1、FEBRUARY 2024THE NEW CREATIVE PARADIGMHOW AI IS TRANSFORMING VIDEO AND CONTENT PRODUCTIONThis report would not have been possible without the significant contributions of the hundreds of marketing industry leaders who contributed their time and insights in support of this research.To all of them,we

2、say thank you.ACKNOWLEDGMENTSPREMIER SPONSORKNOWLEDGE CENTER PARTNERNOTICEThis report contains brief,selected information and analysis pertaining to the advertising,marketing and technology industries and has been prepared by Verista Part-ners Inc.d.b.a.Winterberry Group.It does not purport to be al

3、l-inclusive or to contain all of the information that a prospective manager,investor or lender may require.Projections and opinions in this report have been prepared based on information provided by third parties.Neither Winterberry Group nor its respective sponsors make any representations or assur

4、ances that this information is complete or completely accurate,as it relies on self-reported data from industry leadersincluding advertisers,marketing service providers,technology developers and agencies.Nor shall any of the forgoing(or their respective officers or controlling persons)have any liabi

5、lity resulting from the use of the information contained herein or otherwise supplied.All trademarks are the property of their respective owners.Copyright Winterberry Group 2024 All rights ReservedThis whitepapers purpose is to bring clarity to a complex and evolving topicthe video and content produ

6、ction supply chainin the era of AI transformation.In the process of developing this paper,Winterberry Group surveyed more than 250 decision-makers at brands across the US and UK and conducted in-depth interviews with dozens of industry experts and influencers in the creative production and content c

7、reation market.The result is an evidence-based examination of the current-state and developing changes within the creative production and content creation landscape given the continued growth of machine learning and the newly accessible and potentially transformative impact of generative AI,how each

8、 phase of the content lifecycle is being impacted and where the market is headed.WINTERBERRY GROUP AUTHORSBruce BiegelSenior Managing PartnerCharles PingManaging Director,EMEABrittany MeeksEngagement DirectorIsabel StackConsultantMadeline te RieleAssociate3INTRODUCTION4TABLE OF CONTENTSTABLE OF CONT

9、ENTS06 Executive Summary08 Introduction11 Understanding the New Production Paradigm13 Production In the Era of Artificial Intelligence16 Content Lifecycle Phase I:Planning18 Content Lifecycle Phase II:Process Management and Governance21 Content Lifecycle Phase III:Measurement23 Market Outlook26 Glos

10、sary 27 Methodology5TABLES AND CHARTSTABLES AND CHARTS08 Time Spent Per Day with Digital Versus Traditional Media in the United States09 US Media Spend on Digital Video vs.Linear TV10 Global Video and Digital Content Production Spend 12 Creative Production and Content Creation Lifecycle15 AI Use Cas

11、es for Creative Production and Content Creation 21 Data Feedback Loop for Creative Production and Content Creation Measurement6EXECUTIVE SUMMARYEXECUTIVE SUMMARYCreative and content production is in the midst of an evolution,driven by changing consumption patterns,the proliferation of digital media

12、channels,the growth of video-centric advertising,elevated consumer expectations for relevancy and the democratization of content creation.The pace of evolution is accelerating rapidly as the use cases for artificial intelligence(AI)including machine learning and generative AIcontinue to expand acros

13、s the creative and content lifecycle.There are significant obstacles to these advancements,however,as organizations grapple with siloed scopes of work and decision-making,a fragmented content creation landscape and the inherent risks in utilizing generative AI,including:Regulatory uncertainty Lack o

14、f clarity in cost and resource intensiveness Potential bias Limited trust in AI-generated content Variability in quality and consistency These challenges will be overcome by brands and agencies through a combination of organizational change management,a structured approach to testing and expanding t

15、he use of AI and through leveraging the right internal and external resources who can provide creative production and content creation strategy,governance,data and insights.Brands are shifting budgets to meet customers where they are,focusing on the video-centric content they increasingly engage wit

16、h.According to media spend forecasts,spending will continue to follow consumers as their attention migrates across linear and digital media channels.The downstream impact is that the design,execution and management of creative and content production spending must evolve,supporting demand across an e

17、xpanding range of channels,platforms and formats.The new production paradigm requires a more holistic approach to planning and design,challenging historical models and silos.Brands and agencies must now consider where the content will run and who the audience is,along with the creative concepting,be

18、fore incorporating brand strategy,brand guidelines,any necessary mandates and overall return on investment.This forward looking view will require integration across silos,with involvement from media planning,(audience)analytics and data and production to complement creative and strategy.While machin

19、e learning(ML)has been entrenched in marketing for years as part of activation,optimization and measurement,generative AI(GenAI)is the next innovation frontier.While only recently widely accessible,many brands and agencies are utilizing some form of generative AI in their creative and content produc

20、tion efforts today,particularly on the earlier stages of the process supporting research distillation and concept ideation,creative and content creation,directors treatments,pre-activation versioning,reformatting and testing.GenAI will be the primary driver of automation and efficiency,particularly

21、on repetitive tasks such as coding and versioning.GenAI fosters faster cycle times,accelerates time to concept and speed of content creation while delivering on personalization and high volume adaptation,versioning and reformatting to support the range of campaigns,channels and platforms being utili

22、zed.It can also be utilized in post-production,visual and audio effects,saving valuable time in the process.Despite regulatory uncertainty and an increasingly visible carbon impact,marketers are going to rapidly accelerate their investments across AI use cases.However,as demonstrated throughout 2023

23、,they are going to manage the risk carefully.Brands and agencies must take a structured approach to testing and expanding AI use against specific use cases,setting KPIs and milestones to measure progress and adjusting or expanding to ensure they dont fall behind the market,impact sustainability goal

24、s or subject their brands to negative media risks.7EXECUTIVE SUMMARYWhile it remains unclear how and when the regulatory environment surrounding AI usage will evolve,it will take timelikely 2-3 yearsto resolve.Consequently,rules,regulations and potentially case law will likely vary across geographie

25、s and states.To minimize the risk of bias,misalignment with brand guidelines and mandates,inconsistency or variable quality,human intervention for inspiration,review and validation is essential.Managing the growing complexity in the content creation landscape requires a measurement-driven approach a

26、nd unbiased,third-party production support.Data-driven insights and benchmarks will support strategy,execution and measurement across the content lifecycle,and brands and agencies must leverage the wide array of production data available beyond costs,including asset use and re-use,frequency,longevit

27、y and wear down,cycle times,speed-to-delivery and adherence to brand and corporate guidelines and mandates such as sustainability and diversity,equity and inclusion(DE&I).According to a recent survey of over 250 enterprise and middle-market marketing and agency executives responsible for creative an

28、d content production,88%of brands are leveraging a combination of in-house resources and independent,third-party production and content lifecycle management advisors(PCLMAs)to help optimize budgets,validate and coordinate the right partners,negotiate fees,define ways of working,provide transparency

