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1、2023GlobalMarketing TrendsAbout theDeloitteCMOProgramDeloittes CMO Program supports CMOs as they navigate the complexities of the role,anticipate upcoming market trends,and respond to challenges with agile marketing.Read more on the latest marketing trends and insights.Digital technology has changed

2、 the face of business.Across the globe,Deloitte Digital helps clients see whats possible,identify whats valuable,and deliver on it by combining creative and digital capabilities with advertising agency prowess,and the technical experience,deep business strategy,and relationships of the worlds larges

3、t consultancy.Deloitte Digital empowers businesses with the insights,platforms,and behaviors needed to continuously and rapidly evolve to performbeyond expectations.Read more about Deloitte Digitals world-class digital agency and its service offerings.2023 Global Marketing Trends 3Table ofcontents04

4、 Trend 1Brands answer economic instability with marketing investments13 Trend 2Chief marketing officers drive growth through internal sustainability efforts22 Trend 3Creativity as a force for growth34 Trend 4Rising technologies for marketers 01 02 03 04 43 Recognition and appreciationTrend 1Brands a

5、nswer economic instability with marketing investments2023 Global Marketing Trends 5Marketing has gone through a renaissance over the past 10 years,but while much has changed,there is likely much more change still to come.Where there was once only a promise of marketing acting as a driver of accounta

6、ble growth,today that promise has been realized.This promise is partly due to capabilities such as dynamic,one-to-one personalization,where each customer has the right message at the right time and place;or through better ways of running a marketing organization,where teams and partners can spend mo

7、re time focused on strategic delivery across the business versus executing on tactics.The introduction of technology and data has forever changed marketing,giving it a seat in the boardroom.The past two years spent in a global pandemic have only deepened marketings impact.There has been growth,innov

8、ation,and agility in the way marketing has reacted to help navigate and thrive through dramatic and unprecedented times.However,we are now transitioning into a period of economic uncertainty that will test marketings resolve once more.Based on a global survey of chief marketing officers(CMOs),we ide

9、ntified three ways CMOs are leading the charge and driving impact beyond cutting costs.Investing in marketing during a downturn could contribute to future growth.A CMO can think like a chief financial officer but still apply their own unique mindset.What are the top priorities of chief marketing off

10、icers in navigating economic downturns?01 02 03 04 2023 Global Marketing Trends 6CMOs top priorities to consider during economic instabilityMany brands surveyed have indicated that navigating the current state of economic instability and rising inflation is their top concern for the coming year.But

11、rather than hedging their bets and cutting costs,brands are answering this instability with an investment mindset:growing their organizations capabilities and capacity to endure whatever tribulations an economic downturn may bring.In a series of interviews with over 20 CMOs across the globe,we explo

12、red what they are doing to secure their companies against current and an-ticipated economic instability.Their responses indicated that their top three priorities are:1.Accelerating the move to new digital tech-nologies or platforms 2.Expanding into new markets,segments,or geographies 3.Implementing

13、systems or algorithms to en-hance customer personalization(figure 1)While we examine each of these investment areas in depth,our conversations with CMOs reveal that these top three priorities are often linked.Accelerating the move to new digital technologies or platforms Digital platforms and techno

14、logies offer a long list of use cases and benefits for marketing.Well-designed digital platforms can streamline and simplify the customer experience,incentivizing customers to engage more deeply on digital platforms and capturing valuable customer data.Capitalizing on this data can offer opportuniti

15、es to improve customer loyalty,satisfaction,and lifetime value through better personalization and decreased friction at every step in the customer journey.Our CMO survey respondents shared which technologies they have their eye on.Some marketers are prioritizing artificial intelligence(AI)and analyt

16、ics to help orchestrate better experiences and paint a more holistic picture of the customer.Other frequently cited technologies and platforms include virtual reality,augmented reality,social platforms(such as through social Innovative companies are likely to reduce costs,increase customer engagemen

17、t,and pioneer entirely new offerings for a piece of the budding market.01 02 03 04 2023 Global Marketing Trends 7commerce),and digital currencies.While the use cases and benefits of these technologies and platforms vary,we still wanted to understand why CMOs now see a need to accelerate their adopti

18、on.Stephanie Ngeli,chief marketing and innova-tion officer of SV Group,helps illustrate a crucial underlying trend:“What we are seeing is that our guests are much more digitally savvy than they were before.Everybody knows how a QR code works these days,so for us its really important to leverage tech

19、nology and digital in order to create a much more seamless customer journey.”1While technologically savvy consumers may ex-pect more from their digital experience,meeting and exceeding these expectations could help brands capture an entirely new customer base on top of building and retaining loyalty

20、 within their existing base.Expanding the customer base is also the second-most important priority for CMOs in the coming year.Source:2023 Deloite Global Marketing Trends executive survey,conducted in June 2022.Deloitte Insights| 1:Chief marketing ofcers top priorities for the next 12 months 01 02 0

21、3 04 2023 Global Marketing Trends 8Bank Cler is not alone;as Ngeli mentioned earlier,an increasingly digitally savvy world can bring a new set of opportunities for capturing customer segments but can also reset expectations as customers begin to view a seamless digital experience as table stakes.Imp

22、rovements in digital capabilities may also help enable a new level of precision in marketing that could open new growth opportunities for the company.Microsegmentation of customer cohorts is maturing,and investments provide new ways to sense and help react to changing market conditions in more preci

23、se and relevant ways.Its no longer about reaching as many customers as possible,but instead reaching the right ones.These digital capabilities and systems that can improve customer targeting go hand in hand with enhancing CMOs final top priority.Implementing systems or algorithms to enhance customer

24、 personalization The third-most important priority our respondents shared is using systems or algorithms,such as data platforms and machine learning,to enhance customer personalization.New platforms and systems that integrate first-party data from customers with information about geographic,sociopol

