« Edelman Trust Barometer » – La confiance à l’épreuve de la pandémie : une « infodémie » au coeur d’une crise de leadership (source: Edelman)


57 % DES FRANÇAIS PENSENT QUE LES JOURNALISTES TENTENT DÉLIBÉRÉMENT D’INDUIRE LE PUBLIC EN ERREUR.

1 FRANÇAIS SUR 2 EST CONVAINCU QUE LES ÉLITES POLITIQUES ET ÉCONOMIQUES LE TROMPENT.

66 % DES FRANÇAIS SOUHAITENT QUE LES DIRIGEANTS D’ENTREPRISES DEVIENNENT ACTEURS DU CHANGEMENT.

Paris, le 11 mars 2021 – L’édition France 2021 de l’étude mondiale « Edelman Trust Barometer » révèle une année infodémique sur fond de crise sanitaire, économique et sociale. La confiance envers les institutions politiques et les médias est fortement ébranlée. Les citoyens français sont seulement 18 % à avoir une bonne hygiène informationnelle. Perçus comme rempart face à cette crise de confiance généralisé, les dirigeants d’entreprise sont attendus sur un nouveau mandat : celui de « sauveur » de la société. 67 % des français attendent des chefs d’entreprises qu’ils interviennent en relais des gouvernements quand celui-ci peine à résoudre les problèmes sociétaux.

source: 2021 Edelman Trust Barometer | Elan Edelman

L’ère de « l’infodémie » : une épidémie de désinformation et de méfiance généralisée

Après avoir constaté une bulle de confiance entre janvier et mai 2020 portée par un contexte de crise sanitaire sévère, l’édition 2021 du Trust Barometer met en lumière une défiance mondiale généralisée. La France fait encore une fois figure d’exception dans le paysage mondial avec un niveau de confiance en légère hausse (+3 points) à 48 %, et une légère embellie de confiance envers le gouvernement (+2 points) qui atteint 50 % alors que les États-Unis, la Corée du Sud, l’Argentine, la Colombie et le Japon affichent une perte de confiance envers toutes les institutions et se situent en zone de défiance – même la Chine enregistre sa plus importance baisse de confiance des dernières années (-10 points).

Pour autant, l’édition française 2021 démontre une crise de confiance à deux visages. D’un côté, toutes les figures d’autorité traditionnelles souffrent d’un déficit de confiance. Après un an de crise sanitaire, les figures d’autorité sont fortement questionnées en France :

  • Les scientifiques n’enregistrent plus que 61 % de confiance, soit une baisse de 17 points par rapport à 2020
  • Les personnes appartenant à ma communauté locale perdent également 17 points de confiance (51 %)
  • Le monde associatif ne recueille que 52 % de confiance, soit une baisse de 6 points.

La confiance envers les décisionnaires politiques est également fortement remise en cause. A un an de la prochaine élection présidentielle, plus d’un Français sur deux (55 %) est convaincu que les élites politiques véhiculent délibérément des informations fausses ou exagérées. Cette crise de confiance envers les élites s’accompagne d’une crise de l’information. L’édition 2021 révèle que la pandémie a donné lieu à une « infodémie », une surabondance d’informations exactes et d’informations fausses, tant en ligne que dans les médias traditionnels.

Toutes les sources d’information enregistrent une baisse de confiance : les médias traditionnels ne cumulent plus que 43 % de confiance et les réseaux sociaux sont au plus bas avec 19 % de confiance. Plus inquiétant encore, les médias sont perçus comme partisans et biaisés avec 55 % des Français qui sont convaincus que la plupart des organes de presse sont plus soucieux de soutenir une idéologie ou une position politique que d’informer le public, 57 % qui pensent que les journalistes les induisent en erreur en déclarant certaines choses qu’ils savent être fausses ou exagérées et 61 % qui pensent que les médias ne sont pas suffisamment objectifs et ne font pas preuve d’impartialité.

Cette crise de confiance envers l’information s’explique par un manque « d’hygiène informationnelle » de la population française, qui s’évalue grâce à des critères comme l’intérêt pour l’actualité (lire, regarder ou écouter l’actualité), la consultation de plusieurs sources d’information, la vérification systématique des informations et de l’intégrité de la source, et le partage d’informations vérifiées. L’étude révèle que seuls 18 % des Français détiennent une bonne « hygiène informationnelle » et qu’elle est une condition pour sortir de la crise sanitaire. On constate un parallèle entre le niveau d’éducation informationnelle et l’hésitation à se faire vacciner : les Français avec une bonne « hygiène informationnelle » sont 16 points plus susceptibles de se faire vacciner (62 % vs. 46 %).

« La crise de la covid-19 est la première pandémie à l’heure de nouvelles technologies et de l’information continue. Ces technologies nous ont permis d’être en sécurité, de nous informer en temps réel et de rester connectés, mais elles ont également contribué à une épidémie de désinformation, une « infodémie » qui ébranle la confiance des Français envers les items refuges traditionnels comme les scientifiques et les politiques » déclare Alexandre Faure, Managing Director chez Elan Edelman.

Une crise qui exacerbe des préoccupations sociétales déjà existantes

Le Trust Barometer 2021 révèle que la peur de contracter le virus n’est pas la première et seule crainte des Français (« seulement » 65 %). L’inquiétude majeure reste économique et liée à l’employabilité : 82 % des Français affirment être inquiets de perdre leur emploi suite à la crise sanitaire, 59 % craignent que la pandémie n’accélère le remplacement des travailleurs par l’IA et les robots et ils sont d’ailleurs 44 % à avoir déjà été exposés dans leurs entreprises à des réductions de temps de travail ou à des suppressions d’emplois depuis le début de la pandémie. Les préoccupations des Français ont évolué par rapport à 2020 : ils sont 65 % à penser qu’il est désormais plus important d’améliorer le système de santé, 56 % à vouloir davantage lutter contre le changement climatique et 55 % à accorder une plus grande importance à la transformation du système éducatif.

De plus, l’activisme est en progression chez les consommateurs comme chez les employés. 6 consommateurs sur 10 estiment avoir aujourd’hui le pouvoir de faire évoluer les grandes entreprises et marques et 47 % des employés déclarent être plus susceptibles d’exprimer leur désaccord avec la direction qu’ils ne l’étaient il y a un an.

« La confiance dans les figures traditionnelles de l’autorité est en chute libre en France, et dans le même temps les Français attendent des changements importants pour répondre à la crise. En matière de santé, d’éducation ou de protection des libertés et droits individuels. La conjonction de ces deux phénomènes crée une tension qui invite les citoyens, les consommateurs et les employés à un rapport de force pour arracher à des élites – qu’ils jugent hors sol – les changements indispensables à leurs yeux » déclare Antoine Harary, Global COO et Directeur Général d’Edelman Data & Intelligence (DxI).

