Approach — Optiv8 Consulting

Separating Fact from Opinion

October 20, 2011 By Rick Shea Leave a Comment

Megan Kalmoe rowed for the United States at the Beijing Olympics and is a 2011 World Silver Medalist. While she’s obviously a great rower, I hadn’t heard of Megan before reading Randy Starkman’s article in the Sports section of the Toronto Star on October 13, 2011.

The story focused on the fact that Megan named two Canadian men to the 2011 edition of her “20 Hottest Male Rowers” list, which she recently published on her blog. Not surprisingly, I didn’t make the list. One reason is that I’ve never rowed in my life. There might be other reasons, perhaps many, but more on that later.

I’m happy when Canadians do well in any international ranking, but being a marketing measurement guy, my interest in this article was to learn about Megan’s rating and ranking process.

Here’s what I learned:

You must be a world class male rower
You may lobby Megan to get on her list
Megan’s female friends can nominate you and lobby on your behalf
If Megan thinks you’re hot, she might add you to the list

As far as I can tell, Megan’s approach is pretty subjective and unstructured, and the resulting list reflects her opinion, which is fine. I can’t tell whether lobbying influences Megan’s decisions, but it really doesn’t matter.

It is worth noting that Megan is just having fun with this and important strategic decisions aren’t being made because of her list. But, consider this. What would happen if the top three rowers on Megan’s list landed endorsement deals because they topped her list?

I think the fun and friendly lobbying might get a little more intense for the 2012 list, and Megan might feel the need for a more structured approach to minimize the impact of bias and personal opinion on the rankings.

For now, since this is all in good fun, Megan’s methodology for measuring male rower hotness is perfectly appropriate and as good an approach as any. However, when it comes to measuring marketing program hotness, marketers need a more rigorous approach.

What if you used a similarly unstructured method for measuring marketing programs? Brand managers would lobby you to have their programs highly rated. People working in sales, finance, customer service or operations would also offer their opinions. You wouldn’t have much fact-based data and you’d end up having to make an opinion-based judgment call.

The impact on your judgment call of everyone lobbying to influence your opinion might come down to:

The clout of each person doing the lobbying, perhaps related to their role in the organization
Each lobbyist’s communication skills and powers of persuasion
Your ability to separate fact from opinion, and to somehow remain objective

Here’s the problem. You don’t want the most effective lobbyists to skew the rankings in their favour. Nor do you want personal opinion and bias tainting your overall approach. Opinions are interesting, but not very actionable.

To be able to take action, make good decisions and adjust strategies, you need data to identify your most and least effective programs. A structured and disciplined methodology will give you that data, while filtering out opinion.

To remove as much personal bias and opinion as possible from your marketing measurement efforts:

Involve the Right People: Create a cross-functional group to pick an approach that balances everyone’s needs and interests, so the approach is fair and equitable for all.
Involve Unbiased People: People with no vested interest in which programs get the highest rankings could include an analyst, someone from Accounting, or an independent consultant.
Set Clear Evaluation Criteria: Disclose how you will consistently evaluate each program, so everyone knows and plays by the rules.
Set Objectives Up Front: This prevents people from later setting lower objectives than they would have up front, thus making both their successes and failures look better.

Whether you need to identify your 20 hottest marketing programs, or which types of marketing spending should be increased or decreased, make sure your measurement methodology gives you the unbiased and opinion-free data and facts you need to make better decisions.

As for the fact I didn’t make Megan’s list, I think if I was at least 20 years younger, 10 pounds lighter, 5 times as athletic, a lot hotter and a world class rower, I could have been a contender. Of course, Megan might have had a different opinion!

Filed Under: Approach, Effectiveness, Objectivity Tagged With: bias, Effectiveness, marketing, Measure, measurement, objective

Marketing: Expense Or Investment

September 15, 2011 By Rick Shea Leave a Comment

At the risk of stating the obvious, we live in challenging economic times. This week the focus is on the potential for Greece to default on its sovereign debt and what that might mean for the Euro zone, and beyond. Against a backdrop of high levels of consumer debt and unemployment, and low levels of consumer confidence and spending, it can be hard to be optimistic about the economy.

At times like these, companies quite naturally react with caution by controlling and reducing expenses. For example, they might reduce travel, cut staff or postpone capital expenditures. From my perspective, the really bad news comes when they cut marketing spending.

Marketing budgets can become a target for cutting at companies whose executives view marketing as a non-essential expense that could be cut without dire consequences, at least not in the short term. This view of marketing as expense rather than investment creates pressure on marketers to reduce spending during tough times.

Here’s the issue for marketers. If other executives view the money you control as an expense with no obvious measurable benefit, it’s a lot easier for them to want to cut that expense.

