2. 2
Why is Limelight-Consulting’s Barometer strategic for
agencies ?
1.
2.
3.
4.
Brings keys of understanding on the evolution of the communication
industry
Gives you very strategic and objectivied elements:
what your customers and prospects say about you and will expect from
you in the future. A way for you to reaffirm your reason for being on
concrete, reliable, indisputable data.
Collect the point of view of your coworkers. Considering that the quality
of the relation between the customers and the agency is often equal to
the quality of the relation between the collaborators and the company
(concept of "a symetry of the attentions").
An analysis of the results (profits) with a neutral and objective look,
without any bias.
3. 3
How to use the Barometer for an agency
Concerning prospects:
Communicate elements of typical reinsurance: client
satisfaction, recommendation, strengths
Concerning agency’s clients:
Identify the points of improvements and the opportunities to
optimize the relation on a daily basis.
Stand back, validate, in the medium term, elements linked to the
agency’s strategy, seen in the prism of the stakes and the
customer expectations
Concerning the agency’s staff:
Bring to the agency’s staff a global and objectivied vision of the
companies’ stakes, the relationship with the customers and the
agency’s position in this ecosystem (culture, information and
training)
Identify and adjust the daily gaps between the agency’s staff
and the customers: communication, customers’ knowledge,
agency’ offer
4. 4
Qualitative phase
33 interviews with lead advertiser decision makers
Methodology : face to face or telephone / duration : between 30 and 45 minutes.
IP: June / July/August 2013.
5. 5
Qualitative phase
1068 respondents including 330 decision makers
Positions : 31% Decision makers : Heads of communication, marketing, General Managers
50% Upper Management: Operations Managers
19% Lower management: Project/product/group Managers
Type of advertisers: 32% 100 top advertisers*
Industry sectors** : 27% Sales and distribution
21% Consumer goods (food, clothing etc.)
12% Culture, Media, Leisure, Communications
12% Banks, Insurance
9% Household goods (automobile, etc) and Transport
7% Internet, Telecom, New Technologies
4% Tourism, hotels, and restaurants
5% Industry, Construction, Energy, Business services
3% Management, Public Services, Health services, Training
635 companies represented
Methodology : online and telephone / Duration : 15 to 20 minutes / IP: June-July-August 2013.
* Source : Gross advertising investments 2012, Kantar Média & Stratégies.
** Data adjusted for advertising media and non-media investments by sector in 2011, France Pub.
Unless otherwise indicated, the % excludes DK
8. 8
At the heart of it, the intangible: THE BRAND!
What are the major risks to your brand/ company in the months or years to come? (open)
« Aggressive competitors:
those that have the means will
be the survivors…»
«Competitors who are more
flexible, agile and responsive »
Brand
32%Economy
23% Competition
18%
Digital
14%
Legislation
7%
Innovation
5%
« Lack of innovation that
keeps the client surprised
and interested»
« The evolution of the legislative
environment, fiscal and regulatory»
« legislation that’s too restrictive»
« Legislation on privacy and
personal consumer data»
« Become a real brand and center our
communication strategy on the brand »
« The depreciation of the brand »
« My brand should stay in the driver’s seat »
« Reputational risk »
Base : 1068
«Failure to make the transition to digital »
« We have E-commerce, the risk is that
distribution does not adapt »
« better digital integration in all divisions
(marketing, communication, HR, etc...) »
«That the crisis is longer and more severe
than we imagined »
« Effects of the economic crisis on
purchasing power and budgets.»
« decrease in purchasing power,
prioritizing household spending »
9. 9
Decision makers: manage the crisis, strengthen the brand, stay « on
top » of digital
« Not adapting to
the shift in the
paradigm that
mandates digital »
« making the
transition to
E-commerce »
« Devaluation of the brand, drop
in value of intangible assets,
becoming dated and inability to
capture new markets » Economy
28%
Brand
27%
Digital
16%
« The current economic environment: the crisis !»
« We are in a difficult economic climate there is a risk
of not meeting revenue goals considering the
context. »
330 decision makers 23% from top 100 advertisers
What are the major risks to your brand/ company in the months or years to come? (open)
11. 11
Focus on digital, brand, evaluation and reputation
Going forward, in which areas are you going to allocate more/less of your budget?