L’employeur, le dernier bastion de confiance

L’employeur devient la seule valeur refuge face à la crise sanitaire. 70 % des Français déclarent avoir confiance en leur employeur (+3 points) et 44 % déclarent que leur employeur a su créer un environnement propice pour retourner au travail en sécurité : l’employeur est devenu une figure stable face à l’incertitude générée par la crise sanitaire. Dans un paysage médiatique envahi par la défiance, cette figure émerge comme un filtre à l’accès à l’information et joue un rôle clé dans la préservation de la qualité de l’information. 66 % des Français affirment croire les informations qui émanent de leur employeur. Cependant, les attentes des Français deviennent également plus élevées envers la sphère business : 75 % estiment que les leaders économiques ont une responsabilité envers le grand public, 67 % attendent des dirigeants d’entreprise qu’ils s’impliquent publiquement dans la gestion des problèmes de société lorsque le gouvernement ne les résout pas et 66 % souhaitent que les dirigeants, et particulièrement les CEO, deviennent leaders du changement.

« A l’heure où la confiance envers les repères traditionnels comme les médias, les ONG et les pouvoirs publics est profondément questionnée, les Français envoient un signal fort aux entreprises : elles sont aujourd’hui les garants de l’information, elles ont un rôle à jouer qui dépasse le seul périmètre business et sont aujourd’hui attendues sur des enjeux sociétaux, dont la lutte contre la pandémie » déclare Amélie Aubry, Managing Director chez Elan Edelman.

Cette crise de l’information et de la confiance provoque des opportunités et les Français attendent ainsi :

  1. Un leadership plus fort de la part des entreprises. Les entreprises sont aujourd’hui attendues sur un nouveau mandat qui dépasse le cadre business pour être intimement lié aux problématiques sociétales. Les dirigeants sont perçus comme les « sauveurs » de la société.
  2. Un leadership factuel et empathique. La crise sanitaire a alimenté des craintes sociétales déjà existantes. Dans ce contexte, les dirigeants doivent faire preuve de courage et d’empathie.
  3. Un leadership qui repose sur des informations fiables. « L’infodémie » provoquée par la pandémie a ébranlé la confiance des citoyens envers les figures traditionnelles. Toutes les institutions doivent se baser sur des informations vraies, fiables, et impartiales.
  4. Une approche collaborative entre entreprises, pouvoirs publics, ONG et grand public. Les Français attendent des actions collectives pour adresser les enjeux sociétaux et économiques.

« Les entreprises se sont révélées à la hauteur de cette crise : en assurant l’accessibilité aux biens essentiels de la population, en mettant leur capacité de production au service de cette guerre contre la pandémie, en préservant les emplois directs et indirects, en soutenant ceux en premières lignes. Les citoyens ont vu cette contribution, ont constaté leur agilité d’action, leur capacité d’impact et le tangible de leurs résultats. A l’heure de la relance et alors même que la pandémie fait toujours partie intégrante de nos vies, les entreprises doivent poursuivre leur effort tout en assumant un nécessaire retour à la croissance. L’année 2020 aura marqué un tournant avec une mise de côté du profit, au service du collectif et de cet ennemi commun qui faisait et fait toujours rage. L’année 2021 sera l’année d’un rééquilibre entre business et sociétal mais elle sera nécessairement duale car cette pandémie aura marqué un point de non-retour quant à la place légitime des entreprises dans la société », conclut Amélie Aubry, Managing Director chez Elan Edelman.

METHODOLOGIE

Le Trust Barometer Edelman est une enquête annuelle, conduite dans le monde depuis 21 ans, qui mesure l’évolution de la confiance dans les institutions et figures d’autorité sociétales. Dans le contexte d’une double crise sanitaire et économique, l’édition 2021 dresse le constat d’une faillite de l’information et d’un besoin de répondre à cette véritable infodémie. Organisée par l’agence de recherche Edelman Data & Intelligence, elle est administrée en ligne auprès d’un échantillon global de 33 000 répondants à travers 28 pays dans le monde (Canada, Chine, France, Allemagne, Inde, Japon, Mexique, Arabie Saoudite, Corée du Sud, Royaume-Uni, États- Unis, Indonésie, Singapour, Émirats Arabes Unis, Malaisie, Pays-Bas, Thaïlande, Australie, Kenya, Italie, Brésil, Irlande, Colombie, Afrique du Sud, Argentine, Espagne, Russie, Nigéria). Dans chaque pays, sont interrogés 1150 répondants âgés de 18 ans et plus et représentatifs de la population sur des critères d’âge, sexe et région d’habitation. Ce terrain a été réalisé entre le 19 octobre et le 18 novembre 2020.

À PROPOS D’ELAN EDELMAN

ELAN EDELMAN est une agence conseil en communication qui aide ses clients à gagner la confiance de leurs parties prenantes au service de leurs enjeux business. Parce que nous sommes convaincus que l’attention ne se gagne qu’en adressant les préoccupations citoyennes, nous accompagnons nos clients dans la construction de leur empreinte sociétale afin de créer de la valeur durable. Grâce à son étude propriétaire Trust Barometer, l’agence mesure chaque année le niveau de confiance du public et propose à ses clients, à travers une approche intégrée, des stratégies earned native à déployer sur tous les canaux de communication.

A PROPOS D’EDELMAN DATA & INTELLIGENCE

Edelman Data & Intelligence (DxI) est l’institut d’étude du groupe Edelman, spécialisé en Recherche, Analytics etData. Nous sommes composés de 350 spécialistes des études et des insights dans le monde : analystes,  datascientists, spécialistes de la data-visualisation, storytellers – dont 25 consultants à Paris. Notre équipe intervient sur l’ensemble des enjeux business, communication et réputation de nos clients. Nos solutions de veille, insights & mesure de la performance permettent de développer une communication effective et d’en optimiser l’impact.

CONTACTS PRESSE

Morgane Atoumo / Morgane.Atoumo@elanedelman.com – 06 71 49 68 90

Karina Galvez / karina.galvez@elanedelman.com – 06 26 09 01 54

NOUVELLE ÉDITION DE L’EXECUTIVE MASTER IN DIGITAL MARKETING AND COMMUNICATION

L’Executive Master in Digital Marketing and Communication de la Solvay Brussels School coorganisée avec la BMMA (Belgian Management and Marketing Association) reprend en mai et il ne reste que dix places ! De mai 2021 à janvier 2022, environ 30 cadres vont résolument se plonger dans l’avenir en version digitale, pour apprendre les nouveaux modèles. Et en sortir hyper équipés pour “se propulser”.

