market strategy essay

How to Create a Complete Marketing Strategy in 2024 [Data + Expert Tips]

Updated: March 29, 2024

Published: October 26, 2023

Creating a marketing strategy is essential to effectively nurture your customers, improve your business’s bottom line, and increase the ROI of your efforts.

A marketing strategy is especially critical if you want to use the highest ROI trends for 2024 : short-form video and social media. To get powerful results, you must carefully weave both emerging trends and proven strategies into your plan.

Let’s dive into the critical components of a complete marketing strategy in 2024, followed by some examples for inspiration.

Table of Contents

• What is a marketing strategy?

Marketing Strategy vs. Marketing Plan

Marketing strategy components, why is a marketing strategy important, marketing strategy process, recommended resources, examples of successful marketing strategies, what to expect after following your marketing process steps, marketing strategy.

A marketing strategy covers a company’s overall approach for promoting its brand to a target audience. The process involves research, goal-setting, and positioning.

A completed marketing strategy typically includes brand objectives, target audience personas, marketing channels, key performance indicators, and more.

A marketing strategy will:

• Align your team to specific goals.
• Help you tie your efforts to business objectives.
• Allow you to identify and test what resonates with your target audience.
• Empower you to capitalize on emerging trends.

The last one is especially important. Keeping up with marketing trends is important for your strategy, but it could be a full-time job.

Why? Because almost 80% of marketers say this industry changed more in the last three years than it has in the past five decades.

Add to that the fact that 50% of marketers believe their marketing strategy in 2023 was only *somewhat effective,* which means there’s plenty of room for improvement.

In short, what worked for your marketing strategy in the past might not fly today.

A marketing strategy outlines the long-term goals and overall approach, while a marketing plan covers the specific actions and tactics to achieve those goals.

Phrased another way, marketing strategy guides the overall marketing efforts of a business. It includes goal-setting, market and competitor research, as well as messaging and positioning for a brand.

For example, say you’re creating a marketing strategy for a new fashion brand. Your strategy might target young urban professionals and position the brand as trendy and affordable.

But a marketing plan is a detailed tactical roadmap. It outlines the specific actions and tactics that should achieve the marketing strategy’s goals.

For example, the marketing plan for the fashion brand mentioned above might include:

• Targeted social media campaigns.
• Influencer partnerships.
• Online advertising timeline.

Both a marketing strategy and a marketing plan are essential for a business’s success.

To succeed in the fast-paced marketing world — and maintain a sense of relevance with your audience — it’s vital to stay ahead of the curve.

To help ease some of that uncertainty, we’re going to show you step-by-step how to create a comprehensive marketing strategy. But first, let’s go over the individual components that make up a strong marketing strategy.

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• Marketing Mix (4 Ps of Marketing)
• Marketing Objectives
• Marketing Budget
• Competitive Analysis
• Segmentation, Targeting, & Positioning
• Content Creation (Including Trending Content)
• Metrics & Key Performance Indicators

1. Marketing Mix

• Conduct market research.
• Define your goals.
• Identify your target audience and create buyer personas.
• Conduct competitive analysis.
• Develop key messaging.
• Choose your marketing channels.
• Create, track, and analyze KPIs.
• Present your marketing strategy.

1. Conduct market research.

Before you can begin creating your marketing strategy, you need to gather useful data for making informed decisions. Market research is like playing detective, but instead of solving crimes, you’re uncovering juicy details about your customers.

Market research will help your businesses make data-driven decisions for your marketing strategy. It also makes it easier to understand your target market, find gaps, and make the most of your resources.

This process is essential for understanding your customers and adapting to changing trends. If you’re new to this process, this complete market research guide and template can help.

Once you have the data you need, you’ll be ready to set some marketing goals.

2. Define your goals.

What do you want to achieve through your marketing efforts?

Whether it’s increasing brand awareness, driving sales, or diversifying your customer base, well-defined goals will guide your marketing strategy.

Your marketing strategy goals should reflect your business goals. They should also offer clear direction for marketing efforts.

For example, say one of your business goals is to increase market share by 20% within a year. Your goal as a marketer could include expanding into new target markets, updating your brand, or driving customer acquisition.

Other marketing goals might be to increase brand awareness or generate high-quality leads. You might also want to grow or maintain thought leadership in your industry or increase customer value.

Defining clear goals provides direction and clarity, guiding marketing efforts toward desired outcomes. It helps with resource allocation, decision-making, and measuring the success of marketing initiatives.

This SMART goal guide can help you with more effective goal-setting.

3. Identify your target audience and create buyer personas.

To create an effective marketing strategy, you need to understand who your ideal customers are. Take a look at your market research to understand your target audience and market landscape. Accurate customer data is especially important for this step.

But it’s not enough to know who your audience is. Once you’ve figured out who they are, you need to understand what they want. This isn’t just their needs and pain points. It’s how your product or service can solve their problems.

So, if you can’t define who your audience is in one sentence, now’s your chance to do it. Create a buyer persona that’s a snapshot of your ideal customer.

For example, a store like Macy’s could define a buyer persona as Budgeting Belinda, a stylish working-class woman in her 30s living in a suburb, looking to fill her closet with designer deals at low prices.

With this description, Macy’s Marketing department can picture Budgeting Belinda and work with a clear definition in mind.

Buyer personas have critical demographic and psychographic information, including age, job title, income, location, interests, and challenges. Notice how Belinda has all those attributes in her description.

For B2B SaaS companies, keep in mind that buyer personas don’t apply solely to the end user. When you’re selling a product to another business, you also have to address the decision-maker, the financial buyer, and the technical advisor, among other roles, says Head of Marketing at Entrapeer, Hillary Lyons .

“You need to be able to tailor your message to each of these unique personas even though most of them will never actually use the product,” says Lyons. “You have to sell each of them on the unparalleled benefit you provide without muddling your [overall] message.”

You don’t have to create your buyer persona with a pen and paper. In fact, HubSpot offers a free template you can use to make your own (and it’s really fun).

You can also use a platform like Versium , which helps you identify, understand, and reach your target audience through data and artificial intelligence.

Buyer personas should be at the core of your strategy.

4. Conduct competitive analysis.

Now that you have an understanding of your customers, it’s time to see who you’re competing with to get their attention.

To begin your competitive analysis, start with your top competitors. Reviewing their websites, content, ads, and pricing can help you understand how to differentiate your brand. It’s also a useful way to find opportunities for growth.

But how do you know which competitors are most important? This competitive analysis kit with templates will walk you through the process. It will help you choose and evaluate the strengths, weaknesses, and strategies of your competitors.

This process will help you find market gaps, spot trends, and figure out which marketing tactics will be most effective. Competitive analysis can also offer valuable insights into pricing, positioning, and marketing channels.

5. Develop key messaging.

You’ve figured out who you’re talking to, what they’ve already heard, and what they want to hear. Now, it’s time to share your brand’s unique value proposition .

In this step, you’ll craft key messaging that shows the benefits of your product or service and resonates with your target audience. This process should show off the research and work you have done up to this point. It should also incorporate your creativity, inventiveness, and willingness to experiment.

Well-crafted key messaging:

• Sets businesses apart from the competition.
• Resonates with the target audience.
• Is flexible enough to be consistent across all marketing channels.
• Builds brand credibility.
• Creates an emotional connection with customers.
• Influences buying decisions.

The key messaging in your marketing strategy is critical to driving engagement, loyalty, and business growth. These value proposition templates can help if you’re not sure how to draft this important messaging.

6. Choose your marketing channels.

You know what you have to say. Now, decide on the best marketing channels for your message. Your top goal for this stage of your strategy is to align your channel choices with your target persona’s media consumption habits.

Start with media channels you’re already using. Then, consider a mix of traditional and digital channels such as social media, TV, email marketing, podcast ads, SEO, content marketing, and influencer partnerships.

To streamline this process, think of your assets in three categories — paid, owned, and earned media.

To decide which marketing channels are best for your marketing strategy, look carefully at each channel. Think about which channels are best for reaching your audience, staying within budget, and meeting your goals.

For example, a business targeting a younger demographic might consider using TikTok or Reddit to reach its audience.

Don’t forget to take a look at emerging platforms and trends as you complete this review. You may also want to look at the content you’ve already created. Gather your materials in each media type in one location. Then, look at your content as a whole to get a clear vision of how you can integrate them into your strategy.

For example, say you already have a blog that’s rolling out weekly content in your niche (owned media). You might consider promoting your blog posts on Threads (owned media), which customers might then repost (earned media). Ultimately, that will help you create a better, more well-rounded marketing strategy.

If you have resources that don’t fit into your goals, nix them. This is also a great time to clean house and find gaps in your materials.

7. Create, track, and analyze KPIs.

Once you have a clear outline of your marketing strategy, you’ll need to think about how you’ll measure whether it’s working.

At this stage, you’ll shift from marketing detective to numbers nerd. With a little planning and prep, your analytics can unveil the mysteries of marketing performance and unlock super insights.

Review your strategy and choose measurable KPIs to track the effectiveness of your efforts. Pick a marketing analytics software solution that works for your team to collect and measure your data.

Ideally, the analytics platform of your choice should allow you to track data across all of your marketing channels — from emails to social media and your website. This centralizes all of your data, which makes it easier to understand how each channel contributes to your overall strategy. 

You can then, plan to check and analyze the performance of your strategy over time and identify the channels that bring the best results. This can help you refine your approach based on results and feedback.

Lexi Boese , an ecommerce growth strategist and co-founder of The Digital Opportunists, recommends making data a priority when building your marketing strategy this year.

“The more data you can use, the easier you can track your success,” she says. “This could be as simple as understanding which channels convert the highest amount of customers (to determine how your team should prioritize ad spend), or assessing whether you have a higher amount of first-time or returning customers to [determine] if you should focus on internal or external marketing.”

Analyzing KPIs helps businesses stay agile, refine their strategies, and adapt to evolving customer needs.

8. Present your marketing strategy.

A finished marketing strategy will pull together the sections and components above. It may also include:

Executive Summary

A concise overview that outlines the marketing goals, target audience, and key marketing tactics.

Brand Identity

You may want to create a brand identity as part of your strategy. Brand positioning, voice, and visual identity may also be helpful additions to your marketing strategy.

Marketing Plan and Tactics

Your marketing plan is the specific actions you’ll take to achieve the goals in your marketing strategy. Your plan may cover campaigns, channel-specific tactics, and more.

Not sure where to start? This free marketing plan template can help.

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• Review Paper
• Published: 18 August 2018
• Volume 47 , pages 4–29, ( 2019 )

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• Neil A. Morgan 1 ,
• Kimberly A. Whitler 2 ,
• Hui Feng 3 &
• Simos Chari 4  

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Marketing strategy is a construct that lies at the conceptual heart of the field of strategic marketing and is central to the practice of marketing. It is also the area within which many of the most pressing current challenges identified by marketers and CMOs arise. We develop a new conceptualization of the domain and sub-domains of marketing strategy and use this lens to assess the current state of marketing strategy research by examining the papers in the six most influential marketing journals over the period 1999 through 2017. We uncover important challenges to marketing strategy research—not least the increasingly limited number and focus of studies, and the declining use of both theory and primary research designs. However, we also uncover numerous opportunities for developing important and highly relevant new marketing strategy knowledge—the number and importance of unanswered marketing strategy questions and opportunities to impact practice has arguably never been greater. To guide such research, we develop a new research agenda that provides opportunities for researchers to develop new theory, establish clear relevance, and contribute to improving practice.

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We follow Varadarjan’s (2010) distinction, using “strategic marketing” as the term describing the general field of study and “marketing strategy” as the construct that is central in the field of strategic marketing—just as analogically “strategic management” is a field of study in which “corporate strategy” is a central construct.

Following the strategic management literature (e.g., Mintzberg 1994 ; Pascale 1984 ), marketing strategy has also been viewed from an “emergent” strategy perspective (e.g. Hutt et al. 1988 ; Menon et al. 1999 ). Conceptually this is captured as realized (but not pre-planned) tactics and actions in Figure 1 .

These may be at the product/brand, SBU, or firm level.

These strategic marketing but “non-strategy” coding areas are not mutually exclusive. For example, many papers in this non-strategy category cover both inputs/outputs and environment (e.g., Kumar et al. 2016 ; Lee et al. 2014 ; Palmatier et al. 2013 ; Zhou et al. 2005 ), or specific tactics, input/output, and environment (e.g., Bharadwaj et al. 2011 ; Palmatier et al. 2007 ; Rubera and Kirca 2012 ).

The relative drop in marketing strategy studies published in JM may be a function of the recent growth of interest in the shareholder perspective (Katsikeas et al. 2016 ) and studies linking marketing-related resources and capabilities directly with stock market performance indicators. Such studies typically treat marketing strategy as an unobserved intervening construct.

Since this concerns integrated marketing program design and execution, marketing mix studies contribute to knowledge of strategy implementation–content when all four major marketing program areas are either directly modeled or are controlled for in studies focusing on one or more specific marketing program components.

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Morgan, N.A., Whitler, K.A., Feng, H. et al. Research in marketing strategy. J. of the Acad. Mark. Sci. 47 , 4–29 (2019). https://doi.org/10.1007/s11747-018-0598-1

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Received : 14 January 2018

Accepted : 20 July 2018

Published : 18 August 2018

Issue Date : 15 January 2019

DOI : https://doi.org/10.1007/s11747-018-0598-1

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Marketing Strategies, Essay Example

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Business firms use different marketing strategies depending on the size, time, and the types of products they deal in. Marketing strategies may focus on product (product marketing strategy) or on business itself (business marketing strategy) (Honeywell, 1999). The commonly used product marketing strategies include value pricing, penetration pricing, and price skimming.

