Rob Dreblow … and involving Naked Communications. Introducing Naked as partners for IMC Scorecard development. Naked are a pioneering communications company, and have been at the forefront of integrated marketing thinking and practice, globally, for the past 10 years.
Rob Dreblow At any point during the presentations, please use the Q&A widget at the top right of your screen we will ask as many as we can to the presenters at the end of the webinar And now to hand you to (Jon AM, Paul, PM)
JON or PAUL’s first slide The topic is : “Exploring Emerging Themes in the (Application) of Integrated Marketing Communications” The speakers for today are Jon Wilkins/Paul Woolmington (depending on time slot): Founder of Naked Communications Scott Thomson: Naked ’s Global Head of Evaluation (and one of the architect’s of the WFA IMC Scorecard) Alexandra Mimoum: Naked ’s resident IMC Specialist
Jon/Paul introducing agenda and what we will cover There are 3 sections Initially, we will share the background to today ’s session (and cover how and why the WFA IMC Scorecard came about, and recap on why IMC is an emerging issue in the first place) In part 2 we will share the results of what we have learned so far from the 18% of our members who have participated so far. These results will focus on what areas of integrated marketing practice are considered current priorities, and where there are perceived gaps. At this point, Naked will also be sharing their experience in terms of what are the Golden Rules to bridging gaps and making sure our thinking and practice are in line with what is required to implement IMC programs in the real world. Finally, in part 3, we will outline how the IMC Scorecard can be used going forward, how you can participate if you haven ’t already, and how you can draw upon the resources within Naked globally to help you on your IMC path.
Naked Founding partner (Jon or Paul depending on time zone): -QUICK RECAP ON THEMES THAT HAVE COME OUT OF PRE SCORECARD IMC FORUM DISCUSSIONS – reiterating why IMC has emerged as a key theme of 21 st century marketing
Naked Founding partner (Jon or Paul depending on time zone) – restating that it is not just about more channels
Naked Founding partner (Jon or Paul depending on time zone)Restating that IMC is about avoiding silos Restating that IMC is not about shiny new things
Naked Founding partner (Jon or Paul depending on time zone) It’s all about process & profit “ Making all the components of marketing communications activity work together so that the sum is greater than the parts in order to drive profitable brand growth and consistent brand behavior.”
Naked Founding partner (Jon or Paul depending on time zone), introducing Scott Thomson, Global Head of Evaluation and joint architect of IMC Scorecard Ambition of IMC Scorecard Where it can be found
Scott Thomson - 18% of WFA members have responded so far
Scott Thomson So what have we learned so far? Quite a lot! Which we will now tray and share with you Overall results Some detailed results Top emerging themes How these are reflected in IMC ‘ best practice ’ How these can be dealt with on the ground
Scott Thomson I will initially describe the structure of the findings As a result of numerous IMC Forum sessions, and in conjunction with the WFA and key members, we were able to isolate 26 criteria that were involved in getting Integrated marketing practice off the ground These could be split into 3 ‘buckets’ or types of issues, ranging from PEOPLE ISSUES – such as ”getting leadership aligned with what is needed for IMC” or “having an ongoing training program to fill IMC knowledge gaps” PROCESS ISSUES – such as “having processes in place that facilitate Integrated Marketing planning” or “Using insight resources that produce clarity on consumer priorities” PERFORMANCE ISSUES – such as “making sure we are measuring the right things” and “demonstrating integrated ROI payback” What we are interested in is not only how important you think each of these things are, but also where it is felt that there is a gap between desired versus actual positions for each. For example, whilst we may think that ”getting leadership aligned” is extremely important, the same people may also think that their leadership are already aligned and it doesn’t need to be overly prioritised in terms of ‘bridging IMC gaps’
Scott Thomson So this is how we begin to map the findings of the Scorecard so far. In this 2D way outlined in the last chart covering how important each element is perceived Vs. how much of a current gap there is in terms of current versus desired levels of IMC practice. It therefore becomes a simple scoring map for each element based on How important each element is VERSUS Are we getting these things right or not currently
Scott Thomson The IMC Scorecard allows us to capture responses around each of the 26 IMC Elements and map them in this way
Scott Thomson Outlining emerging issues There are some clear areas of IMPORTANCE (PROCESS issues tend to stand out here) (top right) There are also however some PROCESS issues that are deemed ‘non issues’ by being of secondary importance (bottom left) There are some clear emerging broad GAPS (PEOPLE AND PERFORMANCE ISSUES stand out here) (they skew right)
Scott Thomson If we plot the average position of each of the ‘types’ of IMC issues it becomes clearer that the real emerging GAPS might be more associated with PEOPLE and PERFORMANCE issues (but the areas of outstanding importance remain PROCESS ones) Is it therefor a question of the need to focus more on e.g. human resources, training than it is getting planning processes right? Or do we have to fill gaps in ROI understanding before we can address some of the other things? In order to answer these questions we need to ‘unpack’ some of these things and investigate further.
