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SPECIAL

REPORT:

DELIVERING ROI

THE LATEST TRENDS IN DRIVING AND


MEASURING MARKETING SUCCESS

SUMMER 2015

WWW.CHIEFMARKETER.COM | THE AUTHORITY ON MEASURABLE MARKETING.


B2B LEAD
GEN TRENDS
P. 8
TAKING A
CHANCE ON
SWEEPS
P. 12
THE POWER OF
LIVE EVENTS
P. 16
Mary Aufdemberg,
director, product
marketing, Daimler Trucks
North America

THE

LONG HAUL
Daimler Trucks gets great
marketing mileage from a big
picture brand story
P. 2

WE ARE
ANALYSTS & ARTISTS &
DATA ARCHITECTS & CREATIVE DIRECTORS &
EXECUTIVES & COPYWRITERS &
STRATEGISTS & PRINTERS &
MARKETING DIRECTORS & BRAND MANAGERS

BE THERE WHEN THE BEST


MINDS UNITE AND THEN
Find new connections, inspiration and more at
&THENthe DMA Annual Event, reinvented.

AndThen15.org/Chief

WWW.CHIEFMARKETER.COM SUMMER 2015 1

EDITORS NOTE

Real ROI, Right Now


During the winter we had here in the Boston area, it seemed like summer
would never arrive. Thank the stars, were now anticipating the return
on investment of swimsuits and sunscreen, rather than snow shovels
and roof rakes.
For marketers, determining the ROI of creative and technical expenditures is a tad more complicated. In this special report, we examine
the ways both B2B and B2C marketers are calculating the results of
their spending, and offer ideas for making the most of online and offline
marketing initiatives.
Content marketing has become a major budget line item for B2B
marketers, as brands look to creatively tell their tale to their target audience in a world where prospects are often careening to their buying decision before a sales rep even has a chance to say hello. Read how Daimler
Trucks crafted the story of the real cost of truck ownership, and how
Cisco is using humor to convey its brand value through online video.
This, of course, is all part of the lead gen process, and figuring out
which one of many touch points moved the needle isnt an easy process. We delve into how brands are connecting at every point in the
funnel, not only with content but integrated social strategies to reach
B2B vertical markets.

On the B2C side, sweepstakes have a proven track record for driving
engagement and ROI. Learn how brands like Skittles are combining
sweeps with social media to amplify their reach and results. At retail,
mobile and new technologies for sampling and ordering are influencing shopper behavior, and we explore ways Berringer, Amazon and
others are going for the win.
To increase the ROI of live events, brands are making the experience last long beyond the day of the event itself. (Now is a good time
for a gratuitous plug for our own summer spectaculars in New York,
PROMONext on June 16 and B2B LeadsCon, Aug. 24-26. Join us!)
The right technology is what ties everything together and gives
marketers the intelligence to make sense of it all. In our Tech RoundUp, learn the latest trends in ROI dashboards, what personalization
options make sense for you, how to use your CRM system to its fullest
potential and get an update on marketing automation.
Beth Negus Viveiros
Managing Editor
Chief Marketer
bnegus@accessintel.com | @CMBethNegus

SUMMER 2015

COVER STORY

THE LONG HAUL


Daimler Trucks North America gets great marketing mileage
from a big picture brand story

16

25

CONTENT

EVENTS

DIRECT MAIL

TELL A TALE
Using storytelling to make your B2B
brand more relevant and engaging

ARE YOU EXPERIENCED?


Immersing customers in an experience
before, during & after an event

CHAINGING WITH THE TIMES


B2B catalogers & direct mailers stay
relevant with increased targeting

20

29

SPECIAL REPORT

SHOPPER MARKETING

SOLUTIONS

LEADING THE PACK


How to stand out in a crowded
B2B lead gen landscape

CROSSING THE AISLE


Using social, tech & a personal touch to
connect with shoppers instore & online

TECH ROUND-UP
The latest trends in CRM, dashboards,
personalizaton & automation

12

22

36

SWEEPS

B2B SOCIAL

BACK PAGE

THE CHANGING FACE OF SWEEPS


How mobile, social & gamification
are changing the game

GETTING STRATEGIC
B2B marketers get more sophisticated
in their social planning

CM 4X4
Chief Marketer asks...how does your
brand gauge marketing ROI?

