tag:econsultancy.com,2008:/topics/advertising Latest Advertising content from Econsultancy 2017-10-16T09:55:54+01:00 tag:econsultancy.com,2008:BlogPost/69428 2017-10-16T09:55:54+01:00 2017-10-16T09:55:54+01:00 A day in the life of... product director at Media iQ Ben Davis <p>Remember, if you're looking for a new role, make sure to click over to the <a href="https://jobs.econsultancy.com/?cmpid=EconBlog">Econsultancy digital marketing jobs board</a>.</p> <h4> <em>Econsultancy:</em> Please describe your job: What do you do? And who do you report to?</h4> <p><em><strong>John Goulding:</strong></em> I’m primarily responsible for shaping the direction of our product and ensuring that it (and the business as a whole) is adapting to the opportunities and threats that lie ahead of us. Having said this, Global Product Director is probably a misnomer for me these days – my role is very diverse and reaches beyond product management into areas such as operations, strategy and compliance. I report into our COO, Paul Silver.</p> <h4> <em>E:</em> How did you get into programmatic, and where might you go from here?</h4> <p><em><strong>JG:</strong></em> I think, like most people, I fell into <a href="https://econsultancy.com/reports/the-cmo-s-guide-to-programmatic/">programmatic</a> by accident – I’d had a taste of biddable media running PPC for a small ecommerce site, and then landed a role at Associated Newspapers to manage their behavioural advertising. We got a Mediamath license in around 2011 in order to run audience extension against those high value behavioural audiences.</p> <p>Beyond programmatic, I’m really interested in how the analytics technology which supports our ecosystem can help marketers on more diverse business challenges. I sometimes take a step back and think 'All this amazingly intelligent technology, and the output is the delivery of an ad-banner'. There must be a higher purpose out there that we should be using it for, and that’s a broader set of big data challenges that will have a transformational effect on our clients’ business outcomes.</p> <p><img src="https://assets.econsultancy.com/images/0008/9655/John_Goulding__1_.jpg" alt="jonh goulding" width="320" height="240"></p> <h4> <em>E:</em> Which brands have you been impressed by recently when it comes to digital advertising?</h4> <p><em><strong>JG:</strong> </em>MEC ran a really brave campaign for Vodafone during the iPhone 7 launch where the creative made no mention of Apple or the iPhone. The campaign demonstrated a great understanding of the supply landscape – that by skirting Apple’s strict whitelist restrictions, you could reach high-value users that competitors weren’t reaching. The campaign was Vodafone’s most successful ever.</p> <p>I’m not saying that distribution is always more important than the creative message, but sometimes it is!</p> <h4> <em>E:</em> What kind of skills do you need to be effective in your role?</h4> <p><em><strong>JG:</strong> </em>A blend of technical and commercial abilities is pretty key. You also need to be a bit of an anorak: I’m by no means the most technical product director you’ll find, but I can compensate for this with an innate understanding of our clients, business and industry.</p> <p>Layered on top of this, it’s essential to be future-facing – to embrace change by assessing how any disruptions you encounter can be turned into an opportunity.</p> <h4> <em>E:</em> Tell us about a typical working day… </h4> <p><em><strong>JG:</strong></em> I like to get in early to clear emails and do a couple of hours’ work before the mania of the day starts. Then I’ll typically have a mixture of client meetings – to keep my finger on the pulse of what they require – and internal meetings catching up with Product Managers to learn about the cool new features they’re developing, or with senior stakeholders in the business to help prioritise our roadmap.</p> <p>In the gaps in-between I’ll be building business cases, negotiating new supplier contracts or prepping for that next client meeting.</p> <p><img src="https://assets.econsultancy.com/images/0008/9657/jg.jpg" alt="media iQ" width="424" height="302"></p> <h4> <em>E:</em> What do you love about your job? What sucks?</h4> <p><em><strong>JG:</strong></em> I both love and hate the variety it brings. In any given day I can find myself playing the role of solutions engineer, salesperson, business analyst, compliance officer and troubleshooter. This is part and parcel of being a young and fast-growing business.</p> <p>On the one-hand you never get bored; on the other hand, it can be hard to clear enough head-space for long-term thinking.</p> <h4> <em>E:</em> What kind of goals do you have? What are the most useful metrics and KPIs for measuring success?</h4> <p><em><strong>JG:</strong></em> We’ve got product-level KPIs around the usage or revenue a given product should generate. On a higher level though we’re building towards a vision of helping businesses to unlock insight which drives business growth; there are some KPIs we can look at here (e.g. how quickly we can onboard new datasets for a client) but ultimately the best approach is to stay close to clients and their feedback, whilst all asking ourselves on a regular basis whether what we’re building is driving towards that vision.</p> <h4> <em>E:</em> What are your favourite tools to help you to get the job done?</h4> <p><em><strong>JG:</strong></em> Nothing ground-breaking – Confluence, Jira, Slack, Google apps… but the two I really couldn’t live without are good old Excel and Powerpoint.  </p> <h4> <em>E:</em> Do you have any advice for people who want to work in adtech?</h4> <p><em><strong>JG:</strong> </em>Be curious and never stop learning.</p> tag:econsultancy.com,2008:BlogPost/69485 2017-10-12T01:00:00+01:00 2017-10-12T01:00:00+01:00 The single best way to improve your online advertising Jeff Rajeck <p>But at the heart of every conversation is the fundamental question, <strong>what is working now?</strong></p> <p>To get the latest update, Econsultancy recently invited dozens of client-side marketers to discuss online advertising at Digital Cream Sydney. Through roundtable discussions on the topic, attendees agreed that there was one key thing marketers should do to improve the effectiveness of their digital advertising.</p> <p>Before we go into it, though, we'd like to let you know about an upcoming course for marketers in South-East Asia. Econsultancy is offering <strong>Social Media and Online PR</strong> training for those in <a href="https://econsultancy.com/training/courses/social-media-and-online-pr-singapore/dates/3133/">Singapore</a> (November 2nd and 3rd) and in <a href="https://econsultancy.com/training/courses/social-media-and-online-pr-malaysia/dates/3140/">Malaysia</a> (November 28th and 29th). Click the links for more information and to book your spot.</p> <h3>It all comes down to...</h3> <p>After speaking with three roundtables of client-side marketers, our moderator for the discussions, Carolyn Tait, financial services marketer at AMP, concluded that the success of online marketing hinges on having a clear, written-down strategy. Without one, attendees agreed, it's difficult to have a meaningful discussion of tactics.