Marketing Accountability
|
|
- Posy Holmes
- 6 years ago
- Views:
Transcription
1 Marketing Accountability Critical success factors for greater marketing effectiveness and efficiency Marketing is increasingly under pressure to make the most of its brands, its investments, and its organization. In the boardroom, leaders ask for accountability and assurance that every dollar spent on marketing is contributing to longterm profitable growth. Although this pressure is particularly intense in tough economic times, the topic is increasingly relevant even in good times. Marketing must respond through disciplined planning, rigorous measurement and evaluation, and continuous improvements in performance. It has to be able to link cause and effect of investments, to diagnose performance problems in a timely way, and make fact-based decisions on how to increase Return on Investment. Marketing must be efficient and effective at the same time. The keyword is Marketing Accountability investing in the right tools and content (effectiveness) and optimizing the ratio of investment and output (efficiency). As a matter of fact, more and more companies are investing in Marketing Accountability initiatives. However, in many cases the focus of these initiatives has been too narrow, which diminishes the impact. In order to achieve a sustainable and effective effort, all value levers need to be activated. THE SIX VALUE LEVERS Value Lever No. 1: Strategy A solid strategic foundation is critical, as it sets up a series of choices that informs all downstream value levers. These include, for example, overarching marketing objectives that are derived from the corporate and business strategy, definition of critical segments and targets, and brand positioning and opportunities for differentiation. Erroneous assumptions around any one of these issues can fatally undermine the effectiveness of all subsequent marketing investments. Yet in most companies this pitfall is avoidable with a disciplined and transparent approach. This includes informing all stakeholders about the facts, data, beliefs, and assumptions on which the individual decisions are based in order to develop a shared view of the brand and communication strategy. This transparent approach is based on a set of wellunderstood analytical and conceptual techniques involving customer segmentation, target group definition, customer driver analysis, pathway modeling, brand equity modeling, positioning, value propositions, etc. All of these tools can help a company focus on the most promising solutions. When these analytical approaches are combined with creative and innovative ideas, a company typically ends up with a strategic value proposition that is worth its weight in gold. The medium to long-term strategy needs to be translated into short-term marketing and communication objectives. When defining these objectives for the next planning period, current barriers to communication with the consumer must be taken into consideration. Do we need to focus on increasing our awareness, or should we focus instead on retaining existing customers? These types of questions, together with long-term brand and communication objectives, should indicate which path to pursue. Value Lever No. 2: Content The strategic foundation needs to be translated into compelling and engaging messaging that is appropriate for the medium. In this context, messaging refers the entire creative package of taglines, copy, visuals, colors, sound, and iconography that is usually part of a broader communication/content platform. The best content platforms come from a magic combination of strategic insight and creative expression and find a way to connect in authentic, emotionally compelling ways. Here it is crucial for the creative ideas to draw on the themes and guidelines provided by the strategy. To fuel creativity, a company needs to pursue somewhat independent and competitive paths. It is important to remember that great content ideas can come from anywhere. One method is to provide internal teams as well as external agency partners with a similar briefing. Ideas can also originate from individuals who have creative intuition. Or even from participants whose contributions are collected through crowdsourcing. Irrespective of how the potential messaging platforms are sourced, clever companies make certain to validate their messaging ideas through testing before implementing a full-scale creative campaign. Moreover, the latest academic research also suggests that testing multiple communication ideas is the
2 right way to go. Value Lever No. 3: Marketing Vehicles Next, a company needs to make a series of decisions about which kinds of marketing vehicles are the most compelling and effective in delivering against the strategy, messaging objectives, and desired return on investment/objective (ROI/ROO). This implies the set of instruments must be derived directly from the marketing and communication objectives (see value lever no. 1) and not simply based on the mix of vehicles from the previous year, which unfortunately is often the case. Vehicle choices, when made effectively, should enable your messages to reach and connect with your strategic target audience in a timely, relevant, cost-effective and increasingly, multi-platform way. To do this effectively, you must understand how your target customers interact with media i.e. where they interact with media and their openness to receive messages in that setting. Additionally, the costs and benefits of the vehicles must be considered. Making the wrong choices here can torpedo your entire effort to achieve more accountable marketing. It is no small challenge. There is a risk of failure when the vehicles are mismatched with marketing goals or target groups. Another pitfall is not having the necessary resources to effectively execute the right mix of vehicles, which can be summarized by the keyword under-spending, i.e., not achieving the efficient zone. Finally, you must ensure that all vehicles are well integrated, so they appear as a seamless and integrated campaign to your customers. The most important factor here is customer perception ongoing and consistent communication of the messages massively increases the impact of your advertising and is a critical element of efficient and effective communication. Value Lever No. 4: Investment Levels This lever operates in two dimensions the appropriate investment in marketing activities relative to the overall income statement, and the appropriate level of investment in any given marketing vehicle relative to its intended ROI/ROO and relative to other investment alternatives. With this value lever we are trying to diagnose