How should brands measure and institutionalize great media planning?

1. © 2012 Robert Stupak
The information contained herein is subject to change without notice.
Robert Stupak
+44 (0) 7880 628 773
robert.stupak@gmail.com
Taking the path
of excellence
in media
planning

2. Taking the path of excellence
in media planning
2 4 October 2013
How should companies measure and institutionalise great media planning?
Cultivating standards
of performance
in media planning.
Challenges and opportunities
that companies may be facing
on the path towards excellence
in media planning.
Managing brand contact
to drive sales and market
share targets.
Defining standards
of excellence in media
planning measurement Building a clear accountability platform
for effective and efficient media planning.

3. Building
standards
of excellence
in media planning
measurement

4. Putting it all together
4 4 October 2013
INTERLOCKING SALES TARGETS WITH BRAND GOALS AND MEDIA OBJECTIVES
MEDIA
OBJECTIVES
BRAND
GOALS
SALES
TARGETS
• Launch and sell X number of product
units in CEE by end of Q3
• Reclaim x% market share in category A
in H2’12
• 75% of the target audience to see the brand
in television commercials at least once during
a period of 3 months
• 25% of the target audience to form a preference
for a new brand in the first month of the launch
• Generate minimum 2000 qualified leads for a
product in WE region by 15th September
 EFV, ERV, GRPs
 OFV, TFV, VPG, TMV
 BDI, CDI, GPI

5. Putting it all together
5 4 October 2013
EXAMPLES OF METRICS TO OPERATIONALISE OBJECTIVES
MEDIABRAND
Targeted
growthSALES
 EFV, ERV, GRP
 OFV, TFV, VPG, TMV
 BDI, CDI, GPI
 Sales and market share targets
 TAM sales heat map
 Brand health and equity metrics
 Brand dynamics profile data
 Brand growth potential KPIs

6. Efficiency of the media planning platform
6 4 October 2013
EVALUATING EFFICIENCY OF THE MEDIA PLANNING PLATFORM
Media
Planning
Platform
People
Process
Tools
Cost

7. Effectiveness of the media plan
7 4 October 2013
STAGES OF MEASUREMENT
M E D I A B U Y I N G T A C T I C S
PRE-CAMPAIGN
MID-CAMPAIGN
P O S T - B U Y M E D I A A N A L Y S I SPOST-CAMPAIGN
B U S I N E S S O B J E C T I V E S
M E D I A O B J E C T I V E S
TARGET AUDIENCE MEDIA GOALS
M E D I A S T R A T E G I E S
CATEGORY SELECTIONS GEOGRAPHIC ALLOCATIONS MEDIA SCHEDULING
C O M M U N I C A T I O N S G O A L S
ADVERTISINGRESPONSE BRAND PERFORMANCE
M E D I A F U L F I L M E N T

8. Effectiveness of the media plan
8 4 October 2013
PRE-, MID- AND POST-CAMPAIGN MEASUREMENT OF THE MEDIA PLAN EFFECTIVENESS
• Setting a clean baseline of brand communications metrics in the absence of any
campaign exposure
• Predictive modelling of media objectives to meet advertising response goals
and brand communications objectives fuelled by sales and market share targets
• Optimizing media strategies to achieve media objectives
Pre-Campaign
• Monitoring actual execution of the scheduled media placements
• Analyzing actual media vehicles exposures and advertising exposures
• Tracking advertising response and brand performance outcomes,
including social media buzz and word-of-mouth messaging being primary factor
behind 20 to 50 percent of all purchasing decisions
Mid-Campaign
• Post-buy analysis of the actual execution of the scheduled media placements
• Measuring the effectiveness of the media plan against media objectives
• Evaluating the effectiveness of the media plan against advertising response goals
and brand communications objectives across all touch points
• Analyzing impact on advertising and brand performance metrics across all media
channels, including social media and word-of-mouth messages
Post-Campaign

9. Effectiveness of the media plan
• Harness social media platforms for explicit, implicit, and analytic consumer data as a core
measurement approach for media plan effectiveness
• Ensure immediate delivery of actionable insights as the time between campaign measurement
and response is reduced
• Use a combination of methods and tools (surveys, feedback, tracking and observation)
• Ensure pre-, mid- and post-campaign evaluation of the media plan effectiveness
• Embrace paid, owned and earned media-specific metrics
• Partner with both media agency and independent research services provider
• Using proprietary or 3rd party measures for both planned and unplanned brand contacts
• Link measures of media planning effectiveness to brand health metrics and sales data
• Enable both internal and external benchmarking to drive excellence on an ongoing basis
• Develop globally enabled platform offering locally relevant and actionable insights
• Use both qualitative and quantitative approaches
• Aggregate measurement data from multiple media platforms
• Measure shareability across media platforms to determine levels of influence
9 4 October 2013
HOW TO MEASURE

