getting the most out of multichannel marketing

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Sponsored by:

Getting the Most Out of Multichannel Marketing

© Copyright 2014 TopRight®, LLC. All Rights Reserved

January 14, 2014

Sponsored by

2

Dave Sutton

President and CEO

Office: 678-384-6700

Mobile: 404-229-0234

Email: [email protected]

2

TopRight, LLC3290 Northside ParkwayThe Forum, Suite 150Atlanta, GA 30327

www.toprightpartners.com

http://www.toprightpartners.com/

Sponsored by


Companies today need the flexibility to position individual brands and complementary brands within a portfolio to assist in portfolio allocation. They also need to develop a value proposition for specific consumers or segment of consumers that they can fulfill consistently across channels.

Classic Approach Modern Approach

Past positioning frameworks have not evolved to keep pace with the new ways in which brands are activated today.

• Designed for simple, uncomplicated purchases

• Generally does not define each step of the purchase process

• Identifies the overall benefit drivers for purchase intent

• Generally difficult to translate into a creative strategy beyond broad reach

• Comprehends more complex, longer purchase process

• Dissects purchase process to define consumer needs at each point

• Identifies drivers of purchase intent at each decision point

• Designed for activation – at broad reach and one-to-one level

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Defining the Position for Brands Is Based on “Navigating

The Consumer BuyWayTM ”

• Focus on consumer decision making process

• What are the steps? Which are most critical?

• How many segments are there? Which ones comprise the “bulls-eye” for the Product Brand?

• How does one Product Brand interact with the others? With competitors?

• There are 2 components to the BuyWay: Acquisition & Retention

• To develop the position – how a Brand differentiates itself against competitors – the greatest depth is placed against the components of Acquisition

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Broad Reach Media

Affinity Partners

Internet

Call Center

3rd Party

Retail Center

Loyalty Program

Email Campaign

Satisfaction Survey

Recommend

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A B …C

Consumer Segment

Awareness

Consideration

Opinion

Inquiry

Shop

Purchase

Repeat

Cross – Sell

Up-sell

Satisfaction

Advocacy

Acq

uisi

tion

Ret

entio

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Ch

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First, Define Decision Process & Align Benefit Drivers To Each Touch Point

Segments

Awareness

Familiarity

Opinion

Consideration

Inquiry/Shop

Purchase

3. WHEN

Do You Engage The Prospect…

Define & Map Differentiating Benefits By Segment & Touchpoint

2. WHY

Should They Choose You…

Develop & Test Emotional Benefit

Statements

Create Value Proposition & Brand

Architecture

1. HOW

Do Consumers Make Decisions…

Define ConsumerDecision Process 3

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3

3

3

3

3

Marketing Channels

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Marketers Should Answer Questions Like:

• What and where are the “Moments of Truth” that must be won?

• What market changes are affecting consideration for a well-known brand?

• How do we build awareness quickly and efficiently in a new market?

• What are the most important touchpoints at which to engage consumers?

• What benefits should we stress at each of those touchpoints?

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Next, Know Who You Are Talking To, Where They Are And What To Say

Segments

Awareness

Familiarity

Opinion

Consideration

Inquiry/Shop

Purchase

5. WHAT

Do You Say…

Align Marketing Messages With

Appropriate Segment & Channel

4. WHO & WHERE

Are They…

The Golden Questions

6. HOW

Do You Measure Success…

Define & Implement Metrics To Evaluate

ROMI

Who

Where

Marketing Channels

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5

5

5

5

5

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Marketers Should Answer Questions Like:

• Who are our target Consumers and segments, and where can we best engage them?

• What benefits are most likely to grab their attention and drive purchase?

• How do we deliver our value proposition to them most effectively?

• What metrics and measures will help us gauge our success and optimize our efforts?

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Use Qualitative and Quantitative Research To Understand How Consumers Make

Purchasing Decisions

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Who

Where

Segments

Qualitative Research will be used to:• Understand the purchase decision

process

• Define the steps and trigger points that must be met prior to moving to the next step

• Identify information sought

• Explore benefits that might meet information needs

• Determine if process or steps vary by subject / age

• Probe for attitudinal / demographic / feature & benefit input

1. HOW


Define ConsumerDecision Process

Awareness

Familiarity

Opinion

Consideration

Inquiry/Shop

Purchase

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Output From Qualitative Research Will Be Used To Generate Input For Quantitative Research

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Who

Where

Segments

3. WHEN


Define & Map Differentiating Benefits By Segment & Touchpoint

2. WHY


Develop & Test Features &

Functional / Emotional Benefit

Statements


Architecture

4. WHO & WHERE

Are They…


Quantitative Research will be used to:

• Define why Consumers should chose a specific product

• Identify foundational features & functional / emotional benefits that differentiate the Brand and support the overarching position

