Summer
                                                                                                                   ...
Purpose
This
whitepaper
advances
the
concept
of
the
marketing
funnel
in
considered
purchase
product
and
service
categories...
Discussion
Old
Funnel
/
Old
Fuel
Many
of
us
have
been
trained
that
brand
awareness
was
best
achieved
by
mass
communication...
The
New
Funnel
/
New
Fuel
A
new
funnel
model
has
evolved
from
an
understanding
of
consumer
shopping
behaviors
online
and
h...

Suggested
Pilot
Opportunities
Powering
this
new
funnel
requires
collaboration
between
the
brand’s
database
group,
marketi...
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US+Partners Whitepaper Summer R

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In this paper we’ll look at how the impact of consumer generated media and third party
shopping websites have changed the way the considered purchase marketing funnel model
works and discuss the new tools necessary to fuel the funnel, maximize customer
throughput, and marketing ROI.
Discussion includes our thinking on how considered purchase brand marketers can best:
• Fill the top of the funnel with both returning customers and conquest prospects
• Minimize attrition from top to the bottom of the funnel
• Close those in market
• Maximize the depth of repeat for their products and services

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US+Partners Whitepaper Summer R

  1. 1. Summer
 11 
A Marketing Funnel For The SecondDigital Age
An US+Partners CMO Briefing advertising for the second digital age www.usandpartners.com The ideas, concepts and processes expressed on this page and throughout this document are the property of the US+Partners LLC. They may not be duplicated, reproduced, stored in a retrieval system or retransmitted without the express permission of US+Partners LLC. Copyright © 2011, US+Partners LLC.
  2. 2. Purpose
This
whitepaper
advances
the
concept
of
the
marketing
funnel
in
considered
purchase
product
and
service
categories.

When
it
comes
to
making
a
considered
purchase,
whether
it
is
a
vehicle,
a
home,
an
education,
an
insurance
policy,
medical
services,
or
a
destination
for
their
charitable
and
activist
contributions,
shoppers
go
to
the
Web
for
information,
reviews,
pricing,
and
owner
opinions.
In
this
paper
we’ll
look
at
how
the
impact
of
consumer
generated
media
and
third
party
shopping
websites
have
changed
the
way
the
considered
purchase
marketing
funnel
model
works
and
discuss
the
new
tools
necessary
to
fuel
the
funnel,
maximize
customer
throughput,
and
marketing
ROI.
Discussion
includes
our
thinking
on
how
considered
purchase
brand
marketers
can
best:
 • Fill
the
top
of
the
funnel
with
both
returning
customers
and
conquest
prospects
 • Minimize
attrition
from
top
to
the
bottom
of
the
funnel

 • Close
those
in
market
 • Maximize
the
depth
of
repeat
for
their
products
and
services
Organization
Discussion
is
organized
in
the
following
way:
 • Old
Funnel
/
Old
Fuel

‐
A
look
at
the
old
funnel
concept
and
the
old
fuel
that
 powered
mass
marketing

 • New
Funnel
/
New
Fuel
‐
Discussion
of
how
the
online
environment
has
changed
 how
consumers
migrate
and
the
new
fuel
necessary
to
maximize
marketing
ROI
 • Suggested
Pilot
Initiatives
–
Exploration
of
several
ideas
for
action
 The ideas, concepts and processes expressed on this page and throughout this document are the property of theUS+Partners LLC. They may not be duplicated, reproduced, stored in a retrieval system or retransmitted without the express permission of US+Partners LLC. Copyright © 2011, US+Partners LLC.
  3. 3. Discussion
Old
Funnel
/
Old
Fuel
Many
of
us
have
been
trained
that
brand
awareness
was
best
achieved
by
mass
communications
with
marketing
dollars
directed
to
the
purchase
of
mass
reach
and
frequency.
Brand
consideration
was
built
by
imbuing
a
product
with
meaning
and
positioning
it
vis‐à‐vis
competition
in
the
mass‐market
psyche.