</p> <p>The strategy does not have to be very detailed. In fact, <strong>it's best to fit your strategy on a single page.</strong></p> <p><img src="https://assets.econsultancy.com/images/0008/9472/1.jpg" alt="" width="800" height="533"></p> <p>What the strategy document should include is: </p> <ol> <li>Who you are targeting.</li> <li>The media you are using.</li> <li>The value of the customer, even if it's an educated guess.</li> </ol> <p>With this simple information, delegates concluded, <strong>you can work backward up the sales funnel from conversion to a target cost-per-click (CPC).</strong> That is, if the lifetime value of a new customer is $100 and you have a 1% conversion rate, then you should aim to spend no more than $1 per click ($100 * .01 = $1).  </p> <p>While this sounds straightforward, <strong>many attendees confessed that they were not yet operating at that level of commercial maturity.</strong> Having an online advertising strategy, therefore, should provide marketers with a significant competitive advantage.</p> <p><img src="https://assets.econsultancy.com/images/0008/9473/2.jpg" alt="" width="800" height="550"></p> <h3>But wait, there's more</h3> <p>Besides driving sensible online advertising spending, though, having a written-down strategy has a number of additional benefits.</p> <h4>1) Retargeting</h4> <p>Around half of the participants were uncertain about the effectiveness of their retargeting programme, and there was little agreement as to what a 'good' CPC or retargeting conversion rate should be.</p> <p>Those with a well-defined strategy, however, were more likely to be confident of their efforts as they had thought deeper about how to retarget through the whole customer lifecycle. They also indicated that using retargeting as part of a broader digital strategy, particularly including telephone support, led to fewer gaps in their efforts to convert interested consumers.</p> <h4>2) Reporting</h4> <p>Having a strategy also helps with reporting, delegates reported. Rather than drowning in a deluge of data, <strong>having a marketing strategy helps identify key metrics worth tracking.</strong></p> <p>And, once the sales funnel was mapped, they could also identify the data they needed but didn't have and devise a plan to get it.</p> <p><img src="https://assets.econsultancy.com/images/0008/9474/3.jpg" alt="" width="800" height="533"></p> <h4>3) Stakeholder management</h4> <p>Finally, having a document which clearly stated the target audiences, the advertising platforms, and how using these brought in valuable customers means<strong> marketers can use their strategy to manage upwards more effectively.</strong></p> <p>Many attendees lamented that senior management often hijacked marketing budget and resources with a sudden, out-of-the-blue strategy such as "we need to be on Twitter" or "why aren't we on YouTube like our fiercest competitor".</p> <p>While most admitted that it was always difficult to manage such demands, having a strong strategy with a history of success helped marketers 'manage back' random requests and continue to devote their time and effort to more effective online advertising.</p> <h3>A word of thanks</h3> <p>Econsultancy would like to thank all of the marketers who participated on the day and especially our Online Advertising table moderator,  <strong>Carolyn Tait, financial services marketer at AMP.</strong></p> <p>We hope to see you all at future Sydney Econsultancy events!</p> <p><img src="https://assets.econsultancy.com/images/0008/9329/3.jpg" alt=""></p> tag:econsultancy.com,2008:BlogPost/69479 2017-10-09T14:30:00+01:00 2017-10-09T14:30:00+01:00 A beginner's guide to Facebook Custom Audiences Patricio Robles <p>Here's a look at the different Custom Audiences that Facebook allows marketers to create and some tips to get the most out of Custom Audiences.</p> <h3>Custom Audiences from your Customer File</h3> <p>As the name suggests, a Custom Audience from your Customer File allows marketers to target their existing customers by uploading a list of its customers. This list typically contains unique customer contact information, such as an email address or phone number, but can also include other attributes, such as name, ZIP code, age and date of birth.</p> <p>With this information, Facebook attempts to identify customers who have Facebook accounts so that they can be targeted.</p> <h3>Custom Audiences from your Website</h3> <p>Custom Audiences from your Website allow marketers to retarget Facebook ads to Facebook users who have visited and interacted with their websites. </p> <p>To start, the Facebook Pixel is added to a website, which allows Facebook to track users and match them to their Facebook accounts. To assist with matching, marketers have the option of configuring the Facebook Pixel to have access to information like the user's email address, where available.</p> <p>Once the Facebook Pixel is in place, marketers can create one or more Custom Audiences based on rules (and combinations of rules) that look at users' behavior on the website. For example, marketers can target users who have visited the website within the past X days, who have visited at a certain frequency or who visited specific pages.</p> <p><img src="https://assets.econsultancy.com/images/0008/9439/18761933_133200927235063_2653394198052470784_n.png" alt="" width="523" height="495"></p> <p>Marketers can also target users based on events that were tracked by the Facebook Pixel. For example, a Custom Audience could be built for users who added a product to cart, abandoned their cart or completed a purchase.</p> <p>Custom Audiences from your Website is one of the most powerful tools in the Facebook marketer's toolbox. Retailers frequently use it to retarget users who previously demonstrated interest in specific products. Real estate agents use it to retarget to users whose website behavior suggests they might be interested in a specific property. Professional sports teams use it to target previous ticket buyers. And so on and so forth.</p> <h3>Custom Audiences from your Mobile App</h3> <p>Lots of companies have developed mobile apps, but mobile apps present numerous challenges for marketers. Specifically, acquiring app users can be a costly proposition and retention is notoriously difficult.</p> <p>To help marketers address these challenges, Facebook offers marketers the ability to retarget users of their mobile apps through Custom Audiences from your Mobile App. </p> <p>This functions a lot like Custom Audiences from your Website except that these Custom Audiences consist of users who have interacted with a marketer's native mobile app.</p> <p>Custom Audiences from your Mobile App takes advantage of Apple's IDFA (“identifier for advertisers”), Google's Android Advertising ID or Facebook's App User ID to match mobile app users to Facebook accounts.</p> <p>To help marketers create Custom Audiences that are meaningful, Facebook offers a set of standard app events that can be used to target users who have engaged with an app in a particular fashion. For example, standard app events offered to retailers include <em>Search</em>, <em>Add to Cart</em> and <em>Initiate Checkout</em>, while standard app events offered to game developers include <em>Completed Tutorial</em>, <em>Level Achieved</em> and <em>Achievement Unlocked</em>.