move over, agencies: consultancies offer …...move over, agencies: consultancies offer marketers...

Move Over, Agencies: Consultancies Offer Marketers New OptionsBrands Rethink Agency Rosters To Drive Digital Business Transformation

by Anjali YakkundiNovember 9, 2016

FOR B2C MARKETING PROFESSIONALS

FORRESTER.COM

Key TakeawaysMarketers Mobilize To Support Post-Digital ThemesToday’s marketer must drive deeper experiences at every point in the customer journey, invest in technology to enable these experiences, and connect results to overall business key performance indicators.

Consultancies Step In To Solve New Marketing ChallengesConsultancies are aggressively positioning themselves to take on new marketing services spend by emphasizing their technology and business expertise and adding capabilities through agency acquisition and organic development.

Consultancies Add Value, But They Won’t Entirely Replace Agency RostersConsultancies add significant value to marketers’ roster of partners with their technical, process, and business acumen. But they won’t wholly replace agencies, particularly when the work is highly creative or focused around marketing execution.

Why Read This ReportMarketers have never had more to do: They need to craft business-driven, on-brand customer experiences (CXes) to reach and engage connected consumers — a tall mandate rife with process and technical implications. Unfortunately, marketers’ go-to partners, agencies, haven’t always kept pace with the business and technical demands. Enter consultancies, which are aggressively adding new agency competencies. This report investigates the market convergence between consultancies and agencies and provides guidance on shaping agency rosters.

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Table Of ContentsMarketers Mobilize To Support Post-Digital Marketing Themes

Consultancies And Agencies Converge To Support Post-Digital Needs

Consultancies Add Capabilities To Serve Post-Digital Marketing Needs

Agencies Restructure And Acquire For Technical And Transformational Capabilities

Prepare To Include Both Agencies And Consultancies In Your Roster

Consider Consultants For Initiatives With Strong Business, Process, And Tech Components

Consider Agencies For Specialization, Execution, And Creativity

Recommendations

Consider Consultancies, But Don’t Assume It Will Be A King’s Feast

What It Means

Ambitious Marketers Will Leverage Consultancies To Get Ahead

Supplemental Material

Notes & ResourcesForrester interviewed 23 technology and service vendors: 360i, Accenture, Adobe, Critical Mass, EY, Huge, IBM, iCrossing, Isobar, KPMG, MRM//McCann, Ogilvy & Mather, Omnicom Group, Possible, Publicis.Sapient, PwC, R/GA, Rise Interactive, SDL, VML, WillowTree, WPP, and Wunderman.

Related Research DocumentsThe Forrester Wave™: Digital Experience Service Providers, Q4 2015

Market Overview: Digital Experience Service Providers

Vendor Landscape: Lead Agencies, 2015


Move Over, Agencies: Consultancies Offer Marketers New OptionsBrands Rethink Agency Rosters To Drive Digital Business Transformation

by Anjali Yakkundiwith Brigitte Majewski, Sarah Sikowitz, Christopher Andrews, Martin Gill, Liz Herbert, Marc Cecere, Allison Cazalet, and Peter Harrison

November 9, 2016

http://www.forrester.com/go?objectid=RES113645





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Move Over, Agencies: Consultancies Offer Marketers New OptionsNovember 9, 2016

© 2016 Forrester Research, Inc. Unauthorized copying or distributing is a violation of copyright law. [email protected] or +1 866-367-7378

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Brands Rethink Agency Rosters To Drive Digital Business Transformation

Marketers Mobilize To Support Post-Digital Marketing ThemesThe marketing remit has changed as consumers’ expectations increase: Today, consumers have more access to information than ever, and they are more immune to advertising than ever. Eighty-eight percent of consumers say advertising has little to no influence on them.1 These market changes are adding new pressure on today’s marketer — whom Forrester calls the post-digital marketer — to:2

