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A generation of people have now grown up seemingly constantly broadcasting their lives on Instagram, sharing their innermost thoughts on Twitter, intimate details of life on Facebook and yet the world seems shocked that we’ve lost any sense of privacy. We now live in an age when it seems every Instagram user wants to be an influencer, to be popular and envied and to not have anyone know anything about them.

Ever more apps continuously ask us to share location data, software updates ask us to share our personal details, messaging apps want to scan the most personal communications we can imagine and access our friends lists too. And all in an era where security breaches are common, where nefarious companies seek to sway elections, where our data seems to be used to target us with ads that are designed to be as personal as possible, but never creepy, and yet haunt and chase us in on online lives.

Our homes are now wire tapped, not secretly and against our will, but we pay money and eagerly await delivery of connected smart speakers. We now volunteer all manner of information to Google, our location, photos, our calendar invites, our intentions are known by a global sentient network, more than our own selves.

It’s easy to think this is all a relentless march towards the dreadful future where our personal lives are invaded, where privacy is dead, where we can’t escape the filter bubble, where personalized ads follow us around like Minority Report, with few marketers aware it was a film about a dystopian future, not what should be done.

While we may hate personalization, the only thing we dislike more is irrelevance. We hate it when we phone up credit card companies and they don’t immediately know it’s us. We can’t imagine a world without Google offering us better search results based on our browsing history, we like that our weather is automatically shown in our location. Most people would happily swap mesothelioma class action lawsuit TV ads for a well-made commercial for some trendy new jeans.

The marketing and business world has long tip toed around the edge of the privacy debate. We take as much data as we can, whenever we can, we store it badly and hope to never awake the beast that is the customer. If we were to work around earning data from people, by giving them trust that we will use it wisely, not sell it, keep it massively securely and offer clear value in exchange, then life would be very different.

I’d love to see the world embrace privacy trading. How do we maximize the value offered to people in return for storing limited and intimate data about people in a transparent and trusted manner?

Uber knows that the only way for the app to work is to know where you are precisely and in real-time and we understand that and allow it. We know Google Traffic knows our location but uses it anonymously to process all traffic conditions and we’re fine with the net benefit. Dating apps track our location because sharing that is a small price to pay for life or evening long romance.

I like the thought experience of a post privacy world. Maybe I’m naive but if my airline knew exactly where I was at all times then it would be able to serve me better, to come and find me if I’m in the lounge and keep the plane from leaving without me. If my credit card company knew the same could it stop declining payments because I’m abroad and didn’t tell them? If my TV set knew I was in the market for a new car, new auto insurance and I liked leather manbags, is that a terrible world to live in? What if retailers had my face stored on file and I could pay for things with a smile? What if Uber could access my calendar and offer me cars when I’m running late? What if a hotel company could tell from my voice on phone calls I’m stressed and suggest a spa for me? What if a burger joint could tell I was hungry and not been there and entice me in with a special offer? What if a clothing retailer knew my size?

It’s easy to use the slippery slope argument against this and to assume that we can’t control a precise level of privacy. A company knowing you’ve bought a TV is one thing; knowing your blood test results or genetic code is absolutely another. If health insurers, for example, could ever access some of this information, we’d have absolute mayhem.

Yet the privacy debate is rooted in paranoia. It assumes companies want to know everything and not merely enough and likely in an anonymous way. It assumes advertisers want to build rich personal files and harass customers near endlessly. And given this has been so far how we’ve acted it’s easy to see why.

I’d love a discussion driven less by technology and language like targeting, and one driven by empathy and about serving people better. I’d love to see how we can start the process of asking permission, clear opt ins, clear trust, world class security protocols, and above all else a way to maximize the value exchange over a lifetime for all. Privacy is a recent invention, it’s perhaps the ultimate luxury for the future, but will it matter. Will our kids miss something like privacy, a concept they’ve probably never known.

Feature Image Credit: online information being given freely – picture from Pexels

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Tom Goodwin is head of innovation at Zenith Media. A writer and speaker, Goodwin is the author of Digital Darwinism: Survival of the Fittest in the Age of Business Disruption. Previously, he has spoken at leading conferences and industry events around world, including Cannes Lions and CES.

Sourced from The Drum

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Amazon Prime’s extended Prime Day (really 36 hours), didn’t get off to the start the online retail giant may have expected. According to several reports, the website either crashed or had trouble loading pages.