Social Media Marketing
Mobile mkt
Brand Content
PR
Mea. Adv. eff. ROI
CRM
Internal Comm
e-commerceConsumer knowledge
Referral SEM..mkt Adverting Comm Influence mkt
e-reputation Web sites
Operational Mkt Major Media buyingRetail marketing
Media partnerships
CSR comm.
Crisis mngt/ comm.
Event mktMedia buying: display
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
55%
0% 5% 10% 15% 20% 25% 30% 35%
Moreallocated
Less allocated
€
« There are, in fact areas in which the advertisers
have not entered at all. Agencies are evolving as
the markets mature. The newer it is the more we
need agencies. » Adv Barometer 2012
40+% of advertisers will allocate +budget
12. 12
Budget increases by industry sectors
Large
consolidated Distribution Internet,
Telecom
Culture,
Leisure
Banks,
insurance
Social Marketing
e-commerce
Brand Content
Social Marketing
Mobile Brand Content
+Valuation
Social Marketing
Search Adv. Comm
Mobile
Consumer
information Evaluation
Mobile
Brand Content
Social Marketing
Internet,
Telecom
Distribution
The sectors that are
going to increase their
budgets the +:
By sector, TOP 3 areas of budget increases:
Base : 330
Going forward, in which areas are you going to allocate more/les s of your budget?
14. 14
For ‘hot’ topics, digital agencies are on the rise
Which of the following types of agencies do you trust the most to accompany you on ...?
1er
2nd
1st
Mobile
marketing
Digital
78%
Customer
Marketing
18%
Media
17%
Brand content
Digital
32%
Advertising
45%
Corporate
21%
Social media
marketing
Digital
81%
Media
15%
Public
Relations
13%
3rd
Base: 330 decision makers 23% from top 100 advertisers
15. 15
On emerging issues, digital and customer marketing, contention
Customer
Marketing
64%
CRM,
Relationship
Mkt, data
Digital
33%
e-commerce
Digital
66%
Customer
Marketing
33%
Consumer
knowledge
Customer
Marketing
42%
Media
34%
Advertising
28%
e-reputation
Public
relations
24%
Digital
65%
Trade
Marketing
Advertising
21%
Customer
Marketing
63%
1er
2nd
1st
3rd
Advertising
8%
Advertising
7%
Customer
Marketing
10%
Corporate
10%
Digital
11%
Media
6%
Base: 330 decision makers 23% from top 100 advertisers
Which of the following types of agencies do you trust the most to accompany you on ...?
16. 16
On subjects with strong added value, opinions are split.
Digital adv.
concepts
Digital
84%
Advertising
35%
Advertising
74%
Brand strategy
Corporate
24%
1er
2nd
1st
3rd
Customer
Marketing
5%
Media
14%
Base : sorted by sector across 1068 respondents
Which of the following types of agencies, who do you do most trust to accompany you on ...?
Base: 330 decision makers 23% from top 100 advertisers
18. 18
By agency, still on the whole good…
Advertising
Customer
marketing
Digital Corporate PR Media
Pleasure
Solidarity
Peaceof
mind
Pleasure
Peaceof
mind
Solidarity
Pleasure
Solidarity
Peaceof
mind
Peaceof
mind
Pleasure
Solidarity
Pleasure
Solidarity
Peaceof
mind
Solidarity
Peaceof
mind
Pleasure
1
2
3
83% 81% 76% 84% 89% 83%
positive
overall
impression
What overall impression have you had of your agency over the last few months?
20. 20
25%
17%
15%
14%13%
10%
7%
Creativity
Strategy
Operational
FocusNothing, it's all good
Everything
Organisation
Ligne B
In general, clients are asking for + creativity and strategy
All
In terms of the quality of the presentations you see today what would you like to see improve above all else….
Operational No 2 priority for:
Capital goods(16%)
Industry/service (16%)
Base : 1068
22. 22
Best: relationship management. Needs improvement: innovation and process.
How would you rate your agency on a scale of 1 to 5 from bad to best (22 elements evaluated) ?
