{"id":20465,"date":"2026-09-30T01:46:00","date_gmt":"2026-09-30T05:46:00","guid":{"rendered":"https:\/\/advertisingweek.com\/aw360\/?p=20465"},"modified":"2026-09-28T14:00:49","modified_gmt":"2026-09-28T18:00:49","slug":"the-fragmentation-problem-marketers-are-still-pretending-they-can-buy-their-way-out-of","status":"publish","type":"post","link":"https:\/\/advertisingweek.com\/aw360\/news\/the-fragmentation-problem-marketers-are-still-pretending-they-can-buy-their-way-out-of\/20465\/","title":{"rendered":"The Fragmentation Problem Marketers Are Still Pretending They Can Buy Their Way Out Of"},"content":{"rendered":"\n

By Phoebe Bright-Fuller, Director of Client Partnerships at<\/em> Jungle Creations<\/em><\/a><\/p>\n\n\n\n

The industry talks a lot about the attention crisis, usually as if audiences have become almost impossible to reach. That feels too simple. Attention has splintered across communities, creators, platforms and feeds, each with its own tone, pace and expectations. Someone might watch food content at lunch, follow sport after work, then scroll through entertainment content later in the evening in a completely different headspace.<\/p>\n\n\n\n

For marketers, broad reach is starting to feel less comfortable. A campaign can still land in front of a large audience and fail to feel relevant. The creative might be visible, but if it has been lifted from one environment and dropped into another without much thought, people tend to feel it. On social especially, audiences are quick to sense when a brand has entered the room without really understanding it.<\/p>\n\n\n\n

The hidden waste in familiar media plans<\/strong><\/h2>\n\n\n\n

Many budgets have not caught up. Spend is still often weighted towards the channels and models that are easiest to plan, defend and explain. In a tough market, that is understandable. CFOs want certainty. CMOs want efficiency.<\/p>\n\n\n\n

The issue is the waste sitting inside plans that look perfectly sensible on paper. They may reach the same people too often, miss the communities where influence is forming, or rely on creative stretched across too many environments. The numbers can look clean, while the work itself struggles to land.<\/p>\n\n\n\n

That matters more when every pound is under pressure. Marketers are being asked to prove the value of spend while audience behaviour becomes harder to map. Buying scale without enough context can create a false sense of efficiency. There are impressions, the reporting looks respectable, but the campaign has not necessarily changed how people think, feel or act.<\/p>\n\n\n\n

Planning around communities, not just channels<\/strong><\/h2>\n\n\n\n

A more useful starting point is the behaviour inside each space. Every community has its own rhythm, references and trusted voices, which means relevance has to be built from the context outward. A brand entering a football feed, a food community or an entertainment moment is walking into a space where people already know what belongs. The work needs to respect that, rather than relying on a broad asset to do too many jobs at once.<\/p>\n\n\n\n

Audience size still matters, but overlap, context and behaviour now matter just as much. Two communities can sit on the same platform and respond to completely different creative cues. The same person can also behave differently depending on what they are watching and why they opened the app in the first place.<\/p>\n\n\n\n

Brands need a clearer view of how pockets of attention connect. They need to know where they are adding genuinely new audiences and where they are simply paying to reach the same people again.<\/p>\n\n\n\n

Models like JungleAmp have been built around that problem. The focus is on helping brands move through a curated network of social publishing environments and partner communities with lower audience overlap, so campaigns can reach distinct groups in formats that feel natural to those spaces.<\/p>\n\n\n\n

The results give a sense of why this matters. Across multi-community activations, consideration lift has risen from 46% on one channel to 54% across three, while familiarity lift has moved from 23% to 35%.<\/p>\n\n\n\n

There is a commercial case too. IMS data analysed across 270 campaigns found that partnerships delivered 8.9x ROI for retail brands, ahead of TV, radio and paid digital. In Jungle\u2019s own partnership data, one major confectionery campaign returned \u00a32.63 for every pound spent, with 6,000 shopping baskets created directly through a supermarket integration. Across branded content campaigns, there has been an average 18% increase in action intent and a 38% average increase in partner awareness. <\/p>\n\n\n\n

Relevance has to earn its place<\/strong><\/h2>\n\n\n\n

This does not mean scattering spend across endless niches and hoping something sticks. That creates a different kind of inefficiency. The better approach starts with deciding which communities matter, how they behave, and what kind of content has permission to show up there.<\/p>\n\n\n\n

The creative challenge is just as important as the media challenge. Fragmented attention puts more pressure on the work to feel specific. Generic assets tend to ask every audience to meet the brand on the brand\u2019s terms. Stronger social partnerships start with the habits of the community, then build the brand\u2019s role around that.<\/p>\n\n\n\n

That is when branded content can travel beyond the place it first appears. A single one-day entertainment partnership recently generated 757 million global impressions because the idea had enough cultural grip to move. People had a reason to share it.<\/p>\n\n\n\n

For performance marketers, this should trigger a more honest discussion about the role of reach. Scale still matters when it is tied to the communities, contexts and behaviours that shape decisions. Without that connection, it risks becoming an expensive source of false reassurance.<\/p>\n\n\n\n

CMOs and CFOs should challenge media plans on more than low-cost impressions or tidy reporting. The real question is whether spend is reaching new audiences, whether the creative suits the environment, and whether the work reflects how people actually behave.<\/p>\n\n\n\n

Fragmentation is already reshaping how people discover brands, build trust and decide what to act on. Brands that still buy attention as though audiences gather in a few predictable places are taking a greater risk than they may realise.<\/p>\n\n\n\n

<\/p>\n","protected":false},"excerpt":{"rendered":"

CMOs and CFOs should challenge media plans on more than low-cost impressions or tidy reporting. <\/p>\n","protected":false},"author":26,"featured_media":20466,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"content-type":"","editor_notices":[],"footnotes":""},"categories":[1],"tags":[3],"topics":[2],"class_list":["post-20465","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-news","tag-brands-marketers","topics-editorial"],"acf":[],"yoast_head":"\nThe Fragmentation Problem Marketers Are Still Pretending They Can Buy Their Way Out Of | AW360<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/advertisingweek.com\/aw360\/news\/the-fragmentation-problem-marketers-are-still-pretending-they-can-buy-their-way-out-of\/20465\/\" \/>\n<meta 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