This document discusses the challenges of optimizing media mix investments in today's complex media landscape. It notes that existing media mix optimization solutions are limited by focusing only on above-the-line or below-the-line spending, failing to consider that consumers interact with brands across channels as a whole. It also claims that many solutions rely on outdated assumptions about customer value and media consumption. The document introduces next generation media mix optimization as a way to address these challenges through high-performance audience and media management that can optimize spend across channels and better target high-value audiences.
The document summarizes the key findings of a survey of over 150 online and direct marketers on the state of marketing in 2010. Some of the main findings include:
1) Marketers see turning data into actions as one of their top issues and view IT as their number one bottleneck.
2) Nearly three quarters of companies surveyed are leveraging customer initiated interactions to serve targeted marketing messages.
3) While centralized decisioning has been adopted by some forward-looking marketers, organizational and financial concerns are slowing broader adoption more so than technical barriers.
4) Marketers are struggling with integrating online and offline data and channels, slowed by technical and financial limitations.
Social Analytics - Putting the Science into Social BusinessMark Heid
This webinar discusses how IBM helps companies become more social and interactive businesses through social analytics. It covers how marketing is evolving to focus on customer experience across channels and gaining insights from social media. IBM provides solutions for capturing social data, analyzing it, and taking action to engage customers through owned, paid and earned media. The webinar promotes IBM's vision for an enterprise marketing management suite to optimize the entire marketing process.
The BrainYard Webcast - Social Business & Social Analytics - 3/1/12Mark Heid
This webcast presentation discussed how social analytics can help companies better understand customers and improve marketing strategies. It began with an overview of why businesses need to be interactive on social media to keep up with rapidly changing consumer behaviors. The presentation then covered how social analytics can provide insights into customer attributes, preferences, interests and behaviors to improve targeting, personalization and predictive modeling. Specific IBM social analytics products and solutions were demonstrated for monitoring earned, owned and paid social media and integrating insights with traditional marketing and business systems. The webcast concluded with recommendations for companies to capture social data, analyze it and then act on insights by engaging customers through social media marketing and business execution.
The document provides definitions of advertising from various sources and discusses key aspects of advertising including its purpose, how it works, different models of advertising, media types, and the advertising process. It examines definitions of advertising, benefits and roles of advertising, and factors to consider in media selection such as goals, audience, scope, and context. Various advertising models and terms are outlined.
Media transparency: are you getting enoughGLUE2020
1. The document discusses media transparency and rebates (known as Agency Volume Bonuses or AVBs) in the advertising industry. It notes the complexity of the current rebate system managed by agency holding groups and the lack of transparency it provides advertisers.
2. It provides an overview of how different advertisers react to the issue, from complete denial to demanding all rebates back. However, it notes the legal complexities regarding agency contracts and ownership of rebates.
3. The document proposes a 10-point action plan for advertisers to improve transparency, including clarifying agency roles, defining rebates, negotiating rebates centrally, and ensuring cash/value is returned and reported properly. The goal
Accenture white paper developing indirect channelsbChannels
1) Indirect sales channels can help companies boost revenue and maintain profitability during challenging economic times when deal sizes tend to be smaller, by lowering costs compared to direct channels and helping expand market coverage.
2) To fully realize the benefits of indirect channels and build a channel that sustains high performance, companies must take a structured, analytical approach to selecting partners, bringing them onboard effectively, and closely managing performance.
3) Accenture's research identified a 5-step approach to developing indirect channels successfully, including analyzing cost structures and qualified partner selection. When done right, indirect channels can help companies navigate economic downturns and emerge stronger.
The document discusses marketing communication tools used on the internet, including email, websites, and social media. It provides an overview of integrated marketing communication strategies and how every customer interaction helps form brand images. The document also summarizes the characteristics of different media channels including broadcast, narrowcast, and pointcast media and their strengths and weaknesses for reaching audiences.
The document summarizes the key findings of a survey of over 150 online and direct marketers on the state of marketing in 2010. Some of the main findings include:
1) Marketers see turning data into actions as one of their top issues and view IT as their number one bottleneck.
2) Nearly three quarters of companies surveyed are leveraging customer initiated interactions to serve targeted marketing messages.
3) While centralized decisioning has been adopted by some forward-looking marketers, organizational and financial concerns are slowing broader adoption more so than technical barriers.
4) Marketers are struggling with integrating online and offline data and channels, slowed by technical and financial limitations.
Social Analytics - Putting the Science into Social BusinessMark Heid
This webinar discusses how IBM helps companies become more social and interactive businesses through social analytics. It covers how marketing is evolving to focus on customer experience across channels and gaining insights from social media. IBM provides solutions for capturing social data, analyzing it, and taking action to engage customers through owned, paid and earned media. The webinar promotes IBM's vision for an enterprise marketing management suite to optimize the entire marketing process.
The BrainYard Webcast - Social Business & Social Analytics - 3/1/12Mark Heid
This webcast presentation discussed how social analytics can help companies better understand customers and improve marketing strategies. It began with an overview of why businesses need to be interactive on social media to keep up with rapidly changing consumer behaviors. The presentation then covered how social analytics can provide insights into customer attributes, preferences, interests and behaviors to improve targeting, personalization and predictive modeling. Specific IBM social analytics products and solutions were demonstrated for monitoring earned, owned and paid social media and integrating insights with traditional marketing and business systems. The webcast concluded with recommendations for companies to capture social data, analyze it and then act on insights by engaging customers through social media marketing and business execution.
The document provides definitions of advertising from various sources and discusses key aspects of advertising including its purpose, how it works, different models of advertising, media types, and the advertising process. It examines definitions of advertising, benefits and roles of advertising, and factors to consider in media selection such as goals, audience, scope, and context. Various advertising models and terms are outlined.