</p> <p><img src="https://assets.econsultancy.com/images/0008/9486/custom_audiences.png" alt="custom audiences" width="550"></p> <h3>Engagement Custom Audiences</h3> <p>While off-Facebook engagement is obviously important to many if not most marketers, many marketers are highly active on the world's largest social network and therefore might have reasons to target users based on how they interact with them on Facebook.</p> <p>To do that, Facebook offers Engagement Custom Audiences, which allows marketers to build Custom Audiences around on-Facebook interactions related to videos, lead forms, Pages, Canvases, events and Instagram business profile.</p> <p>Depending on the interaction type, Facebook offers marketers the ability to target users who have taken or haven't taken specific actions. For instance, when creating a Custom Audience for users who have interacted with a lead form, marketers can specify a specific lead form. They can also choose to specifically target users who interacted with it in the past X days and either submitted or didn't submit the form.</p> <h3>Custom Audiences from your Store Visits</h3> <p>Facebook's latest Custom Audience offering could prove to be one of its most interesting for businesses that have physical locations.</p> <p>As the name suggests, Custom Audiences from your Store Visits allows marketers to create Custom Audiences consisting of Facebook users who visited one or more of their physical locations. </p> <p>Facebook appears to automatically identify users based on its ability to track their physical movements through the Facebook App. As MarketingLand <a href="https://marketingland.com/facebook-tests-targeting-ads-people-visited-brands-brick-mortar-stores-221585">notes</a>, this is “the same method that Facebook has employed when targeting ads to people near an advertiser’s chosen location and when estimating how many store visits were driven by a brand’s Facebook campaign.”</p> <p>If eventually rolled out widely, Custom Audiences from your Store Visits will give lots of businesses – from local mom-and-pop shops to large, national retailers – the ability to connect the online and offline worlds and reach out to the people who have engaged with them in the real world.</p> <p><img src="https://assets.econsultancy.com/images/0008/9487/custom_store_visits.jpg" alt="store visits custom audiences" width="600"></p> <h3>Custom Audience Tips and Tricks</h3> <p>While Custom Audiences in all their forms have great potential, there are a number of ways that marketers can maximize the value they get from creating Custom Audiences. These include the use of:</p> <ul> <li> <strong>Lookalike Audiences.</strong> Perhaps the biggest bonus to using Custom Audiences is that Facebook can use them to create audiences of users who are similar to the Custom Audiences. This gives marketers the ability to target ads to users who might be more interested in their products and services.</li> <li> <strong>Household Audiences.</strong> In addition to Lookalike Audiences, Facebook also gives marketers the ability to target individuals who it determines are members of the same household as Custom Audience users. This feature, which was unveiled this year, <a href="http://www.adweek.com/digital/facebook-will-soon-let-brands-target-ads-at-entire-families-or-specific-people-within-households/">is pitched</a> by Facebook as a means to “[influence] across the family.”</li> <li> <strong>Targeting.</strong> When creating an ad campaign for a Custom Audience, Facebook offers the ability to further target members of the Custom Audience based on characteristics such as location, age, gender and interests. While marketers should be wary of over-targeting, highly-segmented campaigns based on Custom Audiences can be very powerful when used wisely.</li> </ul> <p>There are also a number of potential gotchas marketers employing Custom Audiences should be aware of. </p> <p>One of the biggest is the potential for overlap when targeting ads to multiple Custom Audiences. Fortunately, Facebook offers an Audience Overlap Tool for determining how much overlap there is between multiple audiences. Armed with this knowledge, marketers can make adjustments to ensure their campaigns aren't being negatively impacted.</p> <p><img src="https://assets.econsultancy.com/images/0008/9440/13910710_1060868077338367_721590579_n.png" alt="" width="562" height="277"></p> <p>Another caveat, particularly for smaller businesses, is that it can be more difficult to achieve the best results when dealing with very small Custom Audiences. In this case, it's important for marketers using Custom Audiences from your Customer File to ensure that they're uploading refreshed customer files frequently as their customer numbers grow. </p> <p>It can often be advantageous for marketers working with smaller Custom Audiences to look at using Lookalike and Household Audiences.</p> <p><em><strong>For more on paid social media, subscribers can download our <a href="https://econsultancy.com/reports/paid-social-media-advertising/">Paid Social Media Advertising Best Practice Guide</a>.</strong></em></p> tag:econsultancy.com,2008:BlogPost/69427 2017-10-09T12:30:00+01:00 2017-10-09T12:30:00+01:00 A day in the life of... general manager at MaxPoint Ben Davis <p>In practice, that means adtech combined with measurement software, offline location and sales data and even in-store sensor tech. So, let's find out what Paul does with his day (and remember, if you're looking for new opportunities yourself, head to the <a href="https://jobs.econsultancy.com/?cmpid=EconBlog">Econsultancy jobs board</a>).</p> <h4> <em>Econsultancy:</em> Please describe your job: What do you do? And who do you report to?</h4> <p><em><strong>Paul Maraviglia:</strong></em> As general manager of MaxPoint Europe, I report to our COO, Gretchen Joyce, who is based in the US. I work in London where I manage MaxPoint’s European operations, with a team of twelve sales, account management and data insights consultants supporting me.</p> <p>We work together to elevate our client’s success, focusing on optimising data to offer a complete view of the consumer, their location and interests, as well purchase intent. </p> <h4> <em>E:</em> What kind of skills do you need to be effective in your role?</h4> <p><em><strong>PM:</strong></em> I rely on having a good understanding of the digital ecosystem, as well as the retail and FMCG landscapes. Although knowledge of retail technology is vital, it is not valuable unless it is communicated clearly to clients, to ensure they understand the multiple opportunities our data can provide. </p> <p>Networking skills are also imperative to success; the ability to leverage strong relationships with key agencies and retail clients is a must.</p> <p><img src="https://assets.econsultancy.com/images/0008/9485/pm.jpg" alt="paul maraviglia" width="350"></p> <h4> <em>E:</em> Tell us about a typical working day… </h4> <p><em><strong>PM:</strong></em> The first thing I do every morning is read the trade press and MaxPoint’s internal insights so I am up to date with the relevant news for the day ahead. The first half of my day usually consists of a number of meetings with our partner tech vendors as well as external meetings with my sales team. </p> <p>At 2pm, my US colleagues come online, so my afternoon is spent on conference calls with various teams, such as business analytics, marketing, insights and financial management. </p> <h4> <em>E:</em> What do you love about your job? What sucks?