By Bill Duggan, Group EVP, ANA
Posted: May 3, 2013 12:00am ET
ANA has just released the new white paper,“Brand-Specific Commercial Ratings–Benefits and Solution Providers.”
Earlier this year ANA convened the Commercial Ratings Summit, and then a follow-up webinar, to discuss solutions that could help facilitate the availability of brand-specific commercial ratings for television. Those events featured presentations from eight industry suppliers who may offer solutions for brand-specific commercial ratings: comScore, INVIDI Technologies, Kantar Media, Nielsen, PrecisionDemand, Rentrak, Simulmedia, and TRA. The new white paper highlights solutions from these respective companies for brand-specific commercial ratings, including case studies, and helps continue the industry dialogue on this issue.
ANA member interest in brand-specific commercial ratings is high. In a 2011 survey, 82 percent of members surveyed expressed interest in having ratings available for individual commercials.
ANA members and other industry experts have identified numerous benefits for brand-specific commercial ratings.
Better Knowledge/Increased Accountability
- Commercial ratings would provide more granular data to better inform the decision-making process.
- Marketing mix models could be input with brand-specific commercial metrics rather than averages (which may or may not reflect the delivery for that specific brand) to provide increased accountability.
Better Creative Decisions
- An in-market copy testing tool to identify the stronger and weaker executions within a commercial pool, enabling marketers to pull (or fix) weaker spots and heavy-up on stronger ones, therefore optimizing the creative rotation.
- A real-time barometer of commercial wear-out.
- An indication of a brand’s commercial performance vs competitors, other ads in the program, and other ads in the pod.
Better Media Decisions
- To indicate which networks, dayparts, or programs work best for a brand.
- To optimize the mix of :30s and :15s and help determine the impact of commercial duration.
- To understand the delivery of :15s — because :15s don’t get fair rotations of “A” positions in pods, it’s likely that the delivery of a schedule that is heavy with :15s doesn’t meet the overall C3 delivery.
- To determine the value and ROI of branded entertainment, including in-game features during sports programming.
ANA expects this new white paper to be a resource for members. And will continue to advocate on the issue of brand-specific commercial ratings and keep our members and the overall industry informed of progress.
By Marni Gordon, vice president of committees and conferences, ANA
Posted: Apr 25, 2013 12:00am ET
I really enjoyed hosting our fourth annual ANA Innovation Day at MillerCoors in Chicago this week! The event was held in the MillerCoors company bar and the day included great sessions from MillerCoors, Kellogg’s, Rite Aid, Killerspin, plus the social media success behind A&E’s Duck Dynasty! The conference ended with a complimentary “beertails” happy hour where ANA members had the opportunity to sample MillerCoors products! Here are a few key highlights from the event:
- MillerCoors: Scott Meek and Andrew Zrike, who work within the Innovations Group, stressed that innovation is a discipline and not a process. We also learned about the new product launch strategies behind Third Shift and Redd’s Apple Ale which were developed and launched within only 14 months! ANA members also had an opportunity to sample both brands at the “beertails” happy hour at the end of the day.
- Kellogg’s: Aaron Fetters, director of the Insights and Analytics Solutions Center shared how his company innovates within “big data” and stressed that it’s not just enough to measure, but we need to turn measurement into action. It is important to use the right data (not just big data) and some of the ways Kellogg’s maximizes the right data are through targeting, viewable advertising, cross-media effectiveness, and spend optimization. Building the right team to manage data is critical for success and we also learned how Kellogg’s leverages programmatic buying (“the stock market in digital media”).
- A&E’s Duck Dynasty: Lori Peterzell, vice president of marketing and brand strategy at A&E
talked about how A&E leveraged social media to help Duck Dynasty become the #1 nonfiction series on cable. A&E created a social response lab which is a war room filled with writers, designers, and producers that create real-time content and respond to fans.
- Rite Aid: John Learish, senior vice pesident of marketing at Rite Aid and Tony Bucci, chairman at their agency MARC USA spoke about how Rite Aid has created inroads in “individual wellness” which resulted in the highest profit in 6 years. Rite Aid took an in-depth look at their best customers and developed a successful loyalty program to reach them.
- Story-Led Marketing: Dave Rosner, executive vice president and director of innovations at Initiative US and Scott Donaton, president and CEO/Founder at Ensemble shared 10 rules to leverage story-led marketing and discussed great marketing examples to illustrate each rule. Some of the rules mentioned included “Insights Drive Ideas”, “Be Authentic and Transparent”, and “Don’t Post and Pray”.
