Summary of research findings
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This document summarizes the results of a survey and research on thought leadership conducted with over 1,600 global executives. The key findings were: 1) Executives feel overwhelmed by the large volume of content they encounter and are becoming more selective in what they consume. 2) Thought leadership can build loyalty, influence purchasing decisions, and generate advocacy if it is compelling and centered around audiences' interests rather than just profiling the brand. 3) Marketers face challenges producing effective thought leadership due to a lack of internal alignment, focus on differentiating their brand over audiences' interests, and not involving all key stakeholders in planning.
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Summary of research findings
- 1. THOUGHT LEADERSHIP DISRUPTED New rules for the content age
- 2. 2 The content landscape has exploded, with publishers, brands and agencies all contributing to a very crowded space. In this context does ‘thought leadership’ retain the same currency it once did? The Economist Intelligence Unit (EIU), in association with Hill+Knowlton Strategies, conducted a wide-reaching piece of research to answer this question and consider the challenges marketers face today in the new content age. DOES THOUGHT LEADERSHIP STILL HAVE VALUE?
- 3. 3 “The challenge for B2B content is that it competes in a huge array of media fighting for time against other always-on entertainment.” John Rudaizky, Brand & Marketing Leader, Partner, EY
- 4. 4 © THE ECONOMIST GROUP AND HILL+KNOWLTON STRATEGIES 2016 Phase 1 An advisory board meeting comprising 10 senior UK marketers to inform the focus of the surveys and shape our thinking. Phase 2 An online survey of more than 1,600 global executives who either produce or consume thought leadership content, on their motivations, actions and perceptions. OUR METHODOLOGY
- 5. 5 © THE ECONOMIST GROUP AND HILL+KNOWLTON STRATEGIES 2016 The Results
- 6. 6 © THE ECONOMIST GROUP AND HILL+KNOWLTON STRATEGIES 2016 3 in 5 global executives admit sometimes feeling confused or overwhelmed by the volume of content they encounter: with only 5% thinking it has decreased 56% think that intrusiveness has increased Nearly 16% think the value of content has decreased somewhat or a lot 68% agree that volume has gone up, Audiences are reaching content overload
- 7. 7 © THE ECONOMIST GROUP AND HILL+KNOWLTON STRATEGIES 2016 • In the last 12-24 months, nearly 75% of executives became more selective generally about the thought leadership they consume, with just over 80% citing the volume of content as the reason for this change. • 44% engage with less than 20% of the thought leadership they see. and, as a result, are refining their shortlists
- 8. 8 © THE ECONOMIST GROUP AND HILL+KNOWLTON STRATEGIES 2016 After consuming compelling TL most respondents ‘do something’ as a direct result: 70% consume more from that source But there are rewards for getting it right 53% sign up to a newsletter 47% share via social media
- 9. 9 © THE ECONOMIST GROUP AND HILL+KNOWLTON STRATEGIES 2016 z 76% of senior executives are influenced in their purchasing decisions 67% would be willing to advocate for that brand or organisation externally 83% would be influenced in their choice of potential business partner Thought leadership can build loyalty and sales Big rewards…
- 10. 10 © THE ECONOMIST GROUP AND HILL+KNOWLTON STRATEGIES 2016 • 68% consume thought leadership on at least a weekly basis. 33% do so daily • 20% have increased consumption ‘a lot’ over the past 12 months • Less than 5% have reduced consumption either a little or a lot. And, the executive audience is still hungry
- 11. 11 © THE ECONOMIST GROUP AND HILL+KNOWLTON STRATEGIES 2016 Executives and marketers agree: Compelling TL is ‘innovative’, ‘big picture’, ‘credible’ and ‘transformative’. According to executives unimpressive TL is ‘superficial’, ‘sales-driven’ and ‘biased’ ‘Sales driven’ does not make marketers’ top 3 as a quality of unimpressive thought leadership. Instead they cite ‘jargon-laden’ The bar is set high and getting higher
- 12. 12 © THE ECONOMIST GROUP AND HILL+KNOWLTON STRATEGIES 2016 Trust is established through the quality or nature of the research and whether the data is ‘credible’. ‘Challenger brands’ who want to break through and make the shortlist must employ rigour: for an unfamiliar source to prompt engagement, it needs to be a ‘source of hard facts’ (47%). 55% And ‘credible’ brands have an advantage