whether the overall marketing investment is too high or too low relative to the ROI/ROO of the proposed marketing activities and the strategic objectives. Defining the exact boundaries of investment is difficult, as there are few solid empirical foundations which would back those boundaries up. An incremental approach is promising: Starting with the current investment level (overall and for a specific vehicle) you can investigate whether an additional investment unit would over-proportionally increase the benefit or whether a reduction of one investment unit would have an underproportional impact on the ROI/ROO. As a result, you will have a better understanding of how much lift significant increases or decreases in your overall investment levels might provide to the business. Investment planning and ROI/ROO calculations are always based on assumptions. These assumptions can change quickly. Everything from target group behavior to competitive activity can have short-term effects on the ROI. A solid, assumption-based plan is essential, as it makes objective evaluation of results possible over time. It helps to consistently build a pool of KPIs that help plan and evaluate future investments even more accurately. Value Lever No. 5: In-Market Execution Even if your company excels with the first four value levers, your overall marketing investment performance can still be adversely impacted by poor implementation. Great content only achieves maximum impact in the market if it is successfully implemented. Planning of this value lever requires key decisions to be made in terms of creative implementation as well as media mix. In both cases, crystal clear briefing is the critical success factor too often errors are made at this stage. Both the creative and media agencies must have a deep understanding of the strategy, target group, messages, and the vehicle mix and align the implementation strategy accordingly. Including a performance bonus in the contract is a very effective instrument to ensure the agency partners make this alignment a top priority. This bonus-malus (Latin for good-bad) system should be based on how well the campaign meets the marketing objectives (for example, increase of specific image attributes, advertising recall). It is most important to ensure that these objectives are highly 2
3 dependent upon the implementation in order for the agency to have a real influence on outcomes. Value Lever No. 6: Fixed Cost Management To fully realize the benefits of a marketing accountability program, a company needs to focus on continuously improving cost efficiency. Better management of fixed cost is crucial. A company needs to focus on all of the costs that go into producing the various marketing programs that your company may employ, such as external agency costs and production costs. The types of fixed costs depend upon the mix of marketing programs. These costs are estimated to amount 20 to 60 percent and are therefore a considerable lever for cost optimization. The value lever Fixed Cost Management demands pragmatic thinking from purchasing or procurement managers. The first step is to develop an understanding of the ratio of working and non-working spend and to consistently implement strategic sourcing principles. These include, for example, streamlining suppliers and agencies, continuous negotiations of prices, and reengineering overall processes. How to Successfully Operate the Value Levers There are strong interactions across the six value levers; they do not work independently. An extraordinary marketing program can fail simply because the wrong set of vehicles is applied, or the wrong level of investment is chosen. Evaluating just one lever incorrectly is enough to cause the marketing budget to be misallocated. As a result, a company needs to continuously identify and prioritize those levers, which will best help the company meet its objectives. Based on experience, a set of principles that significantly increases the success of marketing accountability programs across all value levers can be identified. These are summarized in six critical success factors (see exhibit 2). CRITICAL SUCCESS FACTORS Success Factor No. 1: Art & Science Successful marketing accountability programs employ a combination of both extraordinary quantitative processes and tools and out-of-the-box qualitative concepts. The best mathematical marketing mix models are worthless if they optimize the vehicles without considering the right content. The six value levers show that they can only be fully implemented if a balanced combination of art and science is applied. Success Factor No. 2: Company-Specific Solutions Standardized one-size-fits-all efficiency approaches and projects often fail, since they cannot fully consider company-specific context and the most important levers. Additionally, these tools are often highly complicated, resulting in a negative attitude among the intended users of the models. Simplicity, understandability, and transparency of marketing efficiency tools must be woven into daily business routines. Ongoing, long-term success is only achieved when the tools are consistently applied by the relevant employees in the marketing department. As a result, marketing accountability initiatives need to be analyzed, designed, and activated in a way that is relevant to each company. Success Factor No. 3: Just Do It! Often, marketing accountability approaches are planned over a long time period before they are applied. Expectations are too high and companies try to engineer relationships between marketing investments and results which are either difficult or impossible to prove. This vision of a 100 percent solution will sooner or later result in a standstill of the marketing accountability initiative. Simple and effective measurement and planning tools build a pragmatic and motivating starting point. Marketing efficiency can start small and then be extended and more sophisticated over time. Success Factor No. 4: Focus (80/20 Rule) The 80/20 rule also holds true in the area of marketing efficiency. Often 20 percent of the value levers can impact 80 percent of the optimization. Therefore, successful marketing efficiency approaches focus on the central levers and activity areas. It can be worthwhile to carefully assess the potential of the individual levers during the analysis phase. This holds true for the analysis in the context of a comprehensive marketing accountability project, as well as for the annual or quarterly evaluation of marketing and communication focus areas. 3