Media transparency: are you getting enoughGLUE2020
1. The document discusses media transparency and rebates (known as Agency Volume Bonuses or AVBs) in the advertising industry. It notes the complexity of the current rebate system managed by agency holding groups and the lack of transparency it provides advertisers.
2. It provides an overview of how different advertisers react to the issue, from complete denial to demanding all rebates back. However, it notes the legal complexities regarding agency contracts and ownership of rebates.
3. The document proposes a 10-point action plan for advertisers to improve transparency, including clarifying agency roles, defining rebates, negotiating rebates centrally, and ensuring cash/value is returned and reported properly. The goal
Accenture white paper developing indirect channelsbChannels
1) Indirect sales channels can help companies boost revenue and maintain profitability during challenging economic times when deal sizes tend to be smaller, by lowering costs compared to direct channels and helping expand market coverage.
2) To fully realize the benefits of indirect channels and build a channel that sustains high performance, companies must take a structured, analytical approach to selecting partners, bringing them onboard effectively, and closely managing performance.
3) Accenture's research identified a 5-step approach to developing indirect channels successfully, including analyzing cost structures and qualified partner selection. When done right, indirect channels can help companies navigate economic downturns and emerge stronger.
The document discusses marketing communication tools used on the internet, including email, websites, and social media. It provides an overview of integrated marketing communication strategies and how every customer interaction helps form brand images. The document also summarizes the characteristics of different media channels including broadcast, narrowcast, and pointcast media and their strengths and weaknesses for reaching audiences.
This document discusses integrated marketing communication and the elements of the marketing communication mix. It analyzes the benefits and disadvantages of different communication elements like advertising, direct marketing, sales promotion, public relations, and personal selling. It then provides an overview of a prospective product called Support Solutions, canes designed to provide more support and safety. The document proposes using advertising, direct marketing, and sales promotion to promote Support Solutions and integrating these elements. It suggests measuring the effectiveness of the campaign by integrating marketing communications and testing new mediums before a larger launch.
B2b Marketing In 2009 Trends In Strategies And Spendingpiglet1
The document summarizes a study on B-to-B marketing trends and spending in 2009. Key findings include:
1) Budget reductions are expected as marketers anticipate cuts in 2009 in response to the economic crisis, unlike 2007 when increases were expected.
2) Marketers are sharpening their focus on select target audiences and integrating new digital media like social media alongside traditional tactics in their marketing programs.
3) Popular tactics seeing increased usage and budget increases include search marketing, webinars, email, and company websites, though some traditional tactics also remain effective.
The trends show digital tactics gaining prominence as marketers strive to do more with less in the current environment.
Boston Presentation Mdi Rodes May 12th Finalpeterrodes
This document discusses how health insurance companies can improve their sales processes in preparation for healthcare reform. It outlines common gaps in sales processes, such as a lack of coordination between sales and marketing. It then provides recommendations to address these gaps, including lead scoring, multi-touch lead nurturing, and rigorous data reporting. Implementing the recommendations could increase conversion rates by 2-5% and generate over $3.1 million in additional revenue.
IBM Retail | CRM Leadership in the Digital Era: A Global StudyIBM Retail
In a recent study, IBM surveyed nearly 500 CRM executives across roles, industries and management responsibilities in 66 countries. Read how these leaders assess the current state of marketing, the viability of old business models and how they define the path forward in an emerging digital age.
This document discusses insights into the implementation of mobile marketing campaigns. It presents a theoretical model of the mobile marketing campaign development process consisting of four phases: 1) campaign design, 2) campaign development, 3) campaign execution, and 4) tracking, analysis, and reporting. It then uses a case study method to analyze the implementation of three mobile marketing campaigns and confirms the theoretical model while adding new elements.
This presentation is an introduction to the role of IMC in marketing.
Want more FREE resources? Checkout the B2B Whiteboard youtube channel:
www.youtube.com/b2bwhiteboard
Or join us on Facebook today: www.facebook.com/b2bwhiteboard
Knowledge modeling of on line value managementSTIinnsbruck
This document summarizes a paper that proposes a new methodology for scalable online value management. The methodology separates content from communication channels by developing domain ontologies and linking them to a channel model through a "weaver". This allows information to be reused across multiple channels. It distinguishes between yield management, brand management, reputation management, and general value management as economic goals of communication. The paper then describes developing information models, a channel model that categorizes different communication modes, and applications that demonstrate the methodology.
The document discusses how traditional branch-based banking models are no longer sustainable, and outlines three potential "next generation banking" models that banks should consider adopting: 1) an "Intelligent Multichannel" model powered by analytics, 2) a "Socially Engaging" model that leverages social media interactions, and 3) a "Financial/Non-Financial Digital Ecosystem" model where the bank acts as a hub providing both financial and non-financial services through mobile technology. It argues that aggressively implementing these new models could double annual revenue growth rates while reducing costs by over 20% compared to traditional models focused only on "doing the basics right
Uno studio per comprendere e comparare le differenti modalità di contatto fra brand e consumatori, misurando il contributo di ognuno di loro nella costruzione della Brand Experience.
The document discusses changes from last year in key megatrends impacting the industry. It finds that while most megatrends are still valid, some have reduced in severity or relevance. Specifically, it notes that companies have a better understanding of embracing digital media and new business models. Additionally, it observes that companies are increasingly dedicating their marketing budgets to proven new media like traditional internet advertising and exploring innovative new media channels. Finally, it discusses how digitization trends like e-readers and tablets have increased access to content and leveled the playing field for authors.
Cause Related Marketing (CRM) partnerships between businesses and charities can provide mutual benefits. A major study from 2003-2004 examined the impact of CRM on brand equity, consumer behavior, and company profits. The results showed CRM increases brand affinity and positively impacts consumer perception, loyalty, and purchasing. Well-planned CRM that clearly links the cause and company can increase sales by over 10% and market share. The study identified best practices for effective CRM including ensuring the partnership makes sense, demonstrating the impact on the cause, maintaining long-term commitment, and making it easy for consumers to participate.
