Gartner：2019品牌調查（英文版）(20頁).pdf

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1、Gartner for Marketers 2019 Gartner, Inc. and/or its affiliates. All rights reserved. CM_I_771267 Brand Survey 2019: Marketers Believe in the Power of Brand but Struggle to Respond to Disruption Christopher Ross VP Analyst Elizabeth Shaw Senior Director Analyst Most marketing leaders believe brand ha

2、s a significant impact on both customers and prospects. However, they grapple with how to respond to global dynamics, a rapidly evolving business landscape and the challenges of brand measurement. Elizabeth Shaw Senior Director Analyst Christopher Ross VP Analyst Published 5 September 2019 ID G00431

3、340 Brand Survey 2019 Gartner for Marketers GML GartnerDigital Overview Opportunities and Challenges Brand matters to marketers. Two-thirds of survey respondents see their brand as a critical driver of behavior for prospects and, to an even greater degree, for existing customers. Almost half of mark

4、eters surveyed indicate that new business models and industry transformation are driving change and pushing them to adapt their brand strategies, positioning and messaging. Ninety-one percent of marketers surveyed are reviewing their brands annually. A rapidly changing environment requires more freq

5、uent brand review and refresh cycles. Most marketers lack in-depth customer, brand, media and channel insights. As few as 21% of marketers surveyed indicated they had in-depth insight in key areas such as product purchase and ownership patterns, and customer media and channel preferences. What You N

6、eed to Do To improve brand performance, marketing leaders should: Seek the truth of brand impact on customer behavior. Marketers should actively research and study customer influences and behavior to gain clarity on how brand impacts customer behavior to inform brand investments. Embrace transformat

7、ion. Change is a constant, not an episodic event. Commit to understanding the high- velocity evolution of business models and transformation of industries through diligent, ongoing study of the marketplace and the cultural context into which brand efforts flow. Establish brand review and refresh as

8、an ongoing discipline and a continuous calibration of brand relative to the business and cultural landscape. Brands are no longer static collections of messages they are living organisms that must continuously adapt to remain relevant. Address insight gaps. Gain comprehensive organizational insight

9、that includes measurement of brand perception, developing an intimate understanding of customer experience and customer preferences; but, remain watchful of the competitive and cultural landscape. Brand Survey 2019 Gartner for Marketers GML GartnerDigital Data Insights Brand is big. Marketing leader

10、s are still very much believers in the impact of brand on customer behavior. Fifty-eight percent of marketing leaders surveyed indicate they believe brand is a critical driver of buyer behavior for prospects, and 65% believe its a critical driver of buyer behavior for existing customers (see Figure

11、1). Brand is not seen as simply an accelerant for acquisition, but as a valuable behavior driver for existing customers. The higher level of important or critical perceived impact (94%) on existing customers is consistent with marketers shifting focus away from a pure acquisition mindset. Instead, m

12、arketers are considering the impact of brand more holistically and in the context of its role maximizing customer lifetime value. Marketing leaders are believers in the impact of brand on behavior Brand Survey 2019 Gartner for Marketers GML GartnerDigital Figure 1. Impact of Brand on Buying Behavior

13、 of Customers and Prospects Source: Gartner All respondents, excluding unsure n = 393 Impact of Brand on Buying Behavior of Customers and Prospects Percentage of respondents Brand is a critical driver of buyer behavior Brand not a factor in buyer behavior Impact on Existing Customers Impact on Prosp

14、ects Brand is an important driver of buyer behavior Brand has some impact, buyer behavior driven more heavily influenced by other factors 65% 29% 58% 5% 6% 35% 1% 1% Brand Survey 2019 Gartner for Marketers GML GartnerDigital Recommended actions: To understand the realities of how brand impacts the b

15、ehavior of your prospects and existing customers, fully explore underlying customer perceptions, priorities and behaviors to establish a more accurate view of exactly what role brand plays within the customer experience. Focus beyond acquisition. Marketing leaders are clear on the value of brand dri

16、ving behavior with prospects. Expand your view of how brand supports existing customers by studying where customer behavior is most heavily influenced by brand. Marketing leaders face myriad challenges when it comes to managing their brands. The top brand challenges shared by marketing leaders were

