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Content Marketing Institute Releases 2020 Content Management & Strategy Survey

For the fourth year in a row, Content Marketing Institute conducted its 2020 Content Management and Strategy Survey to get a snapshot of how marketers use technology tools to help create, manage, deliver, and scale enterprise content and marketing.

NEW YORK, May 06, 2020 (GLOBE NEWSWIRE) -- For the fourth year in a row, Content Marketing Institute conducted its 2020 Content Management and Strategy Survey, sponsored by Sitecore, to get a snapshot of how marketers use technology tools to help create, manage, deliver, and scale enterprise content and marketing.

To see our analysis and download the full report visit: http://cmi.media/strategysurvey

Its important to note this survey was fielded in January/February 2020 in a pre-COVID-19 world. Here are a few things that stood out:

While many organizations reported having a content strategy and were working hard to do the right things, they also reported too many silos getting in the way (60% cited communication between silos as a top challenge). Nearly half (45%) were delivering on customer experience and 50% felt their ability to connect with audiences via insightful content was the top factor contributing to their success; however, many reported a lack of efficient processes for managing and scaling that content. Seventy-two percent (72%) reported their business views content as a core business strategy, but the investment isnt where it should be (63% are challenged with a lack of skilled staff).

This years survey is unique in that we fielded it pre-COVID-19. So, while we learned lessons, we also have new questions, says Robert Rose, Chief Strategy Advisor, Content Marketing Institute. For example, 73% of respondents said their companies either dont have the right content management technology in place or arent fully using what they have. Will that change in a post-COVID-19 world? As the shift to more remote work expands, will we see more collaborative content management and strategy features integrated into classic software suites?

More Key Highlights:

The top two considerations while planning content were driving our brands value proposition (82%) and showing empathy with customers values/ interests/pain points (78%). The most common approach to creating content was project focused/creating content in response to internal requests (43%). The top three reported content technologies in place were social media publishing/analytics (90%), email marketing software (84%), and content management systems (71%).

To view all CMI research and to subscribe to our emails visit: contentmarketinginstitutecom/research

About Content Marketing InstituteContent Marketing Institute is the leading global content marketing education and training organization, teaching enterprise brands how to attract and retain customers through compelling, multichannel storytelling. CMIs Content Marketing World event, the largest content marketing-focused event, is held every fall in Cleveland, Ohio, and ContentTECH Summit event is held every spring in San Diego, California. CMI publishes Chief Content Officer for executives and provides strategic consulting and content marketing research for some of the best-known brands in the world. Watch this video to learn more about CMI. Content Marketing Institute is organized by Informa Connect.

About Informa ConnectInforma Connect is a specialist in content-driven events and digital communities that allow professionals to meet, connect, learn and share knowledge. We operate major branded events in Marketing, Global Finance, Life Sciences and Pharma, Construction & Real Estate, and in a number of other specialist markets and connect communities online year-round.Press Contact:Amanda SublerAmanda.Subler@informa.com

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Now is the Time for Content Marketers to Embrace the Disruptive Change and Innovate - GlobeNewswire

Once the global lockdown ends and people around the world return to restaurants, shopping malls and offices, the increased risk of doing business in a post-pandemic world will begin.

In the United States, companies are urging the White House and Congress to enact measures to protect them from legal liability so that they cant be sued if someone contracts COVID-19 at their locations and blames the company. Without that shield, which labor unions and other workers groups oppose, businesses may decide to limit their work on environmental, social and governance factors, including climate change.

At this point, the social component has become all of it, and theres no bandwidth for anything else, Vlad Edelman, CEO and founder of social-marketing platform Targetable, which bills itself as the first virtual ad agency in the world, told Karma. Itll normalize. But its going to be a tough 12 to 18 months, particularly for retailers.

Impact investors have long sought ways to measure the ESG risk of both companies and portfolios. While the term covers three areas, its been mostly synonymous with climate issues over the past few years, with less attention given to the others. But that may be changing now, with the pandemic bringing social and governance issues such as those affecting human capital to the forefront.

As the business environment has shifted in the past decade to compel companies to appeal to a broader array of stakeholders, they have given their ESG-related goals and targets priority, according to a Standard & Poors blog post. We believe companies will now likely have to signal how theyll balance near-term concerns regarding economic viability with longer-term aspirations to be more sustainable.

Sustainability issues were front and center in both the public and private sectors before the pandemic, and the world cant afford to ignore them now, according to a McKinsey report last month.

Governments and citizens may struggle to integrate climate priorities with pressing economic needs in a recovery, it said. This could affect their investments commitments and regulatory approaches potentially for several years, depending on the depth of the crisis and hence the length of the recovery.

It may be easier to make climate issues a priority for businesses if they dont have to worry about the legal liability stemming from the pandemic.