› Better connect customer experiences to business outcomes. Marketers today can’t just measure success by traditional metrics like brand awareness, customer interactions or impressions, and campaign results. Instead, they must be able to better connect to and prove the business outcomes of the whole brand experience.3 Forrester’s Customer Experience Index (CX Index™) has shown, for example, that an improvement of 1 point on the CX Index scoring could have potential revenue impacts of anywhere from $15 million for credit card financial services firms to $175 million for wireless service providers.4

› Break down organizational barriers to spark value-driven interactions. Marketers today must align marketing responses across the customer life cycle, from engagement to purchase to service to loyalty and everything in between.5 These immersive brand experiences only happen when firms collaborate across organizational barriers because different parts of the organization are responsible for different parts of the customer life cycle (e.g., sales for acquisition, loyalty for ongoing engagement, and commerce and product for the purchase). For example, a VP of eCommerce at a North American retailer told us that its biggest challenge with personalizing holistic experiences is organizational boundaries across marketing, product, commerce, and lines of business.6

› Seek, and invest in, more meaningful use of technology. Marketers are devoting more budget to technology and technical work: 65% of marketers say they are increasing investment into marketing technology platforms, and 60% say they are increasing budgets toward application development.7 This investment reflects the growing attitude that marketing technology is an integral part of customer experience creation and delivery, not just an operational budgetary line item.

Consultancies And Agencies Converge To Support Post-Digital NeedsAgencies and consultancies are in a race to gain the post-digital marketing services spend — investment that focuses on experiences, the customer life cycle, and new technology. To win, firms of one type are aggressively adding capabilities associated with the other. This market convergence radically alters the conversation for marketers looking to purchase marketing services, with a whole new category of provider to consider and new capabilities to assess across the board. While the game may long have been agencies’ to lose, marketers today are more willing than ever to look to consultancies for marketing services: 73% of marketers told us in a recent survey that they were somewhat open, open, or very open to using consultancies for digital marketing work (see Figure 1).




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FIGURE 1 Marketers Are Open To Consultants Taking Over Agency Work

Very open14%

Open27%

Not at all open9%

Somewhat open32%

Less open19%

“Please rate how open your firm is to working with consultancies in the future to do any digital agency work.”

Base: 132 B2B and B2C marketing leadersSource: Forrester/SoDA Q1 2016 Global Digital Outlook Online Survey

Consultancies Add Capabilities To Serve Post-Digital Marketing Needs

In the past few years, consultancies of all flavors — management, business, and technology — broadened their expertise to gain marketers’ spend for value-driven, technology-based experiences and business outcomes. Why expand into marketing? These firms support digital business imperatives — how digital will fundamentally shift the entire business model — and need buy-in from the CMO, who drives the front-end experience layer, and their typical CEO, CIO, CSO, and/or CFO stakeholders, who drive the operational and technical layer, to drive full-scale digital transformation.8

To support these new marketing-centric aspirations, consultancies have rapidly acquired agencies, creating new organizational structures and aggressively hiring away talent from agencies (see Figure 2). Agency acquisitions have made such a mark that the top three biggest digital agency networks in Ad Age’s Agency Report 2016 were firms from consulting heritage: Accenture Interactive was named the world’s biggest (and fastest growing), closely followed by IBM Interactive Experience (iX) and Deloitte Digital.9 To gain new marketing credibility, consultancies have:




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› Acquired agencies for marketing technology credibility. Many consultancies have acquired web and mobile development agencies to complement their operational and back-end technical practices. Representative acquisitions in this space include Accenture Interactive’s acquisition of commerce and web content management systems (CMSes) expert Acquity Group, KPMG’s acquisition of mobile agency Cynergy, and PwC’s acquisition of web CMS specialist BGT Partners.

› Purchased agencies to better design experiences across the customer life cycle. Consultancies have acquired design and customer experience agencies to help marketers drive and design experiences at every point of customer engagement. For example, Accenture Interactive acquired service-design firm Fjord, Deloitte Digital acquired CX consultancy Doblin Group, EY acquired UX firm NorthPoint Digital, and McKinsey & Company acquired UX firm Lunar. Consultancies are starting to move beyond acquiring UX shops, and some have even added creative shops to also bridge creative services across touchpoints: Deloitte Digital acquired Heat in 2015, and IBM iX acquired Resource/Ammirati in 2016.