17、managing a global brand (35%), keeping brand relevant (35%) and measuring the impact of brand investments (31%) (see Figure 2). Being global, relevant and measurable are top brand challenges Brand Survey 2019 Gartner for Marketers GML GartnerDigital Figure 2. Managing a Global Brand, Staying Relevan

18、t and Measuring Impact Are Top Brand Challenges Top Challenges Around Brand Marketing Percentage of Respondents; Sum of Top 3 Ranked Source: Gartner All respondents, excluding unsure n = 393 Managing a global brand Communicating impact/value of brand to internal stakeholders Keeping the brand releva

19、nt Managing a multibrand portfolio Measuring the impact of brand investments Treating brand as an asset versus a campaign or program Creating a compelling brand vision Brand governance and management Integrating brand effectively into all communication Connecting brand messaging with organizational

20、values Connecting brand with company culture 35% 35% 29% 30% 31% 24% 23% 23% 20% 23% 21% Brand Survey 2019 Gartner for Marketers GML GartnerDigital Top brand challenges: Managing a global brand is a complex, multidimensional undertaking. Marketers must create multiple, connected variations of core v

21、alue propositions; deal with multiple language and cultural issues; and grapple with varied resource requirements from region to region. Even brands that may not see themselves as global are operating in a more tightly connected global ecosystem. As a result, the challenges of being a global brand e

22、xtend to a larger number of marketing leaders. Staying aligned to the changing needs and interests of your target audiences, and demonstrating your brand is tuned into whats happening in the world can be challenging. Brand relevance can pivot on nonobvious factors that might be missed if an organiza

23、tion is not alert to the market. Examples of actions designed to retain relevancy include several major brands moving to reduce use of plastics in their packaging and products and cereal companies creating gluten-free versions of long-established cereal products. Many marketing leaders express frust

24、ration about keeping abreast of everything they need to be watching as well as maintaining the right brand connection, if any, to what they see unfolding (see “Generating Breakthrough Multichannel Marketing Campaigns”). Brand investments remain some of the most difficult marketing expenditures to ac

25、curately track. Despite technology advancements and the creation of more sophisticated attribution models, marketing leaders continue to struggle to measure the impact of brand investments. Brand Survey 2019 Gartner for Marketers GML GartnerDigital Recommended actions: Watch for new competitors laun

26、ching in other parts of the world, and be aware of regional or cultural trends that may impact your category or products even if your brand lacks a significant global presence. Brands with a more significant global presence need to ensure they are providing the tools and resources to maintain brand

27、consistency while also being responsive and adaptable to individual market needs. Commit to the ongoing pursuit of relevance. You must actively monitor the marketplace to remain tuned into the trends, preferences and cultural factors that shape the collective mindset. Armed with in-depth insight, ma

28、rketing leaders must assess how their brands resonate across the environment through their own research, capturing of insight from customers, and diligent measurement and observation of the impact of various brand activities. Measure every brand investment you can, but be explicit about what you can

29、t. Even in the age of algorithms and artificial intelligence (AI), not every brand expenditure can be precisely valued. Marketing leaders should be ambitious in efforts to quantify brand initiatives to justify continued investment but realistic about brand spending that cannot be reliably assessed (

30、see “Optimizing Brand Equity Measurement Strategies”). Your brand must be responsive to change. Almost half (49%) of respondents indicated that the evolution of new business models within their category along with industry transformation/transition were the top drivers of change to their brand strat

31、egy, positioning and messaging (see Figure 3). New business models and industry transformation are driving brands to respond Brand Survey 2019 Gartner for Marketers GML GartnerDigital Figure 3. Top Drivers of Change to Brand Strategy, Positioning and Messaging Top Drivers of Significant Changes in B

32、rand Strategy, Positioning and Messaging Percentage of Respondents; Sum of Top 3 Ranked Source: Gartner All respondents, excluding unsure n = 393 Evolution of new business model within category Industry transformation/transition Macro-economic factors Regular brand portfolio rationalization Merger/A

