MCA_Case_Studies_15feb22

Helping Clients Solve Their Business Problems
Case Studies | March 2022
This document remains the copyright of Integration (Marketing & Communications) Limited.
No part of this document shall be used or reproduced or transmitted without the express written permission of the copyright holder. Copyright 2000 - 2020 by Integration. All Rights Reserved. Reproduced with permission by BXG-The Brand Experience Group.

Update by Integration | Copyright 2020 | All rights reserved
2
Case Examples
1 Fixing an urgent problem Retailer
2 Leveraging growth opportunities Baby Care
3 Managing multi-market priorities Drinks
4 Creating Value Sustainably Utilities

3
1. System Thinking: The whole is more important than any part.
2. Compulsory practice: early warning indicators are not optional. They serve as a basis for the
enterprise and brand executives to manage marketing with facts.
3. Comprehensive process: any / all funded marketing & communications activities need to be
reported in their contribution to effectively & efficiently generating brand equity and sales.
4. On-going practice: must be gathered and reported frequently & timely.
5. Universal practice: must be applied in all markets and categories.
6. Empirical & Operational process: must deliver actionable metrics for each stakeholder: KBIs for
business managers & Diagnostics for brand/marketing teams.
7. Independent: system is not owned/managed by any stakeholder that has interest in the overall
outcome or specific types of activities
Accountability is based on a set of principles
These are ESSENTIAL for good management

4
Case Examples
1 Fixing an urgent problem
Beauty
Retailer

5
Retailer Illustration
Brand X management used MCA® to get clear focus on immediate priorities to return to growth
● The Challenge
› Sales of this retail brand were stagnating, and need increasing promotional activity to
maintain volume. What is the action required?
● The Solution
› MCA® provided clear answers to ‘Who, What, How?’ questions
› Competitive SWOTs confirmed over-reliance on promotion, and lack of engagement in
contacts to extend shopper footprint
› ‘Must Win’ contacts identified for additional funding
› Sources of revenue identified in least performing current activities
● The Outcome
› Management team were able to take the actions needed to return to growth
› Solution is now being re-applied in other key markets

6
Effectiveness of Communication (BIR) Sales Conversion (BTR)
% Aware % BES
300 240 180 120 60 0 0 60 120 180 240 300
Under £1,500 96 159 14.1 94 13.2
D 97 152 13.8 83 11.5
E 99 142 13.3 75 9.9
45-54 98 142 12.2 92 11.2
C2 98 129 12.0 107 12.9
C1 95 127 10.6 131 13.9
16-24 92 120 10.3 149 15.4
Shoppers P12M 100 120 10.2 244 24.8
35-44 93 100 8.4 144 12.1
£1,501 – £2,500 96 95 8.4 134 11.2
Total 94 95 8.2 143 11.7
£2,501 – £3,500 94 93 7.6 138 10.5
Brand X Core Segment 92 74 6.0 238 14.3
B 95 72 5.9 193 11.4
25-34 95 58 4.9 191 9.4
£3,501 or more 88 52 3.9 270 10.5
A 84 43 3.2 215 6.9
Top Tier
Middle Tier
Bottom Tier
% Claimed Market Share
Brand X is successfully converting to sales, especially core target.
Urgent need to improve Communication Effectiveness vs core segment

7
Brand X growth opportunity is in converting ‘Prospects’
● Brand X has much higher proportion of Prospects Trialists i.e. consumers who have good level of trust and confidence in
the brand, and have shopped in the past but NOT in P12M
● Need to refresh brand perception and motivate to re-consider i.e. contacts OUTSIDE existing shoppers base
Brand X

8
BEP Contribution:
Contacts more likely to achieve Brand Experience among Brand X Prospects were identified
Print Ads, TV Ads, Store Exteriors, Shopping Bags offer best opportunities to reach Prospects before they visit stores
Brand X BEPs
0
500
1,000
1,500
2,000
2,500
3,000
Star or Regular Prospects
Best for Prospects Star/Regular Prospects
% BEPs
Prospects
Ads in mags & NP 595 412 69%
Window display 1,954 964 49%
Shop sign in street 523 257 49%
TV ads 394 193 49%
Shopping bags 974 470 48%
Worst for Prospects Star/Regular Prospects
% BEPs
Prospects
Celebrity
endorsement 221 44 20%
Outdoor ads 576 109 19%
Brand app 477 85 18%
Emails-product info 1,356 184 14%
Customer Care 314 33 11%

