Marketing Capacities for the Digital Age（英文）行业资料

REPORT

MarketingCapabilitiesfortheDigitalAge

TheBostonConsultingGroup(BCG)isaglobalmanagement

consultingirmandtheworld’sleadingadvisoronbusinessstrategy.

Wepartnerwithclientsfromtheprivate,public,andnot-for-proit

sectorsinallregionstoidentifytheirhighest-valueopportunities,

addresstheirmostcriticalchallenges,andtransformtheirenterprises.

Ourcustomizedapproachcombinesdeepinsightintothedynamicsof

companiesandmarketswithclosecollaborationatalllevelsofthe

clientorganization.Thisensuresthatourclientsachievesustainable

competitiveadvantage,buildmorecapableorganizations,andsecure

lastingresults.Foundedin1963,BCGisaprivatecompanywith

74oicesin42countries.Formoreinformation,pleasevisit.

MARKETINGCAPABILITIESFORTHEDIGITALAGE

KATHARINESAYRE

VAISHALIRASTOGI

PAULZWILLENBERG

JODYVISSER

ALANNAHSHEERIN

JANUARY2O12|THEBOSTONCONSULT|NGGROUP

CONTENTS

3INTRODUCTION

5THEDIGITALLANDSCAPE

6VARYINGDEGREESOFINVESTMENT—ANDEXPERTISE

8MEETINGTHENEWCHALLENGES

1oGETTINGITRIGHT:DIGITALBESTPRACTICES

Strategy

Capabilities

OrganizationDesign

Culture

17GETTINGSTARTED

19FORFURTHERREADING

2oNOTETOTHEREADER

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THEBOSTONCONSULT|NGGROUP|3

INTRODUCTION

WELCOMETOTHEDIGITALrevolution.TheInternet,socialmedia,

andmobiletechnologieshavetransformedhowconsumers

interactwithbrandsandhowcompaniesmarkettheirproductsand

services.Besideshavinganeffectivestrategythatintegratestradition-

alanddigitalmedia,companiesneedtorestructuretheirmarketing

organizationstofullycapitalizeontoday’sopportunities—afar

harderandmoretime-consumingtask.Buttoomanycompaniesare

jumpingontothedigitalbandwagonwithoutthinkingthroughthis

criticalstep.

Successrequiresafundamentallydifferentmindset.Unliketraditional

media—purchasedairtimeoradspace—socialmediasuchasFace-

bookpagesandTwitter“handles”arefree.Buttheydorequireacom-

mitmentofresources:people,training,new-contentcreation,tracking,

andfollow-through.Justasimportant,thesenewplatformsmeanthat

forthefirsttime,companiescaneasilyengagewithconsumersdirect-

ly,butthelearningcurvefordoingthiseffectivelycanbesteep.

Allofthismeansrethinkingtraditionalapproachestomarketing.As

wenotelaterinthisreport,thespecificchallengesandopportunities

varyfromindustrytoindustry,andcompaniesmustunderstandthose

differencesastheycrafttheirstrategiesandrestructuretheirorgani-

zations.

Togainabetterunderstandingofhowmarketingorganizationsare

dealingwiththeseprofoundchanges,TheBostonConsultingGroup

recentlysurveyedmarketingexecutivesatmorethan30majorcor-

porations,approximatelytwo-thirdsofwhichwereFortune500mul-

tinationalsbasedthroughoutAsia,Europe,LatinAmerica,andthe

U.S.Thecompaniesrepresentedarangeofindustries,includingcon-

sumerproducts,retail,financialservices,media,technology,and

travel.Eachparticipantcompletedanonlinesurveyandtookpartin

aone-hourinterview.Ourgoalwastoidentifythekeychallenges

thatcompaniesarewrestlingwith,thebestpracticesthatleadersare

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Revenue-focused

Cost-focusedbenefits

benefits

usingtowininthemarketplace,andthebenefitsofcapitalizingon

digitalmediaeffectively.

