Gavin Taylor / Carat – Standardising a de-centralised network
•Download as PPTX, PDF•
0 likes•1,012 views
Standardizing a decentralized marketing model can allow for local integrity while maintaining some centralization. A standardized decentralized model clearly defines the central team's role and provides local teams with tools and guidance within a common framework. This approach balances autonomy for local adaptation with centralized governance through global campaign management, performance reporting, and communication to drive effectiveness and coherence across markets.
Recommended
Recommended
More Related Content
What's hot
What's hot (20)
Similar to Gavin Taylor / Carat – Standardising a de-centralised network
Similar to Gavin Taylor / Carat – Standardising a de-centralised network (20)
More from ConversionMeetup
More from ConversionMeetup (11)
Recently uploaded
Recently uploaded (20)
Gavin Taylor / Carat – Standardising a de-centralised network
- 1. Standardising A De-Centralised Network Gavin Taylor Gavin.taylor@iprospect.com
- 2. Setting the scene…. Nearly 60% of companies plan to increase their digital marketing spend in 2014 Global ad spending will top $516 billion this year -Zenith Optimedia Magna Global expects digital to increase $20 billion to $140 billion. That’s nearly a third of overall spending - Econsultancy
- 4. Is the centralised model effective?
- 7. Is de-centralised any better?
- 8. “To conform… …or not to conform”
- 9. So is it possible centralise marketing activity whilst keeping local integrity?
- 10. SOLUTION Standardisation of a de-centralised model
- 11. Always on activity Performance digital
- 12. Clearly define the role of the central t
- 13. What is the value exchange…
- 14. Build trust as a central team
- 15. Make sure you provide a guide
- 16. How to use the toolkit Process for piloting Naming convention definition Process for Case Studying Lesson of the day…
- 17. What tools make local tasks easier?
- 18. Rolled up reporting is imperative…
- 20. The approach should be inclusive not dictatorial
- 21. Who is doing what?
- 22. A tiered market will help you identify territories that might drive the highest potential returns. It also allows top tier markets to access bigger budgets, giving them autonomy
- 23. CAMPAIGN IN A BOX
- 29. “creative changed within each market however the theme and strapline was the same…” The simplicity of the tagline which is always relevant and can take many forms Did the campaign work? The first three months of the campaign in the US helped to grow sales by 13.4% Top tier markets in Europe have seen on average 18% growth in sales
- 30. “No governance model is optimal for all companies, but lack of governance is never optimal”
- 31. Standardising A De-Centralised Network Gavin Taylor Gavin.taylor@iprospect.com
Editor's Notes
- Standardising a de-centralised network
- A bit of context Digital spend no longer is the last thought at the end of a media plan when you have budgeted for TV and press. This is a interesting time for digital as suddenly brands have that potential risk wasting a lot of money very quickly.
- Two approaches to managing multi-market digital Centralised where there is a central team in charge of all media planning and buying as well as content and creative De-centralised where local markets work with their own budget and develop their own comms strategy
- This is definitely a cost effective approach as it is one size fits all Centralised models tend to be adopted by market leaders who already have an established brand identity (e.g. Apple, Mercedes, Nike) Use the comms to push new price/product messaging and reassure the consumer on their brand pillars
- De-centralised models tend to be adopted by Challenger Brands Trying to position the brand to align with cultural convention as defined by that market Brand definition is an objective as well as brand proposition with each comms piece
- Challenges Centralised Not representing culture diversity’s in the markets Difficult to manage languages in smaller markets – Wrong tone if it is a straight translation for a master file For an agency: Difficult to manage local client expectations if the brand is locally managed/budgets
- Challenges De-Centralised Differing objectives and strategies across local markets Central team lack visibility on local market activations Local markets fail to see the value provided by central teams There is a need of consistency to enable rolled up reporting and compare markets across common denominators
- Headache for agencies is whether to mirror the model adopted by the client
- So the big question is; How do you centralise marketing activity across large regions that is managed in a way that provides flexibility for the local marketing teams whilst retaining brand positioning, message consistency and campaign integrity.
- Solution – Standardisation of a de-centralised model This is the happy medium where you use a centralised approach to define framework whilst providing markets the freedom to drive growth locally The concept of centralising the development and creation of marketing campaigns whilst providing local operating companies with the tools they need to market their products and services in the most sophisticated way possible. The benefits can be wide ranging. So what can be standardised?
