Deloitte General Trends 2023

2023
Global
Marketing
Trends
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01 02 03 04
Table of
contents
04
Introduction
06
Trend 1
15
Trend 2
Brands answer economic instability Chief marketing officers drive growth
with marketing investments through internal sustainability efforts
24
Trend 3
36
Trend 4
45
Recognition
Creativity as a force for growth Rising technologies for marketers and appreciation
2023 Global Marketing Trends 3

01 02 03 04
Welcome
Introduction
Welcome to 2023 Global Marketing Trends! From these ideas, and through consultation with
A welcome from subject matter experts across Deloitte, this year’s

This report comes from Deloitte’s CMO Program, report explores how we as marketers are uniquely
Suzanne Kounkel, a team committed to connecting chief marketing positioned to create new levers for growth. During
Deloitte US chief officers with the tools and resources needed to these volatile times of financial uncertainty, we
marketing officer succeed. For this year’s report, insights were should use our power as storytellers to keep the
gathered from 1,015 C-suite executives and lead- critical matter of sustainability at the top of our
ers from brands across the world to begin to agendas—especially at a time when it could be
understand how they plan to approach 2023. deprioritized—and suffuse creative thought to
stimulate growth throughout our companies.

01 02 03 04
2023 Global Marketing Trends aims to act as a Regardless of what challenges lie ahead, this
guide for these issues at a critical point in time. report could help you take control of your mar-
It also offers meaningful considerations for pro- keting strategy. So, get reading and please get in
pelling your brand and organization forward in the touch if we can be of help to you. My colleagues
coming year and highlights the technologies we and I are here to support you.
think are set to make the biggest splash.
I can’t wait to see what we build together this year,
We may operate in different industries, we may
talk to different customers, but as CMOs, we face
similar business decisions. I’m fortunate enough
to work at an organization that allows me to col- Suzanne Kounkel
laborate with leaders and experts from all corners Deloitte US
of the business world. I hope that by sharing their chief marketing officer
knowledge with you, it will not only help your
business grow, but help our profession flourish.

Trend 1
Brands answer economic instability
with marketing investments
01 02 03 04
What are the top priorities of chief marketing officers in

navigating economic downturns?
Marketing has gone through a renaissance over The past two years spent in a global pandemic
the past 10 years, but while much has changed, have only deepened marketing’s impact. There
there is likely much more change still to come. has been growth, innovation, and agility in the
Where there was once only a promise of marketing way marketing has reacted to help navigate and
acting as a driver of accountable growth, today thrive through dramatic and unprecedented
that promise has been realized. This promise times. However, we are now transitioning into
is partly due to capabilities such as dynamic, a period of economic uncertainty that will test
one-to-one personalization, where each customer marketing’s resolve once more. Based on a global
has the right message at the right time and place; survey of chief marketing officers (CMOs), we
or through better ways of running a marketing identified three ways CMOs are leading the
organization, where teams and partners can charge and driving impact beyond cutting costs.
spend more time focused on strategic delivery Investing in marketing during a downturn could
across the business versus executing on tactics. contribute to future growth. A CMO can think
The introduction of technology and data has like a chief financial officer but still apply their
forever changed marketing, giving it a seat in own unique mindset.
the boardroom.

01 02 03 04
CMOs’ top priorities to consider In a series of interviews with over 20 CMOs across Accelerating the move to new
during economic instability the globe, we explored what they are doing to digital technologies or platforms
Many brands surveyed have indicated that secure their companies against current and an- Digital platforms and technologies offer a long
navigating the current state of economic ticipated economic instability. Their responses list of use cases and benefits for marketing. Well-
instability and rising inflation is their top concern indicated that their top three priorities are: designed digital platforms can streamline and
for the coming year. But rather than hedging their simplify the customer experience, incentivizing
bets and cutting costs, brands are answering this 1. Accelerating the move to new digital tech- customers to engage more deeply on digital
instability with an investment mindset: growing nologies or platforms platforms and capturing valuable customer data.
their organization’s capabilities and capacity Capitalizing on this data can offer opportunities
2. Expanding into new markets, segments, or
to endure whatever tribulations an economic to improve customer loyalty, satisfaction, and
geographies
downturn may bring. lifetime value through better personalization and
3. Implementing systems or algorithms to en- decreased friction at every step in the customer
Innovative companies hance customer personalization (figure 1) journey.
are likely to reduce While we examine each of these investment areas Our CMO survey respondents shared which
costs, increase customer in depth, our conversations with CMOs reveal technologies they have their eye on. Some
engagement, and pioneer that these top three priorities are often linked. marketers are prioritizing artificial intelligence
entirely new offerings for a (AI) and analytics to help orchestrate better
experiences and paint a more holistic picture of
piece of the budding market. the customer. Other frequently cited technologies
and platforms include virtual reality, augmented
reality, social platforms (such as through social

01 02 03 04
FIGURE 1: Chief marketing officers’ top priorities for the next 12 months commerce), and digital currencies. While the use
cases and benefits of these technologies and
platforms vary, we still wanted to understand why
38% CMOs now see a need to accelerate their adoption.
62%
36%
Stephanie Nägeli, chief marketing and innova-
42%
36% tion officer of SV Group, helps illustrate a crucial
underlying trend: “What we are seeing is that our
40% 32%
guests are much more digitally savvy than they
26% were before. Everybody knows how a QR code
38% works these days, so for us it’s really important to
23%
leverage technology and digital in order to create
34% a much more seamless customer journey.”1
22%
19%
While technologically savvy consumers may ex-
19% pect more from their digital experience, meeting
and exceeding these expectations could help
18%
brands capture an entirely new customer base
16% on top of building and retaining loyalty within

their existing base. Expanding the customer base
16%
is also the second-most important priority for
Source: 2023 Deloitte Global Marketing Trends executive survey, conducted in June 2022. CMOs in the coming year.
Deloitte Insights | deloitte.com/insights

