Effective planning in_a_social_age-h&p_nivea
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Effective planning in_a_social_age-h&p_nivea
- 1. Effective Planning in a Social Age Jim Forrest, Global Partner, Digital »» Hall & Partners Michelle Onofrio Senior Manager, Market Research »» Beiersdorf
- 2. Everything that can be counted does not necessarily count; everything that counts cannot necessarily be counted. - Albert Einstein 1
- 3. Internet Penetration in US hits 50% 2002 Smartphone Penetration in US hits 56% 2013 2
- 4. In an Era of Data Experimentation 3
- 6. Why are we here today? To help find answers to key questions How do we know what is working? How do we make sure we are aligned? How do we course correct? 5
- 7. A day in the life of a corporate researcher Michelle Onofrio NIVEA
- 8. Jack of All Trades INSIGHTS PERSON BRANDS CATEGORIES • Brand Manager • Category Manager • Finance • R&D • Consumer Affairs • Sales 7
- 9. Digital is just one slice of the Pie A VERY BIG SLICE… Or is it the crust? 8
- 10. 9
- 12. NIVEA Men Case Study Click here to watch video » 11
- 13. Campaign Metrics 25,000 Likes 130 million 5,200 Mentions Across Twitter impressions 3,000,000 Video Views 740,000 Interactions with video across Youtube, Twitter, and Facebook 12
- 14. Back to those questions How do we know what is working? How do we make sure we are aligned? How do we course correct? 13
- 15. How do we know what is working?
- 16. In the TV centric world, metrics were more straight forward Media Agency Reach & Frequency Pre-Tests Creative Quality Brand Tracker Brand Impact 15
- 17. And now, metrics are coming from everywhere 16
- 18. Not all metrics are created equal Connecting the dots THAT MATTER 17
- 19. The implication is that we need to categorize Delivery Quality Content Quality Brand Impact 18
- 20. NIVEA Men example: How metrics become KPIs Content Quality Delivery Quality 3 minutes on 3,000,000 campaign site Brand Impact video views 19
- 21. NIVEA Men example: How metrics become KPIs 5,200 mentions of the campaign on Twitter? Delivery Brand Impact • # of re-tweets/sharing of the content • # of positive mentions about doing something with the brand or positive feelings about the brand 20
- 22. How do we make sure we are aligned?
- 23. • Too many systems • Too many passwords • Too much time 22
- 24. Click here to watch video » 23
- 25. How do we course correct?
- 26. Effective course correction happens once your understand what your metrics mean. 25
- 27. So let’s take some of the metrics we saw for NIVEA Men 3 minutes on the NIVEA Men branded site Content Quality 26
- 28. Sometimes you can’t infer – you have to ask. 27
- 30. Tying it all together Categorize Align through technology Get the why behind the what 29
- 31. Connect the dots ‘that Matter’ “Everything that can be counted does not necessarily count; everything that counts cannot necessarily be counted.” 30
- 33. Q&A Jim Forrest, Global Partner, Digital »» Hall & Partners Michelle Onofrio Senior Manager, Market Research »» Beiersdorf
Notes de l'éditeur
- I startwith this quote by Einstein because this is exactly how I feel sometimes when I look at all the data that we produce nowadays around a campaign. It also reminds me that our job is not to extract data – that’s the easy part – its to extract meaning.
- Who would have thought that today most people in the US would be walking around with a device that could power the space shuttle! You call it a smartphone, in 1984, it would be called a super computer.People are also engaging in social networks, and together are producing content as simple as a like or as in depth as a blog. So for some historical context, when market research started moving to online surveys, less than half the population was online.So taking history as a benchmark, we’ve actually passed the threshold in the US at least, where we can seriously use the information produced by people as they live their “digital life” -- and the data can be quite representative of the whole. We can observe behavior via digital content, what they choose to share or engage with, we can measure the when, the where, and the how often.