Scott Thomson passing over to Alex Mimoun, Naked IMC Specialist - Let ’s unpack these initial core findings of the IMC Scorecard a bit by focusing and discussing the areas that have both a degree of perceived IMPORTANCE and in-practice GAP (top right)
Alex Mimoun, Naked IMC Specialist In terms of IMPORTANCE, these are the issues that are emerging as key What we are now going to do is take each one and contrast “IMC BEST PRACTICE” versus “PRACTICAL REAL WORLD EXPERIENCE”
Alex Mimoun, Naked IMC Specialist As we go through the next few slides look out for a couple of illustrative things An “I/G” ranking score from the IMC Scorecard that tells you how the topic in question RANKED (out of a total of 1 st to 26 th ) in terms of IMPORTANCE and in terms of how significant the GAP to the ideal was Some verbatim comments from respondents covering perceived “barrier” and “enabler” when it comes to IMC development
(Alex Mimoun, Naked IMC Specialist – NEW VO) For each of these top issues the IMC Scorecard produces a score – seen here in the bottom left (that here illustrates how whilst “ Getting leadership aligned with what is needed for IMC” is the top PEOPLE issue, (it is only 6 th in terms of overall importance/ and8th in terms of how big the Gap currently is) Let ’s tale a closer look at the challenge: Getting leadership aligned with what is needed for IMC Golden rule of IMC here is to ensure Senior leadership fully understand the benefits of IMC It is as much about a paradigm shift in thinking as it is anything else. According to the godfather of IMC thinking Don E Schultz, this means communicating the benefits around 3 areas of change Area of change #1: Marketing communications as a business strategy. M arketing communications is not just about making tactical decisions in terms of communications. It becomes about thinking and elaborating business strategies that will impact the entire organization. Area of change #2: Marketing communications for a long-term vision . IMC is an ongoing process that boosts performance in the long term as well as the short term. IMC requires a major shift in today’s behavior where marketers can only think in a very short-term perspective, building communication programs on a campaign basis. Area of change #3: Marketing communications involving all the stakeholders. “The new IMC involves the whole organization.” Thus, all stakeholders, no matter their level, have to get involved in the process of Integrated Marketing Communications. “[IMC] spans the entire spectrum of brand, consumer, product, and service contacts the firm has with all stakeholders at all levels.” says SCHULTZ. That ’ s the THEORY, but what is our experience of getting this kind of internal change from the top down? For that, I pass over to one of our Founding Partners.
Naked Founding Partner We know what is required in theory but in practice things can be a bit more challenging. From the client side: You need to have real power to cut across existing silos. This needs to come from the top, at least CMO level. Ideally should be driven from this person, or has to be through the complete empowerment of an individual to drive this agenda. This power should stretch to include pooling of total marketing budget. From the agency side: The IMC role needs to be held by a supplier who has no inbuilt bias and with incentives complete aligned to the clients objectives. This could be a holding company, a truly integrated shop, or a strategy company. It generally can’t be an ad centric agency or a media agency as their method of making money and their incentives are more often than not out of kilter with that of the client.