- Killerspin: Robert Blackwell, chief executive officer talked about how his company was founded to combat “technology induced stress” - especially for millennials who are the most stressed generation. Killerspin uses an innovation lens for new product development which is a list of questions they run through to determine if an effort is “innovation worthy”.
Top fun facts and quotes shared during the day:
- “Don’t just win – change the game”
- “Over 95% of decision making is emotional and mostly unconscious”
- “Every consumer is their own media network”
- Biba, the first table tennis personality in the world, was at ANA Innovation Day! Biba’s JET 200 is a top selling table tennis racket on Amazon.
- “I’ll have another Coors Light please!”
By Bill Duggan, Group EVP, ANA
Posted: Apr 22, 2013 12:00am ET
A recurring theme at ANA’s recent Brand Masters Conference was the critical role employees play in brand building.
- Seth Farbman, global chief marketing officer at Gap: “Employees matter! There is no better channel for a brand than its employees.”
- John Marshall, senior partner, global director of strategy at Lippincott: “There has been an evolution from trust in institutions to trust in individuals. Brands are built via people connecting with people.”
- Larry Light, chief brands officer at InterContinental Hotels: “Sharing is the new essential. The entire organization shares responsibility for building brands, not just the marketing department.”
- Jamie DePeau, chief marketing officer at Lincoln Financial Group: “Employees are the most important element of your brand. Brand building is the domain of HR and not just sales and marketing.”
- Cynthia Galbincea, executive director, marketing communications at Cleveland Clinic: “Employees here are called care givers and taught the importance of empathy to better under their customers.”
My colleague, Marni Gordon, has posted a blog on key takeaways from the conference.
By Marni Gordon, vice president of committees and conferences, ANA
Posted: Apr 22, 2013 12:00am ET
ANA is well known for its fall “Masters of Marketing” Conference, which features terrific content and prominent speakers, including many leading CMOs and other marketing thought leaders. This year we held our first annual ANA Brand Masters Conference which was a very special intimate springtime companion to the Masters of Marketing. This first-time event was SOLD OUT and more than 320 people were in attendance.
Key takeaways from the conference were:
- InterContinental Hotels Group: The mission should be to build strong brands tied to a measureable objective. Brand building is a business accountability NOT a marketing accountability.
- Denny’s: Embrace your brand DNA. Drive through to every touch point.
- Gap: Big heart matters. Values can drive business.
- Heineken: Keys to Facebook engagement: Keep it short and funny with a visual. Tighten your strategy then adjust, adjust, adjust.
- Procter & Gamble: You can teach almost anything. The thing you can’t teach is desire. Desire comes from within.
- USAA: Passionate member advocacy as a competitive differentiator. Focus on your lifetime value to members/customers.
- ADT: Tight strategy for use of content across channels. Brand fit, subject matter themes, brand movement, and enhanced activation drive funding.
- Lippincott: Step up and fill a role that is (a) most important and (b) often the most overlooked...inspiring and enabling the employees who deliver the story.
- Lincoln Financial Group: Focus on employees to build the brand.
- Effective Brands: Winning at global marketing is the what and how.
- Campbell Soup Company: Important to organize for success:
- Brand Management
- Global Cues
- Global Brand Linkage
- Global Strategy
- Global Marketing Capabilities & Excellence
- Agency Management
- Cleveland Clinic:
- Empathy as a core brand promise.
- Emotional messaging is an appropriate way to build awareness, especially in social/earned channels.
- Honest Tea: Brands become powerful when they find ways to authentically connect with issues and causes consumers care about.
By Lynn Santa Lucia
Posted: Apr 22, 2013 12:00am ET
Here’s something marketers need to take a moment to think about: building a brand in real-time.
Let’s face it, we don’t own the brand message anymore. We have the ability to control what we say about the brand, but as far as the ongoing conversation about it goes, marketers have no control.
Then how can we better participate in the conversation?
Sundar Raman, marketing director of Procter & Gamble’s North American fabric-care division, says we need to be spontaneous. We need to be topical, personal, worth engaging with. Most important, we need to be always on— like a news desk.
“The most meaningful marketing is relevant, but the ‘when’ portion is all too often missing,” Raman says. This used to be the case at P&G, he notes, where “processes were built for developing big ideas that delight the hearts and minds of consumers, but not for real-time marketing.”