9
Brand X needs to develop . . .
Stronger assets in ATTITUDINAL contacts which can engage with consumers who are Potentials
Key Contacts Brand X Brand Y
Promos in store
Store Displays/layouts
Window Displays
Staff help & reco
Loyalty program
In store demos
Ads in Mags
Received as Gift
Shopping Bags
Facebook account
Instagram account
Social Media Influencers
= stEurg vs total or vs core target = weak vs total or vs core target
• Brand X and Brand Y both have stronger
assets in store and with existing customers
• Brand X currently relies more on
promotions, and loyalty programs i.e. value
exchange
• Brand Y winning in staff interactions and in-
store demos i.e. experiences
• Brand X has a weak position in contacts that
will engage Potentials
• Brand Y has valuable assets in Received as
Gift, and Shopping Bags that can engage
beyond existing customer base

10
CRM
Digital
Indirect
Mass Media
POS
Sponsorship & Events
Total
Brand
X
-
BEP
(/100)
Log (Avg. Cost per BEP) Size of bubbles indicate budget spent over past 12 months
Explore Scaling Up Protect and Leverage
Improve or Redirect Find Efficiencies
Low C/BEP =
Most Efficient
High C/BEP =
Least Efficient
11 142 273 404 535 666 797 928 1059 1190 1321
-1
0
1
2
3
4
5
Customer Care
Social Media Infl...
Internet ads Brand website
Outdoor ads
Online promos & o...
Emails-product info
Catalogue or leaf...
Ads in mags & NP Info signs in store
Facebook account
Window display
Loyalty program
Shopping bags
Promos in store In store testers
Charity / social...
Store displays/la...
Emails-promos & o...
Celebrity endorse...
Free samples
Brand app Articles in media
Online reviews &...
Reco. in mags
Product received...
Instagram account
Vouchers/gift cards
Below Avg BEPs
Above Avg BEPs
POS and CRM activities are effective and efficient (including Shopping Bags)
Opportunity to scale up PR activities / Instagram
Internet Ads and
Social Media
Influencers remain
largest
opportunities to re-
think.

11
Brand X:
Budget allocation to Digital is failing to deliver Brand Experience
0 500 1,000 1,500
Window display
Store displays/layout
In store testers
Promos in store
Loyalty program
Brand website
Message on packaging
Info signs in store
Staff help & reco
Online promos & offers
Emails-promos & offers
Reco. by friends & family
Product received as gift
Vouchers/gift cards
Shopping bags
Free samples
Emails-product info
In store demos
Online reviews & reco.
Ads in mags & NP
Reco. in mags
Charity / social resp.
Shop sign in street
Outdoor ads
TV ads
Articles in media
Instagram account
Facebook account
Catalogue or leaflets
Brand app
Internet ads
Social Media Influencers
Twit/Pint/Snap. account
Customer Care
Celebrity endorsement
Brand X BEPs
Ads in mags & NP 422 2% xxxxxx 4%
Reco. in mags 389 2% xxxxxx 0%
Charity / social resp. 364 2% xxxxxx 1%
Outdoor ads 259 1% xxxxxx 4%
Articles in media 243 1% xxxxxx 0%
Instagram account 240 1% xxxxxx 0%
Facebook account 221 1% xxxxxx 2%
Catalogue or leaflets 218 1% xxxxxx 3%
Brand app 208 1% xxxxxx 0%
Internet ads 203 1% xxxxxx 6%
Social Media Influencers 192 1% xxxxxx 6%
Customer Care 123 1% xxxxxx 4%
Celebrity endorsement 107 1% xxxxxx 0%
Bottom 20%
activated Contacts
3,189 17% xxxxxxx 31%
Contact BEP %BEP Spend %Spend
● Internet Ads and Social Media Influencers represent
12% of total budgets, contributing 2% of brand
experience
› Opportunity to address this by increasing contribution or
re-directing funds
● Outdoor Ads also need to be improved (4% of spend
vs 1% BEP contribution)

12
Brand X
Indicated Actions based on MCA® learnings
Brand X communications
should be boosted
Brand X is under-communicating
› Sales conversion very strong, particularly among core target
› Boost communications to expand customer base
Key communications task is
to Motivate Prospects
Brand X has high proportion of Prospects
› Will consider the brand, but have not shopped in P12M
› i.e. don’t have major barrier, but Motivation is lacking
Refreshing brand story and
boosting competitiveness
Brand X should reach outside existing customer base
› Mass media to extend reach and re-establish salience
› PR activities to refresh conversation and win across social media platforms
› Shopping Bags should be leveraged more to connect with Prospects and
improve competitiveness in the shopping environment
Current Digital activities are
not contributing enough
Non-working budgets should be challenged
› 40% of budgets in low influence contacts, including…
› 12% of budgets in Internet Ads and Social Media Influencers which are
delivering poor return

13
Case Examples
2 Leveraging growth opportunities Baby Care

14
Case Study:
Babycare brand identified route to growth
● The Challenge
› Sales of this Babycare brand were not responding to increases in marketing
communications investment. What is the action required?
● The Solution
› MCA KBIs revealed (early) that marketing communications were already competitive, but
there were barriers to sales later in the marketing mix
› Data review revealed that there were two weaknesses
- Depth of distribution (almost absent in one key channel)
- Lack of competitive product in fastest growing market segment
● The Outcome
› Client re-directed resources, reducing marketing communications efforts and investing in
distribution and product
› Once the barriers had been addressed, then re-investment in communications
› Steady and sustainable growth in market share achieved

15
MCA enables Managing Marketing as a System
● Distinguishing the two key phases of the marketing / sales process
● Constantly reporting Effectiveness & the Efficiency of each
● Forward managing Brand Experience resources …
Better Engagement At Lower Cost
KBI
s
Sustainable Market Share
Measure contribution of each contact point
to Promotion
(TV Ad, Website, Outdoor, POS, etc…).
DIAGNOSTIC
INDICATORS
Understand contribution of
each element of the sales mix
(Product, Price, Place)
Evaluate level & quality
of interactions (engagement)
between brand & target groups
Evaluate level of transactions between
brand & target groups
Interactions with market
to adjust the communication-mix
Transactions with market
to adjust the marketing/sales mix
2
1

16
How do we identify opportunities for growth?
MCA® Key Business Indicators (KBIs)
Brand Experience
Effectiveness
Sales Conversion
Communications
Efficiency
• How effective are my brand
experience activities?
• Is the sales process
competitive? Do we need to
focus on removing barriers?
• Are our decisions leading to
improved efficiency?
Brand Interaction Ratio (BIR)
Total BEPs / % Aided Awareness
(indexed vs. category average)
Brand Transaction Ratio (BTR)
Past 12 months Market Share / BES
Cost per BEP
Actual Spend Past 12 months / BEPs
achieved
How is it defined? What does it mean?
How does it support
decision making?

17
MCA identified imbalance between brand experience investments
and sales outcomes i.e. need to fix sales process
Focus on BIR i.e.
Drive Communications
0
5
10
15
20
25
Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9
%
Market
Share
0
20
40
60
80
100
120
140
MCA
Key
Business
Indicators
BIR Market Share BTR
● Low Brand Transaction ratio indicates sales
mix is not competitive
● Review all potential barriers
● Reduce brand experience investments until
sales mix is competitive

18
Internal company data identified two major barriers that could be addressed
Current offer was not competitive in
fastest growing product segment.
Need to invest in bringing best in
class product to market
Global company had not prioritized one
local distribution channel enough.
Missing sales opportunities and chance
to build relationships at critical points in
consumer journey.