</h4> <p><em><strong>PM:</strong></em> There are many things I love about my job, so I won’t list them all! But mainly, it is that no two conversations are ever the same due to our diverse group of clientele, which ranges from FMCG to beauty. </p> <p>I love the fast-paced excitement of being a startup here in the UK. At MaxPoint, innovation and experimentation is always encouraged with the support of an established PLC in the US. Overall, building the UK team has been an amazing journey and seeing our incredible growth over the years has been extremely gratifying.</p> <p>The agency world has gradually moved towards trading agreements, which sometimes restricts opportunities with potential clients, so missing business opportunities definitely sucks! </p> <p>Also my expenses submission every month: need I say more? </p> <h4> <em>E:</em> What kind of goals do you have? What are the most useful metrics and KPIs for measuring success? </h4> <p><em><strong>PM:</strong></em> Obvious goals consist of a mixture of short-term revenue goals and longer-term growth. A key metric for me at the moment is ensuring our data sets from MaxPoint Audience Segments are in as many places as possible in the FMCG and retail industries.</p> <h4> <em>E:</em> What are your favourite tools to help you to get the job done?</h4> <p><em><strong>PM:</strong></em> I use Salesforce to manage our client base and sales pipeline, as well as Zoom for all of my video conferences.  </p> <p>We also have an internal tool, which we call MIP, that allows us to create detailed heat maps of where audiences and target profiles are most likely to be across the country, making our retail technology much more efficient.</p> <h4> <em>E:</em> How did you get into location-based tech, and where might you go from here?</h4> <p><em><strong>PM:</strong></em> I began my career in print and international television with a focus on business, luxury goods, and finance, however I soon realised digital and mobile were quickly expanding. </p> <p>In 2013 my digital journey began at Undertone, a leader in high impact digital advertising, where I headed up the European sales team. In 2015, I was approached by MaxPoint to manage their European operations, an amazing opportunity to help build a business that already had strong foundations in FMCG and retail technology.  </p> <p>MaxPoint has some great opportunities coming up and its acquisition by Valassis has just been announced, so I’m extremely excited to see what the future holds. </p> <h4> <em>E:</em> Which brands have you been impressed by recently when it comes to online-offline marketing?</h4> <p><em><strong>PM:</strong></em> Any brand that has adopted hyper-local execution into their strategy is on the right tracks, but Asda, Lloyds and Danone are definitely at the top of my list. They have demonstrated the power of combining on and offline data to gain efficient consumer insights, and use these to great effect.</p> <h4> <em>E:</em> Do you have any advice for people who want to work in retail tech?</h4> <p><em><strong>PM:</strong></em> Always be one step ahead of the consumer. Retail tech is a very competitive industry, so you need to be dynamic and understand the space to succeed. </p> <p>As well as holding knowledge of the space, you must ensure that you are always present in the retail tech market to keep this insight up-to-date. Attend events and network with relevant names in the industry wherever possible to stay on top of trends.  </p> <p>Retail tech is always developing and your job is all about making that technology more accessible to retail brands. So my advice would be to demystify technology at every opportunity and continue to demonstrate the multiple possibilities of audience insights to retailers.</p> tag:econsultancy.com,2008:BlogPost/69470 2017-10-06T08:00:00+01:00 2017-10-06T08:00:00+01:00 Google ditches first click free, embraces paywalls Patricio Robles <p>One of the biggest problems first click free presented publishers with was the fact that consumers, especially those loath to pay money for subscriptions, often took advantage of the policy to circumvent paywalls. Many learned that after finding a paywalled article of interest through another channel, such as social media, Google Search and Google News could be used to access the article thanks to first click free.</p> <p>Eventually, the abuse of first click free factored into some publishers' decisions to abandon first click free and accept the consequences. For instance, the Wall Street Journal revealed that its Google Search traffic dropped by more than a third when it <a href="https://econsultancy.com/blog/68801-the-wsj-ditches-google-s-first-click-free-falls-back-on-stronger-paywall">stopped adhering to the policy at the beginning of the year</a>.</p> <p>But after months of testing with the New York Times and Financial Times, Google decided to drop first click free in favor of a “flexible sampling” model that will allow premium publishers to select how many free articles are delivered through search results.</p> <p>In a blog post, Google <a href="https://webmasters.googleblog.com/2017/10/enabling-more-high-quality-content.html">explained</a>:</p> <blockquote> <p>We found that while [first click free] is a reasonable sampling model, publishers are in a better position to determine what specific sampling strategy works best for them. Therefore, we are removing FCF as a requirement for Search, and we encourage publishers to experiment with different free sampling schemes, as long as they stay within the updated webmaster guidelines. We call this Flexible Sampling.</p> </blockquote> <p>Flexible sampling comes in two forms: metering, “which provides users with a quota of free articles to consume”, and lead-in, “which offers a portion of an article’s content without it being shown in full.”</p> <p>Google says that “lead-in clearly provides more utility and added value to users” because it “allows users a taste of how valuable the content may be.”</p> <p>But for publishers that prefer metering, Google is recommending monthly instead of daily metering and suggests they start with 10 free articles per month.</p> <h3>A case of be careful what you wish for?</h3> <p>While publishers are celebrating the end of first click free, Google's move is not completely altruistic. Long-term, Google's VP of News, Richard Gingras, <a href="https://www.blog.google/topics/journalism-news/driving-future-digital-subscriptions/">stated</a> that Google will create “a suite of products and services to help news publishers reach new audiences, drive subscriptions and grow revenue.”</p> <p>He added, “We are also looking at how we can simplify the purchase process and make it easy for Google users to get the full value of their subscriptions across Google’s platforms.”</p> <p>In other words, instead of letting publishers do what they want free of first click free, it would appear that Google intends to try to find a way to insert itself into their subscription businesses.