On the other hand, if they understand how marketing helps to acquire, develop and keep profitable customers, then they’ll be more inclined to see marketing as an investment that is essential to delivering great business results in the short, medium and long term. The path to that understanding is measurement.

Organizations that see marketing as an expense generally don’t understand how it creates value for the business, or don’t believe that marketing spending decisions are being made in a way that helps to optimize business value over time. Marketers who want to shift the Executive Team’s perspective to view marketing as an investment need to show that these “investments” are being evaluated using data that means something to the whole executive team.

How can you use measurement to help your executive team view marketing as an investment? Here’s a five point plan to begin that shift:

1. Commit to Measurement: Pick one standard approach to measurement that you can apply consistently to each and every marketing program. Applying one approach consistently is what enables you to compare each program to the others, so you will know which are most and least effective and be able to adjust marketing investment strategies accordingly.

2. Involve Key Individuals: To develop an approach to measurement that will be considered valid, involve those that determine how money gets allocated during budgeting, and where to cut when it’s time to cut. Typically, this can include the President and/or CEO, and the heads of Finance, Marketing, Sales, Operations, Technology, and Human Resources. With their involvement, you’ll be measuring the things that matter to the people that matter.

3. Determine What to Measure: This step is about making sure your marketing measurement process will measure the right things. You need to understand all the Key Performance Indicators that your key individuals monitor. These should be included in your measurement process, provided marketing can actually impact those KPIs. You also need to consider the organization’s objectives and the specific objectives of each individual program. You’ll be measuring results vs. these objectives.

4. Make Measurement Someone’s Responsibility: You can do it yourself, delegate it, put a team together or outsource it. Just make sure everyone is clear about who will do the measurement, when it’s supposed to happen, and how they’re going to get the data they’ll need.

5. Integrate Measurement: Ensure some of your marketing metrics become part of the organization’s KPIs that get reported and monitored regularly. Review and share your results which you can integrate into your planning process. This integration will help connect your marketing investments to business results.

Marketing budgets commonly come under pressure during tough economic times. Measurement can help you to defend those budgets but if you end up having to cut your budget, at least your measurement process will help identify where to cut.

Here’s an idea. While your competitors are diligently cutting their marketing, instead of cutting along with them, keep investing in your most effective types of programs (as identified through measurement) and you’ll steal market share from your thrifty competitors!

That incremental market share will help replace lost revenue should your market shrink and will really pay off in the longer term if you can maintain your share when the market grows in a stronger economy. That sounds like a good investment to me!

Filed Under: Approach Tagged With: Investment, Management, marketing, Measure

Sabermetrics & Moneyball

August 18, 2011 By Rick Shea Leave a Comment

While browsing the Sports section of the Toronto Star over breakfast one morning last week, I discovered a baseball statistic I had never heard of before.

Cathal Kelly’s article about the Toronto Blue Jays focused on General Manager Alex Anthopoulus’ fine work in transforming the Jays into a ballclub with great young players and a bright future. In Kelly’s analysis, he also pointed out that the Blue Jays “already have the best player in baseball”, José Bautista, who “leads all of baseball in wins above replacement rankings.”

I’ve followed baseball since I was a kid, but this was the first time I’d heard of “Wins Above Replacement”. Since José Bautista is considered one of the best players in baseball, I guessed it was some sort of composite score that rates a player’s overall performance. Still, I wondered “What the hell is Wins Above Replacement?”

In doing my research, I read up on Sabermetrics, an approach to statistical analysis in baseball that emerged in the 1990s. I read about Billy Beane, the General Manager of the Oakland A’s, who is a leading proponent of using statistical analysis to aid in making decisions about which players to draft, trade or acquire. Billy’s work in this area led to a book being written about him called ‘Moneyball”. I also learned that many teams now employ statistical analysts and Sabermetrics experts.

Sure enough, Wins Above Replacement turns out to be a Sabermetrics statistic that estimates how many more wins a player would give his team as compared to a replacement player of below average quality. While there appear to be a number of formulae used by different Sabermetrics proponents, the principles they follow align nicely with my scorecard approach to measuring marketing programs.

Any Wins Above Replacement formula takes into account a number of batting and fielding performance metrics, weights those metrics appropriately, and tallies everything up to provide one overall score to assess a player’s contribution to team wins. Similarly, a marketing scorecard uses a combination of company, brand, customer and program performance metrics, weighted appropriately, resulting in one overall score to asses a program’s impact on the business.