Defense contractors who are able to adjust their marketing and sales to what matters most to their prospects can shorten their sales cycle, increase sales and repeat purchases, and attain greater profitability by becoming a preferred vendor.
Total Program Value (TPV) is an approach to developing retail programs that focuses on continually improving programs over their lifespan to maximize value. TPV takes a holistic view, addressing all aspects of retail programs from brand strategy to implementation. Through an ongoing cycle of discovery, direction/execution, and evaluation, TPV continuously improves programs by incorporating insights, testing new elements, and refining what works best. The goal is to create programs that better connect with changing consumers and deliver stronger ROI through more effective use of investment.
Total Program Value (TPV) is an approach to developing retail programs that focuses on continually improving programs over their lifespan to maximize value. TPV takes a holistic view, addressing all aspects of retail programs from brand strategy to implementation. Through an ongoing cycle of discovery, direction/execution, and evaluation, TPV continuously improves programs by incorporating insights, testing new elements, and refining what works best. The goal is to create programs that better connect with changing consumers and deliver stronger ROI through more effective use of investment.
The document summarizes trends showing a shift from "above-the-line" (ATL) marketing like advertising to "below-the-line" (BTL) tactics. ATL aims for mass awareness while BTL focuses on targeted, measurable interactions. Spending has grown faster for BTL which emphasizes perception, interaction, and measurability over brand-building. Seven trends are driving this shift, including changing demographics, consumer sophistication, information availability, and demands for accountability. Marketers are allocating more to quantifiable, multichannel, and relationship-building BTL strategies.
This document discusses the future of the advertising industry and outlines 4 potential scenarios over the next 5 years. It notes that consumers are gaining more control over their media consumption and attention, while creativity is shifting towards user-generated content and lower-cost options. Traditional players like broadcasters may face challenges unless they innovate their business models. The rest of the document provides more details on an analysis of the advertising industry and outlines the 4 scenarios for its future evolution.
The next 5 years will hold more change for the advertising industry than the previous 50 did.
The information for this post is from an IBM global surveys of more than 2,400 consumers and 80 advertising experts … the report is titled, The end of advertising as we know it.”
Imagine an advertising world where ... spending on interactive, one-to-one advertising formats surpasses traditional, one-to-many advertising vehicles, and a significant share of ad space is sold through auctions and exchanges. Advertisers know who viewed and acted on an ad, and pay based on real impact rather than estimated “impressions.” Consumers self-select which ads they watch and share preferred ads with peers. User-generated advertising is as prevalent (and appealing) as agency-created spots.
Based on IBM global surveys there are four change drivers shifting control within the ad industry:
Attention — Consumers are increasingly in control of how they view, interact with and filter advertising in a multichannel world.
Creativity — Thanks to technology, the rising popularity of user-generated and peer-delivered content, and new ad revenue-sharing models (e.g., YouTube, Crackle, Current TV), amateurs and semi- professionals are now creating lower-cost advertising content.
Measurement — Advertisers are demanding more individual-specific and involvement- based measurements, putting pressure on the traditional mass-market model.
Advertising inventories — Will be bought and sold through efficient exchanges, bypassing traditional intermediaries.
There is no question that the future of advertising will look radically different from its past. The push for control of attention, creativity, measurements and inventory will reshape the advertising value chain and shift the balance of power.
Keep in mind … this change will also will also impact ad agency new business practices.
IBM's research indicates that the advertising industry will experience more change over the next 5 years than the previous 50 years due to shifting consumer behaviors and new technologies. Consumers are gaining more control over their media consumption and attention is fragmenting across many devices. This is driving changes in how advertising is created, targeted, and measured. Four potential scenarios for 2012 are described based on how open advertising platforms and supply will be and how much control and choice consumers will have. [END SUMMARY]
IBM's research indicates that the advertising industry will experience more change over the next 5 years than the previous 50 years due to evolving consumer behaviors and technologies. The document discusses 4 key drivers of change - attention, creativity, measurement, and advertising inventories. It then presents 4 potential scenarios for the future of advertising and emphasizes the need for incumbent players like broadcasters and ad agencies to innovate their business models, offerings, and data capabilities to succeed in this changing landscape.
IBM's research indicates that the advertising industry will experience more change over the next 5 years than the previous 50 years due to shifting consumer behaviors and new technologies. Consumers are gaining more control over their media consumption and attention is fragmenting across many devices. This is challenging traditional advertising models and shifting power to consumers. IBM envisions four potential scenarios for the advertising industry by 2012 depending on consumer participation in advertising and the openness of ad inventory platforms. Traditional players like broadcasters and ad agencies may need to innovate their business models and capabilities to adapt.
This document discusses how advertising is changing due to shifts in consumer behavior and technology. It analyzes trends that are giving consumers more control over advertising and their attention, such as increased time spent online, adoption of ad-blocking tools, and popularity of user-generated content. The document presents four possible scenarios for the future of advertising, and argues that traditional players like broadcasters and agencies will need to innovate their business models, creative approaches, and data capabilities to succeed in this changing environment. It also examines how spending on different advertising formats may evolve, with growth expected in digital, mobile and interactive areas over traditional TV and print.
This document summarizes key findings from an IBM study on the future of advertising. It finds that within the next 5 years, more change is expected than in the previous 50 years due to empowered consumers, evolving technologies, and new business models. The advertising industry will see a shift in control away from traditional players as consumers control their media consumption and advertising exposure more. The document outlines four potential future scenarios for the industry based on the openness of advertising platforms and consumer participation levels in marketing. It concludes that skills and capabilities that led to past success may need refinement or replacement for companies to adapt.
