Build Relationships with R.E.S.P.E.C.T.

September 27, 2016 By Rick Shea

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However you define success, achieving that success generally requires the ability to build relationships. Talent and hard work can give you a leg up but to achieve high levels of success requires the help, support and cooperation of others.

You’ve heard the adage “It’s not what you know, it’s who you know.” When it comes to your success, it’s more about who is willing to help you.

Building relationships means investing in others consistently with a giving attitude unhindered by the expectation of getting something in return. Sow enough seeds and you’ll grow mutually beneficial relationships with the right people.

Consider my R.E.S.P.E.C.T. formula for acting in ways that build the right relationships. More than just an acronym, the overarching theme embedded in this approach is to give respect.

R: Reliability

I have great news for you. One of the most important elements of building relationships also happens to be one of the easiest. Be reliable. Others love it and so do you. The bar is set pretty low in this regard so you can easily stand out simply by responding to communications promptly, doing what you say you’ll do and showing up on time. Reliability builds trust, an essential ingredient in the best relationships.

E: Engagement

Don’t wait for good things to happen, make them happen by reaching out and creating opportunities to move your relationships forward. Be the one who initiates. Just like being reliable, simply keeping in touch is another easy way to stand out.

S: Simplification

There are people who have a knack for simplifying things and making problems go away. Then there are those who make things more complicated and create problems. Whose company would you rather keep? Solve problems and create value. Eliminate sources of irritation, don’t be one!

P: Promotion

Embrace opportunities to do things that promote the interests of others. Make introductions, provide counsel and insights, share useful information, do favours and make yourself available to those who need your help.

E: Enthusiasm

There are two levels of enthusiasm, internal and external. Internal enthusiasm feeds your energy to do the things you need to do. External enthusiasm is about how you express it. Channel that inner enthusiasm towards things that are beneficial to building your relationships and share your enthusiasm so others feel it. Enthusiasm is contagious!

C: Communication

Good communication means clearly expressing perspectives, needs and expectations. Whether speaking or writing, choose unambiguous language and avoid jargon. Great communication requires listening. Don’t deliver a monologue, engage in a dialogue. Listen actively, ask good questions and confirm you’ve reached a shared understanding of your discussion.

T: Thankfulness

Last but not least, be appreciative. Don’t take the time, support and opportunity others give you for granted. Express your thanks in words and in actions by reciprocating when you can. The best relationships are a two-way street.

I haven’t suggested anything you don’t already know. The challenge is to practice these habits consistently and to live up to our own standards. Invest in your success with R.E.S.P.E.C.T., your seven point plan for building relationships!

What do you feel are the key ingredients in building relationships? Would you add anything to the seven elements I’ve suggested?

Filed Under: Approach Tagged With: Approach, Management, marketing, Relationships, Respect, Strategy

How’s Your Marketing Measurement Appetite?

July 5, 2015 By Rick Shea Leave a Comment

Introduction

Welcome to summer, finally! Do you have any vacation plans? I took one in May, and not only did I have a great time, I found the inspiration for this post one morning while choosing between two breakfast alternatives.

With any luck, my choice might inspire you in some way, or maybe just make you hungry.

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I’m a foodie. In May, I went to China with my partner Marilyn. The food we ate provided many of our vacation highlights, including my first ever bowl of Pu Gai Mian.

On day eleven of our travels, I woke up in Chengdu with a very specific food craving. Having eaten nothing to that point but the outstanding local cuisine at each and every meal, I now wanted a bacon and eggs breakfast, the type served by greasy diners back home.

This seemed a sacrilegious desire in the capital of China’s Sichuan province, whose cuisine I love. It was also unrealistic to expect to find such a diner in Chengdu.

I sheepishly confessed my powerful craving to Marilyn. She suggested a solution to my problem, the hotel next door and its western breakfast buffet. It wasn’t a greasy diner, but it would do, and so we set off for the luxurious five-star Jin Jiang Hotel.

The Jin Jiang’s buffet looked spectacular. Unfortunately, so was the price, which converted to $115 Canadian for the two of us.

I knew that this spectacular solution could solve my problem. I was also pretty sure that, in this city of more than 6,000,000 people and I suppose thousands of eateries, there must be other less spectacularly priced breakfast alternatives.

A Simple Solution

Marilyn proposed a Chengdu breakfast specialty, Pu Gai Mian, which translates to Bedspread Noodle. We soon found a little corner joint serving steaming hot bowls of the broad, multi-folded noodles in a spicy beef broth. We ordered two delicious bowls which together cost $3.20, a mere 2.7% of what the Jin Jiang wanted for their buffet.

Pu Gai Mian - One Bite Missing!

Pu Gai Mian – One Delicious Bite Missing!

Our choice of breakfast options in Chengdu reminded me of the dilemma marketers face when trying to measure their marketing programs. Should they invest in a costly and sophisticated five-star measurement solution, or might a more modest bowl of noodles approach do the trick?

The reality is that there are a lot of options available between the two extremes. Spectacular, high end solutions have their place at breakfast or in marketing, but why spend a lot when a little will suffice?