Value pricing involves selling high value product or service at a low, value price (but the selling price is not below cost) ( Bovay , 2008). The price is what the customers would perceive to be low, and the customers’ perceptions are influenced by the attributes of the product and service, and the price comparison among related products and services. This strategy is applicable to products or services in their mature or declining life cycle stage. The reason is that, at this stage, the products and services have already built a strong brand identity. For example, the price of electricity is normally set relatively lower compared to other forms of energy because the cost of production is fairly lower, and its consumption is popular with customers.

Penetration pricing involves setting exceptionally low prices for new product (s)or service (s) with a bid to gain popularity within the market (Chantal, 2012). It is also known as “Special introductory offer” because it is only used as a strategy to gain significant market share for new products and services. Business organizations that use penetration pricing strategy normally advertise that the low price is a limited time offer to allow alert the customers about the future increment in price. This strategy suits market where many companies are offering similar products and services. Therefore, it is used in such a situation where the cost of switching to a competitor is high.

Price skimming is a strategy where a business organization raises the price above the current market price in order to earn quick profit by covering costs promptly (Copyscape, 2013). As the product becomes more extensively distributed and competition intensifies, the price is gradually lowered over time to match the market price. This is the most popular product marketing strategy, which appropriately suits product in high demands or those with few or weak competitors.

In conclusion, marketing is essential as it creates an enabling environment, where business can thrive well. It helps business organizations to eliminate threats such as competition, and as a result, it popularizes new products and services in the market. The key idea about business is to realize profit; therefore product marketing helps increase the volume of sales, thus maximizing profit.

Bovay , K. (2008, July 19). When to Use Value Pricing Or Perceived Value Pricing – 2 Pricing Strategies . Retrieved August 22, 2013, from ezinearticles.com: http://ezinearticles.com/?When-to-Use-Value-Pricing-Or-Perceived-Value-Pricing—2-Pricing-Strategies&id=1341499

Chantal. (2012, June 24). When Is Market Penetration Pricing A Good Idea? Retrieved August 22, 2013, from ordoro.com: https://www.ordoro.com/blog/2012/06/24/market-penetration/

Copyscape. (2013). Price Skimming or Market Skimming: Product Pricing Strategies Need to Fit Your Marketing Mix Plan . Retrieved August 22, 2013, from more-for-small-business.com: http://www.more-for-small-business.com/price-skimming.html

Honeywell. (1999, March 15). Marketing’s Strategic Role in The Organization. Retrieved August 22, 2013, from honeywell.com: http://www.google.co.ke/url?sa=t&rct=j&q=&esrc=s&source=web&cd=6&ved=0CFIQFjAF&url=http%3A%2F%2Fwww.mhhe.com%2Fbusiness%2Fmarketing%2Fbearden01%2Fgraphics%2Fcommon%2Fch03.pdf&ei=ySwVUoLDNMOJtQbqk4AY&usg=AFQjCNGSkyjgLUse5-sUEPYMRMYcMgSMoA&bvm=bv.51156542,d

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33 Marketing Targeting Strategy Explained

💡 top-5 marketing targeting strategy examples, 🎯 what is meant by targeting strategy in marketing, 📚 what are the 4 target marketing strategies, 🔍 ad targeting and its importance, 📝 targeting strategy research paper examples.

If you want to write an academic paper or essay about digital marketing, check out our article! We will consider different types of targeting strategies and give examples of how companies successfully apply these strategies to reach their target audience.

• Lush Cosmetics Marketing Plan – Strategies & Issues
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Targeting strategy in marketing refers to choosing prospective clients to whom the company can sell its goods and services . The targeting strategy involves market segmentation , selecting the most suitable market categories, and considering which product should be given in each segment.

A marketing targeting strategy allows companies to divide their intended audience into categories. This market segmentation helps marketers choose the right product for the right audience to reach their potential customers successfully.

Target marketing strategy divides the target audience into different categories based on demographic, geographic, psychographic, and behavioral segmentation. Here are the four types of target marketing strategies :

• Undifferentiated Marketing (Mass Marketing)
• Differentiated marketing (Segmented Marketing)

Micromarketing

• Concentrated Marketing (Niche Marketing)

Undifferentiated Marketing

Undifferentiated marketing is also called mass marketing. This strategy treats the whole market as a single category and does not target a particular market . A company adopts an undifferentiated marketing strategy to focus on the standard requirements of the intended audience and ignore the differences. IKEA is an example of undifferentiated marketing, and it provides various services such as kitchenware, home appliances, and furniture for different market segments.

Differentiated Marketing

Differentiated marketing is when a business creates campaigns to attract two or more target audiences, market segments, or demographics . A company can increase its customer base, dominate its niche, and raise brand awareness naturally by positioning its components and focusing on a variety of clearly defined client profiles and what they need from the brand. Nike is a well-known brand and uses differentiated marketing. They focus on footwear but also have sportswear products.

Micromarketing is a marketing strategy focusing on a particular target market segment . In this strategy, companies target small groups of people or individuals, also known as micro audiences, with tailored content and outreach programs for more specific and individualized marketing . Groupon is an example of micro-marketing, and they use a digital marketing targeting strategy to target small groups of people and allow their targeted users to buy coupons online.

Concentrated Marketing

A corporation that uses concentrated or niche marketing focuses most or all of its marketing efforts on a single target market segment . Companies focus on making their products meet the specific needs of their target audience. Lush employs a robust marketing approach. They offer environmentally-friendly cosmetics and exemplify their ethical message with their efforts.

Ad targeting involves placing ads in particular spots on the screen to maximize visibility and clickability or to provide tailored ads based on the user’s prior actions and preferences. Tailored ads are usually available on users’ explore pages and target their specific market segment. A streaming media firm might target users who like particular pages on Facebook , or they might target consumers based on user data like age, gender, and hobbies. Another strategy is to show advertisements to users based on the posts and pages their friends have liked.

Ad targeting is crucial because it allows brands to communicate with their consumers based on what the brand knows about the client. A market responds to a brand when it can comprehend its target market’s wants and needs. These strategies attract more customers and increase brand awareness .

As you can see, targeting strategies help businesses identify and reach their ideal customers efficiently. They significantly increase the success of companies and improve the relationship with clients. We encourage you to read our samples to learn more about these strategies!

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Marketing Strategy Essay: Quality of the Product

The Role of a Quality of the Product in the Marketing Strategy

If the product is of low quality, all marketing efforts will fail. A nice packaging, attractive promotion or even a lower price of competitors cannot replace quality. The successful marketing strategy is the one that has all elements balanced. This is the only way to attract customers and hold them in a long-run.

Marketing strategy includes all activities aimed at the increase in sales and a sustainable competitive advantage based on the selected marketing mix that consists of 4 Ps or product, price, place, and promotion (McCarthy). All elements of the marketing mix are equally important and must be harmonized in order to achieve the marketing goals. The product is what sells to customers and the base of the business operations. It must have an adequate price which is determined by costs and must be brought to the consumer through selected distribution channels. Customers also must be informed about the product that is offering. In services, marketing is added three more elements – process, people and physical environment, which makes the 7 Ps (Booms et. al.).

Although all elements of the marketing strategy are important, the quality of the product is crucial because creates a customer satisfaction (Singh 5). Even when all other elements of the marketing strategy are in line with the market, if the quality of the product is low, the customers will not be satisfied and will stop buying the product. The quality of the product also creates value (Singh 5). Furthermore, product quality has a direct and positive influence on ROI, market share and price (Jacobson and David 32). Customers are willing to pay higher prices for higher quality. Also, a quality product will easier enter the market and increase market share. In return, higher prices and market share have a positive feedback effect on increasing the quality and altogether increase ROI (Jacobson and David 42). It is enough to look the well-known brands, such as iPhone, Mercedes, Nike or Armani to see that with high quality always goes high price, a huge market, and enormous business success. However, customers will buy only what they want, so the company must find the right mix of all elements.

Therefore, though all four elements of the marketing strategy are important, without a quality product a company cannot survive in the market, even if has the most significant competitive advantages in other aspects of marketing. Very often a quality of the products is the crucial factor in the decision to purchase a product because it determines customer satisfaction.

Works Cited

Booms, Bernard H. and Mary Jo Bitner. “Marketing Strategies and Organization Structures for Service Firms.” Marketing of Services , American Marketing Association, 1981, pp. 47–51. Jacobson, Robert, and David A. Aaker. “The Strategic Role of Product Quality.” Journal of Marketing , vol. 51, no. 4, 1987, pp. 31–44., doi:10.2307/1251246. McCarthy, E. Jerome. Basic Marketing . Richard D. Irwin, 1964. Singh, Meera. “Marketing Mix of 4P’S for Competitive Advantage.” IOSR Journal of Business and Management , vol. 3, no. 6, 2012, pp. 40–45., doi:10.9790/487x-0364045.

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B2B Content Marketing Benchmarks, Budgets, and Trends: Outlook for 2024 [Research]

• by Stephanie Stahl
• | Published: October 18, 2023
• | Trends and Research

Creating standards, guidelines, processes, and workflows for content marketing is not the sexiest job.

But setting standards is the only way to know if you can improve anything (with AI or anything else).

Here’s the good news: All that non-sexy work frees time and resources (human and tech) you can apply to bring your brand’s strategies and plans to life.  

But in many organizations, content still isn’t treated as a coordinated business function. That’s one of the big takeaways from our latest research, B2B Content Marketing Benchmarks, Budgets, and Trends: Outlook for 2024, conducted with MarketingProfs and sponsored by Brightspot .

A few symptoms of that reality showed up in the research:

• Marketers cite a lack of resources as a top situational challenge, the same as they did the previous year.
• Nearly three-quarters (72%) say they use generative AI, but 61% say their organization lacks guidelines for its use.
• The most frequently cited challenges include creating the right content, creating content consistently, and differentiating content.

I’ll walk you through the findings and share some advice from CMI Chief Strategy Advisor Robert Rose and other industry voices to shed light on what it all means for B2B marketers. There’s a lot to work through, so feel free to use the table of contents to navigate to the sections that most interest you.

Note: These numbers come from a July 2023 survey of marketers around the globe. We received 1,080 responses. This article focuses on answers from the 894 B2B respondents.

Table of contents

• Team structure
• Content marketing challenges

Content types, distribution channels, and paid channels

• Social media

Content management and operations

• Measurement and goals
• Overall success
• Budgets and spending
• Top content-related priorities for 2024
• Content marketing trends for 2024

Action steps

Methodology, ai: 3 out of 4 b2b marketers use generative tools.

Of course, we asked respondents how they use generative AI in content and marketing. As it turns out, most experiment with it: 72% of respondents say they use generative AI tools.

But a lack of standards can get in the way.

“Generative AI is the new, disruptive capability entering the realm of content marketing in 2024,” Robert says. “It’s just another way to make our content process more efficient and effective. But it can’t do either until you establish a standard to define its value. Until then, it’s yet just another technology that may or may not make you better at what you do.”

So, how do content marketers use the tools today? About half (51%) use generative AI to brainstorm new topics. Many use the tools to research headlines and keywords (45%) and write drafts (45%). Fewer say they use AI to outline assignments (23%), proofread (20%), generate graphics (11%), and create audio (5%) and video (5%).

Some marketers say they use AI to do things like generate email headlines and email copy, extract social media posts from long-form content, condense long-form copy into short form, etc.

Only 28% say they don’t use generative AI tools.

Most don’t pay for generative AI tools (yet)

Among those who use generative AI tools, 91% use free tools (e.g., ChatGPT ). Thirty-eight percent use tools embedded in their content creation/management systems, and 27% pay for tools such as Writer and Jasper.

AI in content remains mostly ungoverned

Asked if their organizations have guidelines for using generative AI tools, 31% say yes, 61% say no, and 8% are unsure.

We asked Ann Handley , chief content officer of MarketingProfs, for her perspective. “It feels crazy … 61% have no guidelines? But is it actually shocking and crazy? No. It is not. Most of us are just getting going with generative AI. That means there is a clear and rich opportunity to lead from where you sit,” she says.

“Ignite the conversation internally. Press upon your colleagues and your leadership that this isn’t a technology opportunity. It’s also a people and operational challenge in need of thoughtful and intelligent response. You can be the AI leader your organization needs,” Ann says.

Why some marketers don’t use generative AI tools

While a lack of guidelines may deter some B2B marketers from using generative AI tools, other reasons include accuracy concerns (36%), lack of training (27%), and lack of understanding (27%). Twenty-two percent cite copyright concerns, and 19% have corporate mandates not to use them.

How AI is changing SEO

We also wondered how AI’s integration in search engines shifts content marketers’ SEO strategy. Here’s what we found:

• 31% are sharpening their focus on user intent/answering questions.
• 27% are creating more thought leadership content.
• 22% are creating more conversational content.

Over one-fourth (28%) say they’re not doing any of those things, while 26% say they’re unsure.

AI may heighten the need to rethink your SEO strategy. But it’s not the only reason to do so, as Orbit Media Studios co-founder and chief marketing officer Andy Crestodina points out: “Featured snippets and people-also-ask boxes have chipped away at click-through rates for years,” he says. “AI will make that even worse … but only for information intent queries . Searchers who want quick answers really don’t want to visit websites.

“Focus your SEO efforts on those big questions with big answers – and on the commercial intent queries,” Andy continues. “Those phrases still have ‘visit website intent’ … and will for years to come.”

Will the AI obsession ever end?

Many B2B marketers surveyed predict AI will dominate the discussions of content marketing trends in 2024. As one respondent says: “AI will continue to be the shiny thing through 2024 until marketers realize the dedication required to develop prompts, go through the iterative process, and fact-check output . AI can help you sharpen your skills, but it isn’t a replacement solution for B2B marketing.”

Back to table of contents

Team structure: How does the work get done?

Generative AI isn’t the only issue affecting content marketing these days. We also asked marketers about how they organize their teams .

Among larger companies (100-plus employees), half say content requests go through a centralized content team. Others say each department/brand produces its own content (23%), and the departments/brand/products share responsibility (21%).