This document discusses integrated marketing communication and the elements of the marketing communication mix. It analyzes the benefits and disadvantages of different communication elements like advertising, direct marketing, sales promotion, public relations, and personal selling. It then provides an overview of a prospective product called Support Solutions, canes designed to provide more support and safety. The document proposes using advertising, direct marketing, and sales promotion to promote Support Solutions and integrating these elements. It suggests measuring the effectiveness of the campaign by integrating marketing communications and testing new mediums before a larger launch.
B2b Marketing In 2009 Trends In Strategies And Spendingpiglet1
The document summarizes a study on B-to-B marketing trends and spending in 2009. Key findings include:
1) Budget reductions are expected as marketers anticipate cuts in 2009 in response to the economic crisis, unlike 2007 when increases were expected.
2) Marketers are sharpening their focus on select target audiences and integrating new digital media like social media alongside traditional tactics in their marketing programs.
3) Popular tactics seeing increased usage and budget increases include search marketing, webinars, email, and company websites, though some traditional tactics also remain effective.
The trends show digital tactics gaining prominence as marketers strive to do more with less in the current environment.
Boston Presentation Mdi Rodes May 12th Finalpeterrodes
This document discusses how health insurance companies can improve their sales processes in preparation for healthcare reform. It outlines common gaps in sales processes, such as a lack of coordination between sales and marketing. It then provides recommendations to address these gaps, including lead scoring, multi-touch lead nurturing, and rigorous data reporting. Implementing the recommendations could increase conversion rates by 2-5% and generate over $3.1 million in additional revenue.
IBM Retail | CRM Leadership in the Digital Era: A Global StudyIBM Retail
In a recent study, IBM surveyed nearly 500 CRM executives across roles, industries and management responsibilities in 66 countries. Read how these leaders assess the current state of marketing, the viability of old business models and how they define the path forward in an emerging digital age.
This document discusses insights into the implementation of mobile marketing campaigns. It presents a theoretical model of the mobile marketing campaign development process consisting of four phases: 1) campaign design, 2) campaign development, 3) campaign execution, and 4) tracking, analysis, and reporting. It then uses a case study method to analyze the implementation of three mobile marketing campaigns and confirms the theoretical model while adding new elements.
This presentation is an introduction to the role of IMC in marketing.
Want more FREE resources? Checkout the B2B Whiteboard youtube channel:
www.youtube.com/b2bwhiteboard
Or join us on Facebook today: www.facebook.com/b2bwhiteboard
Knowledge modeling of on line value managementSTIinnsbruck
This document summarizes a paper that proposes a new methodology for scalable online value management. The methodology separates content from communication channels by developing domain ontologies and linking them to a channel model through a "weaver". This allows information to be reused across multiple channels. It distinguishes between yield management, brand management, reputation management, and general value management as economic goals of communication. The paper then describes developing information models, a channel model that categorizes different communication modes, and applications that demonstrate the methodology.
The document discusses how traditional branch-based banking models are no longer sustainable, and outlines three potential "next generation banking" models that banks should consider adopting: 1) an "Intelligent Multichannel" model powered by analytics, 2) a "Socially Engaging" model that leverages social media interactions, and 3) a "Financial/Non-Financial Digital Ecosystem" model where the bank acts as a hub providing both financial and non-financial services through mobile technology. It argues that aggressively implementing these new models could double annual revenue growth rates while reducing costs by over 20% compared to traditional models focused only on "doing the basics right
Uno studio per comprendere e comparare le differenti modalità di contatto fra brand e consumatori, misurando il contributo di ognuno di loro nella costruzione della Brand Experience.
The document discusses changes from last year in key megatrends impacting the industry. It finds that while most megatrends are still valid, some have reduced in severity or relevance. Specifically, it notes that companies have a better understanding of embracing digital media and new business models. Additionally, it observes that companies are increasingly dedicating their marketing budgets to proven new media like traditional internet advertising and exploring innovative new media channels. Finally, it discusses how digitization trends like e-readers and tablets have increased access to content and leveled the playing field for authors.
Cause Related Marketing (CRM) partnerships between businesses and charities can provide mutual benefits. A major study from 2003-2004 examined the impact of CRM on brand equity, consumer behavior, and company profits. The results showed CRM increases brand affinity and positively impacts consumer perception, loyalty, and purchasing. Well-planned CRM that clearly links the cause and company can increase sales by over 10% and market share. The study identified best practices for effective CRM including ensuring the partnership makes sense, demonstrating the impact on the cause, maintaining long-term commitment, and making it easy for consumers to participate.
Defense contractors who are able to adjust their marketing and sales to what matters most to their prospects can shorten their sales cycle, increase sales and repeat purchases, and attain greater profitability by becoming a preferred vendor.
Total Program Value (TPV) is an approach to developing retail programs that focuses on continually improving programs over their lifespan to maximize value. TPV takes a holistic view, addressing all aspects of retail programs from brand strategy to implementation. Through an ongoing cycle of discovery, direction/execution, and evaluation, TPV continuously improves programs by incorporating insights, testing new elements, and refining what works best. The goal is to create programs that better connect with changing consumers and deliver stronger ROI through more effective use of investment.
Total Program Value (TPV) is an approach to developing retail programs that focuses on continually improving programs over their lifespan to maximize value. TPV takes a holistic view, addressing all aspects of retail programs from brand strategy to implementation. Through an ongoing cycle of discovery, direction/execution, and evaluation, TPV continuously improves programs by incorporating insights, testing new elements, and refining what works best. The goal is to create programs that better connect with changing consumers and deliver stronger ROI through more effective use of investment.
