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Taking the path of excellence in media planning
Taking the path of excellence in media planning
Taking the path of excellence in media planning
Taking the path of excellence in media planning
Taking the path of excellence in media planning
Taking the path of excellence in media planning
Taking the path of excellence in media planning
Taking the path of excellence in media planning
Taking the path of excellence in media planning
Taking the path of excellence in media planning
Taking the path of excellence in media planning
Taking the path of excellence in media planning
Taking the path of excellence in media planning
Taking the path of excellence in media planning
Taking the path of excellence in media planning
Taking the path of excellence in media planning
Taking the path of excellence in media planning
Taking the path of excellence in media planning
Taking the path of excellence in media planning
Taking the path of excellence in media planning
Taking the path of excellence in media planning
Taking the path of excellence in media planning
Taking the path of excellence in media planning
Taking the path of excellence in media planning
Taking the path of excellence in media planning
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Taking the path of excellence in media planning

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How should brands measure and institutionalize great media planning?

How should brands measure and institutionalize great media planning?

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  • 1. © 2012 Robert Stupak The information contained herein is subject to change without notice. Robert Stupak +44 (0) 7880 628 773 robert.stupak@gmail.com Taking the path of excellence in media planning
  • 2. Taking the path of excellence in media planning 2 4 October 2013 How should companies measure and institutionalise great media planning? Cultivating standards of performance in media planning. Challenges and opportunities that companies may be facing on the path towards excellence in media planning. Managing brand contact to drive sales and market share targets. Defining standards of excellence in media planning measurement Building a clear accountability platform for effective and efficient media planning.
  • 3. Building standards of excellence in media planning measurement
  • 4. Putting it all together 4 4 October 2013 INTERLOCKING SALES TARGETS WITH BRAND GOALS AND MEDIA OBJECTIVES MEDIA OBJECTIVES BRAND GOALS SALES TARGETS • Launch and sell X number of product units in CEE by end of Q3 • Reclaim x% market share in category A in H2’12 • 75% of the target audience to see the brand in television commercials at least once during a period of 3 months • 25% of the target audience to form a preference for a new brand in the first month of the launch • Generate minimum 2000 qualified leads for a product in WE region by 15th September  EFV, ERV, GRPs  OFV, TFV, VPG, TMV  BDI, CDI, GPI
  • 5. Putting it all together 5 4 October 2013 EXAMPLES OF METRICS TO OPERATIONALISE OBJECTIVES MEDIABRAND Targeted growthSALES  EFV, ERV, GRP  OFV, TFV, VPG, TMV  BDI, CDI, GPI  Sales and market share targets  TAM sales heat map  Brand health and equity metrics  Brand dynamics profile data  Brand growth potential KPIs
  • 6. Efficiency of the media planning platform 6 4 October 2013 EVALUATING EFFICIENCY OF THE MEDIA PLANNING PLATFORM Media Planning Platform People Process Tools Cost
  • 7. Effectiveness of the media plan 7 4 October 2013 STAGES OF MEASUREMENT M E D I A B U Y I N G T A C T I C S PRE-CAMPAIGN MID-CAMPAIGN P O S T - B U Y M E D I A A N A L Y S I SPOST-CAMPAIGN B U S I N E S S O B J E C T I V E S M E D I A O B J E C T I V E S TARGET AUDIENCE MEDIA GOALS M E D I A S T R A T E G I E S CATEGORY SELECTIONS GEOGRAPHIC ALLOCATIONS MEDIA SCHEDULING C O M M U N I C A T I O N S G O A L S ADVERTISINGRESPONSE BRAND PERFORMANCE M E D I A F U L F I L M E N T
  • 8. Effectiveness of the media plan 8 4 October 2013 PRE-, MID- AND POST-CAMPAIGN MEASUREMENT OF THE MEDIA PLAN EFFECTIVENESS • Setting a clean baseline of brand communications metrics in the absence of any campaign exposure • Predictive modelling of media objectives to meet advertising response goals and brand communications objectives fuelled by sales and market share targets • Optimizing media strategies to achieve media objectives Pre-Campaign • Monitoring actual execution of the scheduled media placements • Analyzing actual media vehicles exposures and advertising exposures • Tracking advertising response and brand performance outcomes, including social media buzz and word-of-mouth messaging being primary factor behind 20 to 50 percent of all purchasing decisions Mid-Campaign • Post-buy analysis of the actual execution of the scheduled media placements • Measuring the effectiveness of the media plan against media objectives • Evaluating the effectiveness of the media plan against advertising response goals and brand communications objectives across all touch points • Analyzing impact on advertising and brand performance metrics across all media channels, including social media and word-of-mouth messages Post-Campaign
  • 9. Effectiveness of the media plan • Harness social media platforms for explicit, implicit, and analytic consumer data as a core measurement approach for media plan effectiveness • Ensure immediate delivery of actionable insights as the time between campaign measurement and response is reduced • Use a combination of methods and tools (surveys, feedback, tracking and observation) • Ensure pre-, mid- and post-campaign evaluation of the media plan effectiveness • Embrace paid, owned and earned media-specific metrics • Partner with both media agency and independent research services provider • Using proprietary or 3rd party measures for both planned and unplanned brand contacts • Link measures of media planning effectiveness to brand health metrics and sales data • Enable both internal and external benchmarking to drive excellence on an ongoing basis • Develop globally enabled platform offering locally relevant and actionable insights • Use both qualitative and quantitative approaches • Aggregate measurement data from multiple media platforms • Measure shareability across media platforms to determine levels of influence 9 4 October 2013 HOW TO MEASURE