La formation s’étale sur 19 jours, 2 à 3 jours par mois environ, et comprend 10 modules : c’est dense, c’est intense, et ultra qualitatif. La matière, ciblée et novatrice, sera en effet distillée par des personnalités académiques et des pointures du monde professionnel : le mix parfait pour un apprentissage actif, totalement adapté au monde digital.

“J’ai aimé le rythme du programme. C’était intense mais parfaitement conciliable avec un travail à temps plein sans perdre en qualité. On apprend d’experts qui couvrent un large spectre de sujets. On a à la fois de la théorie et de la pratique. Grâce aux ateliers, on a l’opportunité de jouer avec ce qu’on a appris et de découvrir ce qui nous convient : pour moi, par exemple, l’IA et les data !,” déclare Dieter De Beus, journaliste freelance

Le marketing a radicalement changé. Le digital est une évidence, l’Intelligence Artificielle devient un outil… Alors, oui, fini le marketing des 4P avec ses Price, Product, Place et Promotion. Depuis belle lurette. Voici, plus que jamais, l’ère du S.A.V.E. ! Une stratégie axée sur la compréhension des besoins de celui qui va acheter le produit, plutôt que sur le produit lui-même. Bien plus futé, et pertinent.

“L’avenir ? Les choses ne seront sans doute plus jamais comme avant. Les changements sont déjà là. Nous sommes dans un environnement commercial qui évolue très rapidement, dans un contexte plus complexe, plus incertain et plus instable. La pandémie a accéléré encore plus les process digitaux dans les entreprises. Et nous sommes confrontés à des avancées technologiques majeures. Résultat : il faut être prêts !,” explique Philippe Biltiau, directeur académique de la formation

Besoin de plus d’information ? Contactez Thierry Antoine ( tantoine@ulb.ac.be ou 02/650.41.45), téléchargez la brochure et/ou participez à la session d’information organisée le 25 mars online dès 18h.

Havas Media Belgium is looking for 2 Broadcast Account Manager

You are graduated in Marketing or Communication and you are looking for a new challenge or a first job ?

Due to new clients wins, Havas Media Belgium is looking for 2 Junior Broadcast Account Manager. We guarantee you a tailor-made training program and captivating work from the first minute …

In short: The Account Manager ensures the definition media plans and oversees the running of media campaigns for a specific clients’ portfolio.He/she is responsible for the media planning recommendations and negotiations.He/she is in charge of the management of the campaigns (booking, go live, optimization) and the related cost and quality parameters.

In extenso: https://www.mm.be/job-fr-10-havas-media-belgium-is…

Interested ? Drop me a message in MP

Take A Break with PUB : cycles Amazon, Alibaba et Walmart avec Havas (H/Commerce)

PUB et Havas vous convient à son cycle Take a Break dédié à Amazon, Alibaba et Walmart, les 30.03, 03.06 et 07.09 à 9h.

Inscrivez-vous: Take A Break with PUB : cycles Amazon, Alibaba et Walmart avec Havas Billets, Dates multiples | Eventbrite

Amazon – 30.03.21

Comment redessine-t-il le futur du retail ?

C’est l’histoire d’un homme doué qui lance une librairie en ligne et finit par décrocher la lune.

Fondée en 1994 par Jeff Bezos, Amazon était au départ une simple librairie en ligne. En 2019, elle devient l’entreprise la plus rentable du monde avec une capitalisation du marché de 1500 milliards d’euros et plus de 840000 employés. Se construisant sur sa vision et sur son infatigable énergie, Amazon – qui a complètement transformé nos vies – travaille à bâtir notre futur.

Grâce aux datas, à son moteur de recherche, au développement de son marché publicitaire et à Alexa, son assistant vocal, la compagnie recherche à anticiper les désirs de ses clients et domine chaque secteur l’un après l’autre : livres, textiles, nourriture, pharmaceutique,…

La conférence déchiffrera l’écosystème d’Amazon et apportera des réponses à la question « Jusqu’où ira Amazon » ?

Alibaba – 03.06.21

Tigre ou Panda? Ne vous en faites pas, le géant Chinois conquiert le monde… Et la Belgique?

Moins connu et pas encore aussi reconnaissable qu’Amazon en tant que compétiteur sur le marché occidental de l’industrie du retail, Alibaba n’en est pas moins un géant en Chine et à travers le monde. Rival auto-proclamé d’Amazon, Alibaba construit son propre écosystème étape par étape pour devenir le leader incontesté de l’e-commerce.

Du parcours de son fondateur à la plateforme Alibaba, de son écosystème complexe sur le marché à sa stratégie « Augmented retail », de ses activités en ligne à la construction de la ville du future… Alibaba est l’une des sociétés à la technologie la plus avancée dans un contexte où la Chine proclame son statut parmi les plus grandes puissances mondiales.

Nous vous invitions à découvrir l’incroyable parcours de Jack Ma et de son entreprise. Une dissection du projet Alibaba qui va nous permettre de comprendre et d’appréhender l’ambition de la Chine de devenir la première puissance commerciale au monde

Walmart – 07.09.21

Comment le plus grand retailer mondial a développé un modèle « Click & Mortar » pour contrecarrer Amazon.

Walmart est le plus grand retailer mondial.

Pourtant sa position au top l’oblige à toujours surveiller ses compétiteurs, et son principal adversaire – Amazon, toujours prêt à créer un « Amazon Effect » à tout ce qu’il entreprend. Leur rivalité constante les oblige à apporter de nouvelles offres et innovations, et est devenue le symbole du choc de deux visions du commerce : la vision de Walmart – leader historique et physique, et le second – Amazon – qui impose son règne online.

La conférence dédiée à Amazon tentera de démontrer comment Walmart – le plus grand retailer au monde – a transformé son espace digital traditionnel et en quoi cela pourrait impacter Amazon.

Challenging Opinion (by Mark Ritson): Attempts to update the four Ps are embarrassing – they’ve endured for a reason… (at least, One exception: S.A.V.E.)

Whenever a marketer sets out to improve, augment or adapt the four Ps, they reveal the absurdity of the exercise and reinforce why product, price, place and promotion remain the core concepts of the marketing mix.By Mark Ritson  3 Mar 2021

4Ps marketingI have a four-year-old. At some point after she was born we read that it was good for young children to enjoy as much rough and tumble in their early years as possible. So, we encouraged it and ended up with the game of ‘Angry Mountain’. It’s not a complex game. I lie on the bed just before bedtime and my daughter sneaks up and beats the shit out of me.

As she got bigger it got to the point where it was getting painful, so I have been gradually leading her away from Angry Mountain. We are almost there. But sometimes she misses the physicality of it. Every now and again when I am watching TV or having a beer or looking out of a window she will sidle up and punch me in the balls. Obviously, I love my daughter. But these occasional moments of unexpected suffering test that love.