They both:

Have a limited budget (for players or marketing programs).
Need to get the most for their money (spending efficiency and effectiveness).
Need to get better results than their competitors (win games, make money).
Need a way to organize and make sense out of lots of diverse data about the performance of their players/programs and team/company (so they can improve their player/marketing decisions).

This last point is the most important one. A general manager trying to assess the performance of different players on different teams, playing in different ball parks under different conditions, needs a way to organize and then convert all that data into one metric or score that enables rating and ranking players relative to their peers. Wins Above Replacement does that. It may be calculated in different ways by different teams, but so long as each team does its own calculations consistently between players and over time, their comparisons will be meaningful.

The same is true with measuring marketing programs. As a manager with a marketing budget, you need to evaluate the performance of different programs, with different objectives, for different brands competing under different conditions. A well designed marketing scorecard will give you a way to organize, evaluate and convert that diverse data into the single common metric you need to rate and rank each program relative to the others.

Pretend that you’re the Billy Beane of marketing and you need a decision support tool that helps you to organize and make sense of diverse data about a variety of marketing programs. With a scorecard based approach and your considerable wisdom, instincts and experience, you’ll gain the insights you need to improve your marketing effectiveness!

Filed Under: Approach, Effectiveness Tagged With: Effectiveness, Management, marketing, measurement, measuring, scorecard

From My Perspective

June 16, 2011 By Rick Shea Leave a Comment

I like walking. Many mornings, my walk takes me to nearby Monarch Park. Over the last few years, I’ve frequently taken my camera to the park as part of a photographic self-improvement exercise which involves photographing the same subjects over and over.

Going back to the same park repeatedly forces me to develop my ability to see and capture photos of the same subjects in new and creative ways. I’ve learned there isn’t one right way to capture any one subject, and there are usually many fine ways to capture the same subject.

Here’s what I’ve observed about the two main variables I have to work with; light and composition.

The light in the park can look very different in different seasons, at different times of day and in different weather.

As for composition, I see the best new photos when I change my perspective by changing where I’m walking or standing.

A recent foggy morning created new circumstances. The same old views looked very different due to the soft light and the masking effect of the fog. In search of a new composition, I changed my perspective by leaving my usual route and walking through a more wooded area. Through the combination of the fog and a different perspective, I quickly saw something I had never seen, which led to my capturing one of my favourite images of the park.

When I first developed my approach to measuring marketing, my perspective at the time was that I was trying to solve the following problem. I was trying to help marketers answer questions like “Did that marketing program work?” or “Did I use my money wisely on that program?”. From that perspective, I designed a scorecard to measure individual marketing programs.

I started using that approach but quickly realized that my perspective on marketers’ problem needed to shift slightly.

Instead of asking “Did that marketing program work?” marketers wanted to know “Which of my programs worked best?”.

Instead of asking “Did I use my money wisely on that program?” they wanted to know “What are the best ways for me to use my money?”.

The differences between the original and the revised question in each pair are small in words but large in meaning. Answering the original questions can provide some insights about individual programs, whereas answering the second questions goes well beyond those insights.

With my slight perspective shift came more clarity about the problem marketers need solved. I developed a more robust scorecard, using a methodology that could be applied consistently across all programs. That change enables marketers to compare programs to each other so they can see which programs are most and least effective, and then adjust their marketing strategies and improve business results.

Just as importantly, I created an effective process for identifying and ensuring the right things would be measured on that scorecard.

Light and composition are the two main variables that impact taking photos, while a marketing measurement system’s two main variables are the design of the scorecard and the choice of metrics to put on the scorecard. In both cases, there isn’t one right or perfect approach, and many will provide worthwhile results if you get the fundamentals right and focus on solving the right problem.

The Right Problem to Solve: The reason to measure your marketing is to optimize your marketing decisions and improve your business results.

Scorecard Design Fundamentals: It needs to be flexible enough to measure any kind of marketing program, while also consistently using a standardized methodology that makes it meaningful to compare each program to all the others.

Choice of Metrics Fundamentals: Understand how your company creates value, who your ideal customers are and how you define profitable customer behaviour. Your marketing should target those customers and that behaviour, and the metrics you chose should help you to see whether marketing is helping to create value for your business.

Measurement is an integral part of continuously improving your marketing effectiveness. With a steady effort, an occasional shift in perspective and an eye on the fundamentals, your measurement will evolve and improve over time, as will your marketing. In the meantime, I’m here if you need my help, unless I happen to be out in the park changing my perspective.

Filed Under: Approach, Metrics Tagged With: Effectiveness, marketing, measurement, Metrics, scorecard

Opportunity Knocks!

May 19, 2011 By Rick Shea Leave a Comment

Last Saturday at around 5pm I was frantically cleaning my house. I had cleaned the bathrooms, vacuumed, swept and dusted, and was about to wash the kitchen floor when it suddenly hit me. I was wasting my time.