- But of course, its that THAT easy, right? We are in the era of data innovation. Which means that we not only need to be up to date with all these technologies, we also need to understand how to use the metrics that are coming out of these technologies in a useful way. And of course, that’s why we come to great conferences like this one.
- These footprints certainly reveal how people are reacting to digital media and content – when we look at likes, re-tweets, and click-throughs, shares, whatever. But also, they tell us how people feel about the world around them – as they creative videos, post pictures and comments about their every day life.So we can certainly measure all sorts of stuff, but the challenge is really not the measurement – its extracting meaning. As an insights community, it is really our job to extract meaning from all these metrics. And to do this, we need to apply the same type of critical thinking as we do when we interpret any other data source.So while technology has changed, one thing that has not changed is that we can only make a valid contribution if we understand what our clients are trying to achieve and to help them set measurable objectives. This is a pre-condition to effective brand planning and evaluation. So the true value of a like, a tweet, or a share is only revealed if we can understand what it means in its impact on the brand and what it was designed to achieve in the first place.
- So today what we will do is give you a bit of a glimpse into the day of a life of a brand as it tries to reconcile, use, and extract value from all the data sources they have access to in order to answer some key questions. And then talk about potential ways to organize and bring meaning from the data.
- So today, what we will do is give you a bit of a glimpse into the day of a life of a brand as it tries to reconcile, use, and extract value and meaning from all the data sources they have access to. And then talk about potential ways to organize and bring meaning from the data.
- The scope of the corporate researcher/insights person has changed – I think you can relate. I am one Insights person – 5 brands, 9 categories… multiple constituents (Brand, Category Manager, Shopper Marketing, Sales, Consumer Affairs, R&D, Finance)It is my job to be up to speed on everything, help share learnings across the teams, look to the outside for new methodologies, watch the competitionThe scope of my role covers the spectrum: white space… concept evaluation…communications validation…ROIMy quest: How do you provide holistic understanding – how do you develop a strong strategic common thread from all the research learnings? How do you provide that added intelligence to make the brand smarter/make smarter choices?
- Digital – one piece of this very big pie – and a very loaded term!Today we are talking about Digital… there are some key big questions that we need to think about to make sure we have the right efforts in place to make this a successWhat are the right “places” to be for the brand – contextual relevanceWhat is the job to be done (equity building, driving awareness, driving purchase interest) and do we have the right creative?How do we create a synergistic 360 media experience while respecting the role of each medium? How do we understand the impact of each piece of media mix?We know click through rates– how do we understand impact on sales, impressions of the brand , etc
- Like many of you, we have used survey data to measure both content engagement (i.e., Post-View for TV and Magazine ads, digital ad effectiveness) and brand engagement (impact on Brand). Provide context through tried and true benchmarks and methodsFor digital, these “established” methods/accepted practices do not exist, so we often use test & control cells to provide context.Taking it to the next step online studies, Cross Media studies – raising awareness, claimed purchase interest, etc.So many metrics – which ones to focus on?
- My wish list As a strategic partner to my teams, I WANT TO TAKE A LEADERSHIP POSITION…How do we establish action standards/the right KPIs to know what is working/not working?How to make sure the brand/agencies/global teams are aligned on the process?How do we better understand engagement with our content and messaging to “course correct” and thus optimize the end user experience and drive our KPI?
