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IMC Scorecard: initial results
Quick introductions… Rob Dreblow Any Ung Rangarajan
<ul><li>WFA Competition law compliance policy </li></ul><ul><li>The purpose of the WFA is to represent the interests of ad...
Integrated Marketing Communications (IMC)  = top priority
 
Benchmark against your true peers
Identify key areas for improvement
A big thank you… Michael Dick The Coca-Cola Company Maarten Albarda Anheuser-Busch InBev
 
Q&A
WFC IMC SCORECARD WEBINAR June 15, 2011 Alexandra Mimoun Strategy Director IMC Specialist Naked Communications Scott Thoms...
WHAT WE HAVE LEARNED SO FAR................ THE WFA IMC SCORECARD & NAKED  GOING FORWARD....... Overall results Some detai...
THE NEED FOR INTEGRATION BORN OUT OF MARKET FORCES  <ul><li>Multiple factors driving the interest and application of IMC t...
DOES NOT JUST MEAN USING MORE CHANNELS
OF SILOED MARKETING
Integrated Marketing is a holistic  to deliver profitable brand growth PART ONE : THE WFA IMC SCORECARD BACKGROUND 17
The WFA IMC Scorecard A benchmarking tool that allows WFA member companies to evaluate their organisation's 'readiness' in...
of WFA members have responded so far, 1 8% PART ONE : THE WFA IMC SCORECARD BACKGROUND
WHAT WE HAVE LEARNED SO FAR................ Overall results Some detailed results Top emerging themes How these are reflec...
PERCEIVED IMPORTANCE  CURRENT  GAPS  A total of  26  different IMC criteria 3 AREAS OF FOCUS versus SECTION TWO : WHAT WE ...
THINGS THAT ARE IMPORTANT BUT WE ARE  ALREADY GETTING RIGHT SECONDARY THINGS THAT WE NEED TO GET RIGHT THINGS THAT ARE IMP...
Perceived Importance versus Current Realities, across a number of areas. (Generally, the bigger the gap, the greater the i...
What skews right? What skews up? GAP TO BRIDGE EMERGING THEMES IMPORTANCE There are ( PROCESS ) areas that are perceived A...
RESULTS TO DATE GAP TO BRIDGE PROCESS ISSUES PERFORMANCE ISSUES PEOPLE ISSUES IMPORTANCE SECTION TWO : WHAT WE HAVE LEARNE...
THINGS THAT ARE IMPORTANT BUT WE ARE  ALREADY GETTING RIGHT SECONDARY THINGS THAT WE NEED TO GET RIGHT SECONDARY THINGS TH...
UNPACKING KEY ISSUES* #1. Leadership: Getting leadership aligned with what is needed for IMC #2. Finding Big Ideas: genera...
UNPACKING KEY ISSUES* SECTION TWO : WHAT WE HAVE LEARNED SO FAR A guide to the next few slides I/G Ranking 6 th / 8 th SUM...
#1. Getting leadership aligned with what is needed for IMC In Theory: FROM Tactical activities Campaign approach Marketing...
#1. Getting leadership aligned with what is needed for IMC In Practice: You need to have real power to cut across existing...
In Theory: I/G Ranking 8 th / 3 rd olden rule =  unify brand & business behaviour in terms of what we say and how we act i...
#2. Finding Big Ideas: generating unifying marketing ideas In Practice: Avoid the pitfalls of many  marketing plan structu...
#1. Having insight resources that produce clarity on consumer priorities In Theory: I/G Ranking 1 st / 7 th olden rule =  ...
In Practice: In our experience most big clients are sitting on mounds of great insight work, but its all hidden away in si...
#3. Developing Marketing Strategy: Having processes that facilitate IMC planning In Theory: I/G Ranking 4 th / 7 th SECTIO...
#3. Developing Marketing Strategy: Having processes that facilitate IMC planning In Practice: We regularly find that this ...