Sensing an opportunity, I wisely settled into my favourite comfy chair, put my feet up and took a nap. This was a much better use of my time than washing the kitchen floor, especially considering the night ahead. Here’s why.

At roughly 8pm that night, the first of 50 or so of my friends would begin knocking on my front door to attend my annual spring party. I knew that many of the 50 would gather in the kitchen. All those feet would be guaranteed to make for a dirty floor, which I would have to wash again after the party.

The additional benefit of washing that floor before the party would be negligible, at best. I’d feel good about my clean floor (which no one else would notice), but only until all those feet arrived (with friends attached) and began to mess it up. On the other hand, a nap would really boost my energy for the evening.

Excessive investments of time and energy into house cleaning prior to a party are adversely affected by the law of diminishing marginal returns. (Try quoting me if you need to get out of a cleaning chore sometime!) For each extra cleaning investment, you get less and less back in terms of the quality of the party or the guests’ enjoyment of it. While a house needs to be clean enough to be presentable, it doesn’t need to pass the white glove test.

Similarly, investments of time, money and people into marketing measurement are also impacted by diminishing marginal returns. You shouldn’t overspend on measurement and it doesn’t need to be perfect or pass the measurement equivalent of a white glove test. It just needs to be good enough to help you to make better decisions. Consider the following visual:

The vertical axis represents the resources you invest (money, time, people) to measure your marketing. The horizontal axis represents what you learn from those measurement investments that help you to make better marketing decisions, thus improving your marketing effectiveness.

The curve represents my view of the rate at which incremental measurement investments improve marketing decision quality. Generally, the more you invest in measurement, the better your marketing decisions get, but it’s not a straight linear relationship.

Let’s look at this curve in each of the three zones separated by the two red horizontal lines, starting from the bottom zone.

Bottom Zone

Characteristics: Starting at zero on both axes, as you begin to measure you very quickly learn things that can improve marketing decisions. Most organizations in this zone have very small marketing budgets, and few resources, so it may not be possible to invest much in measurement, nor are there many marketing decisions to improve.

Recommended Strategy: Take advantage of no or low cost measurement tools and internal data. Measure anything and you will likely learn something useful.

Middle Zone

Characteristics: Organizations in this “Opportunity Zone” have marketing budgets that are big enough to be worth measuring, and can allocate a small percentage of their budget to measurement. The opportunity in this zone is that small investments pay off quite nicely in the way of improved marketing decisions. The return from better decisions shows up as lower or more efficient marketing expense, and higher revenue and profit.

Recommended Strategy: Consistently apply a disciplined and practical approach to learn what you need to know to improve decisions. Resist the temptation to over invest in the more sophisticated (and expensive) measurement solutions that will bring you closer to the steepening section of the curve where you get a lower return for your incremental investments.

Top Zone

Characteristics: Here we see the most severely diminished marginal returns from measurement investments. It takes significant additional investments to yield even the slightest improvements in decisions. Only the largest of organizations with enormous marketing budgets can play successfully in this zone, as small market share gains and sales lifts can be very profitable. Other characteristics of this zone will include a lot of complex data and sophisticated measurement techniques.

Recommended Strategy: Question every bit of measurement spending. Just as there is great opportunity to learn at the lower end of the curve, on the upper end there is equally great opportunity to reduce measurement costs without significantly damaging decision quality.

That’s the way I see the relationship between measuring your marketing and how it helps you to get better results. There are exceptions to every rule, but the law of diminishing marginal returns is one of economics’ most powerful laws, so ignore it at your peril.

Have you identified which zone of the curve you’re in? There are a lot of organizations in the bottom and middle zones, who may not currently measure their marketing, or who aren’t happy with their efforts to do so. If that sounds like your organization, a great opportunity knocks at your door!

In the meantime, if you need me, I’ll be in the kitchen mopping the floor!

Filed Under: Approach, Effectiveness Tagged With: Effectiveness, marketing, measurement, return on investment, ROI

Social Media and Social Eating

April 21, 2011 By Rick Shea Leave a Comment

Somewhere in the middle of a Dim Sum eating frenzy last Sunday at Rol San in Chinatown, my friend Elliot pointed out that five of our group of seven sitting around the table worked in marketing. Despite the fact that marketers can be creative and some in our group of seven are rather artistic, we’re nothing at all like Canada’s renowned Group of Seven painters. After our efforts last Sunday though, I’d say we are a group of seven skilled in the art of social eating.