Enter the Tide Newsdesk, a social media listening post and rapid response center created as a way to discover the buzz about P&G’s familiar laundry detergent brand and amplify those conversations. In February 2012, thanks to the newly launched newsdesk, the brand was able to spring into action following an event in which Tide unexpectedly took the spotlight. On primetime TV, Tide helped out at NASCAR’s biggest event, the Daytona 500, when a crew used boxes of the powder detergent to clean up a fuel spill on the speedway after a crash. The newsdesk released a 15-second ad featuring news coverage of the cleanup, generated buzz, and kept the conversation going strong for days.
“Because of the newsdesk setup we could respond right away,” Raman says. “Marketing was fun again.” This is what P&G means when the company talks about “everyday marketing”— engaging with the consumer moment to moment, and in the process building your brand.
Lessons from the newsdesk approach, according to Raman:
- Be prepared.
- Use what you have. (You don’t have to create something new every day.)
- Do. Learn. Do it better. (The cost of failure is very low, because every day brings a new opportunity — this creates a much different risk mindset.)
- Investing in organization and infrastructure will result in greater collaboration.
- The ability to respond comes from having a one-brand team — the days of divvying up digital to one agency, TV to another are gone.
So think about it. But act fast.
By Ken Beaulieu, senior director of marketing and communications, ANA
Posted: Apr 19, 2013 9:32am ET
Photo by Maeve Reilly
Ken Beaulieu heads down Boylston Street
I was one of the lucky ones who were treated Monday in the main medical tent at the Boston Marathon, just beyond the finish line. I had complained of feeling dizzy and nauseous after completing the 26.2-mile run in a time of 3:23:49. When I nearly collapsed attempting to take a seat in a wheelchair, I was promptly whisked into the tent for examination.
“I’m such a big baby,” I recall telling the attending nurse, who informed me that I was suffering from hypothermia and dehydration. “I’m completely wasting your time.”
“Just relax,” she said, wrapping me in a thermal blanket to boost my body temperature. “We’re here to help.”
We’re here to help. Little did she know — or anyone for that matter — that those four words would soon take on a whole new meaning. Minutes after I baby-stepped my way out of the medical tent and into the bright sunshine, two bomb blasts along historic Boylston Street turned the festive homestretch of the marathon into a horrific crime scene. The same nurse who had spent the day dealing with exhausted runners like me was now being called on to help save lives.
I was waiting patiently for my family in the designated meeting area, out of view of the finish line, when the first bomb detonated. It happened right about where I had been standing a day earlier to cheer on my wife and kids at the B.A.A. 5K. “What the hell was that?” I asked no one in particular. It was a question that reverberated throughout the sea of runners, families, and friends. I quickly scanned the surrounding buildings. No smoke. Good. Then I heard the second blast, somewhat muffled this time. Where was my family?
I pleaded with a marathon volunteer to let me use her cell phone. She obliged. I placed a call to my wife. One ring. Two rings. Three rings. Four rings. Come on! Come on! Voicemail. I don’t ever remember feeling so anxious. Then I heard my daughter Jessica cry out, “Dad, over here! Dad!” It was all I could do to hold it together as my wife and three daughters enveloped me, pained expressions on their faces.
“Did you hear those explosions?” my daughter Hannah asked, tears welling in her eyes. “I think we should get out of here. Please, can we just go home?”
Word began to spread that something terrible had happened near the finish line. The race had been stopped. Possible terrorist bombing. People injuried. Police evacuating the area.
As we moved away from the family meeting area and toward the parking garage, the steady wail of sirens sent shivers up and down our spines. There were emergency vehicles speeding to the scene from every direction, and some of the runners leaving the finish area were wiping back tears. We didn’t understand the full gravity of the situation until we turned on the car radio.
It has been four days since the Boston bombings. I’m still struggling with it, still angry, still confused. How could something so heinous happen at a marathon, perhaps the most congenial of sporting events? We may never know.
Amid all the sorrow, I am thankful for having made it out of Boston safely with my family, thankful to the first responders who worked heroically to save lives and ease the suffering. The Boston I know and love will be back. Count on it. And I vow: on Monday, April 21, 2014, I will once again cross the yellow and blue finish line of the Boston Marathon, with arms raised and a more uplifting story to tell.