White House chief economic adviser Larry Kudlow said last month on CNBC that businesses particularly small ones shouldnt have to fear trial lawyers putting on false lawsuits. And Senate Majority Leader Mitch McConnell, a Republican from Kentucky, told Fox Radio that theres an urgent need for a liability shield to prevent years of endless lawsuits.

But in a letter to congressional leaders on April 30, the Center for Science in the Public Interest argued that a liability shield would place food workers and the food-supply chain at risk, citing outbreaks of COVID-19 in the meat industry that have already shuttered plants and caused U.S. President Donald Trump to invoke the Defense Production Act to keep them running. The group also cited medical-products companies and nursing homes as industries where a liability shield would be detrimental.

It is the failure to take reasonable measures to protect employees and the public that have led, and will continue to lead, essential businesses to close and have resulted in further community spread of COVID-19, according to the letter. Thats the true threat to the economic recovery, it said.

Connecticut Sen. Richard Blumenthal told the Washington Post that McConnells proposal is a non-starter. Providing some kind of blanket immunity shield is an idea thats the result of the majority leaders imaginary boogeyman of a flood of lawsuits, a parade of horribles that is a political ploy, he said.

The ramifications of this battle are profound.

Getting the S part of the ESG investment wrong at this point will shut you down, Targetables Edelman said. Its become existential. You have one health scare, and youre done. Can you really imagine a brand surviving one health scare at this point?

Photo by Bruce Bennett/Getty Images

Continued here:
Will COVID-19 Lawsuits Overwhelm Reopening Businesses? - Karma

The strongest performers in terms of business growth in this year's Agency Report Cards tended to share some common themes that boosted their performance in a pre-pandemic 2019. Poring through the report cards and submissions complied earlier this year, we discerned some trends that helped drive growth for some of the industry leadersand scrappy insurgentsthat helped keep their heads above water in a challenging year.

In agency submissions and interviews, we noticed agencies across the board focusing on bagging more local contracts, relying on skills inherited from agencies they acquired or merged with, building out shiny new custom content initiatives, pitching intensively to make sure they were heard and seen while maximising their win rate by focusing energies on markets with higher odds of success.

Consider the case of industry-leader Ogilvy, which stands head and shoulders above the competition in terms of sheer size and in 2019, with its pace and scale of business growth. In Asia, the global powerhouse generated nearly-two thirds of its business from business in the region, with worldwide revenues from global accounts forming 35% from its top 50 clients in the region.

Ogilvy/Ponds

In Ogilvy's submission, six of the top 10 new business wins were local contracts. "This reflects an ever-increasing trend in our business that our most important client engagements are developed on the ground in markets," the agency's submission noted.

As these business growth leaders looked to sustain their momentum, several agencies inevitably found more success in specific markets. For example, New Zealand was a bright spot for DDB, led by CEO Justin Mowday and regional chief creative officer Damon Stapleton. As well as winning a slew of new clients and growing its existing business, helping it post record growth, New Zealand scooped an impressive number of industry gongs and was responsible for the most innovations.

Elsewhere, Mcgarrybowen's Hong Kong office played the hero, bringing in local favourites Vitasoy and Cafe de Coral (an AOR appointment across Greater China), and helped its largest client, Manulife, stand out from its rivals in a new product space that opened up because of regulatory changes.

Mcgarrybowen/Manulife

With new business harder to come by in 2019, some agency executives who managed to gain traction in a tough year spoke of intensely pitching and chasing down new deals. In the media space, for example, Mindshare's APAC CEO Amrita Randhawa spoke of being being extremely proactive with clients where Mindshare has some relationship locally or globally, as opposed to waiting for pitches to be called.

After being punched in the face the year prior, Mindshare got its new business mojo back in 2019. It returned to the very top of R3s New Business League with huge gains in both the number of wins (260) and estimated win revenue (US$84.6 million), we noted. The global Ferrero win from PHDwhich applied to India, Australia, Malaysia, Singapore and Philippines (but not China where Mindshare was conflicted)helped remove the sting of losing HSBC to PHD the year prior, reaffirming the networks ability to cooperate globally.

Mindshare/Ferrero

Elsewhere, David Tang, the Asia CEO of DDB described himself as a pitch junkie who oversaw his agency's ferocious pitching intent, taking part in as many as 110 in 2019, even as the competition scaled down its plans to preserve resources. This all-in approach seemed to work well for DDB, with the agency notable wins including BMW Asia, Vivo and Dairy Farm in Singapore, plus a variety of other blue-chip clients in other regions it could not publicly share.

To be sure, agencies that showed intent to grow their businesses had to word both harder and hungrier to bag new contracts and retain existing ones. For example, senior leaders attribute AKQA's new business success to less reliance on the traditional pitch process and stronger project work, forcing the team to works extra hard to prove their value.