#1. KPIs: Having clarity on what IMC success looks like (measuring the right things) In Theory: I/G Ranking 3 rd / 2 nd SE...
#1. KPIs: Having clarity on what IMC success looks like (measuring the right things) In Practice: SECTION TWO : WHAT WE HA...
#2. Data: Having the required data sets available across the business and across markets In Theory: I/G Ranking 4 th / 7 t...
#2. Data: Having the required data sets available across the business and across markets In Practice: This is challenging....
#3. ROI: Having clarity on what IMC financial success looks like (pay-back) In Theory: I/G Ranking 7 th / 1 st SECTION TWO...
#3. ROI: Having clarity on what IMC financial success looks like (pay-back) In Practice: SECTION TWO : WHAT WE HAVE LEARNE...
#3. ROI: Having clarity on what IMC financial success looks like (pay-back) In Practice: SECTION TWO : WHAT WE HAVE LEARNE...
THE WFA IMC SCORECARD & NAKED  GOING FORWARD....... 44
www.myIMCpath.com  For further information Based in Europe:  [email_address] Based in Americas: [email_address] Based in A...
Q&A
www.wfanet.org/en/imcscorecard
<ul><li>Next IMC Forum meeting:  </li></ul><ul><li>25 th  October 2011 </li></ul><ul><li>Diageo, London </li></ul>
Thank you
Rob Dreblow  [email_address] www.wfanet.org/en/imcscorecard   Scott Thomson  [email_address] www.myIMCpath.com
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IMC Scorecard: interim results webinar

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Initial results from the WFA's proprietary tool for members: the IMC Scorecard. Presented by Naked Communications.

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IMC Scorecard: interim results webinar

  1. 1. IMC Scorecard: initial results
  2. 2. Quick introductions… Rob Dreblow Any Ung Rangarajan
  3. 3. <ul><li>WFA Competition law compliance policy </li></ul><ul><li>The purpose of the WFA is to represent the interests of advertisers and to act as a forum for legitimate contacts between members of the advertising industry. It is obviously the policy of the WFA that it will not be used by any company to further any anti-competitive or collusive conduct, or to engage in other activities that could violate any antitrust or competition law, regulation, rule or directives of any country or otherwise impair full and fair competition. The WFA carries out regular checks to make sure that this policy is being strictly adhered to. </li></ul><ul><li>As a condition of membership, members of the WFA acknowledge that their membership of the WFA is subject to the competition law rules and they agree to comply fully with those laws. Members agree that they will not use the WFA, directly or indirectly, (a) to reach or attempt to reach agreements or understandings with one or more of their competitors, (b) to obtain or attempt to obtain, or exchange or attempt to exchange, confidential or proprietary information regarding any other company other than in the context of a bona fide business or (c) to further any anti-competitive or collusive conduct, or to engage in other activities that could violate any antitrust or competition law, regulation, rule or directives of any country or otherwise impair full and fair competition. </li></ul>
  4. 4. Integrated Marketing Communications (IMC) = top priority
  5. 6. Benchmark against your true peers
  6. 7. Identify key areas for improvement
  7. 8. A big thank you… Michael Dick The Coca-Cola Company Maarten Albarda Anheuser-Busch InBev
  8. 10. Q&A
  9. 11. WFC IMC SCORECARD WEBINAR June 15, 2011 Alexandra Mimoun Strategy Director IMC Specialist Naked Communications Scott Thomson Global Head of Evaluation Naked Communications Paul Woolmington Founding Partner Naked Communications Jon Wilkins Founding Partner Naked Communications &
