Planning for effectiveness
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The document provides guidance on effective advertising and campaign planning. It discusses setting objectives, key performance indicators (KPIs), and measuring campaign effectiveness. Objectives should be set with clients and span both soft and hard measures. Effectiveness is measured by comparing metrics like awareness, sales, and profits to objectives. A campaign effects model is recommended to plan how communications create business value by driving attitudes, behaviors, and outcomes. The model helps ensure campaigns are evaluated properly and convince stakeholders of the communications' role and value.
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Planning for effectiveness
- 1. JWT Grad training Planning for Effectiveness
- 2. What is effective advertising Award winning advertising Stuff, which is generating buzz Creative advertising Stuff, I want to share
- 3. What is effective advertising Advertising which delivers the desired results (for your client)* * Preferably £££
- 5. How do you do it Set objectives (KPIs) With the client, acc to the business brief Measure it Report back Using the right tools Basking in glory ..hopefully
- 6. Why is it important
- 7. Why is it important Because without it • You don’t know what you’re doing • The clients don’t know what they are doing • You will veer off and use energies elsewhere • And you don’t know when you might have arrived
- 8. Unfortunately, the research shows that campaigns with single objectives are dramatically less effective than ones with multiple objectives. This suggests marketers should adopt a balanced scorecard approach, identifying multiple Key Performance Indicators (KPIs) that span the influence of the campaign – from softer, intermediate measures, through to harder business measures. This ensures that we focus on the overall contribution that a successful campaign makes, not just on direct attribution to units sold. Here’s an example of a typical marketing balanced scorecard:
- 10. Objectives, strategies and tactics • End destination • ‘to…’ Objective Strategy • The route to get there • ‘by…’ • Specific actions for the strategy • ‘how will we…’ Tactics
- 11. Which objectives
- 12. What are objectives HARD MEASURES Increase sales Increase revenue Reduce costs SOFT MEASURES Awareness Fame Consideration Popularity Engagement Trust Perceptions Increase margin/price Increase productivity Imagery Recommendation Satisfaction Etc.
- 13. Setting KPIs Key Performance Indicators • Choose the main 5 indicators, which encapsulates your objectives Drive engagement • Time spent on website • Depth of visit Increase purchase intent • Increase ‘top 2 box’ purchase intent • Metrics are things you measure, but not a direct indicator of success
- 14. NB Careful to distinguish between an objective and an outcome Objective: what we are trying to do/achieve Outcome: are the changes, benefits, learning or other effects that happen as a result of your work. They can be wanted or unwanted, expected or unexpected.
- 15. measuring
- 16. Where shouldyou look for data Static Short term Campaign Medium/ Long term - Brand Brand Pyramids – Millward Brown All media – spent vs achieved Brand Health, brand tracking over time Value/ volume sales – over time Comparative – SOVs, SOEs Market shares – over time Quality of media Long term effects – health, sales, premiums, gaining new customers, frequency, new usage... Brand health – various Tracking – vs GRPs/ activity period Business results – volume, value, margins Key Success Measures – consideration, awareness, salience, trial, call to action, attitude shift, immediate reactions... Profits MINUS costs of campaign – better or worse than before? Category status – over time, by market Value of brand, sustained market shares, markets, importance in annual reports...
- 17. Digital: optimisation Digital allows continuous refinement and optimisation Activity Refinement Measurement
- 18. Setting Benchmarks: historical data
- 19. Setting benchmarks: industry standards
- 20. Input and output measures
- 21. WHAT IS THE AIM OF THIS CAMPAIGN?
- 22. WHAT IS THE AIM OF THIS CAMPAIGN?
- 23. WHAT IS THE AIM OF THIS CAMPAIGN?
- 24. HOW DO THESE COMMS MAKE MONEY FOR THE CLIENT?
