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1、The State of Creative Process in MarketingJUNE 2024Confidential:Cannot be shared without permission from MMA GlobalWe are on the cusp of a creative revolution.Welcome to MMA Globals first benchmark study on the state of the creative process in marketing.This study was conducted in partnership with C

2、anva and is based on the input of close to 100 senior creative decision makers,and provides a guide for marketers looking to refine their approaches and drive increased value with their creative efforts.Marketing creativity is at a pivotal moment.The process has grown increasingly complex,yet its im

3、portance has surged,with 77%of marketers declaring it more vital than ever.This heightened focus on creative is not just a trend;its a necessity driven by the rapid advancements in marketing technologies and deep changes in the media ecosystem.In fact,80%of marketers see the rise of data and analyti

4、cs as a significant boon,enhancing their ability to craft compelling and effective creative strategies and revolutionize creative processes.However,there are significant challenges.Less than 40%of marketers believe they are making the right investment in creative talent and tools,highlighting a crit

5、ical gap between perceived importance and actual resource allocation.Additionally,measuring the ROI of creative efforts remains elusive,with fewer than 40%confident in their ability to accurately assess its impact.In light of these challenges,there is a notable shift towards in-housing creative func

6、tions.On average,a net one-third of marketers is expected to increase its in-house creative operations,seeking greater transparency,strategic alignment,and cost efficiency.As we look ahead,these key data points emphasize the need for strategic investment in creativity,the integration of advanced tec

7、hnologies,and a robust approach to measuring effectiveness.The future of marketing will increasingly hinge on our ability to navigate these complexities and harness the full potential of creative innovation.Executive SummaryCreative is now more crucial than ever01We are focused on outcomesbut hinder

8、ed by increased complexity 0203We are torn between existing processes and future disruption 04We believe creative is critical for marketing successbut we underinvest in it 05We believe creative works,but we cant prove its ROI 06The rise of creative in-housing 01Creative is now more crucial than ever

9、Creative is more crucial than ever.Q.Considering the evolution of the marketing industry,do you believe the importance of creative has changed compared to the past?(Select one)Q.In the next 12 months,do you expect that creative will become more or less important in your organization?(Select one)N=94

10、 Senior Marketers Importance of creative compared to the past0%50%100%Creative is more crucial nowThe importance of creative hasnt changedThe role of creative has diminished compared to the past7%16%77%Expected Importance of creative in the next 12 monthsMore importantSame/No change in importanceLes

11、s important2%30%68%6Social is seen as the#1 creative priority,followed by online video and products/customer experience assets.Q.How do you rank the following creative assets in order of priority to your company?(Rate each statement using the priority scale provided)N=94 Senior Marketers1234Social m

12、ediaOnline videoOnline product and customer experience assetsTV advertisingPR and communicationsEmail marketingOnline displayOnline content (blogs,podcasts,etc.)Internal communications2.122.42.612.622.692.732.913.173.22Top PriorityLowest Priority7Creative is now more crucial than everThe creative pr

13、ocess has become increasingly complex over the past five years,with marketers facing challenges in maintaining consistency across touchpoints,managing resources,systems and tools,and talent.Despite these difficulties,three quarters of marketers think that creative is more important than ever,driven

14、by the increased importance of social media,online video,and online customer experiences.Looking ahead,a significant majority expect creative efforts to become a higher priority,particularly in social media,online video,and online customer experiences.02We are focused on outcomes but hindered by inc

15、reased complexityMarketers see potential from new tech applications and tools.Q.Which of the following technology applications/tools have the biggest positive impact on your creative process,either by increasing efficiency or improving the creative output?(Select up to three)N=94 Senior MarketersCol

16、laboration platformsPhoto/video editing toolsGenerative AI(e.g.,writing assistants like ChatGPT)Social media templatesData visualization toolsPresentation productsDocument management3D modelingAugmented reality toolsCreative coding toolsVirtual reality toolsOther(please specify)None of the above0%15

17、%30%45%60%3%3%3%3%5%9%20%21%26%31%35%54%54%10Sales and brand outcomes are the top priorities of the creative process.But sometimes the actual process gets in the way.Key Creative PrioritiesDriving salesImproving brand equityMaintaining consistency/fit with brand guidelinesMeeting budget and increasi