19
Sales mix weaknesses addressed, funding for communications reduced

20
Sales conversion responded very quickly to fixing gaps…
Business was then able to reinvest in brand experience to continue growth

21
Record sales growth and improved profitability was achieved
because of a clear strategy, with tough decisions supported by MCA data
3 years later: 8% points gain in market value share

22
Tracking MCA® Identified Major Issues for the Enterprise to Address
● MCA® Brand Transaction Ratio weakness revealed very early that there
are barriers to address in the sales mix
● Internal review of existing data identified two opportunities:
› Fix competitive weakness in key distribution channels
› Invest in PRODUCT in fastest growing segment
● Managers prioritized resources to fix the urgent problem
› Invest in building distribution
› Reduce over-investment in brand experience until fundamentals are
addressed
› Re-invest once sales conversion is competitive

23
Case Examples
June 2020
3 Managing multi market priorities Drinks

24
Case Study
Drinks company struggling to manage portfolio of markets and brands
● The Challenge
› Drinks company needed to build a systematic approach to managing commercial spend
productivity, across complex matrix of local brands and markets?
● The Solution
› MCA single currency data provided
- KBIs showing comparable performance scores across brands and markets, and
focus on biggest opportunities
- Diagnostics to support local budget optimization and decision making
● The Outcome
› Sustainable improvement in commercial spend productivity
› Balance of local decision making with global management discipline
› Budget allocation based on business performance needs
› Reduction of wastage

25
Managers need a framework to establish action standards
This can be applied across markets, or for a portfolio of brands
The MCA-KBIs Brand Status Action Standards Company Local Portfolio Cost
Efficiency
vs. Portfolio
Norms
Effectiveness of
Commercial
Spend
Conversion
to Sales
Perform-ance What to Do? Mass Brands Premium Brands
Higher
Interaction
Higher
Transaction
Best Marketed
1.Learn best practice to reapply
2.Consider increasing commercial
spend to boost interactions &
engagement
3.Optimize – eliminate waste
Local Lead Weak
Local Premium Normal
Global Premium Strong
Higher
Interaction
Lower
Transaction
Under
Converting
1.Review sales mix
2.Consider reducing commercial
spend until conversion ratio to MS is
improved
Local Mass Weak
Lower
Interaction
Higher
Transaction
Under
Promoted
1.Review commercial spend mix
2.Consider increasing commercial spend
to boost interactions and engagement
3.Maintain sales mix
Local Value - Strong
Lower
Interaction
Lower
Transaction
Niche
or Under-
performing
1.Assess position or review all mix
marketing
2.Improve first brand transaction ratio
3.Increase commercial spend only
when position and sales mix is
sustainable
Niched Brand Strong
Local Value Weak
New Niched Weak
Oct 17 • For Corporation • Drinks • Romania • Wave: 1 - Field Date: Sep 17

26
Norms in Commercial Typologies allow:
Local team to set appropriate strategy | Global team to identify best practices…
The business to track progress
2%
8%
14%
3%
2%
3%
5%
3%
3%
5%
11%
11%
14%
5%
20%
32%
42%
47%
41%
25%
58% 49%
39%
26%
21%
56%
4%
9%
5% 6%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Heineken Italy -
May 2016
Heineken Romania -
March 17
Heineken Portugal -
July 17
Heineken Poland -
July 17
Heineken Austria -
June 17
Heineken Greece -
September 17
Loyals
Occasionals
Potentials
(Trialists)
Potentials (Non
Trialists)
Resistors
(Trialists)
Resistors (Non
Trialists)
Unawares
® ® ® ® ®
Global Prem Italy Global Prem Romania Global Prem Poland Global Prem Greece
Global Prem Austria
Global Prem Portugal
Italy & Greece
need to promote
brand amongst
Occasionals
Poland & Austria
to motivate
potentials via
improved activation
on / off trade
Global Premium Commercial Typology Across Markets

27
Consolidated Regional Portfolio (1/2)
Communication Effectiveness & Efficiency | (Drink Brands)
● “Category Competitiveness indicates the effective noise level in the category: the higher the score the more competitive is the market.
● Competitive challenges are much higher in Romania than other markets: more efforts needed to win.
● Portugal is least efficient at delivering brand experience
Portfolio Communication
Effectiveness
(Aggregated BES)
Total Brand
Experience Spend
(€) Portfolio
Cost (€)
per
1000 BES (+)
Category
Competitiveness
Population (1)
Italy 5 brands 37% 54,377,511 5,389 572 60,600,590
Poland 10 brands 52% 36,945,300 2,340 876 37,948,016
Portugal 6 brands 48% 24,266,188 11,876 660 10,324,611
Romania 6 brands 32% 23,143,100 5,455 1215 19,705,301
Austria 10 brands 62% 16,401,442 3,906 389 8,747,358
Greece 9 brands 62% 36,890,000 4,969 621 10,750,000
BES = Brand Experience Share - Source MCA| Market Share: Source Local Research Dpts
(+) Cost per thousand BES
weighted by market size
(1) Source
World Bank