By Lynn Santa Lucia
Posted: Apr 19, 2013 8:30am ET
When you’re trying to revitalize a brand, you can get lost in an avalanche of opportunity. And if you’re like Gap’s global CMO Seth Farbman, you can tend to push very fast. The former Ogilvy exec, who joined the retailer two years ago, is a self-described type-A marketer and admits that initially he was looking in all the wrong places to inject some oomph into the brand — namely, at brands that made huge statements very quickly to set the stage for a huge turnaround.
Then Farbman took a breath and asked: What IS Gap? He considered the fundamentals: Gap’s own story and its pillar products. “Without those, we have nothing,” says Farbman, who presented at the ANA Brand Masters Conference. With a renewed focus on the values on which Gap was founded (American optimism and casual style) and on its winning fashion trifecta (jeans, khakis, and t-shirts), the brand is bouncing back. Indeed, we’re all the happier for it.
This would fit right in with Gap’s m.o. to “Be Bright.” “We see Gap as a window to what’s bright,” Farbman says. “We are believers in bright.” By giving us a “store with heart” (a fundamental desire of founders Don and Doris Fisher) and working to “create a brighter future for all” (not to mention offering a new dazzling palette of jeans), Gap is giving us something to smile about.
In the process, Farbman has discovered what really matters:
“We needed to remember our brand’s story and restore the passion that first drove the story.”
- Shared values:
"‘Youth culture has always been the Gap’s focus,’ is what Don Fisher says,” Farbman notes. “We’re beefing up our presence in the social-media and digital space, because this is where the youth of today are.”
“We installed Chatter (a closed social network) for our sales teams across the country, to give our employees a voice. And in 2007 we made a commitment to empower our women [textile] workers by funding their education.”
"We put celebrities in a ‘normal,’ ‘just-like-me-and you’ light. In our “Love Comes in Every Shade” campaign, they are role models through their love.”
“As marketers, we have incredible responsibility because we can and do change the way people think about themselves, each other, the world around them. Working with a purpose is what counts. That goes beyond just our jobs to making a contribution in society — and that’s really what we mean about “Being Bright. “
By Bill Duggan, Group EVP, ANA
Posted: Apr 19, 2013 12:00am ET
I was in Boston on Patriots Day -- first for the Red Sox game and then we (I was with my wife and three kids) walked to Boylston Street to watch the runners in the final stretch of the Boston Marathon. We were close enough to hear the two explosions. Just minutes before, we decided to walk to the finish line but after a few steps changed our minds. We were lucky. Our hearts go out to all those impacted.
Good will come out of this tragedy and there are (and will be more) stories of heroism and support that will inspire us. The One Fund Boston has been established by Boston Mayor Menino and Massachusetts Governor Patrick to aid those most affected by this terrible event. And business leaders are stepping up. John Hancock has contributed $1 million. Stop & Shop Supermarket Co. and parent company Ahold USA have pledged $500,000. Adidas is selling Boston tribute T-shirts and will donate 100 percent of the proceeds to The One Fund.
Corporate America will play a major role in the healing process and making future Boston Marathons better than ever. I hope to be there in 2014. In the meantime, I plan to support The One Fund Boston and encourage others to as well.
By Lynn Santa Lucia
Posted: Apr 18, 2013 12:03pm ET
The poster child for brand building, Larry Light, who last spring was appointed chief brands officer at InterContinental Hotels Group, says the company’s new mission boils down to this: To build brand preference. But here’s the kicker: For IHC, branding is not a marketing process but a business plan.
The new emphasis, Light says, is on shared responsibility for success — and that means everyone at the organization shares the common goal of building strong brands. Sharing, then, is more than simply activity as we’ve come to know it in social media. It actually defines the culture of the operation itself (i.e., how we are organizing our business).
For the majority of brands, the time has come for a different model from that of “partitioned responsibility” (you do your thing, I do mine) and “global thinking executed with local tinkering” (think USA, do as I say). Evolving to a “three-box shared responsibility model,” as Light sees it, will create fantastically strong brands. Here’s where everyone needs to come together:
- Defining the brand’s “north star” (where the brand can be and should be). Getting clear on that ambition and crafting an inspiring definition should be responsibilities shared across functions and geographies.
- Establishing the brand framework. Though difficult to execute, and would require discipline, a shared approach to design standards, trademark policies, etc., will work to reinforce any brand.
- Delivering results. Marketing is all about results. Too often in marketing we start with input or tactics rather than output or results. In the new model, there is no “brand plan” and there is no “business plan.” It’s all one plan, with the objective being to build brand preference.