COVER STORY

2 SUMMER 2015 WWW.CHIEFMARKETER.COM

long
haul
the

DAIMLER TRUCKS GETS GREAT


MARKETING MILEAGE FROM A BIG
PICTURE BRAND STORY
BY BETH NEGUS VIVEIROS

he story of a trucks journey is much more


than simply driving from Point A to Point B.
Theres a number of starts and stops along the
way that factor heavily into the ride.
Similarly, the journey of a truck owner from
contemplation to purchase isnt a simple trip either. In
todays challenging economic climate, truck owners are
interested in the total cost of truck ownership, not just
singular elements like mileage. The solution for Daimler was to create a campaign based on the Real Cost
of Ownership for one of Daimlers Freightliner trucks.
Were the market share leader for Class 8 trucks, and
we wanted to deliver a message to the market that resonated with the customer, says Mary Aufdemberg, director, product marketing, Daimler Trucks North America.
Our message needed to be aligned to their real needs.
In the past, trucking company owners often looked at
fuel efficiency above all else, says Matt Ferguson, senior
partner, Eric Mower & Assoc., which created the campaign with Daimler. But there are other issues as well,
such as safety and uptime, the amount of time needed
for service and repairs.

WHAT MATTERS
If your truck is in the shop, youre losing money by the
hour, Ferguson notes.
Connectivity is also a key element for freight truck
owners today, he says. Owners need to be able to monitor where their trucks are on the road, as well as what
is happening with the vehicle, to determine if a truck

needs to be taken off the road for servicing.


A big part of Aufdembergs job is working with the
dealerships to help them reach out to customers and sell
the product. Ultimately, Daimler has multiple audiences
to communicate withthe trucking industry, owners,
drivers, the media and employees.
We needed a marketing strategy that could live
across all of our platforms and audiences, she says.
A microsite was created, RCO.freightlinertrucks.com,
to give fleet owners deeper content, including testimonial videos and access to webinars.

CROSSING LANES
All of these messages needed to be inserted into advertising
and promotions in a holistic way, because they all figure
into purchasing decisions. The Real Cost of Ownership
message carries across not only paid marketing efforts
but also public relations, media interviews, trade show
promotions and social media. Drivers on the road are
heavily engaged in social, Ferguson notes, talking to one
another and posting pictures of their vehicles. Theres a
camaraderie between truck drivers.
Social has grown dramatically for us, adds Aufdemberg.
Everyone in the trucking industry is mobile, and tablets
and smartphones are the way to connect with family and
friends on the road. Daimler maintains active presence on
Facebook, Twitter and Instagram, as well as a community
site, TeamRunSmart.com, where five drivers blog about
their experiences on the road andkeeping on message
the real cost of driving and maintaining a truck.
Continued on page 6

WWW.CHIEFMARKETER.COM SUMMER 2015 3

COVER STORY
We needed a marketing strategy that
could live across all of our platforms
and audiences.
Mary Aufdemberg, director, product
marketing, Daimler Trucks North America