- The role of central Be very clear on what the role of the central team is and the team within it The biggest breakdown in communication and governance is ambiguity in the roles of the different parties
- The value exchange of central team A platform to drive winning activations Markets are aware of new innovations and are given testing opportunities that they couldn’t otherwise afford Rolled up reporting to enable a global overview Development of the “campaign in a box” The role of central is to inform and help the local team do their job easier
- Build trust as a central team The interaction and liaison between the agency and the local marketing teams is essential to build trust and confidence in their abilities and in the marketing material they are being provided with. Personal interaction, through meetings, presentations and webinars, will help to build relationships, which will improve communication and feedback on creative and campaigns, providing constructive response and campaign development. Use the “business as usual” always on activity as the platform to build communication lines and trust so they are in place prior to a big campaign
- Define a set of pre-defined principles that every market adhere to for their always on digital activity Special focus on; Brand guidelines KPI categorisation Search Performance display Naming conventions Tagging requirements Brand pillars Budget development process Picture of success measurement Targets
- Best Practice documents How to use the toolkit Process for piloting Naming convention definition Process for Case Studying
- Tools Media planning tool Global bid management tools/ ad server, tag containers Reporting platforms Data repository
- Role of rolled up reporting You will never be able to “deep-dive to scale in every individual markets It is important to configure the rolled up report in a way to identify Red and Green flag markets very quickly Offer support to the reds and provide a platform to celebrate the green flags
- Inclusive not Dictatorial We do not want to run into the trap by completely dictating the campaign to the markets. It is a pendulum (balancing act) in providing autonomy without losing control. Any campaign developed must be flexible enough to work in different markets, whilst also maintain the consistency of brand and message that allows it to meet objectives. It would be advised that you build a central board with regional stakeholders or from large volume influential markets
- Clarify what is driven globally and what is managed locally A global marketing approach does not mean the absence of local, market-specific plans and initiatives. These should, in fact, be complementary. Global marketing will typically set the framework and parameters within which local marketing operates, whilst giving in-market teams the freedom to control local success levers. Global remit - Branding and brand guidelines, collaborate on strategic marketing planning and budgeting, large-scale marketing campaigns, research strategy, digital guidelines and global PR. Local Remit - local outreach initiatives and more tactical campaigns, local social media channels and PR initiatives, local partnerships and events and local planning.
- Tiering your markets It is useful to group your markets into tiers A tiered market will help you identify territories that might drive the highest potential returns. It also allows top tier markets to access bigger budgets, giving them autonomy; for example, research into local users’ behaviours to inform comms strategy
- Campaign in a box Concept The development and creation of an integrated marketing communications campaign, and all the tools required to execute that campaign, in a structured and easily defined format that can be implemented by local operating companies, whether they have a sophisticated marketing team in place or not.
- Adjust in Real time Tracking results in a single uniform manner is imperative! Define key metrics and goals Get buy-in from in-market teams Keep a centralised shared template Review and flag data issues
- Share share share A PCA focused on performance against objectives, wins, challenges and unexpected insights This should be shared to everybody upwards and inwards Learning’s will be invaluable in planning future activity
- Over communicate A critical element that makes global marketing work is the relationship you establish with in-market teams. An open communication channel is vital in developing trust and nurturing these relationships. Regular (video) calls are a great way to keep the teams up-to-date with the latest global plans and changes, as well as to learn about the latest competitive developments in-market, or to discuss new campaign ideas.
- So does this actually work? Measurement of success in 3 C’s….and an E Coherence – Is there a logical connection between the different communications? Consistency – multiple messages support and reinforce and are not contradictory Complimentary – Does the campaign all sum up to a strong global message Effectiveness – Lets be honest, the ultimate objective is sales. Did we see business impact?
- Snickers Case Study – You’re not you when you’re hungry A campaign based on the premise that your physical mood changes when you are hungry. A simple message that resonates across the globe…. See Video
- So did it work? Coherence – Media changed and even creative changed within each market however the theme and strapline was the same Consistency – From the Joan Collins ad, to the PPC coverage and social community management the campaign built an identity in association with Snickers Complimentary – The simplicity of the tagline which is always relevant and can take many forms ensures this is a campaign which has longevity Effectiveness – According to Effie.org activity in the first three months of the campaign in the US helped to grow sales by 13.4%, there was an 18,000% increases in Snickers searches on You Tube, over 5million online views and over 400million incremental and unpaid media impressions. Top tier markets in Europe have seen on average 18% growth in sales
- Conclusion: Digital governance should not be left to chance. Ineffective governance creates waste and missed opportunities, making digital transformation riskier and costlier than it needs to be. No governance model is optimal for all companies, but lack of governance is never optimal
- Standardising a de-centralised network