• Define the Consumer segments and when to engage each

• Define and prioritize Consumer segments

• Map benefits by segment and decision point

• Define the size of the market for each subject / age group

• Develop questions to permit profiling at initial touch point

• Develop 3 to 6 questions that define which segment and location in the decision process

• Employ at all touch points

• Relative evaluation of importance of communication channels

Awareness

Familiarity

Opinion

Consideration

Inquiry/Shop

Purchase

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Who

Where

Segments

Awareness

Familiarity

Opinion

Consideration

Inquiry/Shop

Purchase

The Research Informs An Activation Plan That Aligns The Message With The Appropriate Segment

& Communication Channel

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5. WHAT

Do You Say…



6. HOW



ROMI

Activation is driven by:

• The ability to identify which segment and where in the purchase process a Consumer resides

• Do some lack awareness while others lack consideration?

• Are there segments that should not be targeted?

• The features and benefits are identified by segment and decision point

• Marketing messages are aligned with the appropriate segment, decision point and communication channel

• Strategic frameworks are developed

• A communication plan framework is created

• This facilitates the testing of campaigns and measurement of effectiveness

• Marketing metrics are defined and aligned with strategic objectives

4. WHO & WHERE

Are They…


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The Bottom Half Of The BuyWayTM Focuses On Retaining Consumers And Building Loyalty & Advocacy

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Drive repeat purchase…Most companies focus their efforts on driving repeat purchases, up sell and cross sell opportunities. Although it is cheaper to service an existing Consumer than a new Consumer, many repeat Consumers typically choose a vendor based on price or convenience and will often switch if a cheaper or more convenience option arises.

1. Repeat Purchase

Purchase

Repeat Purchase

Loyalty

Advocacy

Repeat

Cross – Sell

Up-sell

Satisfaction

Advocacy

Build loyalty to you and your Brands…Loyal Consumers do not choose your products/services based on price or convenience, but on quality and past experience. They are often willing to pay more for your product and are willing to go further out of their way to get to you. They are cheaper to serve than retained Consumers because they do not have to be convinced to shop with you. Instead you can focus on up sell and cross sell activities

2. Loyalty

Create Consumer advocates…Consumer Advocates have all the benefits of loyal Consumers, but go a step further and serve as informal, but powerful, word of mouth marketers for you, telling other consumers why they should pay more or drive farther out of their way to buy from you rather than your competitors. As the influence of Web 2.0 channels grows, so will the importance of Consumer advocates.

3. Advocacy

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Case StudyDefining a Clear Communication Strategy

All data has been either sanitized, omitted on some slides or when presented independently would be of no limited value. This case

highlights how TopRight approaches a project.

11© Copyright 2014 TopRight®, LLC. All Rights Reserved

Sponsored by


• Identified 2 critical decision pts.• Procedure and purchase

• Defined decision criteria for each• Determined funnel “sticking pts.”• Defined hurdles & tipping points at each juncture

• Identified importance of internet in research phase (70% chg. In 3 yrs.)

•Benefit statements by decision point•Attitudinal stmts. for segmentation texture•Utilized stated / derived methodology•Research quantified stages of process and identified discreet segments

•Defined similarity / difference between segments.

•Brand Architecture / position defined

•Bulls-eye target defined for mktg. focus •Research prioritized importance of marketing channels by phase / segment for resource allocation

• Identified drivers of purchase behavior by segment and phase

•Developed view of leads & conversions to measure effectiveness of channels / mess. 1. Revised dir. mktg. using responder analysis to improve targeting; 200% response incr.

2. Identified 60% of prospects quit on line booking; revised site - booking increased from 5% to 20%

•Awareness doubled to 54%; client highest association with all critical benefits

•Procedures increased 10% vs 3 yr. decline

•Comm. Plan determined by 3 factors1. Source of lead (trigger & point of entry)2. Who you are (segment)3. Where you are in funnel

•Approach based on testing/ optimizing1. Content (crucial/motivating messaging; Res.)2. Frequency (Low vs. High)3. Channel (Bal. email/phone/web/direct)4. Broad Reach adv. revised ; drove funnel entry

•Quantitative analysis identified research questions predictive of segment / funnel location• Identified 3 questions that accurately predicted 80% of the time

•Questions implemented at every touchpoint to tailor communication

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2. WHY


Develop & Test Emotional Benefit

Statements


Architecture

1. HOW


Define ConsumerDecision Process

Case Study : Overview

5. WHAT

Do You Say…



4. WHO & WHERE

Are They…


6. HOW



ROMI

1

2

3

6

4

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3. WHEN


Define & Map Differentiating

Benefits By Segment & Touch point

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Qualitative Research Was Used To Understand The Decision Making Process & Explore Potential Benefits

For Use In Quantitative Research

• Qualitative revealed two decision points – A procedure & provider decision -- each occurring at different points