To try to drive growth in a tough year, agencies that we felt showed strong business growth, looked for skills old and new in 2019. For example, growth in Reprises social-marketing business has been driven by the skills inherited from Society, the agency it subsumed in 2018. It now touts the largest Facebook creative study ever undertaken in the regionusing data points in new ways to advise brands on how to build creative for performance success.

However, agencies such as Iris, with its 'Insurgent Brands' initiative and UM, with 'UM Studio', found that content initiatives also helped drive business growth. In the case of Iris, Insurgent Brands, an internal strategy and ideology, along with the appointment of Rica Facundo as head of culture and Strayo de-Agarwal as lead healthcare planner also contributed to richer, more meaningful contentand catalysed business wins too. After a muted Q2, the agency recorded a strong Q3 in 2019, bagging new clients such as Netflix, Facebook, and Salesforce.

UM & Ensemble work for KFC hot n' cheezy burger

In UM's case, a key driver for growth was UM Studios, the custom content specialist division that it launched in eight more APAC markets in 2019. Led by newly hired head of content APAC Rajiv Jayaraj, who joined from Prodigious Worldwide, the division created work for several clients including Maybelline, KFC, McDonalds and Nestle. UM Studios is one of the ways in which the agency is diversifying the scope of work with its existing clients, we observed.

Many agencies that relied on their creative work to drive future business had a strong dose of purpose in their campaigns. AKQA's purpose-driven work utilising tech, for example, like its collaboration with the New Zealand Coastguard that integrated AI and data visualisation to assist the marine rescue operation centre.

Grey Group, which looked to carve out a more prominent role in the WPP network, relied on several purpose-driven campaigns like Volvos Living Seawall. First revealed in 2018, it used 3D printing technology to create wall tiles that mimic mangrove trees to hopefully, over a period of time, attract marine life back to Sydney harbour. Another was 'The Barbershop Girls of India' campaign for Gillette in India which garnered more than 16.5 million views on YouTube alone, and scored three Spikes and one Lion.

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Originally posted here:
Agencies worked harder and hungrier in challenging 2019 to drive business growth | Advertising - Campaign Asia

If you want to study somebodys beliefs and perceptions, study their behavior, especially when they are alone.Despite moments of despair and fear during this unique moment in history, I find myself incredibly inspired by how this experience offers an opportunity to understand human behavior in ways we never have before.Social distancing, isolation, and quarantine, provide a rare some may say, once in a lifetime unobstructed portal into the human experience. An opportunity for marketers to acquire a higher level of customer loyalty and advocacy than ever before.For example, what content do customers like to watch when they have no distractions? How do they engage in personal relationships when no demands are pulling them away? What do they want to eat when their regular workout routines are disrupted? How do their private personas differ from their public personas? How does isolation create visibility into the core of who your customers are?These points of view offer a look into a new Marketing paradigm.

Brands that can tap into and implement these insights into their Marketing strategies will come out of this pandemic stronger and more resilient than ever. They will be the ones with a clear competitive advantage the ability to transform the way they engage their audiences forever.

Read more:4 Best Video Game Marketing Strategies

Everything today is about COVID. And the current conundrum among marketers is how do we communicate during this time? How do we connect? How do we balance the need to remain relevant and top of mind, while demonstrating compassion and empathy? Should we sell? Should we hold back? Its a hard balance.Some are getting it right.Some are failing miserably.

Marketers, by their very nature, focus on the problems directly in front of them. Driven by economic demands, they utilize machine-based connections and historical data to inform reactive, immediate decision making. With a heavy reliance (or rather addiction to) machine-assisted audience collection platforms (the walled gardens of the world), marketers are often too focused on short-sighted gain. Short-sighted gain almost always comes at the sacrifice of genuinely understanding the causal relationship between the customer and the data.

The uniqueness of this pandemic is making machine gathered and historical data less actionable. Marketers are being forced to take a more holistic view of data and the humans behind the data, in real-time. Marketers are also being forced to think through multi-faceted Marketing strategies that address the needs of today, in ways that build long-lasting brand resonance tomorrow.

This means marketers will need to use human engagement, not machines, for collecting customer insights; take more proactive risks (in this less reactive climate) and do more things that connect directly with their customers.

Human nature dictates that people tend to only accept, believe and surrender to the thoughts and actions that are equal to their emotional state.

And right now, people want empathy. They are asking for it. According toKantars COVID-19 Barometer, 70% of consumers are seeking reassuring messages from the brands they trust, and 77% want guidance for navigating the new normal. Not surprisingly, social media consumption has skyrocketed 61%, but what is surprising is the content and tone of the conversations. They are becoming less superficial and getting more personal.

To communicate with consumers in todays COVID landscape, marketers must focus on identifying their audience(s) current need states and understanding their emotional drivers.