That’s how I also feel about my 30-year relationship with marketing. From the very outset I never loved anything so much. But on a regular basis marketing will test my love with the occasional blow to the extremities. These blows land with such force that, for a few seconds, I genuinely question my affection.

Groin pain

The most common disciplinary groin pain I endure comes from our industry’s recurring need to refashion the marketing mix. It’s not an exaggeration to suggest that, at any moment in time, there will be a marketer somewhere on the planet drawing a bold red line through the words ‘four Ps’ and replacing them with something – anything – else. Our heresy is as common as it is dumbfounding.https://platform.twitter.com/embed/Tweet.html?creatorScreenName=https%3A%2F%2Ftwitter.com%2Fmarkritson&dnt=true&embedId=twitter-widget-0&frame=false&hideCard=false&hideThread=false&id=1364682636350865414&lang=en&origin=https%3A%2F%2Fwww.marketingweek.com%2Fmark-ritson-stop-reinventing-four-ps%2F&theme=light&widgetsVersion=e1ffbdb%3A1614796141937&width=550px

Adweek was making my balls ache last week with its virtual masterclass on challenger brands. One of the speakers – Jeremy Lowenstein, the CMO of underwear brand MeUndies – contrasted the four Ps of product, price, promotion and place that are taught to marketers with the “real” four Ps of marketing, namely: purpose, performance, personalisation and (deep sigh) pride. Just give me a moment.

I can get into a lot of trouble with marketing snowflakes when I suggest this kind of thing is inane nonsense. If the person proposing the silliness has fewer social media followers than me I am a “bully”. When they have more followers I am “targeting famous people” to build my brand. I cannot win. So, let me tread as gently as I can here (not my forte). I am sure Jeremy is a fine marketer and an even finer human being. But when you propose a change in the marketing model and sign your name next to it, you should expect some scrutiny and possible pushback.

And his proposal is – ahem – pants. This ridiculous and achingly naïve list begs to be challenged. I’m certainly fascinated how a CMO can run a successful marketing operation without being involved in product development. Is there no need to connect the market MeUndies is targeting with the underpants it is trying to sell them?

And I’m missing exactly how or where the brand will achieve its sales. Is it selling direct? Through wholesale? What retail channels will it sell through? How does it manage channel conflict? Or is that not part of marketing’s remit anymore at MeUndies? Does pride and purpose sort all that out magically?

And, while the brand has an impressively premium price point, I assume the CMO and his marketing team were not involved in setting it. They were just focused on performance and personalisation and left the pricing decisions to the manufacturing, sales and finance people.

The four Ps

When Jerry McCarthy completed his marketing PhD at the University of Minnesota in 1958 the discipline was at a crossroads. For decades, the discussion had been about the general role that marketing should play in the corporate world and its position as a science. It was the era of Wroe Alderson, the ‘father of modern marketing’, and a period in which the theory of the discipline was at the fore. Professor McCarthy, a former rock salesman, was a more practical thinker. When he won a Ford Foundation Fellowship to attend both Harvard and MIT in the autumn of 1959, he used part of that precious gift to write Basic Marketing – a simple, managerial guide to doing marketing well.

E Jerome ‘Jerry’ McCarthy around the time he created the ‘four Ps’ (left) and in later life

Central to McCarthy’s approach was the marketing mix – the four conceptual areas of marketing decision-making. It is crucial to note that the marketing mix is not the totality of marketing. McCarthy and those who followed him always meant the four Ps to represent the controllable levers that a company operates to satisfy its objectives in the marketplace.

Put more simply, the four Ps summarise the tactical considerations of what a company wants to do. When I taught MBA students I would always refer to them as the “four tactical horsemen of the marketing apocalypse”. They encompass the tactical decisions but not the steps in the marketing process upon which they are predicated – namely diagnosis and then strategy.

This point is missed by so many who have subsequently attempted to ‘fix’ the four Ps. There is often an annoyingly clear sense that those proposing improvements to the concept of the marketing mix don’t fully understand it in the first place. They add ‘process’, for example, and miss the point that the four Ps was always part of a bigger one. In Lowenstein’s case he adds ‘purpose’, a version of brand positioning that should have been tackled during the strategic phase of marketing planning and not the tactical section addressed by the four Ps.

It is unfair to single out Lowenstein, given he is only a foot solider in a giant ignorant army that has marched against one of marketing’s most established concepts over the years, in a mistaken attempt to ‘improve’ or ‘adapt’ or ‘revisit’ the four Ps. Discovering that a marketing concept is 60 years old elicits one of two possible responses. For a well-trained marketer who knows McCarthy’s work and appreciates disciplinary rigour, six decades signals robustness and consistency. But if you are a ‘modern marketer’ – low on disciplinary knowledge and unable to discern the constant evolution of tactics from the broader, unchanging nature of the marketing mission – 60 years is indicative of something that is surely out of date. They are looking around for someone to hold their disciplinary beer quicker than you can say “prepare for pointless-phrase posturing”.

Four different Ps

The most common way this ignorance manifests is through generating four new words, all beginning with P, to replace the original set. This is stunningly absurd for a couple of reasons. First, because there is nothing wrong with the original Ps of product, place, price and promotion if you properly understand them. Of course, they encompass different tactics and issues depending on the era, the industry and the brand in question. But that is one of the strengths of the four Ps, not a weakness.

Second, even if the marketing mix had become less relevant, the ludicrous logic behind coming up with four alternatives that also all begin with P is hilariously dumb. McCarthy was open about the generation of the four Ps back in the day. He started with product and then discovered, to his delight, that two of the other options – promotion and price – also started with P. He fudged his concept a little when it came to distribution which, for alliterative reasons, he changed to place. The odds of coming up with the four Ps was therefore 676 to 1. Product had to start with one of the letters, place was changed to fit with the others, so the probability comes down to the other two concepts both beginning with P – hence 262 or 676.

Long odds but not impossible. In contrast, the odds of finding four new words that all start with P and which all optimally capture the tactical challenge of marketing better than the other lexical options is 264 or about half a million to one. The dunderheaded superficiality of choosing four replacements that all start with P should render any attempt not just redundant but hilariously foolish.

‘We need more Ps’

Believe it or not, those long odds get infinitesimally longer and the outcome significantly sillier when marketers accept the four Ps but then augment them with – you guessed it – more Ps. McCarthy’s original formula was as tight as it was applicable. But why, ask restless marketers, have four tactical levers when we can have more? More is more, after all, right?

Many less astute marketers have added ‘process’ to the mix to create the five Ps. Others also have then added ‘people’ to further dilute and weaken it. But why stop at six when so much potential inanity remains so temptingly within reach? Adding ‘physical evidence’ creates an unnecessary Inspector Morse dimension and gets us to seven Ps. Always better than four, right? But not as good as eight, which is what you get when you add ‘packaging’ – which was part of the product P if you actually bothered to read McCarthy’s model before trying to improve it, but hey ho!