Thosebenefitscanbepowerful.Accordingtoourresearch,invest-

mentsindigitalmarketingcandeliverexceptionalreturns:greater

brandequity,increasedsales,bettercustomerservice,lowercosts,

productinnovation,moreloyaltyandadvocacy,andhigherconsum-

erawarenessoverall.(SeeExhibit1.)

Thisreportpresentsanoverviewofthedigitallandscape,oursurvey

findings,andguidelinesforgettingmorefromdigitalmarketing.

EXHIBIT1|DigitalMarketingCanDeliverMajorBeneits

Action

Brandequity

•Aligningdigitaleffortswithbusinessobjectives

•Usingsocialmediatodriveimprovedbrandperception

•Improvementinbrand10%ormore

perception:

Sales

increase

•Reachingconsumersmoreeffectively

•Integratingsocialmediawithmarketingstrategy

•Salesincrease:0.7%to1.1%

•Spendincrease:50%to75%

•Returnratedecrease:20%to65%

Customer

service

•Improvingcustomerservicethroughsocialmedia

•Increaseinresolvedcustomercomplaints:90%

•Cutinsupportcosts:40%

Mediabuys

•Refiningthemediamix

•Shiftingmoneytomoreefficientchannels

•Cutininefficientmediaspend:10%to20%

•Savings,dependingonpreviouschannels:upto80%

Consumer

insightsandcodevelopment

•Improvingproductsbylisteningtowhatconsumerswant

•Hundredsofthousandsofdollarsinresearchsavings

•Reductioninresearchcosts:upto80%

Sources:ForresterResearch;BCGinterviews;BCGcasework;BCGanalysis.

Impactatdigitallyevolvedcompanies

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THEDIGITALLANDSCAPE

OdiUchRAledgcoPItnOPaters’TIrbONuseehaOFofviomodigiriniae

profoundways.WithaccesstotheInternetatwork,athome,andonthego,peopleareconstantlyconnected—andoverwhelmedbyadelugeofmarketingmessagesandinforma-tion.They’relocatingstores,researchingproducts,comparingpricesandreviews,andmakingpurchasesonline.Increasingly,theyrelyontherecommendationsoffriendsandcolleaguestoinformtheirbuyingdecisions.Impervioustomarketinghype,theyseekauthenticityandhonestanswers.Today’sconsumershavemorecontrol.They’remorepowerful,influential,anddiscriminatingthaneverbefore.

Today’smarketersmustcreate,coordinate,meas-ure,andrefinearangeofcampaignsfordifferentchannels.

Inthisdigitalworld,traditionalmarketingtechniquesarelesseffectivethantheyoncewere.Togetconsumerstoengagewithyourbrand,yourcompanymustdevelophigh-im-

pactdigital-marketingcampaignsthatcut

throughtheclutter.Wedefinedigitalmarket-

ingastheuseofdigitalchannelstoreach

consumersandbuildstrongerrelationships.

Thesechannelsincludecorporatewebsites,

onlinecommunities,Internetsearch-and-dis-

playadvertising,mobiletechnologies,online

videos,andsocialmediasuchasFacebook

andTwitter.Advertisingcanbedeliveredby

both“push”and“pull”mechanisms.

Becauseofthisexplosionofnewmarketing

channels,digitalcampaignsaremorelabor-

intensiveandcomplexthantraditionaladver-

tisingcampaignsinwhichadagenciessimply

sendtapestoTVnetworksandradiostations.

Today’smarketersmustcreate,coordinate,

measure,andrefinearangeofcampaignsfor

differentchannels—traditionalanddigital—

withthegoalofdrivingconsumerengage-

mentandadvocacy.Theytypicallybuykey-

wordstofacilitateonlinesearchesandcreate

individualWebaddresses,orURLs,tomoni-

tortrafficgeneratedatsitessuchasGoogle

andFacebook.Themanydifferentdevices

andmarketingchannelshavefragmentedau-

dienceattentionandoverloadedconsumers

withinformation.