Sophisticated Marketing Measurement

In some circumstances, marketers should apply a more sophisticated and costly approach to measurement. These include:

Big Marketing Budgets: When there are big budgets to manage and a lot of revenue on the line, it makes sense to invest significantly in measurement to optimize the impact of your marketing.

Complex Marketing & Customer Interactions: The more communication channels, marketing executions, customer touch points and data you have, the more you may need a robust measurement system.

Big Measurement Appetite: This one is critical. If you opt for a pricy high-end solution, then you also need to support that through a substantial and ongoing organizational commitment to make measurement work. It is one thing to load up on the fancy technology and quite another to use it fully and leverage the benefits. In breakfast terms, if you choose the buffet, be sure to eat more than just toast and cereal.

Sophisticated high-end marketing measurement solutions are impressive and may well be the right solution for many marketers, however, they’re not the right solution for all marketers, all the time.

Sophisticated Measurement Might Be Too Much

For a lot of marketers, sophisticated measurement solutions might be overkill and more than they need. Here are three reasons to be wary of overspending at the marketing measurement buffet.

The Attribution Problem: Customer purchase decisions are influenced by multiple factors, many of which are outside of marketers’ control. Such decisions are both rational and emotional and the customers themselves likely don’t entirely understand which combination of marketing messages and incentives impact their purchase decisions, or to what degree.

If customers don’t fully understand their own decisions, how can marketers reliably attribute their customers’ decisions to specific marketing programs? How much do you want to spend on something that is inherently difficult to measure?

Flaws & Assumptions: One of the challenges with any approach to measurement is that there will be flaws in the data and the methodology, and assumptions will need to be made. Many assumptions will likely be flawed, largely due to the attribution problem. Thus, marketing measurement is an imperfect science and all methodologies will have their flaws.

Efforts to make it more scientifically perfect and reliable will tend to add complexity and cost, pushing such a solution out of the reach of any organization who might be short on time, money, people and expertise to throw at marketing measurement. I’m guessing that could be a long list of organizations.

Commitment: Most organizations have a hard time committing resources fully to measurement on an ongoing basis. Organizations can rightfully see measurement as a less urgent need than finding, serving and keeping customers.

It can seem hard to give it the time and attention it needs, especially if the measurement approach is complex. That suggests a more simple and practical approach, requiring less support and involvement, might be a better fit for most organizations, especially those small to mid-sized.

Match the Solution to Your Need

The Jin Jiang’s expansive buffet was awfully tempting, but all I really wanted was a diner breakfast, so it felt excessive. Then, when I compared its price tag to the alternative, it was easy to choose a more modest approach that turned out to be quite delicious and satisfying.

As you contemplate how best to address your marketing measurement needs, keep in mind that you have many alternatives to choose from and none of them will be perfect. You may want what you perceive as the best but something seemingly lesser can give you just what you need. Scale your solution to the magnitude and complexity of your problem, and your appetite for marketing measurement.

Filed Under: Approach Tagged With: Approach, Management, marketing, measurement, Methodology, Solution

A Note of Caution

October 30, 2014 By Rick Shea Leave a Comment


Introduction

I had an interesting experience at the bank the other day so I thought I’d tell you about it. I was a little worried about what might happen at the bank, just as you might worry about deciding which marketing programs to execute.

It turned out that I had nothing to worry about and if you measure your marketing, and follow my five measurement principles, you can ease your worries, too!

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As I handed the bank teller my carefully crafted note, I worried about how things were going to turn out. I had taken a cautious approach with my note, but I couldn’t control or anticipate the teller’s reaction.

Normally, notes handed to bank tellers might say something like “This is a hold-up” or “Put all the money in a bag” or in Woody Allen’s case, “Abt natural, I’m pointing a gub at you”. My circumstances were different, so I needed a different approach.

For one thing, I actually wanted to GIVE the bank some money. Well, not exactly “give”. I wanted to deposit a cheque from one of my clients into my business account. The other circumstance at play was that I couldn’t speak, not one word.

Before you start thinking that I bank at one of those new all silent branches, allow me to explain by sharing the content of my note:

“I’m sorry; I can’t speak temporarily while I recover from vocal cord surgery. I’d like to deposit this cheque into my account.”

Thankfully, the teller didn’t panic, the deposit went smoothly and I escaped the bank silently, without speaking a word to anyone.

It is natural to worry about taking actions or making decisions with uncertain outcomes. It is also natural to want better information to help us make better choices.

Marketers face difficult decisions and a lot of uncertainty every time they have to choose which programs to fund in their efforts to attract and acquire customers. In the absence of data or evidence of how similar programs might have performed in the past, such spending decisions become significantly more difficult.

To improve your ability to make good marketing spending decisions, you need good data about the performance of past marketing programs. The purpose of marketing measurement is to support making better marketing spending decisions.

There are many ways to approach marketing measurement. Whatever approach you take, be sure to follow these:

Five Marketing Measurement Principles

1. Pick & Stick: Choose one measurement methodology, apply it consistently across all programs and stick with it. Without measurement consistency, you end up with silos of data around each program that are difficult to analyze and compare.