Heres how.

Marketers have lots of historical online and offline behavioral data on their audiences. But now, thanks to captive content consumption brought on by COVID-19, marketers also have direct insight into how their audiences work, engage in content, and consume tangible or digital products while in isolation (or while practicing social distancing).

Mapping historical data with real-time behavioral trends of today gives marketers a more robust unified view of their audience(s). Marketers can then leverage this information to define distinct cohorts and build future-based predictive models, unlocking limitless opportunities for enhanced value exchange.

Read more:How Precise Location-Based Advertising is the Future of Mobile Marketing

The process illustrates a six-step blueprint for deriving customer intelligence signals in the current landscape.

Work with your agency or data partner to align what data you currently have in your arsenal. What online and offline data points can you see today? Are you able to combine and normalize this data, or is the data in silos? What media signals can you access? Do you have a DMP where you can unify this data against media signals?

Once you have a more unobstructed view into your dataset, run a correlation analysis to establish what data points are trending and align with the use cases most relevant to your brand.

This enrichment process can be done with your brands customer data platform, or with your agency/consulting partner in a data clean room. Use the correlation analysis gathered from step one to build your high-level cohorts. Refine these cohorts once first-party customer data is introduced.

Establish a direction on how to define need states for your brand a work back process that aligns brand positioning, creative and qualitative data. These needs states should then be validated in a quant methodology using context-based definitions from past media engagement.

Where are there glaring opportunities that your brand has not yet considered? Is there an opportunity for rapid messaging and creative changes? Work with your internal creative teams to pull through these opportunities, insights, and recommendations.

This is a data, creative and psychological intense process using the derived insights from step four to develop two to three loyalty triggers per cohort. Map your messaging to these cohorts. It will be essential to lead with empathy; weave in comfort, entertainment, and responsibility, and focus on a non-traditional value exchange for your audience(s) (less selling, more giving and helping).

Lead with a digital-first strategy. Ride the streaming wave (OTT and CTV). Enrich data with a messaging resonance score for ongoing media execution.

COVID-19 has created uncertainty for marketers who rely too heavily on walled gardens to tap one-dimensional audience data. Marketers who use this pandemic as an opportunity to create a new, higher level of empathic value exchange and consciousness will be the ones to better connect with their customers today while preparing for the new normal of tomorrow.

Read more:Time To Get Social: Prioritizing Social Marketing Strategies

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Human-To-Human Marketing: 6 Steps to Cracking the Consumer Code - AiThority

New York, May 06, 2020 (GLOBE NEWSWIRE) -- Reportlinker.com announces the release of the report "Post-pandemic Growth Opportunity Analysis of the Marketing Automation Solutions Market" - https://www.reportlinker.com/p05891685/?utm_source=GNW

MAS serve the small- and medium-sized business segment and the enterprise segment.MAS are a global technology, and this document focuses and analyzes trends in North America, Latin America, Europe, the Middle East and Africa, and Asia-Pacific for the MAS market.

There are more than 30 vendors for global MAS.Through primary and secondary research, this document explores the drivers and restraints to the adoption of MAS for businesses during the global COVID-19 pandemic from 2020 to 2025.

The virus originated in China in late 2019 and has spread globally in the last four months, resulting in national lockdowns, shelter-in-place declarations, social distancing, and an increase in remote working for businesses and educational institutions. The document presents two likely scenarios in the conservative and aspirational forecasts from 2020 to 2025 with the COVID-19 pandemic causing a market slowdown and a recovery period of 18-24 months for the conservative forecast, and an assumption that the COVID-19 virus is contained by August 2020 and the global markets will be able to fully recover by the end of 2020 for the aspirational forecast. Each forecast examines drivers, restraints, and trends that will lead to more businesses investing in MAS during the pandemic and the likelihood of future growth past the pandemic. The document also touches on a unique growth opportunity within the market and enterprise solutions industry as a whole with a predicted opportunity size in five years and a timeline for action. The document seeks to answer the following questions: What will be the effect of the global pandemic on global MAS adoption? What technology trends will be focused on during the global pandemic? How will the drivers and restraints impact the growth of the market? What are the conservative and aspirational forecasts for the MAS market from 2020 to 2025? What are customers looking to do with MAS adoption in the wake of the global pandemic? How will MAS help the global pandemic effects? What unique growth opportunity is in the market today? What are select MAS vendors doing to help their customers in the wake of the global pandemic? What is the future outlook of MAS adoption after the pandemic?Read the full report: https://www.reportlinker.com/p05891685/?utm_source=GNW

About ReportlinkerReportLinker is an award-winning market research solution. Reportlinker finds and organizes the latest industry data so you get all the market research you need - instantly, in one place.

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Post-pandemic Growth Opportunity Analysis of the Marketing Automation Solutions Market - GlobeNewswire