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One of WalmartLab’s first shopping apps was Shopycat, which launched on Dec. 1. Shopycat gives Facebook users the ability to quickly find gifts for people based on their likes and interests on Facebook, according to a Dec. 1 Wal-Mart news release.
The recent study from the CMO Council on clients’ dissatisfaction with traditional agencies’ ability to rise to the digital occasion has received considerable attention. And why not? It is provocative–and a black eye for agencies. To wit, the study (among senior-level marketers) indicates that only 9% believe that the traditional agencies are doing a good job of evolving and extending their service capabilities in the digital age.
If you haven’t heard by now, dumping your website’s e-commerce experience into a tab on your brand’s Facebook page doesn’t work so well. I’m glad for those of you who figured this out a long time ago, but some people are just now getting the memo.
B2b advertising agency executives dispute the finding of a recent study by the Chief Marketing Officer Council that fewer than one in 10 senior marketers believes traditional ad agencies are doing a good job of evolving and extending their service capabilities into the digital age.
When it comes to Facebook “likes,” social network users are sending brand marketers mixed signals. An eVoc Insights study indicates 59% of Facebook users have “liked” a Facebook brand or company page in the past six months.
A recent survey by the CMO Council found that only "9% of senior-level marketers say traditional ad agencies are doing a good job of evolving and extending service capabilities in the digital age."
When the Ehrenberg-Bass Institute looked at the Facebook metrics of the top 200 Facebook brands, such as Likes, comments, posts, tags and shares, they found little to tie a brand's social network popularity with brand monetization.
After a few years of widespread financial hardship, one study characterizes bank customers as anxiety-ridden “nervous Nellies” and finds that financial institutions are changing the way they reach out to customers to regain their confidence. The report comes from the Palo Alto, Calif.-based CMO Council, a network of top marketing decision makers, in collaboration with True North Custom Media. The report, which studied 120 bank marketing professionals, sought to take the temperature of bank consumers and evaluate how that might impact bank/customer relationships.
In 2012 if a company creates a social channel as a marketing vehicle it is inevitable that customers will use it as a mechanism for customer service and sales.
The most significant local marketing trends and related key strategic initiatives for national brands in 2012 include a dramatic increase in localization of media channels and the need for integrated marketing analytics to satisfy national brands.
The CMO Council released their latest report on client/agency effectiveness this week. (You can download a free executive summary from that link, or spring $199 for the full report.) Out of the myriad of survey-driven stats from 6,000 corporate marketers across a wide range of major brands, one figure stands out as particularly striking: only 9% of senior marketers believe traditional ad agencies are doing a good job of evolving and extending their service capabilities in the digital age.
Only 9% of senior-level marketers say traditional ad agencies are doing a good job of evolving and extending service capabilities in the digital age, according to a study by the CMO Council. Moreover, such firms are likely to be challenged in their retention of client relationships: 48% of surveyed senior marketers say they are hiring specialized digital marketing solution and service providers to implement new social, mobile, and interactive strategies in 2012, whereas 47% plan to build internal capabilities and use incumbent agency services less.
Under the title "More gain, less strain: Optimizing marketing partner performance and value in a digital world", the CMO Council published an analysis of how marketers are optimizing marketing partner performance and value in a digital world.
A Chief Marketing Officer (CMO) Council report on client/agency effectiveness—dubbed “More Gain, Less Strain”—says the marketing shift to digital, social, and mobile channels is significantly impacting agency relationships, compensation models, and use of marketing technology and measurement systems.
Only nine percent of senior marketers who responded to a Chief Marketing Officer (CMO) Council survey believe traditional ad agencies are doing a good job of evolving and extending their service capabilities in the digital age, according to the research firm.
The CMO Council and Lithium conducted a survey that revealed a wide divide between what marketers think consumers want vs. what consumers really want when it comes to social media.
Just 9% of senior marketers believe traditional ad agencies are doing a good job of evolving and extending their service capabilities in the digital age, according to a report by the Chief Marketing Officer Council.
When reviewing and evaluating agency relationships, the majority of multi-national client marketers look at strategic contributions (57%) and business value created (56%), according to [download page] a CMO Council survey released in January 2012. Other key considerations include agency efficiency and effectiveness (50%), market impact and success of campaigns (42%), and creative excellence (42%). Yet although senior marketers appear to have an array of methods by which to evaluate their relationships, slightly more than two-thirds do no have solutions or hosted services that improve the agency benchmarking and evaluation process. Similarly, only about one-quarter have developed a best-practice model or formal guidelines for client/agency relationship management. More significantly, 65% do not employ any form of ad scoring or tracking services, and 38% rate their ability to extract optimal value and return from agency partnerships as poor or in need of improvement.
Ad agencies are not doing a good job of navigating the shift to digital, social, and mobile channels, according to Chief Marketing Officer report on client/agency effectiveness. Just 9% of senior marketers believe traditional ad agencies are doing a good job of evolving and extending their service capabilities in the digital age, in contrast to 22% who view their agencies as struggling to transition their business models and service offerings, it found.
Many marketing and social media manager’s new year bonuses will have been based on generating a meteoric rise in the number of Facebook Likes or Twitter followers. There will have been lots of pats on the back for that iPad 2 competition that earned 100,000 followers in less than a week, or that new landing tab that forces people to Like the brand in order to enjoy the juicy discounts within. A quick Google search for ‘iPad 2 Facebook giveaway’ gives you an idea of the popularity of such a tactic. Can we really value a ‘Like’ or a ‘Follow’ when so many of them are bought rather than earned?