tag:econsultancy.com,2008:/topics/strategy Latest Strategy content from Econsultancy 2018-06-20T10:10:00+01:00 tag:econsultancy.com,2008:BlogPost/70105 2018-06-20T10:10:00+01:00 2018-06-20T10:10:00+01:00 Five benefits of using gamification in email marketing (with examples) Nikki Gilliland <p>Whether it’s a quiz in exchange for prizes or a game purely for entertainment purposes – there are many benefits to incorporating gamification. Here’s more on this, along with a few examples to illustrate it.</p> <h3>Attract new subscribers</h3> <p>One of the main goals for email marketers is to expand subscriber lists, with many brands offering discounts in exchange for newsletter sign-ups to do so. However, this can be a flash-in-the pan tactic, with some users merely signing up for the offer and failing to engage with the brand thereafter.</p> <p>Gamification can be a great way to attract new subscribers <em>and</em> keep them, with interactive elements helping to make emails more memorable and more engaging long after the initial sign-up.</p> <p>One example of this is Papa John’s ‘Score Twice Half Price’ email campaign, which involved giving fans 50% off pizza if the Premier League football team they selected scored two or more goals every week. </p> <p>The 50% discount was most likely a big incentive for new subscribers, however, the ongoing and trackable element also gave people a reason to keep engaging with the campaign after sign-up.</p> <p>It’s also worth mentioning that the passive nature of the gamification (with users merely required to select a football game and do little else) meant that it was low-effort and high-reward. </p> <p><img src="https://assets.econsultancy.com/images/0009/5481/Papa_Johns.JPG" alt="papa johns score twice half price" width="760" height="370"></p> <h3>Sweeten rewards</h3> <p>Speaking of rewards - this is usually the most common reason for incorporating gamification into emails. This is because standard deals and discounts are common practice, and therefore not very original or exciting for subscribers. </p> <p>By asking users to participate in a game to win rewards, this gives users more motivation, adds excitement, and makes the outcome feel more ‘exclusive’ for the winners.</p> <p>Emerald Street recently launched a rewards system for loyal subscribers, using a gamification element to ensure that users would keep interacting with emails on a regular basis. It used so-called ‘levels’ of loyalty (along with bonus rewards) to encourage subscribers to keep opening and clicking. In order to make their loyalty levels go up, the more they’d need to interact. The higher the level, of course, the better the prizes.</p> <p>This is particularly clever because it rewards subscribers that are already highly engaged in the emails, helping to ensure that that they stay feeling valued, and are perhaps more likely to share or recommend the brand to others.</p> <p><img src="https://assets.econsultancy.com/images/0009/5482/Emerald_Street.JPG" alt="emerald street loyalty club" width="760" height="565"></p> <h3>Build excitement</h3> <p>Instead of merely sending an email to inform or remind users about a specific date, gamification can be used to generate buzz and excitement around it. </p> <p>The concept of the ‘golden ticket’ is a classic formula, and one that can work well for events in particular. Litmus marketing have explained <a href="https://litmus.com/blog/how-we-used-email-gamification-to-promote-our-conference" target="_blank">how they used this technique</a> to generate buzz about their latest live event. </p> <p>It involved setting challenges to win free tickets, such as finding hidden elements like images or copy in emails. Users were asked to tweet their screenshotted answers on Twitter, encouraging interaction and prompted conversation on social. Litmus also ensured there was an extra layer of anticipation by revealing a surprise city location, which also kept users talking throughout the email campaign. </p> <p><img src="https://assets.econsultancy.com/images/0009/5483/Litmus.JPG" alt="litmus gamification" width="370" height="786"></p> <p>As well as how it cleverly encourages participation, this example shows how gamification can be a highly effective way to drive cross-channel engagement rather than siloed email engagement.</p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">Kiss a wookie, kick a droid. Give me a ticket, NOT an asteroid! <a href="https://twitter.com/litmusapp?ref_src=twsrc%5Etfw">@litmusapp</a> <a href="https://twitter.com/hashtag/LitmusLive?src=hash&amp;ref_src=twsrc%5Etfw">#LitmusLive</a> <a href="https://t.co/I6chjc7nIY">pic.twitter.com/I6chjc7nIY</a></p> — Simona Ritrovato (@strillart) <a href="https://twitter.com/strillart/status/715617898002268161?ref_src=twsrc%5Etfw">March 31, 2016</a> </blockquote> <h3>Bring the fun</h3> <p>While gamification is often based on motivation and reward, if the game itself is interesting enough, the sole purpose can also be pure fun and entertainment.</p> <p>Similarly, one of the biggest challenges for marketers is to make email creative stand out – especially when people tend to be subscribed to multiple brand newsletters.</p> <p>This example from EmailMonks shows how fun and whimsical games can elevate otherwise boring marketing communication. It involves a simple game whereby users are required to click on a moving egg. Along with a fairly addictive game (with users likely to play until they achieve the end goal), it also cleverly piques curiosity about what might be revealed. The sharing buttons also effectively prompt users to forward it to others or share on social.