amc13 - marketing effectiveness by julie roberts at tmw
DESCRIPTION
How do we measure our true success? How do we know if we are being effective? And how can we improve? Investing in ‘big data’ is pointless without a concrete effectiveness strategy. Julie looked at, with the increasing amounts of data available, how we should plan, do, check and (importantly) act in 2013. Julie works across the spectrum of TMW clients to provide insights into their marketing strategies, showing them how effective their strategies are and how they could be improved. The role involves monitoring, evaluating and reporting on client's marketing activity, with the results being used to feed into the planning process for future projects. Some of the division's key outputs include benchmarking, budget optimisation and campaign evaluation.TRANSCRIPT
Intelligent Influence:Poking the hornet’s nest of measurement
Julie RobertsHead of Marketing Effectiveness
@tmwagency+44 (0)20 7349 4000
www.tmw.co.uk
TMW ‘Intelligent Influence’ : Marketing Effectiveness
What I’m going to be talking about …
Case study: FMCG B2C ‘Always on’ social media
Using Organisational & Communications frameworks
Most over-used Marketing terms - ‘ engagement’
Marketing / Brand Republic – 6 steps to ME
Operational Frameworks
PDCA or ……PLA
N
DOCHECK
ACT
STANDARD
PLAN
DOCHECK
ACT
STANDARD
Continuous
improvement
Consolidation
through
standardisation
TIME
QU
ALIT
Y IM
PRO
VEM
ENT
LEARN
PDCA - Scientific method: Francis Bacon, made popular by Dr W E Deming PPAA - Knowledge Management measurement by V Kellen, DePaul University of Chicago
Data analysis, merging data, building models etc
Prioritising, communicating &
developing plan based on info
perceived
Executing the plan & changing company’s behaviour in-market
Measuring effect of the execution & adjusting mid-stream (if necessary)
PPAA or ……
Marketing-specific framework
The 5 basic questions to ask of Marketing
MEASURING
Marketing’s worth
5) Which metrics?
1) Consumer influences?
2) Is marketing judgementInformed?
4) Complexity3) Managing
risk?
1 RESEARCH – conduct some (online, panels, in-store)
2
3
4
5
HYPOTHESISE – ask bite-sized questions & build nimble analytical models
SET PARAMETERS – use a simple allocation model
SPECIALISTS – internally & externally, central co-ordinating role & clear RACIs
CONSISTENCY – short term & long term
Communications-specific frameworks
Acquisition comms
Awareness
Consideration
Conversion
Awareness & initial
consideration
Consideration
Conversion
Active Evaluation
Fragmented media + proliferation of products = reduced consideration list
As research & shopping process starts the consideration list often increases
66% of touchpoints duringAE process involves consumer-driven marketing i.e. web reviews
Communication-specific frameworks
Moving towards purchase journeys
CONSIDERATIONset
Moment of PURCHASE
Trigger
InitialCONSIDERATION
set
Moment of PURCHASE
Trigger
Consumer Decision Journey
ATTRACTING*
TRANSACTING
ENHANCING
SERVICE / SUPPORT
BRAND
* CRM Frameworks by V Kellen, DePaul University of Chicago
Cross sell
Repeat purchase
Decreasing purchase
Awareness
Consideration
Con-version
- DECLINERS
+ GAINERS
- DEFECTORS
Customer Lifecycle
Loyalty Monitoring
Creative frameworks
What works? 437 campaigns: only 11 achieved score of > 5 (out of 7)
€1 invested in highly creative campaign = nearly double sales vs a non-creative campaign (dependent on category)
Elaboration has most powerful effect of all dimensions. Agencies focus on ‘originality’.
Most used combo flexibility & elaboration (lowest) but elaboration + originality = double impact on sales
TED TALKS
Communication-specific frameworks
‘Engagement’
Cross sell
Repeat purchase
Decreasing purchase
Awareness
Consideration
Con-version
INVOLVEMENT
INTERACTION
INTIMACY
INFLUENCE
DISCOVERY – unique visitors, time on page, ad impressions, in-store visits
EVALUATION – 1st time purchases, free sample requests, blog comments, UGC, banner ad CTs …..