</p> <p>This is interesting in light of <a href="https://econsultancy.com/blog/69150-google-contributor-what-you-need-to-know">Google Contributor</a>, an offering that allows users to pay to remove ads from the sites they visit.</p> <p>Of course, if Google can help publishers profit, many will likely err on the side of working with the search giant, but given that the publishing industry has previously expressed considerable concern about Google's power, expect some bumps in the road.</p> tag:econsultancy.com,2008:BlogPost/69439 2017-10-02T09:18:00+01:00 2017-10-02T09:18:00+01:00 A day in the life of... client manager at a shopper media agency Ben Davis <p>To get a better feel for this part of the retail marketing industry, we've interviewed Sali Davies, a Client Manager at Threefold, for our Day in the Life feature. Here's what Davies has to say...</p> <p>(N.B. Check out the <a href="https://jobs.econsultancy.com/?cmpid=EconBlog">Econsultancy Jobs Board</a> if you're looking for a new position)</p> <h4> <em>Econsultancy:</em> Describe your job: What do you do?</h4> <p><em><strong>Sali Davies:</strong></em> As a Client Manger at Threefold, we work in partnership with retailers such as Shop Direct, Co-op and Mothercare to deliver supplier-led campaigns both on and off-site. Originally joining the Shop Direct account up in Liverpool, in 2016 I transitioned over to the Mothercare account to look after the campaign implementation team, splitting my time between our agency offices and the Mothercare HQ. </p> <p>As we work with over 90 supplier brands at Mothercare, my role is quite broad. One day we’ll be working with anyone from Silver Cross and Graco through to VTech toys, so you’re able to work with a whole host of brands within the Mothercare umbrella. The additional challenge of working within an ever-changing retail environment is also an exciting one to say the least! </p> <h4> <em>E:</em> What kind of skills do you need to be effective in your role?</h4> <p><em><strong>SD:</strong></em> My three key things are: the ability to multi-task, organisation and communication.</p> <p>Due to the nature of retail, the turnaround of campaigns is incredibly fast, with up to 25 campaigns going live in a month so my ability to multi-task has definitely improved! As factors such as stock, promotional activity and trading contingencies can sometimes affect campaigns, it is imperative that the workflow is organised and up-to-date at all times so the team can work flexibly with the buying and trading teams at Mothercare to execute the campaigns successfully. </p> <p><img src="https://assets.econsultancy.com/images/0008/9290/SaliDavies.png" alt="sali davies" width="472" height="354"></p> <p><em>Sali Davies</em></p> <h4> <em>E:</em> Tell us about a typical working day… </h4> <p><em><strong>SD:</strong></em> The first thing I’ll do each day is check progress on each campaign via Trello, a project management tool. I’ll ensure priorities are aligned with the team and we’re on track with each campaign. This is predominantly from a creative perspective; however, I’ll then have a quick look into the custom dashboards within Google Data Studio to check how the live campaigns are performing across the site and highlight the key actions and highlights to the team. </p> <p>As we work in partnership with Mothercare, I also spend a few days a week inside their head offices to ensure that we’re working closely with all internal teams from the buying and merchandisers, to store communication staff through to the digital teams. This is a critical aspect to the role as we’ve become an extension to their own marketing team, focusing predominantly on supplier activity. </p> <h4> <em>E:</em> What do you love about your job? What sucks?</h4> <p><em><strong>SD:</strong></em> What I love about the role is the sheer diversity of my day to day! </p> <p>As a shopper media agency that puts data at the heart of what we do, I love analysing the campaigns to ensure that we’re continuously optimising activity to ensure that we deliver the best possible results to our clients. With many of the touchpoints being within the digital realm, it enables us to really delve deep into the analytics and understand what really drove the campaigns and how we can build upon these in the future. </p> <p>In terms of what sucks, it has to be when unforeseeable external factors such as competitor price matching comes into play during a campaign! This is a challenge that we have to face head-on and optimise the campaign accordingly to ensure we deliver the result we’re after.</p> <h4> <em>E:</em> What kind of goals do you have? What are the most useful metrics and KPIs for measuring success? </h4> <p><em><strong>SD:</strong></em> There are several goals that I have, dependent on the campaign objective. Whilst we look at everything from click-through-rates to conversion, we focus predominantly on driving awareness and incremental demand during the campaign period for both Mothercare and the supplier brands.</p> <p>When reviewing, we combine Google Analytics, Coremetrics and sales data to give a really clear view of the campaign. We then overlay each touchpoint on the sales data to really understand the incremental value driven by the media and calculate a ROI along with recommendations for future campaigns. </p> <p>As Mothercare has recently launched an in-house customer experience lab, this also opens up a whole host of opportunities to learn first-hand from the customer about everything from how they navigate the site, to brand perception to A/B testing creative. As a result, this data alongside our reviews are imperative to our work across the account and are central to how we continue to partner with brands.</p> <p><img src="https://assets.econsultancy.com/images/0008/9291/clients.png" alt="threefold clients" width="615" height="231"></p> <p><em>Threefold clients</em></p> <h4> <em>E:</em> What are your favourite tools to help you to get the job done?</h4> <p><em><strong>SD:</strong></em> Outside of the marketing essentials such as Google Analytics, Oracle and the Adobe Creative Cloud suite, Trello is a life-saver and has transformed the way we work across the account! We manage the workflow and priorities for all touchpoints using the tool and it has subsequently enabled the team to work much more efficiently and transparently across the account. </p> <p>I also must mention how excited I am about Google Data Studio! The ability to pull together dashboards and insightful nuggets of information to optimise out campaigns whilst collating data from several sources into one place is incredibly powerful. </p> <h4> <em>E:</em> How did you get into retail and media, and where might you go from here?</h4> <p><em><strong>SD:</strong></em> SMG - Threefold’s parent group - is great at developing grads and giving them the opportunity to really craft a career within the industry, and I was lucky enough to be one of them. Over the last three years the company has continued to grow from strength to strength, and has in turn offered me new and exciting opportunities working alongside some of the biggest brands.