rather than saving strategies.CMO Navigator Fall 23 EditionINVESTMENT STRAT
74、EGIESOPTIMIZATION STRATEGIESSAVING STRATEGIESInvesting in improving our digital customer experience26%26%+4Optimizing prices for products and services26%26%+6Reducing budget for growth initiatives10%-3Increasing budget for growth initiatives23%23%+3Shifting marketing spend to CRM/retention/loyalty21
75、%21%+4Reducing our media spend9%-3Increasing budget for innovation-focused initiatives22%22%+1Roll out cheaper alternatives to existing products/services16%+5Reducing budget for innovation-focused initiatives11%=Increasing investment in direct sales channels19%19%+3Brand consolidation15%+2Off-shorin
76、g a greater number of operational activities8%-2Hiring more talent18%-4Enable differed payments for products/services15%+3Reducing investment in direct sales channels7%-3Increasing our media spend17%+4Re-negotiating contracts with existing vendors15%+2Reducing headcount7%-1AVERAGE IMPORTANCE FOR INV
77、ESTMENTINVESTMENT21%+2AVERAGE IMPORTANCE FOR OPTIMIZATIONOPTIMIZATION18%+3AVERAGE IMPORTANCE FOR SAVINGSAVING8%-2Most important strategies to achieve organizational objectives,given the economic environmentH2 2023 +/-H1 2023H2 2023 +/-H1 2023H2 2023 +/-H1 2023Almost half of CMOs question whether the
78、ir organization is ready to implement some of the strategies they consider crucial in this economic environment.CMO Navigator Fall 23 EditionOptimizing prices for products and/or services26%Investing in improving our digital customer experience26%Increasing budget for growth initiatives23%Increasing
79、 budget for innovation-focused initiatives22%Increasing investment in direct sales channels19%Shifting marketing spend to CRM/retention/loyalty19%Increasing our media spend18%Hiring more talent17%Roll out cheaper alternatives to existing products/services16%Brand consolidation15%Enable differed paym
80、ents for products/services15%Re-negotiating contracts with existing vendors11%Investment&optimization strategies45%35%38%44%45%51%57%32%50%49%52%46%Confidence in the ability to implementCMO Navigator Fall 23 EditionCMOs expect to lean further on CX,business transformation and disruptive innovation i
81、n the future.The number of CMOs who believe marketing has grown in importance over the last 2 years remains consistent.Looking at the next 12 months,CMOs expect customer experience,business transformation and disruptive innovation to become a greater focus in their mandate.CMOs are implementing new
82、strategies to align with changing consumer sentiment and keep digital-native competitors at bay.Obtaining the right data to make timely and appropriate decisions has emerged as a key external challenge CMOs are worried about.Digital-native competitors are significantly more likely to be perceived as
83、 a threat than 6 months ago.As a result,a third of CMOs plan to actively prioritize new strategies to deal with a changing competitive and consumer environment.Most CMOs will prioritize investment and optimization strategies but need support to implement them.Rather than cutting costs,CMOs are respo
84、nding to the economic environment by either investing(in the digital customer experience and in both growth-and innovation-focused strategies)or optimizing prices for their products and services.However,almost half of CMOs question whether their organization is ready to implement some of the strateg
85、ies they consider crucial to achieve their organizational objectives.Contents0101CMOs Optimistic Outlook Is Bolstered by Rising Performance02Investing at the Intersection Between Customers and Business03Navigating Media Transformation04Addressing a Broader Sustainability Mandate05Taking the Lead in
86、Growth through Good:Perceptive CMOs06Key Brand ImplicationsCMO Navigator Fall 23 EditionKeeping up with emerging technologies(like AI)and less access to consumer data are the aspects of media transformation that worry CMOs the most.CMO Navigator Fall 23 EditionCurrent issues like the scarcity of new
87、 content due to the SAG-AFRA strikes and the backlash media has recently come under for mental health issues are also considered a significant concern.16%19%22%22%23%23%25%25%26%29%30%33%14%20%22%16%22%24%27%26%Lack of transparency/visibility from Walled GardensOther parts of the business dont under
88、stand the impact of this transformationInadequacy of existing measurement modelsErosion of linear television viewershipBacklash media has come under for negativity/mental health issuesSystemic inequity in the advertising supply chainThe declining control over the brand on social media/in the creator