Content strategies integrate with marketing, comms, and sales

Seventy percent say their organizations integrate content strategy into the overall marketing sales/communication/strategy, and 2% say it’s integrated into another strategy. Eleven percent say content is a stand-alone strategy for content used for marketing, and 6% say it’s a stand-alone strategy for all content produced by the company. Only 9% say they don’t have a content strategy. The remaining 2% say other or are unsure.

Employee churn means new teammates; content teams experience enlightened leadership

Twenty-eight percent of B2B marketers say team members resigned in the last year, 20% say team members were laid off, and about half (49%) say they had new team members acclimating to their ways of working.

While team members come and go, the understanding of content doesn’t. Over half (54%) strongly agree, and 30% somewhat agree the leader to whom their content team reports understands the work they do. Only 11% disagree. The remaining 5% neither agree nor disagree.

And remote work seems well-tolerated: Only 20% say collaboration was challenging due to remote or hybrid work.

Content marketing challenges: Focus shifts to creating the right content

We asked B2B marketers about both content creation and non-creation challenges.

Content creation

Most marketers (57%) cite creating the right content for their audience as a challenge. This is a change from many years when “creating enough content” was the most frequently cited challenge.

One respondent points out why understanding what audiences want is more important than ever: “As the internet gets noisier and AI makes it incredibly easy to create listicles and content that copy each other, there will be a need for companies to stand out. At the same time, as … millennials and Gen Z [grow in the workforce], we’ll begin to see B2B become more entertaining and less boring. We were never only competing with other B2B content. We’ve always been competing for attention.”

Other content creation challenges include creating it consistently (54%) and differentiating it (54%). Close to half (45%) cite optimizing for search and creating quality content (44%). About a third (34%) cite creating enough content to keep up with internal demand, 30% say creating enough content to keep up with external demand, and 30% say creating content that requires technical skills.

Other hurdles

The most frequently cited non-creation challenge, by far, is a lack of resources (58%), followed by aligning content with the buyer’s journey (48%) and aligning content efforts across sales and marketing (45%). Forty-one percent say they have issues with workflow/content approval, and 39% say they have difficulty accessing subject matter experts. Thirty-four percent say it is difficult to keep up with new technologies/tools (e.g., AI). Only 25% cite a lack of strategy as a challenge, 19% say keeping up with privacy rules, and 15% point to tech integration issues.

We asked content marketers about the types of content they produce, their distribution channels , and paid content promotion. We also asked which formats and channels produce the best results.

Popular content types and formats

As in the previous year, the three most popular content types/formats are short articles/posts (94%, up from 89% last year), videos (84%, up from 75% last year), and case studies/customer stories (78%, up from 67% last year). Almost three-quarters (71%) use long articles, 60% produce visual content, and 59% craft thought leadership e-books or white papers. Less than half of marketers use brochures (49%), product or technical data sheets (45%), research reports (36%), interactive content (33%), audio (29%), and livestreaming (25%).

Effective content types and formats

Which formats are most effective? Fifty-three percent say case studies/customer stories and videos deliver some of their best results. Almost as many (51%) names thought leadership e-books or white papers, 47% short articles, and 43% research reports.

Popular content distribution channels

Regarding the channels used to distribute content, 90% use social media platforms (organic), followed by blogs (79%), email newsletters (73%), email (66%), in-person events (56%), and webinars (56%).

Channels used by the minority of those surveyed include:

• Digital events (44%)
• Podcasts (30%)
• Microsites (29%)
• Digital magazines (21%)
• Branded online communities (19%)
• Hybrid events (18%)
• Print magazines (16%)
• Online learning platforms (15%)
• Mobile apps (8%)
• Separate content brands (5%)

Effective content distribution channels

Which channels perform the best? Most marketers in the survey point to in-person events (56%) and webinars (51%) as producing better results. Email (44%), organic social media platforms (44%), blogs (40%) and email newsletters (39%) round out the list.

Popular paid content channels

When marketers pay to promote content , which channels do they invest in? Eighty-six percent use paid content distribution channels.

Of those, 78% use social media advertising/promoted posts, 65% use sponsorships, 64% use search engine marketing (SEM)/pay-per-click, and 59% use digital display advertising. Far fewer invest in native advertising (35%), partner emails (29%), and print display ads (21%).

Effective paid content channels

SEM/pay-per-click produces good results, according to 62% of those surveyed. Half of those who use paid channels say social media advertising/promoted posts produce good results, followed by sponsorships (49%), partner emails (36%), and digital display advertising (34%).

Social media use: One platform rises way above

When asked which organic social media platforms deliver the best value for their organization, B2B marketers picked LinkedIn by far (84%). Only 29% cite Facebook as a top performer, 22% say YouTube, and 21% say Instagram. Twitter and TikTok see 8% and 3%, respectively.

So it makes sense that 72% say they increased their use of LinkedIn over the last 12 months, while only 32% boosted their YouTube presence, 31% increased Instagram use, 22% grew their Facebook presence, and 10% increased X and TikTok use.

Which platforms are marketers giving up? Did you guess X? You’re right – 32% of marketers say they decreased their X use last year. Twenty percent decreased their use of Facebook, with 10% decreasing on Instagram, 9% pulling back on YouTube, and only 2% decreasing their use of LinkedIn.

Interestingly, we saw a significant rise in B2B marketers who use TikTok: 19% say they use the platform – more than double from last year.

To explore how teams manage content, we asked marketers about their technology use and investments and the challenges they face when scaling their content .

Content management technology

When asked which technologies they use to manage content, marketers point to:

• Analytics tools (81%)
• Social media publishing/analytics (72%)
• Email marketing software (69%)
• Content creation/calendaring/collaboration/workflow (64%)
• Content management system (50%)
• Customer relationship management system (48%)

But having technology doesn’t mean it’s the right technology (or that its capabilities are used). So, we asked if they felt their organization had the right technology to manage content across the organization.

Only 31% say yes. Thirty percent say they have the technology but aren’t using its potential, and 29% say they haven’t acquired the right technology. Ten percent are unsure.

Content tech spending will likely rise

Even so, investment in content management technology seems likely in 2024: 45% say their organization is likely to invest in new technology, whereas 32% say their organization is unlikely to do so. Twenty-three percent say their organization is neither likely nor unlikely to invest.

Scaling content production

We introduced a new question this year to understand what challenges B2B marketers face while scaling content production .

Almost half (48%) say it’s “not enough content repurposing.” Lack of communication across organizational silos is a problem for 40%. Thirty-one percent say they have no structured content production process, and 29% say they lack an editorial calendar with clear deadlines. Ten percent say scaling is not a current focus.

Among the other hurdles – difficulty locating digital content assets (16%), technology issues (15%), translation/localization issues (12%), and no style guide (11%).

For those struggling with content repurposing, content standardization is critical. “Content reuse is the only way to deliver content at scale. There’s just no other way,” says Regina Lynn Preciado , senior director of content strategy solutions at Content Rules Inc.

“Even if you’re not trying to provide the most personalized experience ever or dominate the metaverse with your omnichannel presence, you absolutely must reuse content if you are going to deliver content effectively,” she says.

“How to achieve content reuse ? You’ve probably heard that you need to move to modular, structured content. However, just chunking your content into smaller components doesn’t go far enough. For content to flow together seamlessly wherever you reuse it, you’ve got to standardize your content. That’s the personalization paradox right there. To personalize, you must standardize.

“Once you have your content standards in place and everyone is creating content in alignment with those standards, there is no limit to what you can do with the content,” Regina explains.

Why do content marketers – who are skilled communicators – struggle with cross-silo communication? Standards and alignment come into play.

“I think in the rush to all the things, we run out of time to address scalable processes that will fix those painful silos, including taking time to align on goals, roles and responsibilities, workflows, and measurement,” says Ali Orlando Wert , senior director of content strategy at Appfire. “It takes time, but the payoffs are worth it. You have to learn how to crawl before you can walk – and walk before you can run.”

Measurement and goals: Generating sales and revenue rises

Almost half (46%) of B2B marketers agree their organization measures content performance effectively. Thirty-six percent disagree, and 15% neither agree nor disagree. Only 3% say they don’t measure content performance.

The five most frequently used metrics to assess content performance are conversions (73%), email engagement (71%), website traffic (71%), website engagement (69%), and social media analytics (65%).

About half (52%) mention the quality of leads, 45% say they rely on search rankings, 41% use quantity of leads, 32% track email subscribers, and 29% track the cost to acquire a lead, subscriber, or customer.

The most common challenge B2B marketers have while measuring content performance is integrating/correlating data across multiple platforms (84%), followed by extracting insights from data (77%), tying performance data to goals (76%), organizational goal setting (70%), and lack of training (66%).

Regarding goals, 84% of B2B marketers say content marketing helped create brand awareness in the last 12 months. Seventy-six percent say it helped generate demand/leads; 63% say it helped nurture subscribers/audiences/leads, and 58% say it helped generate sales/revenue (up from 42% the previous year).

Success factors: Know your audience

To separate top performers from the pack, we asked the B2B marketers to assess the success of their content marketing approach.

Twenty-eight percent rate the success of their organization’s content marketing approach as extremely or very successful. Another 57% report moderate success and 15% feel minimally or not at all successful.

The most popular factor for successful marketers is knowing their audience (79%).

This makes sense, considering that “creating the right content for our audience” is the top challenge. The logic? Top-performing content marketers prioritize knowing their audiences to create the right content for those audiences.

Top performers also set goals that align with their organization’s objectives (68%), effectively measure and demonstrate content performance (61%), and show thought leadership (60%). Collaboration with other teams (55%) and a documented strategy (53%) also help top performers reach high levels of content marketing success.

We looked at several other dimensions to identify how top performers differ from their peers. Of note, top performers:

• Are backed by leaders who understand the work they do.
• Are more likely to have the right content management technologies.
• Have better communication across organizational silos.
• Do a better job of measuring content effectiveness.
• Are more likely to use content marketing successfully to generate demand/leads, nurture subscribers/audiences/leads, generate sales/revenue, and grow a subscribed audience.

Little difference exists between top performers and their less successful peers when it comes to the adoption of generative AI tools and related guidelines. It will be interesting to see if and how that changes next year.

Budgets and spending: Holding steady

To explore budget plans for 2024, we asked respondents if they have knowledge of their organization’s budget/budgeting process for content marketing. Then, we asked follow-up questions to the 55% who say they do have budget knowledge.

Content marketing as a percentage of total marketing spend

Here’s what they say about the total marketing budget (excluding salaries):

• About a quarter (24%) say content marketing takes up one-fourth or more of the total marketing budget.
• Nearly one in three (29%) indicate that 10% to 24% of the marketing budget goes to content marketing.
• Just under half (48%) say less than 10% of the marketing budget goes to content marketing.

Content marketing budget outlook for 2024

Next, we asked about their 2024 content marketing budget. Forty-five percent think their content marketing budget will increase compared with 2023, whereas 42% think it will stay the same. Only 6% think it will decrease.

Where will the budget go?

We also asked where respondents plan to increase their spending.

Sixty-nine percent of B2B marketers say they would increase their investment in video, followed by thought leadership content (53%), in-person events (47%), paid advertising (43%), online community building (33%), webinars (33%), audio content (25%), digital events (21%), and hybrid events (11%).

The increased investment in video isn’t surprising. The focus on thought leadership content might surprise, but it shouldn’t, says Stephanie Losee , director of executive and ABM content at Autodesk.

“As measurement becomes more sophisticated, companies are finding they’re better able to quantify the return from upper-funnel activities like thought leadership content ,” she says. “At the same time, companies recognize the impact of shifting their status from vendor to true partner with their customers’ businesses.

“Autodesk recently launched its first global, longitudinal State of Design & Make report (registration required), and we’re finding that its insights are of such value to our customers that it’s enabling conversations we’ve never been able to have before. These conversations are worth gold to both sides, and I would imagine other B2B companies are finding the same thing,” Stephanie says.

Top content-related priorities for 2024: Leading with thought leadership

We asked an open-ended question about marketers’ top three content-related priorities for 2024. The responses indicate marketers place an emphasis on thought leadership and becoming a trusted resource.

Other frequently mentioned priorities include:

• Better understanding of the audience
• Discovering the best ways to use AI
• Increasing brand awareness
• Lead generation
• Using more video
• Better use of analytics
• Conversions
• Repurposing existing content

Content marketing predictions for 2024: AI is top of mind

In another open-ended question, we asked B2B marketers, “What content marketing trends do you predict for 2024?” You probably guessed the most popular trend: AI.

Here are some of the marketers’ comments about how AI will affect content marketing next year:

• “We’ll see generative AI everywhere, all the time.”
• “There will be struggles to determine the best use of generative AI in content marketing.”
• “AI will likely result in a flood of poor-quality, machine-written content. Winners will use AI for automating the processes that support content creation while continuing to create high-quality human-generated content.”
• “AI has made creating content so easy that there are and will be too many long articles on similar subjects; most will never be read or viewed. A sea of too many words. I predict short-form content will have to be the driver for eyeballs.”

Other trends include:

• Greater demand for high-quality content as consumers grow weary of AI-generated content
• Importance of video content
• Increasing use of short video and audio content
• Impact of AI on SEO

Among the related comments:

• “Event marketing (webinars and video thought leadership) will become more necessary as teams rely on AI-generated written content.”
• “AI will be an industry sea change and strongly impact the meaning of SEO. Marketers need to be ready to ride the wave or get left behind.”
• “Excitement around AI-generated content will rise before flattening out when people realize it’s hard to differentiate, validate, verify, attribute, and authenticate. New tools, processes, and roles will emerge to tackle this challenge.”
• “Long-form reports could start to see a decline. If that is the case, we will need a replacement. Logically, that could be a webinar or video series that digs deeper into the takeaways.”

What does this year’s research suggest B2B content marketers do to move forward?