  10. 12. WHAT WE HAVE LEARNED SO FAR................ THE WFA IMC SCORECARD & NAKED GOING FORWARD....... Overall results Some detailed results Top emerging themes How these are reflected in IMC ‘ best practice ’ How these can be dealt with on the ground THE WFA IMC SCORECARD & NAKED BACKGROUND.............. 13
  11. 13. THE NEED FOR INTEGRATION BORN OUT OF MARKET FORCES <ul><li>Multiple factors driving the interest and application of IMC thinking </li></ul>Consumer ’ s attention constantly challenged Advertising rejection Atomized and parallel media consumption CONSUMER SKEPTICISM INTEGRATED MARKETING Complex brand choice Complex reach COMPLEXITY Multiple brand messages Fragmented media landscape CACOPHONY PART ONE : THE WFA IMC SCORECARD BACKGROUND 14
  12. 14. DOES NOT JUST MEAN USING MORE CHANNELS
  13. 15. OF SILOED MARKETING
  14. 16. Integrated Marketing is a holistic to deliver profitable brand growth PART ONE : THE WFA IMC SCORECARD BACKGROUND 17
  15. 17. The WFA IMC Scorecard A benchmarking tool that allows WFA member companies to evaluate their organisation's 'readiness' in relation to IMC . The scorecard helps those companies who participate to understand their strengths and weaknesses with a view to informing their own development plans. The scorecard builds on the purpose of the WFA IMC Forum; by providing a tool to improve WFA members’ effectiveness in delivering multinational integrated marketing communications through shared experience. PART ONE : THE WFA IMC SCORECARD BACKGROUND
  16. 18. of WFA members have responded so far, 1 8% PART ONE : THE WFA IMC SCORECARD BACKGROUND
  17. 19. WHAT WE HAVE LEARNED SO FAR................ Overall results Some detailed results Top emerging themes How these are reflected in IMC ‘ best practice ’ How these can be dealt with on the ground 20
  18. 20. PERCEIVED IMPORTANCE CURRENT GAPS A total of 26 different IMC criteria 3 AREAS OF FOCUS versus SECTION TWO : WHAT WE HAVE LEARNED SO FAR 21
  19. 21. THINGS THAT ARE IMPORTANT BUT WE ARE ALREADY GETTING RIGHT SECONDARY THINGS THAT WE NEED TO GET RIGHT THINGS THAT ARE IMPORTANT THAT WE NEED TO GET RIGHT SECONDARY THINGS THAT WE ALREADY GET RIGHT IMPORTANCE GAP TO BRIDGE Perceived Importance versus Current Realities, across a number of areas. MAPPING RESULTS SECTION TWO : WHAT WE HAVE LEARNED SO FAR 22
  20. 22. Perceived Importance versus Current Realities, across a number of areas. (Generally, the bigger the gap, the greater the importance attributed to it) RESULTS TO DATE GAP TO BRIDGE IMPORTANCE SECTION TWO : WHAT WE HAVE LEARNED SO FAR 23
  21. 23. What skews right? What skews up? GAP TO BRIDGE EMERGING THEMES IMPORTANCE There are ( PROCESS ) areas that are perceived As “Non-issues” There is an emerging broad GAP in PEOPLE & PERFORMANCE issues (they skew right) There are areas of IMPORTANCE that need focus ( PROCESS issues stand-out) SECTION TWO : WHAT WE HAVE LEARNED SO FAR 24
  22. 24. RESULTS TO DATE GAP TO BRIDGE PROCESS ISSUES PERFORMANCE ISSUES PEOPLE ISSUES IMPORTANCE SECTION TWO : WHAT WE HAVE LEARNED SO FAR 25 Current averages
  23. 25. THINGS THAT ARE IMPORTANT BUT WE ARE ALREADY GETTING RIGHT SECONDARY THINGS THAT WE NEED TO GET RIGHT SECONDARY THINGS THAT WE ALREADY GET RIGHT IMPORTANCE GAP TO BRIDGE Let ’ s unpack the top right hand box UNPACKING KEY ISSUES SECTION TWO : WHAT WE HAVE LEARNED SO FAR 26
  24. 26. UNPACKING KEY ISSUES* #1. Leadership: Getting leadership aligned with what is needed for IMC #2. Finding Big Ideas: generating unifying marketing ideas #3. Global to local alignment #1. Understanding Consumer: insight resources that produce clarity on consumer priorities #2. Leveraging Insight: insight resources tailored to organizational objectives #3= Developing Marketing Strategy: having processes that facilitate IMC planning #3= Finding Big Ideas: partnership processes that produce big ideas #1. KPIs: having clarity on what IMC success looks like (measuring the right things) #2. Data: having the required datasets available across the business and across markets #3. ROI: having clarity on what IMC financial success looks like (pay-back) SECTION TWO : WHAT WE HAVE LEARNED SO FAR 27