Elliot’s comments came during a discussion about how a certain academic institution appeared to be measuring the success of a controversial event they had publicized through their website and social media. In response to criticism of this event, they pointed to their number of subscribers, as if that somehow indicated a level of support for their controversial point of view.

Of course, just being a subscriber doesn’t automatically imply agreement with every point of view expressed. In this case, the number of subscribers was irrelevant. It would be more relevant to know the ratio of subscribers for vs. against the event taking place, and/or the point of view being presented.

Around the table we began discussing how to measure social media and quickly agreed that volume or Activity metrics aren’t as relevant as metrics that track customer Engagement. Even more important to track is a third group called Conversion metrics. To illustrate, let’s look at these three types of metrics in the context of measuring social media and also our customer experience at Rol San.

Activity Metrics

Social Media: Examples include number of subscribers, followers, followers/following ratio, tweets, fans, and links clicked. You can get a sense of what people are doing, but less about why or how they’re feeling.

Dim Sum Customer Experience: Examples include the total plates ordered, the average items eaten per person, and the average revenue per person. These metrics would tell Rol San how much we ate, but they wouldn’t know whether we were satisfied customers.

It is generally more relevant to look at:

Engagement Metrics

Social Media: Examples include forwards, mentions, likes, comments, retweets and the sentiment of comments, tweets and blog posts. These types of metrics can provide more insights into what your customers are thinking and feeling about your brands and marketing programs.

Dim Sum Customer Experience: Rol San might want to know if that second order we placed repeated any items from our first order. (It was hard to tell amidst the flurry of plates and chopsticks.) Did anyone tweet or blog about our meal, or post a review somewhere? Were the comments or reviews positive or negative? Are the people who posted comments influential with the right audience?

It can be hard to tell what customers think and whether they are truly satisfied. That’s why so many eating establishments include a customer satisfaction survey with your bill. Many of these direct you to a website to give your feedback, which can then be linked to your transaction (what you ordered, your server’s name, etc.) to help round out the customer experience picture.

Still, engagement metrics and customer satisfaction scores have their limits. What customers say can often be different from what they actually do. Attitudes and opinions can help to predict behaviour, but all that investors, shareholders and bankers really care about is profitable customer behaviour, and how that behaviour converts into value for the business.

Conversion Metrics

Social Media: The greatest Conversion metrics of all are revenue and profit. Other examples include qualified leads generated, content downloads, registrations, reservations and orders; basically anything that might track key steps in acquiring, keeping and cultivating profitable customers.

Dim Sum Customer Experience: Rol San should care about whether we come back as a group, or individually with more friends, and whether we recommend to others to dine there. In a retail business, these metrics can be hard to track, which is one of the reasons loyalty and viral marketing programs exist, to both incent and track profitable customer behaviour. It’s also why hosts or greeters sometimes ask “Is this your first time here?” or “How did you hear about us?”

I can’t speak for the others in our Group of Seven Social Eaters (G7SE?), but I think I will probably return to Rol San someday. How’s that for mildly positive sentiment and uncertain repurchase intent? Rol San could invest a lot of money trying to predict my behaviour, but even I can’t predict what I’m going to do. They’d be better off tracking what I actually end up doing.

Conversion metrics are the most important metrics to track and they should be more heavily weighted on your scorecard. At the same time, don’t ignore Activity and Engagement metrics, as they are predictors of conversion. They can help you to identify where programs are succeeding and failing in creating the customer behaviour that leads to profits.

Why am I hungry?

Filed Under: Approach, Effectiveness, Metrics Tagged With: Effectiveness, marketing, measurement, Metrics, scorecard

Warren and Me

March 17, 2011 By Rick Shea Leave a Comment

While reading my good friend Warren Buffett’s 2010 letter to his Berkshire Hathaway shareholders, I found myself smiling and nodding on several occasions. Before I explain, I should point out that Warren and I are not actually friends; I just said that so you’d keep reading. I suppose it would be fair to say that I know Warren a lot better than he knows me, which is not at all.

The reason I referred to Warren as a friend, aside from the attention grabbing value of doing so, is that when I read his various comments about how he measures his company’s performance, I saw many parallels to my own views on measuring marketing performance. In that sense, we are friends. Here are a few examples featuring excerpts from Warren’s well crafted letter.

Example 1

Warren: “I believe that those entrusted with handling the funds of others should establish performance goals at the onset of their stewardship. Lacking such standards, managements are tempted to shoot the arrow of performance and then paint the bull’s-eye around wherever it lands.”

Me: Those managing marketing budgets have the same responsibility. Set performance goals up front so everyone is clear on how marketing spending will be judged. Selecting goals after the fact introduces a bias towards using metrics that prove marketing worked rather than determining whether it worked.