› Organically built agency services with new hires and design studios. Consultancies, particularly technology consultancies, are organically building agency capabilities. For example, many have been aggressively hiring away agency talent, both at the executive and functional levels: Accenture Interactive has hired from firms like Harte Hanks, and Infosys’ head of digital came from Publicis.Sapient. Consultancies like IBM and KPMG are also organically building design studios, which are essentially offices devoted to agency-like services.10

› Connected agency acquisitions with consulting services to drive business outcomes. Consultancies aim to tie acquired capabilities to their existing business consulting capabilities to better link marketing to business goals. Why? Because acquiring design, creative, and marketing tech firms alone doesn’t uniquely position consultancies to meet new marketing needs; connecting the customer-facing experiences to the re-engineered back-office operations that enable those experiences (consultants’ bread and butter) does. PwC, for example, told us that its ideal project starts at the board or the C-level (Forrester believes most often at the CEO, COO, and CFO levels) and drives marketing transformation as part of an overall business transformation consulting engagement.




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FIGURE 2 Example Agencies Acquired By Business And Technical Consultancies

Acquity Group, AD.Dialeto, Brightstep, Chaotic Moon, Fjord, IMJ, Reactive Media

BrightHouse, S&C Consulting

Backelite, Fahrenheit 212

Cadient Group

Banyan Branch, Flow Interactive, Heat, Mobiento, Übermind

Intuitive Company, NorthPoint Digital

Aperto, ecx.io, Resource/Ammirati

Cynergy, Nunwood, SR7

Lunar

Ant’s Eye View, BGT Partners, iBrows, Intunity, Nealite, Optimal Experience, Stamford Interactive

Designit

Company Acquisitions

Accenture

Boston Consulting Group

Capgemini

Cognizant

Deloitte

EY

IBM

KPMG

McKinsey & Company

PwC

Wipro

Example agencies acquired by consultancies

Agencies Restructure And Acquire For Technical And Transformational Capabilities

Agencies and agency holding companies are feeling the pressure of marketers’ expanded demands and the new competitive threat. These firms have responded with new acquisitions, better partnerships, and restructured entities. Specifically, agencies have:

› Built and acquired capabilities beyond customer acquisition. Agencies are building capabilities beyond customer acquisition to drive experience across touchpoints. Many of these firms have, for example, acquired eCommerce and product capabilities: In 2014, MRM//McCann purchased Optaros, and Publicis bought Crown Partners to merge with Razorfish and then merged sister agencies Razorfish and Rosetta. And Isobar purchased eCommera in 2015. Agencies like OgilvyOne and R/GA have also reorganized their teams to deliver strategy and execute across the entire customer experience — not just in media channels — as well as use tools like journey maps and varied data sources to supplement planning across these touchpoints.




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› Built and acquired deeper technology capabilities. Agencies are deepening their technical credibility via both organic and inorganic growth. Publicis, for example, acquired Sapient, in part because of the firm’s technical capabilities, especially the number of developers on- and offshore.11 Sapient itself looked to further expand its already strong technical credibility, as evidenced by acquisitions of firms with broader tech expertise like Vertiba, a Salesforce implementation shop. Dentsu Aegis Network looked to acquire deeper data capabilities via the Merkle acquisition in 2016.

› Created better connections within the holding companies. Many firms have also restructured to streamline network offerings to better offer holistic marketing services rather than point marketing services. Publicis, for example, restructured the organization into Publicis.Sapient to streamline go-to-market for digital business-driven initiatives. WPP created WPP Digital to enable connections within the holding company across digital work that streamline digital marketing, experience development, and digital transformation capabilities. It also established an internal community across WPP CTOs to help coordinate technology strategies across agencies.