  • 10. Areas in focus 10 4 October 2013 OPPORTUNITIES AND CHALLENGES Opportunities • Unparalleled customer base • Global scale synergies • Owned media platforms across multiple off and online channels Challenges • Managing varied levels of competency in media planning measurement • Evaluating impact of unplanned messages in earned media environment • Measuring impact of media planning in retail environment • Embracing cultural diversity • Facing varied levels of adoption of different media channels across geographies • Leveraging owned media platforms
  • 11. Cultivating standards of performance in media planning
  • 12. Institutionalising effective media planning 12 4 October 2013 PEOPLE, PROCESSES AND TOOLS • Build internal and external capabilities through Marketing Renaissance Academy • Implement best practice sharing platform to forge a learning organisation • Consider marketing functions architecture reorganisation to better reflect volume of social media buzz and work-of-mouth messages and their impact on customer decision journey • Define a clear accountability framework and RACIs People • Develop media engagement governance model • Improve media planning approval and workflow processes • Set up multi-tiered media authorization levels to streamline media placements • Influence a company-wide approach to measurement of the media plan effectiveness • Establish a single approach to predictive modelling and setting of media objectives • Agree upon a common set of key metrics and KPIs across all media channels and touch points Processes • Develop digital media planning workflow system for project management and metrics reporting • Define global media dashboard in partnership with brand communications and agency teams • Leverage both proprietary and 3rd party solutions for data-driven media insights • Implement social media monitoring and management solutions as a core analytics tool • Develop media planning strategy and guidelines to facilitate in-country execution • Create unified media briefing templates across geographies Tools
  • 13. Institutionalising effective media planning • Emerging Media Lab programme to drive media innovation • TouchPoints ROI Tracker • Most Valued Customer (MVC) programme • Forward Media Planning to optimize media presence • Co-branding strategy to facilitate optimal media category selections when leveraging brand alliances and partnerships • CPP evaluation program to facilitate regional and country-level budget allocations 13 4 October 2013 KEY INITIATIVES
  • 14. Institutionalising effective media planning • Take advantage of huge lift from cross-media convergence • Leverage synergies from cross-campaign integration • Develop media plans informed by data-driven insights • Embrace offline media in a results-driven agency remuneration model • Make sure media investments are made to effective level • Match media vehicles to message types and brand signature profiles • Map social media initiatives to different stages of the consumer decision journey • Develop social media engagement strategy 14 4 October 2013 CORE PRINCIPLES
  • 15. Backup slides
  • 16. Examples of efective frequency adjustments in EFP model 16 4 October 2013 Low Required Frequency Frequency Adjustment High Required Frequency Market Factors Established brand -.2 -.1 +.1 +.2 New brand High brand share -.2 -.1 +.1 +.2 Low brand share High brand loyalty -.2 -.1 +.1 +.2 Low brand loyalty Long purchase cycle -.2 -.1 +.1 +.2 Short purchase cycle Less frequent usage -.2 -.1 +.1 +.2 Frequency usage Low share of voice -.2 -.1 +.1 +.2 High share of voice Target other group -.2 -.1 +.1 +.2 Target old people or children Message Factors Low message complexity -.2 -.1 +.1 +.2 High message complexity High message uniqueness -.2 -.1 +.1 +.2 Low message uniqueness Continuing campaign -.2 -.1 +.1 +.2 New campaign Product-focused message -.2 -.1 +.1 +.2 Image-focused message Low message variety -.2 -.1 +.1 +.2 High message variety High wearout -.2 -.1 +.1 +.2 Low wearout Large advertising units -.2 -.1 +.1 +.2 Small advertising units Media Factors Low clutter -.2 -.1 +.1 +.2 High clutter Favorable editorial setting -.2 -.1 +.1 +.2 Neutral editorial setting High audience attentiveness -.2 -.1 +.1 +.2 Low audience attentiveness Continuous scheduling -.2 -.1 +.1 +.2 Pulse or flight scheduling Few media vehicles -.2 -.1 +.1 +.2 More media vehicles High repeat exposure media -.2 -.1 +.1 +.2 Low repeat exposure media
  • 17. Frequency Value Planning (FVP) 17 4 October 2013 OVERVIEW Develop trial media schedule Estimate ad exposure distribution Estimate response rate Calculate frequency value Media objectives Budget constraints Communications goals
  • 18. Media strategies 18 4 October 2013 ALLOCATING BUDGETS ACROSS MARKETS AND SEGMENTS BrandDevelopmentIndex1 C a t e g o r y D e v e l o p m e n t I n d e x 2  Low CDI  High BDI  High CDI  High BDI  High CDI  Low BDI  Low CDI  Low BDI 1 Brand Development Index (BDI) measures the concentration of sales of a company's brand in a region. BDI indicates brand's performance in a given market indicating existing sales. 2 Category Development Index (CDI) measures the concentration of sales of the product category (across all brands) in a region. CDI is a measure of a product category's performance in a given geographic market pointing to potential sales.