The document summarizes trends showing a shift from "above-the-line" (ATL) marketing like advertising to "below-the-line" (BTL) tactics. ATL aims for mass awareness while BTL focuses on targeted, measurable interactions. Spending has grown faster for BTL which emphasizes perception, interaction, and measurability over brand-building. Seven trends are driving this shift, including changing demographics, consumer sophistication, information availability, and demands for accountability. Marketers are allocating more to quantifiable, multichannel, and relationship-building BTL strategies.
This document discusses the future of the advertising industry and outlines 4 potential scenarios over the next 5 years. It notes that consumers are gaining more control over their media consumption and attention, while creativity is shifting towards user-generated content and lower-cost options. Traditional players like broadcasters may face challenges unless they innovate their business models. The rest of the document provides more details on an analysis of the advertising industry and outlines the 4 scenarios for its future evolution.
The next 5 years will hold more change for the advertising industry than the previous 50 did.
The information for this post is from an IBM global surveys of more than 2,400 consumers and 80 advertising experts … the report is titled, The end of advertising as we know it.”
Imagine an advertising world where ... spending on interactive, one-to-one advertising formats surpasses traditional, one-to-many advertising vehicles, and a significant share of ad space is sold through auctions and exchanges. Advertisers know who viewed and acted on an ad, and pay based on real impact rather than estimated “impressions.” Consumers self-select which ads they watch and share preferred ads with peers. User-generated advertising is as prevalent (and appealing) as agency-created spots.
Based on IBM global surveys there are four change drivers shifting control within the ad industry:
Attention — Consumers are increasingly in control of how they view, interact with and filter advertising in a multichannel world.
Creativity — Thanks to technology, the rising popularity of user-generated and peer-delivered content, and new ad revenue-sharing models (e.g., YouTube, Crackle, Current TV), amateurs and semi- professionals are now creating lower-cost advertising content.
Measurement — Advertisers are demanding more individual-specific and involvement- based measurements, putting pressure on the traditional mass-market model.
Advertising inventories — Will be bought and sold through efficient exchanges, bypassing traditional intermediaries.
There is no question that the future of advertising will look radically different from its past. The push for control of attention, creativity, measurements and inventory will reshape the advertising value chain and shift the balance of power.
Keep in mind … this change will also will also impact ad agency new business practices.
IBM's research indicates that the advertising industry will experience more change over the next 5 years than the previous 50 years due to shifting consumer behaviors and new technologies. Consumers are gaining more control over their media consumption and attention is fragmenting across many devices. This is driving changes in how advertising is created, targeted, and measured. Four potential scenarios for 2012 are described based on how open advertising platforms and supply will be and how much control and choice consumers will have. [END SUMMARY]
IBM's research indicates that the advertising industry will experience more change over the next 5 years than the previous 50 years due to evolving consumer behaviors and technologies. The document discusses 4 key drivers of change - attention, creativity, measurement, and advertising inventories. It then presents 4 potential scenarios for the future of advertising and emphasizes the need for incumbent players like broadcasters and ad agencies to innovate their business models, offerings, and data capabilities to succeed in this changing landscape.
IBM's research indicates that the advertising industry will experience more change over the next 5 years than the previous 50 years due to shifting consumer behaviors and new technologies. Consumers are gaining more control over their media consumption and attention is fragmenting across many devices. This is challenging traditional advertising models and shifting power to consumers. IBM envisions four potential scenarios for the advertising industry by 2012 depending on consumer participation in advertising and the openness of ad inventory platforms. Traditional players like broadcasters and ad agencies may need to innovate their business models and capabilities to adapt.
This document discusses how advertising is changing due to shifts in consumer behavior and technology. It analyzes trends that are giving consumers more control over advertising and their attention, such as increased time spent online, adoption of ad-blocking tools, and popularity of user-generated content. The document presents four possible scenarios for the future of advertising, and argues that traditional players like broadcasters and agencies will need to innovate their business models, creative approaches, and data capabilities to succeed in this changing environment. It also examines how spending on different advertising formats may evolve, with growth expected in digital, mobile and interactive areas over traditional TV and print.
This document summarizes key findings from an IBM study on the future of advertising. It finds that within the next 5 years, more change is expected than in the previous 50 years due to empowered consumers, evolving technologies, and new business models. The advertising industry will see a shift in control away from traditional players as consumers control their media consumption and advertising exposure more. The document outlines four potential future scenarios for the industry based on the openness of advertising platforms and consumer participation levels in marketing. It concludes that skills and capabilities that led to past success may need refinement or replacement for companies to adapt.
Informe Ibm End of Advertisement as we know itGonzalo Martín
This document discusses how the advertising industry is undergoing significant changes driven by four factors: consumers gaining more control over their attention; the rise of user-generated and peer-delivered advertising content; demands for more individual-specific measurement of advertising impact; and new entrants making previously proprietary advertising inventory available on open exchanges. The document envisions four possible scenarios for the industry in 2012 based on these changes. It argues that traditional players like broadcasters, agencies and distributors will need to innovate in how they attract and engage consumers, change their business models, and adapt their organizational structures to succeed in the future advertising landscape.
This document discusses the future of advertising based on research by IBM. It finds that over the next 5 years, more change is expected than the previous 50 years due to empowered consumers, evolving technologies, and new business models. Four scenarios for 2012 are presented based on the openness of advertising inventories and consumer control over marketing. Traditional players may be disrupted if they do not innovate their business models, designs, and offer more personalized advertising.
This document summarizes the findings of a survey of 321 marketing executives about their priorities, budgets, and challenges. The key findings include:
1) Over half of respondents cited customer retention as their top priority, followed by customer acquisition and profitability. These will remain top priorities over the next year.
2) About four in ten executives are dedicating the largest portion of their budgets to customer retention and acquisition tactics like online and social media marketing.
3) Marketers face challenges in understanding the influence of their campaigns and obtaining an integrated view of customer behavior across multiple touchpoints.