I asked CMI’s Robert Rose for some insights. He says the steps are clear: Develop standards, guidelines, and playbooks for how to operate – just like every other function in business does.

“Imagine if everyone in your organization had a different idea of how to define ‘revenue’ or ‘profit margin,’” Robert says. “Imagine if each salesperson had their own version of your company’s customer agreements and tried to figure out how to write them for every new deal. The legal team would be apoplectic. You’d start to hear from sales how they were frustrated that they couldn’t figure out how to make the ‘right agreement,’ or how to create agreements ‘consistently,’ or that there was a complete ‘lack of resources’ for creating agreements.”

Just remember: Standards can change along with your team, audiences, and business priorities. “Setting standards doesn’t mean casting policies and templates in stone,” Robert says. “Standards only exist so that we can always question the standard and make sure that there’s improvement available to use in setting new standards.”

He offers these five steps to take to solidify your content marketing strategy and execution:

• Direct. Create an initiative that will define the scope of the most important standards for your content marketing. Prioritize the areas that hurt the most. Work with leadership to decide where to start. Maybe it’s persona development. Maybe you need a new standardized content process. Maybe you need a solid taxonomy. Build the list and make it a real initiative.
• Define . Create a common understanding of all the things associated with the standards. Don’t assume that everybody knows. They don’t. What is a white paper? What is an e-book? What is a campaign vs. an initiative? What is a blog post vs. an article? Getting to a common language is one of the most powerful things you can do to coordinate better.
• Develop . You need both policies and playbooks. Policies are the formal documentation of your definitions and standards. Playbooks are how you communicate combinations of policies so that different people can not just understand them but are ready, willing, and able to follow them.
• Distribute . If no one follows the standards, they’re not standards. So, you need to develop a plan for how your new playbooks fit into the larger, cross-functional approach to the content strategy. You need to deepen the integration into each department – even if that is just four other people in your company.
• Distill . Evolve your standards. Make them living documents. Deploy technology to enforce and scale the standards. Test. If a standard isn’t working, change it. Sometimes, more organic processes are OK. Sometimes, it’s OK to acknowledge two definitions for something. The key is acknowledging a change to an existing standard so you know whether it improves things.

For their 14 th annual content marketing survey, CMI and MarketingProfs surveyed 1,080 recipients around the globe – representing a range of industries, functional areas, and company sizes — in July 2023. The online survey was emailed to a sample of marketers using lists from CMI and MarketingProfs.

This article presents the findings from the 894 respondents, mostly from North America, who indicated their organization is primarily B2B and that they are either content marketers or work in marketing, communications, or other roles involving content.

Thanks to the survey participants, who made this research possible, and to everyone who helps disseminate these findings throughout the content marketing industry.

Cover image by Joseph Kalinowski/Content Marketing Institute

About Content Marketing Institute

Content Marketing Institute (CMI) exists to do one thing: advance the practice of content marketing through online education and in-person and digital events. We create and curate content experiences that teach marketers and creators from enterprise brands, small businesses, and agencies how to attract and retain customers through compelling, multichannel storytelling. Global brands turn to CMI for strategic consultation, training, and research. Organizations from around the world send teams to Content Marketing World, the largest content marketing-focused event, the Marketing Analytics & Data Science (MADS) conference, and CMI virtual events, including ContentTECH Summit. Our community of 215,000+ content marketers shares camaraderie and conversation. CMI is organized by Informa Connect. To learn more, visit www.contentmarketinginstitute.com .

About MarketingProfs

Marketingprofs is your quickest path to b2b marketing mastery.

More than 600,000 marketing professionals worldwide rely on MarketingProfs for B2B Marketing training and education backed by data science, psychology, and real-world experience. Access free B2B marketing publications, virtual conferences, podcasts, daily newsletters (and more), and check out the MarketingProfs B2B Forum–the flagship in-person event for B2B Marketing training and education at MarketingProfs.com.

About Brightspot

Brightspot , the content management system to boost your business.

Why Brightspot? Align your technology approach and content strategy with Brightspot, the leading Content Management System for delivering exceptional digital experiences. Brightspot helps global organizations meet the business needs of today and scale to capitalize on the opportunities of tomorrow. Our Enterprise CMS and world-class team solves your unique business challenges at scale. Fast, flexible, and fully customizable, Brightspot perfectly harmonizes your technology approach with your content strategy and grows with you as your business evolves. Our customer-obsessed teams walk with you every step of the way with an unwavering commitment to your long-term success. To learn more, visit www.brightspot.com .

Stephanie Stahl

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The Ultimate Guide to Short-Form Video Content

A recent HubSpot marketing report dubbed short-form video as the most popular and effective social media content format this year. So it makes sense that 33% of marketers plan to invest more in short-form video than any other type of social media strategy.

If increasing your short-form video content is on your list of objectives for the year as well, you’ve come to the right place. We’ve put together a complete guide on short-form video content so you’ll know the right platforms and best practices for creating engaging short-form videos your audience will love.

Let’s get started.

The Ultimate Guide to Short-Form Video Content:

What is short-form video content, why is short-form video content important, top 3 short-form video platforms, short-form video content best practices, master your short-form video strategy, frequently asked questions.

Short-form video content is any type of video content that’s less than 60 seconds , though some marketers agree short-form video content can be as long as three minutes. Short-form videos are meant to be bite-sized, easily digestible pieces of content that are easy for viewers to scroll through and view several at a time.

Short-form video content is quickly becoming one of the most popular forms of social media content, so if your brand isn’t currently creating any, you need to start.

A few key statistics that help prove the importance of short-form video content include:

• TikTok, the pioneer of the short-form video content movement, has been the fastest-growing social media platform thus far, generating 1.53 billion users in just seven years
• 96% of consumers prefer to watch short-form video to learn about a product or service
• Short-form video has the highest ROI as well as being the best format for lead generation and engagement
• Nearly a third (30%) of all short-form videos are watched 81% of the way through
• 47% of marketers agree that short-form videos are more likely to go viral
• On average, adults residing in the United States devoted 46 minutes daily to using TikTok. It is projected that by 2024, the average daily usage time of the social short-video platform by U.S. adults will increase to 48 minutes

Short-form video is captivating, engaging, and well-converting. The time to create short-form video content was yesterday—but if you haven’t started, there’s no better time than the present.

There are three main short-form video platforms available to use. While Vine’s launch back in 2020 started the short-form video initiative with its six-second videos, the hype didn’t last. Then, Musical.ly was launched for the purpose of quick lip-syncing videos, was bought by TikTok, and relaunched into the short-form pioneer we know and love today.

To hop onto some of TikTok’s momentum, Instagram and YouTube added their own short-form video features in the form of Instagram Reels and YouTube Shorts.

TikTok was launched in 2016 and was the first of the major short-form video platforms on our list. TikTok’s platform is dedicated exclusively to short-form content, though the app has just added a BeReal competitive feature with TikTok Now.

The home screen allows users to toggle between their “For You” page (which is based on algorithmic suggestions for each user) and the “Following” option (which allows users to view videos posted only by the people they follow).

TikTok also has a great Discover section (which can be accessed by tapping the magnifying glass icon in top right corner) that many viewers use as a search engine for discovering content, how to do things, etc.

Instagram Reels

Instagram was launched back in 2010 as a photo-sharing app and has consistently grown and evolved since then. Now owned by Facebook’s parent company Meta, Instagram launched its own version of short-form videos called Instagram Reels in 2019.

To access Reels, users can tap on the center icon of the home screen. However, Reels have become extremely popular with Instagram’s algorithm, and simply scrolling down your feed will likely put a ton of Reels front and center. Tap the Reel to open it, then scroll down to view more, just like how you would in TikTok.

YouTube Shorts

YouTube launched way back in 2005 and has steadily held its own as the leading video platform. So it only makes sense that they, too, would want to forge a path in the short-form video world.

Recommended Shorts can be discovered right on the YouTube home screen, or you can click the Shorts icon in the bottom menu to watch shorts, scrolling up after each video to view something new.

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Ready to start creating your own attention-grabbing short-form videos? Keep these ten best practices in mind as you create.

1. Pay Attention to Popular Trends

In order to create content that fits on the short-form video platforms, you need to first dedicate time to consuming content on these platforms. This is the fun part, but make sure you still spend your time wisely.

Are there sound bytes or songs that are being used again and again? If so, that’s likely part of a trend. Creators and brands often try to hop on trends as doing so can increase the chances that your video reaches more people. Plus, if someone recognizes a trend as they happen upon your video, it makes it more likely that they watch all the way through.

Here’s a great example of a popular sound byte that tons of content creators and brands hopped on—the “corn” song. Graphic design software Visme repurposed this song to focus on their presentation templates:

@vismeapp For me, I really like co- ✨Cool Presentations✨ I can’t imagine a more beautiful thing ? #Corntok #itscorn #presentationtips #productivitytips #digitalmarketing #corporatemillennial ♬ original sound - Jennylv702

While you only want to use trending sound clips that you can actually relate back to your brand, there are a lot of ways to do this. Start spending some time scrolling through TikTok, Instagram Reels, and YouTube Shorts to find trends that would make sense for your brand.

2. Start With a Hook

The nature of these short-form video platforms is that users scroll up to quickly go from video to video. This means it’s extremely easy for viewers to scroll past your video if it doesn’t immediately draw them in. To combat this, start with a hook.

You can do this by starting your recording on something eye-catching, or you can make sure your sound grabs attention.

The Sill went with the latter in this example by using a sound byte that starts off with an excited, “Oh my god!”

@thesill It’s HAPPENING!!!! #plantsmakepeoplehappy ♬ original sound - DYLAN O’BEMINE

This gets people excited for what’s to come—especially if they’re part of The Sill’s target audience.

3. Create Relevant Content

Regardless of whether you choose to add a music clip or a trending sound byte to your videos or choose to create completely original content, you need to make sure it’s still relevant to your brand and the type of content your target audience would want to see from you.

Here’s an example from accounting software Honeybook using a trending sound byte from the popular TV show New Girl:

@honeybook You just never know when you’ll need something, so it just makes sense! ? Double-tap if this is you! #HoneyBook #IndependentBusinessOwner #SmallBusinessOwners ♬ original sound - Classic Sitcoms

Although the sound byte doesn’t relate back to their business, the captions added in make it relatable to their target audience.

Other ideas for relevant short-form video content include:

• How-to videos or tutorials
• Industry tips
• Reviews or testimonials

4. Repurpose Long-Form Videos

If you’ve previously invested in a log of long-form videos, use those! You can easily crop the footage to fit a vertical screen and pick clips out from your longer videos using a video editing tool . This is a great way to start publishing short-form content while still finalizing your strategy and brainstorming ideas.

Here’s an example of what this could look like from social media management tool Sprout Social:

@sproutsocial Another look at some of our team’s favorite @Slack reactjis. ? #socialmediamarketing #socialmediamanager #slacktips #socialmediamanagement ♬ original sound - Sprout Social

This clip easily could have come from a longer video where they interviewed multiple employees to see what their favorite Slack reactions were, then spliced down into bite-sized clips to share on TikTok, Reels, and Shorts.

5. Keep it Less Than 60 Seconds

While some videos, like in-depth tutorials or stories, might make it to the 3-minute TikTok limit, the best case scenario is less than 60 seconds—or even sometimes less than 15 seconds. This makes sure your video really is bite-sized.

Here’s a great example from project management software Asana:

@asana on the brightside… short week! #asana #withasana #notifications #workhumor ♬ original sound - Mark Humphries

This video is less than 10 seconds long. But it’s relatable, uses a fun sound byte, and gets the job done.

Your videos don’t have to be a whole production for a short-form video platform—take advantage of that by fluctuating between extremely micro videos and videos that are between 30-60 seconds long.

6. Share Consistently

If you want results from your short-form video content, you have to post new videos regularly. Aim to post once per day, or at the very least once per weekday. This will make sure you have enough content for the algorithm to choose from and show to your target audience.

7. Promote Across Platforms

We’ve mentioned this earlier, but it’s key: you don’t need to create separate strategies for TikTok, Instagram Reels, and YouTube Shorts. While you might choose to share certain videos on only one of those platforms, you can easily share your short-form videos across the three platforms, as well as on your Instagram Stories, Facebook Stories, or even Twitter account.

8. Record Vertically

Short-form video platforms are meant to be viewed on mobile devices in a vertical format. While repurposed long-form content can be cropped into a vertical format, your best bet when creating new short videos is to record vertically so you don’t have to worry about that. Plus, the last thing you want to do is post a horizontal video on a vertical platform—your audience won’t be able to see the video as easily and it won’t be as attractive on their screen.

Instead, record vertically. Take a look at this exercise routine video from fitness equipment brand Bala:

@bala ATTN: Pilates lovers! ? #pilates #sculpt #lowimpact ♬ original sound - bala

Recording vertically makes it immediately optimized for mobile screens. Especially with a video with someone exercising, if you were to record this horizontally, it might be difficult to adapt for a vertical screen, leaving key parts of the motion out.

9. Use Your Caption Strategically

While you don’t have a ton of space in your caption, it’s still a great place to provide additional context to your video, so use it wisely. You can include a call-to-action, share more information not covered in the video, and more.

Here’s an example from financial advice brand Her First 100K:

@herfirst100k What questions do you have about life insurance? Ask away in the comments and visit herfirst100kDOTcom/money-tools for my recommendation. ♬ Monastery of Sound Hibell Edit - Aaron Hibell

It’s an informational video, but then she includes a CTA in the caption for people to ask more questions in the comments or check out a place on her website to learn even more. This is a great use of the caption area and can also help to increase engagement.