25、itical,and even weather and climate data can assist CMOs in uncovering new insights into customer behavior and preferences from larger sources of data.The evolution in personalization brings data directly into the hands of marketers and arms them with a detailed understanding of the factors that dri

26、ve consumer behavior,helping to predict a customers likelihood of purchasing or churning,or their lifetime value.Expanding into new markets,segments,or geographies As a degree of attrition can be expected during an economic downturn,tapping into new markets can dampen this impact and help set the bu

27、siness up for future success.While there are many avenues to expanding the customer base,our interviews with CMOs revealed that their efforts often directly tied the digital landscape with market expansion.Gregor Eicher,head of marketing and sales for Bank Cler,says his organization is using a strat

28、egy of expansion by refocusing on digital channels:“Were a young brand,so were still in a growth phase.We are decreasing physical touchpoints and moving to digital touchpoints.We want to increase product awareness and bring in new customers for our smart banking app.We want to use this as a key chan

29、nel for the bank.”01 02 03 04 2023 Global Marketing Trends 9While AI and other algorithms can help improve personalization at scale,these capabilities should also be paired with other human-centered methodologies,such as behavioral science or ethnography,to build a complete picture of the customer a

30、nd uncover the why behind the data.Cristian Cabello,CMO of main Latam car dealer Derco,stressed the importance of a joint methodology:“Data will lead us to the points of contact with advertising that are increasingly personalized and more relevantbut here I also have to be emphatic that artificial i

31、ntelligence isnt enough for us to put together models,if we dont combine or accompany it with a deep human knowledge through ad hoc research of our clients.The key to generating this personalization is with a correct understanding of the client,mixing data with research on the clients experience.”4

32、Its important to note that these types of detailed segments are fluid and evolving,so dynamic seg-mentation becomes critical.However,through AI and machine learning,combined with experimen-tation and a test-and-learn culture,brands can dynamically tune their marketing and messaging based on ever-cha

33、nging consumer behavior.Implementing these systems successfully can require coordination and end-to-end integration within the organization.Antonia Lepore,CMO of AXA,stresses this point:“If you want to do really good personalized and automated marketing,you need help from your IT colleagues,you need

34、 data colleagues,and the systems have to talk together.”3 Our survey results indicate that the majority of CMO respondents currently do not have such capabilities in placebut this is set to rapidly change.Thirty-eight percent of CMOs are looking to deploy the capabilities that enable this type of pe

35、rsonalization within the coming year,with an-other 12%within two years5signaling a major shift for the field of marketing.“If you want to do really good personalized and automated marketing,you need help from your IT colleagues,you need data colleagues,and the systems have to talk together.Antonia L

36、epore chief marketing officer,AXA 01 02 03 04 2023 Global Marketing Trends 10How can other CMOs navigate these same priorities?Partner wellor integrate completely.Having leading tech alone will only get you so far.To accelerate your brands move to new digital technologies and platforms,Lepore stress

37、ed the need for CMOs to work closely with key partners across the organization.Identify and confer with stakeholders on how to optimize these technologies for everyones benefit,and to help ensure a seamless back-end integration.Some of the most progressive companies are working to break down these w

38、alls entirely,establishing data science and technology as core functions of marketing.Test often.With an increasingly digitally savvy society,Ngeli observes that expanding into new markets can correspond directly with expanding operations onto digital platforms.However,a difficult customer experienc

39、e on a hastily rolled-out website or app can discourage both current and potential cus-tomers from engaging with your brand.CMOs should consider carefully testing and honing platforms to accommodate customer needs and help facilitate a seamless customer ex-perience before leaning into this strategy.

40、Combine data science with a human touch.Data science provides an important but in-complete piece of the puzzle.As Cabello notes,brands should blend data with hu-man-centered methodologies to create a more complete picture of the customer,pre-vent mistakes an algorithm cant always un-derstand,and cul

41、tivate connections with the customer.01 02 03 04 2023 Global Marketing Trends 111.Interviews conducted between July and September 2022 as part of research for 2023 Global Marketing Trends.2.Ibid.3.Ibid.4.Ibid.5.2023 Deloitte Global Marketing Trends executive sur-vey,conducted in June 2022.Endnotes 0

42、1 02 03 04 2023 Global Marketing Trends 12Katie is a principal at Deloitte Digital where she leads Marketing Strategy&Transformation.She serves as a strategic advisor to consumer-first companies who are challenged to do more with less in a fast changing market.She advises chief marketing,digital and

43、 analytics officers on how to drive business growth and deliver personalized experiences and marketing across channels by bringing together strategy,technology,and ana-lytics.Katie Denlinger Connor SAbout the authorsConnor Seidenschwarz is a Research and Insights lead for Deloittes CMO Program.As a

44、researcher with Deloitte Services LP,he focuses on emerging marketing trends and CMO dynamics within the C-suite.Leala Shah CrawfordManaging director,Customer Data Science,Analytics and Personalization leadHolly DarovMarketing Strategy&Transformation Practice leadGeorg MullerManaging directorAcknowl

45、edgmentsThe authors would like to thank the following contributors for their support in developing this trend:01 02 03 04 Trend 2Chief marketing officers drive growth through internal sustainability efforts2023 Global Marketing Trends 14Sustainability is one subject that has captured the attention o

46、f marketers for several years.Once seen as a hot-button issue,sustainability has grown into a matter that is not only the right thing to do as a responsible corporate citizen but can also be good for business.Brands that focus on sustainable business practices can become more relevant and profitable

47、 as well as grow:all the te-nets that chief marketing officers(CMOs)strive for.These practices also become a lever that brands can use to stay ahead of cultural trends.Sustainability as an imperative for growthSustainability is an overarching ethos that requires developing a business model that is s