- NIVEA Men: Eight-episode online comedy series becomes digital CPG campaign Brand Challenge: need to think differently about how to engage the male shopper, who can be overwhelmed by choice and underwhelmed by traditional advertising.Insight: men found shaving to be irritating to their skin. Output: eight-episode online comedy series -backbone of the brand’s digital campaign “Just Face It.”Use of comedian Damon Wayans, Jr., living through daily irritations such as enduring annoying co-workers and dealing with overcomplicated technology – authenticity, relatable situationsTo guide the campaign, July 2012 data from Break Media, which showed 70.4% of male web users streamed video from free sites. Ultimately, the campaign included a branded hub on MadeMan.com, where the series aired, as well as sweepstakes and editorial content on the site.“Relatable situations that not only spoke to our audience, but reinforced the brand message.”Rotter said Wayans’ insights “added to the authenticity of the situations and made the series funnier.”Humor is an especially effective method of engaging male consumers online, as noted in the eMarketer report, “Groomed For Growth: Digital Strategies Reach Men in the Personal Care Aisle.” To guide the campaign, Nivea leveraged that knowledge, as well as July 2012 data from Break Media, which showed 70.4% of male web users streamed video from free sites. Ultimately, the campaign included a branded hub on MadeMan.com, where the series aired, as well as sweepstakes and editorial content on the site.“We felt creating a comedy series would capture the audience and continue to engage them over the course of the campaign,” said Carole Rissmann, senior director of marketing at Nivea North America. The effort, she said, created “relatable situations that not only spoke to our audience, but reinforced the brand message.”According to Nivea, the success of the campaign—the series received more than 3 million views, and the Nivea Men-branded hub on MadeMan.com received more than 270,000 page views—proved that men are interested in engaging content about personal care, especially in the digital realm.http://www.emarketer.com/Article/Case-Study-Nivea-Uses-Humor-Men-Face-Grooming-Facts/1010086
- For NIVEA Men, the success of the campaign proved that men are interested in engaging content about personal care, especially in the digital realm.Also monitor brand tracking, consumer affairs feedback, facebook response, consumer affairs/consumer feedback – and obviously sales!
- The scope of the corporate researcher/insights person has changed – I think you can relate. I am one Insights person – 5 brands, 9 categories… multiple constituents (brand, Cat Man, Shopper Marketing, Sales, Consumer Affairs, R&D, Finance)It is my job to be up to speed on everything, help share learnings across the teams, look to the outside for new methodologies, watch the competitionThe scope of my role covers the spectrum: white space… concept evaluation…communications validation…ROI
- Recently, WARC in the UK found that campaigns with a central social media component was less likely to be recognized for effectiveness. With all the benefits of social media, why would this be? One possible reason is that while social media engagement holds a lot of potential to create strong bonds and relationships that matter with consumers, one thing that we’ve noticed is that many “social” campaigns lack rigor in setting action standards.
- We also understand that difference channels work in different ways, so while in the past we tried to measure everything with the survey, in today’s world, we need to make sure we measure success of a particular channel or medium in the most appropriate way based on how that channel is supposed to work and contribute to brand impact.
- We also understand that difference channels work in different ways, so while in the past we tried to measure everything with the survey, in today’s world, we need to make sure we measure success of a particular channel or medium in the most appropriate way based on how that channel is supposed to work and contribute to brand impact.
- It’s important that we connect the dots that matter.
- So one easy and useful way to classify success metrics is by categorizing your metrics in terms of whether they relate to:Content qualityDelivery qualityOr Brand impactBy making this simple classification, we can start guiding KPIs and action standards.
- So let’s go back to the Nivea Men example. We can easily pick out how some of the metrics become KPIs and even action standards along the 3 dimensions.For example, the number of minutes on the page is a measure of content quality. # of video views – that of course is classic reach . So its about delivery quality.Brand impact is a more difficult nut to crack, but sales data and brand trackers are a good place to start.
- Twitter mentions – well, Twitter and other social media conversation can be incredibly insightful, but just looking at the topline metrics can be deceiving as it can be a bit of a blunt instrument. So we can use Twitter metrics as KPIs is we classify those Twitter actions a bit further. In a very simple way, we can look at re-tweets and sharing of content. Those metrics give us a view into the efficiency of the delivery. Are you enabling and encouraging a greater distribution of your content? But we could use social media to understand brand impact as well. We can use social media to monitor the level of conversations that are related with brand impact. At Hall and Partners, instead of focusing on just positive or negative sentiment, we focus on what people say they are doing with and feeling about the brand.
- Everything we’ve said before is all well and good, but it is key to get all agencies and internal stakeholders aligned in order to bring meaning out of the data. Of course, you can set up process to bring everyone in the same room, discuss campaign objectives, and understand all the different metrics we have available across the different divisions. The goal of course is to get at those golden metrics.