Example 2

Warren: “Our job is to increase per-share intrinsic value at a rate greater than the increase (including dividends) of the S&P 500.” … “The challenge, of course, is the calculation of intrinsic value. Present that task to Charlie (Vice Chairman, Charlie Munger) and me separately, and you will get two different answers. Precision just isn’t possible.” … “To eliminate subjectivity, we therefore use an understated proxy for intrinsic value – book value – when measuring our performance.”

Me: Marketing’s duty is to run programs whose objectives align with those of the organization. Any business exists to make money but, I don’t try to measure the exact financial ROI of each program because I feel that type of precision just isn’t possible. My proxy for ROI is to measure program results against their objectives, which should be focused on driving profitable customer activity and creating value for the business.

Example 3

Warren: In writing about how he values Berkshire, Warren explains why he doesn’t use net income as a metric. “Regardless of how our business might be doing, Charlie and I could – quite legally – cause net income in any given period to be almost any number we would like.”

Me: Choose metrics that are reliable and meaningful, and above suspicion of being manipulated to tell the story you want to tell. You want the people that matter to trust that your numbers accurately reflect the truth, not your version of the truth.

Example 4

Warren: Berkshire uses a well accepted accounting standard (Black-Scholes) for valuing option contracts, a standard that Warren doesn’t seem to like because under certain circumstances it can produce “wildly inappropriate values”. On this, Warren writes “Part of the appeal of Black-Scholes to auditors and regulators is that it produces a precise number. Charlie and I can’t supply one of those.” … “Our inability to pinpoint a number doesn’t bother us: We would rather be approximately right than precisely wrong.”

Me: I love that last sentence! There is a natural inclination to want to measure marketing precisely but I don’t think a high level of precision is needed to make good decisions. If you can be approximately right at identifying which marketing programs were most and least effective at meeting their objectives and creating value for your business, then you can make very good decisions that will optimize your marketing effectiveness.

I was glad to read how Warren’s point of view aligns with my thinking on marketing measurement. Any good measurement process just needs to be right enough to be an effective decision support tool. We need to measure the right things well enough that we learn what we need to know to make better decisions.

Warren and I may not be friends, but he’s a guy that I’d love to sit down with, have a hamburger (he apparently loves hamburgers) and soak up any wisdom he’d like to share. Since that’s not likely to happen, I’ll have to make do with a pretty good letter from a wise man.

PS. If you’d like to read Warren’s full letter, you can find it at the Berkshire Hathaway website: http://www.berkshirehathaway.com/letters/2010ltr.pdf

Filed Under: Approach, Metrics Tagged With: Effectiveness, marketing, measurement, Metrics, ROI

What’s Stopping You?

February 17, 2011 By Rick Shea Leave a Comment

Nine years ago, on a winter evening in downtown Toronto, a conversation in a bar with a complete stranger changed my life. I was at the Reservoir Lounge for some live jazz, leaning against a pillar that offered a perfect vantage point to the stage, and I was talking to a woman standing to my left.

We had established that while we both appreciated musical talent, neither of us played an instrument. I asked a hypothetical question, “If you could play any instrument, which one would it be?” to which she responded “the saxophone” and explained why she loved it so much.

After explaining, she turned my question around on me and asked which instrument I’d most like to play. I said “the piano” and explained how I always found myself watching and listening to the piano players. Then she followed up with the question that changed my life, “What’s stopping you?”

I was stumped. I had no answer, or more to the point, no good answer. I knew that playing the piano was a good idea and that I would find it rewarding, but I had serious doubts that I could ever learn to play well enough for my investments (time, money, effort) to be worthwhile.

Realizing that I didn’t have a good answer to her question, I made peace with my doubts and got started. I found a great teacher, started taking lessons and never looked back.

I say this changed my life because of all the fun I’ve had, the amazing people I’ve met and the great experiences that followed, including recording a four song CD. It was an investment in my creative side that has paid off in many ways, including some I never anticipated.

So, here’s my question to you. If you’re not already measuring your marketing, what’s stopping you? While you’re thinking about that, here are the most common reasons I’ve heard for not measuring and some related thoughts.

Measurement is too complicated. As marketers, we know that customers make very complex buying decisions for reasons that are difficult to isolate. Knowing that, it’s easy to believe that measurement must also be pretty complicated and just might be too big a challenge to take on. Fortunately, measurement is not an all or nothing proposition. Your choice is not between doing no measurement whatsoever and a laboratory full of supercomputers and marketing scientists in white coats. There are a whole range of options between those two extremes, and by measuring the things that matter through a simple process you can learn a lot that will help improve your marketing. Yes, customer decisions are complicated, but measurement doesn’t have to be.