Preference
was
achieved
by
 567,88#)communication
of
relevant
and
often
differentiated
features
and
benefits
 *+,(-##) 9*::)*;:)<)=)1%()&,##)(,24),-/)1(>"-26)while
purchase
intention
was
based
on
 !%-#./(,$.%-) ?@*A;)95*A3AB)the
perceived
value
of
that
being
offered.
Finally,
purchase
was,
and
is
 0(1(-2) C5*DE@5:)*A;)?5A5C3D:)in
many
channels
of
distribution,
a
 3-$-$.%-) 0@3!5)<)F*GE5)product
of
the
“deal”
the
retailer
makes
to
close
a
sale.
 0"(24,#) ;5*G)Management
of
the
after‐sales
 !"#$%&(#) HHHH))&,-,I#),1$()#,8#)JK(.-2)customer
experience
was
often
left
to
the
retailer,
with
occasional
post
sale
customer
communication
from
the
manufacturer.
It
was
and,
in
some
quarters,
still
is
accepted
that
significant
attrition
occurs
moving
from
the
top
of
the
funnel
to
the
bottom
as
not
all
consumers
are
in
the
market
for
a
given
product
at
a
given
time.
Brand,
product
attribute,
and
retail
promotion
messaging
as
well
as
retailer
attempts
to
guess
at
owner
timing
suffer
from
being
directed
at
individual
consumers
who
won’t
or
can’t
act
on
channel
communication.
The
net
effect
from
the
brand
marketer’s
perspective
is
often
unsatisfactory
ROI
on
the
communications
and
media
investment.
Today,
the
problem
with
the
old
funnel
model
is
that
it
does
not
come
close
to
mapping
considered
purchase
decision
behavior
on
the
Web.

It
does
not
account
for
how
consumers
use
online
research
to
expand
their
consideration
set
or
how
consumers
take
advantage
of
an
existing
owner’s
/
user’s
experiences
to
help
guide
their
choices.
A
new,
evolved
funnel
model
and
new
funnel
fuel
is
necessary
to
maximize
marketing
ROI.
 The ideas, concepts and processes expressed on this page and throughout this document are the property of theUS+Partners LLC. They may not be duplicated, reproduced, stored in a retrieval system or retransmitted without the express permission of US+Partners LLC. Copyright © 2011, US+Partners LLC.
  4. 4. The
New
Funnel
/
New
Fuel
A
new
funnel
model
has
evolved
from
an
understanding
of
consumer
shopping
behaviors
online
and
how
consumer
generated
media,
social
media
and
third
party
sites
are
used
in
making
purchase
decisions.
This
new
funnel
model
recognizes
three
critical
aspects
of
the
decision
making
process:
 1. The
initial
stimulus
is
more
likely
 "@@1(5(#@?:0@(30:EE@0( 3-!,,*-(2-*#!.3!6"( to
be
an
event
in
the
life
of
the
 consumer
than
a
marketing
or
 !9:;:<=(.>9?:1@0<;:>9(+@;( !"#!$!#%&()*++&,*(-**$&".*( advertising
campaign
–
an
 odometer
reading,
 2@@0( -@?@<0AB(6C;:>9?( 69=:9@( -@G:@H( +B>C( /01(2&-34(2-*+*".*(5(+6.!&()*#!&( relocation,
or
the
arrival
or
 %,.( departure
of
children
in
the
 7:9<=(:?;(+@;( -*!"76-.*#(-**$&".*( household.
 2. The
model
acknowledges
 !9;@9;:>9( !"#!$!#%&(2-!$&3*(677*-( that
while
having
a
brand
in
 the
initial
consideration
set
is
 2D0AB<?@( #*&*-(5(-*3&!*-(*",&,*)*"3( important,
the
final
brand
 selection
can
easily
include
 brands
not
originally
 *FC@0:@9A@( 68"*-(&#$6.&.4(5(+6.!&()*#!&( considered.
 3. The
model
suggests
that
investment
in
the
user
experience
not
only
impacts
re‐purchase;
it
 can
also
create
favorable
mentions
online.
Mentions
that
either
reinforce
or
question
 consumer
belief
and
preference.
New
fuel
is
required
to
power
this
new
funnel
model.