You can add ‘presentation’ to get to nine Ps, assuming, again, you ignore the fact that this P is already baked into both product and promotion. To get to double figures is quite tough because you start to run out of words that begin with P. But that does not stop those determined marketers who add – wait for it – ‘pow’ to their list. Yes, pow, as in ‘kapow!’. Adding philosophy (no idea) gets us to 11 PsPutting ‘prestige’ into the list will get you to a 12 P model and, no, I have zero clue how this might be generally relevant to all brands or why it should not be part of the positioning part of marketing strategy.

I can keep going all day. It’s not that I have run out of idiot examples, trust me there are hundreds more. I can take you all the way to 44 Ps – more than 10 times better than McCarthy’s original! But that would mean I would have to include words like ‘pain’, ‘part’ and ‘porn’. Yes, porn.

Fuck the Ps

Given the ridiculous lexical probability of the other two options, there should be relatively more respect for those who suggest alternatives to the four Ps that don’t begin with P. But, again, this respect is quickly lost when you compare these purported alternatives to McCarthy’s original. I got into hot water last month when I wrote about one marketer’s criticism of the four Ps as “confusing, distracting and siloed”. The replacements? Lead generation, nurturing leads, conversion, delivery and retention/upsell/advocacy. Someone save me.

There is a tortured, circular marketing logic these days when people claim that “marketers are no longer involved in pricing or product development” and then come out with this kind of guff which makes the elementary mistake of assuming marketing is just communications. It might be for junior marketers working in companies that make the classic error of ‘advertising orientation’. But this is not a coherent argument for burning down one of the central concepts of marketing and replacing it with a tiny, nonsensical subset of what marketing is for those that don’t understand it properly.

Clearly, most marketers do not exclusively control the price, product development or distribution decisions within their company. Indeed, if you include agencies in the equation, they don’t even solely manage the promotional P either. But it would be damaging to mistake control for influence. Proper marketers working at well-run organisations have significant impact and input across all four levers of their company’s tactics. The four Ps are one of the reasons that they retain that influence.

Make no mistake, if you set price without the input of the marketing team you usually leave money on the table. ‘Cost-plus’ pricing has that effect. When you develop products without marketing, you reduce the chances of product success. The fact a lot of untrained marketers don’t realise this is not a reason to change a marketing model that successful executives have been using for decades. It’s a reason to educate them on how it could and should be done.

It is a similar story for digital marketers, who – intent on making everything in marketing different and modern because, you know, digital – have variously set out to bastardise the four Ps and, in doing so, rendered the exercise and themselves entirely useless. We do not need to change the four Ps because of digital. We need to understand that the constituent elements that make up the four Ps have changed – will continue to change – as time moves on.

The Exception

The only attempt to refashion the four Ps that I have any time for is the work of Richard Ettenson, Eduardo Conrado and Jonathan Knowles in the Harvard Business Review. Unlike most of the armchair marketing experts, who pulled their new four Ps, 12 Ps, or one Q and six Vs directly out of their respective arses, the authors conducted more than 500 interviews with marketers and customers. They produced the now semi-famous SAVE model for B2B marketers. But, despite their initial agenda to rethink the four Ps, once data collection began, all three authors started to appreciate that the simplicity of the model also masked its applicability and depth.

“It was only once we began to discuss and synthesise the findings from the many customer interviews that we had each done over the years,” Knowles wrote to me earlier this year, “that we reached the humbling conclusion that the four Ps did not need to be replaced, simply seen through a broader lens.” If only more marketers were as humble and empirical as Knowles and his co-authors.

The four Ps aren’t some monolithic process through which marketing magic happens. Good marketers don’t sit down and say: “It’s Tuesday. Today I will do the pricing P.” The marketing mix is a checklist. A way of thinking about tactical execution that helps in the final third of the marketing process. It is beguilingly simple but fantastically applicable. And, as a structuring device, as relevant now as it was 60 years ago.

Try explaining Apple’s market triumphs using the four Ps of product design, price, place and promotion and then try it with all the other wank versions listed above. Explain Amazon’s emergence with the four Ps and then do it with the proposed improved version of purpose, performance, personalisation and pride. See what I mean? The four Ps work. The others don’t.

The P Regenerator

But I get it. I know how little discipline or respect for marketing history most marketers have. And I know how they ache to update, upturn and usurp anything that is six, never mind 60, years old. So my team at the Mini MBA in Marketing have been hard at work. We have created a very modern, entirely digital new tool which we have called the ‘P Regenerator’. This dazzling new marketing tech has cost us millions and will substantially speed up the process of changing and then communicating the new Ps of marketing right across the discipline.

How have we done this? We use facial recognition software and your webcam to assess age, gender and marketing role. Then machine learning and a complex algorithm kicks in to work out your ideal four Ps from the big data we have amassed through advanced analytics. Then we 3D-print the outcome BEFORE YOUR EYES. And then provide an advanced digital media platform that uses programmatic advances in performance marketing to share your vision with as wide an audience as possible. Also, virtual reality and bitcoin.

So, marketer, what are you waiting for? Don’t sit there reading about the late, great Jerry McCarthy and thinking logical, applied marketing thoughts. That’s not what modern marketers do any more. They visit our P Regenerator and start ripping up the foundations of marketing with their own inane, hastily constructed alternatives and then pissing them out all over the internet in a brazen, foolhardy attempt to look like thought leaders.

The four Ps regeneration engine can be accessed here for a limited time. Change the four Ps early and often, and share your examples with your fellow marketers.

Le duo Margaux et Kathleen à la tête de Havas Social, au coeur de Havas Village

Jeudi 4 mars 2021 — Margaux Van Pelt (Ex Socialab, Warner Music) et Kathleen Van den Bril (Ex Socialab, Neuhaus, Digitas LBI) sont depuis ce 1er mars à la tête d’Havas Social, la nouvelle entité unissant l’ensemble des talents actifs dans la communication via les réseaux sociaux du Havas Village.  Havas Social s’inspire de l’énergie créative d’Havas Brussels, se nourri des Insights et de la puissance de la «data » d’Havas Intelligence et s’appuie sur la force de proposition d’Havas Media.