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VARYINGDEGREES

OFINVESTMENT—AND

EXPERTISE

ITINOTRPRIINGthatmarketing

organizationsevolveastheyincreasetheirspendingondigitalchannelsorthatthecompaniesthatinvestthemosthavethegreatestdegreeofexpertise.Oursurveyrevealedthreedistinctstagesofmaturity:experimenting,building,anddigitallyevolved.(SeeExhibit2.)

Companiesatthedigitallyevolvedstatespendmorethan20percentoftheirmarketingbudgetondigi-talchannels.

Companiesattheexperimentingstagedabbleindigitalmedia,buttheireffortsarelargelyuncoordinated,andtheyallocatelessthan10percentoftheirannualmarket-ingbudgettodigitalmedia.Mostchoosesomeoneinternaltoleadtheireffortsandbegintodevelopmarketingcampaignswithoutsidemediaagencies.Theyinvestindata

miningandtechnologythatallowthemtomonitorconsumerusageandbehaviors.

Whentheyareinthebuildingstage,compa-niesspendmorethan10percentoftheiran-nualmarketingbudgetondigitalmarketingandbegintouptheirgame.Theyidentifyandseektoengagebrandinfluencers,considerlaunchingtheirownonlinecommunities,andhirededicatedresourcestotrackconsumerac-tivity.Theybegintoexploremonitoringser-vicestomanagetheirgrowingWebtraffic.

Bythetimecompaniesreachthedigitallyevolvedstage,theyarespendingmorethan20percentoftheirmarketingbudget(insomecases,morethan50percent)ondigitalchannels.They’reactivelylaunchingadvoca-cyprogramsforbrandinfluencers,refiningtheiruseofmultipleonlinechannelsandtools,empoweringemployeestorespondtocustomers,andusingspecialtyagenciestostrengthentheirdigitalcampaigns.Withanongoingfocusonstrategicobjectives,they’rebuildinganinfrastructuretodeliverdatafromsocialmediatorelevantinternalbusi-nessgroupssuchassales,productdevelop-ment,andcustomerservice.

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EXHIBIT2|CompaniesThatInvesttheMostHavetheGreatestDegreeofDigitalExpertise

Marketingspend(%)

60

1

40

4

14

50

20

3

0

4

232323

19

15

88

4

0

ExperimentingBuildingDigitallyevolved

MobileWebsites

SocialSearchanddisplay

Wordofmouth

marketing-organizationbenchmarkingstudy,December2010throughNovember2011.

Source:BCG

Note:n=24.

2

10

2

10

1

10

1

0

1

2

99

0

1

1

0

1

2

1

0

2

0

1

1

7

2

0

0

0

1

0

1

0

1

1

2

15

10

12

12

22

21

9

6

4

5

5

0

1

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MEETINGTHENEW

CHALLENGES

A

wrestlingwitharangeofchallengesrelatedtodigitalstrategy,capabilities,organizationdesign,andculture.Majorstrategyconcernsincludealwaysknowingwheretoreachcustomers,citedby77percentofrespon-dents,andconvincinginternaldecisionmakerstoshi分themarketingmix,citedby48percent.Anotherchallengeiscreatingaconsistentmarketingstrategyacrossawiderangeofdigitalandtraditionalchannels.

Regardingcapabilities,findingtheneededtalent—developingitinternallyorhiringfromoutsidetheorganization—isanongoingchallengecitedby29percentofrespondents.Securingapprovalforexpandingheadcountwasalsonotedasdifficultby23percent.Manycompaniesarestrugglingtoadapttheirmetrics,particularlywithrespecttosocialmedia.Oneexecutiveasked,“Whatistheval-ueofaFacebook‘like?’”

Whereorganizationdesignisconcerned,thecriticalpainpointsareorganizationalsilosthatcreatedecision-makingfriction(citedby29percentofrespondents)andalackofclarityregardingtheroleofthecorporatecenter(13percent).