01 02 03 04
Expanding into new markets, Bank Cler is not alone; as Nägeli mentioned earlier, Implementing systems or
segments, or geographies an increasingly digitally savvy world can bring a algorithms to enhance customer
As a degree of attrition can be expected during an new set of opportunities for capturing customer personalization
economic downturn, tapping into new markets segments but can also reset expectations as The third-most important priority our respondents
can dampen this impact and help set the business customers begin to view a seamless digital shared is using systems or algorithms, such as
up for future success. experience as table stakes. data platforms and machine learning, to enhance
customer personalization. New platforms and
While there are many avenues to expanding Improvements in digital capabilities may also systems that integrate first-party data from
the customer base, our interviews with CMOs help enable a new level of precision in marketing customers with information about geographic,
revealed that their efforts often directly tied the that could open new growth opportunities for sociopolitical, and even weather and climate data
digital landscape with market expansion. Gregor the company. Microsegmentation of customer can assist CMOs in uncovering new insights into
Eicher, head of marketing and sales for Bank cohorts is maturing, and investments provide customer behavior and preferences from larger
Cler, says his organization is using a strategy of new ways to sense and help react to changing sources of data. The evolution in personalization
expansion by refocusing on digital channels: market conditions in more precise and relevant brings data directly into the hands of marketers
“We’re a young brand, so we’re still in a growth ways. It’s no longer about reaching as many and arms them with a detailed understanding of
phase. We are decreasing physical touchpoints customers as possible, but instead reaching the the factors that drive consumer behavior, helping
and moving to digital touchpoints. We want to right ones. These digital capabilities and systems to predict a customer’s likelihood of purchasing
increase product awareness and bring in new that can improve customer targeting go hand in or churning, or their lifetime value.
customers for our smart banking app. We want to hand with enhancing CMOs’ final top priority.
use this as a key channel for the bank.”²

01 02 03 04
It’s important to note that these types of detailed While AI and other algorithms can help improve Our survey results indicate that the majority of
segments are fluid and evolving, so dynamic seg- personalization at scale, these capabilities CMO respondents currently do not have such
mentation becomes critical. However, through AI should also be paired with other human-centered capabilities in place—but this is set to rapidly
and machine learning, combined with experimen- methodologies, such as behavioral science or change. Thirty-eight percent of CMOs are looking
tation and a test-and-learn culture, brands can ethnography, to build a complete picture of to deploy the capabilities that enable this type of
dynamically tune their marketing and messaging the customer and uncover the why behind the personalization within the coming year, with an-
based on ever-changing consumer behavior. data. Cristian Cabello, CMO of main Latam car other 12% within two years5—signaling a major
dealer Derco, stressed the importance of a joint shift for the field of marketing.
Implementing these systems successfully can methodology: “Data will lead us to the points of
require coordination and end-to-end integration contact with advertising [that] are increasingly “If you want to do really good
within the organization. Antonia Lepore, CMO of personalized and more relevant—but here I also personalized and automated
AXA, stresses this point: “If you want to do really have to be emphatic that artificial intelligence
good personalized and automated marketing, isn’t enough for us to put together models, if we
marketing, you need help from
you need help from your IT colleagues, you need don’t combine or accompany it with a deep human your IT colleagues, you need data
data colleagues, and the systems have to talk knowledge through ad hoc research of our clients. colleagues, and the systems have
together.”3 The key to generating this personalization is with to talk together."
a correct understanding of the client, mixing data
with research on the client’s experience.”4 —Antonia Lepore
chief marketing officer, AXA

01 02 03 04
How can other CMOs navigate • Test often. With an increasingly digitally savvy
these same priorities? society, Nägeli observes that expanding into
• Partner well—or integrate completely. new markets can correspond directly with
Having leading tech alone will only get you so expanding operations onto digital platforms.
far. To accelerate your brand’s move to new However, a difficult customer experience
digital technologies and platforms, Lepore on a hastily rolled-out website or app can
stressed the need for CMOs to work closely discourage both current and potential cus-
with key partners across the organization. tomers from engaging with your brand. CMOs
Identify and confer with stakeholders on how should consider carefully testing and honing
to optimize these technologies for everyone’s platforms to accommodate customer needs
benefit, and to help ensure a seamless back- and help facilitate a seamless customer ex-
end integration. Some of the most progressive perience before leaning into this strategy.
companies are working to break down these
walls entirely, establishing data science and • Combine data science with a human touch.
technology as core functions of marketing. Data science provides an important but in-
complete piece of the puzzle. As Cabello
notes, brands should blend data with hu-
man-centered methodologies to create a
more complete picture of the customer, pre-
vent mistakes an algorithm can’t always un-
derstand, and cultivate connections with the
customer.

01 02 03 04
Endnotes
1. Interviews conducted between July and September

2022 as part of research for 2023 Global Marketing
Trends.
2. Ibid.
3. Ibid.
4. Ibid.
5. 2023 Deloitte Global Marketing Trends executive sur-

vey, conducted in June 2022.

01 02 03 04
About the authors
Katie Denlinger Connor Seidenschwarz Acknowledgments

kdenlinger@deloitte.com cseidenschwarz@deloitte.com The authors would like to thank the following
contributors for their support in developing this
trend:
Katie is a principal at Deloitte Digital where she Connor Seidenschwarz is a Research and Insights
Leala Shah Crawford
leads Marketing Strategy & Transformation. She lead for Deloitte’s CMO Program. As a researcher
Managing director, Customer
serves as a strategic advisor to consumer-first with Deloitte Services LP, he focuses on emerging
Data Science, Analytics and
companies who are challenged to do more with marketing trends and CMO dynamics within the
Personalization lead
less in a fast changing market. She advises chief C-suite.
marketing, digital and analytics officers on how
Holly Darov
to drive business growth and deliver personalized
Marketing Strategy &
experiences and marketing across channels by
Transformation Practice lead
bringing together strategy, technology, and ana-
lytics.
Georg Muller
Managing director