- 25. HOW DOES YOUR CLIENT MAKE MONEY? Profit = Revenue Expenses -
- 26. HOW CAN WE MODEL COMMUNICATIONS? A tool to help you plan communications effects Part of the Worldmade set of planning tools
- 27. Business Effects Behavioural Effects Attitudinal Effects Communication Effects Effects Roadmap Communications Enter text here Enter text here Enter text here Enter text here Enter text here Profit Measured by: • enter text here • enter text here • enter text here • enter text here • enter text here • enter text here
- 28. Client: Campaign: Brand : Date: Contact: Job no: Business Effects Behavioural Effects Attitudinal Effects Communication Effects Effects Roadmap Communications Enter text here Enter text here Enter text here Enter text here Enter text here Profit Measured by: • enter text here • enter text here • enter text here • enter text here • enter text here • enter text here
- 29. Client: Nestle Campaign: Cranes Brand : Date: Kit Kat Contact: 2011 Job no: Business Effects Behavioural Effects Attitudinal Effects Communication Effects Effects Roadmap Communications Create saliency Increase brand appeal Measured by: • enter text here • enter text here Look for Kit Kat in impulse purchases • enter text here Increase frequency of purchase • enter text here Increase sales Profit • enter text here • enter text here
- 30. Client: Nestle Campaign: Cranes Brand : Date: Kit Kat Contact: 2011 Job no: Business Effects Behavioural Effects Attitudinal Effects Communication Effects Effects Roadmap Communications Create saliency Measured by: • Communications tracking • shares, views , time spent Increase brand appeal Excite the trade • Brand measures • Likes, shares, etc. Look for Kit Kat in impulse purchases Increase quality distribution • Distribution measures • Sales team feedback Increase frequency of purchase Increase sales Profit • Rate of sale • Share of market - volume • enter text here
- 31. Client: HSBC Campaign: SecureKey Brand : Date: HSBC Contact: 2011 Job no: Business Effects Behavioural Effects Attitudinal Effects Communication Effects Effects Roadmap Communications Measured by: Increase awareness of Secure Key • Brand tracking Perception of HSBC proactively keeping you safe • Brand tracking Reassure of security of online banking Increase acceptance of Secure Key Increase use of Online banking Reduce cost of providing services Increase cross-sale of products Profit • Image tracking • Social media tracking • Calls to SecureKey hotline • Penetration of online banking • Frequency of use • Reduced use of IVR, ATM, Branch • Sales conversion of online banking
- 32. SOME EXAMPLE STEPS Communication Effects Engage with content Create awareness Create saliency Increase brand appeal Increase momentum Excite the trade Brand affinity Customer satisfaction Drive trial Recommend to others Share with others Buy more often Blog about Increase distribution Increase frequency Business Effects More differentiated New usage occasions Behavioural Effects Be seen as XXXXX Increase consideration Attitudinal Effects Visit showroom Increase productivity Reduce costs Increase margin/price Increase sales Increase revenue
- 33. START EARLY Campaign planning Discovery or Collision stages
- 34. WORK BACKWARDS Start from the bottom and work back through the model: How will the comms create profit? What behaviour do we need? What attitudinal change do we need? What comms engagement do we need?
- 35. SET OBJECTIVES THAT WILL STRETCH THE BRAND IPA research shows brands that set tangible and stretching business and marketing objectives are more effective
- 36. THINK ABOUT NON-OBVIOUS EFFECTS Distribution Price premium Usage occasion Non discounting Staff costs Credit rating Market capitalisation
- 37. THINK ABOUT SECONDARY AUDIENCES Trade Staff Investors Potential employees Suppliers Government
- 38. GROUP EXERCISE In groups of five Choose one of the campaigns on the wall Take five minutes Develop a comms model
- 39. ANY EXCEPTIONS?
- 40. NOT PROFIT BUT IS FINANCIAL Charities and governments may not need a profit. But there will be a financial effect of the comms. If we can prevent a handful of drink driving incidents, what is the financial impact?
- 41. WHY IS AN EFFECTS MODEL IMPORTANT?
- 42. 1. HELP DEVELOP GREAT CREATIVE Sets a solid base for campaign development Helps prevent client briefs from changing Provides confidence for clients to be brave
- 43. 2. ENSURES COMMS ARE EVALUATED PROPERLY Sets the expectations about how our work should work Stops our ideas being judged against the wrong measures Ensures we set the agenda (not media agencies or others)
- 44. 3. HELPS CLIENTS TO CONVINCE STAKEHOLDERS Many of our ideas are crippled by stakeholders . Often non-marketing people not understanding, the role or value of the comms. A comms model can empower our clients.
- 45. 4. PUTS A VALUE TO WHAT WE DO What are we worth? What are our ideas worth? Are they worth the time we put in or the effect they can have?
- 47. Handouts
- 48. Client: Campaign: Brand : Date: Contact: Job no: Communications Measured by: • • Attitudinal Effects Communication Effects Effects Roadmap • • Behavioural Effects • • Business Effects • • • • Profit
- 49. Some example steps Communication Effects Engage with content Create awareness Create saliency Increase brand appeal Increase momentum Excite the trade Brand affinity Customer satisfaction Drive trial Recommend to others Share with others Buy more often Blog about Increase distribution Increase frequency Business Effects More differentiated New usage occasions Behavioural Effects Be seen as XXXXX Increase consideration Attitudinal Effects Visit showroom Increase productivity Reduce costs Increase margin/price Increase sales Increase revenue
Editor's Notes
- http://www.flickr.com/photos/33974044@N00/197028100/sizes/z/in/photostream/
- An objective is the end destination. The strategy is the route to get there. Tactics are the specific actions for each strategy. An easy way to help distinguish is to write an objective with the word ‘To...’ in front and a strategy with the word ‘By...’ in front.
- Sometimes, the client brief will have very clear objectives. Many times they wont. You should always include objectives in your creative brief.It is common to focus on a single campaign objective. But this is not always the best waySometimes this will be a 'hard' business or behavioural objective (such as sales growth or customer loyalty)Often it will be a 'soft' intermediate consumer objective (such as brand awareness or image).
- Hard measures are often referred to as lag measures as they are results derived from the soft intermediate measure. They can either be direct behaviourial measures (eg response rate, trial , penetrations) or a result of behaviour (sales and share)Soft objectives, sometimes called lead objectives (as these are the immediate targered objectives of a campaign, include brandaawareness, image or cut through. The are describe as intermediate as they are believed to be the precursor to action
- Don’t be tempted to have a very long list of kpis.
- You could look at the IABAsk the research company (they will collect comp data)Ask your colleagues
- http://www.flickr.com/photos/33974044@N00/197028100/sizes/z/in/photostream/