what’s next in marketing - the financial services forum · 2018-09-28 · what’s next in...

copyright © 2017 Global Futures and Foresight Ltd. www.thegff.com

What’s Next in MarketingAll about outrunning the bear

David Smith, Chief ExecutiveGlobal Futures and Foresight

www.thegff.com

What Next in Marketing

Contents

Where we stand today . . . . . . . . . . . . . . . . . . . . . . . . . 1

The coming revolution . . . . . . . . . . . . . . . . . . . . . . . . . 2

Marketing jobs of the future . . . . . . . . . . . . . . . . . . . . . 4

The Customer Experience . . . . . . . . . . . . . . . . . . . . . . 5

Future data needs AI . . . . . . . . . . . . . . . . . . . . . . . . . . 7

The marketing challenge . . . . . . . . . . . . . . . . . . . . . . . 8

References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

About Global Futures and Foresight. . . . . . . . . . . . . . 13

About the Financial Services Forum. . . . . . . . . . . . . . 13

www.thegff.com

"You don’t have to run faster than the bear to get away. You just have to run faster than the guy next to you." Jim Butcher

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About David SmithDavid is recognised as a leading strategic futurist who combines the experience gainedfrom a 35 year IT and business career with strategic visioning to help organisations betterprepare for the future. His career has spanned European and US corporations. He is amuch sought after keynote speaker and is the author of many works on embracing changeand the drivers of change.Before establishing Global Futures and Foresight, an independent futures research firm,he created and ran the Unisys internal Think Tank, The Global Future Forum. Prior to thishe was head of strategic marketing for their $2bn global financial services business. David and his organisation has been engaged by some of the largest and most prestigious firms from aroundthe world including: The European Commission, NATO, BBC and financial services firms including HSBC,Lloyds/TSB, Atom Bank, RBS, Lloyds, More Than, e-sure, Travelers, Allianz, QBE and Lloyds syndicates alongwith many other prestigious firms including CSC, Unisys, Cisco, Microsoft, Siemens, Deloitte, Ernst & Young,PWC, Bausch & Lomb, Linpac, Kraft, Heinz, John Lewis, Roche, Philips etc. He is also a regular lecturer atbusiness schools across [email protected]

About Global Futures and ForesightGlobal Futures and Foresight is a research and consulting organisationthat helps organisations be better prepared to embrace change,innovate and develop new strategies and solutions and helps clientsto avoid the risk of being blindsided by external disruptive change.www.thegff.com tel: 01372 210941

About the Financial Services ForumThe Financial Services Forum is a membership organisation whichexists to provide an independent, stimulating environment to helpthe community improve their individual and corporate marketingeffectiveness.It’s a community where you can meet like-minded individuals to buildyour professional network, debate strategic marketing issues andengage with thought-provoking content.Through a calendar of over 60 events each year, the community hasgrown to include over 1500 Members, representing companies large and small, across all sectors of the industry.For further information and an application form please go online at: www.thefsforum.co.uk or call Jasmine Butler-Burnham on 020 3657 9899

About Marcela Lopez, ArtistMarcela Lopez, Colombian artist with European influences based in UK. Commissions and artwork for sale. Mysubject matter is landscape. Using my hands I choose plaster to capture the movement of water and trees onwooden boards. Through my artwork I intend to invite viewers to a peaceful moment of reflection. I see myartworks gently brightening up any space and being a source point of serenity and comfort.

www.marcelalopez.eu tel: 0775 4364806

What’s Next in Marketing

1


Where we stand today

The marketing ecosystem is beingredefined and reconfigured bytransformational digital developments.With it, the skillset needed to be aneffective marketer is also changing.Tools and strategies that were cuttingedge even five years ago are in flux asthe complex mesh of humanexperience, data, content and newtechnologies coalesce in ever shorterperiods. This dynamism of what ispossible creates friction, especiallywhen supplanted onto older marketingorganisation structures that have oftenevolved at more incremental rates.Rapidly loosening constraints on whatmarketing can do and how it can do itcombined with the shifting backgroundenvironment together create asignificant issue for leading marketers,who between them control more than$500 billion in advertising budgets.