48、ustainable for the earth,the economy,and society.These matters are increasingly vital to meet market,regulatory,and governmental demands and are also a central concern for consumers.Many brands are focusing on sustainability,defined broadly,as a key part of building a brand with staying power.How ar

49、e brands responding to the growing imperative of investing in sustainability issues?A Deloitte survey of 1,015 CMOs indicates that brands are concentrating their efforts on shoring up their own internal sustainability practices as opposed to focusing externally on influencing customer behavior.1 For

50、 example,brands working on internal sustainability might be focused on reducing paper waste or energy usage,or creating more sustainable or transparent supply chains,among other actions.As sustainability and equity continue to be important for consumers,two industries are leading the way in their ef

51、fortssetting an example for other industries and even consumers.01 02 03 04 2023 Global Marketing Trends 15Brands reported that their top three priorities for sustainability efforts this year include(figure 1):1.Improving sustainability of internal marketing practices 2.Promoting more sustainable pr

52、oduct and service offerings 3.Establishing long-term sustainability commit-mentsInternal sustainability efforts can not only help establish the authenticity of a brands marketing initiativesbuilding trust with consumersbut they can also help the brand build a more secure,sustainable future for itsel

53、f in the face of heightened global uncertainties.Notably,relatively few brands are moving the responsibility to consumers,with only 25%saying they are trying to nudge new consumer actions,indicating that brands are taking ownership of sustainability actions and trying to lead by example.Percentage o

54、f CMO responsesFIGURE 1:Brands top priorities for their sustainability eforts in 2022 51%47%45%42%38%38%29%25%Source:2023 Deloite Global Marketing Trends executive survey,conducted in June 2022.Deloitte Insights| 01 02 03 04 2023 Global Marketing Trends 16While some brands may feel the impulse to pu

55、ll back on sustainability in times of economic uncer-tainty,these responses show that a strong focus on sustainability should continue as consumers remain deeply concerned about global and eco-nomic events and expect proactive action toward protecting the wellness of the planet.Marketers should rema

56、in vigilant on meeting and exceeding expectations on matters of sustainability to re-main relevant in the marketplace.Michael Schuld,chief commercial and market-ing officer at MediaMarktSaturn Retail Group,explains that sustainability is a requisite for leadership and growth:“Being a market leader i

57、n Europe means for us,we have to have answers to sustainability.This is not a trend;this is a must because we have only one earth.Of course,we also see it from an economic aspect:Our cus-tomers,especially younger ones,want to see answers on that.Otherwise,you will not be their first choice anymorean

58、d it is good that it is this Source:2023 Deloite Global Marketing Trends executive survey,conducted in June 2022.Deloitte Insights| sciences and health care top 3 priorities21%Build moresustainable capabilitiesExpand into new markets,segments,or geographiesReduceoperational costsExpand into new mark

59、ets,segments,or geographiesDevelop,acquire,and retain talentBuild moreinclusive capabilities21%Cross-industry average Energy,resources,and industrials Cross-industry average Life sciences and health careFIGURE 2:Energy,resources,and industrials top 3 prioritiesThe top sustainability priorities of th

60、e energy,resources,and industrials(ER&I)and the life sciences and health care(LS&HC)industries 01 02 03 04 2023 Global Marketing Trends 17Driving sustainable growth:Health care and energy are leading the way When we looked at marketing priorities by indus-try,two industries stand out as placing a hi

61、gh emphasis on sustainability and equity:Energy,resources,and industrials(ER&I)has“building more sustainable capabilities”as its top priority,at a rate nearly double the cross-industry average.Meanwhile,life sciences and health care(LS&HC)has“building more inclusive capabilities”as one of its top th

62、ree priorities(figure 2).The reason behind this emphasis could be that global events of the past few years have forced companies in the ER&I and LS&HC industries to adapt quickly,in some cases even before they were ready.To help ensure their organizations are prepared for unexpected challenges,CMOs

63、can look for lessons from these industries that are al-ready focused on social issues.ER&I invests in the future by focusing on sustainability When asked how they plan to improve customer-centricity in marketing efforts,ER&I respondents cited meeting customer values.Since customer values increasingl

64、y include sustainability and equity,it is no surprise that these organizations were most likely to report an emphasis on sustainability efforts this year.Kevin Moens,corporate director for sales and marketing at Eastman,explains Eastmans deep commitment to sustainability:“In the coming years,we are

65、committed to a strong investment strategy in sustainability,regardless of the mac-roeconomic environment.We are investing in molecular recycling technologies that enable us to unzip plastic waste and bring the polymers back to their basic molecular components,allow-ing for infinite recyclability and

66、 bringing about a truly circular economy.These technologies produce virgin-like plastics with a substantially way.We are thinking about circle economy.We think about second life programs.We even think more about products as a service.”2 As marketers consider their sustainability efforts,our data sug

67、gests they should consider a“be,say,do”approach in which they begin by developing internal practices that are aligned with their pur-pose.This should be done before brands focus on communicating their values externally,and before they begin developing external practices aligned with their values.“We

68、 have to have answers to sustainability.This is not a trend;this is a must because we have only one earth.Michael Schuld,chief commercial and marketing officer,MediaMarktSaturn Retail Group 01 02 03 04 2023 Global Marketing Trends 18operations.These ambitious internal plans also aim to help Shell in

69、troduce customers to new decarbonization opportunities.By focusing their efforts internally now,brands can set an exam-ple for consumers in making sustainable choices down the line.4 LS&HC builds value through equity Equity issues have been important in LS&HC for a long time,says Kathryne Reeves,CMO

70、 at Illumi-na,but recent world events have made them even more pressing:“We didnt really need to read a study to tell us to care about equity.Our cus-tomers tell us.I think COVID exposed the deep inequities,particularly in western economies,be-tween the haves and the have-nots.We praised the caregiv