Take a page out of food content creator Justine’s book with this video:

@justine_snacks #ad Ok when I say seeds I’m talking mostly about @Dave’s Killer Bread Organic Good Seed bread. So tasty - but the ebtb seeds aren’t bad either - recipe is in bio! #daveskillerbread #everythingbutthebagel #bread #avocadotoast #seedsonseeds ♬ Energetic Upbeat, Vocal EDM Track - soundnestro

And not just that one—she uses this loop in almost every recipe video she creates. The video will start with the final product then cut to her step-by-step creation before showing the final product again and seamlessly looping the video footage back to the start of the video. A lot of times she’ll even make her voiceover connect as well.

Get creative with your videos. Make the loop work to your advantage and try to get people to watch your videos multiple times.

Add short-form video content to your marketing strategy. Discover even more short-form video trends to incorporate into your strategy and help you brainstorm video ideas. Then start creating, publishing, and watching the engagement pour in.

What is a short-form video?

A short-form video is a video (typically in vertical video format) that is 60 seconds or less.

What makes a short-form video engaging?

One of the most engaging things about short-form content is how humor can so easily be incorporated. People love to watch funny videos. Another big part is that shorter videos are much more digestible, meaning people can watch multiple videos in one sitting without dedicating a ton of time.

What platform is best for short-form video?

TikTok is the most-watched short-form video platform. However, the platforms tend to have different audiences. Repurposing your videos across each platform is a great way to get more bang for your buck.

How long are short-form videos?

Short-form videos tend to be between 15 and 60 seconds, though some platforms allow you to publish videos up to 3 minutes.

Can you make money from short-form video content?

Yes! All three platforms have their own creator funds that they pay out to content creators who reach a certain number of views with their content each month.

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Google's Chrome Antitrust Paradox

• Munir, Shaoor
• Kollnig, Konrad
• Shuba, Anastasia
• Shafiq, Zubair

This article delves into Google's dominance of the browser market, highlighting how Google's Chrome browser is playing a critical role in asserting Google's dominance in other markets. While Google perpetuates the perception that Google Chrome is a neutral platform built on open-source technologies, we argue that Chrome is instrumental in Google's strategy to reinforce its dominance in online advertising, publishing, and the browser market itself. Our examination of Google's strategic acquisitions, anti-competitive practices, and the implementation of so-called "privacy controls," shows that Chrome is far from a neutral gateway to the web. Rather, it serves as a key tool for Google to maintain and extend its market power, often to the detriment of competition and innovation. We examine how Chrome not only bolsters Google's position in advertising and publishing through practices such as coercion, and self-preferencing, it also helps leverage its advertising clout to engage in a "pay-to-play" paradigm, which serves as a cornerstone in Google's larger strategy of market control. We also discuss potential regulatory interventions and remedies, drawing on historical antitrust precedents. We propose a triad of solutions motivated from our analysis of Google's abuse of Chrome: behavioral remedies targeting specific anti-competitive practices, structural remedies involving an internal separation of Google's divisions, and divestment of Chrome from Google. Despite Chrome's dominance and its critical role in Google's ecosystem, it has escaped antitrust scrutiny - a gap our article aims to bridge. Addressing this gap is instrumental to solve current market imbalances and future challenges brought on by increasingly hegemonizing technology firms, ensuring a competitive digital environment that nurtures innovation and safeguards consumer interests.