4 The 80/20 rule also applies, in particular, to the measurement of effectiveness and efficiency and reporting efforts. In many cases, an extensive list of seemingly random KPIs is measured and documented with an emphasis on breadth rather than the most critical measures. This dilutes the focus and jeopardizes continuous learning and improvement. The success of a marketing vehicle should be based on its ability to achieve its primary objective. For example, if the primary objective of a sampling program is to increase the trial rate of a product, the success of the program needs to be measured against this objective e.g. Cost per Trial (efficiency) or Trial Rate (effectiveness). All other KPIs are secondary. creative agency. Enhanced marketing effectiveness and efficiency is an attainable objective. If a marketing organization is focused on the six value levers and considers the six critical success factors, it can prove its value to the business as a whole as the creative, yet rational source of future growth. Success Factor No. 5: Objective-Oriented Approach (ROO) In many cases, marketing accountability approaches fail because they cannot fully explain financial interdependencies, e.g. the effect an advertising campaign has on total revenues. This is where the basic problem of established ROI concepts lies the impact of marketing investment on financial results takes too long or is disconnected and depends on many additional determining factors. Therefore, successful approaches combine the ROI perspective with return on objective (ROO, often referred to as ROPI [Return on Program] or ROMI [Return on Marketing Investment]) KPIs. These KPIs address shorter impact periods (e.g. the ability of a campaign to increase specific brand attributes or advertising recall) and therefore are more transparent and motivating, allowing more effective control of the marketing programs. Success Factor No. 6: Activation Within the Marketing Organization Only when the marketing accountability approaches are activated within the marketing organization with pragmatic, transparent tools and when the process and tools become part of a commonly shared marketing accountability language, do the marketing accountability approaches realize their full effect. Sustainable marketing efficiency is not created with an annual complex excel spreadsheet sustainable marketing efficiency happens every day, influencing the planning process of a brand manager, a procurement manager s negotiation, or at a briefing with a Michael Dunn (mdunn@prophet.com) is CEO and Chairman; and Markus Koch (mkoch@prophet.com) is Associate Partner at 4
5 Prophet, a strategic brand and marketing consultancy. 5
UNLOCK Profit Potential
UNLOCK Profit Potential 26 MM May/June 2007 Reprinted with permission from Marketing Management, May/June 2007, published by the American Marketing Association. Align marketing with financial performance.
More informationBrand Knowledge & Advocacy: Understanding the brand s essence, values and vision to build advocacy among stakeholders
Consumer Insight & Empathy: Developing an understanding of consumers behaviors and underlying motivation Brand Knowledge & Advocacy: Understanding the brand s essence, values and vision to build advocacy
More informationMessage Mapping: Creating a Communications Roadmap
Gelb Consulting, an Endeavor Management Company 950 Echo Lane P + 713.877.8130 Suite 200 F + 281.598.8895 Houston, Texas 77024 www.endevormgmt.com With message mapping, you can plan what to say and when
More informationJOB DESCRIPTION contract
JOB DESCRIPTION contract Job Title Reports to Acquisition Marketing Manager Chief Marketing Officer This important growth role is responsible for implementing a number of high impact projects& campaigns
More informationSTRATEGIC TRACKING BENEFITS OF STRATEGIC TRACKING
STRATEGIC TRACKING BENEFITS OF STRATEGIC TRACKING Strategic tracking of brand health and perceptions over time helps companies understand which marketing initiatives are successful and where future efforts
More informationPROCUREMENT S GUIDE. to successfully extending supplier payment terms
PROCUREMENT S GUIDE to successfully extending supplier payment terms Introduction What makes a supply chain finance program successful? What are the common points of failure? Historically, answers to these
More informationWHITEPAPER OPTIMISE YOUR BRAND AND MARKETING STRATEGY WITH BRANDPOINT
WHITEPAPER OPTIMISE YOUR BRAND AND MARKETING STRATEGY WITH BRANDPOINT INTRODUCTION Do you know how your brand is perceived among your core customers? Or why consumers are choosing your products over a
More informationIt starts today. Chief Executive Officer s Message
It starts today Darryl White Chief Executive Officer BMO is on the move. Adapting. Innovating. Working hard to anticipate customers expectations and deliver value to shareholders. Always. Now it s year
More informationWHITEPAPER POINTLOGIC VALUEPOINT ADVANCED MEDIA ANALYTICS AND CHANNEL PLANNING SOFTWARE
WHITEPAPER POINTLOGIC VALUEPOINT ADVANCED MEDIA ANALYTICS AND CHANNEL PLANNING SOFTWARE INTRODUCTION It is an important part of any marketer s role to run campaigns that boost the performance of a brand,
More informationBuilding a Better Brand By: Jessica Reynolds. Office of Downtown Development
Building a Better Brand By: Jessica Reynolds Office of Downtown Development WHY IS BRANDING IMPORTANT What business is this And this logo belongs to And this logo Can you guess the company? Zoom - Zoom
More informationStrategic Plan FY14 - FY18
Strategic Plan FY14 - FY18 Wellesley Institute 5.0 Transforming and sustaining healthy communities by reducing health inequities within a population health framework April, 2013 The Wellesley Institute
More informationThe Change Challenge: Realizing the Full Value of Your Business Initiatives
The Challenge: Realizing the Full Value of Your Business Initiatives KPMG Management Consulting: People & kpmg.com 1 People and People and 2 Managing people through change For today s businesses, change
More informationIN SEARCH OF BUSINESS VALUE: HOW TO ACHIEVE THE BENEFITS OF ERP TECHNOLOGY
Introduction Panorama Consulting Group, LLC IN SEARCH OF BUSINESS VALUE: HOW TO ACHIEVE THE BENEFITS OF ERP TECHNOLOGY Eric Kimberling Panorama Consulting Group, LLC In today s increasingly competitive
More informationMaximization of the Finance function through Business Partnering
Maximization of the Finance function through Business Partnering Petra Hazenberg Partner Strategy, Regulatory & Corporate Finance Deloitte Jan Vandenhende Senior Manager Strategy, Regulatory & Corporate
More informationGet More from Medtech
Get More from Medtech Innovation Pick Your Battles By Christophe Durand, Barry Rosenberg, and Alok Sathaye For medical technology companies, innovation is a matter of priorities. At least it should be.