71、ers,the supply chain workers.We said all the right words,but at the end of the day,many of those people have substandard health care,and we saw that in the mortality rates.”5 During the height of the pandemic,Illumina created technology to track COVID-19 variants globally,providing data for global l

72、eaders to use to protect the health of vulnerable members of society.Bringing sustainability and equity together to im-prove the health of consumers and the planet has also been a priority at Johnson&Johnson(J&J)Consumer Health.Katie Decker,president of Global Essential Health,Healthy Lives and Glob

73、al Customer Development at Johnson&Johnson Consumer Health,explains that her teams work in this area is about engaging social responsibility as a vital part of driving growth:“Its working with all the functions across the company to make them understand that sustainability not only is an imperative;

74、it drives value.It drives growth.Its an expectation of our consumers and our custom-ers,and we can turn this into a value-generating proposition for our brands while doing something good for peoples health and the planet.”6 lower carbon footprint compared to the legacy fossil feedstock-based process

75、es,an important element as we look to tackle both the plastic waste and climate crises.”3 He notes that this emphasis is being driven from all sides:govern-mental regulations,potential,and current talent,and consumers themselves.Bree Sandlin,vice president of lubricants market-ing for Shell,likewise

76、 explains that Shells efforts“in adapting sustainable methods and products are absolutely critical to Shells long-term suc-cess,”based on its deep connection to customers and their needs.She says,“Shell has publicly set an ambition of being a net-zero emissions energy company by 2050 or sooner.”To a

77、ccomplish this ambitious goal,Shell has engaged in several sus-tainability initiatives,including building a portfo-lio of sustainable products and services to help reduce the carbon footprint of its customers,using more recycled materials in products and packaging,and decarbonizing its supply chain

78、01 02 03 04 2023 Global Marketing Trends 19Sustainability for uncertain times Organizations that wish to thrive in the future should continue to invest in the kinds of products and marketing efforts that help ensure a healthy,equitable world before circumstances become urgent.We recommend that marke

79、ters consider the following in their sustainability efforts this year:Dont pull back.Although cutting down on sustainability investments might feel tempt-ing during a time of economic uncertainty,marketers should continue to invest,retain-ing a sense of long-term perspective about the socioeconomic

80、demands around sustainabili-ty on the horizon.Look inward.Marketers can infuse sus-tainability throughout the entire life cycle of the product or serviceleading to improved efficiencies,increased brand value through customer alignment,and ongoing impetus for growth.Unify your organization.Marketing

81、can and should play a leading role on sustainability issues within their organizations.Marketers excel at telling stories and rallying people behind their efforts.These skills should be leveraged to allow them to lead the charge on internal sustainability efforts.01 02 03 04 2023 Global Marketing Tr

82、ends 201.2023 Deloitte Global Marketing Trends executive sur-vey,conducted in June 2022.2.Interviews conducted between July and September 2022 as part of research for 2023 Global Marketing Trends.3.Ibid.4.Ibid.5.Ibid.6.Ibid.Endnotes 01 02 03 04 2023 Global Marketing Trends 21Nelson Kunkel is the chi

83、ef marketing officer for the Deloitte US sustainability business,lead-ing the vision,narrative,brand and marketing of whats good and equitable for people,planet and prosperity.Nelson Kunkel Bree MAbout the authorsBree Matheson is a Research and Insights lead for Deloittes CMO Program.As part of Delo

84、itte Services LP,she researches emerging marketing trends and CMO dynamics within the C-suite.Stacy KempPrincipal,Customer&Marketing,CMO ProgramAcknowledgmentsThe authors would like to thank the following contributors for their support in developing this trend:01 02 03 04 Trend 3Creativity as a forc

85、e for growth2023 Global Marketing Trends 23Some may say that being creative is a fundamental part of the human experience.It can be a means of discovering ourselves,overcoming adversity,and finding a way to inspire hope in challenging times.Creativity is a process our brains could go through to see

86、a problem in a new light and find a solution that works outside the bounds of the“standard approach.”But in the business world,which prioritizes optimization and guaranteed results,thinking outside the box can risk our careers,success,and relationships.Often,we stick to the road well travelled with

87、playbooks,mimic our competitors,or make incremental improvements to tired methods.Chief marketing officers(CMOs)may be the executives best positioned in the organization to emphasize the importance of creativity in a business.Whether during a time of transition,as a business seeks to develop new mar

88、kets by finding unmet needs,or in an economic downturn when customers,employees,and partners need the inspiration to find resilience,CMOs can be the force behind never letting the business settle for the status quo.Data and analytics may have gained prominence over creativity in addressing modern ma

89、rketing challenges,but the latter can still be valuableif done the right way.01 02 03 04 2023 Global Marketing Trends 24Creativity in the spotlight Growth has been a primary responsibility for CMOs.However,as generating growth becomes more complex due to rapid societal,techno-logical,and economic ch

90、anges,many brands have responded by doubling down on data and analytics.While these analytical tools are now often viewed as essential for any contemporary marketer,there are indications of an imbalance.Organizations may now lack the creativity needed to meet the challenges of the modern business wo

91、rld,as manifested in fewer creative leaders in the C-suite and lower emphasis on creative skills among CMOs and marketing talent.1 Creativity can go well beyond brand communi-cations and advertisements,using innovative thinking to shape how systems are designed,challenges are converted into opportun

92、ities,em-ployees collaborate,and organizations engage with customers and other stakeholders.Our Deloitte survey of 1,015 executives indicates that creativity in this form does,in fact,contribute to growth.High-growth brand respondents(defined as those with annual revenue growth of 10%or more)are mor

93、e likely than their negative-growth peers to have the mindset and processes to allow creativity to flourish.Not only are higher-growth brands more likely to view creative ideas as essential to long-term success,they are also more likely to create an environment that supports creative thinking by enc