Prepare To Include Both Agencies And Consultancies In Your RosterConsultancies are bringing a critical suite of capabilities to marketing, but let’s be clear: They are not the one-partner panacea that marketers tell us they are seeking. Marketing services are vastly diverse, encompassing brand development, creative ideation, campaign development, media planning and buying, always-on experience design, and more. Consultancies won’t wholly replace agencies in your marketing services roster; rather, marketers should cast a wider net of shortlisted providers that includes both agencies and consultancies based on their marketing challenges (see Figure 3).




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FIGURE 3 Third-Party Players Disrupt Agency Services

Degree of consultancy disruption by agency capability (conceptual)3-1

Level of market disruption

Spe

ed o

f dis

rupt

ion

Digitalexperience

Digitaltransfor-mation

Brand

Customerinsight

CreativeMedia/ad

Digitalmarketing

Marketingresearch

Shoppermarketing

Note: Thisdiagram ismeant to beconceptual, notquantitative.




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FIGURE 3 Third-Party Players Disrupt Agency Services (Cont.)

Agency services are diverse3-2

Client challenge BuyersAgency service

Consider Consultants For Initiatives With Strong Business, Process, And Tech Components

Look to complement your agency roster with consultants when your initiative is:

› Highly driven by cross-organizational digital business transformation work. Many brands start their efforts to rethink customer experience, products, and operations on the front end. Agencies like Critical Mass, Huge, and Possible excel here, helping firms rethink campaigns and/or digital interfaces. Many firms, however, must also make essential changes to the corresponding business strategy and operations to improve experiences. For example, Delta Air Lines started using RFID




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tags for baggage handling — an operational improvement — to help boost customers’ experiences when tracking and receiving their luggage.12 These types of operational changes are the bread and butter for business consultancies specifically, like Accenture, Deloitte, and PwC.

› Methodological, process-led work. Management and business consultancies like EY, KPMG, and McKinsey & Company thrive on work where they can use processes and playbooks based on their extensive industry experiences. For example, a Forrester customer in the healthcare industry looked to a consultancy rather than an agency for its web and mobile redesign because it needed the most help defining new processes and helping create a new, more agile, organizational structure. Another Forrester client told us that it went with a consultancy because it needed help with its marketing governance and organizational restructuring. Digital agencies are responding here with new frameworks and consulting hires, but they generally offer their services from more of a marketing consultancy — rather than business process — point of view.

› Centered on operational technology and development components. Technology consultancies like Accenture and Cognizant (among others) are well positioned for highly technical marketing services. They not only implement the marketing platforms — which are the strength of some agencies, such as Isobar, Razorfish, SapientNitro, and VML — but also have expertise in back-end systems and back-end systems integration. For example, a financial services client told us that it preferred to work with a consultancy (in this case, IBM iX) because “IBM was best positioned to solve major integration needs.” A manufacturing firm chose Accenture Interactive for its digital CX work because “agencies [we shortlisted] didn’t understand [our] complex systems integration and didn’t understand how to work with our IT people.” These challenges position consultancies competitively against technology-oriented agencies like Isobar and SapientNitro.

Consider Agencies For Specialization, Execution, And Creativity

Marketers won’t necessarily have an equally mixed shortlist for all marketing services. Marketers should skew shortlists toward agencies when:

› Creative takes center stage. Consultants have built capabilities around creative work as an extension of their CMO-focused marketing technology work. But most marketers need agencies that bring the next big, creative idea to market from digital to print to TV. Global creative agencies like DDB, Publicis North America, and TBWA have invested and adjusted their creative processes to better serve these new, creative ideas across customer touchpoints.13 Consultancies, however, typically don’t deliver these full-scale creative capabilities, particularly around creative ideation and content production. The few that have acquired creative shops, like Deloitte, are typically best positioned when creative is part of a broader project, not the primary focus.