18、ng cost efficienciesEnsuring regulatory complianceManaging stakeholdersIncreasing buzzworthiness/viralityMeeting deadlinesManaging scale and versioning of creativeAchieving industry recognition and winning awards0%20%40%60%80%4%27%30%32%32%37%44%46%59%78%Q.Thinking about the trade-offs and decisions

19、 you need to make when it comes to creative:Which of those priorities comes first(i.e.this is what you are mostly solving for)?Which of them come second(i.e.other priorities that you are actively managing)?Which of them come third(i.e.other factors that you are just monitoring)?(Rate each statement

20、using the priority scale provided)N=94 Senior MarketersOutcomeProcess11The creative process has increased in complexity vs.5 years ago.Q.How challenging is each of the following aspects,when you think about your creative process today vs 5 years ago?(Rate each statement using the challenging scale p

21、rovided,%shown is the difference between marketers who said“more challenging”minus those who said“less challenging”)N=94 Senior MarketersNet%of marketers who say more challenging today vs.5 years agoManaging resources and budgetsIdentifying and managing talentMaintaining consistency of creative outp

22、utManaging systems&toolsCommunicating across teams0%10%20%30%40%25%29%32%32%35%12Alignment and consistency remain key challenges.Q.How satisfied are you with your companys alignment in each of the following areas?(Rate each statement using the satisfaction scale provided)N=94 Senior Marketers Alignm

23、ent of creative strategy with business goals Consistency of creative across channels and geographies Consistency of creative strategy across departments Alignment on the level of“risk”that we are allowed to take with our creative123453.333.343.443.8DISSATISFIEDSATISFIEDUNDECIDED/MIXED13Marketers opt

24、imize their strategies,goals,budgets,and creative efforts to achieve strong sales and brand outcomes.However,they must also navigate several constraints,such as managing stakeholders(53%),meeting deadlines(53%),and handling the scale and versioning of creative assets(48%).As a result,a lot of market

25、ers are frustrated by the degree to which the actual process gets in the way,and the increased difficulty to align,across departments,regions,risk levels and priorities.We are focused on outcomes but hindered by increased complexity03We are torn between existing processes and future disruptionMarket

26、ers praise their creative culture,but feel that their competitors are moving faster to apply new tech.Perceived Competitive PositionThe overall quality of our creative outputThe quality and value added by our partners and agencies in the creative processOpenness to innovate when it comes to creative

27、Creative talent(quality and availability)How we select and evaluate our partners in the creative processOur ability to personalize creative How we integrate AI and GenAISpeed,efficiency and flexibility-35%0%35%-26%-23%-14%+13%+13%+15%+15%+21%16%of Marketers Who Say This Factor Has an Impact-20%-0%20

28、%40%60%80%100%The increasing use of data,analytics,and marketing technologiesThe increasing role of digital media and experiences in consumers livesThe increased focus of marketing on purpose and social impactThe rise of AI and GenAIThe proliferation of media channelsThe rise of “work from home”or h

29、ybrid environments-5%4%39%56%73%80%There is positive change stemming from marketing disruption.Q.How has each of the following factors influenced your creative process?(Rate each statement using the impact scale provided)N=94 Senior MarketersNegative ChangePositive Change17We are torn between existi

30、ng processes and future disruptionWhile marketers praise their current strengths,there is a clear concern about the ability to adapt quickly and integrate advanced technologies seamlessly into the creative process.Marketers express confidence in their culture of innovation,talent pool,and partner se

31、lection processes.They see significant positive impacts from tools for editing,collaboration,and AI.However,they acknowledge the need for greater agility in their companies and the feel they need to work harder to integrate AI and GenAI technologies and other ways to personalize creative experiences

32、.04We believe creative is critical for marketing success but we underinvest in it 23%39%39%Quality of creative is seen as equally important as data and targeting.Importance of each factor to marketing successQ.Please rank the following aspects of marketing in order of their importance to your organi

33、zations overall marketing success.(1=most important,please rate all three aspects):%of 1.N=94 Senior MarketersData&TargetingQuality of CreativeMedia Channel Selection20Marketers currently investMarketing Budget allocation that goes to creative activitiesQ.What percentage of your total marketing budg

34、et is allocated to creative activities,including hiring creative talent,creative development,and investment in creative tools and technologies?(Select one)N=94 Senior Marketers(1=most important,please rate all three aspects):%of 1.N=94 Senior MarketersNot sureLess than 10%10%to 25%26%to 50%51%to 75%

