Brands account for 30% of the value of S&P 500 companies, yet marketing is under more scrutiny than ever. Marketing directors struggle with unclear metrics and a lack of focus on customer creation. The document argues for a new approach called Brand Analytics that focuses on understanding consumers and why they buy or don't buy brands, deploying research methods to uncover consumer motivations, and measuring marketing communications' effectiveness through tools like the Market Contact Audit which correlates to market share. This new approach aims to optimize marketing spend for generating sales and customer loyalty.

1. Are brands the problem children of
marketing?
1

2. Brands account for 30% of the
value of the
S&P
500

3. Companies spend trillions in the pursuit
of...
‘Stronger
Brands’

4. Ever Since the GFC
27 Copyright John Gerzema/Young & Rubicam

5. Marketing is under more scrutiny
than ever before
27 Copyright John Gerzema/Young & Rubicam

6. The number one role of
marketing?
6

7. Generating
Sustainable
demand

8. Mild to
Severe
Frustration

9. The answer is a 30 second ad/better and more
creative/ a blog/ What was the question again?

10. All the measures are ‘downstream’ measures

11. The unlucky Marketing Director has no clear metrics

12. Marketing is part of the sea of red ink!
Ma
rke
tingB
udg
et

13. My frustration led to investigation

14. Peter Drucker
“Because the purpose of business is to create a
customer, the business enterprise has two—and only
two—basic functions: marketing and innovation.
Marketing and innovation produce results; all the
rest are costs. Marketing is the distinguishing,
unique function of the business.’’
Is your marketing effort creating customers for
you?

15. ...don’t we all deserve a new approach...

16. The central question
In the face of competing ‘advisory’ interests that are all
tied to a creative execution, siloed metrics and no
common metrics for success, who do brand owners and
marketers turn to for advice solely focussed on the
creation of customers for that brand ?

17. Brand Analytics - New Approach to Persuasion
Brand Analytics focus is on the creation of
customers and the strengthening of the
customer connection. We deploy advanced
approaches in research, positioning
development and marcomms measurement to
better understand the roles of brands in the
lives of consumers, unlock enduring ideas that
matter to people and measure marketing
communications so that they can be managed.

18. The Premises of Persuasion:
Many Variables Affect Preference and Purchase
… relate to brands C O N S U M E R S … connect with brands
via ATTRIBUTES via CONTACTS
Brand Encounters
Brand Experience
Brand Purchase

19. The Premises of Persuasion:
Many Variables Affect Preference and Purchase
Who and Why
C O N S U M E R S
What How and Where
Brand Encounters
Brand Experience
Brand Purchase

20. The Premises of Persuasion:
Many Variables Affect Preference and Purchase
Who and Why
C O N S U M E R S
What How and Where
Brand Encounters
Brand Experience
Brand Purchase

21. The Premises of Persuasion:
Our focus is on the three Cs
Consumer
Who?
and Why?
Brand
Experience
What’s How and Communication
Content
the idea? Where & Context

22. Not just who but why ?
We delve into exactly what the customer has in mind -
oftentimes the things that move and motivate your
customers are often not what you or they think.
We bring the precision tools of psychology to bear in a
realm that normally makes do with intuition, guesswork,
and the subjective impressions of focus groups.
We capture the richness of data generated by qualitative
methods (think focus groups and content analysis), while
also delivering the measurable and actionable precision
associated with quantitative methodology (think surveys
and regression analysis).
what do they have in mind?™

23. Consumer Analytics
• Randomised experiments are conducted using
consumers drawn directly from your potential-customer
base . . . they determine, quickly and definitively, whether
particular segments of the market are more likely to buy:
• this or that product
• in this or that packaging
• at this or that price
• following this or that promotion
• against this or that competitor
what do they have in mind?™

24. Insight Analytics
 Randomised experiments deliver with pinpoint
precision the critical consumer insights:
 What life-stages, lifestyles, attitudes and behaviours
lead to purchase?
 Exactly why do people buy your product?
 And equally important: why don't they buy your
product? What would it take to get it in the trolley?
 What kinds of consumers, under what conditions, are
loyal to your brand, to your product, even to a
particular form, flavour or size?
what do they have in mind?™

25. CONTENT
“Positioning is the Battle for the Tomorrow.... not Today”
The world today is too fast and too fluid for brands to stand
in one place....a position
By the time you have set out to establish a position the world
has moved or someone has beaten you to the punch
So we think that the most important thing for a brand to know
where it is going than where it is today...

26. Brands are more to do with direction than position

27. BRANDS ARE
NOW ‘VERBS’

29. : BRAND ENERGY

30. Context - Measuring the Experience with MCA®
MCA® measures how
consumers actually
experience brands. It is
media and execution
agnostic and takes account
of all points of touch.

31. The MCA® - Market ContactAudit®
MCA® measures how consumers experience brands - at all
possible points of touch.
MCA® measures the effectiveness and efficiency of marcoms
expressed in a single measure with the ability to deep dive
into channel and contact effectiveness
MCA® measures how the total marketing spend interacts
with consumers across all significant contact points in a
given category and market, relative to competing brands
MCA® metrics correlate to market share at .80 or above and
has been validated by academics and practitioners alike

32. The MCA® Answers these questions
• Which contact points are most powerful in my category?
• Which contact points are getting cut through for my brand?
• What elements of my mix do I HAVE to do, what should I
do LESS or MORE of? What should I STOP doing? What
should I START doing that I am currently not doing at all?
• How effective is my marcomms spend relative to my
competition?
• Is my marcomms effort optimised for generating sales?

33. Cases and Cases and Cases and Cases.....
• More than 23,000 brands audited among
• 560,000 consumers across more than
• 200 categories in
• 90 markets and
• 40 languages,
• BES correlates to market share at .80 or higher
• We think that this goes beyond validation!

34. MCA® Brand Experience Planning is the key
MCA is a diagnostic tool that enables us to measure whether our
marcomms activity is getting through to the customer - and how,
be it TV print web or word of mouth.
MCA factors in both content (message) and context (media) and
enables us to make informed marketing investment decisions -
it is a management tool not a media measurement tool.
MCA expresses consumer experience in a common currency - the
Brand Experience Point - that is a leading indicator of future
market share.

35. MCA® Delivers hard and soft benefits
MCA typicallly delivers a significant commercial gain in
effectiveness or efficiency of spend over a two year period.
For the CMO, it is proof of what works and what does not.
For the CFO it provide a lens to marketing investment.
For the CEO, it provides a common language that aligns
marketing and finance imperatives.

36. Are brands the problem children of
marketing? Not any more !