(Alex Mimoun, Naked IMC Specialist – NEW VO) It ’s about finding unifying marketing ideas that can impact what we say and do, inside and out. The IMC Scorecard is already picking up this….. as 3 rd (out of 26) in terms of GAP between reality and this ideal We believe that a unifying Brand Behaviour should be at the heart of everything. It ’s not just about what brands say, it’s about how they act. A unifying Brand Behaviour should impact everything, both internally and externally. Read wheel.
Naked Founding Partner There is a clear gap here in terms of the difference between how importance this is and how a lot of companies and brands behave. A lot of marketing campaigns are structure the wrong way. Retrofitting executional ideas back into THE idea is virtually impossible. Often lead ad agencies still proffer ideas rooted in ATL channels and this isn ’t helping. HOW TO FIX THIS? The best ideas are organising thoughts, brand behaviours and ‘long ideas’ i.e. they are built to last, and ‘broad ideas’ i.e. they work well through different channels and executional styles. Define a Brand Behaviour that impacts everything the brand does, both internally and externally. Use a brand book to maintain common tone of voice / look / feel across advertising. .
(Alex Mimoun, Naked IMC Specialist NEW VO) This is cited as being of top importance (1 st out of 26) but also 7 th in terms of GAP to ideal. Heidi and Don E. SCHULTZ define consumer centricity in -IMC - The next generation- as the ability to “Understand and be able to respond to the needs of the consumers one wishes to serve” . What do consumers truly need?? Do consumers really need another toothpaste with red and blue stripes? This is a major shift for organisations. Organisations are built around products with Product managers, brand managers… Becoming a truly consumer-centric organisation requires major shifts: The first shift is to go from “selling products” to designing solutions. And that ’s a big evolution for marketers in terms of mindset. It’s not just about “selling products”, it’s about “solving problems”. In that approach, solutions replace products as the basic element to the customer value proposition. It is about engaging in a continuing dialogue with consumers which isn’t limited to the purchase moment. This dialogue starts before and ends long after the sale. This leads us to another big shift: adopting a “Customer Life Cycle view” Being consumer-centric is about having a holistic and continuous view of each consumer ’s evolving life cycle needs. Therefore, instead of viewing the consumer in terms of a series of events, consumers should be approached with a wider angle of view. A good example of that is Amazon.com. Amazon.com manages to integrate continuity in its relationship with the consumer, through the recording of customer’s past purchase, or the analysis of consumer’s browsing behavior, or even the tool that allows consumers to see what similar customers have purchased.
Naked Founding Partner In our experience most big clients are sitting on mounds of great insight work, but its all hidden away in silos, in a jumbled format, lacking structure and focus which is why we often use the Vulture process to get information in the right place to illuminate the right topic. One of the solutions is building definitive more integrated ‘dashboard’ approach (i.e. could be multiple sources of insight but put into one place!) to collating different insight streams so that a truer perspective could be delivered.
(Alex Mimoun, Naked IMC Specialist NEW VO) Collaboration is at the hart of IMC planning. T ailoring solutions to customer’s ever-changing needs requires a level of cooperation across functions, across product and service lines, and across company boundaries. Therefore, it is about moving towards a Collective, Cross-Functional Effort. Employees need to work together in order to achieve the same unique goal. It works from the principle that everything an organisation does has to create value for all stakeholders. The idea of creating “value for every stakeholder” is what will lead to a true collaboration between actors. Dramatic structural changes are required to get there. CLIENT SIDE Most clients have already started to create a structure that will allow the IMC process to happen. Silos: A while ago we are all familiar with the picture we have here, all separate experts, all with separate budgets all pursuing their individual goals. There was little cross functional dialogue and if there was a clear strategy, it was entirely dependent on a creative idea (usually advertising) that could hold it all together. Coordination: A cross channel team with shared goals and objectives but separate budgets. That ’s where most organisations are today. Integration: That ’s the Holy Grail. A truly integrated team with shared goals, remuneration, objectives and budgets. Only with this type of structure can you actually create a true IMC plan, to be neutral, media neutral, solution neutral. To get there, you need to remove the human barriers of money, prestige and pride. It’s really hard to do, but clients are doing their best to achieve it. AGENCY SIDE Agencies created their structure to mirror that of the clients they serve. A gencies are trying really hard to mirror the changes clients are making internally. The problem is that agencies need to make a living too… Right now agencies are remunerated on a fee or on a percentage. As much as agencies want to be objective, it can only be around the edges. They cannot present wholesale shifts of strategy or emphasis, or just spending much less money. Agencies just can ’t ever achieve this level of integration, because it is not possible to run their business effectively and service client’s businesses the way they need at the same time. The business models are incompatible.