10. Areas in focus
10 4 October 2013
OPPORTUNITIES AND CHALLENGES
Opportunities
• Unparalleled customer base
• Global scale synergies
• Owned media platforms across multiple
off and online channels
Challenges
• Managing varied levels of competency
in media planning measurement
• Evaluating impact of unplanned messages
in earned media environment
• Measuring impact of media planning
in retail environment
• Embracing cultural diversity
• Facing varied levels of adoption of different
media channels across geographies
• Leveraging owned media platforms

11. Cultivating
standards
of performance
in media planning

12. Institutionalising effective media planning
12 4 October 2013
PEOPLE, PROCESSES AND TOOLS
• Build internal and external capabilities through Marketing Renaissance Academy
• Implement best practice sharing platform to forge a learning organisation
• Consider marketing functions architecture reorganisation to better reflect volume of social
media buzz and work-of-mouth messages and their impact on customer decision journey
• Define a clear accountability framework and RACIs
People
• Develop media engagement governance model
• Improve media planning approval and workflow processes
• Set up multi-tiered media authorization levels to streamline media placements
• Influence a company-wide approach to measurement of the media plan effectiveness
• Establish a single approach to predictive modelling and setting of media objectives
• Agree upon a common set of key metrics and KPIs across all media channels and touch points
Processes
• Develop digital media planning workflow system for project management and metrics reporting
• Define global media dashboard in partnership with brand communications and agency teams
• Leverage both proprietary and 3rd party solutions for data-driven media insights
• Implement social media monitoring and management solutions as a core analytics tool
• Develop media planning strategy and guidelines to facilitate in-country execution
• Create unified media briefing templates across geographies
Tools

13. Institutionalising effective media planning
• Emerging Media Lab programme to drive media innovation
• TouchPoints ROI Tracker
• Most Valued Customer (MVC) programme
• Forward Media Planning to optimize media presence
• Co-branding strategy to facilitate optimal media category selections when
leveraging brand alliances and partnerships
• CPP evaluation program to facilitate regional and country-level budget allocations
13 4 October 2013
KEY INITIATIVES

14. Institutionalising effective media planning
• Take advantage of huge lift from cross-media convergence
• Leverage synergies from cross-campaign integration
• Develop media plans informed by data-driven insights
• Embrace offline media in a results-driven agency remuneration model
• Make sure media investments are made to effective level
• Match media vehicles to message types and brand signature profiles
• Map social media initiatives to different stages of the consumer decision journey
• Develop social media engagement strategy
14 4 October 2013
CORE PRINCIPLES

15. Backup slides

16. Examples of efective frequency
adjustments in EFP model
16 4 October 2013
Low Required Frequency Frequency Adjustment High Required Frequency
Market Factors
Established brand -.2 -.1 +.1 +.2 New brand
High brand share -.2 -.1 +.1 +.2 Low brand share
High brand loyalty -.2 -.1 +.1 +.2 Low brand loyalty
Long purchase cycle -.2 -.1 +.1 +.2 Short purchase cycle
Less frequent usage -.2 -.1 +.1 +.2 Frequency usage
Low share of voice -.2 -.1 +.1 +.2 High share of voice
Target other group -.2 -.1 +.1 +.2 Target old people or children
Message Factors
Low message complexity -.2 -.1 +.1 +.2 High message complexity
High message uniqueness -.2 -.1 +.1 +.2 Low message uniqueness
Continuing campaign -.2 -.1 +.1 +.2 New campaign
Product-focused message -.2 -.1 +.1 +.2 Image-focused message
Low message variety -.2 -.1 +.1 +.2 High message variety
High wearout -.2 -.1 +.1 +.2 Low wearout
Large advertising units -.2 -.1 +.1 +.2 Small advertising units
Media Factors
Low clutter -.2 -.1 +.1 +.2 High clutter
Favorable editorial setting -.2 -.1 +.1 +.2 Neutral editorial setting
High audience attentiveness -.2 -.1 +.1 +.2 Low audience attentiveness
Continuous scheduling -.2 -.1 +.1 +.2 Pulse or flight scheduling
Few media vehicles -.2 -.1 +.1 +.2 More media vehicles
High repeat exposure media -.2 -.1 +.1 +.2 Low repeat exposure media