This document discusses the results of a survey of 321 marketing executives about their priorities, budgets, and challenges. The key findings are:
1) Customer retention and acquisition are the top priorities and where most marketing budgets are allocated.
2) Online marketing budgets, including social media and mobile, are expected to significantly increase in the next year.
3) There is greater emphasis on data-driven decision making and real-time optimization, though many marketers still struggle with these capabilities.
4) Presenting a consistent brand experience across multiple channels is a major challenge.
The document provides strategies for marketing in a down economy. It discusses maintaining or increasing advertising budgets during recessions as companies that did so saw higher sales growth after recessions. It recommends focusing on digital marketing like search engine optimization, social media, mobile and video as budgets shift to these lower-cost channels. Specific strategies include focusing on the future economic recovery, protecting market share, increasing brand awareness, opportunistically purchasing media, and emphasizing customer service excellence.
This document provides a summary of a global annual marketing report for 2022. It finds that global marketers are increasing spending across paid media channels, with an expected 53% increase in social media spending. The top objectives for marketers are brand awareness and new customer acquisition. While marketers are confident in measuring certain channels, they lack confidence in full-funnel ROI measurement. The report emphasizes that brand awareness has never been more important given changes in consumer behavior and media fragmentation.
This document provides a summary of a global annual marketing report for 2022. It finds that global marketers are increasing spending across paid media channels, with an expected 53% increase in social media spending. The top objectives for marketers are brand awareness and new customer acquisition. While marketers are confident in measuring certain channels, they lack confidence in full-funnel ROI measurement. The report emphasizes that brand awareness has never been more important given changes in consumer behavior and media fragmentation.
Leveraging the Single Point of Truth in Integrated Media Campaigns discusses how marketers can determine the offline impact and ROI of online marketing campaigns. It notes that as digital marketing budgets increase, simply counting clicks and views is no longer sufficient, and marketers need robust methods to evaluate both online and offline effects. New models and solutions now exist that can isolate variables, simulate campaigns, and measure how digital and traditional media interact to drive sales. This allows marketers to optimize spending and uncover new opportunities by determining which media and messages are most effective.
This document provides an overview of promotion, advertising, and sales promotion strategies. It discusses the components of a promotion strategy, including advertising, sales promotion, public relations, personal selling, and direct marketing. The document outlines steps for developing a promotion strategy, such as setting communication objectives, determining budgets, and deciding the role of different promotion components. It also covers topics like developing advertising and sales promotion strategies, integrating strategies, and measuring effectiveness.
We have built our company around our clients by taking the time to personalize their social media campaigns to fit their needs. We are a full-service firm offering Facebook, Twitter, YouTube and other social media outlets to ensure your business maximizes its reach via multiple channels.
Web Design in Malaysia
Emerging digital media—from social networks to mobile advertising—have brought us to a breakpoint in marketing communications. Marketers are no longer crafting only one-way brand messaging but also curating interactive conversations with consumers online. In this context, chief marketing officers realize that 50 years of marketing-management approaches must dramatically change. A new BCG study explores how companies are tackling the new marketing realities. There is no single organizational model, but patterns suggest how companies could strengthen their digital capabilities.
The document discusses how new digital media like social media, mobile advertising, online video, and digital displays are transforming marketing. It finds that marketers are increasingly shifting budgets to these new digital channels, though television still accounts for most spending. Successfully navigating this changing landscape requires marketers to improve internal digital capabilities, make thoughtful spending tradeoffs across channels, and take an experimental approach to building strategies.
Similar to Next Generation Media Mix OPtimization.pdf (20)
The workshop aimed to provide ways for social media consultants to increase likes on Facebook pages. [1] Two main ways discussed were extending reach by joining similar pages and engaging in conversations on public posts about relevant topics. [2] By joining pages on similar topics, one can access new audiences and be suggested to more users, while engaging in conversations allows joining discussions and extending reach. [3] Search filters allow finding relevant pages or posts to join.
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1. Next Generation Media Mix Optimization
Using audience and media management to create certainty in
an increasingly uncertain world
2. WHITE PAPER
Executive Summary:
People have more media choices than ever to research the products and services they buy. CMOs are
challenged to rationalize their budgets and demonstrate increasing ROI while embracing new media and
distinguishing the media consumptions of their customer. Next generation media mix optimization is how
winning marketing organizations will allocate their investments to target high-value audience and media options,
while delivering accurate attribution, cross channel measurement and tools for high-performance planning.
Like clockwork, each year marketing organizations provide
marketing plans and budget recommendations that outline
sophisticated media investments, spanning a growing number of
channels — chasing an increasingly fragmented customer and
illusive return on investment.
The world is more complex. Your company’s audience — your existing and prospective customers — have changed and
so must your marketing. Consumers are connected to a greater array of devices and media outlets than ever before.
They Twitter and browse social networks on smart phones, check email in their local coffee shops, and choose from over
100 TV channels every day1. They seek and use information: 51% of U.S. and UK consumers always compare products
and services before a purchase; only 5% rely upon advertising or promotional features for advice2. In this cacophony of
change, 80% of CEOs believe their brand delivers a superior customer experience yet only 8% of their customers agree3.
And, only one in five “targeted” online ads actually reaches its intended audience4.
• Are your media investments delivering against the promise of return on marketing investment?
• Can you identify and target the appropriate audience using the most efficient media tools?
• Can you properly attribute and track marketing efforts across media investments?
• Are you better than your competitor at optimizing a sophisticated media mix?
These are very difficult questions. Gaps in answers create immense issues: Waste — 47% of U.S. ad spend reaches the
wrong audience5. These gaps in delivery accuracy mean that when marketers can’t align their target audience strategy
closely to their ad delivery, they make investment decisions based upon averages and educated hunches, causing them
to overspend on low value customers and media channels while under spending on the high value ones. Given the top
30% of a brand’s customers are typically five times more profitable6, the inability to create certainty in audience and
media management costs advertisers huge profits.