94、ouraging risk-taking and cross-functional collaboration(figure 1).The percentages shown may seem low for high-growth brands,but it should be noted that only the“strongly agree”responses are displayed(that is,the brands that are fully committed to these ideals);when including“agree”responses,the prop

95、ortion of high-growth companies who responded approaches 90%for each attribute.And at a time when we are seeing a shift from creative skills to analytical skills across the mar-keting function,high-growth brands surveyed are more frequently doing the opposite by consider-ing creative thinking as one

96、 of the most important attributes for talent.2Organizations may now lack the creativity needed to meet the challenges of the modern business world,as manifested in fewer creative leaders in the C-suite and lower emphasis on creative skills among CMOs and marketing talent.01 02 03 04 2023 Global Mark

97、eting Trends 25Taking the creative lead One of the features of this new approach is that creativity is no longer limited to select individuals or teams.In fact,joint research from Deloitte Digital and LIONS reveals that one of the key elements of successful creative business transformation is findin

98、g“hidden”creatives from surprising sourcesnot just every employee,but also external partners,suppliers,and customers,all of whom can act as wellsprings of creative ideas.3While creative ideas can come from any of these sources,the CMO is sometimes best positioned to be the champion of identifying an

99、d activating these ideas across the enterprise.As the executive closest to the consumer,translating these ideas into practical business applications may be key to driving transformative success.Perhaps it is no surprise,then,that we see high-growth companies more than their negative-growth peers lea

100、ning on marketing for creativity(figure 2).01 02 03 04 Source:2023 Deloite Global Marketing Trends executive survey,conducted in June 2022.Deloitte Insights| that responded“strongly agree”on aspects of creativity by growth rateFIGURE 1:High-growth brands are more likely to have the mindset and proce

101、sses to allow creativity to flourish Negative growth High growth(10%+)PROMOTECREATIVECOLLABORATIONFOSTERCREATIVE IDEAS42%50%33%48%33%40%2023 Global Marketing Trends 26CMOs might consider the following strategies to encourage creativity in their organizations:Redefine what creativity can offer.Creati

102、vi-ty is no longer confined to single advertise-ments or campaigns.This shifts the priority for CMOs from delivering one-off projects to consistently delivering products,services,and experiences that allow a brand to stand out.Cristian Cabello,CMO of main Latam car dealer Derco,says,“I believe the g

103、reatest challenge for a brand is to be able to deliver differential services or experiences that go beyond what is innovative or traditional in the industry.They(those experiences)must be relevant and agree with cultural,econom-ic,or political fluctuations of the countries where we are present.Being

104、 consistent over time will allow us to stand out in the market.”4Source:2023 Deloite Global Marketing Trends executive survey,conducted in June 2022.FIGURE 2:High-growth companies rely more on marketing for creative ideas33%42%Organizations that responded“strongly agree”to relying on the marketing f

105、unction for their most creative ideas Negative growth High growth(10%+)01 02 03 04 2023 Global Marketing Trends 27 Bring the rest of the organization along for the ride.While CMOs and the marketing function can play a lead role in a brand trans-formation,all functions should be aligned on business a

106、spirations.For Cargill Protein&Salt CMO Chuck Gitkin,this means ensuring marketing and innovation teams are working closely with functions like sales,operations,and supply chain,especially on innovation.According to Gitkin,this collaboration allows Cargill to“reliably commercialize and supply innova

107、tive products and solutions to its cus-tomers,”ultimately scaling the impact of the organizations offerings.5 Inspire the organization to think differently.Encouraging risk-taking and providing room for failure can encourage creative thought.But encouraging your organization toward more creative ris

108、k-taking may require effec-tive leadership.Take the example of Tasha Boone,assistant director of communications at the US Census Bureau,who considers creativity essential to delivering on the bu-reaus vision.For Boone,this means connect-ing functions and ideas into a single,unified strategy while gi

109、ving individual employees the freedom to express themselves within this strategy.6 It is this type of combination of individual creative thought with cross-functional collaboration that can lead to the type of transformative change that drives growth.01 02 03 04 2023 Global Marketing Trends 28Source

110、:2023 Deloite Global Marketing Trends executive survey,conducted in June 2022.Deloitte Insights| 3:Sectors that plan to partner more with creatorsCurrently do Within the next 12 months 1224 months from now More than 24 months from now No plans at this timeLife sciences and health careConsumerFinanci

111、alservicesTechnology,media,and telecommunicationEnergy,resources,and industrialsBeyond the organizationWe are living in an era of cocreation.Creative collab-oration does not need to reside only within the four walls of the organization.External creative partners can care just as deeply about a brand

112、 and may come across as more authentic to consumers than the brand itself.Some of these potential partners,namely creators and influencers,have large social followings and are actively looking for brands to work with.The brands that are willing to share their voice with select others are the ones th

113、at could po-tentially generate a stronger brand community.Thus,it may not be a surprise that CMOs across all sectors are increasingly exploring partnerships with creators if they havent already done so.In our sur-vey,we found use of creator partnerships is expect-ed to approximately double in the ne

114、xt year,with particularly notable increases in sectors that dont normally consider such partnerships:life sciences and health care,and energy,resources,and indus-trials(figure 3).01 02 03 04 2023 Global Marketing Trends 29While paying a creator to feature a brand in a post is an obvious way to engag

115、e,it is not a comprehensive creative strategy.Many brands are finding that creators can be a natural extension of the strategic development team.When asked to rate the ease of conducting several aspects of the brand/creator partnership,nearly four out of five(78%)respondents indicate it is easy or v

116、ery easy to collaborate with creators on creative strategy the highest percentage of any aspect.7The brands that are willing to share their voice with select others are the ones that could potentially generate a stronger brand community.01 02 03 04 Research from Deloittes CMO Program shows that crea

117、tors are also looking for mutually benefi-cial collaborations that help them grow alongside the brands they work with.8 However,more than half of surveyed creators(58%)report difficulties securing partnerships with brands.Considering the difficulties from the creator perspective,and the fact that ou