89、 economyScarcity of new content due to the SAG-AFRA strikesConsumers distrust media outletsTightening of data privacy regulation and cookie deprecationComplex,crowded and fragmented tech landscapeThe challenge of integrating emerging tech solutions(AI,AR,etc.)H1 2022H2 2023Aspects of media transform
90、ation CMOs expect to be most challengingNEWNEWNEWNEWCMO Navigator Fall 23 Edition39%47%WE ARE KEEPING AN EYE ON HOW THE SOCIAL MEDIA LANDSCAPE EVOLVES,WITHOUT MAKING SIGNIFICANT CHANGES IN THE SHORT-TERMStrongly agree:”We are taking the following actions to respond to the recent changes in the socia
91、l media landscape”(e.g.,Elon Musks acquisition&rebranding of Twitter,Metas launch of Threads,the proliferation of AI-generated content on socials)38%Recent changes in the social media landscape are leading most brands to explore new solutions both within and outside this space.WE ARE REDIRECTING SOM
92、E OF OUR FOCUS ON SOCIAL MEDIA TO OTHER INTERACTIVE/CONVERSATIONAL CHANNELSWITHIN THE SOCIAL MEDIA SPACE,WE ARE MUCH MORE FOCUSED ON EMERGING PLATFORMS THAN WE WERE BEFOREU.S.CMOs:38%Canada CMOs:40%U.S.CMOs:37%Canada CMOs:39%U.S.CMOs:46%Canada CMOs:48%While not wanting to significantly change their
93、approach in the short term,almost all CMOs are experimenting with both emerging social platforms and with other interactive channels(e.g.,gaming,livestream,immersive experiences,etc.).42%WE ARE ENHANCING OUR BRAND SAFETY EFFORTS AND PRECAUTIONS IN THE SOCIAL MEDIA SPACEU.S.CMOs:42%Canada CMOs:40%Whe
94、n it comes to the application of AI in the media space,CMOs are planning to prioritize its use in data analysis&reporting,creative&content development,and audience targeting&segmentation.CMO Navigator Fall 23 Edition5%28%30%32%45%49%53%None of the aboveMedia investment and buyingMedia planningResour
95、ces/operations tied to our media footprintAudience targeting&segmentationStrategy,creative&content development for media useData analysis&reportingWhere do you plan to prioritize your focus on AI in the media space in the next 12 months?In order to earn consumer attention in a complex media landscap
96、e,CMOs are increasing their investments in social commerce,live events,and gaming.CMO Navigator Fall 23 EditionOn the other hand,investments in influencer marketing and virtual events will be pursued by a smaller share of CMOs in the next 12 months compared to last year.Investments pursued to earn c
97、onsumers attention:last 12 months vs.next 12 months18%26%26%27%28%28%31%35%35%15%26%23%30%33%27%36%30%30%Integration into gamingIntegrating into livestream contentIntegrting with identity platformsProduction and sponsoring of original content(TV shows,movies,podcasts,radio shows)Organizing or sponso
98、ring virtual events(virtual conferences,concerts,esports)Retail media networksInfluencer marketingOrganizing or sponsoring live events(conferences,concerts,sports)Social commerceLast 12 monthsNext 12 monthsCMO Navigator Fall 23 EditionCMOs report struggling with the preponderance of new technology i
99、n the media landscape and with the dimming of consumer data signals needed to run it effectively.Integrating emerging technologies,a complex and crowded tech landscape and the tightening of data regulation are the top three media transformation challenges CMOs point to.Recent changes in the social m
100、edia landscape are leading most brands to explore new solutions both within and outside this space.As they navigate this complex landscape,CMOs look towards AI to regain velocity and effectiveness.While the tightening of data regulations is a challenge,the use of AI in reporting and targeting is see
101、n as a way to ensure the most is made from the data that is still available.Gen AIs potential in accelerating content and creative for media use is also attracting CMOs interest.To earn consumer attention in a complex media landscape,CMOs are increasing their investments in social commerce,live even
102、ts,and gaming.Social commerce and live event sponsorships are indicated as key strategies to earn attention in the next 12 months.Conversely,investments in influencer marketing and virtual events sponsorships are being de-prioritized.Contents0101CMOs Optimistic Outlook Is Bolstered by Rising Perform
103、ance02Investing at the Intersection Between Customers and Business03Navigating Media Transformation04Addressing a Broader Sustainability Mandate05Taking the Lead in Growth through Good:Perceptive CMOs06Key Brand ImplicationsCMO Navigator Fall 23 EditionThe definition of sustainability among CMOs is