2. Set Good Objectives: You’ll need to measure your results against your objectives. Integrate measurement into your marketing planning to force setting well-defined and measurable marketing objectives, for the overall organization, the brand and for each program.

3. Involve the Right People: Measurement works best when you have input and support from other parts of the organization. You will need other key individuals to agree that your approach is sound and that the results of your measurement efforts are meaningful. You may also need them to provide you with good data.

4. Use Good Data: Whether you use a complex and sophisticated methodology, or a scorecard, it won’t matter how good your approach is if your data is garbage. Be hard on the quality and reliability of your data to properly support your measurement methodology.

5. Compare & Learn: To learn what works and what doesn’t, and to find the best ways to spend your budget, you need to compare results to objectives and programs to each other. Seek answers to questions like:

  • Did we get the results we wanted for the company, for the brand and for the program?
  • Which of our programs, and in general which types of programs, seem to be the most and least effective at delivering the results we need to meet our business objectives?

When I handed my note to the teller, I was worried about startling or upsetting her and hoped I wouldn’t need to engage in any further communication beyond a nod, a smile or a thumbs up. When you have to decide how to allocate your marketing budget, your worries relate to serious things like meeting business objectives, achieving personal performance goals and advancing your career.

To worry less and to improve your marketing decisions, make sure you have a solid approach to measuring your marketing. It will give you better information about what works and what doesn’t, your decisions will improve and the business results will follow.

As for me, I’m glad I didn’t end up like Woody Allen’s character Virgil Starkwell in ‘Take the Money and Run’!


Filed Under: Approach Tagged With: Data, Effectiveness, Management, marketing, Measure, measurement, objectives, scorecard

When I Paint My Masterpiece

August 21, 2014 By Rick Shea Leave a Comment


Introduction

Have you ever procrastinated? That’s what I thought. Me neither. Well, this post is about how one of the reasons for procrastinating really isn’t a good one (the others are fine) and how a simple strategy to deal with that reason will help you take on that project you’ve been putting off, like painting your house, or measuring your marketing.

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In last month’s post, I joked about how I was going to need to steal time from one “fun” project, painting my front porch, so I could take on another marginally work-related project that was really more about me having fun. Well, guess what? Since I last wrote you, I found time to paint the porch!

I have to admit that I had been procrastinating (just this one time) about my hellish little chore. I knew it was going to be ugly. I’d look at the front of my house and all I could see was the toil and sweat awaiting me. I also knew that I would need a big block of time that I could never seem to find.

Then one day, a simple insight about that big block of time got me unstuck and into motion on my dreaded painting project. I realized that I could break down this miserable undertaking into manageable bite-sized pieces. I identified all the steps involved and did them, one at a time, in smaller chunks of time, as my schedule permitted. Looking at the problem this way made it easier for me to get started, and easier to see the path to the end.

One of the reasons that some marketers don’t measure at all, or not as well as they’d like, is that the whole project seems like too much to take on. Like my house-painting project, you can make implementing a measurement system seem less daunting by breaking it down into smaller steps. In short, it requires a plan, and here’s an approach to get you moving.

8-Step Plan to Measure Marketing

  1. Assemble Your Measurement Team: It is generally wise to create a small and diverse team that pulls members from some combination of marketing, sales, operations, finance, accounting, IT, customer service, and perhaps some external resources. Marketing exists to incent profitable customer behaviour. People from each of these areas will either have a perspective on what that means and what you should measure, or can provide the data you’ll need to measure whether marketing is achieving its objectives.

  2. Decide What to Measure: This key step requires having clarity about your overall business and marketing objectives, as well as each individual marketing program’s objectives. Well-defined objectives from your marketing planning process will help you to identify the metrics that you’ll use to assess how well your marketing is working. You’ll also identify the data you’ll need to collect, along with where, when and how you’ll collect it.

  3. Pick a Methodology: You need a measurement methodology that you can apply consistently across a diverse range of programs. The methodology needs to accommodate differences due to programs of varying complexity, targeting different customers, with different objectives and that require different metrics to assess performance. A consistent methodology across programs makes it possible to rank programs by a common overall program performance metric.

  4. Assign Responsibilities, Set Deadlines & Expectations: Make sure each team member clearly understands their role and responsibilities, what they’re supposed to do and when, and who else on the team they need to work with on specific tasks. Like any project, your success will depend on how well people perform.

  5. Test: Start small. Measure one program while you develop and work out the kinks in your process. Pick a program that will involve everyone on the team and that will test all aspects of your process.

  6. Review & Adjust Your Process: Things may not go entirely smoothly on your first attempt. Check back in with the team, fix what needs fixing, and prepare to roll out your process.

  7. Roll Out: You may need to do this in phases, perhaps to other brands, other program types, other divisions and other locations. Do it in manageable steps and be sure to pause between phases to review and adjust, as needed, until you’ve fully rolled out.

  8. Review & Adjust Your Marketing: Hold a measurement review session before starting your next round of marketing planning. Take the time to see what you’ve learned about which programs have been the most and least effective at meeting their objectives, so you can optimize your next wave of strategies, tactics and outcomes.