More informationLeadership Behavioural Competencies Somerset County Council October 2011
Leadership Behavioural Competencies Somerset County Council October 2011 The Somerset Context We are as ambitious as ever for Somerset s future its place, its economy, its people. However, our context
More informationOptimizing Software Releases with Risk-Based Testing
Optimizing Software Releases with Risk-Based Testing Deliver cost-effective, defect-free applications by testing only what matters. Author: Kaarthick Subramanian, QA Practice Lead, emids Technologies Contents
More informationBuilding the Elegant Credit Union
Building the Elegant Credit Union Several years ago we wrote The Elegant Credit Union based on our extensive experience working with credit unions, banks, insurance companies, and other financial-services
More informationMay the force be with you: Successful change management in the age of the customer.
White Paper Change Management May the force be with you: Successful change management in the age of the customer. The transformation towards customer focus is one of the toughest management challenges
More informationLeveraging Audience Segmentation to Build Brand Loyalty David Mickle / Director of Client Services
Leveraging Audience Segmentation to Build Brand Loyalty David Mickle / Director of Client Services Leveraging Audience Segmentation to Build Brand Loyalty Make the case for segmenting audiences to create
More informationThe Importance of B2B Brand Strategies
The Importance of B2B Brand Strategies A brand is a brand is a brand. Right? Not so fast. We're all familiar with the consumer brands that we incorporate into our lives on a regular basis. Kleenex. Coke.
More informationCapturing synergies to deliver deal value
November 2012 Capturing synergies to deliver deal value A publication from PwC's Deals M&A Integration practice At a glance Value realized from an acquisition depends on how well the newly combined company
More informationThe Definitive Guide. to Critical Campaign Metrics. Monitoring Campaign Success
The Definitive Guide to Critical Campaign Metrics Monitoring Campaign Success For additional informations please visit: http://www.kentico.com/product/for-marketers Table of Contents The Definitive Guide
More informationFive Reasons Why Strategic Planning Fails to Produce Desired Results
Five Reasons Why Strategic Planning Fails to Produce Desired Results Strategic planning is simple. We ve heard the comment many times, and we agree conceptually. The concepts of strategic planning are
More informationDecision Analysis Making the Big Decisions
Decision Analysis Making the Big Decisions Endeavor Management 2700 Post Oak Blvd. P + 713.877.8130 Suite 1400 F + 713.877.1823 Houston, Texas 77056 www.endeavormgmt.com Overview You probably face a lot
More informationOEM Customer Management for Automotive Suppliers
OEM Customer Management for Automotive Suppliers Tier 1 automotive suppliers (Tier 1s) each have a limited number of customers, and so the loss of one customer would strongly affect profitability. Most
More informationCHAPTER 2: ALIGNING PERFORMANCE MANAGEMENT WITH ORGANIZATIONAL STRATEGY, VALUES, AND GOALS BY N A D I A H A R D E M A N A N D B R I N S H A Y K I N G
CHAPTER 2: ALIGNING PERFORMANCE MANAGEMENT WITH ORGANIZATIONAL STRATEGY, VALUES, AND GOALS BY N A D I A H A R D E M A N A N D B R I N S H A Y K I N G WHAT IS ALIGNMENT? The extent to which employees are
More informationHave You Outgrown Your Old Accounting System? 5 Signs Your Accounting System is Holding You Back
Have You Outgrown Your Old Accounting System? 5 Signs Your Accounting System is Holding You Back Table of Contents Executive Overview... 3 Sign No. 1: You re on an Old Accounting System Release... 4 Sign
More informationInvestment Readiness answers 4 Key Questions to the Business Model. 2. Investment Readiness: am I ready to start?