B2B STORYTELLING

4 SUMMER 2015 WWW.CHIEFMARKETER.COM

TELL A

TALE

USING STORYTELLING TO MAKE


YOUR B2B BRAND MORE RELEVANT
AND ENGAGING
BY BETH NEGUS VIVEIROS

WWW.CHIEFMARKETER.COM SUMMER 2015 5

to understand they should tell their stories


in the context of what their customers and
prospects are interested in, says Gary Slack,
chief experience officer of Chicago-based B2B
agency Slack & Company. After all, if done
wrong, stories can just be boring. Brands
need to resonate with those you work with
now and those you want to work with in the
future.
Every brand is working on story, because
it is the hot thing, says Mark Baltazar, CEO
of New York-based marketing and advertis-

ing agency Broadstreet. Many brands have


three audiencesB2B, B2C and B2E, which
is employees and everyone else, But there
needs to be one story that comes across and
resonates across all your audiences.
Too much B2B content is really just
brand fill, says Slack. Companies are just
pumping out content without considering
their customer needs. Organizations are
interested in telling their story, but they dont
how to make it relevant. Most of their content
wont be rememberedif it even gets read.
Continued on page 6

WHY SO SERIOUS?
DONE RIGHT, HUMOR CAN BE A POWERFUL B2B MARKETING TOOL
Dying is easy, but comedy is hardparticularly if you want to sell someone something.
Using humor in B2B marketing can be challenging in several ways, says Tim Washer, senior marketing manager, social media,
Cisco Systems. Washer himself is a seasoned comedy veteran, with writing and performing credits on Late Night with Conan
OBrien, Last Week with John Oliver, The Onion Sports Network and many others.
For one thing, it can be a challenge to simply get your team on board
with the concept, and then getting it approved by the powers that be.
Many people in the mix may have no experience with producing comedy
(or even, dare we say it, a sense of humor), but still want to give their input.
Washer says the first time he pitched humor in a corporate environment was at IBM, where he was a speech writer. The company wanted to
inspire the sales force and change their behavior. It sounded like a comedy
video, but to be honest, everything sounds like a comedy video to me, he says.
He wrote a draft script for a presentation at an internal sales meeting
and got a VP to sign off on it. Because this was for internal use only, the
risk was lower than something that would go
out to the general public. It played well to the
Interviewing a customer
home team, so the next year, they put the video
and adding levity is a safe
online.
way to keep the humor
Humor can be scary, because especially
relevant and connected
in todays age of social media, if people are
to the brand story, says
offended, theyll let you knowand fast. But it
can be an even bigger risk to just play it safe with
Washer.
talking head videos, and making no impression
on anyone.
Humor is subjective, and it will generate
feedback, he says. If you put a boring piece of
content out there, the nice thing is no one will comment on itbecause they wont watch it or they wont care.
Social can be a simple and inexpensive way to test putting humor and personality into your marketing. Tweets around an idea
or corporate character can get the ball rolling, as can things like funny captions for images on Instagram. Employees can be a great
resource here, and can provide fodder for your social stream of content and ideas.
Humanizing the brand is where the real value is, says Washer. If you can make someone laugh in a business context, thats the
most intimate connection, particularly if the laughter comes from an industry pain point. Show that you understand customers and
communicate that you know their struggles and what they are going through.
Testing is always a good idea, and when using humor in the mixparticularly if people are nervous and this is new for your
brandits a must. If you have a new video, before putting it up on YouTube for the world to see, show it live to a group at an internal
meeting. Seeing how people respond and seeing them laugh will give your vice president confidence to push it out, he says.
And while you may have some folks in your office who are hilarious around the water cooler, Washer recommends investing in
professional actors used to performing on camera. Solid scripts fall apart because someone doesnt have a rhythm for comedy.
Many B2B brands like to showcase their customers in videos, to add personality to the brand. Consider hiring an improv
actor or comedian who knows how to be professional, work clean and think on his or her feet, he suggests. This will add
a bit of spontaneous humor to your videos. A video with your customer (and your brand) laughing in the moment shows
youre not trying to control the message that that your brand is indeed staffed by actual human beings.
Washer has successfully done that with several Cisco clients. For one series of videos, he interviewed several customers one on one, posing as a very inquisitive and overly friendly waiter in a restaurant. It got everyone out of a conference room,
looked different and was fun for everyone involved, even the CIOs who might not necessarily choose to be in front of the camera.
In another video with Goldcorp Eleonore, he went onsite in a mine to showcase a ventilation systems Wi-Fi component Cisco
helped implement. Washer asked questions that were serious but kept it fun. Interviewing a customer and adding levity is a safe
approach, because it keeps the humor tightly connected to a customers story, he says. It feels relevant and not tacked on.BNV