</p> <p><object width="600" height="450"><param name="src" value="https://emailmonks.com/treasure_fun_easter_email.html"> <embed width="600" height="450" type="application/x-shockwave-flash" src="https://emailmonks.com/treasure_fun_easter_email.html"></embed></object></p> <h3>Encourage action</h3> <p>Finally, despite email marketers focusing on deals and discounts as a way to drive conversions – this strategy doesn’t always work on its own. </p> <p>According to Warc, Zizzi is a great example of a brand that has used gamification to ensure clicks. <a href="https://www.warc.com/content/paywall/article/event-reports/how_zizzi_used_an_online_board_game_to_boost_its_email_marketing/110210" target="_blank">It reports</a> that the restaurant chain was sending out emails to two million people on a weekly basis, and yet just 12% were opening them, and a mere 1% were redeeming vouchers.</p> <p>In order to spark greater interest, Zizzi which launched a ‘roll a dice’ online board game, enabling readers to win free stuff and even a holiday to Sardinia. Naturally, one of the most common prizes was restaurant vouchers, which were sent to winners with a direct prompt to book a table.</p> <p>As a result, the campaign helped to drive bookings as well as generate social sharing and general positive brand sentiment. </p> <p>Previous email <a href="https://econsultancy.com/blog/67411-how-zizzi-uses-gamification-to-boost-voucher-engagement">'scratchcard' gamification by Zizzi</a> around the 2015 Rugby World Cup saw half a million plays and nearly 40,000 additional diners heading to Zizzi restaurants.</p> <p><img src="https://assets.econsultancy.com/images/0009/5484/Zizzi_voucher.JPG" alt="zizzi gamification voucher" width="650" height="546"></p> <p>On a smaller scale, Taco Bell have also taken a similar approach, incorporating a quirky game into emails in order to prompt people to order online.</p> <p>This is perhaps designed more for the fun of it rather than real conversions, but it still an effective way to tee up calls to action and engage users in the process.</p> <p><img src="https://assets.econsultancy.com/images/0009/5486/Taco_Bell.JPG" alt="taco bell gamification email" width="430" height="826"></p> <p>(Image via <a href="https://reallygoodemails.com/enhancement/gif/happy-holidays-we-made-you-a-game-want-to-play/" target="_blank">ReallyGoodEmails</a>)</p> <p><strong>Related reading:</strong></p> <ul> <li><a href="https://www.econsultancy.com/blog/69951-how-ai-is-redefining-personalisation-the-job-of-the-email-marketer" target="_blank">How AI is redefining personalisation &amp; the job of the email marketer</a></li> <li><a href="https://www.econsultancy.com/blog/69955-why-i-love-glossier-s-email-marketing" target="_blank">Why I love Glossier's email marketing</a></li> <li><a href="https://www.econsultancy.com/blog/70022-gdpr-and-email-marketing-everything-s-gonna-be-all-right" target="_blank">GDPR and email marketing: Everything’s gonna be all right</a></li> </ul> <p><a href="https://econsultancy.com/training/courses/email-marketing"><img src="https://assets.econsultancy.com/images/0009/5505/Email_Campaigns_training.png" alt="delivering effective email campaigns training" width="615" height="212"></a></p> tag:econsultancy.com,2008:BlogPost/70034 2018-06-05T09:50:16+01:00 2018-06-05T09:50:16+01:00 Five key skills of the modern marketer Stephanie Miller <p>I wrote about the need for a "modern" way of working here in <a href="https://econsultancy.com/blog/70033-why-modern-marketing-is-as-much-about-mindset-as-technical-skills">part one of this series</a> about applying the Econsultancy <a href="https://econsultancy.com/blog/69468-introducing-the-modern-marketing-model-m3">Modern Marketing Model (M3)</a> to your business.</p> <p>The M3 "wheel" shows 10 key areas of competency for every modern marketer. Does every person need to be an expert in all ten? No. Most marketers will be an expert in only one or two of the elements. However, all marketers must have a working knowledge of every element, as well as specializing in one particular channel or process or skillset.  Sometimes, the area of specialty is "strategy" or "brand" or "product." As we say:</p> <p><em>Not all specialists are modern marketers, but all modern marketers have a specialty.</em></p> <p>What skills do modern marketers need?</p> <p>Econsultancy's M3 model has 10 elements - from marketing strategy to customer insights to integrated marketing communications (N.B. You can dive deep into all 10 through our new <a href="https://econsultancy.com/training/courses/fast-track-to-modern-marketing" target="_blank">Fast Track to Modern Marketing</a> online training course.) Most marketers have strong skills in their specialty areas - social or analytics or UX. But the five skills below are what I consider to be modern marketing essentials - the skills every marketer needs to perform in a truly customer-centric manner:  . </p> <h3>1. Customer journey mapping</h3> <p>All marketers must fully understand their customers to create a compelling experience. Customer journey mapping, voice of the customer analysis or customer decision analytics can all be paths to the same essential set of information: </p> <ul> <li>What is the customer buying journey that connects buyers to your products?</li> <li>What parts of that journey do you need to influence to drive business outcomes?</li> <li>Which marketing channels align to those parts of the journey for your audience?</li> </ul> <h3>2. Integration of experience</h3> <p>Since buying journeys happen across digital and offline experiences,  modern marketers create experiences that address the "whole person" of the customer. Modern marketers must know how one channel impacts another, and how people move between devices, channels and branded experiences.</p> <p>This might include both or either of integrated marketing (<em>planned, consistent promotions/messaging across channels</em>) or omnichannel marketing (<em>seamless buying experience across channels)</em>.