2. Investment Readiness: am I ready to start? When you have started your social business and have managed to overcome the first months or years, you will eventually reach the point where it is obvious
More informationEMT Associates, Inc. Approach to Conducting Evaluation Projects
EMT Associates, Inc. Approach to Conducting Evaluation Projects EMT has been a leading small business in the evaluation field for over 30 years. In that time, we have developed an expertise in conducting
More informationAdapting Social Marketing Campaigns for Health Departments. This webinar will begin shortly. Dial-In: , Access Code:
Adapting Social Marketing Campaigns for Health Departments This webinar will begin shortly. Dial-In: 866.740.1260, Access Code: 9692265 Adapting Social Marketing Campaigns for Health Departments December
More informationBig Picture Thinking February 28, 2014
Big Picture Thinking February 28, 2014 BIG PICTURE THINKING. The Board s Big Picture Thinking at each meeting helps to build Engineers Canada s envisioned future. Board members will: contribute new ideas,
More informationMarketing Research to Support the Stage Gate New Product Development Process
Marketing Research to Support the Stage Gate New Product Development Process Agile. Iterative. Informed. Fast. These are hallmarks of today s effective new product development, with the goal of establishing
More informationSourcing Optimization Driving Supply Chain Decision Making
Supply Chain Analysis Sourcing Optimization Driving Supply Chain Decision Making Sourcing optimization projects rely on collaboration across the organization and between external stakeholders. Optimization
More informationHave You Outgrown Your Old Accounting System? 5 Signs Your Accounting System is Holding You Back
Have You Outgrown Your Old Accounting System? 5 Signs Your Accounting System is Holding You Back Table of Contents Executive Overview... 3 Sign No. 1: You re on an Old Accounting System Release... 4 Sign
More informationOptimize Marketing Budget with Marketing Mix Model
Optimize Marketing Budget with Marketing Mix Model Data Analytics Spreadsheet Modeling New York Boston San Francisco Hyderabad Perceptive-Analytics.com (646) 583 0001 cs@perceptive-analytics.com Executive
More informationThe EFQM 2013 Model Changes. Implications for Organizations
1-June-13 The EFQM 2013 Model Changes Implications for Organizations by Sunil Thawani EFQM reviews the EFQM Excellence model every three years to ensure it continues to reflect reality and relevance to
More informationFind Your Creative Direction. How to Write a Great Creative Brief
Find Your Creative Direction How to Write a Great Creative Brief Everybody seems to agree that creative briefs are important. It makes you wonder why they re used so infrequently. New projects start with
More informationMANUFACTURER FUNCTIONAL TRAINING COURSE DESCRIPTIONS
MANUFACTURER FUNCTIONAL TRAINING COURSE DESCRIPTIONS 2016 The Partnering Group, Inc. Page # 2016 The Partnering Group, Inc. Page 2 Brand & Shopper Marketing s Brand & Shopper Marketing Shopper Marketing
More informationproving value through data
1 GUIDE proving value through data Go Beyond Cost-Based ROI Metrics 2017 Freeman. All Rights Reserved. 2 gauging the value of events With the unique ability to facilitate interpersonal engagement and deeper
More informationHow it works: Questions from the OCAT 2.0
Social Sector Practice How it works: Questions from the OCAT 2.0 OCAT 2.0 is an updated and improved version of our original OCAT survey. It asks nonprofit staff to rate their organization s operational
More informationTake a Stand White paper
Take a Stand White paper TAKE A STAND FOR YOUR BRAND by Dave Sutton Every successful brand has managed to communicate its company s core beliefs and attitudes what the company stands for to its target
More informationFor pharmaceutical and medical products
SALES & MARKETING INSIGHTS Focus Is Fundamental: Using Objective-Based Segmentation to Identify, Target and Influence Your Most Valuable Customers Paul Kraus For pharmaceutical and medical products manufacturers,
More informationFive Key Themes from the Pulse 2017 Conference
Five Key Themes from the Pulse 2017 Conference An Overview by Aman Singh, Senior Associate, and Angeline Liu, Senior Technical Consultant June 2017 Now in its fifth year, Gainsight s Pulse 2017 conference
More informationManagement Science Introduction
Management Science Introduction Strategy is the intersection of a desired future state and the action(s) designed to achieve that desired state. The success of any Strategy is dependent upon relevant experience,
More informationTravis Perkins Group
Travis Perkins Group Multiple Sustainability Impact Spend Analysis Executive Summary -Case Study- Travis Perkins Group has supplied the UK and Ireland building and construction trades for more than 200
More informationSpecsavers. Angus Jenkinson Professor of Integrated Marketing Luton Business School
Specsavers an integrated marketing business model Specsavers Optical Group has grown into the fifth biggest optical retailer worldwide through clear, consistent, and simple business model, which encourages
More informationINTEGRATED MARKETING COMMUNICATIONS PROCESS & PLAN
INTEGRATED MARKETING COMMUNICATIONS PROCESS & PLAN NAVIGATING INDUSTRY BEST PRACTICES AND GUIDELINES By Rebecca L. Cooney, MSC Clinical Assistant Professor Washington State University Integrated marketing
More informationIT S TIME TO RETHINK CONCEPT TESTING
GfK 2017 concept testing no longer predicts innovation success Many of our clients tell us that traditional ways to test concepts fail to provide the level of agility, direction and prediction they need.
