Tomorrow's Marketing Trends - Today

2,134 marketing trends identified as at Jan 28, 2015



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Worldwide Adspend Growth Predicted to Slow in 2015

Trend Summary: The rate of growth in global advertising expenditure is expected to slow to 5.1% in 2015, recovering to 6.0% in 2016.

According to the new Consensus Ad Forecast from Warc [World Advertising Research Centre], net adspend growth in in 2015 is predicted for twelve of the thirteen markets covered by the forecast. These include Australia, Brazil, Canada, China, Germany, India, Italy, Japan, Russia, Spain the UK and USA. the sole exception being  ...



... France where growth will marginally slow.

Overall, however, the rate of growth has been revised downwards for nine countries since the last Consensus Ad Forecast in July 2014. At the same time, total forecast global adspend for 2015 has been raised 0.1pp [percentage points] since then.

BRIC countries will be the strongest performers this year, with India, China and Brazil expected to see all-media growth of 11.6%, 10.3% and 7.1% respectively.

Russia, however, has seen the single largest downgrade in expectations from the previous report, plunging from 8.5% to a mere 1.4% as political and economic uncertainties take their toll.

The UK is forecast to achieve the fourth-largest growth rate this year at 5.7%, unchanged from July, while Spain was revised upwards by 1.2pp to 4.5%.

Of the remaining markets, only the USA ( 3.5%), Canada ( 3.4%) and Australia ( 2.7%) are expected to grow faster than 2% in 2015.

In terms of media, all except newspapers and magazines are predicted to record year-on-year growth in 2015, with the internet achieving the greatest increase of 16.0%.

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[Estimated timeframe:Q1 2015 - Q4 2016]

All data sources are attributed with links to the original insight. The insight is then summarised and, where appropriate, enhanced with additional information.

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Algorithms Could Make Managers Redundant, Foresees McKinsey

Trend Summary: An article by two McKinsey staffers posits that after years of promise and hype, machine learning has finally hit the vertical part of the exponential curve.

The article, authored by two directors at McKinsey's London office, Martin Dewhurst and Paul Willmot, notes that computers are replacing skilled human practitioners in fields such as architecture, aviation, the law, medicine, and petroleum geology. Moreover, computers are also changing the nature of work in a broad range of other jobs and professions, not least in the cut-throat world of ... 

...... and advertising. 

The report's authors pose a provocative rhetorical question: "What would it take for algorithms to take over the C-suite? And what will be senior leaders’ most important contributions if they do?"

In response to their own question, Messrs Dewhurst and Willmott reply: "Our answers to these admittedly speculative questions rest on our work with senior leaders in a range of industries, particularly those on the vanguard of the big data and advanced-analytics revolution".

"We have also worked extensively alongside executives who have been experimenting most actively with opening up their companies and decision-making processes through crowdsourcing and social platforms within and across organizational boundaries."

"Our argument is simple: the advances of brilliant machines will astound us, but they will transform the lives of senior executives only if managerial advances enable them to. There’s still a great deal of work to be done to create data-sets worthy of the most intelligent machines and their burgeoning decision-making potential. On top of that, there’s a need for senior leaders to “let go” in ways that run counter to a century of organisational development".

"If these two things happen - and they’re likely to, for the simple reason that leading-edge organisations will seize competitive advantage and be imitated - the role of the senior leader will evolve.

"We’d suggest that, ironically enough, executives in the era of brilliant machines will be able to make the biggest difference through the human touch. By this we mean the questions they frame, their vigour in attacking exceptional circumstances highlighted by increasingly intelligent algorithms, and their ability to do things machines can’t. That includes tolerating ambiguity and focusing on the “softer” side of management to engage the organization and build its capacity for self-renewal!"

Read the original unabridged article.

[Estimated timeframe:Q1 2015 onward]

All data sources are attributed with links to the original insight. The insight is then summarised and, where appropriate, enhanced with additional information.

MTT insight URL: