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.

2. Intelligent Influence:
Poking the hornet’s nest of
measurement
Julie Roberts
Head of Marketing Effectiveness
@tmwagency
+44 (0)20 7349 4000
www.tmw.co.uk

3. 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

4. Operational Frameworks
PDCA or ……
TIME
QUALITYIMPROVEMENT
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, mergi
ng
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 ……

5. Marketing-specific framework
The 5 basic questions to ask of Marketing
MEASURING
Marketing’s
worth
5) Which
metrics?
1) Consumer
influences?
2) Is
marketing
judgement
Informed?
4) Complexity
3) 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

6. 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 during
AE process involves
consumer-driven
marketing i.e. web
reviews

7. Communication-specific frameworks
Moving towards purchase journeys
CONSIDERATION
set
Moment of
PURCHASE
Trigger
Initial
CONSIDERATION
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

8. 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

10. 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 …..

11. 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

12. Intelligent Influence:
Lynx – ‘Brand Love’
FMCG / Social Media / B2C

13. 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%)…

14. 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

15. “What can my brand do
for me?”

16. ‘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

17. 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

18. 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
BRANDLOVE
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

19. HAND-RAISING
Total Fans
CONSUMING
Engaged Users
RESPONDING
Talking About This
SHARING
Unique Sharers
CREATING
Uploaded Content
HAND-RAISING
Total Followers
CONSUMING
Reach
RESPONDING
Favourites, Replies
SHARING
Retweets
CREATING
Mentions
HAND-RAISING
Total Subscribers
CREATING
Uploaded Content
CONSUMING
Views, % Retention
SHARING
Video Shares
RESPONDING
Favourites, Comments, Likes
Communication-specific frameworks
Quantifying ‘Brand Love’

20. Dotted boxes represent
benchmark figures:
(i) YTD average performance &
(ii) YTD average performance
as share of base size
The 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 size
The 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

22. 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

23. 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