More informationOn Demand IT Governance: A powerful tool for enhancing the strategic value of IT.
White Paper On Demand IT Governance: A powerful tool for enhancing the strategic value of IT. Today, IT plays a key role in determining a company's success by leading strategic initiatives and providing
More informationDefining And Building A Culture Of Sustainability
Defining And Building A Culture Of Sustainability An overview of the determinants and enablers of a culture of sustainability and how to identify and develop them Tim Cotter Organisational and Environmental
More informationMaking Real-Time Moments Matter. The 2015 Wayin Real-Time Marketing Report
Making Real-Time Moments Matter The 2015 Wayin Real-Time Marketing Report Making Real-Time Moments Matter A look at how social media is powering impactful brand marketing strategies Marketing is no longer
More informationIntegrating behavioural economics & emotional techniques to track brand performance
Integrating behavioural economics & emotional techniques to track brand performance FMCG Brand & Purchase Tracking Understanding your brand s equity relies on assessing the opinions and attitudes of your
More informationdrive Automotive Marketing
Insights Download Using Multiscreen Programmatic Campaigns to drive Automotive Marketing 02 Using Multiscreen Programmatic Campaigns to Drive Automotive Marketing Contents: Shift Into High Gear: The Power
More informationSEGMENTATION BENEFITS OF SEGMENTATION
SEGMENTATION BENEFITS OF SEGMENTATION Segmentation is an analytical process that identifies key segments within a target market and determines which segments are of higher or lower priority for a brand.
More informationWHITE PAPER. Four Easy Steps to IT Governance
WHITE PAPER Four Easy Steps to IT Governance The discipline of IT governance, a key aspect of overall corporate governance, has received increased attention over the last 10 years. Every CIO today is facing
More informationMASTERS OF ARTS IN STRATEGIC COMMUNICATION
MASTERS OF ARTS IN STRATEGIC COMMUNICATION DESCRIPTION OF COURSES stratcom.msu.edu 517.884.2397 stratcom@msu.edu CAS 835: BRAND & IMAGE COMMUNICATION In this course you will examine the power and value
More informationStrategy in brief. Lecture 1
Strategy in brief Lecture 1 Strategic management ranks as one of the most prominent, influential, and costly stories told in organizations. It is how an organisation takes what happens in the external
More informationJOB DESCRIPTION. Marketing Co-ordinator Marketing and Audiences. Proposed band
Job title Job family Marketing Co-ordinator Marketing and Audiences Proposed band B Job purpose The BBC s Marketing and Audiences (M&A) team help to shape content, commissioning strategies and editorial
More informationPOSITION DETAILS. Status of Post (tick) New Post Re-evaluation Job Grade (current grade) PC 11 Faculty (if applicable) ORGANOGRAM
HR191 JOB DESCRIPTION NOTES Forms must be downloaded from the UCT website: http://www.uct.ac.za/depts/sapweb/forms/forms.htm This form serves as a template for the writing of job descriptions. A copy of
More informationTen steps to successfully leading your critical Programme
Ten steps to successfully leading your critical Programme 0 Introduction Major programmes, particularly in the public sector, have never been under more pressure to secure and demonstrate, value for money.
More informationTHE MIDAS TOUCH INTRODUCTION... 3 QUESTION- BY- QUESTION GUIDE... 5 HOW TO PREPARE A WORK SAMPLE... 13
THE MIDAS TOUCH HOW TO PREPARE A GOLD QUILL AWARDS ENTRY FOR THE COMMUNICATION SKILLS DIVISION TABLE OF CONTENTS INTRODUCTION... 3 QUESTION- BY- QUESTION GUIDE... 5 QUESTION 1: DESCRIBE THE ORGANIZATION...