  25. 27. UNPACKING KEY ISSUES* SECTION TWO : WHAT WE HAVE LEARNED SO FAR A guide to the next few slides I/G Ranking 6 th / 8 th SUMMARY SCORES IMPORTANCE / GAP 28 “ ROI helps to prove IMC and is an enabler” VERBATIM QUOTES “ The lack of ROI clarity can be a barrier to IMC development” IMC BARRIERS IMC ENABLERS
  26. 28. #1. Getting leadership aligned with what is needed for IMC In Theory: FROM Tactical activities Campaign approach Marketing department TO Business strategy Strategic management tool All stakeholders “ Marketing communications in particular is stuck in the late 1980s paradigm of tactical implementation. We need some new concepts and new approaches, not just rehashes of what we have been doing for the past 75 years.” Don E. Schultz I/G Ranking 6 th / 8 th olden rule = ensure senior leadership understand the benefits of IMC. It ’s a paradigm shift from old ways of thinking. SECTION TWO : WHAT WE HAVE LEARNED SO FAR 29
  27. 29. #1. Getting leadership aligned with what is needed for IMC In Practice: You need to have real power to cut across existing silos. This needs to come from the top, at least CMO level You need to have agency partners with minimal inbuilt bias and with incentives and processes aligned to your IMC objectives. From the client side From the agency side THINK INTEGRATED! ... here is a detailed process to help you “ Top management push is a big enabler” Verbatim “IMC enabler” SECTION TWO : WHAT WE HAVE LEARNED SO FAR 30
  28. 30. In Theory: I/G Ranking 8 th / 3 rd olden rule = unify brand & business behaviour in terms of what we say and how we act internally and externally #2. Finding Big Ideas: generating unifying marketing ideas SECTION TWO : WHAT WE HAVE LEARNED SO FAR 31
  29. 31. #2. Finding Big Ideas: generating unifying marketing ideas In Practice: Avoid the pitfalls of many marketing plan structures “ Moving people from 360 TV Platform Activation to true IMC around a big idea is the biggest barrier Verbatim “IMC barrier” SECTION TWO : WHAT WE HAVE LEARNED SO FAR 32
  30. 32. #1. Having insight resources that produce clarity on consumer priorities In Theory: I/G Ranking 1 st / 7 th olden rule = Put customers first; wrap communications around customer ’s buying process with a sequence of comms activities helping the customer move easily through each stage of the journey. SECTION TWO : WHAT WE HAVE LEARNED SO FAR 33
  31. 33. In Practice: In our experience most big clients are sitting on mounds of great insight work, but its all hidden away in silos, in a jumbled format, lacking structure and focus We often use our “Vulture” process to get information in the right place to illuminate the right topic. #1. Having insight resources that produce clarity on consumer priorities SECTION TWO : WHAT WE HAVE LEARNED SO FAR 34
  32. 34. #3. Developing Marketing Strategy: Having processes that facilitate IMC planning In Theory: I/G Ranking 4 th / 7 th SECTION TWO : WHAT WE HAVE LEARNED SO FAR olden rule = Prioritize communications according to objectives, and make a c ollective, cross-functional effort . 35
  33. 35. #3. Developing Marketing Strategy: Having processes that facilitate IMC planning In Practice: We regularly find that this requires a staged approach to taking the business challenge and creating a single process that leads into development of the IMC plan. This strategic planning would work at least 18 months out and predate executional briefing SECTION TWO : WHAT WE HAVE LEARNED SO FAR 36 We have a very evolved 10-stage processes from our direct experience working with major marketers and many WFA members. Get in touch if you would like to know more.