118、r executive survey showed that fewer than one-third of brands(32%)are current-ly partnering with creators,there seems to be a dis-connect between the two sides of the partnership.2023 Global Marketing Trends 30Here are a few ways brands might better include creators as strategic partners in creativi

119、ty and growth plans:Allow for creative freedom.Almost by defi-nition,creators are considered accomplished at generating information in a way that engages a core audience.Giving creators the freedom to express their abilities with min-imal interference can not only lead to more appealing content but

120、also helps maintain the authentic voice that is vitally important to creators and consumers.In the words of Bree Sandlin,vice president of lubricants marketing at Shell:“Its a little scary as a brand manager to know that youre releas-ing that control.But its telling our brand story in a way that we

121、could never do with a level of authenticity and credibility that consumers need.”9 01 02 03 04 Build a partnership based on relevance.Just as businesses are likely seeking creators who are on the same social platforms as the companys target audience and who portray an image thats compatible with the

122、 brand,creators,as the sole representatives of their own brands,are likely looking for company partners that are relevant to the creators audience.In our survey of 400 creators,nearly seven in 10(69%)indicated that the top priority when deciding whether to partner with a business was“relevance of br

123、and to my audience”a higher priority than even monetary value of a partnership.10 A strong partnership may include plans for how content can be reinforced in a way that leads to growth for both brand and creator.Align on expectations.Creators surveyed indicated clear expectations are important to fo

124、rming an ideal partnership with companies.When contract terms plainly define how creators are evaluated,amplified,and paid,brands do not need to overthink how they define a successful partnership.Among brands that partner with creators,the top two ways of measuring the success of those partnerships

125、among those surveyed are“increased engagement on brand channels”(58%of executives)and“revenue growth”(57%of executives).11 2023 Global Marketing Trends 31Like every aspect of modern creativity,creator partnerships are likely to be effective when integrated into the larger creative strategy rather th

126、an as a solitary campaign.Connecting formerly disparate stakeholders,functions,and ideas into a concerted effort to infuse creative thought across the organization(and beyond)may seem like a daunting task.Yet,with a combination of customer knowledge and business acumen,CMOs are well positioned to le

127、ad this transformation and potentially uncover new sources of growth.01 02 03 04 2023 Global Marketing Trends 321.Andy Sandoz et al.,Filling the creativity gap:Solving modern business problems requires creativity at every level,Deloitte Digital,2022.2.2023 Deloitte Global Marketing Trends executive

128、survey,conducted in June 2022.3.Andy Sandoz et al.,A radical re-think:why business transformation needs to get creative,LIONS,ac-cessed January 10,2023.4.Interviews conducted as part of the 2023 Global Mar-keting Trends research,JulySeptember 2022.5.Ibid.6.Ibid.7.2023 Deloitte Global Marketing Trend

129、s executive survey,conducted in June 2022.8.Christine Cutten,Dennis Ortiz,and Kenny Gold,Creator Economy in 3D:Maximizing opportunities between platforms,brands,and creators,Deloitte,2022.9.Interviews conducted as part of the 2023 Global Mar-keting Trends research,JulySeptember 2022.10.Ibid.11.2023

130、Deloitte Global Marketing Trends executive survey,conducted in June 2022.Endnotes 01 02 03 04 2023 Global Marketing Trends 33About the authorsMark Singer is Deloitte Digitals US chief marketing officer and US agency lead.He embeds creativity into the way businesses solve their problems and helps cre

131、ate purpose-driven solutions that transform how they operate.By blending his marketing and technology experience,he helps to create opportunities for disruptive growth.Mark Singer Rory McCAbout the authorsRory McCallum is a manager of Research and In-sights for Deloittes CMO Program.As a researcher

132、with Deloitte Services LP,he focuses on emerging marketing trends and CMO dynamics within the C-suite.Nick GarrettGlobal lead,Marketing&CommerceKenny GoldManaging director,head of Social,Content and Influencer at Deloitte DigitalWilliam GrobelDirectorAcknowledgmentsThe authors would like to thank th

133、e following contributors for their support in developing this trend:01 02 03 04 Trend 4Rising technologies for marketers to watch2023 Global Marketing Trends 35Striking the right balance between hype and investment is one part art and one part science for chief marketing officers(CMOs).Its impossibl

134、e to ignore trends that everyone is talking about,but unwise to overinvest in unproven technology.Still,marketers should always be prepared for emerging technologies that can suddenly create significant competitive advantage.The CMO has the potential to determine how these trends become relevant to

135、their customers.They can consider,“How can this transform my business or sector?”This year,our data suggests Web3 technologies are of growing interest for marketers,as they offer significant promise to brands.Growing interest in the metaverseThe metaverse is a confluence of technologies that allow n

136、ew forms of experience and engagement across industries through 3D activity and the use of simulations based on artificial intelligence.Interest in the metaverse is growing rapidly,with many brands expecting to use the metaverse to link the physical and virtual worlds over the next one to two years.

