#### 2023 Global Marketing Trends
**Resilient Seeds for Growth**


-----

## Agenda

###### 1 2023 Global Marketing 4 Trend Three

Creativity as a force for growth

###### Trends Introduction

Resilient seeds for growth

###### 2 Trend One 5 Trend Four

Brands answer economic instability with marketing Rising technologies for marketers to watch
investments

###### 3 Trend Two

Chief marketing officers drive growth through
internal sustainability efforts


-----

**2023 GLOBAL MARKETING TRENDS**

### We surveyed 1,015 global executives including 115 Australian executives to better understand how top brands are meeting the needs of today’s customers​.

n = 1015

Source: Deloitte Global Marketing Trends Executive survey June 2022


-----

##### The 115 Australian Respondents | Role

**ROLE**

Chief Marketing Officer 34%

Chief Customer Officer 25%

Chief Revenue Officer 17%

Chief Digital Officer 8%

### Marketers wear many hats –

Chief Growth Officer 6%

### and their titles reflect the

Chief Commercial Officer 4%

Chief Brand Officer 3%

### evolving demands of their role.

Chief Merchandising Officer 2%

Chief Experience Officer 1%

B A t li ( 115)


-----

|Col1|Col2|Col3|
|---|---|---|
|INDUSTRY B2B 30% 37% B2C Mix of both B2B and B2C 33%|INDUSTRY 30% 37% of both B2B B2C 33%||

|BUSINESS TYPE Consumer 13% ER&I 8% 40% FS LS&HC TMT 27% 12%|Col2|
|---|---|
|||


##### The 115 Australian Respondents | Demographics

INDUSTRY BUSINESS TYPE

B2B Consumer 13%

30% ER&I

8%

37%

B2C 40%

FS

LS&HC

Mix of both B2B
and B2C

TMT 27%

33% 12%

ANNUAL REVENUE ANNUAL GROWTH RATE

9% 18% 46% 15% 10% 2%

35% 51% 3% 3%2%

$250 million to less than $500 million $500 million to less than $1 billion

Increased by 10%-25% Increased by less than 10% Stayed the same

$1 billion to less than $5 billion $5 billion to less than $10 billion

Decreased by less than 10% Decreased by 10%-25%

$10 billion to less than $25 billion $25 billion or more

Base: Australia (n=115)


-----

**TREND 1**

## Brands answer economic instability with marketing investments

###### Financial uncertainty such as inflation, supply issues and a looming recession is the top-of-mind concern for brands globally. Rather than cost cutting, brands surveyed are planning to weather financial uncertainty with marketing investments.

 Globally, the top three strategies include:

Accelerating to new digital Expanding into new markets, Implementing systems (such as AI) to
platforms/technologies segments, and geographies create greater customer personalization

# 1 2 3

n=1,015


-----

##### Top External Challenges | Australia

**ALL INDUSTRIES**

Financial/market instability/inflation 55%

Supply chain disruption 48%

Changing regulations 40%

Cyber risk 36% _Australian brands rank_

Crises of trust (e.g., spread of misinformation) 24% _financial instability as their_

Labor/skills shortage 24%

##### top concern- in line with

Geopolitical instability 24%

##### global results.

Natural disasters 18%

Pandemic 17%

Ideological polarization 13%

B A li ( 115)


-----

##### Top Priorities | Australia

Implementing systems to enhance customer personalization 40%

Expanding into new markets 38%

Accelerating the move to new digital capabilities 37%

Collaborating across functions to drive initiatives 33%

Reducing operational or product costs 26%

_Surveyed Australian brands ranked_

Addressing regulatory environments 24% _implementing systems to enhance_

_customer personalization as their top_

Building more sustainable capabilities 23%

_priority._

Building more inclusive capabilities 20%

Deploying brand as an enterprise-wide strategy 16%

_Like global respondents, Australian_

Creating new products or services 15% _respondents also ranked expanding_

_into new markets and accelerating the_

Activating purpose as an enterprise-wide strategy 14% _move to new digital capabilities within_

Developing, acquiring, and retaining talent 13%

_their top three priorities._

B A li ( 115)


-----

**TREND 2**

## Chief marketing officers drive growth through internal sustainability efforts

###### Leading by example While there are many potential approaches to sustainability, brands surveyed are concentrating their efforts on shoring up the sustainability of their own internal practices, rather than trying to influence customer behavior. These efforts not only establish an authenticity to brands’ marketing initiatives but leverages heightened awareness of global uncertainties to help build a more secure, sustainable future.