29、and governance and deliver critical insights,benchmarks and recommendations to support continuous improvement across the creative production and content creation landscape.GenAI cannotand will notreplace creativity.While GenAI can create efficiencies and support creative concepting by drawing insigh

30、ts from historical content and trend data to generate suggestions,human creativity is essential to ensure authenticity,deliver genuinely new concepts,curate and validate GenAI outputs and avoid biased or non-compliant concepts.Global spend on creative production and content creation is expected to g

31、row rapidly,reaching$144.1 billion in 2026,almost doubling from$73.5 billion spent in 2020.The long term questionand the opportunityis how to best leverage that investment effectively,efficiently and sustainably as AI solutions evolve and spend is continuously reallocated.Brands and agencies must pl

32、an for and manage more complex pro-ductions as desired channels,platforms and formats become more fragmented across a wider range of creators inside and outside of traditional agency models.1.WINTERBERRY GROUP(2023)8INTRODUCTIONSocial media use continues to expand as Meta(via Facebook and Instagram)

33、and TikTok provide more engaging,video-centric content,while YouTube drives continued growth in online video viewership.Marketers and agencies have shifted media budgets to meet consumers where they are,while shifting advertising budgets to meet them how they wantthrough digital video and content.No

34、t only are these driving forces changing the marketing landscape at large,but they are directly influencing the production process and the content supply chain.These market dynamics have added complexity throughout the creative and content production lifecycle,ranging from who needs to be involved(a

35、nd when)to demand from brands for greater transparency and oversight of the process(and partners)to the need for more granular measurement and insights across their entire marketing investment.This evolving paradigm is further impacted by a pivotal inflection point driven by transformative advances

36、in AI.Media consumption has changed dramatically over timeboth expanding and fragmenting from traditional channels like print and linear TV to a growing number of digital options that are increasingly video-led.Today,American consumers spend almost eight hours per day with digital media,over 60%more

37、 than the INTRODUCTIONSource:Statista(2023)2012 2023E,hours2002120222023E4.177.475.726.377.835.527.025.007.324.887.574.62 Digital TraditionalThere has been a clear decrease in linear video,as well as a shift in consumer behavior around video viewing and sharing through social and digital

38、video.These flagship TV campaigns arent driving the same cultural change and sales they used to.Executive Director at Global Content,Data and Media Agency FIGURE 1 TIME SPENT PER DAY WITH DIGITAL VERSUS TRADITIONAL MEDIA IN THE UNITED STATESAs consumers have migrated from traditional media to digita

39、l channels over the past decade,advertising has followed suit.“Cord-cutting”has become commonplace,particularly in the US,with an explosion of streaming options available.Consumers are spending more and more time onlineat home,at work and elsewhere as phones continue to get“smarter.”9INTRODUCTIONtim

40、e invested in traditional media formats each day.This is in stark contrast to ten years ago when consumers spent roughly 80%more time on traditional media.And when it comes to video media,linear TV viewership is in decline as consumers spend more time watching video content across social media,conne

41、cted TV and other digital media.Consumers have gone from almost exclusively watching long form,full episode player(FEP)content on linear TV to a mixture of FEP,branded content and short form video across digital channels.To meet the customer where they are,brands are strategically redirecting media

42、spending toward digital channels,anticipating the ongoing decline of linear TV viewership.Digital video,on the other hand,is experiencing substantial growth,projected to reach 63%of total video-driven media spending in 2024,up from 39%in 2020.As viewers watch more and more video content digitally,me

43、dia buyers have greater ability to deliver personalized experiences for these audiences.To support consumer viewing habits and market demand,advertising continues to shift toward video from the largely static world it once inhabited,and as such the options for video advertising across connected TV,o

44、nline video and social media continue to expand.This digital expansion,while opening new avenues for advertising,has also injected complexity into the production process.There is growing demand for higher volume,shorter cycle times,greater flexibility in format and re-use potential.The days of produ

45、cing big budget TV ads separately from digital creative and content are in the pasttodays marketers and agencies are developing,producing and delivering creative and content to reach audiences across channels and platforms and support use cases across the full marketing funnel from brand awareness t

46、o downstream performance.To meet these demands,marketers are increasing investment in video and digital content production,with global spending expected to reach$121.2 billion by 2024,growing at a compound annual rate of 13.3%from$73.5 billion in 2020.Notably,the US is anticipated to contribute appr

47、oximately 47%of this total spending,amounting to$56.8 billion.20-24E Media Spend CAGR:Linear TV*-11.6%Digital Video*+12.7%Source:Winterberry Group(2023)*Digital video includes social video,online video,and CTV,*Linear TV includes addressable2020-2024E(percent of total)202020224EFIGURE 2 U

48、S MEDIA SPEND ON DIGITAL VIDEO VS.LINEAR TV61%51%46%40%37%39%49%54%60%63%2.STATISTA(2023)OF MARKETERS PRODUCE VIDEO AND CONTENT PRIMARILY FOR DIGITAL MEDIA CHANNELS,WITH ONLY 15.9%PRODUCING PRIMARILY FOR LINEAR TV78.2%These marked shifts in consumption,media and format are reshaping how brands appro

49、ach the planning,management and measurement of creative and content development.A convergence between creative production and content creation is becoming more apparent with the proliferation of digital media channels and as use cases for creative and content begin to overlap,challenging historical

50、views of these efforts as mutually exclusive.Brands are adapting to this evolution by emphasizing asset lifecycle management for maximized re-use and longevity,committing to sustainability and diversity,equity,and inclusion,and embracing the rapid advancements in the creative development and product

51、ion landscape propelled by expanded accessibility and capabilities in AI.10INTRODUCTIONSources:Winterberry Group(2023),MediaRadar(2023),Winmo(2022),Fortune Global 500(2022),ROW includes APAC and Europe2020-2024E($US BB)202020224EFIGURE 3 GLOBAL VIDEO AND DIGITAL CONTENT PRODUCTION SPEND$4

52、9.2$91.6$42.4$39.4$73.5$34.2$53.8$99.5$45.7$58.5$108.3$49.8$64.5$121.2$56.8+13.3%US Rest of WorldTraditionally,creative and media operated in siloes,particularly since the rise of programmatic media.Creative and strategy teams conceptualized and delivered content,which was then passed to media for a

53、ctivation and optimization.The growing demand for creative and content that can be used and re-used to find audiences and individuals across channels and platformswhile maximizing engagement on each requires a more holistic approach to planning and design.Brands and agencies must now take into consi

54、deration where the content will run,who the audience is and the creative concepting before tying all three back to brand strategy,brand guidelines and any necessary mandates such as sustainability and diversity,equity and inclusion(DE&I).This means incorporating input beyond creative and strategynam

55、ely media and audience.This new paradigm also requires consideration up front for how the production process will deliver on all of the above.Incorporating a production and content lifecycle management advisor(PCLMA)in the early stages of the planning process can help ensure effective execution.Many