To address these challenges, many companies are turning to the next generation in media mix optimization, delivering
high-performance audience and media management. Designed to optimize the performance of media mix investments,
the solution takes the guesswork out of planning — helping marketers to better orchestrate and execute their
marketing strategy.
NEXT GENERATION MEDIA MIX OPTIMIZATION 1
3. WHITE PAPER
Challenges to effective
media mix optimization
Today’s chief marketing officer is tasked to deliver incremental customer is a static average. The reality is that
increasing results in the face of decreasing or flat budgets, only 30% of customers typically return a profit, yet cost as
while also adopting and embracing technology changes much to acquire as the 50% that are profit-neutral, or the
that influence consumers. Here are some of the key 20% that actually cost you money to service. To significantly
challenges: increase your ROI, consider the impact of customer value
and target your best customers first.
Existing media mix optimization
solutions break on several levels
Legacy sources for media mix optimization — While
While nearly all top marketing executives have used or
advertising agencies and consultants have driven media
researched solutions in this area, there are many who
optimization solutions for many years, there are issues
have not experienced success or have seen that success
to consider:
wane in recent years.
• Advertising agencies can present an improper
alignment of business objectives and tend to focus on
Legacy nomenclature — The delineation between
the channels of their expertise. This is natural as their
traditional mass advertising (ATL – Above the Line) and
talent also pools around those areas of expertise.
promotional or addressable-based advertising (BTL –
And, while primarily done through test programs,
Below the Line) efforts is blurring. The continued increase
the connection to actual consumer behavior and
in media addressability is delivering new opportunities,
correlation to revenue lift is usually soft, at best.
like household based television commercials driven
• Econometric models have long been used but invariably
from advertiser segmentation and data insight. While
rely upon superhuman leaps in assumptions and
optimization efforts tend to focus on either ABT or BTL, in
footnotes in their reports to achieve their mathematical
the end, one consumer is the same person whether they
summations. Also, they tend to focus on either ATL
view a TV commercial or receive a display advertisement.
or BTL programs, limiting their effectiveness to drive
And, they see your brand as one entity… regardless of
performance and attribution, while fragmenting the view
organizational and technological silos.
of current and future customers.
Differentiated Today, digital media accounts for nearly 35% of the
customer value average U.S. consumer’s media consumption yet less
Profitable — The key to real than 15% of ad spend is directed toward these new
30%
optimization is to channels7. Successful media mix optimization solutions
reduce wasted ad need to drive consolidated answers for BOTH above the
impressions on two line and below the line investments. Your target audience
Neutral dimensions: audience doesn’t know that “line” exists and transcends channels
50% and media channel. with the greatest of ease. The struggle for marketing
One of the most leaders seeking to optimize against this new reality is to
difficult assumptions find models adaptive to the rate of change that drive shifts
Loss
20% of existing media mix in media investment and more closely mirror the shifts in
optimization solutions media consumption of their target audience.
is that the value of an
2 NEXT GENERATION MEDIA MIX OPTIMIZATION
4. WHITE PAPER
US Adults (millions)
Fast-forward to the current decade. Today’s
250 All US Adults teen has become a moving target. Nearly all
are double or triple tasking while watching TV.
Mobile Phone
200 Internet U.S. teenagers trust information from each
Camera Phone
other 5X more than adults and 10X more than
150 ads11. If you think about what this world looks
Laptop like 5 to 10 years from now, this scenario will
MP3 Player
100 Digital Still Camera be even more complex as this demographic
will be your future target. It will pay to get on
Satellite Radio
Portable Navigation
50 Device top of this challenge sooner than later.
Activities US Teen Influencers* Are Doing
0 Simultaneously While Watching TV, May 2010
Actual Forecast (% of respondents)
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
Texting/spending time on mobile phones 88%
Source: July 25, 2008, “Benchmark 2008: Forecast Growth of Devices And Access In The US” report
Note: Actuals from 2005 and earlier are adjustments based on surveys of household heads. Spending time online 79%
Doing homework 50%
Note: *top 15% most active and engages myYearbook Members
“Reaching” consumers has become more difficult Source: myYearbook and Ketchum, “Social Media Teen Influencer Survey,”
provided to eMarketer, May 25, 2010
The challenge has increased exponentially. There are more 116033 www.eMarketer.com
channels, more screens and more data than ever and the
rate of change is increasing. Adoption driven by accessibility Complicating this, pushing more “noise” at consumers
and affordability, technology enables consumers to access who have become increasingly insensitive to the charms
a vast wealth of information, on their terms. Starting in the of marketers has proven to risk exacerbating the issue and
last few decades, the trajectory of change has ramped up drives negative long term brand impressions.
fast and is not projected to slow down.
The solution: Next generation media mix
Selecting one of the top spend channels, TV, we can optimization
see dramatic intra-channel shifts: From a peak year in Next generation media mix optimization seeks to develop
mass TV advertising, 1965, until 2002, the number of a causal relationship between consumers, segments to
60-second spots necessary to reach 80% of one’s target response, and to drill down into which media mix actually
audience has increased from three to 1178. Translating this drives consumer behavior for your high value audience.
to trust and recent research surrounding brand message It reduces the guesswork through better attribution;
acceptance, 60% of respondents said they need to hear quantifying media mix decisions through causal channel
information about a company three to five times before contributions to sales. The solution is designed to
they believe it9. Correlating these two points, an advertiser eliminate misleading performance measures and align the
would need to provide at least 351 60-second TV spots marketing organization through common goals.
to provide sufficient TV exposure to satisfy 80% of one’s
target audience need for message acceptance. This,
all while nearly 40 million U.S. households have DVR
capabilities and 59% of them “currently use a DVR to skip
through the commercials.”10
NEXT GENERATION MEDIA MIX OPTIMIZATION 3
5. WHITE PAPER
Start with your best customers
Of finer resolution than your target audience,
Incremental Revenue People, Process &
determine those customers who tend to buy more, Opportunities Technology Media Spend
buy more frequently, return less, and refer you to Incremental Sales
Current Base Costs
–/+
Above the Line Spend
–
x Scale Efficiencies (Build vs. Buy) Media Arbitrage Opportunities
others more — those top 30% of your customer Operating Profit (%) + +
Incremental Spend Required Incremental Direct Marketing Spend
Economic
base who deliver 100% of your profitability. Pricing: Direct Marketing Spend:
Value People, Process and Email Executiion, Direct Mail,
Determine what this elite class looks like — Proposition + Technology
+ Banner Purchases, etc.