</p> <h3>3. Attribution-based allocation</h3> <p>Modern marketing is always multi-channel. Thus, attribution modeling is an imperative. We must know what actually works. That is only half the strategic battle, however. We then must know how to allocate marketing spend to optimize customer experience and conversions. Using attribution to allocate spending helps ensure that marketing activity creates customer value. </p> <h3>4. Search optimization</h3> <p>Every modern marketer must know the impact of their content and campaign activity on SEO. Search – both on site and via search engine – is the primary source of knowledge about customer intent. All marketers must structure campaigns around the impact they have on website and search optimization. It's the single most powerful way to stay connected to what customers actually need – not just what we think (or hope) they may need.</p> <h3>5. Goal setting</h3> <p>Notice this isn't "strategy." Not every modern marketer is good, or needs to be good, at setting effective strategy. However, every marketer needs to be good at effective goal setting. These are goals that are directly tied to business outcomes, with SMART metrics. In modern marketing, almost no goal is channel specific although channel goals – like clickthrough rate in email or cost per click in PPC – are important "step" goals that ladder up to business outcomes (like sales or conversions).</p> <p> When all marketing activity is properly aligned and measured to business outcomes, then everyone will move toward a consistent vision. </p> <h3>What modern marketing skill would you add to this list?</h3> <p>Have you created an operating model and the encouragement necessary for marketers to perform in a modern manner? Econsultancy is now in market with a new Modern Marketing Skills Assessment – one of the ways we help our clients understand the status and current gaps in team member knowledge.</p> <p>Meanwhile, take a look at <a href="https://econsultancy.com/reports/m3">our M3 overview</a> and use it to discuss your current approaches. We'd love to hear what questions and ideas it prompts for you and the team.</p> <p><em>This is part two of two on applying the Econsultancy Modern Marketing Model to your business. Read part one <a href="https://econsultancy.com/blog/70033-why-modern-marketing-is-as-much-about-mindset-as-technical-skills">here</a>. #ModernMarketing</em> </p> tag:econsultancy.com,2008:BlogPost/70050 2018-06-01T09:00:00+01:00 2018-06-01T09:00:00+01:00 What is ‘torrential engagement’ and how can brands capitalise on it? Nikki Gilliland <p>This sounds like typical millennial behaviour, right? A demographic that want everything or nothing at all? Perhaps, but it’s an interesting concept, and one which could help brands to better understand what makes consumers tick – and how to create engagement that lasts.</p> <p>Here’s more on Kantar’s theory, plus insight into what we can learn from it.</p> <h3>Saturation and screen overload </h3> <p>Kantar suggests that technology (and a constant stream of digital news and entertainment) has led to an ‘on or off’ style of engagement, with consumers constantly struggling between the desire to stay connected or to switch off. </p> <p>We’ve all been there. After a day of staring at a computer screen, when was the last time you went home and did something other than spend time staring at another screen – be it a television or your smartphone? </p> <p>Alongside a desire to switch off, Kantar also suggests that this had led to people consuming content in ‘microbursts’, i.e. in an increasingly fractured way. This means that, if a person is disengaged in that moment, they might scroll endlessly through social media without taking in a single post. </p> <p>This theory also applies to constantly switching the TV channel, absent-mindedly flicking through a magazine, or skipping songs on Spotify. </p> <p>While, in theory, it’s a marketer’s job to make people stop in moments like these, the notion of ‘torrential engagement’ means it is now infinitely harder to achieve. </p> <h3>A binge-watching culture</h3> <p>In contrast to this disconnection, an increase in technology usage can also lead consumers to display high-intensity engagement. The most obvious example is with streaming services like Netflix, which in itself has created its own culture of ‘binge-watching’ - whereby people are engaging with content for intense periods.</p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">kay, let's take it to a vote. "last night i was...</p> — Netflix UK &amp; Ireland (@NetflixUK) <a href="https://twitter.com/NetflixUK/status/998891844162465792?ref_src=twsrc%5Etfw">May 22, 2018</a> </blockquote> <p>Other forms of on-demand content as well as ecommerce platforms have played a part too, with consumers now wired to accessing whatever they want – whether that’s movies, music, podcasts, or products – whenever they want it. </p> <p>This level of autonomy (which ad-blockers also take to another level) also means that if consumers aren’t actively choosing to participate in a brand interaction, they are probably less likely to be open to receiving it.</p> <p>How can brands flip the switch? How can they connect with consumers who display this extreme style of (dis)engagement? </p> <h3>Reward high-intensity interactions</h3> <p>Kantar suggests that brands should forget about changing or interrupting torrential engagement. Rather, that they should accept engagement whenever it comes, and reward customers based on its intensity rather than longevity. </p> <p>The popular gaming app <a href="https://www.econsultancy.com/blog/69943-what-makes-hq-trivia-a-winning-mobile-app" target="_blank">HQ Trivia falls in line</a> with this notion, offering users big rewards for short bursts of intense engagement. Players are only required to use the app twice a day for a short period of time, ensuring that they are always highly engaged (rather than on a much lower yet more consistent basis).