35、More than 75%0%4%16%55%18%6%20%of their budget on creative217%45%23%24%OtherAgencies and other external partners for creative servicesInternal talent acquisition,training and retentionTools,technologies and systemsAgencies take the lion share of the creative budget,while the remaining is split equal

36、ly among talent and tools/systems.Q.Thinking about 2024,roughly what percentage of your creative budget is allocated to each of the following areas?(Answers must add up to 100)N=94 Senior Marketers22Given the importance of creative,most marketers feel that they dont currently invest enough on talent

37、 or systems for creative.Q.How much do you agree or disagree with the following statements?(Rate each statement using the agreement scale provided)N=94 Senior Marketers Creative is a top priority in our marketing organization,compared to other marketing priorities We make the right level of investme

38、nts on creative talent We make the right level of investments in systems,technologies and tools for creative0%25%50%75%100%11%14%23%26%33%46%Somewhat AgreeStrongly Agree23We believe creative is critical for marketing success but we underinvest in itCurrently,marketers allocate 20%of their total mark

39、eting budget to creative,valuing it almost as much as data and targeting.Agencies receive the largest share of the creative budget(46%),while the remaining funds are split equally between talent and tools/systems.Despite the importance of creative,most marketers believe they underinvest in relevant

40、talent and systems,with only 12%and 9%respectively strongly agreeing that they allocate sufficient resources.We believe creative works,but we cant prove its ROI05Although marketers feel their creative adds value,many are not in a position to REALLY quantify its ROI.0%10%20%30%40%50%60%70%Satisfied f

41、rom creative outputOur creative output adds value to the lives of our customersWe are confident in our ability to measure creatives ROI6%23%17%31%49%51%Somewhat AgreeStrongly AgreeQ.How satisfied are you with your companys marketing performance over the past 3 years?(Select one)N=94 Senior Marketers

42、 Q.How satisfied are you with your companys creative output,over the past 3 years?(Select one)N=94 Senior Marketers Q.How much do you agree or disagree with the following statements?(Rate each statement using the agreement scale provided)N=94 Senior Marketers26Although ROI is the most desirable metr

43、ic,marketers rely on“counting metrics,”and run the risk of not really capturing incrementality Return based metrics(ROAS,ROI)Impressions,traffic and engagement metricsConversion ratesSurvey based metricsSalesCost based metrics(e.g.cost per conversion)Creative AwardsOpinions from experts and influenc

44、ersOther(please specify)0%18%35%52%70%5%10%10%22%30%35%50%53%60%Q.Which of the following types of metrics do you rely on the most when it comes to making decisions about the effectiveness of your creative?(Select up to three)N=94 Senior Marketersbecause most measurement of creative effectiveness is

45、not ROI focused.Q.Which of the following measurement tools do you rely on the most to assess the effectiveness of your creative efforts?(Select up to three)N=94 Senior MarketersBrand Lift studiesCounting/tracking of CTR,conversions,GRPsBrand trackersCreative pre-testingMMMExpert opinionsRules based

46、attributionRCT/experimentsMTAOther(please specify)0%18%35%52%70%4%11%11%12%16%31%34%47%48%51%We believe creative works,but we cant prove its ROIQuantifying the ROI of creative ads is another major challenge that is deemed to become more critical as marketing continues to be disrupted.While marketers

47、 feel that their creative work adds value,only 36%are satisfied with their ability to measure its ROI accurately.Although ROI is the most desirable metric,marketers dont feel confident about their ability to dissect the actual value of creative and its impact on economic results.The measurement of c

48、reative effectiveness is often based on brand lift studies(49%),counting metrics(46%),and brand tracking studies(43%),rather than focusing on direct ROI.06The rise of creative in-housing Marketers have begun shifting more work to in-house talent in the last 12 months,and some will continue that tren

49、d into 2025.Q.Has the makeup of your creative resources changed in the last 12 months?(Select one)Q.Do you expect the makeup of your creative resources to change in the next 12 months?(Select one)N=94 Senior MarketersCreative Team Behavior:Past 12 monthsNo change in either directionMoved more work i

50、n-houseOutsourced more work0%15%30%45%60%13%30%54%Creative Team Behavior:Next 12 monthsNo change in either directionPlan to move more work in-house compared to this yearPlan to outsource more work compared to this yearNot sure0%15%30%45%60%15%13%31%41%31Strategy and measurement are functions that ar

