Introduction to Marketing Intelligence – Part II Part II
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The Metrics And Why They Are Important To Marketers
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‘‘Half the money I spend on marketing is wasted—the problem is I don’t know which half.’’ ‐ John Wanamaker
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‘‘Half Half the money I spend on marketing is the money I spend on marketing is wasted, but today I know which half: TV advertising ’’ advertising.
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The Metrics That Work ¾
Non Financial Metrics – Brand awareness – Test‐drive T tdi – Churn – Customer satisfaction (CSAT) – Take rate
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Financial Metrics – Profit – Net present value (NPV) N t t l (NPV) – Internal rate of return (IRR) – Payback – Customer lifetime value (CLTV) (CLTV)
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The Metrics That Work ¾
New Age Metrics (Internet Metrics) – Cost per click (CPC) – Transaction conversion rate (TCR) ( ) – Return on ad dollars spent (ROA) – Bounce rate Bounce rate – Word of mouth (WOM) (social media reach)
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¾ We will have an in‐depth
discussion of Internet marketing best practices ¾ Give multiple examples of how to use the Internet to radically improve marketing performance
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2008 Porsche Turbo Cabriolet 2008 P h T b C bi l New Product Launch New Product Launch
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The Product Launch A stamped ‘‘raw’’ metal plate was delivered to existing Turbo Cab owners to coincide with the press p announcement of the new product launch ¾ The mailing provided personalized log‐ in credentials and encouraged visits to in credentials and encouraged visits to the web site with: ‘‘The raw Porsche 911 Turbo Cabriolet awaits your color selection.’’ ¾ On the web site, the customers chose their favorite color and ordered a personalized Turbo Cab poster ¾
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The Product Launch The design of the campaign, integrated with the Internet web site, enabled end‐to‐end trackingg ¾ There were 2,700 unique log‐ins with an average session time of almost 15 minutes, and 5,670 posters were ordered ¾ Interestingly, there was also a significant WOM component, with nearly 500 send‐to‐a‐friend invitations ¾ The campaign overall had a 30 percent response rate, and 38 percent of Turbo Cab buyers during this period received the mailer the mailer ¾
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The Product Launch The response rate and time on site is truly amazing given the high cost of the product ‐ $ p $130,000 , ¾ Target demographic: busy executives, lawyers, and doctors. ¾ This example is that the direct‐mail marketing was designed for marketing was designed for measurement and was integrated with the Web, enabling the capture of customer response data and identifying potential leads ¾
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Customization and marketing intelligence can have a significant and measurable performance impact for both small and large firms
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DuPont TyvekHomeWrap y p & NASCAR
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DuPont TyvekHomeWrap DuPont Tyvek is a well known US brand ¾ The product is successful because of p the innovative properties of the product and the marketing strategy that DuPont used ¾ Tyvek has a unique property that keep has a unique property that keep liquid water from passing through making it extremely durable ¾ Tyvek is used in packaging, protective apparel, envelopes, covers, graphics and home construction ¾ It is extremely useful in the construction industry where it is construction industry where it is wrapped around the building frame to keep mold and mildew out while protecting homes & buildings from water damage ¾
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The Challenge Marketing Intelligence and marketing metrics start with the principle of keeping score for all major marketing p g j g activities ¾ This is challenging, since the advertising is designed to brand Tyvek by creating awareness for the product by creating awareness for the product and an emotional attachment that your home is safe with Tyvek ¾ In addition to the print marketing, DuPont used the sponsorship of Jeff Gordon in NASCAR. ¾
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NASCAR NASCAR is an extremely popular sport in the United States ¾ It’s also very interesting from the y g marketing perspective ¾ It is the #1 in‐person attended sporting event and the #3 most watched sport in the United States in the United States ¾ Almost 80 million people regularly watch NASCAR ¾ Combined with F1, auto racing is the #1 live event in the world today ¾
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Jeff Gordon ¾ ¾
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DuPont also sponsors Jeff Gordon Has won the NASCAR Championship 4 times Championship 4 times ESPN rates him the 8th most recognized sports figure in the United States United States
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Car Branding
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Activation Campaign Campaign included painting Jeff Gordon’s car with a Tyvek “TV panel” on the back for a race in Kansas & TV advertising blanketed the Kansas area during the race to build customer awareness ¾ Primary focus of the campaign was on Primary focus of the campaign was on three groups: – Retailers – Builders – Specialists in Construction ¾
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The Poster Sent to Distributors
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The Offer The offer was for an ‘‘ultimate race weekend’’ luxury box for the race and opportunity to actually meet Jeff pp y y Gordon ¾ Awards went to – top 24 retailers across the country who sold the most DuPont who sold the most DuPont products – top 24 builders who bought the most DuPont products – top 24 specialists who signed up the most new and existing retailers ¾
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The Results ¾
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438 retailers signed on – 202 new and 236 existing – 186% sales increase during the 186% sales increase during the promotional period
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The Weakness of the Measurement ¾ A weakness of the marketing
measurement was that the impact of the brand and awareness component of the marketing was not captured g p particularly well
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logo that is visible on all new construction that uses the Home Wrap product ¾ The following was posted on the www.NASCAR.com blog: g
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My favorite NASCAR memory includes My favorite NASCAR memory includes our favorite driver, Jeff Gordon, and my son, Logan. When Logan was two, we h would drive by new housing developments and he would tell us which houses were Jeff Gordon’s. c ouses e e Je Go do s
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We didn’t put it together for a couple of months but every time we would walk months, but every time we would walk by or drive by a new housing development Jeff Gordon almost always development Jeff Gordon almost always had a house there.