With all the hard work behind me, I find it interesting how the disdain I felt for this project before and while doing it has somehow vanished. All I feel now is the pride and satisfaction of a well-painted front porch. The key was finding a way to look at the project that made it seem doable and enabled me to get started.

If developing and implementing a marketing measurement process in your organization is something you’ve been dreading, a step-by-step plan will make it easier for you to start and finish. Now that I’ve finished painting my masterpiece, let me know if you need help with your project!


Filed Under: Approach, objectives Tagged With: Effectiveness, Management, marketing, Measure, measurement, Measurement Plan, Planning

A Chapter About Bruce

July 17, 2014 By Rick Shea Leave a Comment


Introduction

Are the objectives for your marketing programs really just reasons without numbers? Well, with some inspiration from a seed planted by a song I first heard in 1975, I’ll try to help you to fix that problem.

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I’m a long-time Bruce Springsteen fan. My affliction set in the first time I heard Born to Run played on my local FM station. I remember it well. It was the fall of 1975 and I was sitting in the basement of our family home, pretending to do homework.

When I decided several years ago to learn about blogging, I wanted to do so outside of my work world. I chose to blog about Bruce as I had studied him more diligently.

The blog was fun, I learned what I needed to know, but after five years of weekly posts, I lost the enthusiasm to keep going. I stopped posting at the end of 2012, although I have kept the blog site up. I’m happy I did it and the blog opened doors for me that I never anticipated.

Recently, a new door cracked open. I’ve been asked to consider writing a chapter in a book about Bruce that one day will hopefully be published. The asker found me through my blog.

I haven’t made my decision yet but I’m thinking about it and why I might like to do this. That leads me to the point of this story. I want to illustrate the difference between having reasons for doing something and setting proper objectives for doing that something.

Reasons may give you purpose, but proper objectives give you the ability to measure whether you achieved what you set out to accomplish. To measure whether marketing programs achieve their purpose, you need to be able to compare results to objectives.

I have to decide whether to commit my resources to writing this chapter, in the hopes it will be accepted and published. Similarly, you have to decide whether to support and run specific marketing programs, in the hopes they will move your business forward.

Setting Clear Objectives Will Help Us Both

My Decision

Let’s start by looking at my reasons for wanting to do this:

  • Become a published author
  • Improve my writing skills
  • Reach a new audience
  • Have some fun

I think these are good reasons to do it, but they are just that, reasons. To convert them to measurable objectives, I need to challenge them as much as your boss (not that Springsteen guy) would challenge any of your marketing program objectives with some of those “what do you mean by that?” type of questions. More on that later.

By quantifying the outcomes I’d like for each reason, we can begin to find the semblance of a measurable objective:

Become a published author: This is the easiest one. If the book is published and my chapter makes the cut, then mission accomplished. I have to admit, this is my number one objective, and the one I’d weight highest on my scorecard.

Improve my writing skills: Now it gets tougher. How do I measure the change in my writing skills from before until after I write that chapter? I could assemble a panel of writing experts and have them develop a scoring methodology to evaluate my before writing, perhaps a few of my newsletters. They would then have to use the same methodology to evaluate my completed chapter. The difference between the two scores would be my improvement. I could set my objective at a 10% improvement.

Reach a new audience: I need to start by being more specific about who I’m trying to reach. If I want to reach Springsteen fanatics to draw traffic to my dormant blog, my objective could be to increase average weekly unique site visitors by 20%.

If I want my chapter about Bruce to attract prospective clients for Optiv8 Consulting, then I need to define how much new business I’d like to acquire this way. I’ll set the bar for number of clients at one, which is likely overly optimistic. The dollar value objective for that one engagement will remain a confidential matter between my new Springsteen-loving marketer friend and myself. I’ve met many Springsteen-loving marketers over the years so, who knows, this might work!

Have some fun: This one is tough. I’ll know if I’m having fun when I’m doing it, but what could I possibly use as a Key Performance Indicator for my fun? I’m open to any suggestions you’d like to make but I know one thing. I’ll be wearing a massive grin the day my copy of that book arrives and I see my name in the book.

Your Decisions

Since I don’t know which program(s) you’re contemplating running, or what your objectives might be, I’ll suggest a few things for you to consider.

Start by asking if your objectives are just reasons without numbers. If you haven’t done the harder work of quantifying the results you want related to those reasons, you’ve yet to set objectives, and you won’t be able to measure properly when the program is over.

For each objective you set, challenge yourself with a few questions, before your boss hits you with those “What do you mean by that?” questions. These will get you started:

Who are you targeting? Examples: Current customers, prospects, specific market segments, a specific audience.

What do you want them to do? Examples: Follow/like you, subscribe, download, buy or buy more of specific products or services.

When do you want them to do it? Specify a period or a deadline.

How much of that do you need them to do for you to be happy? Pick a number or a percentage growth vs. a benchmark, like same period last year, and don’t sandbag it or your boss will challenge you some more!

The first three of the above questions help you to define the behaviour you want. In the last one, you quantify that behaviour.

In addition to making it possible to measure your marketing, setting proper objectives also sets expectations and defines success. That makes it easier to decide whether to allocate limited resources to a given initiative.