Trend 2
Chief marketing officers drive growth
through internal sustainability efforts
01 02 03 04
As sustainability and equity continue to be important for

consumers, two industries are leading the way in their efforts—
setting an example for other industries and even consumers.
Sustainability is one subject that has captured Sustainability as an imperative How are brands responding to the growing
the attention of marketers for several years. Once for growth imperative of investing in sustainability issues?
seen as a hot-button issue, sustainability has Sustainability is an overarching ethos that requires A Deloitte survey of 1,015 CMOs indicates that
grown into a matter that is not only the right thing developing a business model that is sustainable brands are concentrating their efforts on shoring
to do as a responsible corporate citizen but can for the earth, the economy, and society. These up their own internal sustainability practices as
also be good for business. Brands that focus on matters are increasingly vital to meet market, opposed to focusing externally on influencing
sustainable business practices can become more regulatory, and governmental demands and are customer behavior.1 For example, brands working
relevant and profitable as well as grow: all the te- also a central concern for consumers. Many on internal sustainability might be focused on
nets that chief marketing officers (CMOs) strive brands are focusing on sustainability, defined reducing paper waste or energy usage, or creating
for. These practices also become a lever that broadly, as a key part of building a brand with more sustainable or transparent supply chains,
brands can use to stay ahead of cultural trends. staying power. among other actions.

01 02 03 04
Brands reported that their top three priorities for

FIGURE 1: Brands’ top priorities for their sustainability efforts in 2022
sustainability efforts this year include (figure 1):
Percentage of CMO responses

1. Improving sustainability of internal marketing
practices
51%
2. Promoting more sustainable product and

47% service offerings
3. Establishing long-term sustainability commit-

45%
ments
42% Internal sustainability efforts can not only help

establish the authenticity of a brand’s marketing
38% initiatives—building trust with consumers—
but they can also help the brand build a more
38% secure, sustainable future for itself in the face
of heightened global uncertainties. Notably,
29% relatively few brands are moving the responsibility
to consumers, with only 25% saying they are
trying to nudge new consumer actions, indicating
25%
that brands are taking ownership of sustainability
Source: 2023 Deloitte Global Marketing Trends executive survey, conducted in June 2022. actions and trying to lead by example.

01 02 03 04
While some brands may feel the impulse to pull FIGURE 2: The top sustainability priorities of the energy, resources, and industrials (ER&I) and the life sciences
back on sustainability in times of economic uncer- and health care (LS&HC) industries
tainty, these responses show that a strong focus
Energy, resources, and industrials top 3 priorities
on sustainability should continue as consumers
Cross-industry average Energy, resources, and industrials
remain deeply concerned about global and eco-
nomic events and expect proactive action toward 37%
34%
31% 30%
protecting the wellness of the planet. Marketers 23%
21%
should remain vigilant on meeting and exceeding
expectations on matters of sustainability to re-
main relevant in the marketplace.
Build more Expand into new markets, Reduce
sustainable capabilities segments, or geographies operational costs
Michael Schuld, chief commercial and market-
ing officer at MediaMarktSaturn Retail Group, Life sciences and health care top 3 priorities
explains that sustainability is a requisite for
Cross-industry average Life sciences and health care
leadership and growth: “Being a market leader in 36%
32% 33% 33%
Europe means for us, we have to have answers to 25%
21%
[sustainability]. This is not a trend; this is a must
because we have only one earth. Of course, we
also see it from an economic aspect: Our cus-
tomers, especially younger ones, want to see Build more Develop, acquire, Expand into new markets,
inclusive capabilities and retain talent segments, or geographies
answers on that. Otherwise, you will not be their
first choice anymore—and it is good that it is this Source: 2023 Deloitte Global Marketing Trends executive survey, conducted in June 2022.

01 02 03 04
way. [We] are thinking about circle economy. We Driving sustainable growth: ER&I invests in the future by focusing on
think about second life programs. We even think Health care and energy are sustainability
more about products as a service.”2 leading the way When asked how they plan to improve customer-
When we looked at marketing priorities by indus- centricity in marketing efforts, ER&I respondents
As marketers consider their sustainability efforts, try, two industries stand out as placing a high cited meeting customer values. Since customer
our data suggests they should consider a “be, say, emphasis on sustainability and equity: Energy, values increasingly include sustainability and
do” approach in which they begin by developing resources, and industrials (ER&I) has “building equity, it is no surprise that these organizations
internal practices that are aligned with their pur- more sustainable capabilities” as its top priority, were most likely to report an emphasis on
pose. This should be done before brands focus at a rate nearly double the cross-industry average. sustainability efforts this year.
on communicating their values externally, and Meanwhile, life sciences and health care (LS&HC)
before they begin developing external practices has “building more inclusive capabilities” as one Kevin Moens, corporate director for sales and
aligned with their values. of its top three priorities (figure 2). marketing at Eastman, explains Eastman’s deep
commitment to sustainability: “In the coming
“We have to have answers to The reason behind this emphasis could be that years, we are committed to a strong investment
global events of the past few years have forced strategy in sustainability, regardless of the mac-
[sustainability]. This is not a companies in the ER&I and LS&HC industries to roeconomic environment. We are investing in
trend; this is a must because we adapt quickly, in some cases even before they molecular recycling technologies that enable us
have only one earth." were ready. To help ensure their organizations are to unzip plastic waste and bring the polymers
prepared for unexpected challenges, CMOs can back to their basic molecular components, allow-
—Michael Schuld,
look for lessons from these industries that are al- ing for infinite recyclability and bringing about
chief commercial and marketing officer,
ready focused on social issues. a truly circular economy. These technologies
MediaMarktSaturn Retail Group
produce virgin-like plastics with a substantially