- But in today’s world, we also need to enable the process via the use of technology. In an effort to extract meaning out of the data, technology needs to play a major role. I’m sure you’ve seen dashboards galore that focus on 1 element – dashboard for your social media effort, a dashboard for financial and sales data, dashboard for your market share, dashboard for your tracking.
- We need to move from siloed dashboards, to technology that acts as a Hub to make strategic decisions. Essentially, a Nerve Center for data integration, collaboration, insights which allow for effective brand planning.And actually, its not that hard to do. Think of all those dashboards you have access to right now that you are probably under used today. Let’s grab the key golden metrics from each, according to the established KPIs and action standards we’ve set at the onset. Automatically, real time, we can consolidate them into 1 platform that makes sense for the insights professional and brand teams to review in order to truly understand how the campaign is performing. You have your tracking data, in line with your media spend, sales, social activity, content quality and delivery quality metrics, etc. In this day and age, it is extremely hard to make holistic fact-based decisions or have a holistic process to get there without being able to look at the relevant data in an organized way that allows for discussion and collaboration. It also allows more advanced analyses using advanced analytics.
- So now we’ve classified our metrics into content and delivery quality, and those measures related to brand impact. How do we course correct?
- In the Nivea campaign, the main goal was to educate men on the role of quality skin care products to reduce the irritation of shaving. Your ultimate action standard of course is profitable sales. Leading indicators of profitable sales are the brand impact measures which you may or may be able to track in “real time”. But when it comes to course correcting, that is where your content and delivery KPIs come in since they are the ones that can drive brand impact and many of them can be measured in close to real time. From a tactical perspective, these are the levers you can manipulate in the moment to increase brand impact.
- So, let’s take some of the metrics we saw for Nivea. 3 minutes on the Nivea branded site. This of course is a Content quality KPI. As a proxy for content quality – you can monitor this in close to real time. But part of the issue if you only looking at proxy metrics such as time on site as measure of quality is that you are making lots of assumptions that you have to understand. Is 3 minutes a good thing? Would 4 minutes be better? Or does an increase in minutes means that people are confused and can’t find what they want.
- This is where actively collected data comes in – by actively collected data I mean actively asking or prompting a question. Sometimes, you just have to ask.One way to use questionsthat many of you I’m sure have used is to use a survey focusing on the few key metrics that make up your action standards. So this could be - content or delivery quality by measuring things like campaign breakthrough. You can even use actively collected data to measure and course correct based on brand impact - is there increased brand knowledge and brand understanding, are people’s stated brand commitment increasing.
- Another way to use actively collected data is by honing into specific questions that arise in response to an event – for example, a drop in average minutes on the site, or an increase in brand related negative tweets. What does that tell us? Is it important? Since every campaign is different and people engage with different content in different ways, norms are less relevant here. What we need is context in order to extract meaning to understand the what? The what being a drop in time spent on site for example. People Labs and Pop-up communities are great ways to dive in deeper to allow course corrections informed by consumer response. They allow us to recruit people quickly, engage them for a short period of time in an online platform so we can go beyond the metrics. We can explore why people are spending less time with the site. Is it good because they are finding what they need quicker, or is it bad because they are disengaging with the content?This is type of information that allows you to course correct with confidence.
- So to wrap it all up, 1. Use a simple and useful classification for your KPIs focusing on Content quality, delivery quality, or brand impact.2. Use process and technology to enable decision making.3. Course correct using those content and delivery KPIs, but provide context to the metrics by digging deeper to understand what the metrics truly mean.
- Corporateresearchers, like Michelle, and many of you, are faced with an more and more challenges as technology and accessibility progress and expand. You need solutions and knowledgeable partners for overcoming them. And you will overcome them. At the end of the day, your goal, and our goal, is to help you to connect the dots that matter and take a leadership position in your organization that enables smarter business decisions.Today we hope we’ve helped to motivate the conversations that will help you to achieve this goal.