  • 19. Setting brand communications goals 19 4 October 2013 BASIC TYPES OF BRAND SIGNATURES
  • 20. Effectiveness of the media plan • Surveys − Surveys can be conducted among a sampling of the target audience in the different periods of a media campaign, such as in the beginning, the middle and the end of the campaign. • Feedback − Feedback devices such as reply cards, toll-free numbers, coupons and URLs can be provided in ads so that tallies of the responses or redemptions can be made to estimate the impact of advertising media. − Different codes can be used in direct response ads to identify different media vehicles. • Tracking − Tracking is a measurement method used primarily to track the effectiveness of digital advertising. − Using different codes to identify individual ads makes it possible to implement tracking technologies across all media channels. • Observation − On-site observation can be used to collect audience reaction information at the points of purchase or during marketing events. 20 4 October 2013 METHODS AND TOOLS OF MEASUREMENT
  • 21. Building brand in the social media age 21 4 October 2013 ALTERNATIVE APPROACH FROM FORRESTER
  • 22. Setting brand communications goals 22 4 October 2013 EXAMPLE OF A HIERACHY OF ADVERTISING RESPONSE OBJECTIVES A D V E R T I S I G N E X P O S U R E M E D I A V E H I C L E E X P O S U R E M E D I A V E H I C L E D I S T R I B U T I O N A D V E R T I S I N G R E C A L L L E A D S S A L E S A D V E R T I S I N G P E R S U A S I O N P R O F I T S R E T U R N O N I N V E S T M E N T
  • 23. Social media engagement strategy • Build relationships with unstructured influencers • Extend influence via proactive engagement • Become part of the conversations on the external conversational platforms • Introduce point of view into relevant conversations • Establish thought leadership on relevant topics • Neutralize competitor messages • Personalize the brand and give it a human voice • Drive conversations across the company-owned social media platforms • Amplify marketing and promotional impact 23 4 October 2013 WHY SHOULD COMPANIES ENGAGE WITH EXTERNAL INFLUENCERS
  • 24. Social media engagement strategy 24 4 October 2013 RULES OF ENGAGEMENT Conversation Type Pro-Company Neutral Pro-Competitor Non-Relevant No Response No Response No Response Relevant (Positive) Engage Engage Engage Share Share Share Blogger Outreach Blogger Outreach Relevant (Negative) Monitor Monitor Monitor Clarify Discreet Outreach Counter Blogger Outreach No Response
  • 25. Social media engagement strategy • No Response: This approach is recommended when the topic is of low-relevance or there isn’t any perceived benefit in engaging the influencer directly. This can be the first step to “Monitor”. • Monitor: This is a situation when immediate response is not required but the discussion is important to strategic interest and therefore, warrants monitoring. • Discreet Outreach: This approach is recommended when there is a need for discretion and when decision is made not to lend credence to the discussion by engaging publicly. In case of high-profile influencer AR/PR teams may need to be involved. • Clarify/Counter: Commonly used in competitive or negative situations., this is a response to counter a negative opinion or argument about products and services. Enlist the help of AR/PR as needed. Developing new content or collateral to refute is also a good option. • Share: Recommended when there is positive news or review of products/services. Acknowledge and appreciate the positive response via comment and spread the word using other social media channels. • Engage: It’s a good practice to engage influencer (and their audience) and seed the conversations via the commenting feature to introduce the company’s POV into the conversation. • Influencer Outreach: This is the recommended approach to initiate engagement with influencer who cover topics relevant to the brand. Reach out to the influencer via AR/PR or influencer outreach program. 25 4 October 2013 HOW TO ENGAGE WITH EXTERNAL INFLUENCERS

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