Page 64 - Adnews Magazine November-December 2021
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                 Forecasts 2022
we'll grow by 40% for the year. And the hold Cos are saying, at best, they'll do 9% or 10% this year.
“The true test will be, I think, in 2023. The fiscal and monetary stimulus, which was huge ... but we have to pay for it at some time.
“We've already seen taxes rise, for example, here in the UK, they will go further. I think that'll have a political influence in many respects. So we'll see how it all shakes out. But I would say the principal thing we learned last year, or this year, was that there are two distinct worlds. And I think journalists, analysts should start to think about the world as two. One, an ex-growth world or planet, and one a strong growth world or planet.
“And the pace of digital change. The other thing we learned really is that the pandemic accelerated digi- tal transformation or digital change at the consumer level, because we're educating our kids, financial ser- vices, healthcare all online.
“Once you go that way, you don't go back. It's accelerated, as you know, in the media industry. So the streamers have got great attraction, free-to-air networks, more pressure, digital, outdoor, more pressure.”
KPMG CEO Survey
Customers will want a simplified and personalised experience post pan- demic, according to Carmen Bekker, partner-in-charge, KPMG Customer, Brand & Marketing Advisory.
“Personalisation unequivocally continues to be recognised by Australian customers as the number one driver for customer experience, having the most impact on both advocacy and loyalty,” says Bekker.
“Customers are looking for per- sonalisation that goes beyond ‘know me’ to ‘understand me.
“To design and deliver compel- ling customer experiences there needs to be a high degree of orches- tration across the business. This orchestration requires breaking down complexity and aligning the business around the customer, based on a deep understanding of the customer, their needs, the mar- ketplace and the organisation.
“We’ll also see the continued rise of purpose as a marketing
“The true test will be, I think, in 2023. The fiscal and monetary stimulus, which was huge ... but we have to pay for it at some time.”
Sir Martin Sorrell, Founder, S4 Capital
  platform. In our most recent global CEO survey, 88% of respondents saw a clear corporate purpose as having the greatest impact on building strong customer relationships over the next three years.
“Whilst the economy is going well and there is consumer optimism, there is opportunity for ad spend to continue its rise. However, I suspect there will be an increasing focus by the C-suite on understanding the ROI for media investment as we return to a more ‘normal’ macro environment.”
Australian CMOs
Kevin Doyle, regional vice president of Salesforce, started in agencies, his last role at Clemenger, running the Virgin Blue to Virgin Australia rebrand. “When I started at DDB, when we were making radio ads and bill- boards, the data would come three months after a campaign was live.
Then it was about, ‘How many cars drove past my billboard?’
"We then moved into a social media era and it was how many views did a post get? How many likes did my post get? And this is all cost centre stuff. “Now it's about that one piece of communication that I ran or that one initiative that I launched. What value is that driving that aligns to the
KPIs of the CEO and the board?
“And unless you can effectively, and in real time, bring those data
sources in, understand what parts of your marketing strategy are working and not working, and make effective decisions accordingly, you will not be in this game for very long.”
The first priority in 2022 for Australian CMOs, according to a Salesforce survey, is unifying data sources.
“Data is a CMO's map through COVID-19 and you need to be data fluent in order to be able to deliver value and deliver outcomes for the client that you're working with,” says Doyle. “Number of data sources that a CMO is wrangling with is exponentially increasing year-on-year.
“And really what that's about is we no longer truly understand or truly know who our customer is.
“It used to be quite easy. They'd come into our shops, they'd come into our branches, we'd be able to talk to them on the phone. Now we can't. Now it's really, really difficult.”








































































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