A brief examination of the current state ofmarketing will help elucidate what trendswill propel the function in the comingdecade. CMO’s are faced with twinproblems of convergence and divergence.On the one hand, traditional marketingmethods are failing, and thus divergingfrom what is demonstrably effective. In theUK in 2015, research shows that some 89percent of the £19.4bn spent onmarketing communications wascompletely ignored. A similar percentage- 84 percent - of millennials reportedlydon't trust traditional advertising.

Convergence should be of little surprise tomost marketers, at least in the sense that98 percent agree that traditional anddigital forms of marketing are merging.However, few have consolidated theirbudgets and critically, the convergence ofeffective data science and marketingremains worryingly rare; only anestimated 5 percent of marketers havemastered the ability to 'adapt and predictthe customer journey and what actionswill derive maximum value. ’

Marketers are also often being asked todo more with less. 61 percent of 288CMOs surveyed in 2015 by Duke’s FuquaSchool of Business reported feelingpressure from the CEO or the board toprove the value of marketing, often whilstsimultaneously tasked with exploring newplatforms and formats. Several keyfactors will help demonstrate this value aswell as feature prominently in determiningthe success of future marketingorganisations; the emergence of artificialintelligence (or machine learning), thecreation of new marketing job typologies,new forms of data and the focus oncustomer experience. The ways in whichlarger organisational structures – oftenoutside the CMO remit - must change willalso have an impact on the futurecontours of what is possible.


2

The coming revolution

Machine learning and cognitivetechnologies – collectively if looselygrouped under artificial intelligence (AI) –stands to redraw the design andproduction of marketing within a shortperiod of time. Indeed, some 80 percentof marketing leaders say that AI willtransform marketing by 2020. In terms ofcase use, the most anticipated action lieswith ‘providing better insights intoaccounts,’ at 60 percent. Whilst it is likelythat AI analysis of large data sets willuncover trends and insights better able toprove hard ROI, the feasibility of a givencampaign and a better visual breakdownof what exactly is resonating and where,largely undersells what AI is capable ofdoing within the marketing function.

Perhaps the relative conservatism ofmarketers in their desired use of AIimplementation is reflected in a relativelack of understanding of what AI is, how itworks and what it could do. In this,marketers are no more unprepared thanmost other professionals. Only 26 percentof marketers say they have a veryconfident understanding of it and only 10percent cite current usage of AI systems ,and the most common reason given forthis lack of exploration was a concernover integrating AI into existing techsystems (at 60 percent).

It is unlikely that simply grafting AI ontounreformed technology systems would bean optimal use of the technology however.AI is likely to require changes inorganisational structure and technologicalfootprint for it to have the most widelyapplicable impact; think of how internalwork silos can constrain the flow ofinformation and data for example. Thereis also something of an AI fallacy evidentin our thinking which supposes that theonly way to generate AI success is toreplicate the processes/outcomes ofhuman specialists. In this flawed model,AI will only ever complement existingstructures by doing what humans do butmore efficiently.

In fact, AI will alter existing marketingstructures – in part because it allows us todo different things. AI is already able tocreate highly-personalized experiences atscale in real-time. Context, gleaned fromvisual clues, web browsing habits andapplied to a self-learning system ofknowledge on a given person is beyondthe reach of humans, at least at scale. Inanother example, marketing personas –although useful, are often time-consuming,expensive and vulnerable to rapidobsoletion. AI derived personas on theother hand, ‘…can be created in real timeand at relatively low costs, (and)… beupdated quickly as economic conditionsand demographics continue to change. ’


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Even if we are not at the stage, yet, forartificial intelligence to replace ourcreative instincts, we should be aware ofits potential to upend our currentassumptions. M&C Saatchi has alreadydemonstrated the ability of machinecreativity, with the development of acampaign that evolves uniqueadvertisements based on audiencereaction.

Indeed, '…It’s entirely possible thatmarketing, branding and creative tasksmay be done by supercomputers,’ saysBernd Schmitt at Columbia BusinessSchool. Deloitte believes that thefunction, being, ‘…highly quantitative,targeted and tied to business outcomes,will likely become highly automated by2025. ’ Digital marketing alreadysupposes less human work thantraditional marketing and AI will enhancethis trend. Automation is both desirableand important within marketing simply andnot just since marketing is being asked todo more, often with less or else flatliningresources. More broadly, there are toomany complex variables and too muchdata involved for humans to be able tofunction adequately without AI.