Marketing can’t be measured. It can be, just not perfectly, meaning you’ll never be able to conclusively tie every dollar spent on marketing to the incremental profit generated. Luckily, you don’t need to measure perfectly in order to perfect your marketing. All you have to do is focus on measuring whether your marketing achieved its objectives and created value for your business.

We don’t have the resources (time, money, expertise, people). This is related to the first two reasons. Don’t create that measurement laboratory or try to measure marketing perfectly. Instead, have more modest measurement ambitions that align with the resources you have available. Set out to learn what you need to know to make better decisions, such as which marketing tactics work best for you.

If the only possible reason for me to play the piano had been to try to become the world’s greatest pianist, I never would have started. That objective would have seemed unattainable, and not worth pursuing. Thankfully, I had the option to learn how to play just well enough to have fun. With that attainable objective, I was able to get started with my limited resources (time and especially skill), which opened the door to all the benefits of playing piano.

Marketing measurement is much the same. The most important thing to do is to start. That will open the door to the benefits that lead to improved marketing effectiveness. Later, once you’ve built your measurement skills, you can set more ambitious goals for your measurement efforts.

To become the world’s greatest measurer of marketing would require a massive investment of time and resources. That’s something very few companies can undertake and the payoff from that effort will likely suffer from the law of diminishing marginal returns.

For the rest of us, with more modest budgets and resources, we can set more modest goals. You can make great strides (piano pun intended) with relatively small investments. Start measuring and you will learn something that helps you to make better decisions, which is the whole point of measuring. Now, tell me, what’s stopping you?

Filed Under: Approach, Effectiveness

Apples, Oranges and Bananas

January 20, 2011 By Rick Shea Leave a Comment

A funny thing happened yesterday on my way to the refrigerator. I was working from home. It was mid-afternoon and time for my snack.

I rose from my desk, went downstairs and walked my appetite into the kitchen, but stopped short of opening the fridge door. I paused, wondering what to eat. With the Christmas eating marathon still fresh on my mind, and around my waist, I was looking for a healthy snack, likely a piece of fruit, but which one?

My choice of available fruit came down to an apple, an orange and a banana. I considered my options.

Apples: Are high in pectin, a fibre which has a long list of health benefits, the flavonoids reduce diabetes risk, and they taste refreshing.

Oranges: The antioxidants offer protection from all sorts of disease, the vitamin C supports the immune system, and they taste great.

Bananas: The potassium lowers stroke risk, the vitamin B6 keeps the nervous system in top shape, and they are more filling than the other two.

Hmmm… They’re all good, I thought, but in different ways. While as fruit they have their similarities, they are each designed to meet different objectives. How do I compare them? How do I choose?

Naturally, as you might expect, my first big decision of 2011 reminded me of the problem marketers face when trying to decide which of a group of marketing programs was most effective. Deciding which piece of fruit or marketing program was most effective depends heavily on my objectives related to eating, or on the marketer’s objectives related to each program.

One of the challenges in comparing Marketing Program (or fruit) A to B to C is that they each have different objectives. That means, the right metrics to measure each program might be quite different from the metrics to measure the other programs. This fact makes comparison very difficult. As they say; it’s like comparing apples to oranges.

To make this comparison easier, you need to focus on comparing how effective each marketing program is at doing whatever it is supposed to do. Let’s start with the last six words of that sentence.

Step 1: Decide which metrics to use. Answer two simple questions about each program:

Who are you targeting?

What do you want them to do?

For example, consider the different metrics you might use to measure:

A public relations campaign to raise awareness among non-customers

An email program to incent loyalty and improve customer retention

An online contest to add email addresses to your customer database and incent referrals to non-customers

Step 2: Level the playing field. This is the part where you compare the relative effectiveness of programs measured with different metrics:

Create a standard scorecard for your business. This becomes your template. Your scorecard needs to have the flexibility to measure all types of marketing programs, and accommodate all types of metrics. For a simple program you might need 5 to 10 metrics, whereas for a complex one you might need 30 to 40.

Customize your template to create a scorecard for each program. Some metrics will appear on each program’s scorecard, while others will vary from one scorecard to the next, given that the programs each had different objectives.

Score each metric according to how it performed vs. its objective. (actual/objective X 100%) This is the pivotal step that converts all metrics into one common metric, in this case a percentage. Working with a common metric enables scoring each one and totaling your scores for each scorecard.

That last step is critical to enabling you to compare programs with differing metrics. Instead of figuratively looking at apples, oranges and bananas and trying to figure out which is better, now you’re just looking at fruit, with a simple comparable rating for each. Then rank them, and you’ll know which programs were best and worst at meeting their objectives and delivering the results you wanted.