56、 brands,however,have not yet made these changessome lack the necessary clean data to help provide a complete,cross-functional view and many simply struggle with the magnitude of change management required to evolve an organization out of siloed decision-making.The combined impact of these challenges

57、 can be seen clearly in the budgeting process,where brands have struggled to evolve to a more strategic approach that addresses the growing complexity in the needs of the business.Higher volume,more complex production directives also demand more granular process management than the simpler campaigns

58、 of the past.With a wider range of agencies,partners and vendors involved,along with a sharp increase in the number of assets being produced,marketers are seeking greater transparency and closer oversight to ensure all necessary workflows and steps are completed efficiently and effectively.Brands ar

59、e prioritizing partners who can improve speed of delivery and reduce cycle times while maintaining a coherent creative vision.In fact,in the same survey of enterprise and middle-market marketing and agency executives,almost half of respondents cited speed of execution as a top three consideration fo

60、r selecting production agencies and partners.UNDERSTANDING THE NEW CONTENT PRODUCTION PARADIGMAs content production has evolved,brands are making changes to who is involved (and when),how the process is managed(and via which partners)and what is being measured to ensure continuous improvement,increa

61、sed ROI and compliance with key brand guidelines and mandates.OF MARKETERS ARE WORKING WITH TWO OR MORE PRODUCTION PARTNERS,WITH 12.7%WORKING WITH SIX OR MORE81%11UNDERSTANDING THE NEW CONTENT PRODUCTION PARADIGM3.WINTERBERRY GROUP(2023)12UNDERSTANDING THE NEW CONTENT PRODUCTION PARADIGMSources:Wint

62、erberry Group(2023);Gibbs,Jillian.The Marketers Guide to Creative Production(2023)PHASEPROCESS MANAGEMENT&GOVERNANCEPLANNINGMEASUREMENTDefinition Creative Strategy Data/Audience Media/Delivery Production and Content Lifecycle Management Advisor Creative Production partners/agencies Other resource pa

63、rtners/agencies(talent,music,etc.)Production and Content Lifecycle Management Advisor Creative Strategy Marketing Operations Procurement Production and Content Lifecycle Management AdvisorThe production planning phase provides a strategic roadmap for a project that clearly defines the metrics of suc

64、cess.It outlines in detail what will be achieved throughout the production process,by whom,when,on which channels,and at what cost.It includes key information such as the overarching strategy and approach,project overview,creative concept,budget,production strategy,brand and production guidelines an

65、d agreed upon deliverablesProduction process management and governance is the execution and coordination of resources,personnel,and schedules to ensure successful completion from concept to delivery.It requires oversight into bidding and awarding,production meetings,content creation,contracts,licens

66、ing and asset management,and involves considerable risk mitigation,ensures the production approach and strategy align to creative intention and ensures optimal value is achieved via objective,unbiased governance over the ecosystemProduction measurement provides understanding into production strategy

67、 effectiveness and needs for optimization,the cost and value of each asset produced throughout the content lifecycle and the productivity of partners involved.It includes an assessment of creative and production partners to ensure delivery in a cost-effective,efficient and timely manner and an evalu

68、ation of whether or not they delivered produced content that achieves creative expectations,corporate and brand guidelines,marketer KPIs and other relevant mandates(e.g.,sustainability,DE&I,etc.)Functional Roles at Brands or Agencies InvolvedAs brands demand more from their creative and content budg

69、ets to navigate a multi-channel,multi-platform and multi-format landscape,production measurement and insights have become increasingly critical to understand and improve efficiency and effectiveness.Brands need to know the true cost of an asset to ultimately understand the value,including hard costs

70、 such as fees for agencies and partners or costs of talent and locations but also soft costs in the form of time spent on creative and strategy,added cycle times throughout the process,approval delays and other inefficiencies.Brands must also gauge how well partners and vendors adhere to brand and p

71、roduction guidelines outlined in the planning phase to mitigate brand risk and ensure key performance indicators(KPIs)are achieved.As brands continue to evolve and make commitments to sustainability and diversity,equity and inclusion(DE&I),capturing,measuring and reporting on relevant metrics will h

72、elp brands fulfill these promises.While brands continue to pursue media optimization,they are increasingly focused on creative optimization,which requires a better understanding of whether assets deliver on creative expectations.Asset lifecycle management has provided a more granular way to determin

73、e the true value of a creative asset,leveraging insights on how and when creative and content assets are used or re-used,where and for how long.OF RESPONDENTS CITE SPEED OF EXECUTION AS TOP CONSIDERATION WHEN SELECTING A PRODUCTION PARTNER49.6%FIGURE 4 CREATIVE PRODUCTION AND CONTENT CREATION LIFECY

74、CLEGenerative AI(GenAI)is a broad term describing AI techniques that can generate new content.It utilizes deep learning,neural networks and machine learning to learn patterns from training data and create unique outputs.GenAI has only recently become widely accessible but has quickly become the most

75、 talked about innovation in recent years,with most marketers and agencies beginning to explore the myriad use cases GenAI can support.Despite widespread interest and exploration of generative AI,most companies have not yet established basic usage guidelines for the tools.Within the TV and digital vi

76、deo creative and content production lifecycle,GenAI currently has the largest impact on the earlier stages of the process,supporting concept ideation,faster creative and content creation,pre-activation versioning and reformatting.While GenAI can support creative concepting by drawing insights from h

77、istorical content and trend data to generate suggestions,human creativity is essential to deliver genuinely new concepts,curate and validate GenAI outputs and avoid biased or non-compliant concepts.GenAIs ability to rapidly generate high volumes of content supports faster cycle times and accelerates

78、 speed to concept or brief.Before activation,GenAI can also be leveraged to support creative and content versioning and reformatting to support the range of campaigns,channels and platforms being utilized.OF MARKETERS ARE CURRENTLY LEVERAGING SOME FORM OF GENERATIVE AI TO SUPPORT CREATIVE DEVELOPMEN

79、T62.7%PRODUCTION IN THE ERA OF ARTIFICIAL INTELLIGENCEAs the content lifecycle evolves to support shifting market dynamics,AI,in the form of machine learning andmore recentlygenerative AI,is dramatically reshaping the process once again.13PRODUCTION IN THE ERA OF ARTIFICIAL INTELLIGENCEMachine learn

80、ing(ML)is a subset of AI that combines statistics and programming to give computers the ability to“learn”without explicitly being programmed,using algorithms trained on data sets to create models.ML has been embedded in marketing and advertising technology for years,supporting data-driven decision m

81、aking on vast amounts of data and supporting use cases primarily across activation,measurement and attribution.In the content production lifecycle,while ML also supports creative versioning and reformatting,it has the largest impact on the later stages of production(and activation),supporting creati