</p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">it’s a family thing <a href="https://twitter.com/hqtrivia?ref_src=twsrc%5Etfw">@hqtrivia</a> <a href="https://t.co/YkFBeOhXGV">pic.twitter.com/YkFBeOhXGV</a></p> — becca (@lilhappybecca) <a href="https://twitter.com/lilhappybecca/status/998736511708422144?ref_src=twsrc%5Etfw">May 22, 2018</a> </blockquote> <p>Similarly, while many brand loyalty schemes reward users over long periods of time, make-up brand KIKO gives users extra points for on-the-spot interaction, such as leaving reviews and sharing purchases on social media. By doing so, it ensures higher engagement, and leaves users with a positive and memorable outcome.</p> <h3>Align with behaviour</h3> <p>Interestingly, Kantar also suggests that brands should align with different levels of engagement, even making low-level engagement (or autopilot behaviour) a priority. </p> <p>Amazon Dash (however successful it has been) is cited as an example here, with the technology deliberately designed so that consumers need little or next-to-no thought process while using it.</p> <p>Another interesting example is how Google is now designing technology to align with the desire to switch off. At the recent Google IO conference, it announced how the next version of Android (known as Android P) will deliberately give users ways to not use their phone. </p> <p>For example, it will display how much time has been spent in an app, and involve a ‘wind down’ mode that will turn all apps to grayscale after a set bedtime.</p> <p><img src="https://assets.econsultancy.com/images/0009/4752/JOMO.JPG" alt="Android P" width="740" height="550"></p> <p>Google has described this new ethos as a shift from ‘FOMO’ (fear of missing out) to JOMO (joy of missing out), with the brand not only rewarding disconnection but actively encouraging and championing it.</p> <h3>Create real-world experiences</h3> <p>Finally, brands should consider experiential marketing as a way to capture meaningful consumer engagement. This is because these in-person experiences tend to be isolated, short, and highly interactive – effective for capturing attention regardless of how readily engaged a person might be.  </p> <p>Moreover, richer real-world experiences tend to be far more memorable than digital ones, alongside the fact that there’s no easy ‘off’ switch when it comes to human interaction.</p> <p>On the back of offline experiences, <a href="http://cdn.eventmarketer.com/wp-content/uploads/2017/05/eventtrack-report-2017_execsummary.pdf?_ga=2.154688316.507600548.1496684928-757253711.1496684928)" target="_blank">EventTrack reports</a> that consumers are more likely to display online engagement, and continuing the cycle, it also suggests that 72% of consumers are more likely to purchase from a brand after seeing a friend post about it online.</p> <p>Refiney29 is one example of a brand that is adept at shifting consumer engagement from experiential to digital. Social media is intrinsic to its 29Rooms event - before, during and after it occurs. </p> <p><img src="https://assets.econsultancy.com/images/0009/4750/Refinery29.JPG" alt="29Rooms" width="760" height="481"></p> <p>By building hype and creating share-worthy experiences, the brand ensures users will be far more likely to engage when they scroll past one of its posts on social in future – successfully tapping into the notion of so-called ‘torrential engagement’.</p> <p><strong>Related articles:</strong></p> <ul> <li><a href="https://www.econsultancy.com/blog/69622-four-ways-brands-build-loyalty-engagement-without-using-points" target="_blank">Four ways brands build loyalty &amp; engagement (without using points)</a></li> <li><a href="https://www.econsultancy.com/blog/67523-engagement-is-a-better-route-to-campaign-accuracy-than-big-data-alone" target="_blank">Engagement is a better route to campaign accuracy than big data alone</a></li> <li><a href="https://econsultancy.com/blog/68617-three-factors-driving-the-future-of-customer-engagement" target="_blank">Three factors driving the future of customer engagement</a></li> </ul> tag:econsultancy.com,2008:TrainingDate/3539 2018-05-23T17:58:12+01:00 2018-05-23T17:58:12+01:00 GDPR Essentials for Marketers - Online <p>This online course will help you learn everything you need to know about the General Data Protection Regulation (GDPR) before it comes into force in May 2018, and crucially: what to do about it.</p> <h4>In association with:</h4> <p><img src="http://image.mail.centaurmedia.com/lib/fe9612747465007c7d/m/2/logo_RGB_web.png" alt="" width="250" height="150">       </p> <p> <img src="https://cdn.frontify.com/api/screen/thumbnail/EAzkFg3Qo4YvWC4ph_8yDMC_6Ml5rGzx333b8HZkq4KJx64s6xyk9RzcSAvrX2PW9ftJln_n7gjA8HJCDP8ZQg/800" alt="" width="300" height="100"> </p> tag:econsultancy.com,2008:TrainingDate/3538 2018-05-23T17:47:10+01:00 2018-05-23T17:47:10+01:00 GDPR Essentials for Marketers - Online <p>This online course will help you learn everything you need to know about the General Data Protection Regulation (GDPR) before it comes into force in May 2018, and crucially: what to do about it.</p> <h4>In association with:</h4> <p><img src="http://image.mail.centaurmedia.com/lib/fe9612747465007c7d/m/2/logo_RGB_web.png" alt="" width="250" height="150">       </p> <p> <img src="https://cdn.frontify.com/api/screen/thumbnail/EAzkFg3Qo4YvWC4ph_8yDMC_6Ml5rGzx333b8HZkq4KJx64s6xyk9RzcSAvrX2PW9ftJln_n7gjA8HJCDP8ZQg/800" alt="" width="300" height="100"> </p> tag:econsultancy.com,2008:Report/4604 2018-05-11T14:50:00+01:00 2018-05-11T14:50:00+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>Contributors</h2> <p>Econsultancy would like to thank the following interviewees who contributed to this report: </p> <ul> <li> <strong>Christi Burnum</strong>, VP, Group Manager, Paid Media, Ketchum</li> <li> <strong>Debra Forman</strong>, President, Ketchum Digital</li> <li> <strong>Joanna Halton</strong>, Director and Founder, Jo &amp; Co.