• Computer Science - Computers and Society

• Moscow Oblast
•  » 
• Elektrostal

State Housing Inspectorate of the Moscow Region

Phone 8 (496) 575-02-20 8 (496) 575-02-20

Phone 8 (496) 511-20-80 8 (496) 511-20-80

Public administration near State Housing Inspectorate of the Moscow Region

USD 61.5333 Rub. ↓-0.04 EUR 68.5358 Rub. ↓-0.12 CNY 8.97105 Rub. ↑+0.03 city, Analysis of real estate market in Moscow Oblast, Russia:   ,   ,   ,   RUB: USD: /m² EUR: /m² USD: /ft² GBP: /ft² CHF: /m² CNY: /m² JPY: /m² Change of cost per square foot in per week (USD): Change of average apartment cost in rubles per week, 906 apartments $49.14 million 49.0 thousand m² 527.5 thousand ft² flats/apartments in secondary housing market 1 bedroom apartments 27.3% 247 $9.00 million 8.67 thousand m² 93.4 thousand ft² 2 bedroom apartments 37.4% 339 $17.08 million 17.3 thousand m² 186.3 thousand ft² 3 bedroom apartments 31.0% 281 $19.48 million 19.4 thousand m² 209.2 thousand ft² multi-bedroom apartments 4.3% 39 $3.58 million 3.59 thousand m² 38.6 thousand ft² average apartment cost per square foot/meter 1 bedroom apartments 2 bedroom apartments 3 bedroom apartments multi-bedroom apartments flats/apartments cost on 06.01.2020 1 bedroom flat 35.1 m² 378.0 ft² 2 bedroom flat 51.1 m² 549.7 ft² 3 bedroom flat 69.1 m² 744.3 ft² 4+ bedroom flat 92.0 m² 989.8 ft² | | | and date of original publication. Liability limitation: the owner and administration of website RLT24.com are not responsible for the interpretation and consequences of using the materials from this website. International Marketing Strategy Essay To find inspiration for your paper and overcome writer’s block As a source of information (ensure proper referencing) As a template for you assignment Introduction Italian market overview, uk market analysis, market entry strategy, international marketing mix strategy, information to be availed, conclusion and recommendations. Brimi is an Italian-based food company specializing in the supply of dairy products to its Italian market (Brimi 2010, p. 1). The company started its operations in the late 1960, when two companies merged to form a cooperative, aimed at supplying dairy products to its primary markets. For a long time, Brimi only operated in two locations across Europe, but in the late 70s the company opened more branches, starting with its 1977 Vahrn plant (Brimi 2010, p. 1). This region was chosen because it was home to high quality cattle breeds which supported the company’s supply of fresh dairy produce. In fact, most of the company’s operations were directed from this region. Brimi initially specialized in only a few brands, but in 1978, a board meeting resolution saw the company, expand into producing new products such as Mozzarella products (Brimi 2010, p. 1). This change of strategy was supported by other strategies bordering on the production of their dairy products such as the substitution of dairy milk with buffalo milk. This change of production process acted as a boosting element to the company’s sales because the company’s products bore a new taste which enabled it cut a niche above its competitors. The Mozzarella product is the company’s most popular product, with more traditional products and processes such as cheese production eventually discontinued. In the Northern part of Italy, Brimi had its Mozzarella product strategically positioned in consumers’ lifestyles, such that, there was very minimal competition from other companies (Brimi 2010, p. 1). In the South of Italy, the company’s Cheese products also had a strong consumer base, and in the same manner, there was very minimal competition from rival products. However, after several years of enjoying a strong market share, Brimi’s competitors caught up with the company’s sales record by imitating the company’s production strategies (this move limited the company’s growth and expansion prospects) (Brimi 2010, p. 1). Since the company was primarily formed by two companies from different countries (Germany and Italy), there was an internal pressure to explore international markets (emanating from its hybrid composition). During the early years of the 90s, Brimi started its global expansion plans which saw the company command a global presence in several nations across the globe (Brimi 2010, p. 1). This move was further complemented by the company’s international certification in the production of high quality mozzarella, which added to the company’s product acceptance in the international market. In line with the global expansionary plans, this study undertakes a case study of the company (Brimi) launching its products to the United Kingdom (UK) market. With such plans in the offing, a thorough analysis of the UK and Italian markets ought to be done to establish the company’s expansion feasibility and product success in the UK market. These analyses will be aimed at formulating an international marketing strategy for the company to ensure product success. To come up with the best outcome, this study incorporates a market overview of the UK dairy product market sector to evaluate the substitute and complementary products that affect the launch of Brimi’s products in the same market. Afterwards, a market entry strategy will be formulated and an international marketing mix developed to complement the initial marketing entry strategy. As mentioned in earlier sections of this study, Brimi moved from specializing in exclusive dairy products to a diversified field of production. Among its most popular product is the Mozzarella cheese which is a favorite Italian Cheese. It is estimated that more than 60% of Italians consume this product on a regular basis (Associazione Italiana di Sociologia 2010, p. 67). The Italian consumer market has a high regard for fresh produce. Products considered to have stayed on the shelf for long do not share the same value as those which are less than a day old (Mooij 2010, p. 32). In fact, it is said that, goods which are more than a day old are not usually considered fresh produce by Italian consumers (Hassan 1994). This fact has a significant impact in the supply of perishable goods to Italy because there is an increased emphasis on fresh produce which creates an increased demand for efficiency in a company’s supply chain. Moreover, there is a higher standard set in the production of such perishable goods. The Italian food market also operates within the confines of a family culture whereby, food is normally perceived to be a family issue whereby people sit together and eat (Heyer 2002, p. 109). Food is therefore usually served in events where family members seat, relax and talk about whatever is going on in their lives. During food serving, food is served in small amounts to preserve the taste of various food delicacies. Foods with a rich array of ingredients are preferred to those which have poor ingredient content (McCullough 2003). PEST Analysis The political environment in the UK allows for a free trade economy (Tribe 2005). In this type of market, there are very minimal trade barriers among states willing to trade with one another. There is also a very liberal trade policy which allows for the transaction of business with very minimal government interference. However, there are several regulations in place to ensure the standard of imported food is of high quality. These standards are defined by the European law for food standards, which guarantee the quality of food to be imported or exported in any participating European country (Dvořák 2005, p. 5). Nonetheless, Brimi seems to have satisfied this requirement, because it has in the past been awarded two quality management standards and one hygiene certificate; meaning that, it is a leader in the production of quality foods, and almost by default, it meets the EU food quality standards. The UK is considered by the World Bank as a high income country (Tribe 2005). The country has excellent infrastructure, a wide industrial base, established service sector and a huge consumer purchasing power (Great Britain: Department for Environment, Food and Rural Affairs 2011, p. 5). The strong consumer purchasing power is beneficial in the sustainability of the demand for Brimi’s products. Moreover, the company can adopt a high-end marketing strategy in the UK market and it will succeed. This means that the company can still be able to make huge profits from little sales because it will still be able to sustain product demand due to high prices. Brimi has a close association with the UK, because they are both part of the wider European Union economic block (Panke 2010, p. 1). This economic provision has a significant economic implication, because there is no trade barrier, or restriction for companies within the two countries to trade with one another. This economic provision is also advantageous to Brimi because it can easily operate within UK. without much interference from the UK government. In the UK, taxation is favorable to international companies because taxation is normally done in the currency of the home country (where the international company hails from) (Panke 2010, p. 1). This economic provision means that, Brimi will have to pay tax using the Euro (which is its home currency). However, UK uses the pound for local trading and if currency is converted, there is a fee of 5% to 10% charged in such transactions (McKernan 2005). This is a disadvantage to Brimi because it may have to incur such transaction costs if it operates in the UK. Its profitability in this market is therefore likely to be significantly dented. To maintain a high profit level, the company may have to increase its product costs, but this may have a resultant effect on the demand of its products (like competitors gaining a competitive advantage, based on the price differentials). Alternatively, the company may decide to retain its profits in pounds to avoid incurring any currency conversion costs. The UK exchange rates (when converting the Euro to pounds) have also shown some strong tendencies of being unstable, especially with the motions of the global economic crunch and the speculative debt burden in the European Union (McNair 2009). This unstable exchange rate poses as a disadvantage to Brimi because it is difficult to undertake proper financial planning due to the unstable exchange rates. More so, this is one economic factor it has no control over. However, the unstable UK currency poses a small advantage to Brimi, because, with a decrease in the value of the Euro, exporting becomes very easy for the company and Brimi can lower its costs to make its products more attractive to UK consumers. However, if it still maintains its current prices, it can easily realize increased profit margins. The nature of UK’s economy is highly characteristic of an import-dependent nation, considering much of its food is imported from other countries (Panke 2010, p. 1). This fact supports the acceptance of Brimi’s food products, considering it is a foreign company with foreign products. The acceptability of UK’s consumers to Brimi’s products are therefore bound to be favorable to the company. However, due to the economic crisis prevailing in the country, and decreased consumer spending, there is an eminent threat on the demand of high quality foods (which Brimi’s products fall under) because there is a stronger focus on prices as opposed to quality. This factor poses a threat to the long-term sustainability of high premium purchases, hence decreasing the chances of Brimi realizing increased profits. Though Italy and the UK are both European countries, there is a slight difference in culture and other social elements. For example, there is a language difference in both countries, because Italian language is spoken in Italy while English is spoken in the UK. This language difference has a profound impact on the launch of Brimi’s products in the UK because it will imply that, the company has to repackage its products in English, to be appealing to the UK consumers. The product packaging styles between the two countries however show elements of similarities in consumer adaptation and acceptance. For instance, most of Brimi’s products are packaged in blocks, and UK consumers are known to accept such packaged goods (Blythe 2008). It will be evidenced in subsequent sections of this study that the international marketing strategy to be adopted by Brimi can be supported by a product packing and distribution strategy (from one location) because UK consumers are not known to demand excessively fresh products (when comparatively analyzed with Italian consumers). Therefore, an export strategy may easily work (Moschandreas 2000). Compared to Italy, the UK is not known to be health-conscience when it comes to the purchase of consumable goods (Moschandreas 2000). However, in the recent past, there have been increased campaigns to make more UK consumers aware of the benefits of a healthy diet, and this trend is likely to pick up soon. As a result, there are more UK consumers buying food products which have lower calorie content, highly organic and highly functional (Moschandreas 2000). Nonetheless, these products are sold at a premium. Since Brimi’s products are healthy foods, it may be easy for the company to enjoy a higher sales margin because it can highlight the “low calorie” content of its food and the high organic nature of its products to command higher prices. UK consumers have also adopted a trend whereby any consumable goods in the country (especially imports) ought to have a label indicating the origin of the product. This consumer demand has been necessitated by the increased awareness in global economic practices which were necessitated by the increase in child slavery practices and unfair labor policies (Moschandreas 2000). Consumers in the UK are therefore more aware of such economic practices and would not want to encourage the consumption of such goods. This increased consumer demand is likely to boost the sales of Brimi’s products because they originate from Italy and the labor practices of the country is largely acceptable. Moreover, high quality raw materials, especially regarding dairy products, are known to originate from the same place. In fact, since Italy is known to produce high quality goods, it is easy for the company to demand a higher price for its goods because they are justified to do so. The UK is known to have a strong use of technology in most of its operations (Havard 2002, p. 4). With regards to the production and distribution of Brimi’s products across its UK market, technology will have a strong impact on such a strategy because Brimi engages in the production and sale of perishable goods. UK’s infrastructure and technological advancement is deemed among the highest in the world, and therefore, high-tech technology can be easily used in the sale and distribution of the company’s products across the UK (Kensett 1990). Since subsequent sections of this study explores the strategy of direct exporting as a viable alternative for Brimi in its venture into the UK market, it is important to note that, technology will greatly reduce the distance of distribution and sale of Brimi’s products from Italy to the UK. Furthermore, since both countries are not very far from one other (geographically), high technological advancement (including airport and transport infrastructure and equipment) can make it possible to transport goods from Italy to the UK within a day, ready for sale. Entry into foreign markets can be a tricky issue. This is true because many researchers have established that, various entry strategies vary with different circumstances (Agarwal 1992, p. 1). The choice of entry strategy greatly affects the success of a new product in a new market. Though a company may achieve tremendous levels of success in a home market, the same level of success is not guaranteed in a new market because the company has to deal with new factors such as culture and similar socioeconomic factors. For instance, though Walt Disney had achieved exemplary success in its Florida, California and Tokyo establishments, it found it difficult trying to expand into the European market because it had to deal with new cultural and nationalistic elements (Hollensen 2010). Brimi’s situation is not any different because it is venturing into a new market and though it has achieved tremendous levels of success in its primary markets, the same level of success is not guaranteed in the UK. Nonetheless, the country is faced with four market entry strategies: exporting, joint venture, licensing and foreign direct investments (Hollensen 2010). According to the normative decision theory, the choice of a market entry strategy is normally influenced by the trade-off between the risks of undertaking the foreign venture and the expected returns (Rapoport 1989, p. 7). In other words, it is very important for a company to choose a market entry strategy which poses the lowest risk and yet poses the highest returns. Also, a firm’s resources in undertaking a specific market entry strategy is also to be factored before choosing a specific market entry strategy (but another factor of an almost similar importance is a firm’s willingness to control its operations in the foreign market). These factors withstanding, it is important to acknowledge that, the correct choice of a market entry strategy is subject to the best compromise to be obtained if a firm’s resources and its desire for control are established (Evans 1999). Analyzing the existing international market entry options for Brimi, we can establish that, the sole venture market entry strategy is characterized by high risk and high returns, but it also gives the company a high degree of control over the firm’s activities in the UK market. A joint venture strategy would depend on a firm’s investment in the venture because it can be a high risk, high return venture if Brimi’s investment in the UK is characterized by high equity. The opposite can also be true, whereby, Brimi’s investment in the UK market is characterized by low equity investments and therefore, the company receives low returns. The licensing strategy is however a low risk, low return investment where the company lacks a strong control over its foreign market activities. Considering the dynamics of the UK market, this study proposes an export market strategy. Exporting is the production of goods from Italy and selling them to the UK market (DIANE Publishing Company 1994, p. 1). Though this market entry strategy is traditional, it is possibly the best way Brimi can venture into the UK market. This market entry strategy is justified by the fact that, Brimi enjoys immense ownership advantages over it new market (UK) in the sense that, the company has important assets and skills in the production of its Mozerella brand, such that, the economic benefits of its UK venture is highly likely to surpass the economic cost of venturing into the new market. Brimi’s market power is further reflected by its strength in overseas operations and its history of dealing with competitors in the Italian market. The company’s products have been sold in several locations across Europe and indeed the world. This multinational experience is bound to be invaluable in its UK expansion plans. Moreover, the company has managed to create a strong strategic product differentiation strategy that has seen the company receive global acclamation in the production of its products (in reference to the ISO certifications). Considering the company has this strong asset power, research has affirmed that, it is not advisable for such a company to share this knowledge in a new market because it will lose its competitive advantage (Hird 1986, p. 151). In other words, it may be easy for competitors to steal the company’s production formula and use it to run a parallel company to provide the same services as Brimi, thereby jeopardizing its long-term prospects of profitability. In reference to this claim, Van de Ven and Poole (1989) affirm that, “This risk is especially relevant for international transactions because inter-organizational infrastructures are often poorly developed, likely to change frequently and likely to change across international boundaries” (p. 31). These scholars therefore affirm that, if a company has such high-caliber skills, it is important to safeguard them. Other research studies done by Anderson and Coughlan (1987) also affirm that, if a company has achieved a higher level of product differentiation, it is highly recommended that they safeguard their secret. Since Brimi falls in the category of such companies, it is important for the company to safeguard its product differentiation secret, and there is no better way to do so than through a direct export strategy. Moreover, exporting is the most economical way Brimi can venture into the UK market, considering it does not have to make any direct investments to the European nation (Craig and Douglas 2005). Considering Italy and the UK operate within the UE economic block, it becomes very easy for Brimi to export its goods from Italy to the UK because there are no customer barriers (which are normally deemed to be a barrier to direct exporting by increasing the cost of imports) (Agusti 2008, p. 10). The direct export strategy is supported by the comparative advantage theory which acknowledges that, countries can derive a lot of benefits by trading with one another, without any trade restrictions (Maneschi 1998). The theory further states that, it is possible for two countries to gain from one another through international trade, even though one country maybe less efficient than the other in the production of export goods (Madura 2008, p. 6). In the context of this study, there is an obvious difference in the production of Mozarella in Italy and the UK because Italy already has a well established infrastructure for the production of such a product. However, the UK does not have this advantage. Nonetheless, the comparative advantage theory identifies that, both countries can easily benefit from one another through direct exports (Samli 2001). Since the comparative advantage theory proposes that, countries can effectively gain from one another through direct exports, it however also notes that, barriers to trade such as trade costs (like custom duties, heavy taxation and the likes) can easily erode the benefits derived from foreign direct investments (Daly 2010, p. 355). However, factoring the nature of the trading infrastructure between Italy and the UK, there are no trade barriers, and therefore both countries can sufficiently enjoy the benefits of free trade.In this regard, only marketing costs will be realized with the direct export strategy. However, the practicality of this strategy involves the input of four parties in the supply chain system: exporters, importers, transport agents and