In truth, my decision isn’t too hard and I’ll probably go for it, assuming I can come up with an angle for my chapter. So my consulting work won’t suffer, I’ll re-allocate non-work time that I’ve allocated to other fun things, like to paint my front porch.

As a business executive or owner of a marketing budget, you must optimize your resources and budget by making good choices about which programs to fund. You’ll have your reasons for wanting to support each program, but be sure to challenge your reasons and objectives with some good questions before The Boss beats you to it.

For you Springsteen lovers, the blog is Your Friday Bruce Fix. I couldn’t tell you sooner as I worried you might never come back!

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

Better Than Nothing

June 26, 2014 By Rick Shea Leave a Comment


Introduction

Perhaps it’s just human nature. We don’t always do the things we know are good for us, like eating oatmeal or measuring marketing. Those who don’t currently do either can be much further ahead, just by doing a little, which is certainly better than nothing.

If you don’t currently measure your marketing, please grab a bowl of oatmeal and read on for four reasons why you should start measuring!

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Last week, my sister Dianne emailed to share her discovery that Bob’s Red Mill makes a quick cooking steel cut oats. We’re both fans of steel cut oats but don’t love how long they take to cook, so this came as good news.

In my reply, I wondered whether they deliver the same health benefits as regular steel cut oats. I recalled reading something about how oats that take longer to cook also take longer to digest, which is somehow more beneficial to your health, although I’m not sure why.

When I raised this health related issue to my sister, her reply was “any steel cut oats is better than none…which is how much I’ve been having lately”. You see, Dianne has a young son who I’ve written about before, and he keeps her pretty busy. Quick, healthy breakfasts are a good thing!

I think Dianne is right. Any steel cut oats is better than none. If you don’t eat steel cut oats, you don’t get the health benefits. Marketing measurement is the same. If you don’t measure, you don’t learn anything that helps you to improve your marketing.

Like mothers of young children, marketers have a lot on their plates. They know measurement is good for them, but many don’t measure as much or as well as they would like. Many others don’t measure at all.

As much as they might like to measure, a full-on approach often isn’t practical, usually due to a shortage of some combination of time, resource and expertise. Still, they need to find a way to get something done, as the benefits of marketing measurement make it worthwhile.

If you don’t already measure your marketing, here are some reasons you should.

 

4 Reasons to Measure Marketing

1. You Will Learn Something Useful: The main problem with not doing any measurement is that you don’t get to learn anything that helps you to make better marketing decisions. If you could measure something, and learn something that helps improve your marketing, that would certainly be better than learning nothing.

2. You Will Set Clear Objectives: Measuring your marketing brings an additional layer of discipline to your marketing decision making. Committing to measurement requires that you to set clear and measurable objectives when planning your marketing programs. It will force you to ask the right questions about each proposed program. Those questions will help you filter out bad ideas and reduce ineffective spending of your limited marketing budget. That alone is worth the price of admission.

3. You Will Have Data: A manager with the responsibility for a marketing budget has two main organizational battles to fight. The first is to fight for budget to fund upcoming marketing programs. The second comes later when it’s time to prove that budget was well spent. If you measure marketing, you will have data with which to fight your battles. Having data is way better than having none and going into battle unarmed.

4. You Will Rank Your Programs by Results: However you choose to measure, make sure you apply one approach consistently across your diverse range of marketing programs. That consistency will give you the ability to rate, rank and compare programs according to their effectiveness at meeting their objectives. You will be able to identify the winners and losers, and you will have a basis on which to make decisions about which types of programs to run in the future.

My sister is right to focus on getting the health benefits from steel cut oats, and if it takes a bit of a short cut to get her there, than that is what she should do. Marketers who don’t measure also need to find a way to get there. I believe in a practical approach to a complex problem as a reasonable and effective way for time-starved marketers to get some measurement done and get the benefits of improved marketing health.

If you measure your marketing, you will learn what works and doesn’t work, so you can optimize your strategies and get better results. Measure… Learn… Optimize… In my books, that’s way better than nothing!

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About the Author: Rick Shea is President of Optiv8 Consulting, a marketing effectiveness consultancy with a focus on helping small to mid-sized organizations measure their marketing so they can stop wasting money.

Copyright ©2014 Optiv8 Consulting.  All rights reserved.

You may reproduce this article by including this copyright and, if reproducing electronically, including a link to:  http://www.optiv8.com/

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

Big Data, Small Data

March 30, 2014 By Rick Shea Leave a Comment


Introduction

Marketing measurement is a big problem, but the solution to the problem doesn’t also have to be big. In fact, it can be small.

This month’s post is about taking a small data approach to a big marketing problem.

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On Monday afternoon, I met my friend Reuben to get caught up over a coffee. I always enjoy our chats as they usually cover a wide range of interesting topics. Reuben also tends to ask great questions and make insightful comments. Monday was no exception.

While discussing how pervasive technology, analytics and big data are in marketing, we concluded that in contrast to all of that complexity and big data, I come at marketing measurement from a different angle; with something we might call a small data approach.

There is an emerging definition of small data as the few key pieces of meaningful, actionable information that we can uncover by analyzing big data. Those insights you extract from your big data become the last steps along the way to making better marketing decisions.

