Measurement Tools for Communications and Marketing Success

Copyright 2013 by Saurage Research, Inc. All rights reserved. No part of this document may be reproduced by any means whatsoever without permission in writing from Saurage Research, Inc.

Susan Saurage-Altenloh August 2013

Measurement for Successful Communications and Marketing

2 IABC Houston | 22 August 2013

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• Know [everything] about customers and how they make choices

• Convert any and every thing you know into marketing strategies that expand the business

• Leverage [all of] this knowledge for stronger positioning, greater share of wallet, enhanced customer loyalty and a stronger bottom line…in any economy

The marketer’s challenge…


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Knowing this information modifies your own

communication strategy.

How might this kind of knowledge help modify a company’s plan?


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Integrated Marketing Communications Plan

Research & insights (initial, periodic) • Gather: baseline, SWOT, customers, communications,

competitors, empirical data

Refine strategic communications plan • Create messaging / marketing matrix for segments,

company, partners, employees, etc.

Design & execute tactical plans • Establish messaging consistent to segment. Measure

effectiveness of every effort and platform.

Measure effectiveness overall • Benchmark impact of strategic marketing

communications plan against goals


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Measurement m’s and m’s

“Continuous monitoring of performance against predetermined targets is essential in achieving effective and efficient integrated marketing communications.”

Knowledge replaces guesses and estimates ROI of MR difficult to calculate and justify Reliable and cost-effective MR reveals insights

Dollars needed for higher-priority marketing initiatives

Link marketing spend with related performance

Investment of time and resources too much for time-starved marketers

Track marketing against budget and on-time execution

Learning new methodologies, platforms, language…overwhelming


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Insights available in many forms…

Quantitative • Measurable, structured, projectable, expressed in numeric form • Format: Statistics (metrics) • It asks: How many?

Qualitative • Subjective, exploratory, open-ended, anecdotal • Format: Metaphors, symbols, stories • It asks: What? Why?

Competitive Intelligence • Gathering, analyzing, and managing external information that

affects plans, decisions, operations • Format: Interviews, info retrieval, market analytics, empirical data • It asks: Status, history


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Inexpensive tools are available…

With customers: • Simple onsite surveys • Roundtables, lunch & learns • Direct ask, IDIs • Online customer surveys

With external markets: • Quantitative surveys

– Online, phone, email, direct mail • Qualitative surveys

– Focus groups, IDIs, OQR, ethnography

With internal markets: • Roundtables, lunch & learns • Direct ask, IDIs • Employee communities


11 Image from ProvalisResearch.com ad in AAPOR 2013 conference guide

Text analytics Content / sentiment analysis Integrating data and images Social media metrics Data mining

{SCARY EXPENSIVE NEW STUFF}


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Metrics for Successful Marketing

• Revenue Metrics: Marketing’s aggregate impact on company revenue

• Marketing Program Performance Metrics: The incremental contribution of individual marketing programs

• Customer Profitability: Lifetime value of an incremental customer

• Web Analytics: Measures Web visibility to target audiences against potential audiences, and compares against industry and competitor benchmarks

• Public Relations: Measures views and impact of corporate communications initiatives • Product Performance: Comparatively measures the total sales and margins of

individual products • Brand Preference and Health: Assesses brand preference in relation to preference

for competing brands • Sales Tool Usage: Measures which product marketing materials are being used the

most

Marketo.com’s “Definitive Guide to Marketing Metrics”


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Where Metrics Go Wrong

• Vanity metrics: impressions, views, FB Likes aren’t the rights choice for CEO deliverables, only for internal uses

• Measuring what is easy: stand-in numbers for difficult-to-measure items • Focusing on quantity rather than quality • Activity, not results: activity is easy to see; marketing results are harder to

measure • Efficiency, not effectiveness: Effectiveness metrics (doing the right things) differ

from efficiency metrics (doing – possibly the wrong – things well)

Marketo.com’s “Definitive Guide to Marketing Metrics”

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Case 1 – Expanding Customer Base (B2B)

• Understand true customer – completely • Identify selection influencers – situational, regulatory,

cultural • Integrate all insights with internal stakeholder objectives • Measure using established empirical data

Cable Management Solutions Company

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Case 2 – Responding to Changes in the Market (CPG)

• Industry data and scanning – significant consumption changes • Define the product space – attributes, grocery shelf • Reposition the brand – packaging, messaging, delivery strategy • Measure impact of strategic actions taken

Beverage Manufacturer

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Case 3 – Renewing a Brand (retail)

• Understand true customer – completely • Identify retail dynamics, brand churn, gaps • Test concepts, strategies • Gather empirical data – evaluate bottom line impact • Implement ongoing linear measurement

Electronics/Home Furnishings Store Chain

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Case 4 – Encouraging Different Choices (program)

• Baseline behaviors of customers • Identify triggers for change – emotions, hopes • Implement programs that utilize / reflect triggers • Gather empirical data on new program usage • Measure customer recognition of program availability • Regear programs

State Employee Benefits Program

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Case 5 – Defining Brand Equity (service)

• Understand the offering – completely • Identify and profile promoters and detractors of the brand

(NPS) • Build marketing strategy based on new insights • Track changes in awareness and NPS against marketing

initiatives

Valve Service Network

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Consider…

• Internal (empirical) data – put it to work for you • Understand your market – industry scanning • Establish ways to proactive listen to customers • Measure what is useful, effective, important, actionable • Build cache of insights and knowledge


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Does your marketing measure up?

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About the Presenter

Susan Saurage-Altenloh specializes in designing research strategies and producing results that meet clients' information needs – completely and exactly. Susan has gathered actionable data for a client list that includes nationally known medical facilities, large manufacturers and refineries, prominent financial institutions, municipal and national governmental agencies, and advertising/ marketing firms. The most notable ones – Tenet, Conoco, Cameron, the EPA, HP/Compaq, Chicago Board of Trade, BP, Exxon, Dow, Siemens Transmission Products and McDonald’s – include several Fortune 500 companies. Susan has authored several articles appearing in national and regional business publications and regularly appears on television as an expert in market information and research trends. She is a graduate of the MBA program at University of Texas at Austin and graduated Magna Cum Laude from Houston Baptist University.

Business

Measurement Tools for Communications and Marketing Success