82、ve intelligence,measurement and attribution,channel selection and optimization use cases.Creative intelligence enables customization of creative content without third-party data,utilizing machine learning to analyze significant volumes of data to identify and improve on creative execution and suppor

83、ting optimization by delivering the right ads to the right audiences at the right time.MLs role in marketing measurement and attribution provides sophisticated,data-driven insights,informing upfront creative development and production planning.Generative AI can create content.With the right paramete

84、rs and environment,you can extract significant value,but youll always need human minds to give it the inputs.Global Director of Digital Innovation at Global Production and Content AgencyThe legal framework needs to catch up with the level of technological advancement.There are still limitations and

85、considerations that we need to use when educating our clients.Weve found there are stricter guidelines at the corporate level so there is going to be an element of correction over time.Chief Client Officer at Global Production and Content AgencyOF MARKETERS ARE CURRENTLY LEVERAGING(OR HAVE PLANS TO

86、LEVERAGE)CREATIVE INTELLIGENCE TO SUPPORT CONTENT DEVELOPMENT AND OPTIMIZATION92.9%14PRODUCTION IN THE ERA OF ARTIFICIAL INTELLIGENCEAI means we can make more for cheaper,but how does it become better?The ability to test and measure creative,and learn from it,is going to help our assets improve.With

87、 AI,we can test at higher quantities and at scale,our data will become better at predictive modeling,and we can vet ideas before building out creative assets.Executive Director at Global Content,Data and Media AgencyWhile the full impact of AI,and particularly generative AI,is yet to be seen,the mar

88、ket is at an inflection point where the reality of AI is beginning to catch up to the talk about AI.Marketers have begun to explore the potential benefits of generative AI while expanding the utilization of machine learning.Each of these technologies influences the production process in different wa

89、ys overall and within each production phase.Further complicating this transformation are the key challenges brands and agencies will face as they seek to leverage the power of AI,including:Regulatory uncertainty:Marketers using generative AI must navigate a complex(and evolving)regulatory landscape

90、to avoid legal challenges and liabilities.Lack of clarity in costs and resource intensiveness of AI:Training and fine-tuning generative AI models can be computationally expensive and resource-intensive,with the true cost of AI yet to be understood.Bias elimination:Generative models learn from the da

91、ta they are trained on,and any biases inherent in the training data can be reflected in the generated content,potentially alienating certain audiences and limiting brand adoption.Limited trust in AI-generated content:Consumers may have reservations about interacting with content generated by AI,espe

92、cially if they are aware of its artificial origin,and building trust and acceptance among users is required for successful implementation.Variability in quality and consistency:The quality of generated content can vary,and maintaining consistency in style and messaging is a challenge,requiring inves

93、tment in fine-tuning models and incorporating appropriate human intervention to ensure alignment with brand standards and a positive customer experience.As organizations continue to actively explore and implement generative AI in their marketing efforts,addressing each of these risksand adapting acc

94、ordinglywill be required throughout the content lifecycle.15PRODUCTION IN THE ERA OF ARTIFICIAL INTELLIGENCEGenerative AIMachine LearningConcepting/ideationCreative developmentContent creationCopywriting,translations,voice,music,talent Creative intelligenceMeasurement and attributionChannel selectio

95、n(to inform creative)Optimization (activation only)Versioning/iterations for campaignReformatting/resizing for channelsAI can create an infinite number of posts that allows you to optimize and find out which one performs,but the inherent risk with that strategy is the damage to the brand because of

96、consumer exposure to the units that do not work.Global CEO of Production at Global Holding CompanyFIGURE 5 AI USE CASES FOR CREATIVE PRODUCTION AND CONTENT CREATIONThe rapid increase in spending on digital video and CTV has resulted in the proliferation of content formats spanning the range of chann

97、els being utilized,accompanied by a sharp rise in content volume.This expansion supports use cases across the marketing funnel,demanding expanded creative testing and more frequent refreshes.These changing demand trends introduce complexity,particularly in the planning phase.Brands and agencies must

98、 now adopt a more holistic approach to upfront planning,considering key factors:Channel selection:Determining where an asset will run and the relative investment in each channelwill help inform specifications of the brief and scope of work,and requires incorporating perspective from media team(s)in

99、the planning process.Target audience:The growing demand for personalization and finding the right audiences and individuals across channels shape how content should be planned.Input from data teams is essential to understand intended audiences during the planning process.Integration of concept and p

100、roduction:Brands and agencies must now factor in not only media and data but strategy,creative and even compliance into the planning process to ensure the end goals for the content are incorporated into its development,which requires crossing(or dismantling)historical organizational silos.To effecti

101、vely navigate this multifaceted process and manage the escalating complexity,brands are turning to production and content lifecycle management advisors.These advisors play a crucial role in tracking and reporting critical insights to supporting decision-making,aiding in partner selection and providi

102、ng ongoing governance.Their role ensures accountability across the expanding array of contributors involved in the content creation process.16CONTENT LIFECYCLE PHASE I:PLANNINGCONTENT LIFECYCLE PHASE IAs content lifecycle management becomes more complex,effective,holistic planning is paramount to su

103、ccess.The planning phase encompasses the development of creative and content strategy,concept,brand and production guidelinesincluding compliance with sustainability and diversity,equity and inclusion mandatesalongside the proposed budget and deliverables for the production process.We are seeing a s

104、hift from TV and traditional channels towards digital and social,and we are expected to push out more content.How do we adjust the production model so we can do it more efficiently and not have such an overreliance on elaborate TV productions?How does the production process change so we can produce

105、content for the right channels in the right way,less reliant on the traditional linear TV model?Head of Marketing Communications at Multinational Restaurant ChainThe interlink of creative,tech and media has to be one seamless execution.Those handoffs create gaps which result in a lack of ability to

106、measure and create change.There are interests at odds,with opposing parties inhibiting others from getting the data they need.Global Head of Production Technology at Global Omnichannel Marketing Production AgencyGenerative AI will help agencies not be so reliant on manual content and creative produc

107、tion.It will speed up their time to market,especially when the programmatic strategy is already built and embedded into the workflow.Global Director of Digital Innovation at Global Production and Content AgencyPLANNING17CONTENT LIFECYCLE PHASE I:PLANNING Regulatory uncertainty Lack of clarity in cos

108、ts and resource intensiveness of AI Bias elimination Limited trust in AI-generated content Variability in quality and consistencyAI-DRIVEN TRANSFORMATIONS:POTENTIAL RISKS:Ideation and original concept generation,leveraging historical creative and content execution data Automation of the briefing pro

109、cess,predicting and auto-completing repetitive information,improving time to brief and minimizing risk of off-message content Data-driven creative intelligence to inform creative and content concept,brief and production strategy,leveraging vast amounts of in-market data to predict performanceAI SPOT

110、LIGHTIncreasing fragmentation in the production process requires more detailed process management and coordination,with a wider range of providers and partners for marketers to identify,select,manage and evaluate.This shift is also driving demand for data-driven insights and benchmarks to help infor

