O SlideShare utiliza cookies para otimizar a funcionalidade e o desempenho do site, assim como para apresentar publicidade mais relevante aos nossos usuários. Se você continuar a navegar o site, você aceita o uso de cookies. Leia nosso Contrato do Usuário e nossa Política de Privacidade.
O SlideShare utiliza cookies para otimizar a funcionalidade e o desempenho do site, assim como para apresentar publicidade mais relevante aos nossos usuários. Se você continuar a utilizar o site, você aceita o uso de cookies. Leia nossa Política de Privacidade e nosso Contrato do Usuário para obter mais detalhes.
The New Marketing Landscape
Cross-channel vs. Multi-channel
Cross-Channel vs. Multi-Channel
Cross-channel marketing is the inverse of multi-channel marketing.
• The customer is now central, not the organization
• He/she is followed and tracked while they switch from one channel to another
• Simply pushing the same content to all customers using all channels no longer
• Listening to and engaging with the customer at the right time with the right
content on the right channel is much harder to do, but when done well is much
• This is becoming a much bigger part of the public relations landscape as agencies
move to offer more social media management solutions.
• PR must be an integrated piece of a company‟s overall marketing mix.
We need to “listen.”
What does that really mean?
Listening is also a simple way of saying, “let data kick-start your marketing.”
• Data analysis (and execution)
• It‟s easier said than done
• Forrester (commissioned by ExactTarget) used an online survey to investigate the
outlook and application of cross-channel strategies and technologies of 211 U.S.
marketers with annual revenues of $100 million or more. Many organizations are still
struggling to understand customer interactions across channels and manage
execution across multiple technologies.
• Not surprising, some of the biggest hurdles involve the lack of headcount (49%), and
Gartner Magic Quadrant Report
“By 2017 the CMO will spend
more on IT than the CIO.”
• Spike in number of marketing software companies
• Shift to cross-channel, integrated marketing, rather than traditional siloed marketing
• This has led to consolidation in the market – seen through mergers and
acquisitions (ExactTarget/Salesforce, DoubleClick/Google, Eloqua/Oracle)
• Traditional PR and ad agencies increasingly bringing social media management into
their service portfolios, a bit of an acknowledgement that brands no longer solely
own their message
• Trends toward redefining “ROI” – attribution modeling and conversion scoring
Determining “success” on digital platforms
• TRAP: Success on digital platforms are determined the same way you measure
success on traditional platforms; success metrics MUST reflect overall business
• Example: If you say, “Success is 10,000 Facebook „likes‟ on our brand page,”
you‟ve fallen into the trap. Now, if you were to say, “Success is 10,000
Facebook „likes‟ because I know that 84% of those who „like‟ our page are
existing customers and I know that Facebook drives 3% traffic to my website
and converts at 20%,” I know you‟re metrics are based on business goals.
• TRAP: The numbers are the numbers. Not so.
• Example: ExactTarget redesigned its website in early 2013. Post-launch, the
“Avg. Pageviews” metric was showing a significant decrease. Only looking at
the number would lead to the inaccurate conclusion that the redesign
negatively impacted site performance. In fact, the number of pages on the site
were decreased and content consolidated. The decrease in pageviews (along
with a higher Avg. Time on Page metric) actually demonstrated an
improvement in site performance – more relevant content found more quickly.
Determining “success” on digital platforms
• TRAP: Relying on Advertising Value Equivalency (AVE), a traditional PR success
metric, can paint a highly inaccurate picture of PR success.
• Example: The dollar-denominated AVE calculations have nothing to do with
profitability, and can confuse those not familiar with marketing metrics. AVE
calculations seek to assign a “cost” value to placement, they do not
demonstrate the revenue (potential or actual) realized from the placement.
Measuring “Voice of the Customer”
• Traditionally, PR and advertising measurement was often done through the use of
focus groups, surveys or panels.
• Digital has changed the reliance on such techniques because individual user
behavior can now be tracked in great detail
• What people SAY they do or SAY they prefer doesn‟t always reflect their actual
BEHAVIOR, which demonstrated true tendencies and values.
• Digital tracking and measurement doesn‟t require direct participation (i.e. not
relying on a person to state a preference, push a button, etc.)
• Focus groups, surveys and panels still have a place – they can be used to
compare, contrast, validate, or dispute insights gained via other, more
interactive, measurement techniques.
• Advertisers and marketers increasingly drive offline campaigns to digital channels to
drive tracking, measurement and insights.
• A/B and multivariate testing being deployed more broadly to optimize campaign
performance by determining user preferences.
„Big Data‟: The Next Big Challenge
Collecting data is no longer the biggest challenge for marketing, PR and advertising
practitioners, but rather the interpretation of „big data‟ to inform actionable strategies.
• Salesforce ExactTarget Marketing Cloud – evaluating behavioral and quantitative
metrics to drive real-time marketing automation
• Google Analytics – evolution to Google Universal Analytics, which allows robust
tracking of cross-platform, cross-device and cross-channel metrics.
• IBM – continuing to explore predictive analytics and and business intelligence tools.