DownDetector.com reported over 24,000 problems just minutes into the sale. It noted that website problems accounted for 46% while log-ins affected 34% of those reporting, and check out had a 19% problem. The site said stated that problems started at 3:04 pm ET, four minutes into the sale.

TechCrunch reported that the landing page for Prime Day didn’t work correctly, and that when some links were clicked users were sent to error pages, which sent them back to the main landing page.

While direct links to product pages worked correctly, some users reported errors when completing a purchase as well.

As of 45 minutes into Prime Day, most problems seemed to be fixed, though the pages loaded slower than usual, but it’s still a problem for a retailer that has hyped the day for weeks and received plenty of media coverage.

Social media was on fire with people reporting the issues, with many noting that cute dogs won’t solve the problems or frustrations.

Prime Day also encountered several problems last year, including issues with Alexa, and web slowdowns.

The latest news also came on a day that found that research on Prime Day launched by global eCommerce consultancy Salmon, a Wunderman Commerce Company, showed Amazon’s retail domination (particularly over Google), where they start and finish the consumer’s shopping journey.

Amazon’s retail dominance, particularly over Google, found these stats: 35% of all UK online spend goes through Amazon, 52% in the US; 51% of shoppers start their journey on Amazon (compared to 16% on Google) and 55% purchase their goods on Amazon, showing where you start is usually where you finish your shop. Also price (64%) and free delivery (54%) is considered more important than brand (39%) for consumers.

Feature Image Credit: Amazon Prime Day has technical glitches in first 15 minutes

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Unilever’s chief marketing and communications officer Keith Weed has commended Twitter for taking steps to eliminate fake accounts on the social platform.

On Wednesday, he tweeted that he is pleased to see Twitter “taking a big stand against the fake followers polluting the digital ecosystem.”

His comments are in response to Twitter’s recent decision to remove locked accounts from follower counts across profiles globally. Twitter locks accounts when it detects sudden changes in account behavior, like tweeting a large volume of unsolicited replies or mentions. Until now, those locked accounts remained in follower counts, but moving forward they will be removed.

“Most people will see a change of four followers or fewer; others with larger follower counts will experience a more significant drop,” wrote Vijaya Gadde, Twitter’s legal, policy, and trust & safety lead, in a blog post. “We understand this may be hard for some, but we believe accuracy and transparency make Twitter a more trusted service for public conversation.”

The move comes one month after Weed expressed his concern over the issue of follower fraud at Cannes Lions. At the festival, Weed said Unilever will no longer work with influencers who buy followers and encouraged the industry as a whole to do more to curb the issue.

“The key to improving the situation is three-fold: cleaning up the influencer ecosystem by removing misleading engagement; making brands and influencers more aware of the use of dishonest practices; and improving transparency from social platforms to help brands measure impact,” Weed said at the time.

Feature Image: Keith Weed

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AppNexus is looking to take on the Facebook-Google ‘duopoly’ with a tool it has claimed will give advertisers “100% viewable buying at scale”.

The product, dubbed ‘guaranteed views’ will give brands the chance to purchase only ads that they classify as ‘viewable’ against their own standards across the web, offering a solution to the typically complex process brands and agencies often have to go through when setting up threshold viewability targeting online.

Allowing clients to target “the entire open internet” AppNexus’ latest feature will let buyers use viewability as a given outcome. The company didn’t reveal which buyers had been testing the guaranteed views, but said clients “typically” see improvement in cost-per-view, unique reach, click-through rate (CTR) and cost-per-click (CPC).

AppNexus, which has been vocal about the “considerable strain” it believes to have been placed on the industry through the dominance of the duopoly, said it believes this fresh tool “will help reverse the disproportionate flow of advertising dollars going to walled gardens like Google and Facebook.”

Viren Tellis, senior director, marketplace management, AppNexus claimed a point of difference for guaranteed views was that instead of layering multiple optimization types, “buyers can assume viewability is a given” and focus on achieving the performance KPIs advertisers care about.

While the move from adtech firm doesn’t guarantee buyers 100% in-view ads; instead giving them the option to purchase their inventory only against their measurement standards, it comes amid ongoing discussion between advertisers about what exactly that standard should be.

Just months ago, the Incorporated Society of British Advertisers (Isba) launched a 100% viewability standard in the UK, calling for brands to be given the facility to buy digital display ads in 100% view.