What to do about it:• For real-time response to be effective,

AI systems may need to be embeddedin some form of production system.

• There will likely be new processes andsystems, and new roles to overseethem. In addition to these new roles,there will be substantial changes forhuman marketing employees asautomation continues to advance.

• The overall number of marketersrequired for the level of marketingactivity, particularly in digital marketing,has already been substantiallyreduced. This will continue under anautomated marketing scenario.

Key questions:• How do we design for interactions

that are not meant to be noticed ?• Over two-thirds of people are not

comfortable with smart phone and tablet apps using their personal data.How do we gain trust?

• Ad blocking forecast to cost $35billion by 2020. How could thisimpact the data fed to, or gatheredvia, AI?

• Technological developments such asquantum computing couldrevolutionise privacy – how does thissquare with the idea of data ubiquityin building personalised offerings?


4

Marketing jobs of the future

AI will become more capable, and with it,new tasks are likely to emerge. Given therange of developments across the suite ofAI technologies, it is increasingly likelythat AI will eventually be better placed tohandle many of these newly emergingtasks. As a result of AI evolution, it is likelythat there will be a steady decline in thedemand for marketers, at least withinsome current roles. That said, as AI shiftsthe skillsets needed to be a successfulmarketer, new roles will appear.

Chief Experience Officer: If customerexperience – throughout the purchasingand use of product/service cycle-becomes a critical point of differentiationthen it makes sense to organise for this.This could involve the spread of the newCExO, tasked to oversee thedevelopment and implementation ofproducts, services, and communications.

Augmented Reality Producer: Alternativemarketing and branding opportunities willarrive with the introduction of mixed,virtual and augmented technologies.Being able to provide specific, targetedmessages will become possible with thesuccessful use of this technology.

Lead Data Analyst: Data analysis isalready an established field within manycompanies, but not necessarily withinmarketing itself. However, given thecentrality of data to marketing, this maysoon change.

Bot Developer: Bots could rapidly replaceapps as the go-to medium for mobilecommunication. Clearly the technical skills

required for this and the roles outlinedabove require a rethinking of themarketers’ abilities.

It should also be noted that in addition tothese new jobs, several current jobs -such as Digital Media Buyer - could bedecimated or else outright replaced by AI.

What to do about it:• Examine where competitors and

entities in adjacent industries andfunctions are using AI. Professions thaton the surface are markedly differentare united in the common challengesthat they face. AI is both part of thischallenge and the solution to otherproblems.

• Map out your organisations’ roles –ask where AI could be used toenhance processes and systems or dodifferent things than what you arecurrently limited to.

• Assess your organisations’ ability toadapt to the latest technologies – areyou constrained by legacy technology,legacy culture or legacy people?

Key questions:• To what extent does organisational

culture, especially within industries,represent a barrier to effective AIdeployment.

• Does our structure - bothorganisational and technological,allow us to get the most of our peopleand our technologies? How can weoptimise this?

• Might there be entirely new ways oforganising work? How mightmarketing be reconfigured?


5

The Customer Experience

Customer experience has rapidlyassumed a place of critical import – bothas a key point of differentiation and as aprocess assumed by companies.However, few would seem adequatelyprepared organisationally for such aposition. If indeed the Chief ExperienceOfficer does become mainstream,marketers believe themselves well placedto adopt the position. Research from theEconomist Intelligence Unit (EIU) showsthat 86 percent of marketers believe theywill own the end-to-end customerexperience by 2020. To this end,marketers will need to become datachiefs, and more.

This elevation of marketing to that of astrategic lever is supported by otherstatistics. 87 percent of marketers believe‘…their departments will exercisesignificant influence over businessstrategy by 2020,’ with 78 percent alsoexpecting to have the same influence overcompany technology decisions. The latteris perhaps especially unsurprising giventhat more than 68 percent of corporateinvestment in IT is now made outside theIT department (from 47 percent in 2014).However, questions remain about whethermarketing organisations and the widerecosystem they inhabit are truly ready forthe future demands assumed by CMO’sand CEO’s given the sheer pace ofdevelopment.

