CASES SOLVED
Multichannel attribution, minimized cycle-time, accelerated marketing investment return
The Case of Regained Consideration
A well-known brand in the beverage aisle was faced with a significant decline in volume sales. Their initial reaction was to raise prices to protect profitability. Unfortunately, this price increase further depressed sales in the latest timeframe.
MAP was able to use its Marketing Attribution Accounting approach (MAA) to isolate the root cause of the decline in sales. The true decline in sales was due to diminishing levels of consideration among beverage buyers that were already aware of the brand. A lower conversion rate from awareness to consideration was accountable for 90% of the decline in sales.
At the same time, MAP’s Holmes Modeling Framework demonstrated that their recent focus on digital execution had reached saturation, since it only reinforced purchase intent which remained unchanged for those considering. The decline in consideration was due to the lack of focus on television messaging.
The brand integrated these findings with their current learnings from marketing mix modeling as well as their internal brand tracker. A revised allocation of spending on television with targeted messaging reversed the consideration drop and accelerated their return on marketing investment.
The Case of Realigned Marketing Spending
A major airline carrier continued to see revenue passenger miles increase, but was concerned that the marketing budget was actually increasing at a much faster rate. In an attempt to maintain the pace of competitors, television spending had doubled what it had been only two years ago.
MAP proved that the level of spending behind television was definitely supporting higher consideration and purchase intent, but was not translating into increased market share in revenue passenger miles, even with a slight distribution advantage in terms of available seat miles.
Prior to modeling, MAP’s Watson analytics platform demonstrated that television copy targeted at value really couldn’t increase the relative position of the carrier versus competition any further. It was determined that to gain advantage, the brand needed to pay more attention to the quality of the customer experience.
A series of scenarios were designed by MAP and the carrier, to decrease the television content targeting value, and reallocate part of the investment to communicate quality using other media. The results provided new insights into the path of obtaining more with less, while at the same time minimizing the cycle time from insights to action.
The Case of Improved Transaction Rate
A well-respected financial services provider had experienced improved revenue due to the success of marketing in generating a larger customer base. However, the newer customers were less engaged, accounted for less transactions and smaller transactions than average.
MAP used the Holmes Modeling Framework to separate the marketing activities that impacted increasing customers from those that increased transaction rate and transaction size. Communications that appeared more personalized, even if the result was a targeting algorithm, were far more likely to increase transaction rate.
This shed renewed light and created a heightened focus on the messaging in social media and various email campaigns. Subsequently, the client tested multiple scenarios to realign their marketing investment and even increase spending so they could not only maintain the increasing customer base but also improve transaction rate.
Initial outcomes even led to content changes in various owned-media properties including the main website. As new customers became existing customers under the new marketing scheme, models were updated and new scenarios were run once again minimizing the cycle time from insights to action.
The Case of Growing Brand Image
A popular label in woman’s fashion had somehow become stale. The output of a previous marketing mix modeling exercise had supported a shift from traditional media to a significantly larger digital footprint, but sales were still slumping.
Although the shift to digital had significantly spiked awareness among younger shoppers, MAP demonstrated that the real problem was that it wasn’t influencing shoppers to progress further on the journey to consideration and purchase intent. Even worse, the shift actually had a negative impact on purchase intent for older shoppers.
Working with their media agency and the findings from MAP, the label was able to reinvent the digital strategy with more video-based elements that clearly communicated the relevance of the brand as a both a high quality and up-to-date player in woman’s apparel.
The Watson analytics platform identified the combinations of messaging and media to maximize the conversion of shoppers through the purchase funnel as well as reinforce the advocacy of existing customers in social media, thus accelerating their return on marketing investment.
CASES SOLVED
Multichannel attribution, minimized cycle-time, accelerated marketing investment return
The Case of Regained Consideration
A well-known brand in the beverage aisle was faced with a significant decline in volume sales. Their initial reaction was to raise prices to protect profitability. Unfortunately, this price increase further depressed sales in the latest timeframe.
MAP was able to use its Marketing Attribution Accounting approach (MAA) to isolate the root cause of the decline in sales. The true decline in sales was due to diminishing levels of consideration among beverage buyers that were already aware of the brand. A lower conversion rate from awareness to consideration was accountable for 90% of the decline in sales.
At the same time, MAP’s Holmes Modeling Framework demonstrated that their recent focus on digital execution had reached saturation, since it only reinforced purchase intent which remained unchanged for those considering. The decline in consideration was due to the lack of focus on television messaging.
The brand integrated these findings with their current learnings from marketing mix modeling as well as their internal brand tracker. A revised allocation of spending on television with targeted messaging reversed the consideration drop and accelerated their return on marketing investment.
The Case of Realigned Marketing Spending
A major airline carrier continued to see revenue passenger miles increase, but was concerned that the marketing budget was actually increasing at a much faster rate. In an attempt to maintain the pace of competitors, television spending had doubled what it had been only two years ago.
MAP proved that the level of spending behind television was definitely supporting higher consideration and purchase intent, but was not translating into increased market share in revenue passenger miles, even with a slight distribution advantage in terms of available seat miles.
Prior to modeling, MAP’s Watson analytics platform demonstrated that television copy targeted at value really couldn’t increase the relative position of the carrier versus competition any further. It was determined that to gain advantage, the brand needed to pay more attention to the quality of the customer experience.
A series of scenarios were designed by MAP and the carrier, to decrease the television content targeting value, and reallocate part of the investment to communicate quality using other media. The results provided new insights into the path of obtaining more with less, while at the same time minimizing the cycle time from insights to action.
The Case of Improved Transaction Rate
A well-respected financial services provider had experienced improved revenue due to the success of marketing in generating a larger customer base. However, the newer customers were less engaged, accounted for less transactions and smaller transactions than average.
MAP used the Holmes Modeling Framework to separate the marketing activities that impacted increasing customers from those that increased transaction rate and transaction size. Communications that appeared more personalized, even if the result was a targeting algorithm, were far more likely to increase transaction rate.
This shed renewed light and created a heightened focus on the messaging in social media and various email campaigns. Subsequently, the client tested multiple scenarios to realign their marketing investment and even increase spending so they could not only maintain the increasing customer base but also improve transaction rate.
Initial outcomes even led to content changes in various owned-media properties including the main website. As new customers became existing customers under the new marketing scheme, models were updated and new scenarios were run once again minimizing the cycle time from insights to action.
The Case of Growing Brand Image
A popular label in woman’s fashion had somehow become stale. The output of a previous marketing mix modeling exercise had supported a shift from traditional media to a significantly larger digital footprint, but sales were still slumping.
Although the shift to digital had significantly spiked awareness among younger shoppers, MAP demonstrated that the real problem was that it wasn’t influencing shoppers to progress further on the journey to consideration and purchase intent. Even worse, the shift actually had a negative impact on purchase intent for older shoppers.
Working with their media agency and the findings from MAP, the label was able to reinvent the digital strategy with more video-based elements that clearly communicated the relevance of the brand as a both a high quality and up-to-date player in woman’s apparel.
The Watson analytics platform identified the combinations of messaging and media to maximize the conversion of shoppers through the purchase funnel as well as reinforce the advocacy of existing customers in social media, thus accelerating their return on marketing investment.