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Making a Content, Media Marketing Services Triple Threat

4 min read
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Media.Monks

A new model for the next age of advertising

The new year may be heating up, but disruption from the last two continue to endure: supply chain woes spur discord; user behaviors are emerging at a dizzying pace as digital stakes a larger claim in everyday life; and caught between both trends, brands face a renewed need for flexibility. In response to these concerns, the roles of digital media management, global marketing services and adaptive creative content have elevated for leading marketing teams navigating a transformed partner ecosystem.

Just in time for putting the finishing touches on strategic marketing plans for the new year, Forrester has recently released three reports, authored by Principal Analyst Jay Pattisall, identifying key goals for modern marketers and the partners who can best help achieve them: the Q4 2021 reports “Now Tech: Media Management Services,” “Now Tech: Global Marketing Services” and “Now Tech: Marketing Creative and Content Services.”

When read together, they illustrate a marketing services industry in flux—a moment that puts the traditional advertising/marketing services model into question. Jay Pattisall writes in Now Tech: Global Marketing Services, Q4 2021: “CMOs and B2C marketing executives, if you, like so many we have spoken with, wrestle to deliver more growth and acquisition with fewer marketing resources, then it’s time for a new model. No longer will you find the effectiveness needed to elevate your marketing impact by piecing together multiple best-in-class providers from market to market.” We couldn't agree more.

It's Time for Agencies to Answer the Call

Pattisall's insight pre-empted a recent article by Jameson Fleming at Adweek that captures agencies and digital service partners wrestling with an existential question: what's their superpower? Exploring how agencies can better demonstrate their value—particularly toward marketers who are dealing with the very same urgent needs as raised by Pattisall's research—Fleming advises agencies “to show how different moving parts can function together to create more agile and responsive teams.”

Taking the opportunity to share our own perspective, S4Capital Founder and Executive Chairman Sir Martin Sorrell explained the strength that lies in our digital-first focus: “The great thing about digital is it’s about brainpower, not brawn,” he said. “When you’re buying media in a nanosecond, the need for brainpower rather than brawn becomes more and more important.” This inseparable relationship between strategy and agile execution is crucial to unlocking the flexibility and speed that brands require to adapt and prepare for another year of disruption.

This means partners who can offer creative problem-solving supported by a customer-centric perspective when it comes to content; who can deliver growth within the stop-and-go pandemic recovery in their global marketing; and deliver expertise in media management to respond to shifting privacy regulations imposed by both governments and big tech—not to mention consumers’ own evolving digital behaviors.

The Industry is Overdue for a New Model

Flip through the names listed in the reports linked above and you'll find that Media.Monks is the only name that shows up on each—because we've always understood the necessity of integrating and unifying each of these capabilities into a new model built for a new era. Even when specialist partners belong to the same holding company, foundational complexities inherent to the traditional model often stifle their ability to coordinate swiftly together to meet a client’s need. “The irony of networks is they do not have a network effect,” Media.Monks Co-Founder Wesley ter Haar told audiences at Advertising Week New York last fall, detailing how our API model is built to scale up and flex out across solutions and capabilities at speed.

The same idea translates to our merger model. Noting that many traditional holding companies rely on mergers and acquisitions to scale capabilities and delivery, in the Forrester report noted above, Pattisall advises marketers to “ensure all the operating companies share the same goals, the same incentive structure, and answer to the same leader—ideally the global account lead.” This is where true integration thrives in building alignment. 

“For traditional companies, the old trade was you retain your autonomy and independence and we’ll do the back office. Our trade is different: you merge your company into ours, and you become part of Media.Monks,” Sir Martin Sorrell told Erik Siekmann in a recent episode of the Marketing Transformation Podcast. This approach to mergers—not acquisitions—lays the groundwork for streamlined collaboration across clients’ integrated marketing needs, because everyone is on the same team united by the same values.

Toward Stronger, More Flexible Partnership

The need for greater flexibility has become only more urgent as global supply chain issues, inflation, pandemic uncertainties and other geopolitical disruptions continue. This has led to an urgent need for scalable solutions that fit brands’ changing needs as digital behaviors evolve. One way we’ve been able to build strong, collaborative relationships with brands is our “land and expand” strategy, in which we’re brought in to solve a key need, then work along with our clients to zero in on more opportunities to make a greater impact or deliver stronger results. 

In “Now Tech: Marketing Creative and Content Services, Q4 2021,” Pattisall recommends setting “an environment for co-innovation” between yourself and partners: “Increase your brand’s and your agencies’ chances to hit the creative mark with a co-innovation partnership, where internal marketing experts and external content and campaign experts work together.” With a shared desire with both parties to innovate, our “land and expand” relationships with brands grow along with their ambition. In addition, this frees brands from a continual cycle of navigating competitive pitches that slow innovation momentum.

Such an approach only works when a partner has broken down the silos and barriers that traditionally stifle collaboration, innovation and agility—for example, marrying strategy, data with production to boost creative effectiveness in real time. By collaborating with a partner whose unitary model provides seamless access to a diverse team of global talent, brands will be better supported in strengthening the effectiveness of their marketing across the digital ecosystem.

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The website has been translated to English with the help of Humans and AI

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