137、While more business-to-consumer industries have been getting a jump on developing a metaverse strategy,our survey of 1,015 marketing executives shows that even industries such as energy,resources,and industrials(ER&I)and life sciences and health care(LS&HC)are gravitating toward the metaverse,indica

138、ting that it is likely a Which new technologies most interest marketing leaders this yearand which are likely to sustain their interest over the long term?01 02 03 04 2023 Global Marketing Trends 36compelling issue across sectors(figure 1).1 At this early stage,brands may be unsure how quickly to ru

139、sh to market,so they should assess and define clear objectives for how their organization will create experiences in the metaverse.In particular,brands that wish to be leaders in the virtual space should consider laying the groundwork for joining the sphere of unlimited reality.The top reason brands

140、 gave for not already engaging in the metaverse is that they face difficulty with developing or implementing the technology(45%of respondents),issues that can be caused by limitations in skill sets,talent,or budget.LS&HC respondents reported even higher rates of concern(55%)that technology implement

141、ation is a serious barrier.The data suggests,however,that implementation barriers are not enough to dampen interest in the metaverse.Only 10%of respondents said the metaverse is“not relevant for my industry.”01 02 03 04 Consumer Energy,resources,and industrial Financial services Life sciences and he

142、alth care Technology,media,and telecomSource:2023 Deloite Global Marketing Trends executive survey,conducted in June 2022.Deloitte Insights| 1:Most industries are gravitating toward the metaverseCumulative percentage timing for engaging with the metaverse by industry13%10%15%8%28%Currently do52%42%5

143、8%38%67%Within the next 12 monthsWithin the next 24 months83%67%88%80%92%2023 Global Marketing Trends 37ER&I sector respondents are the most likely to believe its not relevant to their industry,with 24%of respondents seeing it as irrelevant.Still,these numbers suggest that broad adoption of these ne

144、w technologies is likely on the horizon.Marketing executives that we interviewed also noted that a path toward metaverse adoption is not yet clear cut.There remain questions about which metaverse platform to join based on where customers are most likely to end up.Some brands reported tentatively exp

145、loring existing spaces,while others reported considering developing their own.For example,Claire Tellenbach,marketing manager at H.Moser and Cie.(which produces luxury watches),says,“For now,we are developing our own metaverse space,which is the Moser Lounge to welcome customers and press.We are exp

146、loring different ideas for launches and press conferences.Postpandemic,instead of doing huge video calls,maybe we can host them in the metaverse.”2 Other brands recognize the value of the metaverse but are taking a slower approach to accommodate other competing priorities.mer Barbaros Yis,CEO of LC

147、Waikiki E-Commerce Business,a European fashion retailer,says,“I deeply believe that the metaverse and all the immersive experienceslets say metaverse or virtual reality,augmented reality,mixed reality,and all that stuff have that tremendous potential in e-commerce as well,making experiences more imm

148、ersive for customers before they buy,to try them out.”However,he also notes,“The metaverse is not my top priority,because when people have struggled with prices,with economics,when they have even struggled to pay for energy,they care more about affordability of the metaverse.”3 Instead,he plans to k

149、eep working on a longer-term road map for adoption of up-and-coming technologies in years to come.“I deeply believe that the metaverse and all the immersive experiences have that tremendous potential in e-commerce as well,making experiences more immersive for customers before they buy,to try them ou

150、t.”mer Barbaros Yis,chief executive officer,LC Waikiki E-Commerce Business 01 02 03 04 2023 Global Marketing Trends 38Brands across industries should start to consider the role the metaverse might play in their market-ing strategy in the medium to long term.In the coming year,based on our fieldwork

151、with CMOs,we recommend:Look before you leap.Define your objectives for creating metaverse experiences and keep an eye on early adopters who will pave the way for broader adoption in 2024 and beyond.Make sure to consider potential challenges including cybersecurity,trust,brand reputation,and digital

152、rights management.Weigh brand priorities in developing your adoption strategies.Our data shows that companies are still prioritizing investment in technology platforms and capabilities to support personalization and achieve customer-centricity as a top priority,but brands that fail to create a strat

153、egy for joining the metaverse may lose the oppor-tunity to become a leader in the space.Start laying the groundwork for a metaverse strategy.The metaverse offers CMOs across industries new opportunities to expand engagement and experience and to grow new revenue channels.Marketers that fail to set a

154、 strategy early may find themselves playing catch-up for years to come.01 02 03 04 2023 Global Marketing Trends 39Blockchain technology makes gains in regulatory environmentsWhile blockchains use in marketing is still nascent,pressure to address privacy issues may be fueling early adoption.Of the CM

155、Os who say addressing the regulatory environment is their top priority,35%have already implemented blockchain technology in their advertising strategy,compared with 21%of all other respondents(figure 2).This is because,particularly in regulatory environments,blockchain offers new possibil-ities for

156、strengthening consumer privacy and allowing consumers to control their own data.For example,blockchain offers innovative possi-bilities for the health care sector,which can use the technology to store,share,and utilize data to communicate with patients without sharing data with a third party.01 02 0

157、3 04 Source:2023 Deloite Global Marketing Trends executive survey,conducted in June 2022.Deloitte Insights| do Within the next 12 months Beyond 12 months No plans/unsure Deployment of blockchain to support advertising strategyFIGURE 2:41%19%31%8%5%41%35%21%Addressing regulatory environment#1 priorit

158、y All other responsesBrands that are addressing increased regulation are adopting blockchain at significantly higher ratesthan their peers 2023 Global Marketing Trends 40Still,41%of all CMOs plan to support their advertising strategy with blockchain in the next 12 months,and blockchain and other tec

159、hnologies were the fifth-most important technology cited by CMOs.These data points indicate a larger shift toward the nascent technology in the coming year.Tellenbach says that Moser is implementing the use of blockchain because it offers the promise of solving specific needs within the watch market

160、:tracking and authenticating products over their lifespan and ensuring service follow-ups even if they are sold or traded on the secondhand market.4 Different industries will likely need to adopt different,more localized approaches to these technologies that carefully prioritize the needs of their c

161、ustomers with the existing resources the brands have.Our results show that brands working in regulatory environments should probably consider a strategy for blockchain in the coming year for the data privacy reasons mentioned above.Other industries,on the other hand,can keep a close eye on digital c

162、urrency leaders to start laying the groundwork for broader blockchain adoption in the coming years.Less regulated industries will likewise have the opportunity to build consumer trust,as well as to provide a more customized,direct consumer experience.01 02 03 04 2023 Global Marketing Trends 411.2023

163、 Deloitte Global Marketing Trends executive survey,conducted in June 2022.2.Interviews conducted between July and September 2022 as part of research for 2023 Global Marketing Trends.3.Ibid.4.Ibid.Endnotes 01 02 03 04 2023 Global Marketing Trends 42As chief marketing officer of Deloitte Consulting LL

164、P,Scott Mager is responsible for creating the companys marketing strategy and driving impactful experiences that increase brand value and drive profitable growth across our business.He is focused on driving the companys vision and purpose by blending storytelling,experiences,creativity,technology,an

165、d data to promote our exceptional people,services,assets,and client accomplishments.Scott Mager Bree MAbout the authorsBree Matheson is a Research and Insights lead for Deloittes CMO Program.As part of Deloitte Services LP,she researches emerging marketing trends and CMO dynamics within the C-suite.