OPINIONS – satisfaction rates, sentiment, brand affinity ….
EXPRESSIVENESS – NPS, forwarded content, fans, WoM, viral UCG, loyalty …..
Communication-specific frameworks
Engagement – ‘Brand Love’
Awareness Consideration Conversion Cross-sell Repeat purchase Decreasing purchase
STAGE 1
STAGE 2
STAGE 3
STAGE 4
STAGE 5
PROSPECTS CUSTOMERS
BRAND LOVE
Intelligent Influence:Lynx – ‘Brand Love’FMCG / Social Media / B2C
GWI: 18-24 men, UK.
..but the biggest motivator to follow a brand (60% of audience) is to receive discounts
Over index for using the internet for entertainment, 50% looking for films, gaming etc
Approx. 40% are looking just to fill up spare time
More likely to have a social networking profile, 70% on Facebook, 30% on Twitter They’re using it to socialise (80%),
share pictures (75%) and watch video content
Slightly more likely to share brand content (25% vs 20%)…
Continually connectedSpeak their own language
Highly sceptical of authority
Seeks recognition and fame
Enjoys absurdity and odd humour
Embraces a variety of subcultures
Skim text and information quickly
Very easily bored
Forrester: The Gen Y Design Guide
Risk averse
Pampered
“What can my brand do for me?”
‘Even Angels will Fall’ – encouraging deo
& shower to buy fragrance
‘Lynx for her’ – there will be ‘attraction chaos’ with Lynx now
for him & her
‘Chaos Island’ – extension of the ‘attraction chaos’ campaign
‘Apollo’ – win a place in space with
Virgin
Create content & entertain, distribute with mates, both what we make but what they contribute too
In this world asking for a like won’t cut it ……We can make the experience rewarding, let them trade fame for favours …….
We can create the content they can share using the tech they have and the networks they’re using
Communication-specific frameworks
Quantifying ‘Brand Love’
CREATING
HANDRAISING
CONSUMING
RESPONDING
SHARING
Movement at each level is benchmarked -independently & as a share of total fanbase. Performance compared vs previous and YTD ave to determine growth
BR
AN
D
LO
VE
3
Overall objective is to move fans further up the pyramid indicating an increase in volume & depth of brand engagement
Within the pyramid each level of interaction represents a greater degree of consumer engagement than the preceding
1
2
HAND-RAISINGTotal Fans
CONSUMINGEngaged Users
RESPONDINGTalking About This
SHARINGUnique Sharers
CREATINGUploaded Content
HAND-RAISINGTotal Followers
CONSUMINGReach
RESPONDINGFavourites, Replies
SHARINGRetweets
CREATINGMentions
HAND-RAISINGTotal Subscribers
CREATINGUploaded Content
CONSUMINGViews, % Retention
SHARINGVideo Shares
RESPONDINGFavourites, Comments, Likes
Communication-specific frameworks
Quantifying ‘Brand Love’
insert client logo here
Dotted boxes represent benchmark figures:(i) YTD average performance &
(ii) YTD average performance as share of base sizeThe boxes are the same size each month
Solid boxes represent actual performance:(i) Actual performance for the month &(ii) Actual performance for the month as share of base sizeThe size of each box is proportional to actual performance for that month
Where box extends past the dotted line, performance is higher than the YTD average.
Where the box is within the dotted line, performance is lower than the YTD average
Start with what is manageable as a framework
Use PDCA for structuring approach to measuring one campaign e.g. product launch
Ensure measures support over-arching business objectives & not in a vacuum
Discuss / get ideas from partners
Conclusion / summary
Final thought
“ … the real issue is whether a measurement system is finding the right knowledge in a timely way. …
Overly developed and non-adapting measurement systems are like the persistent fishermen casting his or her old nets in the same place, waiting for the fish that may never return.”
CRM Frameworks by V Kellen, DePaul University of Chicago