01 02 03 04
lower carbon footprint compared to the legacy operations. These ambitious internal plans also During the height of the pandemic, Illumina
fossil feedstock-based processes, an important aim to help Shell introduce customers to new created technology to track COVID-19 variants
element as we look to tackle both the plastic decarbonization opportunities. By focusing their globally, providing data for global leaders to use
waste and climate crises.”3 He notes that this efforts internally now, brands can set an exam- to protect the health of vulnerable members of
emphasis is being driven from all sides: govern- ple for consumers in making sustainable choices society.
mental regulations, potential, and current talent, down the line.4
and consumers themselves. Bringing sustainability and equity together to im-
LS&HC builds value through equity prove the health of consumers and the planet has
Bree Sandlin, vice president of lubricants market- Equity issues have been important in LS&HC for also been a priority at Johnson & Johnson (J&J)
ing for Shell, likewise explains that Shell’s efforts a long time, says Kathryne Reeves, CMO at Illumi- Consumer Health. Katie Decker, president of
“in adapting sustainable methods and products na, but recent world events have made them even Global Essential Health, Healthy Lives and Global
[are] absolutely critical to Shell’s long-term suc- more pressing: “[W]e didn’t really need to read Customer Development at Johnson & Johnson
cess,” based on its deep connection to customers a study to tell us to care about equity. Our cus- Consumer Health, explains that her team’s work
and their needs. She says, “Shell has publicly set tomers tell us. I think COVID exposed the deep in this area is about engaging social responsibility
an ambition of being a net-zero emissions energy inequities, particularly in western economies, be- as a vital part of driving growth: “It’s working with
company by 2050 or sooner.” To accomplish this tween the haves and the have-nots. We praised all the functions across the company to make
ambitious goal, Shell has engaged in several sus- the caregivers, the supply chain workers. We said them understand that sustainability not only is an
tainability initiatives, including building a portfo- all the right words, but at the end of the day, many imperative; it drives value. It drives growth. It’s an
lio of sustainable products and services to help of those people have substandard health care, expectation of our consumers and our custom-
reduce the carbon footprint of its customers, and we saw that in the mortality rates.”5 ers, and we can turn this into a value-generating
using more recycled materials in products and proposition for our brands while doing something
packaging, and decarbonizing its supply chain good for people’s health and the planet.”6

01 02 03 04
Sustainability for uncertain times • Look inward. Marketers can infuse sus-
Organizations that wish to thrive in the future tainability throughout the entire life cycle of
should continue to invest in the kinds of the product or service—leading to improved
products and marketing efforts that help ensure efficiencies, increased brand value through
a healthy, equitable world before circumstances customer alignment, and ongoing impetus
become urgent. We recommend that marketers for growth.
consider the following in their sustainability efforts
this year: • Unify your organization. Marketing can and
should play a leading role on sustainability
• Don’t pull back. Although cutting down on issues within their organizations. Marketers
sustainability investments might feel tempt- excel at telling stories and rallying people
ing during a time of economic uncertainty, behind their efforts. These skills should be
marketers should continue to invest, retain- leveraged to allow them to lead the charge
ing a sense of long-term perspective about the on internal sustainability efforts.
socioeconomic demands around sustainabili-
ty on the horizon.

01 02 03 04
Endnotes
1. 2023 Deloitte Global Marketing Trends executive sur-

vey, conducted in June 2022.

Trends.
3. Ibid.
4. Ibid.
5. Ibid.
6. Ibid.

01 02 03 04
About the authors
Nelson Kunkel Bree Matheson Acknowledgments

nkunkel@deloitte.com bmatheson@deloitte.com The authors would like to thank the following
trend:
Nelson Kunkel is the chief marketing officer for Bree Matheson is a Research and Insights lead
the Deloitte US sustainability business, lead- for Deloitte’s CMO Program. As part of Deloitte Stacy Kemp
ing the vision, narrative, brand and marketing of Services LP, she researches emerging marketing Principal, Customer & Marketing,
what’s good and equitable for people, planet and trends and CMO dynamics within the C-suite. CMO Program
prosperity.

Trend 3
Creativity as a force for growth
01 02 03 04
Data and analytics may have gained prominence over creativity in

addressing modern marketing challenges, but the latter can still be
valuable—if done the right way.
Some may say that being creative is a fundamental Chief marketing officers (CMOs) may be the
part of the human experience. It can be a means executives best positioned in the organization
of discovering ourselves, overcoming adversity, to emphasize the importance of creativity in a
and finding a way to inspire hope in challenging business. Whether during a time of transition,
times. Creativity is a process our brains could go as a business seeks to develop new markets by
through to see a problem in a new light and find finding unmet needs, or in an economic downturn
a solution that works outside the bounds of the when customers, employees, and partners need
“standard approach.” But in the business world, the inspiration to find resilience, CMOs can be
which prioritizes optimization and guaranteed the force behind never letting the business settle
results, thinking outside the box can risk our for the status quo.
careers, success, and relationships. Often, we
stick to the road well travelled with playbooks,
mimic our competitors, or make incremental
improvements to tired methods.

01 02 03 04
Creativity in the spotlight Our Deloitte survey of 1,015 executives indicates And at a time when we are seeing a shift from
Growth has been a primary responsibility for that creativity in this form does, in fact, contribute creative skills to analytical skills across the mar-
CMOs. However, as generating growth becomes to growth. High-growth brand respondents keting function, high-growth brands surveyed are
more complex due to rapid societal, techno- (defined as those with annual revenue growth of more frequently doing the opposite by consider-
logical, and economic changes, many brands 10% or more) are more likely than their negative- ing creative thinking as one of the most important
have responded by doubling down on data and growth peers to have the mindset and processes attributes for talent.2
analytics. While these analytical tools are now to allow creativity to flourish. Not only are higher-
often viewed as essential for any contemporary growth brands more likely to view creative ideas Organizations may now lack
marketer, there are indications of an imbalance. as essential to long-term success, they are the creativity needed to
Organizations may now lack the creativity needed also more likely to create an environment that
to meet the challenges of the modern business supports creative thinking by encouraging risk-
meet the challenges of the
world, as manifested in fewer creative leaders in taking and cross-functional collaboration (figure modern business world, as
the C-suite and lower emphasis on creative skills 1). The percentages shown may seem low for manifested in fewer creative
among CMOs and marketing talent.1 high-growth brands, but it should be noted that leaders in the C-suite and
only the “strongly agree” responses are displayed
Creativity can go well beyond brand communi- (that is, the brands that are fully committed to
lower emphasis on creative
cations and advertisements, using innovative these ideals); when including “agree” responses, skills among CMOs and
thinking to shape how systems are designed, the proportion of high-growth companies who marketing talent.
challenges are converted into opportunities, em- responded approaches 90% for each attribute.
ployees collaborate, and organizations engage
with customers and other stakeholders.