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Finally, we realized our two‐year‐old was matching the DuPont Logo from Jeff matching the DuPont Logo from Jeff Gordon’s racecar with the DuPont House Wrap logo (Tyvek) on the new homes Wrap logo (Tyvek) on the new homes. Kudos to DuPont for its brand.
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The takeaway is that the Tyvek y y Home Wrap campaign primary objectives were designed to be measured; DuPont designed to be measured; DuPont marketing was keeping score, and the pre post change in number of pallets pre‐post change in number of pallets shipped justified future marketing investments.
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The Difference Between Leaders & Followers
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If you ask CMOs how they spend their budget, you most often hear the percentage spent on TV, print, Internet, direct mail, telemarketing, and so on.
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But this breakdown is not particularly useful, since it does not tell us what these organizations actually do with their money.
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What is the intended outcome of the Wh t i th i t d d t f th marketing?
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We want to know what marketing We want to know what marketing investments are actually intended to do or achieve? or achieve?
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We define 5 buckets of funding based on W d fi 5 b k f f di b d achieving different goals and objectives – such as demand generation, branding/awareness, customer g/ , relationships, shaping markets and infrastructure. infrastructure
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The 5 Buckets in Detail ¾
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Demand Generation – marketing activities to drive revenues in a relatively short time period after the campaign – Sales, coupons and events Branding & Awareness – marketing activities drive awareness and can include sponsorships, naming rights to events or and can include sponsorships, naming rights to events or properties, and advertising specifically for awareness, not promoting an upcoming sale Customer Relationships marketing focuses on creating a Customer Relationships – marketing focuses on creating a personal link to the customer that drives loyalty and engagement – Thank you notes after purchase and loyalty programs such as concierge shopping services
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The 5 Buckets in Detail ¾
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Shaping Markets – activities designed to make the market more receptive to your products or services, through 3rd party recommendations – Analyst relationships for B2B firms and social media blogging to influence perception blogging to influence perception Infrastructure – investments into technology and training to support the marketing team – Enterprise Data Warehousing (EDW), analytics and Enterprise Data Warehousing (EDW) analytics and marketing resource management software to support marketing intelligence functions
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How Do Marketers Allocate Budget?
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The Difference – Leaders & Followers
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The Difference – Leaders & Followers
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What Do We Know? ¾ ¾ ¾
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The Marketing Divide Is Real! There is a Significant Difference Between Leaders & Followers Leaders spend less on demand generation marketing and more on branding, customer relationships, and infrastructure to support marketing intelligence to support marketing intelligence Leaders have processes in place to optimize marketing management – it’s not done ad hoc Leaders have significantly better sales growth and financial Leaders have significantly better sales growth and financial performance compared with the followers And no surprise, key marketing processes of leaders include metrics to keep score and marketing intelligence
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Using Metrics to Deal With Hard Economic Times
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When the economy gets tough, senior When the economy gets tough senior management’s reaction is to aggressively cut costs – i l b h but they use a hatchet instead of a scalpel – causing significant impact on both short and long‐term performance g p
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Marketing may seem like an easy cost‐ g y y cutting target due to the difficulty with which its returns are quantified – but which its returns are quantified but when you understand the link between investment into marketing and investment into marketing and performance during and following a recession. http://emagine‐group.com
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In a study covering 16 different industries In a study covering 16 different industries from 1980 – 1985, results showed that firms that maintained or raised their advertising that maintained or raised their advertising expenditures during the 1981 – 1982 recession averaged significantly higher sales recession averaged significantly higher sales growth during the recession and the three years after years after.
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By 1985, sales of companies that took an l f h k aggressive advertising approach during the recession had risen by 256% over those who lowered or failed to maintain their advertising spending
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IIn the 2001 technology industry th 2001 t h l i d t recession, Intel invested $2 billion in new chip manufacturing facilities and aggressively marketed new dual‐core gg y technology in order to grab market share from competitor AMD from competitor AMD
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In 2008, three years into a recession in construction, Johnson Controls rolled out a new ad campaign continuing its ‘‘Ingenuity Welcome’’ effort. The campaign, which included significant print and online advertising, demonstrates Johnson Controls’ efforts to build energy‐efficient environments for customers.
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The First Step – Defining the Marketing Intelligence Strategy Intelligence Strategy
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The Framework
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Know Yourself – Figure out which data are important g p using the 80/20 rule: ask what is the 20 percent of data that will give 80 percent percent of data that will give 80 percent of the value?
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Know Your Customers – Fine‐grained segmentation, which then leads ultimately to customer targeting and data‐driven marketing activities.
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The Closing
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In 1974, bar code scanners were b d introduced in retail, and for the first time this enabled the tracking of individual consumer product purchases at the p p point of sale
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This technological innovation spawned ‘‘ ‘‘marketing science,’’ the idea that k i i ’’ h id h marketers could quantify marketing using analytic principles
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Today, the Internet and cell phone networks are enabling the next leap in k bli h l i data collection of customer interactions with marketing
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Now is the best and most Now is the best and most exciting time to be in marketing g g
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The new data‐driven approaches and The new data driven approaches and infrastructure to collect customer data are truly changing the marketing game, l h i h k i and there is incredible opportunity for those who can act upon the new insights the data provides p
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