Respondentsalsomentionedculturalchal-lenges.Chiefamongtheseistheneedtobuildatest-and-learnculture.Oneexecutive

said,“Theonlywaytomasterdigitalistoex-perimentandlearn.Youcan’tthinkorstrate-gizetoperfection.”Anothernoted,“Weneedaveryentrepreneurial,veryinnovativecul-turethatallowsrisk.”

Ourresearchalsorevealedindustry-specificchallengesandopportunities.Forinstance,consumerproductscompanies,whichrarelyinteracteddirectlywithconsumersinthepast,nowhavenewwaystotestnewproducts,dis-tributecoupons,shareproductinformationanduserreviews,andengageinfluentialbuy-erswithadvocacymarketing.Butsuccessfullyintegratingmultiplebrandsandproductlinesunderasingleumbrellaishardtodowell.OnecompanythathassuccessfullymetthischallengeisDiageo,aleadingalcoholic-bever-agebusiness,whosewell-knownbrandsin-cludeGuinness,CrownRoyal,andJoseCuervo.DiageolaunchedaniPhoneapp,,in2010toincreasecustomerengagement.Theapphelpsusersfindnearbybarsandliquorstores,providesawiderangeofdrinkrecipes,andintegrateswithFacebookandothersocialmediatoallowsharingandreviews.

Forairlinesandotherservicecompanies,dig-italplatformsareusheringinacustomerser-vicerevolution.Companiescanrespondtoproblemsorcomplaintsinrealtime,whencustomersmostneedsupport.Airlinescankeeptravelersinformedwithtravelupdates,gatechanges,andweatheradvisories.Delta

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EXHIBIT3|MarketingExecutivesAreWrestlingwithaRangeofChallenges

Whatarethebiggestpainpointsandchallengesyouface?

Respondents(%)

020406080100

48

Capabilities

Organization

design

Culture

Alwaysknowingwhereto reachcustomers Convincingstakeholderstoshi什themarketingmix

Hiringenoughtalentorretraininginternalresources Securingapprovalforexpandingheadcount

Metricsforsocialmedia Presentingaconsistentmessageacrosschannels

ManagingagenciesSharingthemessagewiththeconsumer

Dealingwithsilosthatcreate

decision-makingfrictionLackofclarityabouttheroleofthecenter

Test-and-learnculture

Processesnotbuiltforspeed

Source:BCGmarketing-organizationbenchmarkingstudy,December2010throughNovember2011.

Note:n=31.

Digitalstrategy

77

23

23

16

29

29

13

13

16

3

6

andJetBlueoutshonetheircompetitorsdur-ingHurricaneIrenebyusingTwittertohelpcustomerswithreroutingandothertravel-relatedneeds,respondingtoinformationre-questswithin15minutesonaverage.

Thankstodigitalplatformsandmobiledevic-es,bankscannowprovidefinancialservicestotheircustomersaroundtheclockanddoabet-terjobofmeetingtheirneeds—forinstance,bydeliveringmortgageandpaymentinforma-tiontopotentialhomeownersatanopenhouse.Andtheconvenienceofservicessuchasonlinebillpaymentmakesitharderforcus-tomerstoswitchfromonebanktoanother.WellsFargogivescustomersseamlessaccesstoitsservicesacrossafullrangeofdigitalchan-nels.Customerscantracktheirbudgetandsavingsgoalsonline,managetheiraccountsre-motelyusingamobileapp,andreceiveATMreceiptsbye-mail.Butcompaniesinthefinan-cialservicesindustrymustusesocialmediacautiouslyforbusinessaswellasnonbusinesspurposes.Untilthegovernmentsetsforthitspoliciesregulatingthesenewchannels,compa-

niesshouldconsultwiththeirlegaldepart-

mentsandmonitorthelandscape.

Retailcompaniesmustdealwiththedeclining

effectivenessoftraditionalprintadsandcircu-

larsandthechallengeofintegratingsaleschan-

nelssothatcustomerscanseamlesslyshopin

stores,online,orwiththeirmobiledevices.For

creativeretailers,digitalplatformsofferenor-

mousopportunities.InSouthKorea,forin-

stance,TescoHomeplushassetup“virtual”

groceryshelvesinsubwaystationssothattime-

stretchedcommuterscandotheirgroceryshop-

pingwhilewaitingfortheirtrains—andTesco

cangetmoresaleswithoutbuildingmorestores.