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• At each phase of the purchase cycle, barriers were encountered and information needs and “tipping points” were identified

• Rational and emotional benefits were identified for inclusion into quantitative research

• Multiple position options were tested -- the debunking of myths proved as important as defining true opportunities

Note: Client data has been sanitized

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Quantitative Research Was Used To Size The Market & Uncover Significant Differences

Between Segments

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• The size of the market, location in the funnel and Consumer segments were defined

• The segments where then defined by location and bulls-eye targets were selected

• Attitudinal, demographic and vision history identified significant differences between segments


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Benefits Tested Were Then Used To Develop A Brand Architecture And Create

Segment-specific Messaging

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• Analysis indicated similarity between prospects in general & fix-its with respect to procedure benefit drivers

• Upon completion of analysis of benefits, a brand architecture was developed

• Finally, benefits were defined by segment to create messaging to drive fix-its to select a provider


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The Results Of Qualitative And Quantitative Research Informed The Activation Of A New

Communication Strategy

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• Three “predictive questions” (golden questions) were incorporated into all lead generation marketing vehicles

• Knowledge of where in-market consumers searched for information drove program development

• Finally, a communication matrix was developed to insure content was provided when & where it was needed


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An 18% increase in leads,

consultations and procedures

A 50% increase in

awareness

200% increase in direct marketing

effectiveness

Online consultation bookings grew

from 5% to 15%, reducing Call Center Costs

$300 Million eye care services company with a leading position in $2.8 Billion Refractive (Lasik Eye Surgery)

Traditional GTM Strategy relied on Optometric referrals

Corporate Competitor disrupted market by introducing direct-to-Consumer (DTC) advertising model. TLC sought to compliment OD model with DTC. TLC 2 year procedure trend -10%

BACKGROUND

RESULTS

TLC did not understand the different market segments nor the steps Consumers took to make decision to have Lasik surgery

Although an early adopter of technology TLC did not believe it had fully leveraged the benefits of the new technology (i.e. Intralase)

Concerned positioning was not clear

Limited experience in Consumer marketing – broad reach or targeted via direct or internet; lacked communication strategy

Market share was stable but recently ceded leadership to a competitor

CHALLENGES

Develop and execute a brand architecture providing point of differentiation and preference at each point in the purchase process

Define Consumer segments, understanding how the purchase decision is made

Develop Value Proposition and Brand Architecture

Define differentiating benefits and map to each touch point to drive purchase intent

Activate segmentation by developing questions that define segment/point in purchase process

Define creative strategy and implement awareness building campaign

Develop tailored web / direct communications and testing and metrics to assess effectiveness

APPROACH

Case Study : TLC Vision

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In Summary, Marketers Today Should…

• Define the positioning for a single brand in a complex multi-channel world

…and define the position and role within the portfolio for several brands

• Build capabilities beyond traditional brand management and positioning…

…which was designed to find the highest level benefit, for the broadest target audience, generally through a single channel

• Identify the drivers of purchase intent for multiple segments at various touch points across multiple channels

• Provide you with a “segmentation-light” that enables you to quickly profile consumers

• Enable you to save time and money by being more precise in the development of your communication strategies and relationship management campaigns

• Reduces the amount of testing and learning required with most traditional“one-to-one” marketing campaigns

• Deliver results more quickly with potential for immediate impact on business performance

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Contact Me

191919

Dave SuttonPresident and CEO

Office: 678-384-6700

Mobile: 404-229-0234

Email: [email protected]

TopRight, LLC3290 Northside ParkwayThe Forum, Suite 150Atlanta, GA 30327

www.toprightpartners.com

http://www.toprightpartners.com/

Sponsored by


Bringing it All Together:Integrating Your Marketing Efforts

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Embrace the New Speed of Business

Growing use and adoption of mobile & social

Multiplication of communication channels

Increased transparency; always-on

Greater accessibility to customers & prospects

KEY: Take advantage of highly visible & relevant chatter/trends to increase brand salience

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of advanced B2B

marketers said content-based offers were their most successful campaigns.

- Demand Gen Report Research

56%

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Build a Calendar Workflow

KEY: Interrelated content that complements and supports your strategy

Content Marketing Calendar

Master Campaign Calendar

Social Ed Calendar

Share

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Example: Analyst Report Campaign

• Targeted Audience: SMB B2B companies

• Multi-faceted initiative• Microsite• SEO• Blog Posts• Social Media• Press Relations• Physical Events• Outbound Email

Campaigns

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Channel Performance Metrics

What channels are performing best? Form completion/ abandonment rates Content/asset downloads Revenue impact by channel & offer

KEY: Keep your benchmarking metrics easy, understandable, and insightful

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Next Steps

Need it todayCall: 1 (877) 530-1555Email: [email protected]

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