Key industry figures are split on what exactly the viewability standard should be. Unilever’s top marketer Keith Weed, for instance, subscribes to the 100% view. Others like rival Procter and Gamble (P&G) believe in the standard set by US-based body the Media Ratings Council (MRC) that ads should be at least 50% in view.

According to the World Federation of Advertisers, in the UK alone almost £600m per-year is believed to be wasted on non-viewable ads, with 63% of members saying they are now only investing in viewable impressions which meet industry standards.

Facebook currently offers buyers 100% viewability on some products in tandem with Moat. Google, meanwhile, lets advertisers, agencies and publishers using its active view product to see custom metrics that allow them to go beyond transacting on the Media Ratings Council (MRC) defined industry standard for viewability (which is 50%).

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Sourced from The Drum

 

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Over the last three years, Lastminute.com has scaled up its programmatic capabilities and found new sources of revenue in letting other advertisers plug into its adtech stack. Now, it wants other brands build their own microsites that will be powered by its adtech.

The group’s media arm Travel People, which services both the sell-side businesses of wider business as well as the buy-side for clients, has developed a content management system (CMS) that other brands can buy into.

The tool was created after it found that 53% of senior marketers and business leaders said they refrained from creating custom website templates because it requires too much technical support.

Dubbed ‘ContentHub’, the feature is aimed at letting e-commerce and travel brands design their own microsites with built in digital advertising, being pitched as an alternative to “clunkier” offerings that require external plug-ins to run programmatic campaigns.

The product has so far only been piloted by Lastminute’s own brands including it’s flagship site. However, the company claims that the cloud-hosted platform is particularly well-suited to advertisers who need to manage multiple brands or languages consistently and at scale.

For instance, if a company like Emirates (which has not been named as a partner by Lastminute.com) wants to create content around things to do in Dubai, the brand could use the CMS to build a page to host that information but it could also emulate the design and copy in several languages in just a few clicks.

The big pitch to brands is that they can then also use Lastminute’s programmatic stack to “‘drag-and-drop” IAB and native ad formats on these content hubs and, in doing do, start to quickly generate publisher revenue for themselves.

Sites built using the tool are also optimised for mobile, SEO and SEM. Video, social feeds and other media can be easily embedded onto pages too.

See the video below for a demonstration of the technology.

So far, Lastminute.com has been trailing the tech on its own site, using the content solution to build branded microsites that highlight travel destinations or host seasonal campaign content. During this experiment, it’s been integrating digital ads and travel deals from its travel social network, Wayn.

The group’s chief commercial officer, media and partnerships, Alessandra Di Lorenzo explained: “We know how important it is for travel or e-commerce companies to have a solid content strategy that supports customer engagement and drives up customer return rates.

“Yet many brands we’ve spoken to face the same challenges as we did when it comes to managing their content and rolling out dynamic, data-driven and ad-optimised microsites at scale.

“That’s why we’ve combined our competencies and experience in media monetisation as well as travel, technology and design to produce a platform that is functional and aesthetically pleasing – but also very competitively priced.”

Lorenzo was tasked with separating the “lookers from the bookers” and monetising the former when she joined the business from eBay in 2015.

Last year, revenues for Lastminute group’s programmatic and media division were up 30% year-on-year, with the company having run some 1500 campaigns from over 300 different advertisers.

While Lorenzo didn’t reveal this year’s target, The Drum understands the business is on track to meet it.

 

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Sourced from THE DRUM

By Adrian Fisher

Despite the fact that influencer marketing campaigns are a fairly new branding strategy, they are one of the fastest-growing sectors of digital marketing. A unique business model made possible by the prominence of social media, influencers partner with brands and recommend products to their followers for a fee. This benefits the brand by increasing their online presence and social media exposure while allowing them to learn more about their target audience through the influencer’s reach.

But because influencer marketing is a recent phenomenon, it is often seen as an untested advertisement method. However, influencer marketing provides an array of possibilities and can be a valuable asset to a marketer’s arsenal of campaign strategies. For example, my team finds real estate professionals who have become experts in marketing themselves online through our Facebook group. Then, we like to invite the top experts to guest post, record a podcast interview or webcast or even create a series of videos discussing their top tips that we can easily share across all of our marketing channels. This is a great way to show our audience real-world examples of how they can market their own personal brands and businesses. Here are a few key ways that partnering with an influencer can benefit your business, too.