the government (Doole 2008). There are two types of export strategies: direct and indirect exports. However, for Brimi company, the best strategy to use will be the direct exports strategy because the company’s expansion into the UK market is primarily motivated by its international expansion strategy, aimed at conquering new markets, considering the limited expansion opportunities characteristic of its local Italian market (as mentioned in earlier sections of this study, the Italian market is flooded by substitute products which have been developed by replicating Brimi’s strategy, therefore offering very minimal opportunities for growth). With such slim expansion opportunities, it is prudent for the company to capitalize on its economies of scale, from Italy and then export the produce to its new markets. This strategy will give the company a strong sense of control over its distribution strategy and therefore the operations or supply of its products will be firmly within its control. Through this strategy, the UK market will be regarded as an extension of existing Brimi markets. Since the UK and Italy are part of the European Union economic block, it becomes feasible to produce goods in large quantities because protectionist policies cannot be introduced because of the liberalization of the UK market and its free trade policies. The export strategy is applicable to Brimi’s case because it poses a trade advantage (after factoring the benefits of currency valuation between the Euro and the pound). Considering there is a significant decline of the Euro (in value), Brimi is bound to increase its profitability because it will be paid in pounds, while its expenses will be quantified in Euros. It would however be an unwise decision to adopt another foreign market entry strategy, like foreign direct investments, because this would mean the company has to set up new investments in the host nation (to be incurred in pounds), thereby significantly increasing the costs of investments or new operations. The strategy of directly exporting goods to the host country will be a feasible idea because Brimi will have control over the entire operations of the expansion strategy (from the selection of company representatives to the selection of new foreign markets). In this manner, they can easily retract from the UK market if their products fail, simply by decreasing the production of the products from the original market (Italy). In this regard, the company will not suffer heavy financial losses (when compared to a case where the company set up a new plant in UK for the manufacture of its products). The foreign direct investment strategy will also be useful in obtaining feedback from the new customers because the strategy will be primarily based on sales and marketing, which is a good contact point between the company and the consumers. Moreover, since the company has endured periods where its food processing formula was stolen by rival companies in Italy, it may be easy for the company to protect its trademark and patents if it engages in direct exportation because it is easy for the company to have control over these intangible properties. Also, since the direct export strategy will be primarily based on a marketing strategy, it will be easier for the company to make more profits because a lot of emphasis will be based on sales, which dictate the company’s revenues, hence increased profitability. When launching a new product in a foreign market, it is often a common company dilemma, if to retain its home market international mix or alter the market mix strategy (Learn Marketing 2010). Researchers have often proposed that, for a company to develop a successful marketing mix strategy, it ought to factor the cultural make up of the host population; the target consumer behavior; purchasing power and the likes (Ghauri and Cateora 2005). This fact is reinforced by previous assertions made by other scholars, proposing that a company is bound to sell more products if it factors the dynamics of the target market. Often, global companies have adopted the “think global act local strategy” but for Brimi, this study proposes a “think global act global strategy” (Keegan and Green 2005). This strategy is motivated by the fact that, Europe is quickly becoming one social block, emanating from the formation of the European Union block, and therefore there is bound to be no significant differences in consumer tastes and preferences between Italy and UK. Though there may be some substantial differences in consumer spending habits and dietary patterns, tailoring Brimi’s products to suit the local UK market is not bound to add much value to the company’s products, but it definitely increases the costs of production, thereby reducing the company’s profit levels. Redesigning the product is therefore bound to weaken the global brand. There are companies which have over the years adopted a global strategy over almost all their target markets and have successfully achieved their desired objectives (and still enjoy good sales). Such brands include Coca Cola, MTV, Nike (and the likes), and they share appalling similarities with Brimi’s Mozzarella brand because the company’s brand has received global commendation regarding its quality and value content (as evidenced by the ISO certifications). Changing the product’s design or make-up for the UK market is therefore likely to weaken this product strength, and equally likely to affect the strength of the brand’s product differentiation strategy. Moreover, the nature of today’s global market is that, consumers are increasingly adapting to a common culture inspired by the internet, globalization, television (and the likes) and therefore, the gap between consumers’ tastes and preferences among various nations (and more so, Italy and UK) are increasingly narrowing. The launch of Brimi’s products in the UK market will therefore be aimed at targeting the same type of consumers as those evidenced in Italy. Since this target market selection is in effect, it would be fruitless trying to change the company’s product components to suit the local UK market. From the above analyses, this study proposes that, Brimi should adopt a standardized international marketing mix strategy because the Mozarella brand already commands a strong brand following across Europe. Modifying the product would act against the company’s interest especially if it intends to conquer new markets. However, the product differentiation strategy is most preferable because the launch of Brimi’s products will be undertaken through a direct export strategy. This fact implies that, products will be manufactured in one location and distributed to several others. The standardization strategy will therefore be complementary to this strategy because it is easy to standardize a product if it is produced in one location as opposed to if it is produced in several locations (Transtutors 2011, p. 1). Though the international marketing mix to be adopted by Brimi will be a standardized marketing mix, the promotional strategy to be adopted will not be of a standardized nature. An adapted promotional strategy will be preferable for Brimi because of the differences in language between the UK and Italian markets. Italians speaks Italian while UK consumers speak English. Promotional materials for UK consumers will therefore be designed using English language. The common mediums of product promotion will be television and online media. The two communication mediums have a strong penetration in the UK, with television and online communications having a penetration rate of more than 90% (Ghauri and Cateora 2005). Determining a pricing strategy for a foreign market is not a simple thing. Several factors such as fixed costs, variable costs, competition, company objectives, positioning strategies and willingness of target group to pay for the desired price have to be factored in the pricing strategy. Brimi’s pricing strategy should however be similar to its pricing strategy in Italy, except for a substantial increment in product pricing, emanating from the transport and distribution costs associated with availing its products in the UK market. Brimi’s place strategy will be designed to cater for the needs of the distribution and sales of the company’s products (Obringer 2011). Brimi’s place strategy will be a dual strategy where its products will be availed in every high-end restaurant or any market deemed viable for the company’s products. The second strategy will be centered on creating a demand for the product because it was not available in the UK market. This strategy will however need to be implemented with the assistance of strategic partnerships with existing restaurants. The latter strategy will ensure the company increases its profit margins because it allows for a high price strategy. Since Brimi’s products are of high quality, they will be majorly availed in high-end restaurants to preserve its image. With regards to the product strategies of the marketing mix, Brimi should maintain all aspects of its product’s strategy, such as, quality, design, features and branding; like that evidenced in its Italian market. In this manner, it will be able to remain authentic to its brand differentiation qualities, so that, it does not weaken its brand in any manner (Learn Marketing 2011). These factors withstanding, the Brimi product brand will be aimed at high-end UK consumers, and the core benefit will be exemplary product quality. The brand will be positioned in the high-end market by offering quality products to the UK consumers and its main differentiating factor will be the high product quality and exemplary exotic taste (when compared to competitor products). There is supposed to be more information to be availed in the formulation of a comprehensive marketing plan, based on Dunning’s (cited Letto-Gillies 2005) assertion that, the international entry strategy for a foreign firm ought to be based on its ownership advantages, location advantages and international advantages. Though some of these elements have already been discussed in this study, it is however difficult to determine how these elements interact with one another for Brimi (in the formulation of an international market entry strategy). It is very important to determine the relationship between these elements because it is not only enough to analyze these elements in isolation because an interaction of these elements may possibly expose a different motivational factor of the company’s international marketing strategy. For instance, research studies have established that, companies which have a low level of firm ownership, are bound to refrain from adopting any international expansionary plans or undertake low-risk market entry strategies, such as, direct exports (which has been identified as the preferable market strategy for Brim) (Czinkota 2007, p. 300). Nonetheless, these companies are known to be highly attracted to lucrative markets, but often they adopt the joint venture or licensing strategies (Rialp 2006). From this analysis, we see that, it is very important to understand a firms’ ownership and location advantages because collectively, these factors are bound to affect a firm’s behavior and more so, its international market entry strategy. The relationship among the three elements described above should therefore be further studied to develop the best international market strategy for Brimi. More information should also be sought in determining Brimi’s financial capabilities and its resource base to determine its capability of undertaking other market entry strategies like acquiring an existing food processing firm in the UK as a market entry strategy (Mühlbacher 2006). The direct export strategy has been chosen because it poses the lowest risk in international market ventures, while providing the highest returns (but such a strategy has been chosen under the assumption that, Brimi lacks adequate resources to undertake a riskier strategy). Another factor of an almost similar magnitude is Brimi’s desire to control its foreign market activities because the direct export strategy has been chosen under the assumption that, it would be more beneficial for the company to adopt an international market strategy that gives the company immense control over its foreign operations. This study recommends a direct export strategy to be adopted by Brimi because the company enjoys a strong brand following of its core brands in most of its primary markets. Moreover, the company has a strong brand differentiation strategy which should be safeguarded at all levels of the production process. The best way to protect the company’s brand secret is to adopt a direct export strategy because the risk of company secrets in producing the best Mozarella will be safeguarded in this manner. This strategy is complemented by the minimal distance in geographical distance between Italy and UK, which can be further decreased by technological input. In this regard, it is possible to avail fresh produce to the UK market, thereby preserving the product’s taste. This study also acknowledges that, the direct export strategy will be of high benefit to Brimi because Italy and the UK are part of the European Union economic block and therefore, there is no possibility of the company incurring import or export tariffs which will further erode their profit margins. This economic union greatly complements the direct export strategy. With regards to the company’s international mix strategy, the product, place, and pricing strategies will significantly resemble the original marketing mix strategy used in Italy, but the promotional strategy will be different, considering the language differences between Italy and the UK. These international marketing strategies pose the best prospects for Brimi to succeed in the UK market. Agarwal, S. (1992) Choice of Foreign Market entry mode: Impact of Ownership location and internationalization factors. 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(2005) Northern Ireland Yearbook 2005: A Comprehensive Reference Guide to the Political, Economic and Social Life of Northern Ireland . London, The Stationery Office. McNair, B. (2009) News and Journalism in the UK . London, Taylor & Francis. Mooij, M. (2010) Consumer Behavior and Culture: Consequences for Global Marketing and Advertising . London, SAGE. Moschandreas, M. (2000) Business Economics . London, Cengage Learning. Mühlbacher, H. (2006) International Marketing: A Global Perspective . London, Cengage Learning. Obringer, L. (2011) Place Strategy . Web. Panke, D. (2010) Small States in the European Union: Coping With Structure . London, Ashgate Publishing, Ltd. Rapoport, A. (1989) Decision Theory and Decision Behaviour: Normative and Descriptive Approaches. New York, Springer. Rialp, A. (2006) International Marketing Research: Opportunities and Challenges in the 21st Century. New York, Emerald Group Publishing. Samli, C. (2001) Empowering the American Consumer: Corporate Responsiveness and Market Profitability . New York, Greenwood Publishing Group. Transtutors. (2011) Product Standardization. Web. Tribe, J. (2005) The Economics Of Recreation, Leisure & Tourism . London, Butterworth-Heinemann. Van de Ven, A., & Poole, M. (1989) Paradoxical Requirements for a Theory of Organizational Change. Cambridge, Ballinger. Brand and Product Management: Ireland and Italy Physical, Human, and Economic Geography of Italians Training US Expatriates to Work in Italy Global Expansion Strategies of Two Korean Automakers Google Success Strategy Wal-Mart's Management, Distribution and Sales Techniques Corporate Restructuring Project Concept and Strategy Chicago (A-D) Chicago (N-B) IvyPanda. (2019, March 7). International Marketing Strategy. https://ivypanda.com/essays/international-marketing-strategy/ "International Marketing Strategy." IvyPanda , 7 Mar. 2019, ivypanda.com/essays/international-marketing-strategy/. IvyPanda . (2019) 'International Marketing Strategy'. 7 March. IvyPanda . 2019. "International Marketing Strategy." March 7, 2019. https://ivypanda.com/essays/international-marketing-strategy/. 1. IvyPanda . "International Marketing Strategy." March 7, 2019. https://ivypanda.com/essays/international-marketing-strategy/. Bibliography IvyPanda . "International Marketing Strategy." March 7, 2019. https://ivypanda.com/essays/international-marketing-strategy/. Election latest: Starmer makes 'Swift pit stop'... at the Eras Tour The Labour leader has taken a break from general election campaigning tonight - to shake it off at Taylor Swift's Eras Tour. Listen to the latest Electoral Dysfunction as you scroll. Saturday 22 June 2024 00:33, UK General Election 2024 Starmer makes 'Swift pit stop'... at the Eras Tour Tories raised less than £300,000 in donations in second week of campaign - Labour received £4.4m Sunak asked if he's confident no more Tory candidates will be caught up in betting scandal Electoral Dysfunction: What are odds betting scandal sinks Tories? 'Own it': Corbyn responds to latest Starmer comments Live reporting by Faith Ridler Election essentials Manifesto pledges: Alliance Party | Conservatives | Greens | Labour | Lib Dems | Plaid Cymru | Reform | SNP | Sinn Fein | Workers Party Trackers:  Who's leading polls? | Is PM keeping promises? Campaign Heritage: Memorable moments from elections gone by Follow Sky's politics podcasts: Electoral Dysfunction | Politics At Jack And Sam's Read more:  Who is standing down? | Key seats to watch | What counts as voter ID? | Check if your constituency is changing | Guide to election lingo | Sky's election night plans We'll be back from 6am with all the latest from the general election campaign, with a little under two weeks to go until polling day. You can scroll back through the page to catch up on what you've missed, or check out our 10pm round-up for a brief look at the day. Join us on Saturday for another day of live updates. Slashing red tape for Britain's pubs, restaurants and music venues would be the focus of a review launched within the first 100 days of a Tory government, the party has said. Ministers would look into ways to "crack down" on councils imposing "disproportionate conditions" and restrictions on licences as part of a bid to boost the UK night-time economy, the Conservatives say. It comes as Rishi Sunak seeks to shift the focus of the campaign away from the betting scandal that has thrown his party into fresh turmoil in recent days. The Tories used the announcement to attack Labour's record on nightlife in London and Wales, as polls continue to put the opposition party on course for a historic victory on 4 July. Business minister Kevin Hollinrake said: "The night-time economy is a vibrant sector that's vital to our economy and our society as a whole. "We've always supported our night-time economy, with business rates reliefs, economic support during the pandemic - but wherever Labour have been responsible for the sector, it's suffered. "We'll continue to back our night-time economy - Labour would cripple it further with higher taxes and more burdensome regulation." It's 10pm - time for your evening election update. The general election takes place in under two weeks, and political parties from across the House of Commons are busy on the campaign trail. Here's what you might have missed today: Rishi Sunak has reiterated he was "incredibly angry" when he learned about allegations that his own parliamentary aid Craig Williams, who is a Tory candidate, had placed a bet on the election; Laura Saunders, the candidate for Bristol North West, and her husband, director of campaigns Tony Lee, are also being investigated by the Gambling Commission; David TC Davies , the Welsh secretary, told Sky News this morning that he "certainly" did not bet on the date of the general election; And the Conservatives got less than £300,000 in party donations between 7 and 12 June - far behind the £4.3m handed to Labour; But a Tory candidate told Sky News tonight that the Conservatives have a "sizable war chest" to run a "decent campaign" this year; Mr Sunak's favourability is now at an all time low, with three quarters of Britons having an unfavourable view of him - less even than Mr Johnson's lowest polling; The Welsh Conservatives have launched their manifesto today. Over with Labour , who - as we just mentioned - have come top of the list for party donations for the second week of the general election campaign. And Labour leader Sir Keir Starmer today said he would not enter negotiations with the Scottish government on an independence referendum if the SNP wins a majority of Scottish seats at the 4 July election; Sir Keir has also admitted today that the choice the public faced in the 2019 general election - Boris Johnson or Jeremy Corbyn - "wasn't a good one"; But he opted to have a night off - at Taylor Swift's Eras Tour in London;  And Welsh Labour has launched its manifesto today,  with shadow chancellor Rachel Reeves detailing the "simple choice" voters have to face on 4 July. Liberal Democrat leader Sir Ed Davey today criticised Rishi Sunak's response to his party's betting scandal as "not good enough";  And Plaid Cymru has claimed Welsh Labour's manifesto lacks ambition and undermines devolution. The party said that Labour is imposing further austerity on Wales with £1.8bn worth of cuts to public services. While you're here, check out more of our election coverage below: By Rob Powell , political correspondent The architect of the government's delayed reforms to social care has told Sky News politicians need to "grow up" and tackle the crisis in the sector. Amid a bitter election row over public spending, Sir Andrew Dilnot said he believed the two main parties were reluctant to discuss care reform for fear of being accused of plotting future tax hikes. Sir Andrew - whose 2011 report laid out several key measures adopted by the government - described social care as the "biggest risk that isn't managed" that the country faces. He said: "Four out of five people are going to need  social care  before they die, we should grow up and face it." "I think politicians are reluctant to talk about it firstly because they're worried about anything that means an increase in public spending and therefore possible taxation," he added. You can read more below: Labour leader Sir Keir Starmer has taken a break from general election campaigning tonight - to shake it off at Taylor Swift's Eras Tour. Sir Keir and his wife Victoria joined thousands of Swifties at the first of three Eras Tour shows at Wembley Stadium - which will be followed up by five more in August. Government borrowing was less than expected in May, new figures have revealed. Net borrowing - the difference between public sector spending and income - was £15bn, an increase of £0.8bn on the same time last year, the Office for National