More information2006 Marketing ROI Process & Measurements Trend Study
2006 Marketing ROI Process & Measurements Trend Study The second annual research study presents trends in the use of ROI metrics and measurement methodologies, as well as the planning process, funding
More informationStakeholder Mapping. A tool to advance social change strategies
Stakeholder Mapping A tool to advance social change strategies To be truly effective, no social change initiative can be all things to all people. Inevitably, there are some people and communities that
More informationWork Like a Network: Accelerating Team Collaboration with Social
Work Like a Network: Accelerating Team Collaboration with Social Published: July 2014 For the latest information, please visit http://aka.ms/socialcollaboration 1 Table of Contents Introduction 3 Organizational
More informationNewswire Influencer Marketing Guidebook
Newswire Influencer Marketing Guidebook Introduction Table of Contents Marketing Guidebook 1.1 Defining Influencer Marketing 1.2 Finding Your Definition of an Influencer 1.3 Brand Challenges Advertisers
More informationBuilding Your Content Marketing Measurement Program From The Ground Up. Jon Wuebben CEO, Content Launch
Building Your Content Marketing Measurement Program From The Ground Up Jon Wuebben CEO, Content Launch Content Launch Who are We? We develop high quality, search engine optimized, sharable content that
More informationPerformance Management in Higher Education
Performance Management in Higher Education Advisory Services and Software Solutions That Enable Colleges and Universities to Succeed in a Changing Environment Given the number and magnitude of pressures
More informationThe Bottom Line on Experience: Measuring Return in the Age of Storytelling
The Bottom Line on Experience: Measuring Return in the Age of Storytelling John Cain VP, Global Lead, Emerging Analytics and Data Sciences, SapientNitro Chicago John co-founded Iota Partners, an instrumentation-driven
More informationbringing brands to life Anne Houghton The secret to in the events space Engineering The Know, Feel, Do Experience
Engineering The Know, Feel, Do Experience Anne Houghton Freeman Creative Director Master of Moving People The secret to bringing brands to life in the events space I ve learned that people will forget
More informationELEVATE YOUR BRAND USING PROVEN PROMOTIONAL MARKETING METHODS FOR MAXIMUM ROI AND EFFICIENCY
HOW TO ELEVATE YOUR BRAND USING PROVEN PROMOTIONAL MARKETING METHODS FOR MAXIMUM ROI AND EFFICIENCY www.proforma.com/identibrands 602.888.0708 IdentiBrands ~ Powered by Proforma is part of a $500 Million
More informationGETTING MEDIA RIGHT. Creating Breakthrough Marketing in a Connected World
GETTING MEDIA RIGHT Creating Breakthrough Marketing in a Connected World 2017 INTRODUCTION Digital no longer stands alone; it s an essential part of today s media mix and one of many channels marketers
More informationRetail Portfolio Management: Opportunity Prioritization and Approach
!! retail Omnichannel consulting Pricing and industry Approaches thought! 1 leadership Retail Portfolio Management: Opportunity Prioritization and Approach! Retail Portfolio Management! 2 Portfolio Management
More informationA Forrester Consulting Thought Leadership Paper Commissioned By Google. March 2016
A Forrester Consulting Thought Leadership Paper Commissioned By Google March 2016 Discover How Marketing Analytics Increases Business Performance Invest In An Integrated Platform To Address Challenges
More informationUsing Analytical Marketing Optimization to Achieve Exceptional Results WHITE PAPER
Using Analytical Marketing Optimization to Achieve Exceptional Results WHITE PAPER SAS White Paper Table of Contents Optimization Defined... 1 Prioritization, Rules and Optimization a Method Comparison...
More informationCalculating Relationships. Using data-driven customer targeting for a better brand experience
Calculating Relationships Using data-driven customer targeting for a better brand experience Who is this person? 2 Who is this person? 3 Who is this person? 4 Who is this person? 5 Stay in Touch bit.ly/t2onyoutube
More informationEvaluating Excellence A Guide for IABC Award Evaluators
Evaluating Excellence A Guide for IABC Award Evaluators This guide applies to: Division : Communication Management Division : Communication Training and Education Division : Communication Research Introduction
More informationUNITED WAY PARTNERSHIPS
United Way s bold goals in education, income and health are designed as a rallying cry to the nation to join together and work collectively on real, lasting solutions that would fundamentally put people
More informationWhite Paper Describing the BI journey
Describing the BI journey The DXC Technology Business Intelligence (BI) Maturity Model Table of contents A winning formula for BI success Stage 1: Running the business Stage 2: Measuring and monitoring
More informationLowering CPAs with CRO
Lowering CPAs with CRO 11:30-12:15 #3QSUMMIT Aaron Bart, VP of Creative Services at 3Q Jeremy Epperson, Director of Optimization at 3Q Hudson Arnold, Strategy Consultant at Optimizely Lowering CPAs with
More informationMeasuring online impact on offline conversations
Measuring online impact on offline conversations Strategies to bridge the online-to-offline data gap Accurately evaluating marketing performance in multi-channel organizations requires the ability to link
More informationThe truth about trackers: Delivering effective tracking surveys in financial services
The truth about trackers: Delivering effective tracking surveys in financial services By Georgina Clarke Is your tracker just a tick box exercise for the organisation or is it adding real value and delivering
More informationDefinitive Guide for Better Pricing. Build a solid pricing foundation that will help you create consistent sales and profit growth.