Increase Public Perception And Conversions

Many businesses struggle to understand how partnering with an influencer can be more beneficial than simply running ads on social media. My advice is to think of influencer recommendations like word-of-mouth references.

Having an influencer that consumers are already engaging with recommending a service is not much different than having a friend make the same suggestion. This makes an influencer partnership the perfect strategy both for increasing overall online reputation and increasing the likelihood of acquiring a new customer.

If you don’t know where to begin, there are several tools that can help you get started with an influencer campaign. For example, IZEA and Brand Backer are great options for companies new to influencer marketing. There are also options dedicated to helping you connect with video or YouTube influencers only, such as FameBit and Octoly.

Feature Image Credit: Shutterstock

By Adrian Fisher

Adrian Fisher is the founder and CEO of PropertySimple, a real estate technology company.

Sourced from Forbes

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Google has partnered with online reviews company Feefo to bolster its AdWords network with the incomer’s review-based advertising expertise.

Feefo, which works with the likes of Next, Vauxhall, Expedia and Thomas Cook, will lean on its sentiment analysis tech to discover relevant advertising keywords from the thousands of brand reviews it processes. These can then be input into digital ads where it boasts ‘up to a three or four-fold increase in click-through-rates (CTR)’ against conventional means.

Adrian Blockus, head of channel sales for the UK and Ireland at Google, explained: “We’re pleased to have Feefo on board as a Google partner. Feefo has the product knowledge, advanced technology and insight needed, to create and optimise Google AdWords campaigns for their customers.”

The keywords drawn out by Feefo can also be used to spruce up brand copy and landing pages to reflect the language and sentiment used by consumers in their reviews.

Matt West, chief revenue officer of Feefo, added: “We use our unique insights to lend a powerfully persuasive new voice to adverts.

“We are focused on using the power of our smart innovative technology to extract the maximum possible value from consumer feedback on behalf of our clients, and remain committed to helping consumers make confident, informed decisions based on real reviews they can trust.”

Feature Image Credit: Google AdWords bolstered by Feefo

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Sourced from THEDRUM

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The Guardian is developing a two-tier digital model aimed at driving thousands of its most avid readers who currently do not pay for its journalism towards an enhanced and increasingly distinct service for which they will pay a monthly fee.

The strategy, set out to The Drum by Caspar Llewellyn Smith, editor of The Guardian’s digital platforms, will enable the publisher to continue its tradition of open publishing, and will rely on offering a superior user experience, rather than putting any content behind a paywall.

The plan is focused on The Guardian’s premium app, which costs £5.99 per month ($6.99 in the US). The platform introduced two new features last week, ‘Live’ and ‘Discover’, offering new ways to consume the title’s news stories and its longer reads. Neither service – regarded internally as The Guardian’s equivalent to Twitter and Instagram – is currently available to users of the free Guardian app.

The Guardian will re-position the premium app in September with the introduction of a range of new features. This will be backed by a marketing campaign aimed at transitioning more of the Guardian’s global audience of 150 million monthly browsers to paying users.

“In the autumn we will be thinking about how we get people to move from being just web users into the app and then maybe moving them on to becoming premium app users,” says Llewellyn Smith. As part of the strategy, a live sports feed will be introduced in the premium app in time for next month’s World Cup.

He says that less than 10% of the Guardian’s 2.7 million app users are currently paying for the premier service. “With the app, frankly the big metric is how many people are going to start paying for it,” he explains.

A changing product

In time, The Guardian’s paid app service and its website could look quite different.

“It depends on how much money it makes,” says Llewellyn Smith. “Does the app begin to develop a slightly different identity from the website and the two start to serve slightly different audiences? Hitherto they have been essentially the same thing. [Is] this is an audience that we know better and are there some bits of our journalism that they might be more interested in than the general reader of the website?”

Since mid-January when it relaunched its print paper in tabloid format, The Guardian has been focusing hard on its app audience, which engages with content on average 2.1 times a day, compared to 1.3 for mobile web readers. Almost half the app audience is in the UK (41%), with 14% in the US, 7% in Australia and 38% in the rest of the world.

The strategy dovetails with the Guardian’s donations policy, introduced in dire financial straits in 2016, whereby it requests financial help from readers in support of its open publishing model; a ploy which, The Drum revealed, has seen 800,000 donors, subscribers and members hand over cash.