104、widening,just like it is among consumers.CMO Navigator Fall 23 EditionCMOsCONSUMERS51%Using renewable energy63%47%Reducing consumption and waste64%37%Looking after the world41%36%Addressing economic security29%33%Looking after your community35%30%Addressing DEI and civil rights20%29%Being connected
105、to nature41%25%Looking after your country34%25%Addressing poverty26%24%Addressing mental health27%23%Addressing physical health26%22%Addressing access to education22%21%Addressing hunger27%Which of the below are included in your definition of sustainability?CMOs are ready to live up to the responsib
106、ilities consumers assign to global brands when it comes to advancing sustainability.CMO Navigator Fall 23 EditionCMOsCONSUMERS48%Global businesses47%44%National governments51%40%Everyday people51%34%Local governments34%31%Local businesses21%27%International coalitions33%15%Non-profit organizations11
107、%13%Philanthropists/donors9%Which of the following do you feel have the biggest responsibility to advance sustainability?At the same time,they concur with consumers that national governments and everyday people are also critical contributors.However,the share of solutions CMOs think sustainable busi
108、nesses should implement doesnt match the expectations of most consumers.CMO Navigator Fall 23 EditionCMOsCONSUMERS41%Make sustainable options(e.g.,products,packaging,and shipping)more affordable.57%39%Source products in ways that support the environment55%38%Rethink operations and production to redu
109、ce waste,toxicity,etc.54%37%Reduce carbon emissions55%33%Update product lines to offer sustainable choices to consumers46%33%Support the health natural ecosystems(e.g.,planting trees,farming bees,etc.)54%32%Offer sustainable shipping options45%27%Promote equity in the workplace(when it comes to heal
110、thcare,salaries,hiring,etc.)37%27%Reward customers who take action to preserve the environment(recycling,etc.)46%26%Source products in ways that do not cause harm to workers45%26%Produce educational content that raises awareness on the state of the environment.36%20%Encourage and support the second-
111、hand market.40%20%Donate to charitable causes that support the environment.39%Which of the following actions do you think sustainable businesses should take?The areas where CMOs sentiment is most disconnected from consumers are the support of ecosystems and that of the second-hand market.CMO Navigat
112、or Fall 23 EditionCMOs vs.CONSUMERSSupport the health of natural ecosystems(e.g.,planting trees,farming bees,etc.)-21 ptsEncourage and support the second-hand market.-20 ptsReward customers who take action to preserve the environment(recycling,etc.)-19ptsSource products in ways that do not cause har
113、m to workers-19ptsDonate to charitable causes that support the environment.-19 ptsReduce carbon emissions-18 ptsMake sustainable options(e.g.,products,packaging,and shipping)more affordable.-16 ptsSource products in ways that support the environment-16 ptsRethink operations and production to reduce
114、waste,toxicity,etc.-16 ptsOffer sustainable shipping options-13 ptsUpdate product lines to offer sustainable choices to consumers-13 ptsProduce educational content that raises awareness on the state of the environment.-10 ptsPromote equity in the workplace(when it comes to healthcare,salaries,hiring
115、,etc.)-10 ptsWhich of the following actions do you think sustainable businesses should take?More than 3 in 4 CMOs say that advancing sustainability is either critical or important for their business and report that most,if not all,of their strategic priorities have been realigned to support this goa
116、l.CMO Navigator Fall 23 Edition4%18%55%23%Its NOT A FOCUS.Our efforts supporting this have NOT YET IMPACTEDstrategic priorities.Its SOMEWHAT IMPORTANT.Our strategic priorities have ONLY PARTIALLYBEEN IMPACTED by our efforts supporting this.Its IMPORTANT.MOST of our strategic priorities have been rea
117、ligned to supportthis.Its CRITICAL.ALL our strategic priorities have been realigned to support this.To what extent is advancing sustainability important for your business and changing its strategic priorities?78%CMOs say advancing sustainability is CRITICAL or IMPORTANT for their businessIts CRITICA