  34. 36. #1. KPIs: Having clarity on what IMC success looks like (measuring the right things) In Theory: I/G Ranking 3 rd / 2 nd SECTION TWO : WHAT WE HAVE LEARNED SO FAR olden rule = Measure the right things. Link measurement assets to consumer insight, and ensure target measures are directly connected to consumer path understanding. 37
  35. 37. #1. KPIs: Having clarity on what IMC success looks like (measuring the right things) In Practice: SECTION TWO : WHAT WE HAVE LEARNED SO FAR Making sure we have appropriate measurement in place But, also make sure we have clarity in the role for measurement 38
  36. 38. #2. Data: Having the required data sets available across the business and across markets In Theory: I/G Ranking 4 th / 7 th SECTION TWO : WHAT WE HAVE LEARNED SO FAR olden rule = Develop a good marketing information system which defines who needs what info and when. 39
  37. 39. #2. Data: Having the required data sets available across the business and across markets In Practice: This is challenging. Creating consistency of measurement and agreeing data that all markets or countries can access can be difficult. U se of real time data that can be captured ‘live’ through transaction, engagement and conversation allows data to be more readily and cost effectively accessed. SECTION TWO : WHAT WE HAVE LEARNED SO FAR 40 “ CRM capability can be a barrier” Verbatim “IMC barrier”
  38. 40. #3. ROI: Having clarity on what IMC financial success looks like (pay-back) In Theory: I/G Ranking 7 th / 1 st SECTION TWO : WHAT WE HAVE LEARNED SO FAR olden rule = Set (appropriate, multilevel) metrics and EVALUATE performance against them. 41
  39. 41. #3. ROI: Having clarity on what IMC financial success looks like (pay-back) In Practice: SECTION TWO : WHAT WE HAVE LEARNED SO FAR “ We have a very strong global consumer insights organization and methods for calculating ROI ” Verbatim “IMC enabler” “ Connecting social media to traditional marketing is a clear barrier ” Verbatim “IMC barrier” “ Our most significant barrier is our Finance organization thinking that year-on-year we can 'do more with less'.  They do not understand the increased costs and complexities of digital marketing programs and they look for ways to do more without the proper funding levels in place” “ Data collection and analysis, and understanding what data is needed to truly understand what each of the Connections contributed to the total result on the business” 42
  40. 42. #3. ROI: Having clarity on what IMC financial success looks like (pay-back) In Practice: SECTION TWO : WHAT WE HAVE LEARNED SO FAR SOCIAL MEDIA METRICS BRAND RETURNS BUSINESS RETURNS ? ? A survey of members of the WFA, found that 96 per cent were spending more of their budgets managing Facebook pages, Twitter accounts and other social media, racing to accrue fans, re-tweets and that elusive but ubiquitous quality: engagement. But – half were “unsure” of the returns they were getting from their efforts, while a quarter that did know found the payback was “just average or poor”. 43
  41. 43. THE WFA IMC SCORECARD & NAKED GOING FORWARD....... 44
  42. 44. www.myIMCpath.com For further information Based in Europe: [email_address] Based in Americas: [email_address] Based in APAC: [email_address]
  43. 45. Q&A
  44. 46. www.wfanet.org/en/imcscorecard
  45. 47. <ul><li>Next IMC Forum meeting: </li></ul><ul><li>25 th October 2011 </li></ul><ul><li>Diageo, London </li></ul>
  46. 48. Thank you
  47. 49. Rob Dreblow [email_address] www.wfanet.org/en/imcscorecard Scott Thomson [email_address] www.myIMCpath.com

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