Marija Matić, Strategy & Clients Director at Direct Media United Solutions, was recently appointed President of the Association for Market Communications of Serbia (UEPS). In an interview with Advertiser Serbia, she discusses the current state and trends in media buying, Direct Media’s goals and strategies, and other key industry issues.

How important is your appointment as President of UEPS, the oldest national association uniting stakeholders in the market communications industry? How do you see the role of the organization? Is there room for improvement?

First and foremost, it’s a true honor to have been elected by my peers—first to the Board, and then as President of UEPS. I will do my best to justify their trust and, through teamwork, deliver real value for the entire market. The Board is made up of outstanding professionals, and it’s a genuine pleasure to work in such a team.

UEPS is the oldest professional association in our field, with a rich history and a prestigious awards program that highlights the work of the entire industry. This year marks its 65th anniversary, and we’ll be celebrating this milestone with a series of events. The fact that an organization has lasted this long—especially in such fast-changing times—speaks volumes about its relevance. UEPS has faced many challenges, the latest being during the pandemic, and thanks to the dedication of previous board members, it continues to play a vital role.

The current Board got off to a strong start at our very first meeting—we set ambitious goals and established a great energy from day one. Our aim is to position UEPS where it belongs: as the leading national professional association, a central point of support for everyone in our industry.

I believe we’ll succeed in preserving and growing our most valuable projects, while modernizing UEPS to meet the needs of the times ahead. I also hope new generations will recognize the value of an association that once gave many of today’s top professionals their first platform for industry recognition.

Is the market communications industry managing to protect its interests?

The industry is doing its best to defend its interests. We’re all operating in a turbulent environment, where market communications are under both global and local pressure. Things are moving at such a pace that we sometimes get caught off guard or miss the chance to react strategically.

The market is shifting rapidly, and there’s often not enough time to properly assess priorities. In my view, one of those priorities should be mutual respect and integrity in the way we do business. Whether the market is ready for bold moves remains to be seen—but we are living in a time of transformation, and our industry is no exception.

UEPS, as a tripartite association bringing together agencies, advertisers, and media, plays a crucial role in creating balance and building partnerships that lead to sustainable solutions.

What’s the current state of media buying, both locally and globally?

The biggest challenge is globalization—more and more budgets are shifting toward global digital platforms. The phrase “media is the new marketing” captures this shift in consumer communication, where global tech innovations now dominate.

Local media are still a vital part of the media mix for most clients, but there’s a clear trend of increased investment in global digital and social platforms. Internationally, media companies are collaborating more and more—something we’ve yet to see at scale in our region.

For local markets to stay relevant, they need to meet high professional standards across the board.

In the past five years, we’ve witnessed major global disruptions—first the pandemic, then a wave of inflation worldwide. How have these events affected your industry? And how stable is your agency today?

The pandemic was a real stress test—it accelerated digital transformation and permanently changed many aspects of work. Remote work and virtual meetings are now the norm. At the same time, the crisis exposed both the strengths and vulnerabilities of media channels and companies.

Direct Media adapted quickly, as we always do in times of crisis. Thanks to our experience and flexibility, we responded to the challenges and adjusted to the new landscape. We see every crisis as an opportunity to learn and improve the way we work.

What have been the biggest challenges for Direct Media in recent years?

The biggest challenge has been maintaining our leadership position while remaining an independent agency. In parallel, attracting and retaining talent has become a key priority. We invest heavily in our people and strive to create an environment where they can grow—both professionally and personally.

What would you say are Direct Media’s greatest successes in that period?

Our greatest success is that we remain the first choice for our clients. Media today are complex and have become the primary carriers of brand communication. We make it our mission to stay on top of that trend, delivering premium service and constant innovation to build effective media strategies.

Another major achievement is our strong, stable team. The internal training system we developed has become recognized even beyond our agency—and that’s something we’re very proud of.

Direct is the largest regional media buying agency. I personally see that as a major advantage, especially since regional presence is a must for any serious advertiser in this part of the world. What benefits does your regional scope offer to clients?
Every market in the region has its own specific characteristics—and our strength lies in knowing each of them inside out. Our local teams are highly coordinated and work as one. That gives our clients streamlined, standardized service across the entire region.

What defines a good media strategy today?

A good media strategy is one that delivers an effective media mix and optimizes the budget to reach the target audience and achieve key marketing goals. That basic definition hasn’t changed. What has changed is the complexity—today’s fragmented media landscape requires large expert teams, led by strategic thinkers who can understand how different channels interact and what results they generate.

What also defines media strategy today is the use of data and the growing ability to personalize messages in real time.

How has DIRECT MEDIA responded to the AI revolution?

We’re integrating AI gradually, with a strong focus on education and responsible use. We’ve already started developing tools based on machine learning and AI to automate processes and increase efficiency.

What are the most important trends in media planning and buying strategies?

Personalization and automation. We’re working on maximizing the use of data—across the entire process, from planning to buying. Today, serious media business can’t function without quality analytics.

What advice would you give to a young professional who wants to go into media buying?

To young professionals interested in the media agency world, I’d say this: Stay curious and be ready to learn every day. Media is dynamic, fast-changing, and arguably the most exciting part of the industry right now. If you love numbers, strategy, and communication—this is the place for you.

Can you share some of Direct Media’s key future goals and plans?

Our main focus is expanding our regional network and driving digital transformation. We’re working toward full process automation and developing innovative digital tools—including programmatic OOH and retail media platforms.