</p> <p>We pride ourselves on continuing to push boundaries across the accounts and delivering best-in-class retail executions for the campaigns. As Mothercare continues to focus on transforming the business into a digitally-led retailer, we plan to help them lead the way.</p> <h4> <em>E:</em> Which retail brands do you think are using media well?</h4> <p><em><strong>SD:</strong></em> I really like John Lewis’ 'Only Here' campaign. As Mothercare lists a number of exclusive products, it’s really interesting to see another retailer focusing on their own exclusive collections.</p> <p>Teaming up with more than 60 supplier brands, John Lewis has pushed the exclusive collaborations across various categories across the online journey, social, CRM and in store – it’s definitely a major brand campaign for John Lewis and one to watch!</p> <h4>E: Do you have any advice for people who want to work in your industry?</h4> <p><em><strong>SD:</strong></em> Stay hungry - get a whole host of experience and take it all in like a sponge! Marketing, and retail in particular, changes so quickly that you have to stay at the forefront of the industry trends and news at all times and understand how the competitive landscape is performing so you can strive to be the first to adopt the next big thing!</p> tag:econsultancy.com,2008:Report/4604 2017-09-26T14:50:00+01:00 2017-09-26T14:50:00+01:00 Paid Social Media Advertising <p>Econsultancy's <strong>Paid Social Media Advertising Best Practice Guide</strong> provides an overview of the major social media channels and the most pressing considerations for marketers looking to generate the most value from social media advertising.</p> <p>The guide provides a <strong>summary of the main self-serve advertising options</strong> on these channels, and outlines some of the premium options available to marketers when <strong>developing a strategic approach to social media marketing</strong> and communications.</p> <p>It has been written to complement Econsultancy's <a href="https://econsultancy.com/reports/social-media-best-practice-guide">Social Media Strategy Best Practice Guide</a>, <a href="https://econsultancy.com/reports/social-media-platforms-overview">Social Media Platforms Overview</a> and <a href="https://econsultancy.com/reports/paid-search-marketing-ppc-best-practice-guide">Paid Search Best Practice Guide</a>.</p> <h2>Topics covered</h2> <p>The report covers the following topics:</p> <ul> <li>Paid Social Media Advertising Basics</li> <li>Planning and Strategy for Paid Social Media</li> <li>Ad Creative and Copy Strategy</li> <li>Platform Strategy</li> <li>Managing Paid Social Media Advertising</li> <li>Tools</li> <li>Optimisation</li> <li>Managing Data</li> <li>Additional Challenges</li> <li>Measurement and Evaluation</li> </ul> <h2>Contributing authors</h2> <p>This guide was created by Michelle Goodall, a consultant with more than 18 years' experience offering digital transformation and social media strategy advice to B2B and B2C organisations, both client and agency side. The guide also features input and insights from the following practitioners:</p> <ul> <li>Christie Burnum – VP, Group Manager, Paid Media, Ketchum</li> <li>Debra Forman – President, Ketchum Digital</li> <li>Joanna Halton – Director and Founder, Jo &amp; Co.</li> <li>Andrew Hood – Managing Director, Lynchpin Analytics</li> <li>Paul Kasamias – Head of Performance Media, Starcom|Performics</li> <li>Dave Lowe – Paid Media Manager, Regital</li> <li>Oscar Romero – Head of Performance Media, Spark Foundry</li> <li>Becky Steeden – Social Media Manager, RNLI</li> </ul> tag:econsultancy.com,2008:BlogPost/69437 2017-09-22T13:30:00+01:00 2017-09-22T13:30:00+01:00 What advertisers need to know about Safari's new anti-tracking feature Patricio Robles <p>Here's what advertisers need to know about the new feature and how it could affect their ability to target ads to consumers.</p> <h3>What is it?</h3> <p>As its name suggests, Intelligent Tracking Prevention is an anti-tracking feature that is designed to protect user privacy. Specifically, it “reduces cross-site tracking by further limiting cookies and other website data.”</p> <h3>How does it work?</h3> <p>Intelligent Tracking Prevention looks at the resources web pages load as well as how users interact with those pages. Interactions captured include taps, clicks, and text entries. </p> <p>The data Intelligent Tracking Prevention collects is put into buckets for each top-level domain (TLD) or TLD+1. It is then run through a machine learning model to determine whether the domain in question is capable of cross-site tracking. </p> <p>Apple WebKit engineer John Wilander <a href="https://webkit.org/blog/7675/intelligent-tracking-prevention/">explained</a>:</p> <blockquote> <p>Out of the various statistics collected, three vectors turned out to have strong signal for classification based on current tracking practices: subresource under number of unique domains, sub frame under number of unique domains, and number of unique domains redirected to. </p> </blockquote> <h3>What does it do?</h3> <p>Once Intelligent Tracking Prevention detects cross-site tracking, it takes action to either keep or purge first-party cookies and website data based on a number of factors.</p> <p>For example, for the TLD example.com, if a user has not interacted with the website for 30 days, Intelligent Tracking Prevention will purge its cookies and website data. On the other hand, if the user does interact with the example.com website, it will allow its cookies to be used in a third-party context for 24 hours.</p> <p><img src="https://assets.econsultancy.com/images/resized/0008/9080/webkit-blog-flyer.png" alt="" width="470" height="152"></p> <p>According to Wilander, “This means users only have long-term persistent cookies and website data from the sites they actually interact with and tracking data is removed proactively as they browse the web.”</p> <p>To ensure that users can stay logged into websites, partitioned cookie functionality has been added to WebKit. This allows for a website to keep its cookies beyond 24 hours for the purpose of keeping users signed in but not for cross-site tracking.</p> <h3>Why is the ad industry so upset?</h3> <p>The current version of Safari already blocks third-party cookies but as the ad industry sees it, the potential blocking of first-party cookies goes way too far.</p> <p>Six industry groups, including the Interactive Advertising Bureau, American Advertising Federation, the Association of National Advertisers, and the 4A's, penned <a href="http://www.adweek.com/digital/every-major-advertising-group-is-blasting-apple-for-blocking-cookies-in-the-safari-browser/">an open letter</a> to Apple “from the Digital Advertising Community.”</p> <p>In it, the groups argue that “Safari's new 'Intelligent Tracking Prevention' would change the rules by which cookies are set and recognized by browsers”, in turn disrupting the infrastructure of the digital economy. The letter explains that “Blocking cookies in this manner will drive a wedge between brands and their customers, and it will make advertising more generic and less timely and useful.”