Making sense of the new world order

We work in an era of the “Human Web”. Experiences and interactions need to resonate with customers on personal terms. As a top 10 UK digital agency we wish to demystify the “new world order” in Marketing.

Given that digital channels and platforms will soon be the main, and potentially only, brand touch-points, it is Realise’s responsibility to define and deliver engaging digital experiences that create competitive advantages and become the true measure of brand value.

We used to always say our focus was “simply digital”.

There is nothing simple about it.

Our focus is addressing complex marketing and communication challenges through the digital channel. The channel is a means to an end. It’s the end – the outcomes - that we’re most interested in.

The best agencies, and we like to consider ourselves one of those, want to make change happen for the clients and brands they represent, to create a positive impact through their involvement – more customers, increased sales, greater share, louder voice, new positioning.

At Realise we balance being a solid, reliable delivery partner of broad digital solutions (campaigns, websites, platforms, content, social, mobile etc) with facilitating innovation and digital transformation.

Rigour and magic, as a wise man once said.

Because you don’t get to be a major agency player in this industry without being able to execute brilliantly – to create and build an impressive range of digital deliverables (from global online advertising campaigns to Facebook apps to enterprise level content managed websites).

At the same time a great agency like Realise can lead clients because we have invested heavily in research, strategy and customer experience teams. We are able to consult and advise clients on what to do and where to do it, then go onto create their transformation agendas, and ultimately the roadmaps which will deliver them success.

As a major digital agency, we face off to clients who head up large Marketing and Digital teams in big organisations.

There is great change in Marketing.

The world has been disrupted by digital – social has rewired us, mobile has changed what we need, the exponential growth in technology creates new consumer demands and higher than ever expectations.

The traditional model of Marketing has died yet business processes have not changed fast enough to cope (Marketers are still struggling with answering up the line to budget processes and measurement frameworks of old).

Moments of truth for brands are no longer in the hands of the Marketer.

Broadcast isn’t relevant any more – engagement is what counts – yet our clients struggle to translate it into meaningful KPIs for senior Executives. And to deliver engagement, brand owners may think they need to become content producers but we’re in an over populated content world – less is definitely more.

The role for Marketing teams is therefore changing – they need to be ‘always on’, operating in real time, being more agile in their ways of working.  The big idea, the big campaign, the one great message approach is dead.

Marketers need to deliver consistency, with relevancy, at every stage of the new look customer decision journey.

The capabilities generated by analytics are driving performance measurement and creating greater pressure to be able to adapt and learn ‘on the go’ to drive better overall results (to test and learn). Yet at the same time our clients are being asked by the business to work to fixed timetables and budgets and not lose sight of longer term strategic goals.

In fact we are faced with data deluge – the proliferation of data. Marketers need to ask the right questions to narrow the focus.

Marketers need to be Technology experts too- drowning in software and platform choices and often butting heads with IT colleagues who offer more objections than solutions. Without credible agency support, they are left not knowing whether to build an eco-system of niche providers or to invest in an enterprise platform.

With pressure on costs, more Marketers are trying to do things in house – but this can in itself cause pain and problems – not attracting the right talent, not having a culture to nurture it, struggling to encourage and facilitate innovation.

Marketers are unclear as to who owns the multi-channel customer experience and transformation agenda in their business – and they are often not equipped to take it on themselves. If Marketers don’t keep up and land grab this agenda, they will become less relevant.

To do so, they need to future proof themselves with training and learning.

And develop great agency relationships. This itself is proving harder too. The landscape is confused. Blurred lines between the agencies. Terminology is variable at best. The traditional selection processes are perhaps less fitting than they once were.


It is one of our ambitions as an agency to help make that selection process easier when we are meeting prospective new clients so that they can get on with the business of delivering return to their organisation.