Llewellyn Smith says that number has grown “significantly” in the past seven months. Campaigning investigative stories on the data firm Cambridge Analytica and the scandalous treatment of children of the Windrush immigrants, and in-depth coverage of the gender pay gap in British business, have delivered spikes in donations.

“The pleasing news for Guardian journalists is that the journalism that we feel proudest of and feel that we are here to produce is the stuff that motivates people to pay,” he says.

Supporters, not members

Guardian News and Media, which publishes The Guardian and The Observer, reported losses of £19m for the year to the end of March 2018, meaning it is ahead of its targets to break even by next April. The company has not been in the black since 1998 but Llewellyn Smith, who is also The Guardian’s head of culture, looks forward to the day when it has profits to reinvest in journalism.

The Guardian’s Scott Trust ownership structure has meant it has always been unique in news publishing but its reader relationship model is increasingly distinct from that of rivals. While the concept of ‘membership’ is taking hold in the news industry, Llewellyn Smith says The Guardian, which once embraced that terminology, is now “retiring that language around membership” in preference for using the word ‘supporter’.

While publishers with paywalls market their subscription offerings as transactions that give exclusive access, there is an altruistic element in The Guardian’s pitch to supporters. “We are just thinking how can we make those super loyal readers love the product even more, but clearly we are at the same time saying to them that by paying you are helping to keep the rest of it free for other people,” he says.

Readers can be ‘supporters’ by making recurring donations or buying the paper, but signing up for the premium app will be marketed as “the best way you can read the Guardian”, he explains, while adding that all forms of financial backing from users are welcome.

Digital focus

The Guardian’s app strategy is helped by its continued focus on digital innovation, aided by its new £42m GMG Ventures venture capital project, which in turn is supported from the paper’s endowment fund. Investments have been made in ten startups, including those developing technology tools for journalism in areas such as block chain, artificial intelligence and big data. Some of these startups are working outside of media but have valuable specialisms ranging from customer experience expertise to online learning and recruitment innovation, including diversity concepts.

GMG Ventures, says Llewellyn Smith, has enabled The Guardian to appraise itself of latest insights in areas such as text to voice technology and the use of augmented reality, even at a time when the wider business has been heavily cutting costs. “We are seeing some incredibly interesting companies and it’s helping expose people like me and the digital teams to huge amounts of innovation.”

Some of this learning will appear in the paid app.

Llewellyn Smith says the premium app is but one piece of the Guardian’s “bigger jigsaw”. Its website home page remains “an incredibly powerful tool for us”, he says.

The Guardian is becoming less reliant on social media and has substantially changed its relationship with Facebook, which now accounts for less than 5% of the title’s digital traffic, a number that is continuing to fall following the paper’s abandonment of Facebook’s Instant Articles service last April.

The distancing from Facebook follows a stinging 2016 essay from Guardian editor-in-chief Katharine Viner, headlined ‘How Technology Disrupted the Truth’. In the op-ed, she outlined Facebook’s power over news and “the panic” among publishers over changes to its algorithm.

Llewellyn Smith reveals that The Guardian has now scrapped the Facebook Messenger-based Guardian Chatbot project it launched in November 2016 when the social platform was promoting chatbots as the new big thing. “We’re constantly trying things out,” he says. “After running it since late 2016 we made the decision to close our chatbot to focus more on engaging readers on our own platforms but we’ll continue to experiment in this area in line with our readers’ changing habits.”

With The Guardian still needing to spend with caution, he must identify technology that improves user experience rather than embracing fads. “We have got to be absolutely focused on the task in hand: trying to get to the point of break-even,” he says. “I’m much more interested in finding different ways of telling stories in the service of our readers than plucking the latest thing out of the air and saying everyone is talking about this.”

The Guardian has built a new in-house investigations tool, which is currently being deployed in several editorial projects. It experimented with virtual reality in the film ‘6×9’, which graphically demonstrated life in solitary confinement in the US prison system.

One week into the new changes to the paid app, Llewellyn Smith is “pretty pleased” with the initial response. Live is a rolling feed of every breaking news story as it happens. Discover is a deeper dive into pieces of analysis, reportage and indulgences such food recipes.

“The numbers of people using those two screens [Live and Discover] are pretty healthy,” he says. “Where we go next with them is interesting and I think maybe that click through on the Discover screen could be higher and that [could be] the area where you might think about some light degree of personalisation.”