</p> <p>In practical terms, Intelligent Tracking Prevention will severely disrupt behavioral targeting and <a href="https://econsultancy.com/blog/64099-what-is-retargeting-and-why-do-you-need-it">retargeting</a>. While these forms of targeting are very popular with advertisers because of their efficacy, they are frequently the source of complaints from consumers and privacy advocates.</p> <h3>How has Apple responded?</h3> <p>Those user complaints seem to carry a lot of weight with Apple, which is refusing to give in to the ad industry's demands to rethink Intelligent Tracking Prevention.</p> <p>“Apple believes that people have a right to privacy – Safari was the first browser to block third-party cookies by default and Intelligent Tracking Prevention is a more advanced method for protecting user privacy,” the company stated. “The feature does not block ads or interfere with legitimate tracking on the sites that people actually click on and visit. Cookies for sites that you interact with function as designed, and ads placed by web publishers will appear normally.”</p> <h3>How is the ad industry likely to respond?</h3> <p>Of course, advertisers are unlikely to resign themselves to a new world in which cross-site tracking is difficult if not impossible in the most popular mobile browser.</p> <p>As privacy expert Alexander Hanff <a href="https://privacy-news.net/news_article/5936b50c178a907559b1e5f3">noted</a>, Intelligent Tracking Prevention can't thwart server-side tracking and now that Apple is taking aim at client-based cross-site tracking, “it is highly probable that Apple's new approach to tracking will only accelerate a move to these server side technologies from those who have yet to use them.”</p> <p>So even if Apple's move causes a lot of hand-waving, given the importance of cross-site tracking to the online advertising ecosystem, this almost certainly won't be the end of the story.</p> tag:econsultancy.com,2008:BlogPost/69438 2017-09-22T09:39:51+01:00 2017-09-22T09:39:51+01:00 Is Uber's lawsuit against an agency a harbinger of greater brand-agency discord? Patricio Robles <p>Procter &amp; Gamble <a href="https://econsultancy.com/blog/69309-how-much-waste-is-in-the-digital-ad-market">has already slashed $100m from its digital ad budget</a>, while JPMorgan Chase has cut the number of sites it advertises on from more than 400,000 to 5,000.</p> <p>But unhappy with the results of some of its spend, Uber isn't just slashing its budget or cutting campaigns. As <a href="https://www.bloomberg.com/news/articles/2017-09-18/uber-goes-on-rare-legal-offensive-suing-dentsu-unit-for-fraud">detailed by</a> Bloomberg, the ridesharing behemoth has filed a $40m lawsuit against one of its agencies alleging that it paid for "nonexistent, nonviewable, and/or fraudulent advertising."</p> <p>According to <a href="https://www.documentcloud.org/documents/4053888-Gov-Uscourts-Cand-317169-1-0.html">Uber's complaint</a>, it discovered that "mobile first" ad agency Fetch, which is owned by Japanese holding giant Dentsu, charged it "tens of millions of dollars" while knowingly purchasing bad ads. It also alleged that Fetch "allowed networks and publishers to steal credit for organic installs of the Uber App, and Uber App installs that were attributable to other sources."</p> <p>Uber says it discovered this fraud when it received reports of its ads appearing on a conservative political website that it had previously told Fetch to blacklist: </p> <blockquote> <p>Uber's investigation into that particular issue suggested deceptive naming was to blame. Specifically, the public-reported name of the websites and mobile applications where Uber advertisements supposedly appeared did not match the actual URL accessed. For example, one publisher retained by Fetch reported clicks on Uber ads as coming from placements such as "Magic_Puzzles" and "Snooker_Champion." In fact, those clicks actually originated from advertisements on Breitbart.com, despite the fact that Uber had instructed that no ads be placed with that website.</p> </blockquote> <p>Not surprisingly, Fetch is denying Uber's allegations. James Connelly, Fetch's CEO, says he was "shocked" at Uber's claims, which he calls "unsubstantiated" and suggests are designed to "draw attention away from Uber's unprofessional behavior and failure to pay suppliers."</p> <h3>The blame game</h3> <p>As Uber sees it, it hired Fetch for its expertise and part of Fetch's job was to deal with <a href="https://econsultancy.com/blog/67659-three-things-that-show-the-scale-of-the-ad-fraud-challenge">ad fraud</a>. "Regardless of whether Fetch purchased mobile inventory on an agent-principal or principal transaction basis, Fetch was responsible for the day-to-day oversight of [ad] networks and vetting of publishers for quality and fraud preventing, concordant with the...duties of a reasonably prudent mobile advertising agency," Uber's lawsuit states.</p> <p>Fetch, of course, says that it, like just about every legitimate player in the ad industry, is <a href="https://econsultancy.com/blog/67660-what-can-prevent-ad-fraud-we-ask-an-ad-tech-ceo">trying to deal with ad fraud</a> and "minimize its impact." As Fetch's Connelly sees it, Uber is "[using] an industry-wide issue as a means of avoiding its contractual obligations."</p> <p>Ultimately, the two companies will either settle their dispute or let the legal system determine the facts and decide which party is in the right.</p> <p>In the meantime, the lawsuit, which is notable because Uber is targeting its agency and not the actual media sellers from which the allegedly fraudulent ads came, highlights just how significant the costs of ad fraud can be and just how difficult it is for brands and their agencies to deal with it.</p> <p>It also raises a number of interesting questions. As more brands scrutinize their ad buys, sometimes through formal audits, they will inevitably uncover evidence of fraud. Will this lead to more lawsuits against agencies? In an effort to up control and oversight, will more brands opt to build in-house agencies or split the difference with <a href="https://econsultancy.com/blog/69148-in-house-agency-versus-on-site-agency-weighing-the-pros-and-cons">on-site agencies</a>?</p> <p>Time will tell, but it's clear that agencies, <a href="https://econsultancy.com/blog/69357-what-s-next-for-the-agency-model">already under pressure</a>, have yet another thing to worry about.</p> tag:econsultancy.com,2008:BlogPost/69422 2017-09-15T10:00:00+01:00 2017-09-15T10:00:00+01:00 Four brands that used student ambassadors to generate buzz on campus Nikki Gilliland <p>An increasing number of brands are looking to students to become ambassadors, with the aim of boosting awareness and driving engagement in university campuses and beyond.</p> <p>So, how do they do it, and what are the benefits? Here’s a bit more on the subject.</p> <h3>A lucrative market</h3> <p>Despite the majority of students relying on loans to get through university, research suggests that many will still spend their money on <a href="http://www.telegraph.co.uk/education/2017/01/05/nearly-third-students-waste-student-loans-shopping-sprees-drinking/" target="_blank">non-essential items</a> such as clothing and drinking. </p> <p>For brands, this presents a clear opportunity, especially considering that many students will be living away from home for the first time - also becoming financially independent, and forging brand affinities in categories such as finance, travel, and lifestyle.