› Specialization and agility matter more than process and scale. Many firms we speak with prefer agency specialists: More than one in three Forrester clients, for example, prefer specialists for digital delivery work.14 These firms bring highly specific knowledge, whether in the form of a specific competency, a specific vertical, or a specific region. For marketers looking to plug specific




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knowledge gaps, specialist agencies are a strong choice because consultancies tend to win based on scale. One brand, for example, told us that it chose VML because it showed specialty knowledge in customer research methods and was able to move customer research resources on the ground quickly. In other cases, consultancies won’t take smaller projects even if they are well positioned for them: A financial services firm told us that it preferred to work with a consultancy on a mobile initiative, but due to the small scope, only mobile specialists bid on the project.

› Campaign strategy and execution are the primary focus. Marketing budgets are still heavily devoted to marketing execution and campaign work; for example, 76% of marketers see budgets for content marketing increasing, and 63% of marketers see social marketing budgets increasing.15 This work around creating and delivering campaigns, running specific channel marketing strategies, and creating engaging content for campaigns still remains the domain of lead agencies.16 A media and entertainment firm we interviewed, for example, chose 360i for its social media strategy because it felt the agency was best positioned to drive downloads for a new app. Consultants typically have smaller practices here; they use these services more as an add-on during broader transformational work than as a core differentiator.

Recommendations

Consider Consultancies, But Don’t Assume It Will Be A King’s FeastIf your firm is looking to revamp agency rosters by adding consultants when appropriate, be sure to dig deep into the consultants’ agency strategies. Just because a consultancy has acquired agencies doesn’t make it immediately ready to take over parts of your marketing services work. Marketers should dive deeper into areas such as:

› Agency acquisition structure and stakeholder motivations. Not all consultancies have perfectly integrated agencies into their broader offerings. Dig deep into why the consultancy acquired the agency. To go to market as an agency? To drive internal innovation? Or to expand offerings to the marketing group? Furthermore, the way the organization is structured will reveal whether the firm is truly incentivized to bring a cohesive consulting/agency offering to market with a single P&L, left on its own island away from other offerings, or even repurposed within the consultancy for other functions (for example, to drive innovation within the consultancy itself). How it handles the structure will uncover the consultancy’s motivation: Was it really looking to come to market as a viable agency option or just acquiring to gain some market credibility?

› Retention rates from the acquired agency. When consultancies purchase agencies, they are acquiring new talent and staff that are design- and marketing-led. But you won’t actually get to work with those people if the consultancy has trouble retaining talent after the acquisition. When you’re looking at consultancies, dive deeper by including questions about retention rates from their agency acquisitions to ensure you will be working with agency-minded people. Consider attrition up to 30% normal (agencies typically have higher attrition than your typical tech services, which




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hovers closer to 15%), but anything drastically higher should be cause for concern. Focus on both senior leadership retention (as it sets the agency culture and vision) and junior staff retention (as it delivers the tactical, day-to-day project work).

› On-the-ground project teams. Consultancies are vast organizations with many different skill sets and groups, so firms must ensure they receive the A-team they were pitched. We’ve heard tales of bait-and-switch, where the clients thought they were getting expert agency design and development staff but received an army of newly minted MBAs instead. Also, don’t expect that the consultancy’s agency arm has the same culture as its strategic and technical arms. One travel firm, for example, told us that it was already using a consultancy as a critical COO and CFO partner, but when it chose this same consultancy for its agency work, the firm got a totally different team (and culture).

› Past partnerships with the acquired agency. Part of the benefit of working with a consultancy with agency expertise is the connection and partnership between marketing-centric services and either business-centric or technology-centric services. But consultancies vary in their ability to successfully connect acquired services with their existing capabilities. Dive deeper, and ask the consultancy to provide specifics on where it has linked the agency capabilities with broader services, either before it acquired the agency or as a new, merged entity. Customer references can help reveal how well these partnerships truly went.

What It Means

Ambitious Marketers Will Leverage Consultancies To Get AheadIn 2021, don’t expect your job to be just about creating those great front-end experiences: new mobile apps, web interfaces, and great campaigns. You’ll have to think beyond that: about operational and technical challenges that are critical to front-end experiences. You’ll be a primary stakeholder and budget holder of initiatives like same-day shipping, modernizing enterprise resource planning systems, and call center operations, all of which impact customer experience.

