Xerox is a multinational corporation 140,000 employees specializes in document managementserving businesses of all sizes and types in 160 countriesThey rake in $22 billion dollars per year in revenue. Their slogan is “ready for real business” and they work to make business processes the simplest and most efficient it can be.
Xerox is split into two service groups, Office and Corporate. The office side focuses on driving sales, mainly, as well as increase awareness about the brand. During my time with Xerox, I’ve worked more on the Corporate side, which works to prove themselves as a business services provider under these 6 verticals. Xerox is more than just a printer and copier company now, and they are trying to prove that in their messaging. You might be surprised to find that Xerox manages the infrastructure of E-Zpass – which I know, being from NJ, I appreciate.
Our target audience is C-suite executives (CEOs, people at the top), as well as business influencers in Large/Enterprise companies with 500+ employees (CEO/CFO/CIO/CTO). This is who we’re hoping to grab the attention of.
At the start of 2013, Xerox’s main KPI was to drive all traffic to Xerox.com, which you wouldn’t think would be so difficult, but all of their ads were backed by RealBusiness.com, which is Xerox’s microsite. For example the ad in the upper right hand corner which is for Finance and Accounting vertical would click off to Real Business.com, shown in the lower left. So for us, it was a challenge to get viewers to click on the ad, and then click off of Real Business.com to Xerox.com. There is an extra step involved. Xerox ended up changing their KPI half way through the year, so for Q3 and Q4 they wanted to measure actions instead of exits. – Just an example of how, just because a plan is set, doesn’t mean you won’t have to make changes to it along the way. Although they changed the way they measure the campaign from CPA vs CPE …the bottom line is still the same (efficiency driven – paying less and still getting a lot of traffic; bang for your buck). So we want a high volume of exits at a low cost. For 2014, the plan is still in the process and we aren’t sure of exact KPIs just yet, but will likely have a focus on brand repositioning.
First, we got a brief from Xerox outlining what their KPIs and goals for the year are so that we know what to look for in partners going forward. Next, we researched our target audience to find out what sites they’re going to and, historically, which sites draw the most volume of people from our audience. We used sites like ComScore and eMarketer to assess who our target is. After that, we pulled reports using Media Mind and analyzed which partners were performing best overall and which were meeting the KPI requirements. This portion is very numbers and data-driven, whereas the research part is more gut-driven. Once we figure out who we want more info from, we’ll send a request for proposal (RFP) to those vendors we’re interested in. The vendors will come back with a proposal, which we’ll analyze and see if what they’re offering meets our needs.
This chart outlines the campaign performance as shown by all the partners – sorted by exit volume (best to worst). We use this to analyze who are our best performers and are helping us meet our efficiency goals.
We then will try to talk down the vendors to get the most “bang for our buck” – move around money and inventory and see what we can negotiate. They’re normally more than willing to. Finally, we organize a media plan and send it off to Xerox for review and wait for their feedback; they might say that impressions are too heavy in mobile, for example, or they want more of a focus on mobile. After we make adjustments, we finalize the plan for the coming year.
Xerox 2H 2013: The Planning Process
Xerox 2H 2013:
The Planning Process
Intern, Digital Planning
July 31, 2013