</li> <li> <strong>Andrew Hood</strong>, Managing Director, Lynchpin Analytics</li> <li> <strong>Paul Kasamias</strong>, Head of Performance Media, Starcom | Performics</li> <li> <strong>Dave Lowe</strong>, Paid Media Manager, Regital</li> <li> <strong>Oscar Romero</strong>, Head of Performance Media, Spark Foundry | Performics</li> <li> <strong>Becky Steeden</strong>, Social Media Manager, RNLI</li> </ul> <p><strong>Stay tuned - Econsultuancy will host a Social Media webinar, further exploring the most important issues and takeaways in this report on 20th September 2018.  </strong></p> tag:econsultancy.com,2008:BlogPost/69982 2018-05-01T09:30:00+01:00 2018-05-01T09:30:00+01:00 What brand marketers and agencies need from each other Jeff Rajeck <p>Can these differences of opinion ever be resolved? Or are brands and agencies doomed to forever be disappointed with one another?</p> <p>To find out, Econsultancy recently held a Digital Intelligence Briefing in Singapore and invited Damien Cummings, CEO of Peoplewave, Entrepreneur-in-residence at Econsultancy and long-time marketing leader of many household-name brands to let us all know what brand marketers and agencies need from each other.</p> <h3>The problem</h3> <p>Damien summarized the problem between brand and agencies as a difference in understanding.</p> <ul> <li>Brand marketers don't understand agencies and they feel that agencies only offer 'solutions' which don't solve the brand's real problems.</li> <li>Agencies don't understand brands and agency staff feel that they are victims of unfair cost-cutting, bad briefs and bad clients</li> </ul> <p>Damien summed it up by stating that the 'business of marketing' is not well-communicated by brands and, as a result, is not well-understood by agencies.</p> <p><img src="https://assets.econsultancy.com/images/0009/3941/agencies-marketing-1.jpg" alt="damien cummings" width="600"></p> <h3>Marketing strategy</h3> <p>Taking a step back, Damien pointed out that what marketers are trying to achieve is really quite simple.</p> <p>Brand marketers need to </p> <ul> <li>understand where their company is today,</li> <li>set short-term and long-term goals,</li> <li>agree upon objectives for brand value, sales, market share, profit, and customer satisfaction.</li> </ul> <p>Marketers then have four tasks: </p> <ol> <li>Help set the above objectives</li> <li>Come up with a plan for how to get there</li> <li>Report on the progress toward these goals</li> <li>Put the right marketing capability in place to achieve the objectives</li> </ol> <p>The business of marketing, he noted, is what the brand's marketing team does on a day-to-day basis to achieve these four tasks.</p> <h3>What motivates the marketer</h3> <p>So, Damien continued, a marketer's motivations (along with their KPIs and remuneration) are based on business goals such as: </p> <ul> <li>increasing revenue</li> <li>increasing market share</li> <li>cutting costs</li> <li>lifting brand value</li> <li>making customers happy</li> </ul> <p>And while they may use advertisements to achieve these goals, marketers are not judged or motivated by ad campaign performance. The marketer's job is much more about building internal relationships, getting buy-in from stakeholders and, perhaps most importantly, keeping within a well-defined budget.</p> <p>So while marketers are keen to know about how agencies can help them, pitches based on new technologies, platform optimizations, or ad performance simply do not address the things that they need to achieve every day.</p> <p>Damien feels that this fundamental misunderstanding of brand marketers by agencies is widespread and may explain why agencies, in general, feel that they are working with clients who are always irritable and only ever produce 'bad' briefs.</p> <h3>What motivates the agency</h3> <p>Agencies, however, have a different view of the world.  Instead of being aligned with the goals of their brand partners, agencies are focused on two main goals:</p> <ol> <li>Increasing revenue </li> <li>Building the agency's reputation</li> </ol> <p>Consequently, agency staff are judged and motivated by increasing fees, attracting more prestigious clients and winning awards. And, as a result, the daily work of someone working for an agency is dominated by replying to briefs, selling in a new campaign idea or reporting on campaign performance. </p> <p>This means that agencies typically aren't made aware of the constraints of the marketing budgets or the difficulty marketers face when trying to 'sell' the agency's work internally. Specifically, agency staff aren't informed about corporate change management procedures which dictate that marketers need to make cuts in order to get the budget for a new campaign or tech platform.</p> <p>That agencies do not understand how hard it is for marketers to manage change with internal stakeholders likely leads to the notion that agency costs are being cut unfairly by brands.</p> <p><img src="https://assets.econsultancy.com/images/0009/3943/agencies-marketing-2.jpg" alt="damien cummings" width="600"></p> <h3>The solution</h3> <p>Regardless of these misunderstandings, brand marketers and agencies still must work together. But with so much distance between them, how will things ever change?</p> <p>Damien's advice for resolving the impasse: </p> <ol> <li>Brand marketers should share their marketing plans and budgets with agencies. Providing agencies with their motivations will allow agency staff to understand the big picture of what the brand is trying to achieve and give the relationship a purpose.</li> <li>Agencies should talk less about campaigns and more about how the agency will help the brand achieve their goals.</li> <li>Brand marketers need to tell their agency partners about the change management procedures at their company and that for every new idea proposed by the agency, something else must be cut. Transparency and honesty must be at the core of the relationship.