To solve my little dilemma yesterday, I suppose I could have created a Fruit Measurement Scorecard, based on my specific eating objectives at that moment, to give me a way to rate and rank three different pieces of fruit, but that would have been a bit weird. OK, a lot weird. Anway, I was hungry, there just wasn’t time.

Oh, if you’re wondering which fruit I chose, without a scorecard to assist me, I caved and ate the last piece of blueberry pie. Hey, those blueberries are loaded with antioxidants!

Filed Under: Approach, Metrics Tagged With: comparison, Effectiveness, marketing, measurement

Return On Corona

November 18, 2010 By Rick Shea Leave a Comment

My friend Dan was in town recently. Our friendship goes back to our university days at McGill, which is another way of saying we’ve known each other for a very long time. Of course, we’ve both aged quite gracefully. We get together when we can, and when Dan had to be in town for meetings a couple of weeks ago, we made plans for Saturday night.

Dan and I decided to get caught up while watching a rare live performance of their Paul McCartney tribute called ‘Getting Better’ by my musician friends, The Weber Brothers. The guys delivered a great performance, as always, with a set list that included ‘Yesterday’, ‘Let It Be’ and ‘Maybe I’m Amazed‘. I was also thankful that Ryan and Sam Weber chose not to perform ‘Silly Love Songs’.

Whenever we get together, Dan and I usually pass some of our time updating each other on our business endeavours. I always enjoy hearing Dan’s perspective and he usually asks great questions that help me to focus on the right issues.

As we discussed my marketing measurement work, Dan questioned whether I measure Return On Investment (ROI), which is a natural question and one I’m commonly asked. My answer went something like this.

As we sat at the bar, I looked down at the clear glass bottle in my right hand. I said, “Let’s use my Corona as an example. I don’t remember what marketing program caused me to try it years ago for the first time, I can’t tell you why it’s among the half dozen or so brands that I tend to order, and I don’t know what caused me to order it tonight.”

Corona

Let’s suppose Molson-Coors made $0.50 profit on the sale of my one bottle. To calculate the ROI on their marketing for this transaction, they’d have to understand which marketing investments influenced my buying decision, and by how much. Here are some thoughts on their marketing programs that I can recall:

I know I like watching their commercials

I’m sure I’ve seen several print ads, and the image of their clear glass bottle sparkling in the sun and a wedge of lime lingers in my mind

Not too long ago, I noticed a contest to win a bar fridge

I remember a great poolside bar promotion while vacationing at an all-inclusive a few years back that likely still influences my purchases.

Those are the ones I can recall, but I’m sure there are others I don’t remember that have influenced me. Here’s where calculating ROI gets more complicated.

I have no idea which of these marketing investments influenced me most, or least, nor how much of the $0.50 profit to attribute to each.

I can’t begin to consider how to account for the combined impact of all those marketing investments that somehow accumulate within me over the years to influence my buying decisions.

The key point is, if I can’t do the profit allocation for my own buying decision, even if Molson-Coors could somehow get inside my head and have a good look around (it wouldn’t take long…) they wouldn’t figure it out either. To further complicate things, all their other customers each have their own influences and reasons for buying.

We humans each make our own very complex buying decisions, often influenced by factors outside the marketers’ control, in ways we may not consciously understand. It’s extremely difficult and costly to isolate all the variables involved to truly and accurately measure financial return on investment of marketing spending. We end up having to make too many assumptions, or guesses at allocations.

However, this doesn’t mean we shouldn’t measure something. Instead of ROI, I focus on measuring how effective marketing is at meeting objectives, using metrics that involve as few assumptions as possible. Here are a few thoughts on metrics:

Rather than trying to focus on one killer metric, like ROI, select a group of metrics that together give you a balanced view of whether a specific marketing program drove value in your business.

Assemble your various metrics in a scorecard that allows you to evaluate each metric against its objectives.

Decide which metrics you want to use before you launch your marketing program in case you need to gather data while the program is in market.

Just because I’m letting you off the hook on measuring ROI, it doesn’t mean you should ignore financial metrics. Your scorecard should definitely include financial metrics, such as revenue, and average transaction value, which tends to be a good indicator of profit.

I’m not comfortable making decisions or recommendations supported by numbers that are based on a lot of assumptions or guesses. Build your marketing measurement process on as many facts and clean data as you can find.

Oh, and one more thought. My Return On Corona (ROC) a couple of Saturdays ago was exceptional, given my objectives to hang out with a great friend and to be entertained by talented musicians!

Filed Under: Approach, Metrics Tagged With: Effectiveness, marketing, measuring, return on investment, ROI, scorecard