166、Hussein DajaniPartner,Deloitte DigitalAdam DeutschManaging director,Deloitte Media and Entertainment PracticeDounia SenawiUS chief commercial officerAcknowledgmentsThe authors would like to thank the following contributors for their support in developing this trend:01 02 03 04 2023 Global Marketing

167、Trends 43Recognition and appreciationThis report would not be possible without the collaboration that results from working alongside colleagues on the front lines to understand the impact of these trends in the marketplace and how to embrace them to drive growth for the coming year.Special thanks to

168、 the entire CMO Program team for their insight and support through this journey.Thank you to the following:Content and insights,PMO:Stacy Kemp,Bree Matheson,Timothy Murphy,Rory McCallum,Connor SeidenschwarzActivation:Fahad Ahmed,Kori Green,Trisha Pancio,Julie Storer,Abhilash Yarala,Kathryn Zbikowski

169、Deloitte Insights:Prodyut Ranjan Borah,Emma Downey,Aditi Gupta,Blythe Hurley,Matthew Lennert,Megha Priya,Aditi Rao,Arpan Kumar Saha,Denise WeissGreen Dot Agency:Sylvia Chang,Kris Corpuel,Aaron Dunser,Dave Faucher,Audrey Jackson,Melissa OBrien,Joanie Pearson,Sofia Sergi,Jim Slatton,Aaron Stewart,Alex

170、is Werbeck,Molly Woodworth,Sourabh Yaduvanshi Global engagement:Giselle PregoMarketing and interactive:Cailin Rocco,ShannonSmithWSJ CMO Today:Jenny Fisher,Mary Morrison 01 02 03 04 2023 Global Marketing Trends 44Our global collaborators contributing across the entire 2023 Global Marketing Trends rep

171、ortAmericasLeadership:Alfonso Alcocer,Mara Gabriela Paredes Cdiz,Omar Camacho,Shaunna Conway,Guilherme Evans,Javier Huechao,Charmaine Wong,Livia ZufferliMarketing:Martha Appiah,Liliana Alvarez Argandoa,MartaBoicaDare,Anna Lisa Miniaci,Caroline Rezende.Coby Savage,Alison Smith,Renato Souza EMEALeader

172、ship:Kathryn Arbour,Rani Argov,Pedro Arnedo,Fabien Bartolomucci,Robert Collignon,David Conway,Dylan Cotter,Hussein Dajani,Zeyad Davids,Christian Eissner,Ronan Vander Elst,Flor de Esteban,Joo Matias Ferreira,Lars Finger,Ana Cristina Gamito,Jeanette Fangel Hansen,Dannie Ivanova,Andy Jolly,Ravouth Keuk

173、y,Celeste Koert,Andrea Laurenza,Roger Lay,Srgio Monte Lee,Robert Lonn,Gianluca Loparco,Jan Michalski,Iaki Moreno,Jimmy Murphy,Mario de la Pea,Riccardo Plata,Marcus Riedler,Sam Roddick,Emil Salonen,Filipe Melo de Sampaio,Florian Schueltke,Becky Skiles,Kristina Thelander,Eli Tidhar,Gabriele Vanoli,Ste

174、phen Ward,Egbert Wege,Ozlem Yanmaz,Patricia Zangerl,Thorsten ZierleinMarketing:Marzia Elisa Casale,Fiona Elkins,Gina Grassmann,Sara Hosni,Serene Itani,Berk Kocaman,Theresa Kopper,Dominic Lynch,Tnia Marques,Patrick Martin,Romain Mary,Gareth Nicholls,ArminNowshad,Gonalo Oliveira,Tharien Padayachee,Nic

175、holas Pinfold,Laura Porras,Sharon Rikkers,Alejandro Lopez Ruiz,Hlne Smekens,Sandrine Tuyishime,Peta Williams,Birgit WitzelsbergerAPACLeadership:Pascal Hua,Haruki Katsuno,Narihiro Kumami,Nick Garrett,Grace Ling,Ahmad Salim,Takuya Shiotani,Seishi Sumikawa,Esan TabriziMarketing:Ryan Hitch,Yukiko Noji,N

176、atalia Sakowicz,Chang Su,Bo Sun,Naoko Shiozaki,Minoru Wakabayashi 01 02 03 04 About Deloitte InsightsDeloitte Insights publishes original articles,reports and periodicals that provide insights for businesses,the public sector and NGOs.Our goal is to draw upon research and experience from throughout

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183、yright 2023 Deloitte Development LLC.All rights reserved.Member of Deloitte Touche Tohmatsu LimitedDeloitte Insights contributorsEditorial:Aditi Rao,Prodyut Ranjan Borah,Aditi Gupta,and Arpan Kumar SahaCreative:Sylvia Chang,Matt Lennert,Sofia Sergi,Jim Slatton,Alexis Werbeck,Meena Sonar,and Govindh RajDeployment:Nikita Garia and Turner RoachCover artwork:ardanz/Adobe Stock,Alexis WerbeckSign up for Deloitte Insights updates at Follow DeloitteInsight