17. Frequency Value Planning (FVP)
17 4 October 2013
OVERVIEW
Develop
trial media
schedule
Estimate
ad exposure
distribution
Estimate
response
rate
Calculate
frequency
value
Media objectives Budget constraints
Communications goals

18. Media strategies
18 4 October 2013
ALLOCATING BUDGETS ACROSS MARKETS AND SEGMENTS
BrandDevelopmentIndex1
C a t e g o r y D e v e l o p m e n t I n d e x 2
 Low CDI
 High BDI
 High CDI
 High BDI
 High CDI
 Low BDI
 Low CDI
 Low BDI
1 Brand Development Index (BDI) measures the concentration of sales of a company's brand in a region. BDI indicates brand's performance in a given market indicating
existing sales.
2 Category Development Index (CDI) measures the concentration of sales of the product category (across all brands) in a region. CDI is a measure of a product category's
performance in a given geographic market pointing to potential sales.

19. Setting brand communications goals
19 4 October 2013
BASIC TYPES OF BRAND SIGNATURES

20. Effectiveness of the media plan
• Surveys
− Surveys can be conducted among a sampling of the target audience in the different periods of a media
campaign, such as in the beginning, the middle and the end of the campaign.
• Feedback
− Feedback devices such as reply cards, toll-free numbers, coupons and URLs can be provided in ads so
that tallies of the responses or redemptions can be made to estimate the impact of advertising media.
− Different codes can be used in direct response ads to identify different media vehicles.
• Tracking
− Tracking is a measurement method used primarily to track the effectiveness of digital advertising.
− Using different codes to identify individual ads makes it possible to implement tracking technologies
across all media channels.
• Observation
− On-site observation can be used to collect audience reaction information at the points of purchase or
during marketing events.
20 4 October 2013
METHODS AND TOOLS OF MEASUREMENT

21. Building brand in the social media age
21 4 October 2013
ALTERNATIVE APPROACH FROM FORRESTER

22. Setting brand communications goals
22 4 October 2013
EXAMPLE OF A HIERACHY OF ADVERTISING RESPONSE OBJECTIVES
A D V E R T I S I G N E X P O S U R E
M E D I A V E H I C L E E X P O S U R E
M E D I A V E H I C L E D I S T R I B U T I O N
A D V E R T I S I N G R E C A L L
L E A D S
S A L E S
A D V E R T I S I N G P E R S U A S I O N
P R O F I T S
R E T U R N O N I N V E S T M E N T

23. Social media engagement strategy
• Build relationships with unstructured influencers
• Extend influence via proactive engagement
• Become part of the conversations on the external conversational platforms
• Introduce point of view into relevant conversations
• Establish thought leadership on relevant topics
• Neutralize competitor messages
• Personalize the brand and give it a human voice
• Drive conversations across the company-owned social media platforms
• Amplify marketing and promotional impact
23 4 October 2013
WHY SHOULD COMPANIES ENGAGE WITH EXTERNAL INFLUENCERS

24. Social media engagement strategy
24 4 October 2013
RULES OF ENGAGEMENT
Conversation Type Pro-Company Neutral Pro-Competitor
Non-Relevant No Response No Response No Response
Relevant (Positive)
Engage Engage Engage
Share Share Share
Blogger Outreach Blogger Outreach
Relevant (Negative)
Monitor Monitor Monitor
Clarify Discreet Outreach Counter
Blogger Outreach No Response

25. Social media engagement strategy
• No Response: This approach is recommended when the topic is of low-relevance or there isn’t any perceived
benefit in engaging the influencer directly. This can be the first step to “Monitor”.
• Monitor: This is a situation when immediate response is not required but the discussion is important to
strategic interest and therefore, warrants monitoring.
• Discreet Outreach: This approach is recommended when there is a need for discretion and when decision is
made not to lend credence to the discussion by engaging publicly. In case of high-profile influencer AR/PR
teams may need to be involved.
• Clarify/Counter: Commonly used in competitive or negative situations., this is a response to counter
a negative opinion or argument about products and services. Enlist the help of AR/PR as needed. Developing
new content or collateral to refute is also a good option.
• Share: Recommended when there is positive news or review of products/services. Acknowledge and
appreciate the positive response via comment and spread the word using other social media channels.
• Engage: It’s a good practice to engage influencer (and their audience) and seed the conversations via the
commenting feature to introduce the company’s POV into the conversation.
• Influencer Outreach: This is the recommended approach to initiate engagement with influencer who cover
topics relevant to the brand. Reach out to the influencer via AR/PR or influencer outreach program.
25 4 October 2013
HOW TO ENGAGE WITH EXTERNAL INFLUENCERS