</li> <li>Finally, agencies need to be paid fairly for the work they do, including pitches. Having cost as the most important factor in every meeting turns the relationship into a constantly renegotiating transaction. Once a good relationship can be re-established, both sides will be able to have a shared agenda for success and focus on the next steps toward achieving the brand's goals.</li> </ol> <p>So while brands and agencies are unlikely to suddenly become close partners any time soon, Damien laid out some clear steps both sides can take to move forward together. </p> <h3>A word of thanks</h3> <p>Econsultancy would like to thank Damien Cummings, CEO of Peoplewave, Entrepreneur-in-residence at Econsultancy for sharing his insights about the state of brand/agency relationships gathered from his years of experience in the field.</p> <p>We'd also like to thank all of the marketers who took time out of their busy schedules to hear about the latest marketing trends from our panel of experts - and we hope to see you all at future Econsultancy events!</p> <p><img src="https://assets.econsultancy.com/images/0009/3944/agencies-marketing-3.jpg" alt="damien cummings" width="600"></p> <p><em><strong>Further reading:</strong></em></p> <ul> <li><a href="https://econsultancy.com/reports/top-100-digital-agencies">Top 100 Digital Agencies report</a></li> </ul> tag:econsultancy.com,2008:BlogPost/69975 2018-04-26T15:00:00+01:00 2018-04-26T15:00:00+01:00 Marketing in 2018: Too tactical and not strategic enough? Jeff Rajeck <p>For those who are still a bit confused by the terms, Roger Martin and A.G Lafley in their book <a href="https://www.amazon.com/Playing-Win-Strategy-Really-Works/dp/142218739X">Playing to Win</a> offer a useful way to think of 'strategy'. In summary, they state that devising a 'strategy' means deciding 'where to play' and 'how to win'. </p> <p>So, a strategy is the plan and tactics are the things you do every day to execute your strategy. </p> <p>Most marketing advice is about tactics, and this perhaps makes sense as, currently, most of the time people spend on marketing tends to be on tactics. </p> <p>But without knowing 'where to play' and 'how to win', marketers spend too much time on tasks without an overall plan, and time and resources are being wasted on things which aren't aligned with marketing objectives or business goals. For this reason, a strategy is still a must-have for effective marketing.</p> <h3>Strategy vs. tactics</h3> <p>At a recent Digital Intelligence Briefing in Singapore, I covered Econsultancy's <a href="https://econsultancy.com/reports/digital-intelligence-briefing-2018-digital-trends/">Digital Trends report</a>. At first glance, it seemed that marketing strategy still was quite important to many of the thousands of marketers surveyed.</p> <p><img src="https://assets.econsultancy.com/images/0009/3869/1.jpg" alt="" width="615"></p> <p>Here we see that, when asked to anticipate the single most exciting opportunity of 2017, the most likely response was a marketing strategy, namely 'optimizing the customer experience.' Admittedly, it was still fewer than one in four of respondents, but it was a nice win for strategic marketing.</p> <p>In late 2017, however, Econsultancy asked a follow-up question, 'What was the <em>actual</em> most exciting opportunity of 2017?'</p> <p><img src="https://assets.econsultancy.com/images/0009/3870/2.jpg" alt="" width="615"></p> <p>The responses changed significantly. The strategy, 'optimizing the customer experience', dropped from 22% of respondents to 16% and 'social marketing' (a tactic) jumped from 7% to 15%.</p> <p>Now, we should not jump to too many conclusions here. First off, the question asked what the 'exciting' opportunities were, and perhaps 'exciting' was not interpreted as what marketing teams are focusing on (though most likely it was). And while the survey methodology was the same, the respondents were different and so some of that variability may be noise.</p> <p>Yet, with a survey sample size of thousands, it is quite possible that this chart reveals a shift in marketers' focus from strategic thinking (optimizing the customer experience) to tactics (social marketing) which occurred in 2017. And, interestingly, the only other item on the list which could be considered a strategy, 'data-driven marketing that focuses on the individual', lost a couple of percentage points as well.</p> <h3>Is this a problem?</h3> <p>Looking at the data as a whole, it may not seem like a big deal. Most marketers (61%, as we don't know what 'other' is) chose tactics as the most exciting in 2016 and most (69%) affirmed this view in 2017.  </p> <p>But when we consider the state of marketing in 2018, the over-emphasis on tactics by marketers may be undermining its credibility to its sole sponsor, the business.</p> <p>In the 2017 IPA report, <a href="http://effworks.co.uk/download-media-in-focus/">Media in Focus</a>, data derived from nearly 500 case studies of marketing effectiveness was combined to show the effect of sales activation activities (arguably tactical) and brand building (arguably strategic) on a business metric, sales uplift.</p> <p><img src="https://assets.econsultancy.com/images/0009/3871/3.jpg" alt="" width="800" height="412"></p> <p>The results of the chart are striking, if unsurprising.  According to the data, sales activations result in sharp, strong sales uplifts accompanies by predictable declines. Brand building activities have less impact on sales uplift initially but seem to move brands to a 'new normal' of sales levels. 'In the long run, brand effects', says the IPA report, 'are the main driver of growth'.