111、m vendor selection,cost budgeting,negotiation and savings.In response to the proliferation of content and digital assets being produced and stored and the burgeoning need for reformatting and repurposing of assets to extend their use across the customer journey,there is a pressing need for streamlin

112、ed content operations.In fact,45%of marketers surveyed cited dispersed data and content assets as a top challenge limiting their ability to create,manage and distribute content.Brands and agencies are addressing these challenges by integrating essential toolsContent Management Systems(CMSs)and Digit

113、al Asset Management(DAMs)creating a central hub for content.This integration,when leveraged effectively,not only facilitates easy access and tracking of assets but also enhances brand consistency,reduces local storage needs,promotes effective content reuse and allows for more efficient use and value

114、 from these technology investments.18CONTENT LIFECYCLE PHASE II:PROCESS MANAGEMENT AND GOVERNANCECONTENT LIFECYCLE PHASE IIProduction process management and governance has undergone a forced evolution to manage the growing complexity in the content lifecycle,resulting in the need for more transparen

115、cy as marketers leverage an increasing number of agencies,partners and vendors to deliver on a similarly growing number of produced assets for use across a wide range of channels and platforms.The handoff between media and creative creates gaps and results in an inability to measure and effect chang

116、e,inhibiting brands from getting the data they need.Third-party partners sit on a monumental amount of data that should inform what we do as creative and production teams.Global Head of Production Technology at Global Omnichannel Marketing Production AgencyOF MARKETERS CITED HAVING LIMITED TO NO BEN

117、CHMARKING DATA TO HELP INFORM VENDOR SELECTION AND PRODUCTION COST SAVINGS,DESPITE WIDESPREAD DEMAND43.7%PROCESS MANAGEMENT AND GOVERNANCE4.WINTERBERRY GROUP(2023)19We still do not have a full understanding of the cost of AI.It took a year to realize that the cost of keeping an NFT uses the same amo

118、unt of electricity that a small video studio uses in six years.The carbon footprint of an NFT is monumentalnot to mention the electrical and server power.No one knows the true cost of generating images let alone the cost of generating video.Were talking about AI the way we talked about digital 20 ye

119、ars ago when everyone acted like it was free.Whats the real cost of AI and how will we compensate for it?Global CEO of Production at Global Holding CompanyAmidst the growing global awareness and attention on climate change,many brands have made commitments to increase sustainability and reduce their

120、 carbon footprints.The Ad Net Zero initiative,initially launched in the UK in 2020,has gained global traction,with major companies in major markets around the world pledging to achieve net-zero carbon emissions from advertising operations by 2030.Simultaneously,brands and agencies are responding to

121、demands for diversity,equity and inclusion in advertising.These commitments have yielded robust business plans to ensure success,including requirements for staffing,partnerships and resources,introducing added complexity to the production process.In addition to adopting programs for climate accredit

122、ation and/or carbon offsetting,brands and agencies are prioritizing efficient resource management.Tactics such as virtual production studios,digital workflows and remote resources are being leveraged to minimize environmental impact.To align with DE&I goals,brands are diversifying hiring practices a

123、nd establishing and measuring themselves against new KPIs.Corporate mandates are increasingly shaping practices,impacting not only the organizations themselves but also influencing partner,vendor,and agency selection based on specific sustainability and/or DE&I metrics.CONTENT LIFECYCLE PHASE II:PRO

124、CESS MANAGEMENT AND GOVERNANCEThe production lifecycle structure is evolving.The brand has to set clear roles and responsibilities:they need to create a buy-in across the whole network of partners.The agency of record(AOR)has to shift their media or creative from big,anthemic campaigns to building a

125、 brand“toolkit”that can be used to assemble assets in a much more automated fashion.The production company will now need to develop the technology to assemble these assets,and the localization/distribution needs to be done as quickly as possible.Global Head of Production Technology at Global Omnicha

126、nnel Marketing Production AgencyOF BRANDS LACK THE NECESSARY GRANULARITY TO MEASURE INDIVIDUAL PRODUCTION COMPONENT COSTS TO SUPPORT PARTNER EVALUATION AND COST NEGOTIATION63.9%20CONTENT LIFECYCLE PHASE II:PROCESS MANAGEMENT AND GOVERNANCETier three adaptation will likely see the biggest impact,with

127、 value in added volume through the automation of scaling,cropping and adapting for dif-ferent channels.This reduces time(and cost)of artists when it comes to these repetitive tasks.In some places within the production lifecycle there will always be a need for human input,but where human impact is no

128、t adding value,AI will live.Global Head of Production Technology at Global Omnichannel Marketing Production AgencyOF MARKETERS CURRENTLY HAVE SUSTAINABILITY MANDATES IN PLACE,WHILE 88.9%HAVE DIVERSITY,EQUITY AND INCLUSION MANDATES IN PLACE81.7%Creation of original materialincluding image and video q

129、uickly by training on existing content data,reducing cycle time(and cost)High volume versioning and reformatting,reducing time and resource costs by eliminating repetitive tasks Post-production editing enhancements,including visual and audio effects AI-DRIVEN TRANSFORMATIONS:POTENTIAL RISKS:Regulato

130、ry uncertainty Lack of clarity in costs and resource intensiveness of AI Variability in quality and consistencySustainability is becoming more important for our clients.There are things we can do both at the agency and Holdco level.As technology has shifted to CGI and real-time rendering,the economi

131、cs are very favorable towards sustainability.If you can invest in the data and creative upfront,then you will have less of a footprint downstream,and that,is paramount.Chief Client Officer at Global Production and Content AgencyAI SPOTLIGHTInstead of assessing the value of a particular TV spot,brand

132、s and agencies are evaluating their video and content production efforts holistically,seeking to understand value at a component or asset level.As brands continue to focus on developing assets that can be leveraged across channels,platforms,audiences and formats,they must leverage data-driven insigh

133、ts from the production processand even from activationto inform the planning process and get the most from their content budgets.Content lifecycle measurement is especially important at a time when marketers are intensifying their focus on content optimization alongside the traditional emphasis on m

134、edia and audience optimization.Brands need to understand the value of what is producednot just cost,but when and where assets were run,at what frequency,for how long before effectiveness wears down,and morewhich is complicated by the shift toward component-based creative with seemingly endless combi

135、nations.Beyond asset value,brands are also seeking critical data on vendors and partners including creator productivity by content type(i.e.,which partners are most effective for the type of content being produced),speed of execution,sustainability,DE&I and adherence to brand standards,production gu

136、idelines and creative expectations.Consequently,there is a growing demand for production data and benchmarks to measure,evaluate,and contextualize KPIs,creating a feedback loop for future creative and content development.21CONTENT LIFECYCLE PHASE III:MEASUREMENTCONTENT LIFECYCLE PHASE IIIThroughout