L’entité forte de 8 FTE couvre les missions suivantes :

o    Social Strategy & Concept Design

o    Creative Development & Publishing

o    Community & Conversation Management

o    Ongoing Social Campaigns and Social Performance

o    Social Intelligence

Kathleen et Margaux (Heads of Havas Social Brussels) : “Le social media, un sujet qui passionne et divise… Nous adorons les détester et pourtant, en 2021 ils font plus que jamais partie de notre quotidien. Des petits nouveaux toujours plus originaux et plus niches apparaissent régulièrement, et il faut pouvoir s’adapter, voir le potentiel pour les clients. Exit les stratégies qui se basent uniquement sur les géants, aujourd’hui il faut être réactif, créatif et penser complémentarité.  D’où l’intérêt de notre binôme ! 
Nous avons très vite compris que travailler à 2, apportant chacune nos expertises et nos caractères complémentaires aux clients était tout simplement un atout. Aujourd’hui, nous sommes ravies de rejoindre l’équipe de Havas et de contribuer à faire de Havas Social une référence en termes de réseaux sociaux sur le marché belge”.

Hugues Rey (CEO Havas Media Belgium) : “10 ans après la création de Socialyse au sein d’Havas Media, le regroupement de l’ensemble des activités liées aux réseaux sociaux était une évidence. En effet, le potentiel de croissance et les besoins sont toujours bien présents mais plus que jamais jouer sur la combinaison Créativité – Stratégie – Efficacité s’impose. Les talents complémentaires et les multiples expériences de Margaux et Kathleen sont les piliers d’une offre que nous voulions particulièrement claire : Entièrement dédiée à la communication via les réseaux sociaux et totalement intégrée à l’éco-système du Village Havas”.

David Grunwald (CEO Havas Brussels) : “La synergie de l’équipe de Havas Social chapeautée par Margaux et Kathleen et l’agence va nous permettre de développer de nouvelles formes de solutions créatives et stratégiques dans le contexte de l’économie de « l’attention » (ou doit-on plutôt dire « de la guerre de l’attention »). Développer le juste contenu meaningful qui nourrit la marque et fait du sens auprès du public c’est une des parties de notre métier. Mais donner à ce contenu un impact qui rivalise presque avec les « singing cats » et autres contenus qui stimulent chaque jour la pop-culture, tout en apportant de la cohérence de marque, c’est l’étape suivante de notre métier créatif. Au niveau stratégique, la synergie entre nos agences apportera également des solutions innovantes pour créer et toucher les audiences avec pertinences”.

Christian de La Villehuchet (Global Chief Integration Officer – Havas Group) : “La raison d’être de nos villages, partout dans le monde est de pouvoir offrir à nos clients des solutions qui s’appuient sur les forces des différentes entités. Après la création d’Havas Intelligence, ou la nomination d’un Chief Growth Offier Village, à la fin de 2020, le lancement d’Havas Social marque notre volonté de renforcer notre approche intégrale, collaborative et très agile pour répondre aux enjeux de  nos partenaires clients.  Je me réjouis que la Belgique soit aux avant-postes de ce business model que nous promouvons partout dans le monde”.

10 Ways AI And Machine Learning Are Improving Marketing In 2021 (Source: Forbes.com)

10 Ways AI And Machine Learning Are Improving Marketing In 2021
83% of IT leaders say AI & ML transform customer engagement and 69% say it is transforming their … [+] GETTY
  • AI and Machine Learning are on track to generate between $1.4 Trillion to $2.6 Trillion in value by solving Marketing and Sales problems over the next three years, according to the McKinsey Global Institute. 
  • Marketers’ use of AI soared between 2018 and 2020, jumping from 29% in 2018 to 84% in 2020, according to Salesforce Research’s most recent State of Marketing Study. 
  • AI, Machine Learning, marketing & advertising technologies, voice/chat/digital assistants and mobile tech & apps are the five technologies that will have the greatest impact on the future of marketing, according to Drift’s 2020 Marketing Leadership Benchmark Report.

Chief Marketing Officers (CMOs) and the marketing teams they lead are expected to excel at creating customer trust, a brand that exudes empathy and data-driven strategies that deliver results. Personalizing channel experiences at scale works when CMOs strike the perfect balance between their jobs’ emotional and logical, data-driven parts. That’s what makes being a CMO today so challenging. They’ve got to have the compassion of a Captain Kirk and the cold, hard logic of a Dr. Spock and know when to use each skill set. CMOs and their teams struggle to keep the emotional and logical parts of their jobs in balance.

source: 10 Ways AI And Machine Learning Are Improving Marketing In 2021 (forbes.com)

Asked how her team keeps them in balance, the CMO of an enterprise software company told me she always leads with empathy, safety and security for customers and results follow. “Throughout the pandemic, our message to our customers is that their health and safety come first and we’ll provide additional services at no charge if they need it.” True to her word, the company offered their latest cybersecurity release update to all customers free in 2020.  AI and machine learning tools help her and her team test, learn and excel iteratively to create an empathic brand that delivers results.

The following are ten ways AI and machine learning are improving marketing in 2021:

1.    70% of high-performance marketing teams claim they have a fully defined AI strategy versus 35% of their under-performing peer marketing team counterparts. CMOs who lead high-performance marketing teams place a high value on continually learning and embracing a growth mindset, as evidenced by 56% of them planning to use AI and machine learning over the next year. Choosing to put in the work needed to develop new AI and machine learning skills pays off with improved social marketing performance and greater precision with marketing analytics. Source: State of Marketing, Sixth Edition. Salesforce Research, 2020.

10 Ways AI And Machine Learning Are Improving Marketing In 2021
Marketing teams’ ability to learn quickly and capitalize on new knowledge about AI outperform their … [+] SOURCE: STATE OF MARKETING, SIXTH EDITION. SALESFORCE RESEARCH, 2020.

MORE FOR YOUWhat Are The Fastest Growing Cybersecurity Skills In 2021?Top 20 Predictions Of How AI Is Going To Improve Cybersecurity In 2021The Top 20 Cybersecurity Startups To Watch In 2021 Based On Crunchbase

2.    36% of marketers predict AI will have a significant impact on marketing performance this year. 32% of marketers and agency professionals were using AI to create ads, including digital banners, social media posts and digital out-of-home ads, according to a recent study by Advertiser Perceptions. Source: Which Emerging Tech Do Marketers Think Will Most Impact Strategy This Year?, Marketing Charts, January 5, 2021.

10 Ways AI And Machine Learning Are Improving Marketing In 2021
AI and Customer Data Platforms are being combined to drive greater personalization-at-scale. WHICH EMERGING TECH DO MARKETERS THINK WILL MOST IMPACT STRATEGY THIS YEAR?, MARKETING CHARTS, JANUARY 5, 2021

3.    High-performing marketing teams are averaging seven different uses of AI and machine learning today and just over half (52%) plan on increasing their adoption this year. High-performing marketing teams and the CMOs lead them to invest in AI and machine learning to improve customer segmentation. They’re also focused on personalizing individual channel experiences. The following graphic underscores how quickly high-performing marketing teams learn then adopt advanced AI and machine learning techniques to their competitive advantage. Source: State of Marketing, Sixth Edition. Salesforce Research, 2020.