Statistics (ONS) reported on Friday. The amount is below the £15.7bn forecast by the Office for Budget Responsibility (OBR) and less than expected by economists. However, it was still the highest amount for the month of May since the  COVID-19 pandemic . The ONS also said that public sector net debt, excluding public sector banks, was provisionally estimated at 99.8% of gross domestic product (GDP) in May - the highest level since March 1961. The figure is also 3.7 percentage points higher than during the same period last year. Economists said it showed that whoever wins the  upcoming general election  will face a string of potential financial challenges. Nigel Farage has stood by his comment describing Andrew Tate as an "important voice" for men as he greeted supporters in Clacton-on-Sea. The Reform UK leader had praised Tate while speaking on the Strike It Big podcast in February for defending "male culture" and said the "jury is out" on investigations into the influencer, The Guardian reported. Since December 2022, Tate has faced charges in Romania of human trafficking, rape, and forming a criminal gang to sexually exploit women, which he denies. Asked whether Tate was an "important voice" for men as he was leaving a meeting with supporters, Mr Farage said: "He's got a massive following and that shows you how big the gap is. "I mean, clearly he's facing some serious allegations and has said some things that are difficult to level with, but the fact that he's got the following shows you how big the gap is." Mr Farage did not specify what "gap" he was referring to. Our live poll tracker collates the results of opinion surveys carried out by all the main polling organisations - and allows you to see how the political parties are performing in the run-up to the general election. It currently shows a drop in support in recent days for Labour and the Tories - with a jump for Reform and the Liberal Democrats. Read more about the tracker here . The Politics Hub is live on Sky News every night at 7pm throughout the general election campaign. But stick with us online - we'll have updates throughout the evening. Norman Phillips and his wife Ros - who lives with multiple sclerosis and dementia - are the human faces of the social care crisis. Initially Norman was able to combine work with his caring responsibilities, but as Ros's condition worsened, he took early retirement. The couple found help hard to come by and after Norman suffered an injury, they were forced to sell their home to settle care-related debts. Ros is now subject to an NHS continuing healthcare plan after Norman suffered a breakdown earlier this year and authorities decided he was unable to carry on caring for his wife. This includes around the clock care for Ros - something Norman said would not have been needed if a lower level of help had been made available earlier. He said: "They've got six million of us unpaid carers. If they… help us, we can help the system. "But what's happened to me, you know, is the system just kept backing away and backing away until I cracked." Be the first to get Breaking News Install the Sky News app for free Create an account Create a free IEA account to download our reports or subcribe to a paid service. Overview and key findings Tracking cop28 progress. United States Latin America and the Caribbean European Union Middle East Japan and Korea Southeast Asia Cite report IEA (2024), World Energy Investment 2024 , IEA, Paris https://www.iea.org/reports/world-energy-investment-2024, Licence: CC BY 4.0 Share this report Share on Twitter Twitter Share on Facebook Facebook Share on LinkedIn LinkedIn Share on Email Email Share on Print Print Report options The world now invests almost twice as much in clean energy as it does in fossil fuels…, global investment in clean energy and fossil fuels, 2015-2024, …but there are major imbalances in investment, and emerging market and developing economies (emde) outside china account for only around 15% of global clean energy spending, annual investment in clean energy by selected country and region, 2019 and 2024, investment in solar pv now surpasses all other generation technologies combined, global annual investment in solar pv and other generation technologies, 2021-2024, the integration of renewables and upgrades to existing infrastructure have sparked a recovery in spending on grids and storage, investment in power grids and storage by region 2017-2024, rising investments in clean energy push overall energy investment above usd 3 trillion for the first time. Global energy investment is set to exceed USD 3 trillion for the first time in 2024, with USD 2 trillion going to clean energy technologies and infrastructure. Investment in clean energy has accelerated since 2020, and spending on renewable power, grids and storage is now higher than total spending on oil, gas, and coal. As the era of cheap borrowing comes to an end, certain kinds of investment are being held back by higher financing costs. However, the impact on project economics has been partially offset by easing supply chain pressures and falling prices. Solar panel costs have decreased by 30% over the last two years, and prices for minerals and metals crucial for energy transitions have also sharply dropped, especially the metals required for batteries. The annual World Energy Investment report has consistently warned of energy investment flow imbalances, particularly insufficient clean energy investments in EMDE outside China. There are tentative signs of a pick-up in these investments: in our assessment, clean energy investments are set to approach USD 320 billion in 2024, up by more 50% since 2020. This is similar to the growth seen in advanced economies (+50%), although trailing China (+75%). The gains primarily come from higher investments in renewable power, now representing half of all power sector investments in these economies. Progress in India, Brazil, parts of Southeast Asia and Africa reflects new policy initiatives, well-managed public tenders, and improved grid infrastructure. Africa’s clean energy investments in 2024, at over USD 40 billion, are nearly double those in 2020. Yet much more needs to be done. In most cases, this growth comes from a very low base and many of the least-developed economies are being left behind (several face acute problems servicing high levels of debt). In 2024, the share of global clean energy investment in EMDE outside China is expected to remain around 15% of the total. Both in terms of volume and share, this is far below the amounts that are required to ensure full access to modern energy and to meet rising energy demand in a sustainable way. Power sector investment in solar photovoltaic (PV) technology is projected to exceed USD 500 billion in 2024, surpassing all other generation sources combined. Though growth may moderate slightly in 2024 due to falling PV module prices, solar remains central to the power sector’s transformation. In 2023, each dollar invested in wind and solar PV yielded 2.5 times more energy output than a dollar spent on the same technologies a decade prior. In 2015, the ratio of clean power to unabated fossil fuel power investments was roughly 2:1. In 2024, this ratio is set to reach 10:1. The rise in solar and wind deployment has driven wholesale prices down in some countries, occasionally below zero, particularly during peak periods of wind and solar generation. This lowers the potential for spot market earnings for producers and highlights the need for complementary investments in flexibility and storage capacity. Investments in nuclear power are expected to pick up in 2024, with its share (9%) in clean power investments rising after two consecutive years of decline. Total investment in nuclear is projected to reach USD 80 billion in 2024, nearly double the 2018 level, which was the lowest point in a decade. Grids have become a bottleneck for energy transitions, but investment is rising. After stagnating around USD 300 billion per year since 2015, spending is expected to hit USD 400 billion in 2024, driven by new policies and funding in Europe, the United States, China, and parts of Latin America. Advanced economies and China account for 80% of global grid spending. Investment in Latin America has almost doubled since 2021, notably in Colombia, Chile, and Brazil, where spending doubled in 2023 alone. However, investment remains worryingly low elsewhere. Investments in battery storage are ramping up and are set to exceed USD 50 billion in 2024. But spending is highly concentrated. In 2023, for every dollar invested in battery storage in advanced economies and China, only one cent was invested in other EMDE. Investment in energy efficiency and electrification in buildings and industry has been quite resilient, despite the economic headwinds. But most of the dynamism in the end-use sectors is coming from transport, where investment is set to reach new highs in 2024 (+8% compared to 2023), driven by strong electric vehicle (EV) sales. The rise in clean energy spending is underpinned by emissions reduction goals, technological gains, energy security imperatives (particularly in the European Union), and an additional strategic element: major economies are deploying new industrial strategies to spur clean energy manufacturing and establish stronger market positions. Such policies can bring local benefits, although gaining a cost-competitive foothold in sectors with ample global capacity like solar PV can be challenging. Policy makers need to balance the costs and benefits of these programmes so that they increase the resilience of clean energy supply chains while maintaining gains from trade. In the United States, investment in clean energy increases to an estimated more than USD 300 billion in 2024, 1.6 times the 2020 level and well ahead of the amount invested in fossil fuels. The European Union spends USD 370 billion on clean energy today, while China is set to spend almost USD 680 billion in 2024, supported by its large domestic market and rapid growth in the so-called “new three” industries: solar cells, lithium battery production and EV manufacturing. Overall upstream oil and gas investment in 2024 is set to return to 2017 levels, but companies in the Middle East and Asia now account for a much larger share of the total Change in upstream oil and gas investment by company type, 2017-2024, newly approved lng projects, led by the united states and qatar, bring a new wave of investment that could boost global lng export capacity by 50%, investment and cumulative capacity in lng liquefaction, 2015-2028, investment in fuel supply remains largely dominated by fossil fuels, although interest in low-emissions fuels is growing fast from a low base. Upstream oil and gas investment is expected to increase by 7% in 2024 to reach USD 570 billion, following a 9% rise in 2023. This is being led by Middle East and Asian NOCs, which have increased their investments in oil and gas by over 50% since 2017, and which account for almost the entire rise in spending for 2023-2024. Lower cost inflation means that the headline rise in spending results in an even larger rise in activity, by approximately 25% compared with 2022. Existing fields account for around 40% total oil and gas upstream investment, while another 33% goes to new fields and exploration. The remainder goes to tight oil and shale gas. Most of the huge influx of cashflows to the oil and gas industry in 2022-2023 was either returned to shareholders, used to buy back shares or to pay down debt; these uses exceeded capital expenditure again in 2023. A surge in profits has also spurred a wave of mergers and acquisitions (M&A), especially among US shale companies, which represented 75% of M&A activity in 2023. Clean energy spending by oil and gas companies grew to around USD 30 billion in 2023 (of which just USD 1.5 billion was by NOCs), but this represents less than 4% of global capital investment on clean energy. A significant wave of new investment is expected in LNG in the coming years as new liquefaction plants are built, primarily in the United States and Qatar. The concentration of projects looking to start operation in the second half of this decade could increase competition and raise costs for the limited number of specialised contractors in this area. For the moment, the prospect of ample gas supplies has not triggered a major reaction further down the value chain. The amount of new gas-fired power capacity being approved and coming online remains stable at around 50-60 GW per year. Investment in coal has been rising steadily in recent years, and more than 50 GW of unabated coal-fired power generation was approved in 2023, the most since 2015, and almost all of this was in China. Investment in low-emissions fuels is only 1.4% of the amount spent on fossil fuels (compared to about 0.5% a decade ago). There are some fast-growing areas. Investments in hydrogen electrolysers have risen to around USD 3 billion per year, although they remain constrained by uncertainty about demand and a lack of reliable offtakers. Investments in sustainable aviation fuels have reached USD 1 billion, while USD 800 million is going to direct air capture projects (a 140% increase from 2023). Some 20 commercial-scale carbon capture utilisation and storage (CCUS) projects in seven countries reached final investment decision (FID) in 2023; according to company announcements, another 110 capture facilities, transport and storage projects could do the same in 2024. Energy investment decisions are primarily driven and financed by the private sector, but governments have essential direct and indirect roles in shaping capital flows Sources of investment in the energy sector, average 2018-2023, sources of finance in the energy sector, average 2018-2023, households are emerging as important actors for consumer-facing clean energy investments, highlighting the importance of affordability and access to capital, change in energy investment volume by region and fuel category, 2016 versus 2023, market sentiment around sustainable finance is down from the high point in 2021, with lower levels of sustainable debt issuances and inflows into sustainable funds, sustainable debt issuances, 2020-2023, sustainable fund launches, 2020-2023, energy transitions are reshaping how energy investment decisions are made, and by whom. This year’s World Energy Investment report contains new analysis on sources of investments and sources of finance, making a clear distinction between those making investment decisions (governments, often via state-owned enterprises (SOEs), private firms and households) and the institutions providing the capital (the public sector, commercial lenders, and development finance institutions) to finance these investments. Overall, most investments in the energy sector are made by corporates, with firms accounting for the largest share of investments in both the fossil fuel and clean energy sectors. However, there are significant country-by-country variations: half of all energy investments in EMDE are made by governments or SOEs, compared with just 15% in advanced economies. Investments by state-owned enterprises come mainly from national oil companies, notably in the Middle East and Asia where they have risen substantially in recent years, and among some state-owned utilities. The financial sustainability, investment strategies and the ability for SOEs to attract private capital therefore become a central issue for secure and affordable transitions. The share of total energy investments made or decided by private households (if not necessarily financed by them directly) has doubled from 9% in 2015 to 18% today, thanks to the combined growth in rooftop solar installations, investments in buildings efficiency and electric vehicle purchases. For the moment, these investments are mainly made by wealthier households – and well-designed policies are essential to making clean energy technologies more accessible to all . A comparison shows that households have contributed to more than 40% of the increase in investment in clean energy spending since 2016 – by far the largest share. It was particularly pronounced in advanced economies, where, because of strong policy support, households accounted for nearly 60% of the growth in energy investments. Three quarters of global energy investments today are funded from private and commercial sources, and around 25% from public finance, and just 1% from national and international development finance institutions (DFIs). Other financing options for energy transition have faced challenges and are focused on advanced economies. In 2023, sustainable debt issuances exceeded USD 1 trillion for the third consecutive year, but were still 25% below their 2021 peak, as rising coupon rates dampened issuers’ borrowing appetite. Market sentiment for sustainable finance is wavering, with flows to ESG funds decreasing in 2023, due to potential higher returns elsewhere and credibility concerns. Transition finance is emerging to mobilise capital for high-emitting sectors, but greater harmonisation and credible standards are required for these instruments to reach scale. A secure and affordable transitioning away from fossil fuels requires a major rebalancing of investments Investment change in 2023-2024, and additional average annual change in investment in the net zero scenario, 2023-2030, a doubling of investments to triple renewables capacity and a tripling of spending to double efficiency: a steep hill needs climbing to keep 1.5°c within reach, investments in renewables, grids and battery storage in the net zero emissions by 2050 scenario, historical versus 2030, investments in end-use sectors in the net zero emissions by 2050 scenario, historical versus 2030, meeting cop28 goals requires a doubling of clean energy investment by 2030 worldwide, and a quadrupling in emde outside china, investments in renewables, grids, batteries and end use in the net zero emissions by 2050 scenario, 2024 and 2030, mobilising additional, affordable financing is the key to a safer and more sustainable future, breakdown of dfi financing by instrument, currency, technology and region, average 2019-2022, much greater efforts are needed to get on track to meet energy & climate goals, including those agreed at cop28. Today’s investment trends are not aligned with the levels necessary for the world to have a chance of limiting global warming to 1.5°C above pre-industrial levels and to achieve the interim goals agreed at COP28. The current momentum behind renewable power is impressive, and if the current spending trend continues, it would cover approximately two-thirds of the total investment needed to triple renewable capacity by 2030. But an extra USD 500 billion per year is required in the IEA’s Net Zero Emissions by 2050 Scenario (NZE Scenario) to fill the gap completely (including spending for grids and battery storage). This equates to a doubling of current annual spending on renewable power generation, grids, and storage in 2030, in order to triple renewable capacity. The goal of doubling the pace of energy efficiency improvement requires an even greater additional effort. While investment in the electrification of transport is relatively strong and brings important efficiency gains, investment in other efficiency measures – notably building retrofits – is well below where it needs to be: efficiency investments in buildings fell in 2023 and are expected to decline further in 2024. A tripling in the current annual rate of spending on efficiency and electrification – to about USD 1.9 trillion in 2030 – is needed to double the rate of energy efficiency improvements. Anticipated oil and gas investment in 2024 is broadly in line with the level of investment required in 2030 in the Stated Policies Scenario, a scenario which sees oil and natural gas demand levelling off before 2030. However, global spare oil production capacity is already close to 6 million barrels per day (excluding Iran and Russia) and there is a shift expected in the coming years towards a buyers’ market for LNG. Against this backdrop, the risk of over-investment would be strong if the world moves swiftly to meet the net zero pledges and climate goals in the Announced Pledges Scenario (APS) and the NZE Scenario. The NZE Scenario sees a major rebalancing of investments in fuel supply, away from fossil fuels and towards low-emissions fuels, such as bioenergy and low-emissions hydrogen, as well as CCUS. Achieving net zero emissions globally by 2050 would mean annual investment in oil, gas, and coal falls by more than half, from just over USD 1 trillion in 2024 to below USD 450 billion per year in 2030, while spending on low-emissions fuels increases tenfold, to about USD 200 billion in 2030 from just under USD 20 billion today. The required increase in clean energy investments in the NZE Scenario is particularly steep in many emerging and developing economies. The cost of capital remains one of the largest barriers to investment in clean energy projects and infrastructure in many EMDE, with financing costs at least twice as high as in advanced economies as well as China. Macroeconomic and country-specific factors are the major contributors to the high cost of capital for clean energy projects, but so, too, are risks specific to the energy sector. Alongside actions by national policy makers, enhanced support from DFIs can play a major role in lowering financing costs and bringing in much larger volumes of private capital. Targeted concessional support is particularly important for the least-developed countries that will otherwise struggle to access adequate capital. Our analysis shows cumulative financing for energy projects by DFIs was USD 470 billion between 2013 and 2021, with China-based DFIs accounting for slightly over half of the total. There was a significant reduction in financing for fossil fuel projects over this period, largely because of reduced Chinese support. However, this was not accompanied by a surge in support for clean energy projects. DFI support was provided almost exclusively (more than 90%) as debt (not all concessional) with only about 3% reported as equity financing and about 6% as grants. This debt was provided in hard currency or in the currency of donors, with almost no local-currency financing being reported. The lack of local-currency lending pushes up borrowing costs and in many cases is the primary reason behind the much higher cost of capital in EMDE compared to advanced economies. High hedging costs often make this financing unaffordable to many of the least-developed countries and raises questions of debt sustainability. More attention is needed from DFIs to focus interventions on project de-risking that can mobilise much higher multiples of private capital. 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