118、L.ALL our strategic priorities have been realigned to support this.Its IMPORTANT.MOST of our strategic priorities have been realigned to support this.Its SOMEWHAT IMPORTANT.Our strategic priorities have ONLY PARTIALLY BEEN IMPACTED by our efforts supporting this.Its NOT A FOCUS.Our efforts supportin
119、g this have NOT YET IMPACTED strategic priorities.CMOs at start ups and B2C brands are more likely to say advancing sustainability is critical for their business.CMO Navigator Fall 23 EditionStart ups(117i);Retail(108i)+Financial Services&Insurance(117i);B2C(108i).Legacy brands(275i);Pharma&Healthca
120、re(275i);B2B(175i).“Advancing sustainability is CRITICAL for our business”“Advancing sustainability is NOT A FOCUS for our business”CMOs working in Pharma&Healthcare brands are more likely to say advancing sustainability is not a focus of their business.There are no striking differences between U.S.
121、and Canada CMOs.9%9%10%11%11%12%12%12%14%15%15%16%20%28%21%28%24%24%29%23%24%26%22%23%22%29%36%38%29%35%31%30%29%24%32%33%27%31%23%11%15%15%14%8%10%17%18%12%17%14%17%12%Offer sustainable shipping optionsSource products in ways that support the environmentDonate to environmental causesMake sustainabl
122、e options affordableReward customers who take action for the environmentSource products in ways that cause no harm to workersRaise environmental awareness through educationSupport the health of(natural)ecosystemsRethink productions&operationsUpdate product lines to offer sustainable choicesEncourage
123、 the 2nd hand marketReduce carbon emissionsPromote equity in the workplaceBreaking new groundAhead of most orgs.In line with most orgs.Behind most orgs.CMO Navigator Fall 23 EditionOn average a third of CMOs believe the organizations they work for are ahead of others in implementing sustainable solu
124、tions.Rate the extent to which your business is addressing the following actions connected to sustainability*Reported values reflect responses from CMOs who have identified the following actions as the responsibility of sustainable brands AND as being applicable to their business.38%Average for brea
125、king new ground+ahead most orgs.28%Average for in line with most orgs.14%Average for behind most orgs.4%4%5%5%5%6%6%7%7%7%7%9%9%10%17%7%11%12%10%16%9%9%11%12%9%17%Reduce carbon emissionsEncourage the 2nd hand marketUpdate product lines to offer sustainable choicesMake sustainable options affordableS
126、ource products in ways that support the environmentOffer sustainable shipping optionsSupport the health of(natural)ecosystemsPromote equity in the workplaceRethink productions&operationsSource products in ways that cause no harm to workersRaise environmental awareness through educationDonate to envi
127、ronmental causesReward customers who take action for the environmentNot addressing+plan toNot addressing+DONT plan toCMO Navigator Fall 23 EditionHowever,more than 1 in 5 CMOs report their businesses are not addressing some of the sustainable solutions they consider brands responsible for.Rate the e
128、xtent to which your business is addressing the following actions connected to sustainability*Reported values reflect responses from CMOs who have identified the following actions as the responsibility of sustainable brands AND as being applicable to their business.17%Average for not addressingcompri
129、sing6%who plan to address in the next 12 months.11%who DONT plan to address in the next 12 months.On average,1 in 10 CMOs report their businesses dont have plans to address said sustainable solutions.ALL ALL CMOsCMOs80%-100%1%4%60%-80%3%8%40%-60%8%13%20%-40%24%10%-20%32%5%-10%20%0 5%12%More than hal
130、f of CMOs report allocating between 10%and 40%of their budget to activities and investments tied to promoting their businesses sustainability efforts.CMO Navigator Fall 23 Edition%of last years budget allocated to marketing activities and investments tied to promoting your business sustainability ef
131、forts56%of CMOsCMOs who maintain that advancing sustainability is critical for their business and all of their strategic priorities have been realigned to support this goal are more likely to have allocated higher portions of their budget.CMOs who state”advancing sustainability is critical”CMO Navig
132、ator Fall 23 EditionWhen it comes to connecting what your organization does to advancing the sustainability agenda,which of the following have been your top 3 priorities?TOTAL TOP 2PRIORITY#1PRIORITY#1Establishing long-term goals(e.g.,“by 2030,we will”)70%38%Transforming our internal operations and