01 02 03 04
FIGURE 1: High-growth brands are more likely to have the mindset and processes to allow creativity to flourish Taking the creative lead
One of the features of this new approach is
Organizations that responded “strongly agree” on aspects of creativity by growth rate that creativity is no longer limited to select
individuals or teams. In fact, joint research from
Negative growth High growth (10%+)
Deloitte Digital and LIONS reveals that one of
the key elements of successful creative business
transformation is finding “hidden” creatives from
surprising sources—not just every employee, but
also external partners, suppliers, and customers, all
PROMOTE
FOSTER
CREATIVE IDEAS
CREATIVE of whom can act as wellsprings of creative ideas.3
COLLABORATION
While creative ideas can come from any of these

sources, the CMO is sometimes best positioned
to be the champion of identifying and activating
these ideas across the enterprise. As the
50% 42% 40% 33% 48% 33% executive closest to the consumer, translating
these ideas into practical business applications
may be key to driving transformative success.
Source: 2023 Deloitte Global Marketing Trends executive survey, conducted in June 2022. Perhaps it is no surprise, then, that we see high-
growth companies more than their negative-
growth peers leaning on marketing for creativity
(figure 2).

01 02 03 04
CMOs might consider the following strategies to FIGURE 2: High-growth companies rely more on marketing for creative ideas
encourage creativity in their organizations:
Organizations that responded “strongly agree” to relying on the marketing function
• Redefine what creativity can offer. Creativi- for their most creative ideas
ty is no longer confined to single advertise- Negative growth High growth (10%+)
ments or campaigns. This shifts the priority

for CMOs from delivering one-off projects to 42%
consistently delivering products, services,

33%
and experiences that allow a brand to stand
out. Cristian Cabello, CMO of main Latam
car dealer Derco, says, “I believe the greatest
challenge for a brand is to be able to deliver
differential services or experiences that go
beyond what is innovative or traditional in
the industry. They (those experiences) must
be relevant and agree with cultural, econom-
ic, or political fluctuations of the countries
where we are present. Being consistent over
time will allow us to stand out in the market.”4 Source: 2023 Deloitte Global Marketing Trends executive survey, conducted in June 2022.

01 02 03 04
• Bring the rest of the organization along for • Inspire the organization to think differently.
the ride. While CMOs and the marketing Encouraging risk-taking and providing room
function can play a lead role in a brand trans- for failure can encourage creative thought.
formation, all functions should be aligned on But encouraging your organization toward
business aspirations. For Cargill Protein & more creative risk-taking may require effec-
Salt CMO Chuck Gitkin, this means ensuring tive leadership. Take the example of Tasha
marketing and innovation teams are working Boone, assistant director of communications
closely with functions like sales, operations, at the US Census Bureau, who considers
and supply chain, especially on innovation. creativity essential to delivering on the bu-
According to Gitkin, this collaboration allows reau’s vision. For Boone, this means connect-
Cargill to “reliably commercialize and supply ing functions and ideas into a single, unified
innovative products and solutions to its cus- strategy while giving individual employees
tomers,” ultimately scaling the impact of the the freedom to express themselves within
organization’s offerings.5 this strategy.6
It is this type of combination of individual creative

thought with cross-functional collaboration that
can lead to the type of transformative change
that drives growth.

01 02 03 04
Beyond the organization FIGURE 3: Sectors that plan to partner more with creators
We are living in an era of cocreation. Creative collab-
oration does not need to reside only within the four
Currently do Within the next 12 months 12–24 months from now
walls of the organization. External creative partners
More than 24 months from now No plans at this time
can care just as deeply about a brand and may
come across as more authentic to consumers than
44%
the brand itself. Some of these potential partners,
41%
namely creators and influencers, have large social 39%
37% 38% 37%
followings and are actively looking for brands to
34%
work with. The brands that are willing to share their
30%
voice with select others are the ones that could po-
tentially generate a stronger brand community.
22%
21%
19% 18% 18%
Thus, it may not be a surprise that CMOs across all 17%
14%
sectors are increasingly exploring partnerships with 12%
12% 11%
creators if they haven’t already done so. In our sur- 8%
7% 7%
vey, we found use of creator partnerships is expect-
ed to approximately double in the next year, with 2% 3%
2% 2%
particularly notable increases in sectors that don’t

Life sciences and Consumer Financial Technology, media, and Energy, resources,
normally consider such partnerships: life sciences health care services telecommunication and industrials
and health care, and energy, resources, and indus-
Note: Figures may not add up to 100% due to rounding and omission of “unsure” answers.
trials (figure 3). Source: 2023 Deloitte Global Marketing Trends executive survey, conducted in June 2022.

01 02 03 04
While paying a creator to feature a brand in a Research from Deloitte’s CMO Program shows The brands that are willing to
post is an obvious way to engage, it is not a that creators are also looking for mutually benefi-
comprehensive creative strategy. Many brands cial collaborations that help them grow alongside
share their voice with select
are finding that creators can be a natural the brands they work with.8 However, more than others are the ones that
extension of the strategic development team. half of surveyed creators (58%) report difficulties could potentially generate a
When asked to rate the ease of conducting securing partnerships with brands. Considering stronger brand community.
several aspects of the brand/creator partnership, the difficulties from the creator perspective, and
nearly four out of five (78%) respondents indicate the fact that our executive survey showed that
it is easy or very easy to collaborate with creators fewer than one-third of brands (32%) are current-
on creative strategy— the highest percentage of ly partnering with creators, there seems to be a dis-
any aspect. 7
connect between the two sides of the partnership.

