Brand tracking is evolving from traditional methods into more dynamic, actionable systems that utilize a variety of tools to address complex market challenges. Companies like P&G and LG are implementing innovative tracking methodologies focused on real-time insights and consumer engagement, moving away from outdated practices. The integration of augmented reality and predictive analytics is helping brands make informed decisions about their marketing strategies and overall brand health.

1. BRAND TRACKING 3.0

2. Brand tracking needs to evolve from a continuous
data accumulation tool….
….to an “actionable brand management system” with
defined parameters and performance benchmarks

3. The creators of brand tracking also believe that it is
time for the tool to change and evolve:
“Tracking needs to evolve from all encompassing single studies to
measuring a brand’s performance using a range of best-of-breed
tools to address multiple, and more complex, issues and objectives”
– Gordon Pincott, Chairman, Global Solutions
“Today, tracking is facing new challenges. The sheer complexity of
today’s competitive environment challenges its ability to cover the
plethora of brand extensions, media choices, retail channels and
target groups.”– Nigel Hollis, Chief Global Analyst

4. Case 1:
In 2003, P&G rolled out a new proprietary
brand tracking system based on Kevin
Keller’s consumer-based brand equity
(CBBE) conceptual framework.

5. Kevin Lane Keller’s CBBE Model

6. Case 2:
LG Electronics has evolved its traditional
brand tracking program into “Experience
Tracking” since 2010.

7. Traditional trackers at a glance…..

8. Backward looking Long questionnaires Inflexible
InconsistentLack of causality
Low value Too much data Statistics heavy

9. …..and what they should be.

10. • “We’re working with media agencies exploring influences across a variety of touchpoints and what we
are finding suggests there’s more going on here than we can capture in traditional GRP ad spend
measurement. It’s not the TV commercial that is dead but the traditional way of reporting recall and
measuring influence that needs some reviving.”
• “Clients are changing their way of thinking as well, some faster than others. Many are locked into an old
school kind of view about of what tracking used to be and what it always was. Others know more about
the value that newer approaches can actually bring them. These are the most open minded people who
are experimenting and innovating together with us. And they are seeing the best results in the end.”
• “A key for many of our clients is not delaying the delivery of insights until the scheduled quarterly deck,
but keeping the insight flow continuous, timely and proactive. Making the insights flow in real time, or
ideally, faster than that.”
• “Should we even still be calling it tracking? It is about continuous understanding of what is current and
relevant to the category and to the client at that time. What we do needs to be adaptive, flexible, and
nimble, because everything moves very quickly. You can source information from so many places. It’s
at our fingertips. We need to be really quick and responsive.”

11. Johnson & Johnson moved away from a
decentralized brand tracking system for
its power brands to a cross-company
holistic system in 2013.

12. Brenda Armstead, VP, Global Strategic Insights
“We have moved to one methodology to track some of our mega brands.”
“We intend to become more of a global organization with standards and
consistency in the way we track our brand equity across our entire consumer
group portfolio.”
“We have embraced the Millward Brown composite metric that captures
levels of engagement and commitment that brands inspire. Its composite
brand score is a tool that helps guide the every-day brand-equity evaluation.”
“For us, it's about doing activation sessions with our local markets – and with our
cross-functional teams – to make sure that we're actually putting plans against
addressing any outages in our equity. So, if we're off, we ought to be doing
something about that to close the gap.”
“By measuring meaningfulness, difference, and saliency – the three
components of the Millward Brown metric, the company would be able to really
pull the brand apart and discover what is driving the brand in different markets.”

13. Some fresh perspectives…..

15. Prof. Byron Sharp
Interviewer: But you don’t like these brand tracking services?
Prof. Sharp: There is an industry that provides special scores on brands,
based on surveying customers. These services mostly claim to be measures
of things like brand loyalty or brand equity. They usually have exotic names
like commitment model, brand esteem, brand voltage, brand asset
evaluator….Essentially they claim to be able to predict whether the brand is
about to gain or lose market share.
I think any claims made for these proprietary products should be
subject to independent examination. It’s the job of academics to do this
testing. Some of the claims are so extraordinary, and so important that
they deserve to be checked out. If they turn out to be true that would be
fabulous.
Interviewer: And do these proprietary brand health surveys, metrics work?
Prof. Sharp: Well that’s just the thing. No one knows.

16. Lowe’s experiment with Google Consumer
Surveys to transform brand tracking

17. http://www.slideshare.net/BAQMaR/kyle
-nel-innovationlabsrethinking-the-
tracker-112313

18. “In a ‘Naturalist’s Voyage Around The World’, Charles
Darwin comments on a ‘most singular group of finches,
related to each other in the structure of their beaks, short
tails, form of body and plumage: there are thirteen
species, which Mr. Gould has divided into four sub-
groups.’ Just as with Darwin’s Galapagos finches, we
believe that tracking studies will continue to evolve, taking
on different but related forms to meet their specific
objectives.”
- Nigel Hollis, Global Strategic Planning Director

19. 1 Get focused: Five broad areas where tracking can add insight: Brand health,
Customer experience, Volumetrics, Quality of communication and Media efficiency
2 Get real: Those involved in designing the study must be brutally realistic about its
scope – what can it reasonably measure?
3 Get predictive: Tracking data can be used to understand the probabilities that
things will or will not happen.
4
Get integrated: Tracking really adds value when you use it to help create a holistic
view of the environment in which a brand competes. This can range from meta-
analysis to fusing tracking data with behavioural or other data sources.
5 Get involved: Real value of tracking comes when there are specific issues to be
addressed. There is a definite need to know planned marketing actions.
http://www.wpp.com/wpp/marketing/marketresearch/thefutureoftrackingstudies/

20. Nielsen and Kraft Pilot New Brand
Tracking Tool - Did that ad actually
convince someone to buy? – July 6, 2014
 Nielsen – Catalina developed ROI-centric and multi-touch attribution approach
(MTA)
 Runs data provided by Kraft against purchaser info culled from Acxiom,
Experian and Nielsen – Catalina
 Application: If 10 people in the same ZIP code decide to ditch Annie’s Shells &
Cheese after watching a funny ad, Kraft will know what the ad was and where
the viewers saw it. The platform is agnostic – you could plug in, say, Frito Lay
data just as easily
 Millions of loyalty card data-sets, all anonymous and allowing one-to-one
matching
 Kraft: “MTA for us is really just understanding consumers, but understanding
them in way that we can bring timely messaging to them that they want to hear."