- 14. 14 © THE ECONOMIST GROUP AND HILL+KNOWLTON STRATEGIES 2016 More than 60% strongly agree or somewhat agree that internal alignment is a barrier to thought leadership production. Mainly, themselves
- 15. 15 © THE ECONOMIST GROUP AND HILL+KNOWLTON STRATEGIES 2016 80% of marketers plan to increase the amount of thought leadership content they produce in the coming 12 months <20% Nearly half believe that less than 20% of their current output gets engagement But marketers seem undaunted by poor results
- 16. 16 © THE ECONOMIST GROUP AND HILL+KNOWLTON STRATEGIES 2016 Nearly half of all marketers (47%) cite differentiating their company from the competition as a primary objective of thought leadership. Four in ten (42%) cite gaining recognition for their company or key individuals as experts/authority in their field. Only 28% of marketers cited helping their audience to become more knowledgeable as a key objective. Yet, 82% believe that to create compelling thought leadership, the content needs to centre on the audience’s interest rather than profiling the brand. Marketers are not truly focused on the audience
- 17. 17 © THE ECONOMIST GROUP AND HILL+KNOWLTON STRATEGIES 2016 The top ROI measures are achieving policy/issues objectives and citations in press or third party publications (35%, 28%). Only two in ten cited social media shares or time spent with content (24%, 21%). The disconnect between these measures and the goal of creating content that is audience-centric underscores a duality with which marketers are struggling. …and that’s a challenge for marketers
- 18. 18 © THE ECONOMIST GROUP AND HILL+KNOWLTON STRATEGIES 2016 When asked about who was not involved in the planning of thought leadership, but should be marketers cited: Media partners All employees Customers/other outside sources 50% 49% 47% And the right people may not be involved in planning
- 19. 19 “It’s important for all companies to have a clear idea of their brand internally before you go ahead and talk about how that manifests itself externally. To be credible you have to have a clear understanding of what you want to portray.” Hamish Rickman, VP Marketing, Virgin Atlantic.
- 20. 20 © THE ECONOMIST GROUP AND HILL+KNOWLTON STRATEGIES 2016 So what is effective thought leadership? 96% of consumers like to encounter thoughts and ideas that go beyond current thinking. 96% ‘It’s mindshare before market share.’ Rebecca Edwards, Chief Communications Officer, GE Oil & Gas
- 22. 22 © THE ECONOMIST GROUP AND HILL+KNOWLTON STRATEGIES 2016 Aina Bolstad, Senior Marketing Communications Manager, MSFT Rebecca Edwards, Chief Communications Officer, GE Oil and Gas Nicholas Graham, Global Director Digital Marketing, Huawei Technologies Rachel Grant, Global Director of Media Relations, McKinsey Sandra Higgison, AVP Product Marketing, Genpact Hamish Rickman, VP Marketing, Virgin Atlantic Severin Roald, SVP Corporate Communications, Telenor Mark Rose, Brand Communications Manager Europe, BP John Rudaizky, Partner, Global Brand & External Communications Leader, EY Andy Weitz, SVP, Global Marketing & Communications, Aon Advisory Board members
- 23. 23 © THE ECONOMIST GROUP AND HILL+KNOWLTON STRATEGIES 2016 838 business thought leadership consumers executives <$500m >$5bn (very large companies) 806 marketers C-suite or equivalent 57% YES 43% NO 29% Western Europe 25% Rest of World 21% North America 25% Asia Geography Samples annual global revenue 66% 15% C-suite or equivalent 30% Western Europe 20% Rest of World 23% North America 26% Asia Geography 41% YES 59% NO<$500m >$5bn (very large companies) Samples annual global revenue 53% 22% We surveyed
- 24. 24 © THE ECONOMIST GROUP AND HILL+KNOWLTON STRATEGIES 2016 About us About The Economist Group: In an era of information overload, The Economist Group Content Solutions help organizations be heard by the world’s most influential people. With 60 years experience of delivering content to clients, bolstered by 650 expert analyst and editors worldwide across 200 countries and underpinned by an unrivalled in-house survey panel that bolsters the qualitative and quantitative analysis we undertake, we have the depth and breadth to deliver vital business intelligence which can rise above the noise. Learn more at http://ebrandconnect.economist.com/ About Hill+Knowlton Strategies We help brands and the public communicate. H+K offers senior counsel, insightful research and strategic communications throughout the world. With over 85 offices in 47 countries around the globe, our teams collaborate across time zones, languages, and cultures to help clients make solid decisions and craft compelling campaigns in today’s measurable world. Learn more at: www.hkstrategies.com/