Top 3 of 22 elements
Good rapport with agency contact people
Availability of leaders when necessary
Commitment and reactivity of sales teams
Surveys, contracted benchmarks, added value
Agency investment in client growth
Provision of tools /processes to maximize efficiency
Forward thinking on the evolutions in marketing/comm &
sharing with clients
1
2
3
1
2
3
1
2
3
22
21
20
22
21
20
22
21
20
Bottom 3 of the 22 elements
All Decisionmakers Management
23. 23
By type of agency…
AD CM Digital CORP PR Media
Good rapport with agency contact people
Availability of leaders when necessary
Commitment and reactivity of sales teams
Understanding of advertiser’s industry /issues
Able to adapt to company and rise above internal issues
Contracted surveys, benchmarks, value added
Commitment & investment in company growth and learning
Provision of tools /processes to maximize efficiency
Visibility on internal vs external service provision
Strategic planning
Outsourcing : ability to manage outside suppliers
1
2
3
1
2
3
1
2
3
1
2
3
1
2
3
1
2
3
22
21
20
22
21
20
22
21
20
22
21
20
22
21
20 22
21
20
AD CM Digital CORP PR Media
How would you rate your agency on a scale of 1 to 5 from bad to best (22 elements evaluated) ?
Top 3 of 22 elements
Bottom 3 of the 22 elements
26. 26
« Advertisers say »
"Agencies do not have the customer in mind"
"They are responding to our questions, not anticipating"
“All the elements are there but they are not working together: there are very good
soloists but with no musical training and there is no orchestra anywhere to be seen."
"Data: agencies do not know how to handle it"
"I expect ideas from an agency, not the run-of-the-mill"
"My frustration is the execution: mistakes on a daily basis. If the execution is not there,
creativity and vision are forgotten."
“It’s inexcusable for a big agency to make poor quality presentations."
“When subjects are considered minor in the eyes of the agency, they dedicate fewer
resources and less intelligence ... So things must be done and redone to the
detriment of everyone concerned."
"The deliverable is good, it’s the operational that’s sometimes complicated“
27. 27
A « marcom » that takes charge
An evolution in the business that puts the Marcom back in the center
and clarifies 3 things:
1. Multi-channel = fluid workflow
« The ride needs to be smooth: hot or cold prospect, for all clients and on all channels »
« It is hard for an agency to master all channels and today we are on all channels »
2. Brand content
« There is an issue in understanding and building the brand »
3. Data , CRM
« We are going to become a ‘customer centric’ enterprise, data is going to put us back in
the heart of the business »
28. 28
« Utopia », or an puzzle to solve
« On the one side we need fresh talent to challenge us, and on the other we need
production workhorses as we are constantly producing »
Intelligence
« Understanding the brand and the ability to increase its value »
« The agency needs to understand the course of business »
« I would be part of the company audit to get as close to the subject as possible»
« We want to be kept up to date, it can get very egocentric on the corporate side »
« A strong advisory role, and daily support »
« A creativity and highly cultivated agency »
Operationnel
« we must go forward together, it must be a tight partnership »
« The right level of expertise and maturity must be assigned to each project »
« Drive the operational »
« The importance of the quality of the deliverables is inescapable »
29. 29
2 poles
creativity
Operational
« It is the only
thing that cannot
be internalized »
« Asking for good
creativity is a given»
« The implementation
can be internalized »
« If the execution is
not there, there is
frustration and
creativity and vision
are forgotten»
30. 30
2 corporate culture variables
creativity
Marketing
Operational
Business
« If you understand
the business, the
rest will follow »
« If you understand
the brand, the rest
will follow »
« We need to have
good deliverables
before we need brain
power»
31. 31
Respond earlier rather than more
(Avoid wasting energy, avoid being just average and all over the
place)
32. 32
When it’s right the advertiser is willing to pay
« They have this ability to take on the subject from all angles with an intrinsic knowledge
of what we are. They are consulting minded and that I will pay for without hesitation »
« We are ready to pay if they are good and they have the solution »
« Agile minds are priceless ! »
« We pay them well for the good work we are getting in exchange »