137、the content lifecycle,a growing array of data is captured that can provide a feedback loop to gauge success in meeting brand objectives and to drive continuous improvement as brands and agencies transition to the next set of goals.FIGURE 6 DATA FEEDBACK LOOP FOR CREATIVE PRODUCTION AND CONTENT CREAT

138、ION MEASUREMENTPlanningDevelopment of the content roadmap,including the project overview,creative concept,budget,production strategy,brand and production guidelines and agreed upon deliverablesProductionExecution and governance of the production process,including coordination of resources,personnel

139、and schedules to ensure successful completion from concept to deliveryActivationDelivery and iteration of produced content in-market to desired audiences and individuals across relevant media channels and platforms to achieve marketing objectivesContent Production Data:Services and rights costs(tale

140、nt,fees,licenses,etc.)Technology and component costs Deliverables and assets Sustainability Diversity,Equity and Inclusion Cycle time,time-to-delivery Adherence to brand guidelinesContent Activation Data:Services,rights,media and technology costs Content use and re-use Ad longevity and wear-down Bra

141、nd experience Storage costsMEASUREMENTAI SPOTLIGHT Maximizing value of vast amounts of production data leveraging AI to query unstructured data for critical insights Shift in focus of production measurement toward cost per touch point,time to value and return on content spend rather than the more li

142、mited view of overall costs,as AI impacts cycle times,time spent,agility and the ability to personalize at scaleAI-DRIVEN TRANSFORMATIONS:POTENTIAL RISKS:Lack of clarity in costs and resource intensiveness of AI Variability in quality and consistencyThe biggest challenge facing brands and agencies i

143、n utilizing these insights lies in their ability to accurately track all components of the content lifecycle,whether due to organizational siloes creating gaps or simply lack of a tracking system to store and feed data back into the planning process.Brands will also need to understand what was creat

144、ed and by whom,particularly for AI-generated content,to facilitate comprehensive reporting that can be used to support any future regulatory compliance needs or to encourage consumer trust.22CONTENT LIFECYCLE PHASE III:MEASUREMENTWe are building out a creative insights engine for a client that colle

145、cts information from each channel what competitors are doing,whats performing welland then reports on their running campaigns.The data set with the language model on top will be very valuable.Our hypothesis is that everyone will have the same tools and data sets to provide an insights engine to prov

146、ide predictive briefing.The goal is to have this predictive briefing in real-time so that cycle times shorten significantly.Executive Director at Global Content,Data and Media AgencyMARKET OUTLOOKThe evolution of the new content production paradigm will continue to drive greater complexity across th

147、e content lifecycle from planning to measurement,yielding a series of impacts on the following fronts:Planning process:Many large enterprises and their agencies are actively transforming the planning process toward an integrated approach,as opposed to historically siloed efforts.However,full integra

148、tion of teams is expected to continue evolving through 2025,at which point media,data and audience,creative,strategy and production will be fully incorporated into a holistic planning process.Production and content lifecycle management advisors will play a significant role in ensuring a seamless exp

149、erience,offering support for vendor and partner selection and governance,as well as effective tracking,measurement,reporting and insights.Partner ecosystem:The current production landscape is highly fragmented.We expect to see a steady reorganization toward a regional center of excellence(COE)model

150、at creative agencies and brands alike.This shift involves transitioning from a decentralized model,where creative and content reside in silos with offshore execution,to a“hub-and-spoke”model.In this model,an in-region studio acts as the hub,hosting automation and technology,while support comes from

151、remote teams of dedicated staff and freelancers,the spokes.This transformation aims for technological efficiency,reduced travel costs,and a central location for planning teams at brands and their agency partners.Asset lifecycle management:As brands continue to shift focus toward the value and longev

152、ity of assets instead of the historical focus on traditional TV commercial spots,production management will be focused on asset lifecycle as much as content lifecycle.This involves early incorporation of resources across creative,strategy,data,media and production to help plan for and manage against

153、 the greater complexity inherent in the paradigm shift.It will also lead to a greater need for data,measurement and insights to provide a feedback loop on when,where,how often and for how long assets are utilized,generating value across channels and platforms.23MARKET OUTLOOKFive years ago,it was re

154、ally important to receive the brief and then execute as soon as possible,but our clients dont want that anymore.They are looking for production partners that are plugged into their marketing ecosystem.The age of specialization is going away,and we are seeing a lot more generalists because clients wa

155、nt to look at campaigns holistically.Production used to mean what happened at the end of the cycle,and now,its much more a part of the content development workstream from start to finish,back to the start again.Global Director of Digital Innovation at Global Production and Content AgencyOF MARKETERS

156、 EXPECT TO LEVERAGE ASSET UTILIZATION BY CHANNEL TO INFORM VIDEO AND DIGITAL CONTENT PRODUCTION PLANNING MOVING FORWARD76.6%AI,particularly generative AI,is poised to continue impacting content production,influencing planning,development and versioning,and reducing cycle times throughout the process

157、.With continued,rapid innovation expected in machine learning and generative AI-based tools,use cases and implementations,the only certainty is changedriving need for expertise and guidance to ensure brands arent left behind.Machine learning is already entrenched in marketing and advertising technol

158、ogy and holds transformative potential in the form of creative intelligence and optimization.Looking ahead,brands will be able to unlock value by combining the potential of generative AI and ML,inclusive of prompt-based video and content generation to complement or supplement the production of asset

159、s.GenAI remains an emerging category of AI,and we dont expect maturity parity between GenAI and ML for another 2-3 years as marketers first explore,then test,then embed and expand the use of generative AI into core processes.While it has become more widely accessible in the past year,parity with mac

160、hine learning cannot be achieved without a clarified and codified regulatory framework,a better understanding of the range of potential use cases given the pace of advancement and,ultimately,real process transformation at brands and agencies.The true downstream impacts of generative AI and newer ML-

161、based technology solutions like creative intelligence are unknown,prompting brands to address key considerations in preparation:Progression of AI usage:Given the widespread application and maturity of ML-based technologies and capabilities,brands should continue to test and expand AI use in line wit

162、h its business impact.Exploring newly accessible generative AI tools requires structured testing against specific use cases,setting KPIs and milestones to measure progress,adjusting or expanding to ensure they do not fall behind the market.Prioritizing time to value,cost per touchpoint,and return on

163、 content spend is essential to measure AIs impact,particularly in its evolving landscape.Regulatory uncertainty:It remains unclear how and when the regulatory environment surrounding the usage of AI will evolve as concerns are raised around intellectual property rights,copyright infringement and pri

164、vacy among others.As with privacy regulation,Europe will continue to drive AI-related regulatory frameworks and changes,with the US following with general guidelines that will likely take time to implementand these typically contain roughly 75%of what is originally proposed.Also,as is typical,there

165、will likely be variability across geographies and states as legislatures make their own decisions about state-specific rules and regulations.Lack of clarity in AI costs and resource intensiveness:While generative AI may offer expected benefits like minimizing travel and staffing costs,the true compu