133、ways of working to act more sustainably as a business69%33%Transforming how our products and/or services are sourced,developed and delivered to ensure our output into the world is more sustainable68%33%Realigning core brand values more closely to sustainability67%31%Leveraging our marketing organiza
134、tion to create further awareness around sustainability issues66%31%Forming and supporting partnerships with organizations that are specialized in advancing sustainability (NGOs,sustainability consultancies,etc.)65%35%Inspiring and enabling our customers to adopt more sustainable behaviors63%31%Most
135、organizations focus on transforming how they work and how they source and develop products and services in their efforts to advance of sustainability.On the other hand,enabling consumers to adopt sustainable behaviors is seen less as a priority.Most CMOs feel confident about their ability to measure
136、 the environmental impact of their marketing organizations output and operations,but fewer can measure the impact of 3rd parties.CMO Navigator Fall 23 EditionALL ALL CMOsCMOsUnited United StatesStatesCanadaCanadaWe measure the environmental impact of our marketing organizationWe measure the environm
137、ental impact of our marketing organizations output and operations with wellwith well-developed tools and methodologiesdeveloped tools and methodologies,and we are ALSO able to measure the measure the environmental impact of the thirds parties we leverageenvironmental impact of the thirds parties we
138、leverage,such as suppliers,vendors,and partners.18%18%17%21%We measure the environmental impact of our marketing organizationWe measure the environmental impact of our marketing organizations output and operations,using wellwell-developed tools and methodologiesdeveloped tools and methodologies to d
139、o so.34%34%34%37%We measure the environmental impact of our marketing organizationWe measure the environmental impact of our marketing organizations output and operations,but the tools and methodologies the tools and methodologies we use to do so are in their early stagesare in their early stages.35
140、%35%36%34%We DONT measure the environmental impact of our marketing organizationWe DONT measure the environmental impact of our marketing organizations output and operations.13%13%15%8%How would you describe your marketing organizations ability to measure the environmental impact of its output and o
141、perations?Overall,CMOs in Canada report being more advanced in measuring environmental impact than those in the U.S.CMO Navigator Fall 23 EditionCMOs agree with consumers wider definition of sustainability and global businesses mandate to advance its agenda.A significant number of CMOs share consume
142、rs broadening definition of sustainability as going beyond purely environmental concerns,citing notions such as addressing economic security and looking after the community.CMOs and consumers are aligned in pointing to national governments,global businesses and everyday people as the entities most r
143、esponsible for advancing sustainability.CMOs report that advancing sustainability is important for their businesses,but struggle to address some of consumers expectations for sustainable brands.More than 3 out of 4 CMOs say advancing sustainability is critical or important for their business.However
144、,they struggle to address consumers expectations when it comes to supporting the health of the(natural)ecosystem and the second-hand market,and fall short on rewarding customers who take action for the environment.While they invest in promoting their businesses sustainable initiatives,most CMOs stil
145、l struggle to get a comprehensive view of Marketings environmental impact.Most organizations look inward and set long-term goals or focus on transforming how they work and how they source,develop,and deliver products and services to be more sustainable.However,they are less focused on externally fac
146、ing actions like inspiring and enabling customers to adopt more sustainable behaviors.More than half of CMOs feel confident about their ability to measure the environmental impact of their marketing organizations output and operations,but fewer can also measure the impact of the third parties they l
147、everage.Contents0101CMOs Optimistic Outlook Is Bolstered by Rising Performance02Investing at the Intersection Between Customers and Business03Navigating Media Transformation04Addressing a Broader Sustainability Mandate05Taking the Lead in Growth through Good:Perceptive CMOs06Key Brand ImplicationsCM
