PROBIZ International - Vol-1 Probiz File final | Page 45

ability to measure the
ROI of their media spend
(digital and traditional)
or their trade spend.
Not surprisingly, 79%
expect to increase their
investment in marketing
analytics and attribution
in the next 12 months.
Marketers reported
being most concerned
with improving media
efficiency by limiting
advertising waste
across the digital
ecosystem. The top
three capabilities they
chose to make this
happen were: reach and
frequency measurement
(82% rated it the most
important capability);
ad viewability (73%);
and data management
platforms (62%).
There is good news
here for media agencies,
as 43% of respondents
reported plans to
increase spending with
their agencies over
the next 12 months.
This is likely due to
their confidence in
the agencies’ ability
to deliver a strong
return on investment,
as reported by 84% of
respondents.
Finally, the report
illustrates some of
the progress that
marketers have made
around omnichannel
marketing, which we
define as being media
agnostic and oriented
around customer
needs. Respondents
reported improvements
in aligning their media
channel strategy
with their primary
campaign objectives.
The most highly rated
campaign objective was
customer acquisition,
which was associated
with mid- and low-
funnel strategies that
favored digital media
channels like search.
In second-place was
brand building, which
was associated with
top-funnel strategies,
which favored traditional
media channels like TV
and radio.
Marketers and their
agencies are clearly
adapting to changing
consumer media habits
by taking a more
strategic approach
to their marketing
mix, but challenges
remain organizationally,
technologically and in
regards to consistent
ROI measurement.
As one marketer
said, “the industry
trend is definitely
moving quickly and
irreversibly towards
social media, digital, and
personalization with an
absolute requirement
for data and analytics to
understand the impact
of money spent on
media.”
Executive Summary of
Nielsen’s CMO Report
There has never
been a more dynamic
and challenging time
to be a marketer.
Since the advent of
the internet, fueled by
available high-speed
broadband and ignited
by the proliferation
of smartphones,
marketers have more
access to consumers
than ever before. We
are awash in data and
should be living in a
nirvana of actionable
insights.
The reality, however,
seems disconnected
from this promise. Over
the last 18 months,
some of the largest
and most influential
advertisers in the
world have spoken up
about their concerns
with digital advertising,
calling the supply chain
“broken” and pointing to
high incidence of fraud
and lack of brand safety.
Subscription video
on demand (“SVOD”)
services are decreasing
reach of traditional
marketing mediums like
TV and radio. The launch
of GDPR in the European
Union and related
privacy challenges
have added complexity
to the collection
and management of
consumer data. Combine
this with changing
consumer preferences
and zero-based
budgeting and it’s clear
that the job of the CMO
has become a more
delicate and dangerous
catwalk.
Across nearly all
business verticals
consumer packaged
goods, automotive,
retail, technology,
financial services
marketers are shifting
how they evaluate,
measure and budget
across media channels.
Marketing as a growth-
driver for brands
has never been more
important and CMOs
bear the brunt of
this responsibility.
They now oversee or
heavily influence not
only media spend,
but also investment
in the technology
and measurement
capabilities they need to
achieve and quantify real
business results.
The research,
based on in-depth
interviews and extensive
survey sheds light
on the strategic and
organizational challenges
CMOs face as they
adapt to unprecedented
change in the marketing
landscape. Respondents
made it clear that
digital media has had a
transformative effect
on their organizations,
August 2018
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