Definitive Guide for Better Pricing Build a solid pricing foundation that will help you create consistent sales and profit growth. INDEX Introduction 2 Identifying New Customers 4 Here Are Some Questions
More informationKey Performance Indicator (KPI)
In this data-driven world, everything counts upon insights and facts. Whether it is a technological advancement or evaluating the performance, data is used everywhere. In this context today we will talk
More informationHOW TO CREATE A CUSTOMER SUCCESS PLAN. A step-by-step guide to delivering on expectations and ensuring success
HOW TO CREATE A CUSTOMER SUCCESS PLAN A step-by-step guide to delivering on expectations and ensuring success The definition of success will differ from customer to customer, with an endless number of
More informationNCOVER. ROI Analysis for. Using NCover. NCover P.O. Box 9298 Greenville, SC T F
NCOVER ROI Analysis for Test Coverage Using NCover NCover P.O. Box 9298 Greenville, SC 29601 T 864.990.3717 F 864.341.8312 conversation@ncover.com www.ncover.com Table of Contents Executive Summary 2 Cost
More informationJOB DESCRIPTION. Direct Marketing Manager
JOB DESCRIPTION Direct Marketing Manager Location: Nene Hall, Peterborough Reporting To: Head of Individual Giving Salary: Grade 4 Hours: 37½ per week Job Summary: The Direct Marketing Manager be responsible
More informationThe Hard Truth About a Soft Misconception
THE GLOBAL CEO ADVISORY FIRM MARKETS The Hard Truth About a Soft Misconception Marketing: Redefining its Position in Your Company s Value Chain GILLIAN GORMAN ROUND Managing Director, Teneo Holdings mar
More informationCustomer Value Management
Customer Value Management How do you define value? Can you measure it? What are your products and services actually worth to customers? Remarkably few suppliers in business markets are able to answer these
More informationaffordability budgeting Method in which companies budget for marketing based on what they believe
Glossary -1 Glossary for Wood, The Marketing Plan 2e affordability budgeting Method in which companies budget for marketing based on what they believe they can afford. (Chapter 10) annual plan control
More informationChapter 14 Developing Pricing Strategies and Programs 431. Understanding Pricing 432
Managing Service Brands 421 Differentiating Services 422 Developing Brand Strategies for Services 423 Managing Product Support Services 424 Identifying and Satisfying Customer Needs 425 Postsale Service
More informationHow to Plan for a Successful Deployment
How to Plan for a Successful Deployment FOR GROWING ORGANIZATIONS WITH LIMITED RESOURCES, EVERY DECISION MATTERS. Deploying new enterprise technology that impacts the core of your business doesn t have
More informationDeveloping Metrics to Drive Results
Developing Metrics to Drive Results June 18 th, 2013 Agenda I. Introductions and Objectives II. Challenges of implementing a metrics strategy III. How do we define an effective metrics strategy a) Identifying
More informationChapter 2 EFFECTIVE PRODUCT PLATFORM PLANNING IN THE FRONT END 1. THE VALUE OF PLATFORM PLANNING IN THE FRONT END
Chapter 2 EFFECTIVE PRODUCT PLATFORM PLANNING IN THE FRONT END Daniel Bowman Pittiglio, Rabin, Todd & McGrath (PRTM), J 050 Winter Street, Waltham, MA 02451 1. THE VALUE OF PLATFORM PLANNING IN THE FRONT
More informationDriving Profitable Growth with Full Customer Attribution Modeling
Driving Profitable Growth with Full Customer Attribution Modeling Recently, Sequent Partners authored a white paper that laid out the current state of attribution and ROI measurement. Conducted for CIMM
More informationHOW TO USE FACEBOOK DATA TO ANALYZE YOUR COMPETITORS
HOW TO USE FACEBOOK DATA TO ANALYZE YOUR COMPETITORS HOW TO USE FACEBOOK DATA TO ANALYZE YOUR COMPETITORS Imagine a world where you have access to your competitors Omniture databases, email metrics, ad
More informationLaying the Groundwork for Your Digital Foundation
Laying the Groundwork for Your Digital Foundation Outperforming your competitors takes a powerful digital foundation. As a senior business consultant with, I can show you where to start. Hi, I m Sandy
More informationOVERCOMING THE DIGITAL DILEMMA In
OVERCOMING THE DIGITAL DILEMMA In Wealth management By Brent Beardsley, Daniel Kessler, Matthias Naumann, Neil Pardasani, and Jürgen Rogg Wealth management clients are increasingly accustomed to using
More informationGrow Your Business. Driven by Force Executed By Directions.
Grow Your Business Driven by Force Executed By Directions www.neusourceindia.com Business Growth is a Process... You need to create a robust, reproducible and measurable added-value process. www.neusourceindia.com
More informationInformation sheet: STRATEGIC CASE: DEFINING PROBLEMS AND BENEFITS WELL
NZ TRANSPORT AGENCY Business Case Approach information sheet Strategic case: defining problems and benefits well June 2017 Information sheet: STRATEGIC CASE: DEFINING PROBLEMS AND BENEFITS WELL This information
More information