01 02 03 04
Here are a few ways brands might better include • Build a partnership based on relevance. • Align on expectations. Creators surveyed
creators as strategic partners in creativity and Just as businesses are likely seeking creators indicated clear expectations are important to
growth plans: who are on the same social platforms as forming an ideal partnership with companies.
the company’s target audience and who When contract terms plainly define how
• Allow for creative freedom. Almost by defi- portray an image that’s compatible with the creators are evaluated, amplified, and paid,
nition, creators are considered accomplished brand, creators, as the sole representatives brands do not need to overthink how they
at generating information in a way that of their own brands, are likely looking for define a successful partnership. Among
engages a core audience. Giving creators the company partners that are relevant to the brands that partner with creators, the top
freedom to express their abilities with min- creator’s audience. In our survey of 400 two ways of measuring the success of those
imal interference can not only lead to more creators, nearly seven in 10 (69%) indicated partnerships among those surveyed are
appealing content but also helps maintain that the top priority when deciding whether “increased engagement on brand channels”
the authentic voice that is vitally important to partner with a business was “relevance (58% of executives) and “revenue growth”
to creators and consumers. In the words of of brand to my audience”—a higher priority (57% of executives).11
Bree Sandlin, vice president of lubricants than even monetary value of a partnership.10
marketing at Shell: “It’s a little scary as a A strong partnership may include plans for
brand manager to know that you’re releas- how content can be reinforced in a way that
ing that control. But it’s telling our brand leads to growth for both brand and creator.
story in a way that we could never do with
a level of authenticity and credibility that
consumers need.”9

01 02 03 04
Like every aspect of modern creativity, creator

partnerships are likely to be effective when
integrated into the larger creative strategy
rather than as a solitary campaign. Connecting
formerly disparate stakeholders, functions,
and ideas into a concerted effort to infuse
creative thought across the organization (and
beyond) may seem like a daunting task. Yet,
with a combination of customer knowledge and
business acumen, CMOs are well positioned to
lead this transformation and potentially uncover
new sources of growth.

01 02 03 04
Endnotes
1. Andy Sandoz et al., Filling the creativity gap: Solving 11. 2023 Deloitte Global Marketing Trends executive
modern business problems requires creativity at survey, conducted in June 2022.
every level, Deloitte Digital, 2022.
2. 2023 Deloitte Global Marketing Trends executive

survey, conducted in June 2022.
3. Andy Sandoz et al., A radical re-think: why business

transformation needs to get creative, LIONS, ac-
cessed January 10, 2023.
4. Interviews conducted as part of the 2023 Global Mar-

keting Trends research, July–September 2022.
5. Ibid.
6. Ibid.

8. Christine Cutten, Dennis Ortiz, and Kenny Gold,

Creator Economy in 3D: Maximizing opportunities
between platforms, brands, and creators, Deloitte,
2022.
9. Interviews conducted as part of the 2023 Global Mar-

keting Trends research, July–September 2022.
10. Ibid.

01 02 03 04
About the authors
Mark Singer Rory McCallum Acknowledgments

marksinger@deloitte.com rmccallum@deloitte.com The authors would like to thank the following
trend:
Mark Singer is Deloitte Digital’s US chief marketing Rory McCallum is a manager of Research and In-
officer and US agency lead. He embeds creativity sights for Deloitte’s CMO Program. As a researcher Nick Garrett
into the way businesses solve their problems with Deloitte Services LP, he focuses on emerging Global lead, Marketing &
and helps create purpose-driven solutions that marketing trends and CMO dynamics within the Commerce
transform how they operate. By blending his C-suite.
marketing and technology experience, he helps
Kenny Gold
to create opportunities for disruptive growth.
Managing director, head of
Social, Content and Influencer
at Deloitte Digital
William Grobel
Director

Trend 4
Rising technologies for marketers
to watch
01 02 03 04
Which new technologies most interest marketing leaders this

year—and which are likely to sustain their interest over the
long term?
Striking the right balance between hype and The CMO has the potential to determine how Growing interest in the metaverse
investment is one part art and one part science for these trends become relevant to their customers. The metaverse is a confluence of technologies
chief marketing officers (CMOs). It’s impossible They can consider, “How can this transform my that allow new forms of experience and
to ignore trends that everyone is talking about, business or sector?” This year, our data suggests engagement across industries through 3D
but unwise to overinvest in unproven technology. Web3 technologies are of growing interest for activity and the use of simulations based on
Still, marketers should always be prepared for marketers, as they offer significant promise to artificial intelligence. Interest in the metaverse
emerging technologies that can suddenly create brands. is growing rapidly, with many brands expecting
significant competitive advantage. to use the metaverse to link the physical and
virtual worlds over the next one to two years.
While more business-to-consumer industries
have been getting a jump on developing a
metaverse strategy, our survey of 1,015 marketing
executives shows that even industries such as
energy, resources, and industrials (ER&I) and life
sciences and health care (LS&HC) are gravitating
toward the metaverse, indicating that it is likely a

01 02 03 04
compelling issue across sectors (figure 1).1 At this FIGURE 1: Most industries are gravitating toward the metaverse
early stage, brands may be unsure how quickly to
rush to market, so they should assess and define Cumulative percentage timing for engaging with the metaverse by industry
clear objectives for how their organization will
Consumer Energy, resources, and industrial Financial services
create experiences in the metaverse. In particular,
Life sciences and health care Technology, media, and telecom
brands that wish to be leaders in the virtual space
should consider laying the groundwork for joining
the sphere of unlimited reality. 92%
88%
83%
80%
The top reason brands gave for not already
67% 67%
engaging in the metaverse is that they face
difficulty with developing or implementing the 58%
52%
technology (45% of respondents), issues that
42%
can be caused by limitations in skill sets, talent, 38%
or budget. LS&HC respondents reported even 28%

higher rates of concern (55%) that technology
15%
implementation is a serious barrier. 13%
10% 8%
The data suggests, however, that implementation

Currently do Within the next 12 months Within the next 24 months
barriers are not enough to dampen interest in
the metaverse. Only 10% of respondents said
the metaverse is “not relevant for my industry.” Source: 2023 Deloitte Global Marketing Trends executive survey, conducted in June 2022.