ShoppersusetheirsmartphonestoscantheQR,

orquickresponse,codesofpictureditems,and

theitemsaredeliveredtotheirhomes.Thenew

platformhelpedincreasethecompany’sonline

salesinSouthKoreaby130percent,makingits

websitethecountry’stope-commercesite.

Thesechangingindustrydynamicsmeanthat

mostcompaniesmustfundamentallyrethink

theirmarketingstrategiesandorganizations.

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GETTINGITRIGHT

DIGITALBESTPRACTICES

BorgaEsmniT-INajorzatiOaitMcralPANossizeIEstheontAREMAmarketihenewKINngdigal

opportunities.Accordingtooursurveyrespondents,marketersmustaddressfourcriticalareas:strategy,capabilities,organiza-tiondesign,andculture.(SeeExhibit4.)

Strategy

Companiesmustconsideralloftheirmarketingactivitieswhendevelopingadigitalstrategyandanorganizationmodel.Best-in-classcompaniesusedigitalmediatoachievecorebusinessandmarketingobjectives,suchasgreaterconsumerawareness,betterinformationtoimprovedeci-sionmaking,deeperconsumerengagement,ahigherrateofconversionandsales,andgreatercustomersatisfactionandusage.Theseobjec-tivesshouldshapecompanies’useofdigitalplatformstoengagewithconsumers.

Digitalplatformsprovideaninexpensive,scalablewaytogatherreal-timefeedbackandconsumerinsights.Best-in-classcompaniesdedicateresourcestoanalyzing,interpreting,andcategorizingfeedbackbytypeandsenti-ment(suchaspositive,negative,orneutral),andtheyforwardtheresultstotheappropri-atedepartment,suchascustomersupport,productdevelopment,orsales.

Foreachdigitalplatform,leadingcompaniesdefinearole—linkedtokeyaspectsofthe

“purchasingfunnel”—andassignmetricstomeasureimpact.(Seethesidebar“DigitalMe-diaandthe‘PurchasingFunnel.’”)Becausedifferentplatformscanyieldverydifferentresults,companiesmustexperimenttolearnwhatworksfortheirbrands.Forinstance,al-thoughFacebookcanattractlotsoffans,acompany’sownwebsitecandeliveraricherexperienceandgreaterengagement.Best-in-classcompaniesusesocialmediatodrivetraffictotheirownwebsites,wheretheycancollectmoredata,conductbetteranalyses,anddeepenthecustomerrelationship.

Capabilities

Tofullycapitalizeondigitalopportunities,marketingorganizationsmustdevelopcapa-bilitiesintheareasofconsumersegmenta-tion,training,andmetrics.

Best-practicecompaniessegmentconsumersonthebasisofhowtheyusedifferentdigitalplatforms.Thissegmentationallowsformoretailoredcommunicationswithgreaterimpact.Forinstance,U.K.-basedTescoservestwomaintypesofconsumers:thosewhoshopintheirgrocerystoresandthosewhobuyonlineat(theworld’ssecond-largeston-lineretailerafterA),althoughthetwotypescertainlyoverlap.Foreachgroupofshoppers,thecompanyminesloyaltycarddatatocreatehighlytargetedoffersthatcus-tomerswelcomeandvalue.Toreachitsstore

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EXHIBIT4|CompaniesMustAddressFourCriticalAreas

Alignthedigitalstrategy

withoverallbusiness

andbrandobjectives

2.Buildinternalcapabilities

•Segmentconsumersbydigitalbehaviors

•Developinternaltraining

•Definetheroleofeachdigitalasset,linktoclearbusinessobjectives,andassignmetrics

3.Tailororganizationdesigntooperations

•Centralizeininitialstagestosetguidelinesandbestpractices;allowadaptationatthelocallevel

•Distributeexpertiseandresponsibilitieswherepossiblewhilemaintainingacenterofexcellence

4.Createaculturethatembracesdigitalmarketingandencouragesexperimentation

•BesurethattheCEOisanagentofchange

•Encouragetest-and-learnapproaches

•Empoweremployeestoreactandrespond

Source:BCGmarketing-organizationbenchmarkingstudy,December2010throughNovember2011.