28
Consolidated Regional Portfolio (2/2)
Brand Experience Conversion to Market Share | (Drink Brands)
● Italy & Romania are best practice markets
● Need to identify what is holding back Sales Conversion in Poland & Greece
● You can drill down to check what is potentially causing weak sales conversion..
Portfolio Communication Effectiveness
(Aggregated BES)
Aggregated
Market Share
Conversion
to Market Share
Italy 5 brands 37% 46.4% 1.25
Poland 10 brands 52% 39.7% 0.76
Portugal 6 brands 48% 47.6% 1.00
Romania 6 brands 32% 36.9% 1.15
Austria 10 brands 62% 66.4% 1.07
Greece 9 brands 62% 60.7% 0.98

29
Cost Efficiency by group of Contacts: Norms Across Markets
Global Premium Brand – Allocation of Spend
● Poland and Greece are allocating smallest budget proportions to ATL (Mass Media & Sponsorship), indicating weaker brand building
and heavier reliance on promotion
● In Greece the number of contacts activated indicates resources are spread too thin, indicating need to do fewer things better i.e. make
tougher choices
Market
Sponsorship
& Events
On Trade Off Trade Mass Media Indirect Digital Total
#
Activated
Contacts
%
of
Budget
%
BEPs
#
Activated
Contacts
%
of
Budget
%
BEPs
#
Activated
Contacts
%
of
Budget
%
BEPs
#
Activated
Contacts
%
of
Budget
%
BEPs
#
Activated
Contacts
%
of
Budget
%
BEPs
#
Activated
Contacts
%
of
Budget
%
BEPs
#
Activated
Contacts
Austria 1 12 9 6 23 26 5 27 36 3 28 16 0 0 8 2 10 5 17
Portugal 2 29 17 5 26 31 4 10 23 3 21 13 1 4 4 4 10 12 19
Poland 1 4 18 4 2 25 3 76 24 1 14 16 0 0 6 4 5 11 13
Italy 0 NA 11 0 0 36 0 0 13 0 0 23 0 0 8 0 0 9 0
Romania 1 5 15 6 46 29 4 25 19 2 20 12 0 0 12 2 3 13 15
Greece 2 13 10 6 42 26 7 30 29 4 12 17 0 0 7 8 3 11 27

30
Example Romania
Local Lead Brand, Local Mass and New Niched Brand
… spending over 30% of budgets in unproductive activities
Analysis of spend in contacts contributing bottom 20% BEPs shows
24 million opportunities to be investigated
Brands Portfolio Total Spend
Budget Allocation Top
80% BEPs
Budget Allocation
Bottom 20% BEPs
% Budget Allocation in
Bottom 20% BEPs
Global Premium 22,804,962 19,970,669 2,834,293 12.4%
Local Lead 32,391,448 21,252,032 11,139,416 34.4%
Local Premium 17,809,987 16,428,204 1,381,783 7.8%
Local Mass 11,285,212 7,528,167 3,757,045 33.3%
Local Value 6,228,224 5,685,370 542,854 8.7%
Imported Premium 4,818,164 4,098,584 719,580 14.9%
Niched 2,711,222 2,529,651 181,571 6.7%
New Niched 8,479,632 4,890,877 3,588,755 42.3%
Total 106,528,851 82,383,554 24,145,297 22.7%