10 Ways AI And Machine Learning Are Improving Marketing In 2021
High performing marketing teams are 25% more likely to increase their use of AI this year versus … [+] SOURCE: STATE OF MARKETING, SIXTH EDITION. SALESFORCE RESEARCH, 2020.

4.    Marketers use AI-based demand sensing to better predict unique buying patterns across geographic regions and alleviate stock-outs and back-orders. Combining all available data sources, including customer sentiment analysis using supervised machine learning algorithms, it’s possible to improve demand sensing and demand forecast accuracy. ML algorithms can correlate location-specific sentiment for a given product or brand and a given product’s regional availability. Having this insight alone can save the retail industry up to $50B a year in obsoleted inventory.  Source: AI can help retailers understand the consumer, Phys.org. January 14, 2019.

10 Ways AI And Machine Learning Are Improving Marketing In 2021
Minimizing inventory risk and fine-tuning product demand forecasts are ideal use cases for AI and … [+] SOURCE: AI CAN HELP RETAILERS UNDERSTAND THE CONSUMER, PHYS.ORG. JANUARY 14, 2019.

5.    Disney is applying AI modeling techniques, including machine learning algorithms, to fine-tune and optimize its media mix model. Disney’s approach to gaining new insights into its media mix model is to aggregate data from across the organization including partners, prepare the model data and then transform it for use in a model. Next, a variety of models are used to achieve budget and media mix optimization. Then compare scenarios. The result is a series of insights that are presented to senior management. The following dashboard shows the structure of how they analyze AI-based data internally. The data shown is, for example only; this does not reflect Disney’s actual operations.   Source: How Disney uses Tableau to visualize its media mix model (https://www.tableau.com/best-marketing-dashboards)

10 Ways AI And Machine Learning Are Improving Marketing In 2021
Disney recently presented their approach to using Machine Learning Models to optimize their media … [+] HOW DISNEY USES TABLEAU TO VISUALIZE ITS MEDIA MIX MODEL (HTTPS://WWW.TABLEAU.COM/BEST-MARKETING-DASHBOARDS)

6.    41% of marketers say that AI and machine learning make their greatest contributions to accelerating revenue growth and improving performance. Marketers say that getting more actionable insights from marketing data (40%) and creating personalized consumer experiences at scale (38%) round out the top three uses today. The study also found that most marketers, 77%, have less than a quarter of all marketing tasks intelligently automated and 18% say they haven’t intelligently automated any tasks at all. Marketers need to look to AI and machine learning to automated remote, routine tasks to free up more time to create new campaigns. Source: Drift and Marketing Artificial Intelligence Institute, 2021 State of Marketing AI Report.

10 Ways AI And Machine Learning Are Improving Marketing In 2021
The top ten areas marketers look to AI and machine learning to make an impact show how vital it is … [+] SOURCE: DRIFT AND MARKETING ARTIFICIAL INTELLIGENCE INSTITUTE, 2021 STATE OF MARKETING AI REPORT.

7.    Starbucks set the ambitious goal of being the world’s most personalized brand by relying on predictive analytics and machine learning to create a real-time personalization experience. The global coffee chain faced several challenges starting with how difficult it was to target individual customers with their existing IT infrastructure. They were also heavily reliant on manual operations across their thousands of stores, which made personalization at scale a formidable challenge to overcome. Starbucks created a real-time personalization engine that integrated with customers’ account information, the mobile app, customer preferences, 3rd party data and contextual data. They achieved a 150% increase in user interaction using predictive analytics and AI, a 3X improvement in per-customer net incremental revenues. The following is a diagram of how DigitalBCG (Boston Consulting Group) was able to assist them. Source: Becoming The World’s Most Personalized Brand, DigitalBCG.  

10 Ways AI And Machine Learning Are Improving Marketing In 2021
Starbucks’ bold strategy to be the world’s most personalized brand started with the above network … [+] SOURCE: BECOMING THE WORLD’S MOST PERSONALIZED BRAND, DIGTIALKBCG.

8.    Getting personalization-at-scale right starts with a unified Customer Data Platform (CDP) that can use machine learning algorithms to discover new customer data patterns and “learn” over time.  For high-achieving marketing organizations, achieving personalization-at-scale is their highest and most urgent priority based on Salesforce Research’s most recent State of Marketing survey. And McKinsey predicts personalization-at-scale can create $1.7 trillion to $3 trillion in new value. For marketers to capture a part of this value, changes to the mar-tech stack (shown below) must be supported by clear accountability and ownership of channel and customer results. Combining a modified mar-tech stack with clear accountability delivers results.   Source: McKinsey & Company, A technology blueprint for personalization at scale. May 20, 2019. By Sean Flavin and Jason Heller.

10 Ways AI And Machine Learning Are Improving Marketing In 2021
To excel at personalization-at-scale there needs to be a strong emphasis on creating a unified, high … [+] MCKINSEY & COMPANY, A TECHNOLOGY BLUEPRINT FOR PERSONALIZATION AT SCALE. MAY 20, 2019. BY SEAN FLAVIN AND JASON HELLER.

9.    Campaign management, mobile app technology and testing/optimization are the leading three plans for a B2C company’s personalization technologies. Just 19% of enterprises have adopted AI and machine learning for B2C personalization today. The Forrester Study commissioned by IBM also found that 55% of enterprises believe the technology limitations inhibit their ability to execute personalization strategies. Source: A Forrester Consulting Thought Leadership Paper, Commissioned by IBM, Personalization Demystified: Enchant Your Customers By Going From Good To Great, February 2020.

10 Ways AI And Machine Learning Are Improving Marketing In 2021
When it comes to planned changes by B2C marketers regarding their personalization strategies, 59% of … [+] SOURCE: A FORRESTER CONSULTING THOUGHT LEADERSHIP PAPER, COMMISSIONED BY IBM, PERSONALIZATION DEMYSTIFIED: ENCHANT YOUR CUSTOMERS BY GOING FROM GOOD TO GREAT, FEBRUARY 2020.

10. Successful AI-driven personalization strategies deliver results beyond marketing, delivering strong results enterprise-wide, including lifting sales revenue, Net Promoter Scores and customer retention rates. When personalization-at-scale is done right, enterprises achieve a net 5.63% increase in sales revenue, 10.26% increase in order frequency, uplifts in average order value and an impressive 13.25% improvement in cross-sell/up-sell opportunities. The benefits transcend marketing alone and drive higher customer satisfaction metrics as well.   Source: A Forrester Consulting Thought Leadership Paper, Commissioned by IBM, Personalization Demystified: Enchant Your Customers By Going From Good To Great, February 2020.