148、O Navigator Fall 23 EditionA new breed of CMO:The Perceptive CMOsShopping Habits Through Exclusivity&Convenience:Consumer Sentiment Study50Comparing the responses to identical questions we received from consumers and CMOs in our first three editions,a new breed of CMO emerged:Perceptive CMOs who are
149、 more successful than their peers by calibrating their strategies at the intersection where consumer wants and business needs overlap.We repeated the exercise in this Edition,identifying a group of CMOs who are more closely aligned to consumer sentiment in terms of the state and direction of the eco
150、nomy,their personal definition of sustainability,the notion of global businesses responsibility when it comes to advancing sustainability and the actions sustainable businesses are expected to take.Perceptive CMOs agree with consumers:The economy is not in a recession;The economy get better;National
151、 governments,global businesses and everyday people are most responsible for advancing sustainability;Personal definition of sustainability includes:reducing consumption/waste+using renewable energy+being connected to nature+looking after your community&the world;Actions sustainable businesses should
152、 take include:reducing carbon emissions+source products in ways that support the environment+rethink operations&production to reduce waste+support the health of(natural)ecosystems+make sustainable options more affordable.CMO Navigator Fall 23 EditionDEFINITION OF SUSTAINABILITYASSESSMENT OF THE ECON
153、OMY&ITS DIRECTION19%of CMOsCMOs aligned with consumer prioritiesPerceptive CMOsBRAND RESPONSIBILITY+EXPECTATIONS OF SUSTAINABLE BRANDSPerceptive CMOs are more focused on business transformation than their peers,and they are increasing investments in CX and media.Shopping Habits Through Exclusivity&C
154、onvenience:Consumer Sentiment Study5119%of CMOsCONSUMER WANTSBUSINESS NEEDSAccountability:Customer satisfaction&advocacy(115i)+Delivering digital transformation(117i)+Driving efficiencies(124i)+Brand health(118i)Role of Marketing in the Next 12 Months:Delivering business transformation(115i)+Develop
155、ing new products/services(112i)Strategies:Invest in digital CX(115i)+Increasing budget for growth(145i)+Increasing budget for innovation(133i)+Increasing media spend(123i)#1 Priority:Demand gen(116i)Country:Canada(118i)Brand lifetime:Legacy(114i)Generation:Boomer(180i)+Gen X(122i)Business Model:B2C&
156、B2B(108i)Company Size:Enterprise(122i)CMO Navigator Fall 23 EditionMeasuring marketings environmental impact:Well-developed internal tools&measuring third parties(150i)Their closer alignment with consumer wants may emanate from the fact they are more likely to be chartered with customer satisfaction
157、.52Perceptive CMOs continue to be more likely to have experienced revenue increases and,in fact,have experienced the most significant increases in revenue in the last 12 months.85%73%15%9%Perceptive CMOsPerceptive CMOsNon-PerceptiveNon-Perceptive%who have experience revenue increases in the last 12
158、months%who have experienced revenue increasing by more than 10%in the last 12 monthsvs.vs.CMO Navigator Fall 23 Edition53Perceptive CMOs continue to be more likely to see their budget increasing and are more likely to say that marketing has grown in importance over the last 2 years.85%77%84%70%Perce
159、ptive CMOsPerceptive CMOsNon-PerceptiveNon-Perceptive%who expect their budget increasing in the next 12 months%who say marketing has grown in importance over the last 2 yearsvs.vs.CMO Navigator Fall 23 EditionThey are also significantly more likely to consider their organizations well-prepared to fa
160、ce the economic environment.54Perceptive CMOs are more likely to think advancing sustainability is critical for their businesses and to have allocated higher budgets to marketing activities and investments tied to promoting their business sustainability efforts.CMO Navigator Fall 23 Edition34%20%45%
161、35%Perceptive CMOsPerceptive CMOsNon-PerceptiveNon-Perceptive%who say advancing sustainability is critical for their business%who say they allocated more than 20%of their budget to marketing their business sustainability effortsvs.vs.CMO Navigator Fall 23 EditionPerceptive CMOs are more closely alig
162、ned with consumer sentiment in a number of areas,including the actions sustainable businesses should take.Perceptive CMOs are aligned to consumers growing optimism on the state and direction of the economy.They also more closely reflect consumers definition of sustainability,and the actions sustaina