</p> <h3>The effect of tactical marketing</h3> <p>If we combine the results of the Econsultancy survey with the IPA report, then we might conclude that marketers are, over the course of the year, drifting away from long-term growth strategies in order to deliver short-term tactical sales boosts. There are surely anecdotes both supporting and refuting that hypothesis.</p> <p>But, if it is the case, it could explain the constant 'state of emergency' in which many marketing departments and, to a greater extent, advertising agencies find themselves. With budget and headcount cuts happening on a routine basis, it feels like they are always looking to reduce what they spend on marketing.</p> <p>The problem may not be, as many claim, that the business 'just doesn't understand marketing', but rather that marketing is delivering the wrong results. Specifically, marketing is sacrificing strategic long-term growth in order to boost sales temporarily using tactics. The lack of long-term effects on core business metrics is then leading the business to look at marketing as an expense rather than as a driver of growth, and they are simply moving their investment elsewhere.</p> <p>With the data available, admittedly, it's not possible to make that conclusion. But perhaps marketers should ask themselves these questions in 2018:</p> <ul> <li>Is what we are doing tied to a strategy which aims to provide long-term growth to our brand?</li> <li>Or are we executing a tactic which, as shown in the IPA graph, will achieve nothing and get our brand nowhere once the activation wears off?</li> </ul> <p>In any case, marketers have once again chosen 'optimizing the customer experience' as the most exciting opportunity of 2018, so it will be interesting to see whether, in 2019, this apparent change in approach to marketing is repeated to the same extent.</p> <p><img src="https://assets.econsultancy.com/images/0009/3872/4.jpg" alt="" width="615"></p> <p><em><strong>Interested in marketing strategy? Why not download <a href="https://m3.econsultancy.com/">Econsultancy's Modern Marketing Model</a>?</strong></em></p> tag:econsultancy.com,2008:BlogPost/69967 2018-04-24T08:55:07+01:00 2018-04-24T08:55:07+01:00 How ASOS is delighting shoppers with diversity Nikki Gilliland <p>Recently, I’ve noticed that ASOS has been receiving even more praise on social media than usual, largely due to shoppers cottoning on to the brand’s increasingly diverse and inclusive attitude. </p> <p>So, here’s more on what ASOS has been doing, and why it’s helping to boost the retailer’s reputation and build better relationships with consumers.</p> <h3>Promoting different body types </h3> <p>There seems to have been a surge in brands shouting about their stance on inclusivity of late. From L’Oréal to Dove, we’ve also seen many deliberately put diversity at the heart of their campaigns, featuring models of all sizes, genders, and ages. </p> <p>However, as a result of this sudden push for inclusivity, some brands have been accused of jumping on the bandwagon – using diversity purely for marketing purposes rather than incorporating it into each and every part of their business.</p> <p>Take L’Oréal featuring older women in big marketing campaigns, for example, but only if they’re prominent celebrities of course. There’s also Barbie, which introduced ‘curvy’ and ‘petite’ toys in response to accusations of gender stereotyping – arguably a case of damage-control rather than moving with the times.</p> <p>Instead of merely championing diversity (or claiming to), however, ASOS has been subtly taking steps to genuinely challenge norms within the fashion industry. </p> <p>Recently, a number of Twitter users started noticing ASOS using different-sized models to showcase how items might look on different body types.</p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">omg i love <a href="https://twitter.com/ASOS?ref_src=twsrc%5Etfw">@asos</a> even more!!! finally showing the same item on girls with different body types <a href="https://t.co/fU6pcbb6wt">pic.twitter.com/fU6pcbb6wt</a></p> — eleanor (@ejhc13) <a href="https://twitter.com/ejhc13/status/974695727107538945?ref_src=twsrc%5Etfw">March 16, 2018</a> </blockquote> <p>While ASOS didn’t make a big deal about the initiative, it did release a statement <a href="https://www.cosmopolitan.com/uk/fashion/style/a19559661/asos-same-clothes-on-different-size-models/">to Cosmopolitan</a> confirming that it was rolling out this feature in its app, as well as using AR technology “so customers can get a better sense of how something might fit their body shape”.</p> <p>There are a number of reasons why consumers are delighted at the news. First and foremost, many have applauded ASOS for breaking down stereotypes, and portraying the reality of different body types (rather than the ideal often perpetuated by the fashion industry). </p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">Excuse me how stunning is this model that’s on the first page of the <a href="https://twitter.com/ASOS?ref_src=twsrc%5Etfw">@ASOS</a> app? <a href="https://t.co/uVa9RJA6Xv">pic.twitter.com/uVa9RJA6Xv</a></p> — Hilly Bear (@ClaireHillyBear) <a href="https://twitter.com/ClaireHillyBear/status/988372075424428032?ref_src=twsrc%5Etfw">April 23, 2018</a> </blockquote> <p>Secondly, the AR tech provides real value for shoppers, helping them to gain a better idea of how items will actually look instead of guessing based on a standard size eight model.</p> <p>It’s worth noting that the technology superimposes items using AR - meaning that there could be real-life differences in fit) - however, it still provides shoppers with increased reassurance, as well as potentially helping to reduce the amount of returns for the retailer.