10 Ways AI And Machine Learning Are Improving Marketing In 2021
Personalization-at-scale done well delivers value enterprise-wide, far beyond marketing results … [+] : A FORRESTER CONSULTING THOUGHT LEADERSHIP PAPER, COMMISSIONED BY IBM, PERSONALIZATION DEMYSTIFIED: ENCHANT YOUR CUSTOMERS BY GOING FROM GOOD TO GREAT, FEBRUARY 2020.

Podcast – Future Of Work: Mercedes Erra et le futur de la publicité: « Il faut protéger ceux qui créent du sens et des idées » – Source: Influencia

Image actu

A écouter Ici : https://podcast.ausha.co/les-metiers-du-futur-teaser/5-le-futur-de-la-publicite-mercedes-erra-betc

Isabelle Rouhan (Ex – Havas Media) reçoit Mercedes Erra, fondatrice de BETC, première agence française de publicité et Présidente exécutive Havas Worldwide.

Mercedes Erra aborde ausi les intelligences multiples, la place des femmes dans la société et le monde du travail, et sa décision de devenir Française.

Elle dit également son respect profond pour tous les métiers de BETC, qui recrute des profils très divers. Sa conviction: il faut être “vif, intelligent, cultivé, aimer les humains, et savoir écrire.

Source: Mercedes Erra et le futur de la publicité: « Il faut protéger ceux qui… – Influencia

‘Nothing makes sense anymore’: What’s driving ad tech’s latest consolidation wave (Source: Digiday)

robot lineup

FEBRUARY 23, 2021 bySEB JOSEPH

The latest wave of consolidation is in full swing and it’s scrappier than ever. 

Magnite and Spotx. Verve and Nexstar’s digital platform for video ads. Smart Adserver and Capital Croissance. Liveramp and Datafleets. District M and Sharethrough. Kubient. Pubmatic. And now Viant. Those are just some of the more notable mergers, acquisitions and IPOs that have occurred in recent months. In fact, the pace of deals has accelerated to a point that’s left some onlookers puzzled — and for good reason. 

Source: What’s driving ad tech’s latest consolidation wave (digiday.com)

Investors, whether they’re private or public, seem fine with big, initially costly consolidation of ad tech companies. This is largely because revenue growth, not profit, drive corporate value right now. Put another way: It’s as if investors forgot that ad tech is steeped in a lot of uncertainty right now. 

Take Criteo. It’s valued now at $1.9 billion. A year ago Criteo’s stock crashed to a 52-week low after Google said it would block the cookies the ad tech vendor uses to retarget people in the Chrome browser. Google still intends to make its move sometime next year. And as it stands, no one has a viable alternative. Yet, Criteo is worth more today than it was a year ago.

“Nothing makes sense anymore,” said Ratko Vidakovic, founder of ad tech consultancy AdProfs.

Moments like this are rare for an industry that’s been kept at arm’s length by investors. So many moving parts must align. Still, online ad spending is accelerating and valuations for ad tech companies are at all-time highs with renewed interest in ad tech among both strategic and private equity investors. What’s more, capital is cheap. Put that all together and there’s simply a lot of cash sloshing around ad tech vendors right now. A blue moon event for the sector if ever there was one. 

Cue a scramble to get deals done. Call it strategic opportunism.

“The conditions in the market right now mean it’s a great opportunity for further consolidations,” said Verve Group’s chief revenue officer Sameer Sondhi. 

Last month, Verve Group, a network of ad tech companies, acquired mobile video ad platform LKQD from telecommunications company Nexstar. Sondhi is on the lookout for more deals, with CTV, digital out of home and contextual focus areas for the future. 

“Ad tech companies are trying to seize the opportunity because the sector has been treated like a second-class citizen by investors for a while,” said Vidakovic. “And the way to take advantage of these markets is to create entities that have scale.”

Here’s a valuation-related example: Magnite bought SpotX on a valuation of $1.17 billion — more than 10 times its $116 million revenue for 2020. Prior to the deal with SpotX, Magnite traded at 20 times its sales. Ad tech may be missing a few things right now, but optimism isn’t one of them.

Even private investors, who have steered clear of ad tech in recent years, are exuberant about the sector’s future. 

“We’re following several companies in ad tech, especially in France, as it’s a good time to invest because the industry is smaller so there’s more transparency,” said Cedric Boxberger, managing partner at investment Capital Croissance, which took majority-ownership of France-based ad-tech firm Smart AdServer earlier this month. 

Few assets will deliver such strong returns during one of the most turbulent economic times, for private investors like Boxberger. “Over the next five years there’s an opportunity for us [Smart Ad Server] to either go on the public market or have further investors — maybe even in the U.S,” he said. 

Ad tech last scaled these heights in 2013, during a boom sparked by excitement over digital advertising. The market had a Wild West vibe during the period. Exuberant claims about opaque technology impressed investors. When the bubble burst spectacularly in 2015 it was just about all the evidence investors needed to shrug off technology that struggled to reverse the low margin, high volume dynamics of the sector. Then Covid happened. And unlike last time, the stakes are a lot higher now. 

The way the sector makes money is going to irrevocably change over the next two years. The data that forms the backbone of their businesses is being throttled by the largest online media owners. Any company that relies on third-party cookies or mobile identifiers must make do with less, if not any, of it soon. 

It’s why Vidakovic’s scale argument rings true. Larger, more integrated ad tech companies tend to be better equipped to roll with whatever way the market goes. In particular, ad tech vendors are focusing on two, yet to be commoditized areas: CTV and identity resolution. RELATEDMEMBER EXCLUSIVEMedia Buying Briefing: Crossmedia founder Asghar on how the holding companies subverted media planning – and how he’s fighting back

“Cookie-less environments have grown from just Safari and Firefox to now all of Connected TV and soon Chrome,” said Chris Vanderhook, chief operating officer at ad tech vendor Viant on the day the company went public earlier this month. “We have patented technology around our Household ID as opposed to our competitors that still rely on the cookie.”

Rightly or wrongly, ad tech is coming full circle via the latest wave of consolidation. Companies that were once built to prosper from a fragmented landscape are having to do the opposite. They’re trying to cater to both the buy and sell sides of the programmatic market just like the ad networks that drove ad tech’s early successes. What’s old is new again. 

“The ad tech market, despite what the famous Lumascape seems to suggest, is inherently suited for a small number of behemoth winners — with independents/startups operating on the fringes until they get bought by the leaders,” said Ruben Schreurs, group chief product officer at Ebiquity. 

Much of ad tech’s evolution over the last decade has been an unbundling of the ad network — the sector’s first real success stories. While the subsequent fragmentation was lucrative for ad tech, it came at a price — consumer privacy.

Now, the fragmentation is in reverse.