Actually, neither one of us had that definition of small data in mind during our discussion. Rather, we spoke of my “small data” approach to marketing measurement as small relative to other approaches and to the complexity of the problem.

My approach does align with the above definition of small data in the sense that I am very focused on organizing the chaos of all that data, uncovering insights and helping marketers to learn what they need to know so they can make better decisions. That is the reason to measure marketing and it needs to be the focus of any approach to measuring marketing.

Where my scorecard-based approach might also seem a bit contrarian is in its emphasis on measuring results vs. objectives and in not trying to calculate a financial return on investment (ROI). Although it would be ideal to accurately measure the financial ROI of marketing programs, as I have written about in the past, I think there are too many problems with doing financial ROI calculations for individual marketing programs.

I’ve always thought of my approach as a practical approach to a complex problem. As of Monday afternoon, I’m also starting to think about it as a small data approach to a big data problem. To explain what I mean by a small data approach, let me start with some thoughts on big data.

Big Data

Big data flows out of a set of circumstances that will tend to occur at bigger companies, and might include some combination of the following:

  • Big marketing budgets
  • Many marketing programs
  • Many products and/or services
  • Many communications channels
  • Many and diverse customers and customer segments
  • Many touch points on the customer path-to-purchase
  • Many transactions

These circumstances lead to a whole lot of data to analyze and understand which in turn leads to big data measurement solutions that will also tend to be big, complex, sophisticated and expensive.

With all the buzz around big data, it is easy for small and mid-sized companies to conclude that a high-science, big data solution must be the only legitimate way to approach marketing measurement. For many of these companies, a big, costly sophisticated approach isn’t needed or practical under their circumstances. A smaller, more practical approach can do the trick.

Small Data

Most small to mid-sized companies don’t operate under the same set of circumstances. Their budgets aren’t as big, their marketing activity is much less involved, their world is much less complex and they generate and collect a smaller amount of data. They also have fewer resources with which to take on the problem that all marketers must solve, which is to determine the best ways to invest their budgets.

A small data approach can be a great fit under these smaller circumstances. Yet, given the range of company size and marketing activity within the small to medium sized businesses segment, a one-size-fits-all approach doesn’t work. Any approach needs to have some built in flexibility so you can scale up or down to be appropriate for the size of the marketing budget being measured.

That’s really where I stand on marketing measurement. Right size your approach to your circumstances, and don’t overspend on measurement by bringing an over-sized solution to your problem.

Don’t over allocate resources to measuring something that you can’t measure perfectly, as the law of diminishing marginal returns will ensure you waste some of those precious resources. This is not about measuring perfectly; it’s about perfecting your marketing.

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About the Author: Rick Shea is President of Optiv8 Consulting, a marketing effectiveness consultancy with a focus on helping small to mid-sized organizations measure their marketing so they can stop wasting money.

Copyright ©2014 Optiv8 Consulting.  All rights reserved.

You may reproduce this article by including this copyright and, if reproducing electronically, including a link to:  http://www.optiv8.com/

Filed Under: Approach Tagged With: Big Data, Management, marketing, Measure, measurement, measuring, return on investment, ROI, scorecard

The Long and Short of It

February 27, 2014 By Rick Shea Leave a Comment


Introduction

Are you a short-term thinker or a long-term thinker? Both? Neither? Maybe you’d like to think about it and get back to me?

Well, today’s post has a little something for both of you, or all of you. However you think, marketing measurement has benefits for you!

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Early in my career, I worked for a guy who believed that one of the biggest problems facing the country was an epidemic of short-term thinking. At the time, given my youth and inexperience, I didn’t give this epidemic of his a lot of thought. Over the years, though, I’ve come to realize that he was onto something.

Consider these common examples of short-term thinking:

  • Politicians who seem primarily motivated by getting elected or re-elected, rather than by doing the right thing in the long run for the citizens whose interests they supposedly represent.
  • General managers of professional sports teams who trade away young talent for veteran players. They sometimes make the playoffs and a little extra money for their owners, but rarely do they go on to build championship teams without investing in the long-term development of their young players.
  • Business executives might want to invest in the future but will tend to favour taking actions that contribute to meeting shorter term objectives. Missing those objectives can disappoint financial markets and can cost those executives their bonuses and maybe their jobs.

Short-term thinking can also cause companies to be reluctant to make marketing measurement a priority. It can be difficult to allocate scarce marketing resources towards something they perceive as having a longer-term payback.

Marketers will tend to allocate their resources and budgets towards activities that deliver customers and revenue today. They might think, “Why spend money on measurement, something that will help me next year, when I could spend that money on programs to find more customers this year?”

The pressure to think and behave that way is real, but the perception that marketing measurement’s benefits are exclusively long-term isn’t quite right. The long-term benefits from measurement are significant, but there are also important short-term benefits. Let’s look at both.

 

Long-Term Benefits of Measurement

Better Decisions, Better Results: This is the main and most obvious reason to measure marketing. What you learn will make your marketing more effective.