</p> <p>So, with many brands in the UK focusing on sales – promoting discounts and deals to capture student attention – many are failing to recognise that they could be building affinity based on defining moments. This means tapping into university ‘firsts’ such as learning how to cook, doing laundry, setting up household utilities, and so on. </p> <p>Meanwhile, brands also forget that students care about more than just money. According to a survey by Chegg, 88% of students said they are more responsive to brands that give back to the community, reflecting the fact that brands need to do more than just overtly sell their product.</p> <h3>The power of influence</h3> <p>According to <a href="http://searchengineland.com/88-consumers-trust-online-reviews-much-personal-recommendations-195803" target="_blank">research</a>, 88% of consumers now trust the opinions of influencers as much as they do their friends. Similarly, <a href="https://www.econsultancy.com/blog/69161-micro-influencers-how-to-find-the-right-fit-for-your-brand">micro-influencers</a> – who have a smaller reach but a more authentic reputation – can generate four times the engagement of larger influencers.</p> <p>Why is this important? Essentially, brands are now recruiting students to act as micro-influencers in universities. Instead of faceless ads, students are advertising to other students, effectively building advocacy for the brand or its products on a more personal level.</p> <p>In this sense, brand ambassadors can also act as <a href="https://econsultancy.com/blog/66569-five-ways-to-use-social-proof-online" target="_blank">social proof</a>. This means that if a student sees one or a group of influential peers wearing a particular brand, there's a chance that they’ll want to follow the crowd. The hope is that this could also create a snowball effect, with students going home and influencing friends and family away from their university circle.</p> <h3>Gaining insight</h3> <p>Student ambassadors can also act as eyes and ears on the ground, gathering insight about students on behalf of a company – i.e. what they want from a brand as well as their general perceptions and opinions.</p> <p>One popular ambassador activity is to hand out product samples, which can be effective for gaining instant feedback. This one-to-one communication can enable brands to gather more meaningful insight. </p> <p>Another benefit is that student ambassadors will sound exactly like the people they’re trying to target, taking away the danger of <a href="https://www.econsultancy.com/blog/67886-word-on-the-street-four-tips-for-using-slang-in-marketing" target="_blank">cringey brand communications</a>.</p> <h3>Long-term loyalty</h3> <p>Another reason to use this strategy is the potential to instil long-term loyalty in student consumers. </p> <p>First, ambassadors themselves are likely to stay brand-loyal long after they leave university – this is because they tend to feel part of the businesses that they are representing. </p> <p>In turn, they can also help to generate long-term loyalty in others. Again, this is down to the fact that students tend to be forming opinions and brand affinities for the first time. So by creating relationships with students at such an important and influential stage in their life, brands can increase the likelihood of sustaining affinity until later on in life, or perhaps even benefit from sentimentality about student days.</p> <p>So which brands have succeeded with student ambassadors? Here are a few examples.</p> <h3>1. American Eagle Outfitters</h3> <p>US retailer American Eagle previously enlisted ambassadors to help new students settle into their dorms at universities across the US. Dubbed the ‘Move-In Crew’, the ambassadors were there to carry and unload boxes, but also took the opportunity to hand out special American Eagle merchandise such as water bottles, pens, and coupons. </p> <p>By doing a good deed, the idea was that American Eagle would stick in the minds of new students, also promoting it as more than just a corporate brand.</p> <p><img src="https://assets.econsultancy.com/images/0008/8973/AE.JPG" alt="" width="600" height="453"></p> <h3>2. Nestlé </h3> <p>As well as turning students into customers, brands also look to universities to target potential future employees. </p> <p>A few years ago, Nestlé was struggling to attract talent from US universities, specifically in the Midwest. As a result, it used an ambassador programme to generate buzz about Nestlé careers, using a combination of on-campus promotions and events to do so. </p> <p>Nestlé ‘street teams’ distributed Nestlé chocolates along with event information at business and engineering schools, simultaneously promoting happy hour nights and the company on social media.</p> <p>The initiative was a success, resulting in 600 student attendees per event and a 64% increase in annual applications to Nestlé jobs compared to the previous year.</p> <p><img src="https://assets.econsultancy.com/images/0008/8974/Nestle_Academy.JPG" alt="" width="650" height="512"></p> <h3>3. Lucozade</h3> <p>Last year, Lucozade launched its first ever student ambassador campaign to help increase sales of its new Lucozade Zero drink.</p> <p>Recruiting students to be the face of the brand on university campuses across the UK, ambassadors were put in charge of ‘brand stations’, whereby students could taste samples of Lucozade and get involved with a ‘Hit Zero’ game.</p> <p>With 66 events held, more than 100,000 samples handed out, and 330 game winners, it was a successful example of how to increase exposure and build buzz about a new product.</p> <p><img src="https://assets.econsultancy.com/images/0008/8971/Lucozade_2.JPG" alt="" width="760" height="415"></p> <h3>4. Tinder</h3> <p>In its early days, <a href="https://www.econsultancy.com/blog/68511-how-tinder-is-encouraging-millennials-to-make-more-meaningful-connections" target="_blank">Tinder</a> took a top-down approach to marketing, recruiting influential college ambassadors to promote the app to friends and fellow students. </p> <p>In fact, Tinder was first launched at the University of Southern California with a birthday party thrown for a co-founder’s brother and his friends (who were students at the time). In order to attend, guests had to download the app – a stipulation that resulted in the number of uses increasing to over 4,000 by the end of the week.</p> <p>From there, Tinder continued to capitalise on the highly social environment of university, recruiting ambassadors to continue promoting the app, often during fraternity parties and big college events.</p> <p><img src="https://assets.econsultancy.com/images/0008/8972/Tinder.JPG" alt="" width="760" height="392"></p> <p><strong><em>Related reading:</em></strong></p> <ul> <li><em><a href="https://econsultancy.com/blog/67550-student-com-the-website-set-to-revolutionise-student-accommodation/">Student.com: the website set to revolutionise student accommodation</a></em></li> <li><em><a href="https://econsultancy.com/blog/67550-student-com-the-website-set-to-revolutionise-student-accommodation/">How ASOS targeted students via ‘Blank Canvas’ competition</a></em></li> </ul>