Naked Founding Partner
(Scott Thomson, Naked Evaluation Specialist) Be careful what you measure because that will lead to what you get Good strategic diligence leads to good types of target measures. IMC should be evaluated in two clear buckets. Effectiveness of communications – the criteria will depend business by business and brand by brand, but good IMC should always lead to a better result. The second bucket for evaluation is around efficiency. With so many channels, agencies and opportunities, developing integrated plans has become a costly and inefficient process, with lots of man hours, duplication of strategy, ideas etc. So a proper IMC process should deliver a much more efficient and cost effective outcome. Finally “Integration” includes integrating front end and back end processes.
(Scott Thomson, Naked Evaluation Specialist) In practice, sometimes ‘measurement’ struggles to find its (integrated). Common forms of KPI measurement are very silo-ed and linked to self-serving and discrete parts of the marketing industry. HOW TO OVERCOME THIS - Be clear about the distinction between ‘communications KPIs’ and ‘business KPIs’ Link KPIs to insight Get agreement from all stakeholders Put in place appropriate means of measurement and means of setting goals for each element But it is not only about making sure you have ‘best-in-class’ measurement in place, but also that it is ‘innovation-friendly’, and in line with existing and emerging client processes. I will over each of the 3 in some detail but generally it should all be geared up for… INTEGRATED tried and untried new channels INTEGRATED past learning with future focus and new messaging/creative objectives INTEGRATING learning with company processes and culture
(Scott Thomson, Naked Evaluation Specialist) IMC can help define / collect share information. Data has to be used appropriately. But “root and branch” not just as a box ticking “end of process”
(Scott Thomson, Naked Evaluation Specialist) Topline again of course this is challenging. Creating consistency of measurement and agreeing data that all markets or countries can access can be difficult. U se of real time data that can be captured ‘live’ through transaction, engagement and conversation allows data to be more readily and cost effectively accessed. Be careful what goes in there/ what you measure. When Michael EISNER’s became CEO at Disney, he put in place a new approach based on the vacationers’ total expenditure metric. His starting point was the following question: How much did a family spend on a vacation and what percentage of that money could Disney capture? Disney realized it was capturing only 25% of vacation spending, and in order to increase that share of vacationers’ total expenditure, the company extended its supply to a much broader range of product and services. Disney started building hotels and stores. Some partnerships were created with airlines in order to offer travel packages, with buses picking up visitors. Disney TV, Disney Radio, Disney Hotels, Disney Stores... “ This customer-focused metric, the share of vacationers’ total expenditure, generated some good business insights that helped Disney to formulate its growth strategies”. The challenge is one of linking
(Scott Thomson, Naked Evaluation Specialist) We have to link evaluation fully with strategy development. We have to have a framework that links e.g. historical ROI with future strategy the payback associated with different marketing elements AND the strategic role of that marketing element
Scott Thomson Respondents had a lot to say here. Having a strong consumer insights framework and ROI approach is clearly seen as an IMC enabler Payback again comes back to setting goals upfront for what you want to achieve and designing a process to get there. This process will vary by client but is nearly always around effectiveness of outcome and efficiency of process. The key thing really is not to embark on an IMC process or pilot without setting those criteria at the onset. “ Our most significant barrier is our Finance organization thinking that year-on-year we can 'do more with less'. They do not understand the increased costs and complexities of digital marketing programs and they continue to look for ways to do more without putting the proper funding levels in place”