1.Alignthedigitalmarketingstrategywithbusinessobjectives

•Understandhowtargetconsumersareleveragingtechnology

•Choosetherightplatformsforyourbrands

Testand

Structure

learn

Real-

time

response

Consumer

focus

Decision

rights

Organi

Talent

Processes

Metrics

DIGITALMEDIAANDTHE“PURCHASINGFUNNEL”

Best-in-classcompaniesusedigitalmediatotargetconsumersastheymovethroughthe“purchasingfunnel.”

•Awareness.Toincreaseawarenessofitsnewfragrance,Burberrytargetedconsumersmostlikelytowearanddiscussit.ThecompanyoferedFace-bookfansfreesamplesandpublicizedthepromotiononYouTube.Morethan250,000fansworldwiderequestedsamples.

•CustomerEngagement.ToincreasecustomerengagementwithitsMarmitespread,Unileverinductedasmallgroupoffansintothe“Marmarati,”invitingthemtoaspecialbanquet,askingfortheirinputontheinalrecipe,andgivingthemearly-editionbottles.Thecompanyalsodevelopedbrandadvo-cateswhousedsocialmediatospreadthewordandholdlaunchpartiesandtastings.

•CustomerAcquisitionandReferral.Targetdrivespurchasesbyrequiringits

customersto“optin”andgetonlinecouponsbyregisteringatthecompa-ny’swebsite.Customerswhoregisteronlinehaveafarhigherredemptionrateof5to10percentcomparedwithanaverageof1percentforcustomerswhoreceiveprintcoupons.

•UsageandShareofWallet.Lookingforinnovativewaystoincreasebusiness,Australia’sCommonwealthBank

developedanaward-winningmobileapptohelphousehuntersindproper-ties,compareprices,calculatemortgagepayments,andcontactlendersandagents.Customersatisfactionisup10.4percent.

•CustomerLoyaltyandRetention.Toimprovecustomersatisfactionandretention,onlinefashionretailer

Net-A-Porterhasaninteractivemapshowingwho’sbuyingwhatglobally,ofersovernightdelivery,andpromotesitselfonawebsitethatlooksandfeelslikeafashionmagazine.In2011,salesjumped108percent.

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shoppers,Tescosendsdirect-mailcouponsandvouchers—andachievesanimpressiveredemptionrateof20to40percent.Toreachitsonlinecustomers,Tescosendstargetedof-fersandelectronicbarcodesthroughe-mailandtomobilephonesusinglocation-basedtechnologies.Sixtypercentofthecompany’scustomerssaythattheywelcomethosemar-ketinge-mails.

Trainingisanothercriticalcapability.AsEx-hibit5shows,thedigitallandscaperequiresskillsdifferentfromthosetraditionalbrandmarketerscurrentlyhave.Toaddressthisgap,mostcompaniesmustbuildtheexpertisetheyneedinternallybydevelopingjuniorem-ployeesthroughtrainingprograms,distribut-ingdigitalprimers,andlearningfromsuppli-erssuchasFacebookandGoogle.

Best-in-classcompaniesalsoadddigitalcapa-bilitiestomarketingjobdescriptions;lookforrecentgraduatesandtalentwithIT,technol-ogy,andmediabackgroundstofilldigitalroles;andarewillingtotraintech-savvypeo-pleinbrandmarketingandindustrynuances.Butleadingcompaniesalsorecognizethattheymayhavetomakesomehiringtradeoffs,asfewpeopleandagencieshavealltheneed-edskills.Mostcompanieswillneedtohirebothtraditionalandspecialtyagencies—amanagementchallengethatisbeingap-

proachedwitheitheraportfoliomodeloralead-agencymodel.(SeeExhibit6.)