It’s another indication of the Guardian’s digital audience splitting into two groups.

Much has been written about the bubble effect of social media algorithms and Llewellyn Smith says the Guardian would be “very hesitant” about personalising news content. But some users might appreciate a filtering out of sports content, or a more bespoke recipe service in their Discover feed.

“Maybe you only look at the vegetarian recipes because you are a good Guardian person, or – if you are a real Guardian reader – only the vegan ones, so we stop showing you Nigel Slater’s meat feast,” he jokes. “There are low levels of personalisation around features journalism that will be interesting to explore.”

Some Guardian stereotypes are real. When the paid app’s new Twitter-style Live feed was unveiled internally one admonishing member of the technology desk warned that the product could have an addictive quality and that the Guardian had criticised tech companies for seeking such user dependency. “It completely floored me,” says Llewellyn Smith. “I’d like to think that people would become addicted to The Guardian’s journalism.

“It’s only at The Guardian you would have got that question.”

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Covering the most powerful media companies to the smartest startups, former Independent media editor Ian Burrell examines the fraught problem of how news is funded today. Follow Ian @iburrell.

Sourced from THEDRUM

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Marketers willing to undergo the complex process of taking their online ad spend in-house must prepare to unravel the complex web of contractual relationships, but potentially stand to benefit their wider operation’s financial health.

That’s the conclusion of a recent report by programmatic consultancy Labmatik which notes that the current in-house movement has been driven by a quest for improved operational efficiencies through decisions made outside of a marketing department.

“Too many programmatic marketers are suffering from unaccounted working media inefficiency, suboptimal operating models, and lack management systems to capture the purported benefits,” reads a note.

“Given the billions spent on programmatic ads, we hypothesized by asking: What do these nagging shortcomings cost the shareholders of big budget advertisers?”

In particular tier-one advertisers stand to gain from such audits, with Labmatik’s study using several big-spending advertisers such as Coca-Cola, General Motors plus Procter & Gamble as potential models for the success of such an exercise.

In a report foreword, Ari Paparo, Beeswax, chief executive officer, discusses how the wastage in the programmatic landscape is “being arbitraged out” as the market now enters “the transparency era”.

“It isn’t easy work. Driving out inefficiencies from your programmatic supply chain will probably take as much time as improving bid strategies, but both outcomes add value together,” he notes.

Tom Triscari, Labmatik, managing partner, says although the process of auditing a media supply chain is not without its pain points to ensure that their ad spend goes on actual working media, as opposed to otherwise anonymous third-parties, is a big win-win (see chart).

“Working media, for most large advertisers, is likely lower than most marketers know, have been told or want to believe,” he notes. “The second is because fixing the problem areas is easier than most marketers know, have been told or want to believe.”

The report reads: “We believe when advertisers convert their current supply chain into a unique proprietary system, they can deliver material incremental value to shareholders.”

In the study, Labmatik outlines a technique called “programmatic resource planning” as a means of better accounting for how their media budgets are allocated (see chart below).

As marketers embark on such a project, they also need to embark on a project of “programmatic cost accounting” it is also important to establish baseline measurements in order to calculate potential future savings. For this to be done successfully, it is important to decide which breakpoint to deploy and communicate to their stakeholders. These include:

  • Media budget
  • Available media budget (AMB)
  • Working media before arbitrage, supply and quality costs (WMBASQ)
  • Working media before supply and quality Costs (WMBSQ)
  • Working media before quality costs (WMBQ)
  • Fully-loaded working media (FLWM)

From here marketers should ask themselves some key questions, namely: how do I grow my spend, and how much by?

“From a pure programmatic accounting perspective, which is such an important subject matter for marketers and finance chiefs to understand together, the question becomes: Today I get some amount of reach or conversions with low working media,” says Triscari.

“If I manage to increase my working media by fixing my programmatic supply chain, I can now buy the same reach or conversions as before but with less media budget. What should I do with the cash difference? Keep spending the same as before or put the savings on the bottom line or somewhere in between?”

From here there are a number of potential operations models advertisers can choose to pursue (see chart).

After programmatic working media has been baselined, and the marketer has set a future working media goal aligned to an appropriate operating model, real cash savings can be calculated and captured. However, it is critical to note an important distinction between working media gains and real cash savings.