There is an emerging ROI-insight gap associated with the “social media bubble” A WFA survey this year illustrated how over 90% of members were upping the level of investment in social media but around half were unsure of why. I will say that again. A WFA survey this year illustrated how over 90% of members were upping the level of investment in social media but around half were unsure of why. So it is no accident that for example, only this week we have taken 3 individual new briefs all focused on helping clients use their social media metrics and incorporate them in wider brand and business planning. We have a framework for answering this type of question and anyone interested can contact me directly
Naked Founding Partner Summarising some core thoughts around IMC development
Naked Founding Partner For more information on how and who can help you in your region go to www.myIMCpath.com (IMC specialists in London, Singapore, and New York) Now hand back to Rob Dreblow
Rob & Any: Questions to presenters
IMC Scorecard: interim results webinar
IMC Scorecard: initial results
Quick introductions… Rob Dreblow Any Ung Rangarajan
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Integrated Marketing Communications (IMC) = top priority
WFC IMC SCORECARD WEBINAR June 15, 2011 Alexandra Mimoun Strategy Director IMC Specialist Naked Communications Scott Thomson Global Head of Evaluation Naked Communications Paul Woolmington Founding Partner Naked Communications Jon Wilkins Founding Partner Naked Communications &
WHAT WE HAVE LEARNED SO FAR................ THE WFA IMC SCORECARD & NAKED GOING FORWARD....... Overall results Some detailed results Top emerging themes How these are reflected in IMC ‘ best practice ’ How these can be dealt with on the ground THE WFA IMC SCORECARD & NAKED BACKGROUND.............. 13
THE NEED FOR INTEGRATION BORN OUT OF MARKET FORCES <ul><li>Multiple factors driving the interest and application of IMC thinking </li></ul>Consumer ’ s attention constantly challenged Advertising rejection Atomized and parallel media consumption CONSUMER SKEPTICISM INTEGRATED MARKETING Complex brand choice Complex reach COMPLEXITY Multiple brand messages Fragmented media landscape CACOPHONY PART ONE : THE WFA IMC SCORECARD BACKGROUND 14
Integrated Marketing is a holistic to deliver profitable brand growth PART ONE : THE WFA IMC SCORECARD BACKGROUND 17
The WFA IMC Scorecard A benchmarking tool that allows WFA member companies to evaluate their organisation's 'readiness' in relation to IMC . The scorecard helps those companies who participate to understand their strengths and weaknesses with a view to informing their own development plans. The scorecard builds on the purpose of the WFA IMC Forum; by providing a tool to improve WFA members’ effectiveness in delivering multinational integrated marketing communications through shared experience. PART ONE : THE WFA IMC SCORECARD BACKGROUND
of WFA members have responded so far, 1 8% PART ONE : THE WFA IMC SCORECARD BACKGROUND
WHAT WE HAVE LEARNED SO FAR................ Overall results Some detailed results Top emerging themes How these are reflected in IMC ‘ best practice ’ How these can be dealt with on the ground 20
PERCEIVED IMPORTANCE CURRENT GAPS A total of 26 different IMC criteria 3 AREAS OF FOCUS versus SECTION TWO : WHAT WE HAVE LEARNED SO FAR 21
THINGS THAT ARE IMPORTANT BUT WE ARE ALREADY GETTING RIGHT SECONDARY THINGS THAT WE NEED TO GET RIGHT THINGS THAT ARE IMPORTANT THAT WE NEED TO GET RIGHT SECONDARY THINGS THAT WE ALREADY GET RIGHT IMPORTANCE GAP TO BRIDGE Perceived Importance versus Current Realities, across a number of areas. MAPPING RESULTS SECTION TWO : WHAT WE HAVE LEARNED SO FAR 22
Perceived Importance versus Current Realities, across a number of areas. (Generally, the bigger the gap, the greater the importance attributed to it) RESULTS TO DATE GAP TO BRIDGE IMPORTANCE SECTION TWO : WHAT WE HAVE LEARNED SO FAR 23
What skews right? What skews up? GAP TO BRIDGE EMERGING THEMES IMPORTANCE There are ( PROCESS ) areas that are perceived As “Non-issues” There is an emerging broad GAP in PEOPLE & PERFORMANCE issues (they skew right) There are areas of IMPORTANCE that need focus ( PROCESS issues stand-out) SECTION TWO : WHAT WE HAVE LEARNED SO FAR 24
RESULTS TO DATE GAP TO BRIDGE PROCESS ISSUES PERFORMANCE ISSUES PEOPLE ISSUES IMPORTANCE SECTION TWO : WHAT WE HAVE LEARNED SO FAR 25 Current averages
THINGS THAT ARE IMPORTANT BUT WE ARE ALREADY GETTING RIGHT SECONDARY THINGS THAT WE NEED TO GET RIGHT SECONDARY THINGS THAT WE ALREADY GET RIGHT IMPORTANCE GAP TO BRIDGE Let ’ s unpack the top right hand box UNPACKING KEY ISSUES SECTION TWO : WHAT WE HAVE LEARNED SO FAR 26