</p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">This helps massively, as I often wonder how clothes would look on me, when I'm clearly 5 sizes bigger than the model. Great move forward</p> — MysticMoon (@sirenmoonbee) <a href="https://twitter.com/sirenmoonbee/status/976513403752714240?ref_src=twsrc%5Etfw">March 21, 2018</a> </blockquote> <h3>Championing genderless beauty</h3> <p>In 2016, L’Oréal’s included a male blogger and make-up artist in its #YoursTruly campaign, while Maybelline New York featured Manny Gutierrez as its first male ambassador. </p> <p>Although this shows that beauty brands are keen to acknowledge different genders in campaigns, women are still very much top-of-mind when it comes to how products are created, promoted, and sold. You’ve only got to look at Maybelline’s Instagram feed to see this.</p> <p><img src="https://assets.econsultancy.com/images/0009/3775/Maybelline_Instagram.JPG" alt="Maybelline Instagram" width="760" height="501"></p> <p><em>(Maybelline's Instagram)</em></p> <p>In contrast, ASOS’s new make-up line (part of its newly launched Face &amp; Body beauty sections), is deliberately designed to be gender-neutral. Its marketing campaign - which used the tagline ‘go play’ – featured models of different genders and ethnicities wearing make-up in creative ways. </p> <p>The emphasis is on self-expression rather than unattainable standards, with the idea being that make-up can and should be used by anyone for whatever reason they see fit.</p> <p>ASOS’s Instagram feed reflects this notion, with the retailer often depicting diversity regardless of the type of product it is promoting. This even extends to decisions on design and layout of the website, such as a having a dedicated make-up category on the men’s section as well as the women’s. It’s a subtle decision, but something certainly not seen on most ecommerce websites (where ‘men’s grooming’ is the standard). </p> <p><img src="https://assets.econsultancy.com/images/0009/3776/ASOS_Instagram.JPG" alt="" width="760" height="507"></p> <p><em>(ASOS Instagram)</em></p> <p>Similarly, ASOS has a firm stance against airbrushing, instead promising that it “does not artificially adjust photographs of models to change their appearance”. This means that it often uses images of women with stretch marks, cellulite, and other so-called ‘imperfections’. </p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">so proud of <a href="https://twitter.com/ASOS?ref_src=twsrc%5Etfw">@ASOS</a> for using this beEAUTIFUL curvy model u can see her stretch marks she looks natural &amp; amazing <a href="https://t.co/hbbq6ePksj">pic.twitter.com/hbbq6ePksj</a></p> — eves (@whatevieedid) <a href="https://twitter.com/whatevieedid/status/697882389259886592?ref_src=twsrc%5Etfw">February 11, 2016</a> </blockquote> <h3>Defining the new normal</h3> <p>ASOS’s commitment to diversity and inclusivity stands out among brands with a similar mind-set.</p> <p>One of the main reasons is that it does not shout about it. There’s no sense of it doing it to make a splash or even be different. Instead, it showcases reality – people of all shapes, sizes, sexualities, backgrounds, and genders – in a natural and understated way. </p> <p>Earlier this year, ASOS also featured a disabled model in the campaign for its Activewear sports range. Again, it didn’t make a song and dance of it, even refusing to comment on the decision when it was picked up by the media. This exemplifies ASOS’s attitude on the matter, i.e. that it is perfectly normal, therefore doesn't require an explanation.</p> <p><iframe src="https://www.youtube.com/embed/rk12WZ-Co58?ecver=1&amp;wmode=transparent" width="630" height="354"></iframe></p> <p>Of course, people <em>have</em> noticed these subtle changes in the retailer’s promotions, leading to an increased appreciation and respect for the brand.</p> <p>From general sentiment on Twitter, it also seems as though this attitude is encouraging more people to buy, with shoppers delighting in being able to see people who look like they do online. </p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr"><a href="https://twitter.com/hashtag/THANKYOU?src=hash&amp;ref_src=twsrc%5Etfw">#THANKYOU</a> <a href="https://twitter.com/ASOS?ref_src=twsrc%5Etfw">@ASOS</a> FOR NOT EDITING YOUR PHOTOS. I can now shop with a realistic expectation of what it will ACTUALLY look like on me! <a href="https://twitter.com/hashtag/yes?src=hash&amp;ref_src=twsrc%5Etfw">#yes</a> <a href="https://t.co/wmrLoPNnZX">pic.twitter.com/wmrLoPNnZX</a></p> — Sophie Reeves (@sophie_reeves92) <a href="https://twitter.com/sophie_reeves92/status/986504037402054657?ref_src=twsrc%5Etfw">April 18, 2018</a> </blockquote> <p>Finally, there’s the sense that ASOS is setting the bar for inclusivity in the fashion industry, as well as for brands in general.</p> <p>In comparison to the likes of Topshop and Zara – where a six-foot, size six model sets the standard for ‘normality’ – it’s no surprise that more people than ever are happy to conform to ASOS’s relatable brand of ‘weird’.</p> <p><strong>More on ASOS:</strong></p> <ul> <li><a href="https://www.econsultancy.com/blog/69358-asos-visual-search-is-it-any-good" target="_blank">ASOS visual search: Is it any good?</a></li> <li><a href="https://econsultancy.com/blog/69151-a-day-in-the-life-of-senior-data-scientist-at-asos" target="_blank">A day in the life of... senior data scientist at ASOS</a></li> </ul> tag:econsultancy.com,2008:TrainingDate/3537 2018-04-18T17:21:14+01:00 2018-04-18T17:21:14+01:00 GDPR Essentials for Marketers - Online <p>This online course will help you learn everything you need to know about the General Data Protection Regulation (GDPR) before it comes into force in May 2018, and crucially: what to do about it.</p> <h4>In association with:</h4> <p><img src="http://image.mail.centaurmedia.com/lib/fe9612747465007c7d/m/2/logo_RGB_web.png" alt="" width="250" height="150">       </p> <p> <img src="https://cdn.frontify.com/api/screen/thumbnail/EAzkFg3Qo4YvWC4ph_8yDMC_6Ml5rGzx333b8HZkq4KJx64s6xyk9RzcSAvrX2PW9ftJln_n7gjA8HJCDP8ZQg/800" alt="" width="300" height="100"> </p>