163、ble businesses should take.Perceptive CMOs find success in being more focused on business transformation than their peers,and in prioritizing CX and media investments.Perceptive CMOs are more likely to have experienced revenue growth and,in fact,more likely to have experienced significant revenue gr
164、owth(+10%)in the last 12 months.These business results inform Perceptive CMOs heightened expectation for increasing budgets,which they plan to leverage to further their investments in CX and media.They also report seeing business transformation becoming a larger part of the marketing mandate in the
165、future.Perceptive CMOs seem to view the advancement of sustainability as a competitive advantage.1 in 3 Perceptive CMOs say advancing sustainability is critical vs.1 in 5 Non-perceptive CMOs.Compared to their peers,Perceptive CMOs are also more likely to having allocated higher portions of their bud
166、gets to promoting their businesses sustainable initiatives.Contents0101CMOs Optimistic Outlook Is Bolstered by Rising Performance02Investing at the Intersection Between Customers and Business03Navigating Media Transformation04Addressing a Broader Sustainability Mandate05Taking the Lead in Growth thr
167、ough Good:Perceptive CMOs06Key Brand ImplicationsCMO Navigator Fall 23 EditionCMO Navigator Fall 23 EditionCMOs continued optimism is now reinforced by an upward trend in business performance and by budget increases.Most CMOs concur with consumers that there isnt a recession and are even more optimi
168、stic in terms of the direction of the economy.CMOs optimism is fueled by growing revenues,expectations of increasing budgets for most,and a perception of marketing as an increasingly important business function.While acknowledging the current economic environment,CMOs are less likely to say it has n
169、egatively impacted their organizations than 6 months ago,fueling a sense of preparedness.An improved economic environment leads mostCMOs to double down on investment&optimization strategies.Preoccupied by challenges in obtaining the data necessary to make timely decisions and by keeping digital nati
170、ve competitors at bay,a third of CMOs are mostly pursuing new strategies to respond to the economic environment.Rather than cutting costs,most CMOs are planning to reach consumers at this time by either increasing investments or optimizing their resources.However,almost half of CMOs question their o
171、rganizations ability to implement the strategies they consider crucial to thriving in this environment.CMOs are playing catch up with a transforming media landscape and rising customer expectations for sustainable businesses.Keeping up with emerging technologies and data obfuscation are the aspects
172、of media transformation that worry CMOs the most.CMOs agree with consumers wider definition of sustainability and global businesses mandate to advance its agenda.However,while most CMOs report that advancing sustainability is important for their businesses,they struggle to address some of consumers
173、expectations for sustainable brands,as well as some of their own.Perceptive CMOs ground their success in living at the intersection of consumer wants and business needs.Perceptive CMOs are more closely aligned to consumer sentiment than their peers on the state and direction of the economy,the defin
174、ition of sustainability and the actions sustainable brands should take.This alignment is reflected in higher investments in promoting their businesses sustainable initiatives.Marketing organizations led by Perceptive CMOs are fairing better in terms of revenues and budget increases.Perceptive CMOs a
175、re more likely to see business transformation playing a bigger role in the marketing mandate,and plan to increase their investment in the digital customer experience,as well as their media spend.The CMOs journey from now to next.About dentsuDentsu is the network designed for whats next,helping clien
176、ts predict and plan for disruptive future opportunities and create new paths to growth in the sustainable economy.Taking a people-centered approach to business transformation,we use insights to connect brand,content,commerce and experience,underpinned by modern creativity.As part of Dentsu Group Inc
177、.(Tokyo:4324;ISIN:JP3551520004),we are headquartered in in Tokyo,Japan and our 65,000-strong employee-base of dedicated professionals work across four regions(Japan,Americas,EMEA and APAC).Dentsu combines Japanese innovation with a diverse,global perspective to drive client growth and to shape society.Visit:;.