The customer experience is increasinglyautonomous and various technologies,not least the IoT could exacerbate this.IoT connected devices are projected tooutnumber mobile phones by 2018, thus

shifting the business model of manyorganisations and processes andmethods of marketers.. This change willbe as sudden as it is profound. It isestimated, for example, that one millionnew devices could go online every hourby 2020. This represents a hugeorganisational challenge, since some507.5 zettabytes of data is expected to begenerated by 2019. Some 30 percentsuggest their organisation is prepared forthe security risks associated with the IoT ,leaving a significant amount on the wrongside of this issue. In fact, despitesignificant IoT cybersecurity concerns,KPMG reports that 44 percent of IoTusers admit to not having thought aboutthird party risk. This would not appear tobe a strong position from which to launchcustomer experience leadership andconfirms the need to partner closely withthe CIO and other stakeholders instrategic technological security.

Given its’ still emerging status within manyindustries, marketers have the opportunityto shape how the IoT influences customerrelationships. Within this, the intertwinedissues of trust, privacy and added value tothe customer must also be confronted.Many consumer facing IoT products andservices have the potential to cause ashift in the consumer experience as wellas open new revenue streams.Strategically minded marketers could notonly help their companies think throughthe optimal user experience, but helpengender a shift in thinking as to howcompanies treat and use their brand.Ultimately it must be remembered that weare moving toward a world less mediatedby screens, which fundamentally requiresdifferent design.


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What to do about it:• Marketers seeking to place the

customer at the heart of theirorganisation will need shift their focusfrom tools towards people in theorganisation to get employees thinkinglike their customers.

• Clearly there is a key technologicalelement to this, since digitalengagement and AI imply both processand system optimisation andrebuilding. These are key enablers ofagility and flexibility – two importantfacets of customer-centric businessmodels.

• Marketers need to converse and planwith the CIO and head of HR toachieve a better customer angle.Engage IoT stakeholders to helpensure participation in projects,strategy and direction in settingconsumer experience.

Key questions:• Who owns IoT strategy; how much

input does the CMO have?• Do marketers have sufficient

analytical capability and capacity totruly act as gatekeepers of customerexperience?

• Do marketers possess the necessarysoft skills to collaborate and influencethe necessary cultural shift that needsto accompany deeper digitaltransformation?


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Future data needs AI

The volume of data alone suggests theneed for automated analytics, whilst thevariety of data will supplement this need.Today’s prosaic wearables are rapidlyacquiring reasonably advanced feature,Apple reportedly plans to incorporate theability to measure electrodermal activity(EDA) into its wearables. The responsesgathered – of emotional and sympatheticresponses - are already commonly utilisedas a part of what is known as polygraphictesting, or more commonly as lie detectortests. This biometric data could enable awhole new level of targeting if acted uponin real time; ‘…what if emotions likehappiness, sadness, or anger could bepart of the audience segmentation. ?’Emotional response could lead to a newparadigm for marketing, and demand alevel of accuracy, speed and relevanceonly deliverable via highly automatedsystems. This new world may be yearsaway but the general direction toward itwould appear certain.

INSEAD notes that ‘…the last few yearshave produced a raft of rigorous scientificstudies suggesting that brain imaging hasfar greater potential to predict a product oradvertisement’s success than simplycanvassing for consumer opinions.However, to maximise this predictivepower, companies may have to stretchtheir neuromarketing portfolio.

Specifically, they should look at fMRI(functional magnetic resonance imaging). ’Such advances will augment the beliefthat neuroscientific advances could bejust as transformational for the industry asthe wider AI revolution – the changecomes not just on how we do things, butin our ability to do fundamentally differentthings.

What to do about it:• Marketers need to become futurists, or

at least enable organisational accessto one. Spotting the latest technologiesand assessing how, where and whyyou want to use them will help definethose with a coherent strategy asopposed to a shotgun approach.

• Robust data infrastructures are vital,whether judged via overall capacity,ability to analyse, ability to inferinsights or generate accuratepersonalised offerings.

Key questions:• How can marketers accrue the

necessary technical acumen in ashort period of time?

• Does this new wave of technologyand technical need demand a newwave of marketing worker? Whatdoes the marketing organisation oftomorrow look like with regards tostaff?