21. …some more fresh perspectives

22. From virtual to augmented reality:
Augmented reality and the future of research
Richard Russo, VP, Consumer, Shopper &
Retail Insights

23. Augmented Reality is a live, direct or indirect, view of a
physical, real-world environment whose elements are
augmented by computer-generated sensory input such
as sound, video, graphics or GPS data.
Ability to expose shoppers and respondents to “what-if”
scenarios while they’re in-situation, effectively merging
real-life, augmented and virtual environments together
to achieve specific research objectives.
Integration of augmented reality research with GPS-
enabled location-based services will also gain
prominence as a research tool in the near future,
allowing both manufacturers and retailers alike to test
new products, category arrangements and in-store
marketing materials, and extending into adjacent
industries.
This holds promise in re-inventing brand
health tracking initiatives, replacing brand
recall with actual tracking of exposure
(including location) and truly understanding
both the incremental and cumulative value of
brand interactions on favorability, health and
purchase.

24. By integrating brand tracking and consumer survey data with predictive
modeling, MMA is helping some of the largest global brands balance
investments to drive both short-term sales and long-term brand equity,
while transforming the marketing planning process
 How does each marketing vehicle and campaign impact Brand KPIs and Sales?
 How to use predictive analytics to balance short-term and long-term investments in
marketing?
 What is the impact of all business drivers (marketing, economic, competition,
operations) on brand KPIs and sales?
 How does a change in brand KPIs lead to changes in other brand KPIs and consumer
behavior?
 Which metrics are the emerging leading indicators for the business?
 What is the financial value (ROI) of a change in Brand KPIs?
 What is the right mix of marketing investments to drive brand objectives?
 What will be the future impact of a change in the marketing and messaging strategy?

25. On Device Research powers Millward Brown's move to mobile in
AMAP region
in News
on Tuesday August 27, 2013 @ 4:12
On Device Research becomes a preferred provider for data
collection via the mobile internet in the AMAP region
Nestle first client to migrate brand and comms tracker onto mobile
in Malaysia
Khoo Kar Khoon, Communications Director for Nestle Products Malaysia, said “We were
really pleased with the results of the pilot study. The benefits in speed and data quality
were instrumental in our decision to move forward, and we expect even greater
efficiencies over time. We’re keen to explore mobile in more of our research where
relevant”.

26. Evolving role of Brand Health
Measurement Vendors
1
Follow the lead of “innovative marketers” by implementing new research
tools and technologies.
2
Link customers’ brand perceptions to specific metrics like market share,
and create predictive models that can forecast a brand’s performance
3 Offering deep industry experience combined with a global reach
4 Moving away from “brand tracking” tactics and closer to “brand deep dive”
research and social listening

27. Beyond Brand Tracking: Measuring the Impact of Campaigns in a
Multi-Dimensional World

28. System 1 Brand Tracking measures the effectiveness
and contribution of each element of a campaign and
their impact on brand equity through an innovative
approach inspired by the latest advances in
behavioural science. Furthermore, it delivers where
traditional brand tracking cannot - by revealing the
emotionally charged relationship between a
consumer and a brand, and delivering key takeaways
to foster the emotional bond.
http://vimeo.com/101436361

29. “Mental availability is the propensity of the
brand to be noticed or come to mind in buying
situations.
So most brand perception tracking surveys can be
adapted to also measure Mental Availability. The
biggest fault we find with existing brand
tracking surveys is that they have an emphasis
on evaluation, so contain many attributes that
don't measure memory but rather measure
attitude (which means they measure past
usage). It also means they have a great deal of
redundancy. All of this can be fixed.
In addition to the group of attributes that are used
to measure mental availability, we encourage
adding some descriptive assets to track the
brand's distinctive assets (e.g. tone, colours, logos,
slogans, characters). There is value in measuring
these perceptions because they allow
communication to be branded (and therefore build
salience) and these cues are used by consumers
in noticing brands.”
- Byron Sharp, Director, Ehrenberg-Bass
Institute of Marketing Science (University of
South Australia)

30. “When we drew up our plans and budgets, the key metric was
consumer impressions: how many people would see, hear or read our
ad?
But impressions only tell the advertiser the raw size of the audience.
By definition impressions are passive. Awareness is fine, but
advocacy will take your business to the next level.
We are increasingly tracking “consumer expressions”. To us, an
expression is any level of engagement with our brand content by a
consumer or constituent.”
- Joe Tripodi, EVP & Chief Marketing and Commercial Officer

31. Do Online Behavior Tracking or Attitude Survey
Metrics Drive Brand Sales? An Integrative Model
of Attitudes and Actions on the Consumer
Boulevard
http://www.msi.org/reports/do-online-behavior-
tracking-or-attitude-survey-metrics-drive-brand-
sales-an/

32. Sandeep Das
Brand strategy consultant
e: sandeep.das@hotmail.com
m: +44 750 3935 142
LinkedIn: https://uk.linkedin.com/in/sandeepdas1
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