measuring marketing effectiveness: setting objectives...
TRANSCRIPT
Measuring Marketing Effectiveness: Setting objectives and managing
franchisee expectations
Darren GuntonMarketing Manager
Price Attack
About the Brand
• Leaders in professional haircare
retailing
• 25 year old franchise brand
• Salon in each store
Our customers
• Mother’s with younger children
• Aged between 35-55• Middle class with
traditional values
• Graining franchisee buy-in for marketing strategy and programs
• Measuring effectiveness at every level of consumer communication
• Learning, growing and adapting our programs
Measuring Marketing Effectiveness: Setting objectives and managing franchisee
expectations
Marketing Process
Customer ResearchLoyalty
Experience
Loyalty Zone
Satisfaction Zone
Detractor Zone
Loyalty Zone (Promoters)They are customers promoting you
because they are completely satisfied
with the experience they are receiving.
They are willing to put their reputation
on the line to recommend you.
Satisfied (Indifferent) They are customers who received what
was expected but not enough to make
you stand out.
They are at risk customersUnenthusiastic who can easily be wooed
by your competitors.
At Risk
Detractors(Unhappy customers
who are responsible for 90% of negative
word of mouth.)
5‐10%
68%
22‐27%
“How likely is it that you would recommend Price
Attack to a friend or colleague?”
Local Actions
Planning Development
• Yearly marketing meeting• Key franchisees
(influencers)• Plan forwarded to 30% of
franchisees• Evolved plan presented at
State Meetings and online
Tactical Development
• Test Campaigns and programs locally prior to up scaling to a national level
• Marketing Calendars presented at State Meetings
• Offers and 1st
Proof forwarded to 30% of franchisees
• Final artwork sent to 10% of franchisees
Execution
• Merchandising manual and team action plans
• Customer research during the campaign
• Store audit of merchandising• Competitions for best dressed
store
Evaluation
1.
Cost compared to Income Generated
2.
SKU sales and GP effect compared
3.
Customer research feedback4.
Feedback from Franchisees
Case Study –
Local SMS campaign
1.
Cost compared to Income Generated• The SMS cost $130 to send. The sales were up $9320
for the week. Net $9,190.
2.
SKU sales and GP effect compared• 59 SKUs of the service were sold. Representing
$11,800. Net $11,670. • Service delivery cost $1,475. Net $10,195.
3.
Customer research feedback• No customer research was held at the time. However,
we received a email from a happy customer.
4.
Feedback from Franchisees• Franchisee happy but not sure of the results.
A salon offer was sent to single stores loyalty club members with the aim of lifting sales of a particular service.
• Involve franchisees in every step of the process
• Listen and learn from franchisees• Run different campaigns/offers in different
states• Test campaigns and strategy in single stores
and/or markets before running them nationally
• Measure results in different ways• Guide franchisees in the delivery, never
assume• Incentivise
and reward franchisees who
perform beyond the norm
Measuring Marketing Effectiveness: Setting objectives and managing franchisee
expectations