01 02 03 04
ER&I sector respondents are the most likely to Other brands recognize the value of the “I deeply believe that the
believe it’s not relevant to their industry, with 24% metaverse but are taking a slower approach to
of respondents seeing it as irrelevant. Still, these accommodate other competing priorities. Ömer
metaverse and all the
numbers suggest that broad adoption of these Barbaros Yis, CEO of LC Waikiki E-Commerce immersive experiences have
new technologies is likely on the horizon. Business, a European fashion retailer, says, “I that tremendous potential in
deeply believe that the metaverse and all the e-commerce as well, making
Marketing executives that we interviewed also immersive experiences—let’s say metaverse or
noted that a path toward metaverse adoption is virtual reality, augmented reality, mixed reality, and
experiences more immersive
not yet clear cut. There remain questions about all that stuff— have that tremendous potential for customers before they
which metaverse platform to join based on where in e-commerce as well, making experiences buy, to try them out.”
customers are most likely to end up. Some brands more immersive for customers before they buy,
—Ömer Barbaros Yis,
reported tentatively exploring existing spaces, to try them out.” However, he also notes, “[The
chief executive officer, LC Waikiki
while others reported considering developing metaverse] is not my [top] priority, [because] E-Commerce Business
their own. For example, Claire Tellenbach, when people have struggled with prices, with
marketing manager at H. Moser and Cie. (which economics, when they have even struggled to
produces luxury watches), says, “For now, we pay for energy, they care more about affordability
are developing our own metaverse space, which [of the metaverse].”3 Instead, he plans to keep
is the Moser Lounge to welcome customers working on a longer-term road map for adoption
and press. We are exploring different ideas for of up-and-coming technologies in years to come.
launches and press conferences. Postpandemic,
instead of doing huge video calls, maybe we can
host them in the metaverse.”2

01 02 03 04
Brands across industries should start to consider • Weigh brand priorities in developing your
the role the metaverse might play in their market- adoption strategies. Our data shows that
ing strategy in the medium to long term. In the companies are still prioritizing investment
coming year, based on our fieldwork with CMOs, in technology platforms and capabilities to
we recommend: support personalization and achieve
customer-centricity as a top priority, but
• Look before you leap. Define your objectives brands that fail to create a strategy for
for creating metaverse experiences and keep joining the metaverse may lose the oppor-
an eye on early adopters who will pave the tunity to become a leader in the space.
way for broader adoption in 2024 and beyond.
Make sure to consider potential challenges • Start laying the groundwork for a metaverse
including cybersecurity, trust, brand strategy. The metaverse offers CMOs across
reputation, and digital rights management. industries new opportunities to expand
engagement and experience and to grow
new revenue channels. Marketers that fail to
set a strategy early may find themselves
playing catch-up for years to come.

01 02 03 04
Blockchain technology makes FIGURE 2: Brands that are addressing increased regulation are adopting blockchain at significantly higher rates
gains in regulatory environments than their peers
While blockchain’s use in marketing is still nascent,
pressure to address privacy issues may be fueling Deployment of blockchain to support advertising strategy
early adoption. Of the CMOs who say addressing Currently do Within the next 12 months Beyond 12 months No plans/unsure
the regulatory environment is their top priority,
35% have already implemented blockchain
35% 41% 19% 5%
technology in their advertising strategy,
Addressing regulatory
compared with 21% of all other respondents environment #1 priority
(figure 2). This is because, particularly in regulatory
environments, blockchain offers new possibil-
21% 41% 31% 8%
ities for strengthening consumer privacy and
allowing consumers to control their own data. All other responses
For example, blockchain offers innovative possi-

bilities for the health care sector, which can use
the technology to store, share, and utilize data to Source: 2023 Deloitte Global Marketing Trends executive survey, conducted in June 2022.
communicate with patients without sharing data
with a third party.

01 02 03 04
Still, 41% of all CMOs plan to support their Different industries will likely need to adopt
advertising strategy with blockchain in the next 12 different, more localized approaches to these
months, and blockchain and other technologies technologies that carefully prioritize the needs
were the fifth-most important technology cited of their customers with the existing resources
by CMOs. These data points indicate a larger shift the brands have. Our results show that brands
toward the nascent technology in the coming working in regulatory environments should
year. Tellenbach says that Moser is implementing probably consider a strategy for blockchain in
the use of blockchain because it offers the the coming year for the data privacy reasons
promise of solving specific needs within the mentioned above. Other industries, on the other
watch market: tracking and authenticating hand, can keep a close eye on digital currency
products over their lifespan and ensuring service leaders to start laying the groundwork for broader
follow-ups even if they are sold or traded on the blockchain adoption in the coming years. Less
secondhand market.4 regulated industries will likewise have the
opportunity to build consumer trust, as well as
to provide a more customized, direct consumer
experience.

01 02 03 04
Endnotes


Trends.
3. Ibid.
4. Ibid.

01 02 03 04
About the authors
Scott Mager Bree Matheson Acknowledgments

smager@deloitte.com bmatheson@deloitte.com The authors would like to thank the following
trend:
As chief marketing officer of Deloitte Consulting Bree Matheson is a Research and Insights lead
LLP, Scott Mager is responsible for creating for Deloitte’s CMO Program. As part of Deloitte
Hussein Dajani
the company’s marketing strategy and driving Services LP, she researches emerging marketing
Partner, Deloitte Digital
impactful experiences that increase brand value trends and CMO dynamics within the C-suite.
and drive profitable growth across our business.
He is focused on driving the company’s vision and
Adam Deutsch
purpose by blending storytelling, experiences,
Managing director, Deloitte Media
creativity, technology, and data to promote our
and Entertainment Practice
exceptional people, services, assets, and client
accomplishments.
Dounia Senawi
US chief commercial officer