166、tational and energy costs remain unknown.Brands need to balance these emerging costs against budgets and sustainability goals.Bias elimination:Given,amongst other challenges,the limitations of available training data,generative AI may always require human intervention to minimize the risk of uninten

167、tional bias in AI-generated content.GenAI outputs are as good as the data it is trained on,and challenges will continue to persist in both public and private environments.In public environments,the data tends to be incomplete particularly as certain types of content are restricted(e.g.,copyrighted i

168、ntellectual property).In private environmentswhere many brands are in early stages of testing as they seek to avoid risk of data leakage or potential regulatory misstepsmany organizations also lack complete data.Limited trust in AI-generated content:Despite improvements in detection technology and e

169、merging transparency tactics,brands will need to balance what couldand what shouldbe developed via AI.The negative brand impact of misattributing or not attributing AI-generated content accurately is significant,and multiple providers have created or are developing tools to track and/or certify AI-g

170、enerated content for better transparency in the market.While the technology aimed at detecting AI involvement is still in development and it will take time to resolve fully,market feedback suggests it will ultimately be trackable.In the meantime,consumer trust may rely in part on brands providing tr

171、ansparency into AI-related content practices.Variability in quality and consistency:As generative AI evolves,the risk of variations in quality and consistency persists due to limitations in available training data.Human intervention is crucial for quality assurance and to maintain alignment with bra

172、nd guidelines.Leveraging generative AI technologies is all about tangible added value.Nobody knows where the industry is going,but there are fundamental shifts in the ways we think about content production.Where is GenAI adding value now?Where do we expect it to add value in the short or long term?G

173、lobal Head of Production Technology at Global Omnichannel Marketing Production Agency24MARKET OUTLOOKTo effectively manage the content lifecycle within this new paradigm and in the era of AI transformation,brands and agencies must focus on critical adjustments to their people,processes,and partners:

174、Organizational impacts:Brands and agencies will need to determine the organizational impacts of utilizing various AI tools.Ultimately,there is unlikely to be a negative impact on creative resourcesboth in-house and external partners particularly those in planning or strategic roles that are required

175、 to deliver truly new and unique creative concepts.One area that will likely be impacted is the versioning and reformatting of content,where automation will likely reduce the need for certain roles.This automation,however,could positively impact sustainability by reducing on-site resource requiremen

176、ts.Integrated planning:Brands and agencies must adopt a more holistic approach to content lifecycle management,starting in the planning phase.Integration of planning and production processes involves contributions from creative,strategy,data,audience insights,media,compliance,and production and cont

177、ent lifecycle management advisors.This holistic approach considers the creative concept,channel selection,target audience,and alignment with brand guidelines and mandates.Measurement-driven approach:To keep pace with market evolution,brands and agencies must leverage data-driven insights and benchma

178、rks to support strategy,execution and measurement across the content lifecycle.Critical data goes beyond the wide array of cost components of content development and production,as marketers need insightsat both the content and asset component levelsderived from a broader range of metrics including u

179、se and re-use,frequency,longevity and wear down,cycle times and speed-to-delivery and adherence to brand and corporate guidelines and mandates (e.g.,sustainability,DE&I).Production governance:As content lifecycle management becomes more complex,brands and agencies can benefit from holistic,unbiased,

180、third-party support in the form of production and content lifecycle management advisors.PCLMAs help optimize budgets,select the right partners,negotiate fees,provide governance,and deliver critical insights and benchmarks to support continuous improvement.25MARKET OUTLOOKWe need to build for greater

181、 modularity with consideration for an omnichannel environment.We need an exosystemic approach to content with a greater strategic solution.You cant support production lifecycle management if you are disconnected.Global Head of Production at Global Holding CompanyOur production and content lifecycle

182、management advisor is our eyes and ears on the ground,working collaboratively with our creative agencies,ensuring our production and planning phases are being run in the most effective way.They have an independent view,acknowledging our strict production guidelines and making sure our agencies and p

183、artners are abiding by them.They ensure we have the most effective execution strategy and partners.Global Lead for Marketing Procurement at Multinational CPG Brand26GLOSSARYARTIFICIAL INTELLIGENCE(AI)The simulation of human intelligence processes by machines,especially computer systems.The ultimate

184、objective of AI is to emulate human behavior through processing information(leveraging techniques such as ML,making ML a subset of AI)and acting upon this information.ASSET LIFECYCLE Includes a series of stages involved in the management of an asset including conceptualization/creation,development,a

185、nalysis,optimization and its eventual repurposing or retirement.ATTRIBUTION The process of identifying and assigning credit to the various touchpoints or channels that contribute to a desired outcome(e.g.,conversion),leading marketers to better understand their marketing efforts in influencing consu

186、mer behavior across the customer journey.CONNECTED TV(CTV)Content accessed by apps and streamed over smart TVs,mobile or Over-The-Top(OTT)devices via an internet connection.CONTENT MANAGEMENT SYSTEM(CMS)An application designed to manage the creation,storage and distribution of digital content spanni

187、ng text,images,video and other multimedia elements across digital channels,such as websites,mobile apps and other online channels.CMS platforms enable users to take a simplified approach to creating,editing and managing digital content across their desired customer touchpoints.CONTENT SUPPLY CHAIN T

188、he end-to-end process that involves creating,managing and distributing content,encompassing the entire lifecycle of content production:from ideation and creation all the way through to distribution and performance analysis.CREATIVE INTELLIGENCE Platforms and solution providers that enable the custom

189、ization of creative content without third-party data,utilizing machine learning to analyze significant volumes of data to identify and improve on creative execution and supporting optimization by delivering the right ads to the right audiences at the right time.CYCLE TIME The total duration it takes

190、 to complete a full cycle of creation,development and delivery of a project.This metric measures the efficiency of the creative production process from initial concept to final execution.DIGITAL ASSET MANAGEMENT(DAM)An application designed for the systematic organization,storage,retrieval and distri

191、bution of digital assets(e.g.,videos,images,documents and other multimedia content).Designed to streamline the management of digital assets throughout their lifecycle through collaboration and version control.DIGITAL MEDIA CHANNELS Online channels where marketers can engage with target audiences via

192、 content marketing and advertising.These channels include but are not limited to websites,social media platforms,search engines,email,CTV,SMS/mobile push and video.FULL EPISODE PLAYER(FEP)A platform or tool that allows users to view full episodes of a television show,program or video content online.