51、e mostly in-house.Q.How is your creative work split between in-house teams vs.external agency/production partners when it comes to the following tasks and capabilities?(Each row needs a response)N=94 Senior MarketersCreative strategyMeasurement of creative impactCreative optimizationCreative asset d

52、evelopment0%25%50%75%100%22%22%17%23%54%49%34%29%23%29%49%48%Mostly In-houseMixMostly Outsourced32Q.Which of the following factors typically leads to more outsourcing of creative initiatives?(Select all that apply)N=94 Senior MarketersReasons for Outsourcing Creative Initiatives:0%25%50%75%100%New/s

53、pecialized needs that fall outside current capabilitiesTight or unexpected deadlinesUnexpected changes in in-house resources (e.g.resources are dedicated elsewhere or not available)New offering from a trusted partner26%39%41%69%Constant disruption and unexpected deadlines are factors that tend to dr

54、ive more outsourcing.33In-sourcing creative is seen as a superior process across most factors,but the resource need to collaborate on high-impact creative output is what drives outsourcing.Q.How would you evaluate outsourced vs in-house creative in terms of the following factors?N=94 Senior Marketer

55、s-2-1012CostTransparency of processAlignment to strategyOverall ROISpeedQuantity of creative outputAbility to measure results/incrementalityQuality of creative output-0.60.10.10.20.30.41.01.134In-house is betterOutsourced is betterVideo assets are those more likely to be outsourced.Q.How is your cre

56、ative work split between in-house teams vs.external agency/production partners when it comes to the following types of assets?(Each row needs a response)N=94 Senior Marketers35EmailsWebsites and appsContentSocialDisplayOnline VideoTV0%25%50%75%100%17%1%1%1%59%44%23%17%17%15%11%17%37%46%48%41%31%18%7

57、%19%30%35%41%53%70%Mostly In-houseMixMostly OutsourcedNot sureThe rise of creative in-housing The majority of marketers“in-house”at least a quarter of their creative needs,with strategy and measurement being functions predominantly handled internally.While constant disruptions and unexpected deadlin

58、es often lead to more outsourcing,marketers have been shifting more work to in-house talent over the past 12 months,a trend expected to continue into 2025.In-sourcing creative work is increasingly seen as a superior process,offering greater transparency,better alignment with strategy,and lower costs

59、.This approach is particularly preferred for social media,content,websites,apps,and to some extent,display advertising,with many marketers continuing to rely on external agencies for TV and video production.Study MethodologyThe 2024 State of Creative includes perspectives from close to 100 Senior Ma

60、rketers involved in the creative process:Marketing Role37%33%30%C-Suite ExecutivesSenior TeammatesEVP/SVP/VPCompany Tenure0%10%20%30%40%Less than 1 year1-2 years3-4 years5-9 years10+years24%31%24%18%2%The 2024 State of Creative includes perspectives from close to 100 Senior Marketers from large,esta

61、blished companies:Brand Umbrella0%15%30%45%60%Single BrandHouse of Brands55%45%SectorsFinancialOther serviceOther productHealthCPGRetailEntertainmentTelecomsDurables0%5%10%15%20%1%1%9%13%14%15%15%16%17%Annual Revenue0%40%80%Less than$1BMore than$1B72%28%Financial Growth2%26%72%GrowingFlat/mixedDecli

62、ning40About MMA GlobalMMA Member Organizations Include:Visit for a complete members listVisit for our board membersJoin the MMA: Attribution Think Tank(MATT):Empower marketers with a true impact of Marketing through advancing scientific approaches to measurement that will ultimately increase the val

63、ue of their company.Marketing Organizational Strategy Think Tank(MOSTT):Empower marketers to build&execute winning data&customer strategies that will ultimately increase the value of their company.Marketing Data and Customer Experience Think Tank(DATT):Empower marketing executives to understand and

64、implement evidence-based Organizational Structures that will ultimately increase the value of their company.MMA Global is a non-profit industry association dedicated to dramatically improving Marketings ability to deliver on a companys growth agenda.With 800+member companies and offices in 15 countr

65、ies around the world,the MMA is organized and run by Marketers and the only trade body to include all aspects of the marketing ecosystem(adtech/martech,platforms,media,agencies),which is crucial in addressing the industrys most pressing challenges.MMA invests in scientific research leveraging research consortiums and in-market experiments to discover new approaches to improve the return on investments in marketing.These initiative are executed through three Think Tanks each with a mission to drive step-function improvement in marketing-led growth and