Butgiventhegrowingstrategicimportanceofsocialmedia,outsourcingthemanagementoftheseplatformsmaynotbethebestoptioninthelongterm—especiallyforcompaniesthatwanttoprojectanintegratedbrandmessage.Bringingthesecapabilitiesinhouseshouldbetheendgoal,althoughmostcompaniesarenotthereyet.

Creatingtherightmetricsisathirdcriticalcapability.Metricslinkedtospecificbusinessobjectivesallowcompaniestotrackandmeasuretherelativeeffectivenessofdifferentdigitalplatforms.(Seethesidebar“TheIm-portanceofMetrics.”)

OrganizationDesign

Althoughthereisnoone-size-fits-allstructurethatisrightforallcompanies,oursurveyre-vealedthreeprimarydigital-marketingmod-els:decentralizedorganizations,centralizedorganizations,andcentersofexcellence.

Inthedecentralizedmodel—theleast-sophis-ticated—strategyandexecutionaremanagedbyindividualbusinessunitsorbrands.Digi-tal-mediabuys(suchassearch-and-displayadvertising)aren’taggregated,andthereisno

EXHIBIT5|TheDigitalLandscapeRequiresNewCapabilities

TraditionalskillsIdealnewmarketerDigitalskills

•Stewardshipofthebrand;supportingthebrandmissionandposition

•Engagingtheorganizationaroundthebrandvisionandstrategy

•Settingconsumertargets

•Guidingagenciesindesigningcampaigns

•Analyzingconsumertrendsandmarketconditions

“Theperfectcandidateblendsbothtechnology

andbrandknowledge.Youneedenoughmar-

ketingknowledgeandakeenunderstandingof

technologytobeabletoexecute.”

–Financialservicesexecutive

Peopleandagenciesthatofferbotharerare;

tradeoffsmayberequired

Sources:ForresterResearch;BCGmarketing-organizationbenchmarkingstudy,December2010throughDecember2011.

•Understandingthetechnologybehindmobile,socialmedia,gameplaying,andadvertising

•Providingbrandsolutionsthatarebasedondigitalinsights

•Guidingexternaldigitalsuppliers

•Monitoringnewdigitaltrendsandchannels

Rightbrain

Le什brain

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EXHIBIT6|CompaniesCanManageAgenciesinTwoWays

Agencies

Marketer

Agency

SpecialtyagencyportfoliomodelLead-agencymodel

•Companiesandbrandsthathavenotconsolidatedwithoneagencyofrecord

•Internalresponsibilityforintegration

•Agenciesarebriefedandmanagedbybrandmarketers

•Agenciesareassignedclearroles,responsibilities,andKPIsfortheiractivities

•Theagencyreviewprocessisstreamlinedtoallowrapidselectionandassimilation

Source:BCGanalysis.

Note:KPIs=keyperformanceindicators.

•Companiesandbrandsthathaveastrongagency-of-recordrelationship

•Leadagencyhasresponsibilityforintegration

•Specialtyagenciesarebriefedandmanagedbytheleadagency

•Lead-agencycompensationistiedtomanagementofotheragencies

•Atraditionalcreativeagencyischosenthroughatypicalreviewprocess

•Specialtyagenciesareselectedbytheleadagency

Leadagency

Management

Marketer

Suitablefor

Execution

AgencyAgency

Sourcing

formalsystemfortestingorknowledgeshar-ing.Thecentralizedmodelincludesadigital-marketingincubatorthatresidesunderthecentralized-marketingumbrellaandisusedtodevelopdigitalexpertise.Thisisagoodstruc-turefortheearlystagesofdigitalevolution,becauseitallowscompaniestosetcorporateguidelinesthatbusinessunitsorbrandteamscanadaptasneeded.

Best-in-classcompanieshaveacenter