This new order makes technophobe marketers with only TV and print experience shudder, but those who embrace it will win the leadership race. Strategy and management consultancies will help you bridge marketing initiatives with broader business transformation, connecting marketing to business results. You want to be one of these up-and-comer marketers who proactively request radical rotations into technology and process roles. This will help you craft the renaissance resume necessary to be the CMO (and CEO) of the future. Marketers who dismiss consultancies wholly will be relegated to being “old-school” marketers within their companies, and it won’t be a compliment.




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Supplemental MaterialThe Forrester/SoDA Q1 2016 Global Digital Outlook Online Survey was fielded to 1,397 members of SoDA (formerly the Society of Digital Agencies) who work for agencies, consultancies, or digital production companies or are marketers who engage regularly with their agencies. Forrester fielded the survey from February to March 2016. Respondent incentives included a summary of the survey results.

This survey used a self-selected group of respondents who are members of SoDA and is therefore not random. This data is not guaranteed to be representative of the population, and, unless otherwise noted, statistical data is intended to be used for descriptive and not inferential purposes. While nonrandom, the survey is still a valuable tool for understanding where marketers and agencies are today and where the agency-client relationship is headed.

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Companies Interviewed For This Report

We would like to thank the individuals from the following companies who generously gave their time during the research for this report.

360i

Accenture

Adobe

Critical Mass

EY

Huge

IBM

iCrossing

Isobar

KPMG

MRM//McCann

Ogilvy & Mather

Omnicom Group

Possible

Publicis.Sapient

PwC

R/GA

Rise Interactive

SDL

VML

WillowTree

WPP

Wunderman

Endnotes1 Source: “Who’s Most Useful Of Them All?” T3 (http://www.t-3.com/useful-brands/).

2 We’ve entered a new world order where entitled customers integrate digital fluidly into physical experiences, and marketing practices haven’t kept up. Marketers will relinquish old assumptions and create “algorithmic angels,” new agency relationships, and more quality content to reflect the new needs of these consumers. For more information, see the “Thriving In A Post-Digital World” Forrester report.

3 For more information, consult Forrester’s Brand Experience Playbook. See the “Create A Customer-Centric Brand Experience” Forrester report.

4 For more information, see the “The Revenue Impact Of Customer Experience, 2015” Forrester report.

5 For more information, see the “The Customer Life Cycle: A Blueprint For Customer-Obsessed Enterprises” Forrester report.

6 For more information, see the “Create A Pragmatic Personalization Program” Forrester report.

7 Source: Forrester/SoDA Q1 2016 Global Digital Outlook Online Survey.

8 For more information, see the “Vendor Landscape: The Digital Transformation Capabilities Of Large Services Providers” Forrester report.

9 Source: Bradley Johnson, “What’s Up at Agencies? Revenue, Jobs, Stocks -- and Digital,” AdvertisingAge, May 1, 2016 (http://adage.com/article/agency-news/agency-report-web-mainbar/303704/).












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10 For more information, see the “Brief: Going Digital? Then Goodbye Suburban Sheetrock, And Hello Urban Exposed Brick” Forrester report.

11 For more information, see the “Brief: Publicis’ Acquisition Of Sapient Misses The Mark” Forrester report.

12 Source: Ashton Morrow, “Delta introduces innovative baggage tracking process,” Delta Air Lines News Hub, April 28, 2016 (http://news.delta.com/delta-introduces-innovative-baggage-tracking-process-0).

13 For more information, see the “Vendor Landscape: Lead Agencies, 2015” Forrester report.

14 This data is based on responses from 115 digital experience delivery decision-makers. Source: Forrester’s Q1 2016 Digital Experience Delivery Online Survey.

15 Source: Forrester/SoDA Q1 2016 Global Digital Outlook Online Survey.

16 For more information, see the “Vendor Landscape: Lead Agencies, 2015” Forrester report.






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