01 02 03 04
Recognition and appreciation

This report would not be possible without the Content and insights, PMO: Stacy Kemp, Bree Green Dot Agency: Sylvia Chang, Kris Corpuel,
collaboration that results from working alongside Matheson, Timothy Murphy, Rory McCallum, Aaron Dunser, Dave Faucher, Audrey Jackson,
colleagues on the front lines to understand the Connor Seidenschwarz Melissa O’Brien, Joanie Pearson, Sofia Sergi, Jim
impact of these trends in the marketplace and Slatton, Aaron Stewart, Alexis Werbeck, Molly
how to embrace them to drive growth for the Activation: Fahad Ahmed, Kori Green, Trisha Woodworth, Sourabh Yaduvanshi
coming year. Pancio, Julie Storer, Abhilash Yarala, Kathryn
Zbikowski Global engagement: Giselle Prego
Special thanks to the entire CMO Program team
for their insight and support through this journey. Deloitte Insights: Prodyut Ranjan Borah, Emma Marketing and interactive: Cailin Rocco,
Downey, Aditi Gupta, Blythe Hurley, Matthew Shannon Smith
Thank you to the following: Lennert, Megha Priya, Aditi Rao, Arpan Kumar
Saha, Denise Weiss WSJ CMO Today: Jenny Fisher, Mary Morrison

01 02 03 04
Our global collaborators contributing across the

entire 2023 Global Marketing Trends report
Americas
Leadership: Alfonso Alcocer, María Gabriela
Paredes Cádiz, Omar Camacho, Shaunna Conway,
Guilherme Evans, Javier Huechao, Charmaine
Wong, Livia Zufferli
Marketing: Martha Appiah, Liliana Alvarez

Argandoña, Marta Boica Dare, Anna Lisa Miniaci,
Caroline Rezende. Coby Savage, Alison Smith,
Renato Souza

01 02 03 04
EMEA APAC
Leadership: Kathryn Arbour, Rani Argov, Pedro Marketing: Marzia Elisa Casale, Fiona Elkins, Leadership: Pascal Hua, Haruki Katsuno, Narihiro
Arnedo, Fabien Bartolomucci, Robert Collignon, Gina Grassmann, Sara Hosni, Serene Itani, Kumami, Nick Garrett, Grace Ling, Ahmad Salim,
David Conway, Dylan Cotter, Hussein Dajani, Zeyad Berk Kocaman, Theresa Kopper, Dominic Lynch, Takuya Shiotani, Seishi Sumikawa, Esan Tabrizi
Davids, Christian Eissner, Ronan Vander Elst, Flor Tânia Marques, Patrick Martin, Romain Mary,
de Esteban, João Matias Ferreira, Lars Finger, Gareth Nicholls, Armin Nowshad, Gonçalo Oliveira, Marketing: Ryan Hitch, Yukiko Noji, Natalia
Ana Cristina Gamito, Jeanette Fangel Hansen, Tharien Padayachee, Nicholas Pinfold, Laura Sakowicz, Chang Su, Bo Sun, Naoko Shiozaki,
Dannie Ivanova, Andy Jolly, Ravouth Keuky, Porras, Sharon Rikkers, Alejandro Lopez Ruiz, Minoru Wakabayashi
Celeste Koert, Andrea Laurenza, Roger Lay, Sérgio Hélène Smekens, Sandrine Tuyishime, Peta
Monte Lee, Robert Lonn, Gianluca Loparco, Jan Williams, Birgit Witzelsberger
Michalski, Iñaki Moreno, Jimmy Murphy, Mario
de la Peña, Riccardo Plata, Marcus Riedler,
Sam Roddick, Emil Salonen, Filipe Melo de
Sampaio, Florian Schueltke, Becky Skiles, Kristina
Thelander, Eli Tidhar, Gabriele Vanoli, Stephen
Ward, Egbert Wege, Ozlem Yanmaz
, Patricia
Zangerl, Thorsten Zierlein

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2023

navigate the complexities of Digital helps clients see what’s possible,

Read more about Deloitte Digital’s world-

2023 Global Marketing Trends 3

A welcome from subject matter experts across Deloitte, this year’s

2023 Global Marketing Trends 4

2023 Global Marketing Trends 5

What are the top priorities of chief marketing officers in

2023 Global Marketing Trends 7

Innovative companies hance customer personalization (figure 1) journey.

2023 Global Marketing Trends 8

16% on top of building and retaining loyalty within

2023 Global Marketing Trends 9

2023 Global Marketing Trends 10

2023 Global Marketing Trends 11

2023 Global Marketing Trends 12

1. Interviews conducted between July and September

5. 2023 Deloitte Global Marketing Trends executive sur-

2023 Global Marketing Trends 13

About the authors

Katie Denlinger Connor Seidenschwarz Acknowledgments

2023 Global Marketing Trends 14

As sustainability and equity continue to be important for

2023 Global Marketing Trends 16

Brands reported that their top three priorities for

Percentage of CMO responses

2. Promoting more sustainable product and

3. Establishing long-term sustainability commit-

42% Internal sustainability efforts can not only help

2023 Global Marketing Trends 17

2023 Global Marketing Trends 18

2023 Global Marketing Trends 19

2023 Global Marketing Trends 20

2023 Global Marketing Trends 21

1. 2023 Deloitte Global Marketing Trends executive sur-

2. Interviews conducted between July and September

2023 Global Marketing Trends 22

About the authors

Nelson Kunkel Bree Matheson Acknowledgments

2023 Global Marketing Trends 23

Data and analytics may have gained prominence over creativity in

2023 Global Marketing Trends 25

2023 Global Marketing Trends 26

While creative ideas can come from any of these

2023 Global Marketing Trends 27

ty is no longer confined to single advertise- Negative growth High growth (10%+)

ments or campaigns. This shifts the priority

consistently delivering products, services,

2023 Global Marketing Trends 28

It is this type of combination of individual creative

2023 Global Marketing Trends 29

particularly notable increases in sectors that don’t

2023 Global Marketing Trends 30

2023 Global Marketing Trends 31

2023 Global Marketing Trends 32

Like every aspect of modern creativity, creator

2023 Global Marketing Trends 33

2. 2023 Deloitte Global Marketing Trends executive

3. Andy Sandoz et al., A radical re-think: why business

4. Interviews conducted as part of the 2023 Global Mar-