UNPACKING KEY ISSUES* #1. Leadership: Getting leadership aligned with what is needed for IMC #2. Finding Big Ideas: generating unifying marketing ideas #3. Global to local alignment #1. Understanding Consumer: insight resources that produce clarity on consumer priorities #2. Leveraging Insight: insight resources tailored to organizational objectives #3= Developing Marketing Strategy: having processes that facilitate IMC planning #3= Finding Big Ideas: partnership processes that produce big ideas #1. KPIs: having clarity on what IMC success looks like (measuring the right things) #2. Data: having the required datasets available across the business and across markets #3. ROI: having clarity on what IMC financial success looks like (pay-back) SECTION TWO : WHAT WE HAVE LEARNED SO FAR 27
UNPACKING KEY ISSUES* SECTION TWO : WHAT WE HAVE LEARNED SO FAR A guide to the next few slides I/G Ranking 6 th / 8 th SUMMARY SCORES IMPORTANCE / GAP 28 “ ROI helps to prove IMC and is an enabler” VERBATIM QUOTES “ The lack of ROI clarity can be a barrier to IMC development” IMC BARRIERS IMC ENABLERS
#1. Getting leadership aligned with what is needed for IMC In Theory: FROM Tactical activities Campaign approach Marketing department TO Business strategy Strategic management tool All stakeholders “ Marketing communications in particular is stuck in the late 1980s paradigm of tactical implementation. We need some new concepts and new approaches, not just rehashes of what we have been doing for the past 75 years.” Don E. Schultz I/G Ranking 6 th / 8 th olden rule = ensure senior leadership understand the benefits of IMC. It ’s a paradigm shift from old ways of thinking. SECTION TWO : WHAT WE HAVE LEARNED SO FAR 29
#1. Getting leadership aligned with what is needed for IMC In Practice: You need to have real power to cut across existing silos. This needs to come from the top, at least CMO level You need to have agency partners with minimal inbuilt bias and with incentives and processes aligned to your IMC objectives. From the client side From the agency side THINK INTEGRATED! ... here is a detailed process to help you “ Top management push is a big enabler” Verbatim “IMC enabler” SECTION TWO : WHAT WE HAVE LEARNED SO FAR 30
In Theory: I/G Ranking 8 th / 3 rd olden rule = unify brand & business behaviour in terms of what we say and how we act internally and externally #2. Finding Big Ideas: generating unifying marketing ideas SECTION TWO : WHAT WE HAVE LEARNED SO FAR 31
#2. Finding Big Ideas: generating unifying marketing ideas In Practice: Avoid the pitfalls of many marketing plan structures “ Moving people from 360 TV Platform Activation to true IMC around a big idea is the biggest barrier Verbatim “IMC barrier” SECTION TWO : WHAT WE HAVE LEARNED SO FAR 32
#1. Having insight resources that produce clarity on consumer priorities In Theory: I/G Ranking 1 st / 7 th olden rule = Put customers first; wrap communications around customer ’s buying process with a sequence of comms activities helping the customer move easily through each stage of the journey. SECTION TWO : WHAT WE HAVE LEARNED SO FAR 33
In Practice: In our experience most big clients are sitting on mounds of great insight work, but its all hidden away in silos, in a jumbled format, lacking structure and focus We often use our “Vulture” process to get information in the right place to illuminate the right topic. #1. Having insight resources that produce clarity on consumer priorities SECTION TWO : WHAT WE HAVE LEARNED SO FAR 34
#3. Developing Marketing Strategy: Having processes that facilitate IMC planning In Theory: I/G Ranking 4 th / 7 th SECTION TWO : WHAT WE HAVE LEARNED SO FAR olden rule = Prioritize communications according to objectives, and make a c ollective, cross-functional effort . 35
#3. Developing Marketing Strategy: Having processes that facilitate IMC planning In Practice: We regularly find that this requires a staged approach to taking the business challenge and creating a single process that leads into development of the IMC plan. This strategic planning would work at least 18 months out and predate executional briefing SECTION TWO : WHAT WE HAVE LEARNED SO FAR 36 We have a very evolved 10-stage processes from our direct experience working with major marketers and many WFA members. Get in touch if you would like to know more.