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The marketing challenge

Many of the wider changes in marketing –from assuming a more strategic role toowning the customer experience dependon a solid data analytics platform. What’smore, this platform must be organisationalas opposed to departmental, since thecorrect interrogation and analysis of datashould suppose a lack of silos. It issomewhat concerning then, that only 6percent of organisations have created theposition of Chief Digital Officer (CDO) oran equivalent. This paucity, forecastsGartner, will reverse come 2019, by whichdate some 90 percent of businesses areexpected to inaugurate this role.

In the interim, to get close to theircustomers, more marketers are buildingdirect-to-customer (DTC) capabilities. TheEconomist Intelligence Unit notes that thepercentage of manufacturers sellingdirectly to consumers is expected to grow71 percent over the next year to morethan 40 percent of all manufacturers. ‘Toexecute DTC strategies, marketers needto reduce silos between marketing andother operating functions — especiallysales and customer service — andbecome more integrated. ’

There are other ways in whichorganisational structures will change. 86percent of executives believe the pace oftechnological change will increase rapidlyin their industry over the period to 2019 ,whilst a larger if less appreciated pressurecomes from shifting consumerbehaviours. The need to embark onorganisational digital transformation isgenerally understood; some 60 percent ofexecutives are undertaking efforts to do

away with organisational silos or lessentheir impact. The overwhelming majorityof CEOs – 92 percent - acknowledge thattheir organisational structure must change, although a similar number (85 percent)say internal obstacles impede companygrowth, chiefly complexity and culture.

Whilst it could be argued that in the nearfuture, marketing will be too important toleft to marketers alone, clearly the widerbusiness structure must evolve ifmarketing is to reach its potential. In thesame sense, organisational change is tooimportant to be be solely a CEO concern.Soft skills, both internally and externallyoriented are critical in engaging differentskill sets, stakeholders are connectionsvital in ensuring that marketing is able todrive a new era of brand engagement,loyalty and consumer satisfaction.

The framework in which CMOs operatemust also be conducive to broaderchange. Marketing functions that operatein silos are highly likely to fall behindthose that integrate with wider businessunits and processes. Here, andelsewhere, CMOs are unlikely to be ableto enact change with support from otherexecutives. Given support by otherstakeholders such as CIOs and HRexecutives, and by focussing on talent,analytics and customer experience,CMOs can begin to craft a moreconducive framework to operate within. Itshould be acknowledged that culturalchange is never easy to enact, and willrequire supportive measures that codifybehaviour change – whether it be throughdifferent processes, incentives or newtalent in key positions.


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New models underpinned by newcompany wide collaboration must be builtas traditional marketing, I.T andorganisational models expire. Central tothis must be the idea that data should beviewed as an enterprise asset rather thana departmental asset. This broader viewof data and of the organisation can helpthe CMO and CIO develop and implementinsights that deliver greater value to thebusiness and form a key building block ofthe ‘Marketing 3.0,’ organisation.

What to do about it:• Accept that the future of marketing

does not exist in a bubble; withoutgreater organisational change,marketing can never assume themantle of change bestowed on it byitself and others.

• Recruit talent and thinking able todeliver the future you envision.

• Demonstrate win-win scenarios forother executives afraid that change willultimately disenfranchise them.

Key questions:• Can organisations change in time for

the impending opportunities affordedby new technologies and marketingmethodologies?

• Can marketing succeed given a widerstagnant or parent organisation?What opportunities could this affordindependent teams?

• Do marketers have a vision in whichthe new elements of tomorrow’smarketing organisation strategicallyalign?