193、It may include ad placements before,during or after an episode,granting marketers the opportunity to engage with audiences.GENERATIVE AI A subset of artificial intelligence with the capacity to create new,original content,including that of text,images or other media.It leverages machine learning(ML)

194、models to generate outcomes not explicitly programmed,but through the training of data,allowing for the production of diverse and creative outputs.LINEAR TV Traditional television broadcasting where programs are scheduled and delivered to viewers through a fixed linear programming schedule set by te

195、levision networks or broadcasters.MACHINE LEARNING(ML)A subset of AI;A series of methods,tools,models and algorithms to enable data-driven decision making on vast amounts of data.OPTIMIZATION Refining and improving various elements of a campaign(e.g.,targeting,messaging,media placements,etc.)to enha

196、nce overall performance and achieve better results of defined metrics(e.g.,conversion,engagement,ROAS,etc.).PRODUCTION AND CONTENT LIFECYCLE MANAGEMENT ADVISOR A company or service provider that specializes in helping businesses manage and optimize each phase of the creative production and content c

197、reation process,providing expertise,data and tools to streamline and enhance budget optimization,partner selection and fee negotiation while providing governance and insights throughout the process.PROGRAMMATIC MEDIA Automated,data-driven process of buying and optimizing digital advertising space in

198、 real-time using algorithms and various technologies to efficiently target and deliver ads to specific audiences,through real-time auctions and bidding systems.TIME-TO-BRIEF The time it takes from initiation of a project to delivery of a comprehensive brief,including the outlining the objectives,goa

199、ls and requirements of a project or campaign.TRADITIONAL MEDIA CHANNELS Conventional channels and outlets that are non-digital,historically used for mass communication and advertising with a broad audience in mind.These channels include but are not limited to linear television,radio,newspapers,magaz

200、ines,direct mail and billboards.GLOSSARY 27METHODOLOGYWhich of the Following Best Describes the Industry for Which You Work?MEDIA(BROADCASTERS,STREAMERS,THEATER)41.7%RETAIL 19.8%HEALTHCARE/PHARMA 9.9%BFSI:BANKING,FINANCIAL SERVICES,AND INSURANCE 7.1%CONSUMER TECHNOLOGY 6.0%CABLE/TELECOM 4.4%TRAVEL/H

201、OSPITALITY 3.2%AUTOMOTIVE OEM 2.8%ENTERPRISE B2B TECH 2.4%CPG/FMCG 2.0%GOVERNMENT 0.8%OF RESPONDENTSINDUSTRYCountry GeographyUK33.7%US66.3%METHODOLOGYThe insights in this report were validated by extensive industry research,including a survey conducted in July 2023 of 252 experienced US and UK-based

202、 brand decision makers and influencers within the content production market,with both technical and non-technical backgrounds,appertaining to a broad array of industries,business sizes and organizational functions.We are indebted to the diverse set of industry experts who provided their opinions in

203、interviews conducted between November and December 2023.The companies involved in this effort and to whom we owe our gratitude include:MARKETING 43.3%MARKETING OPERATIONS 28.2%EXECUTIVE LEADERSHIP/MANAGEMENT 12.3%CREATIVE 11.5%ECOMMERCE/DIGITAL 1.6%AGENCY MANAGEMENT/OPERATIONS 1.2%MARKETING COMMUNIC

204、ATIONS 1.2%PROCUREMENT/SOURCING 0.8%OF RESPONDENTSFUNCTIONAL ROLEWhich of the Following Best Describes Your Department or Current Functional Role Where You Work?Omnicom/GSD&MOmnicom/eg+WorldwidePublicis GroupeSC JohnsonStellantisSubwayTim HortonsWalmartAppleBacardiComcastConstellation BrandsDentsu/T

205、ag Worldwide DiageoDiscoverExxonMobilGoogleIBMInvisible NorthLOralLiberty MutualMarsMedia.MonksMetaMicrosoft28METHODOLOGYApproximately How Much Does Your Organization Spend on Video and Digital Content Production Annually?US Respondents,$USDApproximately How Much Does Your Organization Spend on Vide

206、o and Digital Content Production Annually?UK Respondents,GBP$5.1-10MM43.7%$10.1-50MM25.7%$2.6-5MM21.6%$50MM+9.0%3.6-20MM63.5%20MM+9.4%85,001-1.5MM9.4%1.6-3.5MM16.5%DONT KNOW1.2%Approximately how much does your organization spend on total marketing annually?US Respondents,$USDApproximately how much d

207、oes your organization spend on total marketing annually?UK Respondents,GBP$51-100MM43.7%$101-250MM44.3%$251-500MM7.8%$500MM+4.2%36-85MM70.6%86-175MM+4.7%175MM+9.4%21-35MM15.3%Approximately,What Was Your Companys Revenue in 2022?US Respondents,$USD$500MM-999M46.1%$1BB-2BB23.4%$100MM-499MM18.6%$2BB+12

208、.0%Approximately,What Was Your Companys Revenue in 2022?UK Respondents,GBP351MM-650MM55.3%176MM-350MM28.2%650MM+16.5%ABOUT OUR PREMIER SPONSORAdvertising Production Resources(APR)is a Woman-Owned&Women-Led content creation optimization consultancy that oversees over$1 Billion in annual production sp

209、end and agency fees for approximately 70 advertisers around the globe.With hands-on production experience in TV,Print,OOH,Digital Videos,Web,Mobile,Social,and Experiential,our 150+team members around the world collaborate with advertisers and their creative resources to establish best practices&loca

210、te efficiencies in their content creation ecosystems.Through our integrated approach and world-class benchmarking-powered by ACERO,the worlds largest proprietary database of production investment-we drive innovation,improve production acumen,and increase return on investment for all our clients.For

211、more information,visit .Winterberry Group is a strategic consultancy specializing in advertising,marketing,data,technology,commerce and media.We serve executives across our sectors who seek the right roadmap for growth in a continuously transforming ecosystem inclusive of the private equity sponsors

212、 who are investing in the industry.With our deep industry,operational and M&A expertise,we make strategy actionable.Our market intelligence provides unprecedented and actionable insight that gives our clients a competitive edge to increase stakeholder value.Through our highly collaborative approach

213、we create internal and external alignment that efficiently moves a company from strategy to planning to action.We effectively transfer knowledge that empowers teams to take ownership for implementationshortening the distance to impact.ABOUT WINTERBERRY GROUPGrowth StrategyCorporate strategy that dri

214、ves growth is at the heart of what we do.We work with clients to identify core competencies,evaluate strategic alternatives and build comprehensive,actionable growth plans.Operational Design We guide brands and marketing practices through business process planning efforts aimed at helping them achie

215、ve last-ing competitive advantage.Mergers&Acquisitions We leverage our industry knowledge to help financial investors make sound,value-driven investment decisions.Market Intelligence We maintain an active research and publishing practice that gives our consultants direct access to insights from senior industry executives and complements our client engagements.WINTERBERRY GROUP SERVICESCONTACT USBruce BiegelSenior Managing PCharles PingManaging Director,EMEABrittany MeeksEngagement DIsabel StackCMadeline te RieleA 61 Broadway,Suite 1030 New York,NY 1000629SPONSOR/ABOUT WINTERBERRY GROUP