EVP =
Levers for Improvement Levers for Improvement Levers for Improvement
demographics, purchase habits, media habits, • Touch points
• Engagement factor
• Consolidation
• Collection
• Map media buys to the
best customer demographics
• Marketable universe • Virtualization • What data is available
decision process — and how you can acquire more • Response rate
• Conversion rate
• Standardization
• Severance expense
on rate cards?
• Do sponsorships align with
• Shopping basket value customerbase?
of them. • PersonicX value overlay
Top down and bottom up
The resulting analytics should include both ATL
Economic value proposition
and BTL data in a holistic model. Driven from a steeped
Through elimination of media wasted on the wrong
understanding of your best customer portrait, you can
audience or mix of channels, a successful media mix
then use syndicated segmentation methodologies and
optimization program should cover at least the cost of
“look alike” analysis to drive acquisition media decisions,
incremental resources. Sure, this is a worst case scenario
in particular those above the line. While the value of a
but given the pressure on cost containment and hurdles
customer is not static, neither are their needs, desires,
for justification, this is the safest decision for today’s CMO.
demographics, attitudes or behaviors. It’s not about
customer averages or the mean, but adding a level of Put tools in the hands of decision makers
intelligence and insight. Planning tools — Rather than a static report in a
dynamic market, you need to be able to adjust and form
Using historic media placement data, company sales recommendations based upon your planning cycles and
history and third-party demographics, your statistical needs. Three degrees of resolution you should consider:
model should be agnostic to the legacy view of the
• Media type (e.g., TV, radio, print or online)
advertising “line”. This approach delivers several
• Marketing channel (e.g., email, direct mail postcards,
incremental benefits;
etc.)
• Attribution problems become less of a concern as
• Region (metro, state, country, etc.)
the full picture of media consumption is viewed by
“What if scenarios” — Marketers are seldom happy
a single model. You see the overlapping effects of
with inflexible rationale. Instead, consider the impact of
alternate channels rather than the internal flurry of
tools that allow you and your team to examine “what-
discussion seeking to claim “last click” ownership.
if” scenarios to understand how constraints impact the
• Current shifts in media consumption tend to favor
media mix and campaign outcomes by accounting for
BTL, digital channels yet concurrent monitoring
parameters such as budgets, partner obligations, regional
alleviates the need for constant tweaking of the
investments or revenue mandates.
underlying analytics.
4 NEXT GENERATION MEDIA MIX OPTIMIZATION
6. WHITE PAPER
Validation reporting — Media mix optimization solutions The Acxiom advantage
are only as helpful as the validity of their predictions. Next generation media mix optimization is crucial
Consider the need for a system of self checking for marketing organizations to meet their business
the accuracy of your optimization model and its’ objectives. Winning marketing teams will target their
recommendations by testing and measuring initial results investments toward high-value audiences with the
against objectives. Incremental adjustments will increase right media options. With more than 40 years of
visibility, accuracy and ROI. global marketing experience across all industries,
Acxiom is the partner of choice for those who want to
It’s a journey
impact their bottom line.
Start with bit-sized chunks, the building blocks; don’t
try to boil the ocean. Begin as a self-funding practice
With offices in the United States, Europe, the
through a crawl, walk and then run with your differentiated
Middle East, Africa and Asia-Pacific, Acxiom is
customer strategy, revving the engine of your new media
well-equipped to meet the global needs of our clients.
optimized machine. Like any journey, you’ll need a
Start improving your marketing ROI, let Acxiom be
destination and roadmap to guide your way as you deploy
your guide.
the appropriate engagement strategies and tactics while
balancing customer demands and organization goals.
To learn how Acxiom’s media mix optimization
Throughout the journey, you’ll identify ways to reallocate
solutions can increase marketing ROI and reduce
budget from less profitable media channels to other, more
budget waste, call 1.888.3ACXIOM (1.888.322.9466)
profitable ones as you measure and refine your tactics.
or visit www.acxiom.com/consulting.
NEXT GENERATION MEDIA MIX OPTIMIZATION 5
7. WHITE PAPER
1
Nielson, 2008
2
Alterian ““Your Brand: At Risk? Or Ready for Growth?”, 2010
3
Bain & Company, “Closing the Delivery Gap”, 2005
4
Comscore, 2009
5
Rex Briggs and Greg Stuart, ”What Sticks: How most Advertising Fails and How to Guarantee Yours Succeeds”, 2006, Kaplan Publishing
6
Acxiom, average customer analysis
7
Forrester Research, 2009
8
Tim Stengel, former CMO at P&G
9
Edelman Trust Barometer, 2009
10
eMarketer — Mintel, “Attitudes toward Traditional Media Advertising and Promotional marketing — US”, 2009
11
eMarketer — Deloitte, “State of the Media Democracy Fourth Edition: Select US Highlights”, 2009
8. See how Acxiom can work for you.
For more information, visit our website
at www.acxiom.com/consulting or call:
1.888.3ACXIOM
AC-0348-10 ELEC 6/10