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References

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#############################################################i Source: PwC, 2016 http://www.strategyand.pwc.com/reports/the-marketers-dilemma ii Source: Campaign, 2016 http://www.campaignlive.co.uk/article/seven-principles-define-future-marketing/1394745 iii Source: HR Review, 2016 https://twitter.com/hrreview/status/753526770889023491 iv Source: Gartner, 2016 http://images.gartnerformarketers.com/EloquaImages/clients/Gartner/%7Bb08c0c6c-6b87-4cf1-826d-6a9fbb320637%7D_Gartner_for_Marketing_Leaders_CMO_Spend_Survey_Infographic.jpg?elqaid=254&elqat=2&elqTrackId=24cde14b55ad40d5ae4400892a21b3e4 v Source: The Future of Commerce, 2016 http://www.the-future-of-commerce.com/2016/07/11/personalization-marketing-strategy/ vi Source: Venture Beat, 2015 http://venturebeat.com/2015/08/06/is-the-cmo-the-new-vice-ceo-why-smart-marketers-are-setting-their-sights-beyond-the-marketing-team/ vii Source: Forbes, 2016 http://www.forbes.com/sites/steveolenski/2016/12/14/80-of-marketing-leaders-say-artificial-intelligence-will-revolutionize-marketing-by-2020/#21f14c9821e1 viii Source: Forbes, 2016 http://www.forbes.com/sites/steveolenski/2016/12/14/80-of-marketing-leaders-say-artificial-intelligence-will-revolutionize-marketing-by-2020/#21f14c9821e1 ix Source: Forbes, 2017 http://www.forbes.com/sites/johnellett/2017/01/17/sap-hybris-cmo-on-why-hbos-westworld-foreshadows-the-future-of-marketing/#6a8b51ed1fc5 x Source: Phys Org, 2016 https://phys.org/news/2016-12-social-media-personas.html xi Source: FastCoCreate, 2016 http://www.fastcocreate.com/3048944/this-worlds-first-artificially-intelligent-ad-is-a-test-of-automated-creativity xii Source: MIT Sloan Review, 2016 http://sloanreview.mit.edu/article/are-you-ready-for-robot-colleagues/ xiii Source: Deloitte University Press, 2016 https://dupress.deloitte.com/dup-us-en/topics/analytics/marketing-and-analytics-automation.html xiv Source: Deloitte University Press, 2016 https://dupress.deloitte.com/dup-us-en/topics/analytics/marketing-and-analytics-automation.html xv Source: Adweek, 2016 http://www.adweek.com/news/technology/what-chatbots-are-teaching-us-about-future-marketing-174309 xvi Source: KPMG, 2016 https://home.kpmg.com/xx/en/home/insights/2016/11/crossing-the-line.html xvii Source: Digiday, 2016 http://digiday.com/publishers/uh-oh-ad-blocking-forecast-cost-35-billion-2020/ xviii Source: Forbes, 2016 http://www.forbes.com/sites/steveolenski/2016/12/20/what-are-the-marketing-jobs-of-the-future/#7deda96e2bca xix Source: CMO, 2016 http://cmo.marketo.com/research-and-resources/the-path-to-2020-marketers-seize-the-customer-experience xx Source: Media Post, 2016 http://www.mediapost.com/publications/article/272941/cmos-will-become-customer-experience-officers-with.html xxi Source: Strategy and Business, 2016 http://www.strategy-business.com/article/The-New-Game-of-Global-Tech xxii Source: mHealth Intelligence, 2016 http://mhealthintelligence.com/news/mhealth-evolution-iot-devices-will-reportedly-outnumber-phones-by-2018 xxiii Source: Cisco, 2016 https://discover.cisco.com/en/us/digital-business/whitepaper/transformation xxiv Source: Business Insider, 2016 http://www.businessinsider.com/edge-computing-in-the-iot-forecasts-key-benefits-and-top-industries-adopting-an-analytics-model-that-improves-processing-and-cuts-costs-2016-7 xxv Source: Wall Street Journal, 2016 http://blogs.wsj.com/riskandcompliance/2016/08/26/survey-roundup-iot-brings-new-risk-concerns-for-companies/ xxvi Source: KPMG, via Slideshare, 2016 http://www.slideshare.net/kpmg/security-and-the-iot-ecosystem-56170674?sf18031251=1 xxvii Source: Tech.co, 2016 https://tech.co/internet-things-future-marketing-2016-06 xxviii Source: INSEAD, 2015 http://knowledge.insead.edu/blog/insead-blog/building-a-customer-centric-mindset-3963 xxix Source: Social Media Today, 2016 http://www.socialmediatoday.com/technology-data/biometric-data-will-future-marketers-be-able-target-your-emotions xxx Source: INSEAD, 2016 http://knowledge.insead.edu/customers/brain-imaging-triggers-marketing-breakthroughs-4577 xxxi Source: CMO, 2015 http://www.cmo.com/features/articles/2015/12/18/most-orgs-havent-appointed-a-chief-digital-officer-pwc-study.html#gs.NsXGWUI xxxii Source: Information Age, 2016 http://www.information-age.com/it-management/strategy-and-innovation/123461642/why-corporate-structure-needs-change-age-big-data xxxiii Source: Strategy and Business, 2016 http://www.strategy-business.com/article/The-Marketers-Dilemma xxxiv Source: Accenture, via Slideshare, 2016 http://www.slideshare.net/AccentureTechnology/accenture-technology-vision-for-oracle-2016 xxxv Source: The Future of Commerce, 2016 http://www.the-future-of-commerce.com/2016/06/02/future-technology-chatbots/ xxxvi Source: Forbes, 2016 http://www.forbes.com/sites/joshbersin/2016/09/21/the-future-of-work-its-already-here-and-not-as-scary-as-you-think/#5e9ea1ea5506 xxxvii Source: Bain, 2016 http://www.bain.com/publications/articles/founders-mentality-barriers-and-pathways-to-sustainable-growth.aspx #