31
Case Examples
4 Creating Value Sustainably Utilities

32
Case Study
Creating Value Sustainably
● The Challenge
› XXX Energy Utilities company needed to quantify the impact of sustainability narrative
for customers, and demonstrate importance to stakeholders
● The Solution
› MCA metrics provided
- Sustainability priorities of citizens, based in UN SGD framework, and quantification of
the contribution of sustainability initiatives
- Relationship between sustainability narrative and brand preference & choice
● The Outcome
› Company has evidence to support the business case for sustainability
› Sustainability narrative now understood as a powerful driver of value creation
› Framework in place to invest, and systematically measure progress of sustainability as
part of business performance

33
Understanding people as both citizens and consumers unlocks the role of
sustainability in value creation
Who
CUSTOMER TYPOLOGIES
Star Customers
Regular Customers
Potential Customers
Brand Resisters
Unaware of the brand
LEVEL OF INVOLVEMENT
Behaviours, not opinions…
CITIZEN TYPOLOGIES
Passionate
Committed
Engaged
Moderately Engaged
Unaware or Unengaged
Brand
Value
Creation
LEVEL OF PURCHASE & LOYALTY

34
XXX Energy can demonstrate the positive top line impact of a clear
sustainability strategy and authentic narrative
2
4
3
1

35
%Brand X – Market Share by Sustainability Typology
0.8
0.9
1.8
2.4
3.4
Unconcerned Moderately Concerned Concerned Committed Passionate
Value driven by Sustainability
 The impact of sustainability narrative
on preference and choice is clear
 The MCA® data provides a robust
estimate of market share
performance split by citizen
typologies
 It allows the business to
demonstrate that there is a direct
line of sight from delivering a
compelling sustainability narrative to
market share gains
 The gains can be quantified as we
know the size of segments and %
sales uplift
Fact #1: Brands that deliver a strong sustainability narrative achieve
stronger sales, which can be quantified in terms of top line gain

36
23 29
77 78
141
336
0
50
100
150
200
250
300
350
400
Unawares Unconcerned Moderately
Concerned
Concerned Committed Passionate
Category
Brand
Experience
Index
*BEP (Brand Experience Points) derived from proprietary methodology for measuring experiences based on influence and effective reach
Fact #2: Consumers who value sustainability are MUCH more engaged with
Brands, i.e. they are paying attention (Example: Energy category 2021)

37
Fact #3: Sustainability has a strong impact on Willingness to Pay
8%
8%
10%
37%
25%
12%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Passionate
Committed
Concerned
Moderately
Concerned
Unconcerned
Unawares
*Citizen typologies derived from proprietary approach to quantifying behaviors related to sustainability causes
Paid a premium to support sustainability in the past
Sustainability
Segments
Non
Sustainability
Segments
33
164
114
123
78
95
Pay Premium
Did not pay Premium
Not sure - pay Premium
0 50 100 150
Index
Non Sustainable Group Sustainable Group index=100
Example: Citizens who are Concerned or above are more than 3x times more likely to say they have paid a
premium to support sustainable products

38
Fact #4: Sustainability is ALREADY a majority issue, and will grow
Example: 55% of Citizens are in top three groups, and their brand choices are influenced by sustainability.
This proportion grows to 75% among 18-24 year old population
14.2% 11.7% 14.2% 17.3% 20.7%
9.8% 10.5%
19.4%
6.0%
10.4%
15.2%
25.6%
23.2%
30.5%
11.5%
7.6%
5.5%
12.8%
11.7%
16.4%
13.6%
23.3%
16.0%
32.3%
22.1%
20.4%
26.2%
21.6%
17.1%
32.5%
17.6%
16.9%
11.4% 13.3% 15.3%
14.6%
26.2%
19.9% 15.7%
10.2% 11.1% 8.4%
0%
20%
40%
60%
80%
100%
Total 18-24 years
old
25-34 years
old
35-44 years
old
45-54 years
old
55-65 years
old
66 and over
Passionate
Committed
Concerned
Moderately
Concerned
Unconcerned
Unawares

39
Helping Clients Solve Their Business Problems
Case Studies | March 2022
This document remains the copyright of Integration (Marketing & Communications) Limited.
No part of this document shall be used or reproduced or transmitted without the express written permission of the copyright holder. Copyright 2000 - 2020 by Integration. All Rights Reserved. Reproduced with permission by BXG-The Brand Experience Group.

MCA_Case_Studies_15feb22

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