Optimize Spending, Reduce Waste: Measurement helps you to learn which marketing programs are the most and least effective, so you can do more of what works and less of what doesn’t.

Organize the Chaos: We live in very data rich times. As technology evolves and as the ways marketers interact with customers become more diverse, you’ll have even more data and it will be harder to make sense of it all. A good measurement system will keep your data from becoming a chaotic mess and will support making the decisions you need to make.


Short-Term Benefits of Measurement

Clear and Measurable Objectives: To commit to measurement, you must also commit to setting objectives for your programs. Proper objectives clearly define success and set expectations. This makes it easier for organizations to initially determine which activities to fund and afterwards, to measure whether they met expectations.

More Scrutiny = Better Marketing: Having to define success and set objectives will require that you examine why you want to do each program before you commit budget to them, and that scrutiny will help prevent bad programs from seeing the light of day. By merely planning to measure, the cream will already start to rise to the top.

Get on the Same Page: To do measurement well, you have to involve people from key functional areas of your business in the development and implementation of your process. The discussions you’ll have will help get everyone on the same page about the intent of your marketing programs and the impact across the organization of the resulting customer behaviour.

Understand the Drivers of Value: Marketing’s purpose is to incent customer behaviour that creates the most value for the organization. Measurement helps you to learn how various types of customer behaviour either create or erode value across your business. That understanding also helps to ensure alignment between your marketing and corporate objectives.

 

We may well live in a world plagued by an epidemic of short-term thinking, but that statement is probably a bit too dramatic, and anyway it’s always best to focus on what you can control.

If it’s short term benefits you need, then marketing measurement will deliver. As a great bonus, you will simultaneously be investing in your long-term marketing effectiveness. Those long-term investments will also help you to meet future short-term objectives.

The long and short of it is that measurement will improve your marketing effectiveness, today and in the future. If you’re not already measuring, what’s stopping you?

 

 

Filed Under: Approach Tagged With: Alignment, Effectiveness, Investment, Management, marketing, Marketing Plan, marketing planning, Measure, measurement, objectives

Planning to Measure

January 30, 2014 By Rick Shea Leave a Comment


Introduction

Hi there, welcome to my first post of 2014, and best wishes for the new year!

When you develop a marketing plan, it’s easy to focus on the plan itself, and to think of measurement as something you’ll do later after executing the plan. The problem is, you also have to plan to measure and the first step in doing that is to set proper objectives in your marketing plan. Today’s post looks at how to embed measurement in your marketing planning process.

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I’m an advisor to a social enterprise start-up called the Blooms of Joy Project. At our last advisory board meeting, we identified the need for a marketing planning process to help inform some decisions that the founder, Karen, needs to make.

Fortunately, I had recently completed the first draft of a new marketing planning process. I suggested to Karen that working through this process would solve her problem. She’d get a marketing plan out of it, and I’d be able to test my new process with her, get some feedback and learn how to improve my template.

Last week, as we walked through the process together on a Skype call, I found a problem. My new marketing planning process wasn’t making it easy enough to measure properly. Let me explain.

A marketer’s first responsibility requires answering the question “What should we do?” You have a budget and you need to spend it well in your efforts to attract customers, sell products and grow your businesses. That is the focus of a marketing plan, and it was my focus as I developed my process. However, having a good marketing plan isn’t enough.

With the responsibility of spending a marketing budget comes the accountability for spending it wisely. The follow up question to “What should we do?” is “Did it work?” An effective marketing process has to address and connect both questions so that you can continuously improve your effectiveness.

After executing the programs in your plan, you need to measure your results to see whether you achieved the objectives you set in your plan. That last part of that sentence is the key and where I found the problem.

One of the biggest roadblocks to measuring marketing properly is the lack of well-defined objectives. You can’t measure the success of your marketing programs if you don’t first clearly set measurable objectives.

With that in mind, I went back to the drawing board to embed objective setting into key elements of the planning process. Here are the sections of the plan where I did it, and where you should, too.

The Business

A marketing plan should include clearly stated objectives for the key performance indicators in your business, for each source of revenue that you want to affect with your marketing plan. Many of these objectives will roll up into your financial plan for the total business. Examples might include things like revenue, profit, customer counts, transactions, price per transaction and market share.

The Customer

Within this section, there is a Segmentation sub-section that helps you to be clear on who you are targeting. The Profitable Customer Behaviour sub-section is for defining what you want those targeted customers to do and for identifying Characteristics of Ideal Customers. For each product you offer, and for each market segment in which you compete, this section helps you to be clear on whom you want to communicate with through your marketing efforts, and what you want to persuade them to do.

The Plan

When setting objectives for specific marketing programs, it can be very helpful to ask four simple questions:

  1. Who are we targeting? (Target Segments & Ideal Customers)
  2. What exactly do we want them to do or buy? (Ideal Customer Behaviour)
  3. By when do we want them to do that? (To meet your Business Objectives)
  4. How much of that activity do we want them to do? (To meet your Business Objectives)

The Results

This section highlights the need to measure and suggests addressing questions like:

  1. What will your measurement process be?
  2. Who will be responsible?
  3. Where will the data come from?
  4. When will we measure?