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Notes:


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Notes:

What Next in Marketing

Contents

Where we stand today . . . . . . . . . . . . . . . . . . . . . . . . . 1

The coming revolution . . . . . . . . . . . . . . . . . . . . . . . . . 2

Marketing jobs of the future . . . . . . . . . . . . . . . . . . . . . 4

The Customer Experience . . . . . . . . . . . . . . . . . . . . . . 5

Future data needs AI . . . . . . . . . . . . . . . . . . . . . . . . . . 7

The marketing challenge . . . . . . . . . . . . . . . . . . . . . . . 8

References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

About Global Futures and Foresight. . . . . . . . . . . . . . 13

About the Financial Services Forum. . . . . . . . . . . . . . 13

www.thegff.com

"You don’t have to run faster than the bear to get away. You just have to run faster than the guy next to you." Jim Butcher

13

About David SmithDavid is recognised as a leading strategic futurist who combines the experience gainedfrom a 35 year IT and business career with strategic visioning to help organisations betterprepare for the future. His career has spanned European and US corporations. He is amuch sought after keynote speaker and is the author of many works on embracing changeand the drivers of change.Before establishing Global Futures and Foresight, an independent futures research firm,he created and ran the Unisys internal Think Tank, The Global Future Forum. Prior to thishe was head of strategic marketing for their $2bn global financial services business. David and his organisation has been engaged by some of the largest and most prestigious firms from aroundthe world including: The European Commission, NATO, BBC and financial services firms including HSBC,Lloyds/TSB, Atom Bank, RBS, Lloyds, More Than, e-sure, Travelers, Allianz, QBE and Lloyds syndicates alongwith many other prestigious firms including CSC, Unisys, Cisco, Microsoft, Siemens, Deloitte, Ernst & Young,PWC, Bausch & Lomb, Linpac, Kraft, Heinz, John Lewis, Roche, Philips etc. He is also a regular lecturer atbusiness schools across [email protected]

About Global Futures and ForesightGlobal Futures and Foresight is a research and consulting organisationthat helps organisations be better prepared to embrace change,innovate and develop new strategies and solutions and helps clientsto avoid the risk of being blindsided by external disruptive change.www.thegff.com tel: 01372 210941

About the Financial Services ForumThe Financial Services Forum is a membership organisation whichexists to provide an independent, stimulating environment to helpthe community improve their individual and corporate marketingeffectiveness.It’s a community where you can meet like-minded individuals to buildyour professional network, debate strategic marketing issues andengage with thought-provoking content.Through a calendar of over 60 events each year, the community hasgrown to include over 1500 Members, representing companies large and small, across all sectors of the industry.For further information and an application form please go online at: www.thefsforum.co.uk or call Jasmine Butler-Burnham on 020 3657 9899

About Marcela Lopez, ArtistMarcela Lopez, Colombian artist with European influences based in UK. Commissions and artwork for sale. Mysubject matter is landscape. Using my hands I choose plaster to capture the movement of water and trees onwooden boards. Through my artwork I intend to invite viewers to a peaceful moment of reflection. I see myartworks gently brightening up any space and being a source point of serenity and comfort.

www.marcelalopez.eu tel: 0775 4364806

what’s next in marketing - the financial services forum · 2018-09-28 · what’s next in...

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