33、cquisition Brand change or movement of existing competitor Executive changes/transition Other Entry of new competitor to category 49% 49% 35% 40% 44% 35% 1% 19% 23% Brand Survey 2019 Gartner for Marketers GML GartnerDigital These drivers of change are distinct from typical ongoing brand portfolio ra

34、tionalization and the normal responses to changes or movement of competitors, activities a brand might be doing as part of a more traditional cycle of brand review. The big drivers of modern brand change are completely new business models and transformation of industries, not typical ongoing marketp

35、lace concerns. Consider how technology has changed the financial services industry, creating completely new financial instruments and virtual institutions, or the impact of rideshare services on transportation. Mergers and acquisitions (19%), macroeconomic factors (23%), and executive changes (35%)

36、were less important as the impetus for brand change. Despite many potential concerns about looming economic challenges, marketing leaders did not indicate those concerns were significant drivers of brand strategy, positioning or messaging changes. In previous economic downturns, many brands were not

37、 adequately prepared or were slow to adjust strategies and, as a result, had greater struggles recovering. Time will tell if brands failing to see this as a driver will have adverse effects. The magnitude of the business model and industry transformation pushing brand change may vary across industri

38、es and geographies, but marketing leaders cannot underestimate the size and stature of these seismic forces. Recommended actions: Actively and aggressively explore potential disruptors. Modern marketing leaders must be looking within and, more often, outside their industries for emerging businesses

39、or products with the potential to create significant industry disruption. This requires comprehensive monitoring of the marketplace and exploring the periphery of their market space beyond traditional competitors. Ensure your organization has adequate research resources and access to third-party sou

40、rces to stay tuned in and aware. Prepare your resources and organization for rapid response. Even with diligent efforts to identify threats in advance, some competitors will emerge quickly and require an equally quick response. Consider developing potential scenarios in advance along with potential

41、responses. Clarify what resources would need to be involved to activate those responses. While its impossible to anticipate every potential scenario, the act of preparing for new competitive situations improves the overall level of organizational readiness. Brand Survey 2019 Gartner for Marketers GM

42、L GartnerDigital Today, the process of reviewing and refreshing the brand is an ongoing discipline rather than an occasional event. The days of making grandiose brand decisions and then just letting them ride are gone. Ninety-one percent of marketing leaders surveyed review their brands at least ann

43、ually, and 83% refresh their brands annually. A subset of that group, 53%, reviews their brand quarterly or continuously, and a full 25% of respondents characterize their brand review process as continuous (see Figure 4). Marketers embrace a Kaizen approach to their brands one-quarter operates in a

44、continuous state of review Brand Survey 2019 Gartner for Marketers GML GartnerDigital Figure 4. Frequency of Brand Strategy Review and Refresh Source: Gartner All respondents, excluding unsure n = 393 Frequency of Brand Strategy Review and Refresh Percentage of respondents Continuously Every 4-5 yea

45、rs When market conditions change significantly When business strategy changes significantly Every 2-3 years Review Refresh Quarterly Semi-annually Annually 23% 22% 25% 19% 19% 28% 5% 19% 19% 8% 1% 2% 1% 2% 3% 5% Brand Survey 2019 Gartner for Marketers GML GartnerDigital The frequency varies, but, co

46、nsistently, marketing leaders are calibrating their brands more frequently to ensure they remain relevant and, if required, respond to changes in the market. Brand review may not always result in significant change, but marketing leaders are evaluating how their brand aligns to the marketplace more

47、often than in the past. Brand refresh may also be subtle or nuanced. Even marketing leaders who are very actively refreshing their brands recognize the balancing act of managing continuity and stability with the dynamics of change. The frequent calibration reflects that marketing leaders are proacti

48、ve when it comes to brand. Marketers are not waiting to be pushed by external changes in the market or by shifts in business strategy. In addition to more frequent review, marketers also indicate a willingness to refresh brands more often. Refresh could be an incremental update to some elements of a brand that could include new visual approaches, tone, style or messaging versus a wholesale overhaul of brand identity. Brands are shifting to a mode of ongoing evolution and adaptation in most cas