Rather
than
spending
to
create
awareness,
the
new
model
suggests
spending
to
identify
and
predict
consumer
events
that
trigger
brand
need
and
desire.
Initial
brand
consideration
continues
to
be
based
upon
latent
brand
belief,
both
good
and
bad,
but
greater
emphasis
is
placed
on
the
relevance
of
brand
meaning
to
an
individual
consumer.
The
presence
of
readily
available
third
party
opinion,
generated
by
individuals,
other
websites,
blogs
and
forums,
can
have
a
significant
influence
on
an
in‐market
consumer’s
final
consideration
set.
This
suggests
marketing
spending
to:
 • Leverage
social
media
to
be
where
brand
opinions
and
reviews
are
expressed

 • Understand
owner
and
prospect
life‐stage,
lifestyle,
and
brand
affinities
 • Recognize
the
in‐market
owner
or
prospect
wherever
they
may
be
on
the
Web
and
 provision
messaging
and
offers
appropriate
to
them
as
individuals
to
promote
purchase
 intention
Retailer,
dealer,
and
channel
engagement
in
this
process
is
also
critical.
Whether
communications
are
developed
and
sent
directly
by
the
channel
partner
or
by
the
brand
on
the
channel’s
behalf,
it
is
important
to
leverage
knowledge
of
the
individual
triggers
and
post
sales
experience
to
maximize
customer
satisfaction
and
favorable
online
mentions.
Ding
so
will
maximize
both
trial
and
depth
of
repeat
purchase
of
product
and
related
services.
 The ideas, concepts and processes expressed on this page and throughout this document are the property of theUS+Partners LLC. They may not be duplicated, reproduced, stored in a retrieval system or retransmitted without the express permission of US+Partners LLC. Copyright © 2011, US+Partners LLC.
  5. 5. 
Suggested
Pilot
Opportunities
Powering
this
new
funnel
requires
collaboration
between
the
brand’s
database
group,
marketing
department,
often
an
external
data
provider
to
recognize
customers
and
prospects
online,
a
personalization
service,
and
the
brand’s
creative
agency.

Integration
of
these
resources
is
illustrated
below.

 !"#$%&"$%!!"()%**(+(,-(#.(*/( 0123451637849:6(;94:6<94:6/9::/1=51>6/92:16<724:1

 -1>?7=9:4@9547= 31>A481
 %=4EF1:G.H1=54I41? .=51>9854A1 /7=51=5 .H1=54I41?9=H /7=?F;1>?J KDD1=H?#1:1A9=5 #187B=4547= LF?4=1??#F:1?(=B4=1 ->7A4?47=4=B KDD1=H? KDD>7D>4951 C959 31>A481 31>A481
 /7=51=5
 (=51>D>4?1 .=51>9854A1
 C959357>1 /7=51=5 <9=9B1;1=5
Within
an
US+Partners
solution
responsibilities
are
illustrated
in
the
following
figure.
 678-$#,%.#(!4$,$!7.#;)9.(! 678-$#,%.#(!5*.%9:!7.#;)9.(! "#$%&! •!!</%(3=.#!4$,$! •!!"#$%&!%()*+,(! •!!?@%.#!4$,$! •!!%,.#$9,);.!2.9/*%),)/%! !" •!!-.#(/%$0)1$,)/%!230.(! !" •!!>$#*.,!4.(9#)A,)/%! •!!-.#(/%$0)1$,)/%!>.9+%/0/*:! •!!4)*),$0!5((.,(! •!!7$0.(!B$,9+!C!B.,#)9(!Brands
should
consider
a
pilot
program
to
evaluate
the
ROI
on
the
recognition
and
personalization
initiative,
beginning
with
one
product
to
learn,
refine,
and
understand
the
implications
of
a
successful
pilot
and
scale.
Metrics
for
such
a
pilot
program
include:
 • Funnel
metrics,
specifically
change
in
funnel
input
and
throughput
 • Sales,
specifically
incremental
sales
as
measure
by
sales
match
versus
control
 • Site
behavior
as
read
by
click
stream
data,
requests
for
information
or
price
quotes
versus
 control
 • Offer
response
rates
on
differential
messaging
versus
control
 • And
finally
the
implications
of
these
measures
on
ROI
and
scaled
up
impact
on
enterprise
 EPS
To
Continue
The
Dialogue
Contact
Steve
Stepanek
at
US+Partners
L.L.C.
steve.stepanek@usandpartners.com
or
call
313
701
9172.
 The ideas, concepts and processes expressed on this page and throughout this document are the property of theUS+Partners LLC. They may not be duplicated, reproduced, stored in a retrieval system or retransmitted without the express permission of US+Partners LLC. Copyright © 2011, US+Partners LLC.

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