#1. KPIs: Having clarity on what IMC success looks like (measuring the right things) In Theory: I/G Ranking 3 rd / 2 nd SECTION TWO : WHAT WE HAVE LEARNED SO FAR olden rule = Measure the right things. Link measurement assets to consumer insight, and ensure target measures are directly connected to consumer path understanding. 37
#1. KPIs: Having clarity on what IMC success looks like (measuring the right things) In Practice: SECTION TWO : WHAT WE HAVE LEARNED SO FAR Making sure we have appropriate measurement in place But, also make sure we have clarity in the role for measurement 38
#2. Data: Having the required data sets available across the business and across markets In Theory: I/G Ranking 4 th / 7 th SECTION TWO : WHAT WE HAVE LEARNED SO FAR olden rule = Develop a good marketing information system which defines who needs what info and when. 39
#2. Data: Having the required data sets available across the business and across markets In Practice: This is challenging. Creating consistency of measurement and agreeing data that all markets or countries can access can be difficult. U se of real time data that can be captured ‘live’ through transaction, engagement and conversation allows data to be more readily and cost effectively accessed. SECTION TWO : WHAT WE HAVE LEARNED SO FAR 40 “ CRM capability can be a barrier” Verbatim “IMC barrier”
#3. ROI: Having clarity on what IMC financial success looks like (pay-back) In Theory: I/G Ranking 7 th / 1 st SECTION TWO : WHAT WE HAVE LEARNED SO FAR olden rule = Set (appropriate, multilevel) metrics and EVALUATE performance against them. 41
#3. ROI: Having clarity on what IMC financial success looks like (pay-back) In Practice: SECTION TWO : WHAT WE HAVE LEARNED SO FAR “ We have a very strong global consumer insights organization and methods for calculating ROI ” Verbatim “IMC enabler” “ Connecting social media to traditional marketing is a clear barrier ” Verbatim “IMC barrier” “ Our most significant barrier is our Finance organization thinking that year-on-year we can 'do more with less'. They do not understand the increased costs and complexities of digital marketing programs and they look for ways to do more without the proper funding levels in place” “ Data collection and analysis, and understanding what data is needed to truly understand what each of the Connections contributed to the total result on the business” 42
#3. ROI: Having clarity on what IMC financial success looks like (pay-back) In Practice: SECTION TWO : WHAT WE HAVE LEARNED SO FAR SOCIAL MEDIA METRICS BRAND RETURNS BUSINESS RETURNS ? ? A survey of members of the WFA, found that 96 per cent were spending more of their budgets managing Facebook pages, Twitter accounts and other social media, racing to accrue fans, re-tweets and that elusive but ubiquitous quality: engagement. But – half were “unsure” of the returns they were getting from their efforts, while a quarter that did know found the payback was “just average or poor”. 43
THE WFA IMC SCORECARD & NAKED GOING FORWARD....... 44
www.myIMCpath.com For further information Based in Europe: [email_address] Based in Americas: [email_address] Based in APAC: [email_address]