“For example, it is one thing to grow working media efficiency but still spend the same ad budget as before. It is another to treat the new efficiency as a way to reduce ad budget and pocket the surplus value creation,” reads the report.

The report goes on to document how advertisers can model their savings over a five-year period, and how that could potentially affect a large corporation’s bottom line.

The report contains an epilogue penned by Andrew Altersohn, AdFin, chief executive officer, it reads: “The path to improvement is through financial discipline and supply chain management.

“Marketers must now think like supply chain managers and assess the financial cost and benefits of each player, partner, tool, and technology.”

For a full free copy of Labmatik’s report click here

Feature Image: Successfully auditing a programmatic supply chain can result in tangible cost benefits for large corporations. / Pixabay

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Sourced from THEDRUM

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The team here at LinkedIn recently celebrated ‘B2B in focus’ week, a few days dedicated to unearthing the latest trends and innovations in B2B marketing.

One of the things that really struck a chord with me was a panel discussion we hosted with Kantar Millward Brown, BrandZ, Hill & Knowlton and a number of leading marketers – Dean Aragon of Shell, Judith Everett from The Crown Estate, Ryan Miles from Microsoft and Annabel Venner of Hiscox – which discussed how marketers can unlock the potential of B2B brands. There was certainly a consensus among the panel that the B2B buying journey is rapidly changing. And as a result, marketers need to work harder than ever to create opportunities for their brands.

I wanted to share three key things I took away from the panel, which I think bring this challenge to light and – when applied correctly – should help all B2B marketers take their brand to new heights.

Be more human

The growing group of decision makers playing a part in any B2B buying cycle contributes to it being longer, more complex and even more emotional than most B2C journeys.

One area where B2B marketers could borrow from their B2C cousins, though, is better understanding and tapping into the emotional drivers of decision making. It’s impossible to do this if you don’t humanise your customer first, though.

During the session, Aragon raised the point that for marketers operating in the B2B space, it’s all too easy to forget that buyers and decision makers are human. I challenge you to find someone who defines themselves as “just” a 24/7 fleet manager or procurement director.

With a better understanding of their customers, beyond simply their job title, B2B marketers can humanise their brand and content in ways which will more likely drive action. It’s no easy task in B2B, where the buying committee could be the size of a small village, but it was a great reminder for everyone in the room about where to start with campaigns.

Embed purpose in all that you do

Knowing how to communicate effectively with prospects and customers on a human level is only one part of the jigsaw. Humans are hardwired to buy into something as much as they want to buy something. It’s no different when it comes to the B2B world.

As much as selling a product, B2B marketers need to communicate the wider purpose of their business and use it to drive both awareness and conversions. That purpose needs to be more than just a pet project or the idea of growing a conscience. It needs to be lived and breathed by any organisation every day.

During the session, Venner made this point by explaining how Hiscox has a strong set of values that have successfully guided and defined the business and are consistently communicated through all that they do. In essence, Hiscox aims to be there when stuff goes wrong – to be there quickly, first and make everything right.

Not every business will always have a purpose that means something worthy; the important thing is having something to stand for. What was clear from the session was that this needs to start from the inside out, with employees, otherwise it won’t last and no one will believe it.

Break the structural silos

Engaging customers on a person-to-person level and communicating your purpose boils down to getting closer to them. Marketing teams need to break out of their own confines and better align with other parts of the organisation.

In the session the panelists talked about creating agile teams and the need for closer sales and marketing alignment. While it’s a challenge – especially within larger organisations – building nimble, forward-looking teams is also a massive opportunity.

As well as circumventing unnecessary hierarchies, it automatically means marketing activity is in tune with business priorities and sales targets, enabling a much faster decision making process.

On a more practical level, I have seen first hand how the most successful B2B sales and marketing organisations are those which integrate both types of engagement seamlessly throughout the consideration stage, delivering the right type of interaction that’s most relevant at any given moment. For example, thought leadership content from the marketing team has the potential to short-circuit the traditional buyer journey and lead directly to the award of the business.

For today’s B2B marketer, taking a broad brush approach and simply replicating the B2C buying experience is not an option. B2B marketers need to forge their own path, use technology to automate the process where they can but ensure they have purpose at the heart of their business and communicate it in a human way.

By

Tom Pepper is head of LinkedIn Marketing Solutions UK

Sourced from THEDRUM