The marketing plan is not the place to do all that work, but it is the time to recognize the need for it, to plan for it and to be setting objectives properly so that measurement will even be possible.

This section also addresses Lessons Learned, which is a critical step in optimizing your marketing effectiveness. The lessons you learn from measurement will include identifying the programs that performed best and worst at meeting their specific program objectives, and in helping you to meet your overall business objectives.

We all know that planning and measurement are important, but do we do these things as well as we should? It is equally important to recognize that we need to link them. You can’t measure well without setting proper objectives in the planning process and you can’t improve your next round of planning without measuring how well you did the last time around. Plan to measure, so you can measure your plan!

Filed Under: Approach Tagged With: Effectiveness, Management, marketing, Marketing Plan, Measure, objectives, Planning, Strategy

Running with Flawed Assumptions

September 19, 2013 By Rick Shea Leave a Comment

Introduction

Have you ever made a flawed assumption? OK, maybe not you, but perhaps that has happened to someone you know.

Those of us who are more fallible than you sometimes make such mistakes. This month’s newsletter relates a story that reminded me of the importance of testing our assumptions to see if they are right, and also how the metrics we use to measure marketing need to be focused on our objectives.

I have to run, but please read on!
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I had lunch with my friend Charlotte the other day. In addition to being a lovely person, Charlotte is an avid runner and cyclist, and is one of several fit friends whose examples inspire me to get exercise.

Earlier this summer, I decided to take my morning walks in Monarch Park to the next level. First, I relocated my walks to the nice new running track at Monarch Park Stadium. Then, I slowly began injecting one-minute intervals of running into my 45-minute walks. I topped that off with a bit of stair climbing in the grandstand, and presto, I was doing interval training!

The first day I ran just four one-minute intervals, with a one minute walk in between. Each day I added a one-minute running interval until I was up to 15 one-minute runs. Then I started the process again but with two-minute running intervals, working up to 10 of those. The idea is to gradually work my way up to a longer total run featuring fewer but longer intervals, perhaps until I can run a marathon, or failing that, at least to the Beer Store and back.

Between bites of my tuna salad sandwich, I bragged to Charlotte about how by that morning I had built up to four 5-minute runs and two 4-minute runs. Charlotte congratulated me and then, I suspect inadvertently, inspired this newsletter by asking me how many minutes in total I was running most days. I guessed around 20 to 25 minutes even though that morning’s math (4 X 5 minutes, plus 2 X 4 minutes) suggested 28 minutes. I guessed low because I suspected my calculation was flawed. Here’s why.

When I started running, I found that the easiest way to keep track of my intervals was to split the track into 4 quarters; run 1/4, walk 1/4, and then repeat. My unit of measurement for how long I ran or walked quickly became track quarters rather than minutes.

Still, I wondered how many minutes I was running. I don’t wear a watch but it felt like each quarter took me about one minute to cover, and so I assumed one full lap took about four minutes.

I’m sure you can see the problem. I run a quarter lap faster than I can walk the same distance, and my internal clock that guessed at one minute is not likely accurate. But, I wasn’t too concerned about that. I don’t really care about my speed or lap times; I’m just trying to get some exercise to improve my overall health.

Without realizing it, while I had chosen a useful metric for keeping track of my intervals (quarters of laps), I was basing all my running time calculations on two casually made but flawed assumptions, namely that:

  • 1/4 lap = 1 minute
  • I run and walk at the same speed

Here are three simple lessons from this about metrics that apply equally to my interval training and marketing measurement.

1) Test Your Assumptions

It’s good to know if your assumptions are wrong. Using the timer on my cell phone the other day, I discovered that my five minute runs (1 1/4 laps) were actually about three minutes long. With that new information, I will probably adjust my training plan a little.

If any of your marketing measurement assumptions are based on poorly gathered or perhaps old data, such as research or analysis done under different market conditions, it may be time to revisit your assumptions.

2) Choose Metrics with Your Objectives in Mind

My specific training objective is to push myself, bit by bit, to work out a little harder each day. I measure my progress by tracking and increasing my distance-based intervals. I also check my heart rate when I’m done.

Make sure you’re clear about the specific objectives for each marketing program and pick metrics that measure the right things. Challenge your choice of metrics by asking yourself if knowing that number will help you to know whether your marketing programs are successful.

3) Align Program Objectives with Overall Objectives

Getting good results against my interval and heart rate objectives should lead to success against my overall objective of better health. One metric for that is my weight. So, I hop on the scale now and then to ensure my weight is heading in the right direction.

Your marketing program objectives should relate to customer activity that leads to better results against overall corporate objectives, such as revenue and profit. Strong results against the right program objectives should translate into hitting your company’s financial objectives.

Running around with flawed assumptions in my head really wasn’t a problem in this case because those assumptions were about an unimportant metric relative to my objectives.

If you’re running a marketing department or managing a marketing budget, a clear focus on your objectives will help you identify the right metrics for your measurement efforts. It’s also healthy to challenge any assumptions about your data and to test those assumptions to help keep your marketing on track.

Filed Under: Approach Tagged With: Alignment, Assumptions, Management, marketing, Measure, Metrics, objectives
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