Business success is tied to building strong brands. And recognition and reward must reflect that common goal. Light predicts that the financial reward system ultimately will be tied to that measurable objective.
Light leaves us with this: As a chief marketer, ask yourself: What percentage of your day is dedicated to helping build brand preference? If it’s less than 50 percent, then you’re a cost to doing business.
By Rick Knecht
Posted: Apr 16, 2013 8:12am ET
On Tuesday, April 2, the public web-based secure digital file delivery service YouSendIt lost access to half its functionality: files couldn’t be downloaded. Users got error messages. Work couldn’t be completed. What happened? How did the company handle it? Is YouSendIt about to be YouEndIt?
Mistakes happen. Things will go wrong — it’s not a matter of if, but when. No matter how you try to foresee all fail scenarios, or create backup plans, you’ll never anticipate every possible contingency. What’s important is how companies cope with challenges when they occur, so they don’t turn into brand-destroying disasters.
YouSendIt’s business was disrupted for part of the day, which in turn inconvenienced their users. But it’s likely that there won’t be much fallout, because the company responded in the right way.
YouSendit apologized, within 48 hours. They sent out a public apology, signed by a high-level staffer. It was clearly and plainly worded and took responsibility for the problem. They explained what happened — a database table could no longer accept new information — and reassured users that their files were safe and undamaged. The company followed up by saying they’d fixed the problem, so it wouldn’t happen again, and finished with another apology and a personal invitation to contact a senior staff member with any concerns.
YouSendIt was faced with what was nearly an existential failure in a critical system, and came out with continued customer goodwill.
There are eight important lessons to be learned here about how to handle a potentially significant stumble so that it doesn’t blow up the brand you’ve spent so much time and effort carefully crafting.
The key part of this apology is to say, “We’re sorry.” The word sorry is non-negotiable. Without the actual apology, apologizing is useless. And you can’t go the passive-aggressive route of saying, “We’re sorry if anyone was offended” (or inconvenienced, frustrated, etc.). Assume that your customers are offended, inconvenienced, or frustrated, and act accordingly.
- Apologize in a timely manner.
“Timely” is dependent on context. A rude tweet posted to a corporate account should be removed immediately upon discovery, and the apology should follow right on its heels. Conversely, in the face of a disaster like a database collapse, you may need a day or two to figure out what happened, but no more than a few days. Apologizing weeks or months later looks forced, no matter how sincere the regret is.
- Explain what you’re apologizing for.
This may be the hardest part: own the mistake. Go into detail about what occurred. Acknowledge that your clients were inconvenienced or hurt. You aren’t going to cover yourself by trying to deny or downplay anything. Don’t make excuses or try to shift blame. Take responsibility and say what happened, in plain language.
- Have the apology come from one person.
That person should be someone high up in the company food chain. “WidgetCo is sorry that we shipped defective widgets to our Minnesota stores” is insufficient. There needs to be a spokesperson attached to the apology, because that helps to humanize your brand. The vague corporate WidgetCo isn’t going to catch much of a break, but Jane Smith, CEO of WidgetCo, sending a personal email to all registered widget owners apologizing for shipping widgets which weren’t waterproof, will be looked on much more positively.
- Consider the tone and wording of the apology.
Being straightforward will go a long way toward earning back business. Today’s consumers, particularly Millennials, value authenticity and honesty. Don’t lie; it will only make things worse when the truth comes out (and it will). Owning up to the error and telling your customers that you recognize their pain can help engender their sympathy and loyalty — after all, everyone makes mistakes.
- Fix the problem.
You have upset customers. How are you going to make them whole? A refund, a credit, free shipping, replacement goods? You must offer something to the customers who were hurt by your mistake.
- Ensure the problem doesn’t happen again.
Sometimes the fix for the past is also the fix for the future, like a software upgrade. Sometimes you need to change policies or methodology, like requiring that all social media posts are screened by a senior staffer, or more thoroughly vetting a product with beta testers before releasing it to the public. But you need to reassure your customers that this was an anomaly, not SOP.
- Apologize again.
It’s not about your brand; it’s about your customers. You failed them, so they need a reason to forgive you and come back.
Brands can survive blunders (Apple Maps giving people bad directions), miscalculations (O.B. tampons going missing from shelves for a few months), and even poor product itself (Domino’s) if you play it straight.