 Globally, the top three sustainability strategies include:

Improving sustainability of Promoting more sustainable Establishing long-term
internal marketing practices product and service offerings sustainability commitments

# 1 2 3

1015


-----

##### Top Sustainability Strategies | Australia

**Q20. Which of the following environmental sustainability initiatives are part of your current marketing strategy?**

General awareness messaging 53%

Promoting more sustainable offerings 51%

Improving sustainability of internal marketing practices 43% _Australian marketers ranked_

_general awareness messaging as_

Highlighting external actions that promote sustainability 29% _their top sustainability priority._

Establishing long-term commitments 29%

_Like global respondents, Australian_

Highlighting internal sustainabilty practices 28% _brands ranked promoting more_

_sustainable offerings and improving_

Realigning core brand messaging and values around sustainability 20%

_sustainability of internal marketing_
_practices as top three priorities._

Nudging consumer action that promotes sustainability 16%

B A li ( 115)


-----

**TREND 3**

## Creativity as a force for growth

###### High-growth brands surveyed are prioritizing creativity as a force for long-term growth over their low-growth counterparts. High-growth brands also place a higher priority on increased risk taking, cross- functional collaboration, and looking to the marketing function for its most creative ideas.

The organization's long-term success

### 86%

depends upon its ability to foster creative

of respondents

agree ideas that can transform the business.


-----

##### Creativity| Australia

**Q21. Please rate your level of agreement with the following statements regarding the role of creativity in your organization: (Strongly Disagree,**
**Disagree, Neither agree nor disagree, Agree, Strongly Agree, Not Applicable)**

_Filtered by Strongly Agree_

42%

37%

33%
32%

25%

The organization relies on the The organization fosters The organization promotes The organization's long-term The organization's long-term

marketing function for its most innovation by encouraging risk- cross-functional collaboration to success depends upon its ability success depends upon its ability

creative ideas. taking and allowing room for foster new ideas. to foster creative ideas that can to integrate sophisticated

failure. transform the business. analytical capabilities into its

strategy.

B A li ( 115)


-----

##### Marketers Timeline To Partner With Creators | Australia

**Q12: In what timeframe, if at all, do you plan to partner with creators/influencers as part of your marketing strategy?**

More than No plans at

Within the next 12
Currently do 12-24 months 24 months this time

months

24% 38% 20% 7% 10%

B A li ( 115)


-----

|Col1|41% Altho groun have plans for s this y implementing e consi blockchain this them year|
|---|---|
|38% are making plans for the metaverse this year|s e|


**TREND 4**

## Rising technologies for marketers to watch

###### Which new technologies most interest marketing leaders this year—and which are likely to sustain their interest over the long term? Marketers have their eye on expanding their investment in blockchain and the metaverse.

### 41% Although nascent, marketers are laying the 38% groundwork for adoption of new technologies

have plans for

are making plans this year. To stay relevant, brands should

implementing

for the metaverse

blockchain this consider laying out strategy that will benefit

this year

year them in the long term.

( 1015)


-----

##### Marketers Timeline For Engaging The Metaverse | Australia

**Q11. In what timeframe, if at all, does your brand plan to actively participate within the metaverse?**

39%
38%

8%
7%

6%

2%

Currently do Within the next 12 12 – 24 months from More than 24 months No plans at this time Unsure

months now from now

B A li ( 115)


-----

##### Blockchain Technologies | Australia

**Q14. In what timeframe, if at all, do you plan to support your advertising strategy with blockchain technologies?**

50%

28%

13%

6%

3%

0%

Currently do Within the next 12 12 – 24 months from More than 24 months No plans at this time Unsure

months now from now

B A li ( 115)


-----

**Gain insights to build resilient seeds for growth here:**
**deloitte.com/globalmarketingtrends**

This publication contains general information only and Deloitte is not, by means of this publication, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This
publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may

affect your business, you should consult a qualified professional advisor.

Deloitte shall not be responsible for any loss sustained by any person who relies on this publication.

About Deloitte

Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”), its network of member firms, and their related entities. DTTL and each of its member firms are
legally separate and independent entities. DTTL (also referred to as “Deloitte Global”) does not provide services to clients.Inthe United States, Deloitte refers to one or more of the US member firms of DTTL, their
related entities that operate using the “Deloitte” name in the United States and their respective affiliates. Certain services may not be available to attest clients under the rules and regulations of public accounting.
Please see www.deloitte.com/about to learn more about our global network of member firms.

Copyright © 2023 Deloitte Development LLC. All rights reserved.


-----