B2B STORYTELLING

hink about the stories that youve


loved. Whether you heard them as
an adult or a child, they connected
with you because on some level,
they resonated with your desires
and experiences.
To engage prospects and buyers, B2B
marketers need to tell their brand tale in a
way that is relevant to not only the brands
goal but the audiences needs as well.
B2B brands are getting more attuned to
the need to tell their stories, but they need

B2B STORYTELLING

6 SUMMER 2015 WWW.CHIEFMARKETER.COM

Continued from page 5


Too much content is created by committeePR, corporate communications and
even customer service gets involved and the
focus ends up being on just spotlighting the
company, and not providing anything of use.
Its like it was created by the sales prevention department, with an inability to be bold
or stand out.

HAVE A PERSONALITY
What can you do to make your content stand
out? Start with your customers, says Slack,
and do some research.
Im a big believer in having conversations
with your target audience, he says. What are
they reading? Where are they getting their
information? What [sites] have become their
daily and weekly habits? Then, pay attention
and let that information guide you.
Too much content is created in a corporate vacuum, says Slack. You cant just sit
around a table with no real input.
Stories are so important because they
spark emotions and help people make sense
of the bigger picture, says Baltazar. People
are people, no matter whether they are acting
as a consumer or a professional. Everyone
has emotions.
A common mistake in business-tobusiness is that marketers think they have
to always be serious and talk results, only
appealing to the left side of the brain. Everyone stiffens up and gets dry, and thats a mistake, says Baltazar. Brands need to tap into
their business partners emotions.
People love brands with personalities,
and that sometimes gets lost in B2B, adds
Matthew Flachsenhaar, project producer,
Broadstreet. Facts are important, but people
still want to be compelled and motivated.
Sometimes, B2B brands stay serious
because they worry if they step down from

their pedestal and be a bit self-deprecating


theyll no longer look like a leader. But the
reverse is true, says Flachsenhaarshowing
a human side by being humorous or warm
helps prospects and customers relate to
your brand.
B2B marketers need to create content in
a variety of formats, to share their story with
as wide a potential audience as possible, he
notes. Some prospects will respond better
to ads, while others gravitate to articles or
whitepapers. Others attention will be piqued
with quicker bites of information like video
or infographics.
Peoples attention spans are so low that
you need to communicate as painlessly and
effortlessly as possible, says Slack. Find
quicker and faster ways to communicate
your messaging.
This is a huge reason for the rise in popularity of video in B2B marketing, he notes.
In years past, brands might create 15- or
20-minute videos to tell their story, using a
cast of whoever was available around the
office. Now, theyre keeping it brief and using
professional actors who are comfortable with
being on camera. Done right, video can serve
as the shoe horn that gets someone interested in a topic and ready for longer, more
intricate content.
Brands need to remember that while
technology helps them tell the story, technology isnt the story itself. Relevancy is key, no
matter what the medium or platform youre
using to get your point across, says Baltazar,
and sometimes, technology can just get in
the way.
For example, at live events sometimes
companies create apps and games to engage
attendees with the brand. But attendees zeal
to get points and play along sometimes get
in the way of the actual brand message and

making human connections at the event.


Sometimes, you need to let the power of
live just happen, says Flachsenhaar.

DIFFERENT PERSPECTIVES
Remember too, that your brand doesnt
necessarily own its own story. Everyone
who interacts with your brandyour
marketing team, the companys employees,
consumersinterprets the brand story
differently.
People will go the way they want to, adds
Flachsenhaar. Person one might do something because it makes them feel one way,
while person two reacts because they feel
differently.
People have the duality of being people
and business people at the same time, notes
Gaston Legorburu, executive director and
chief creative officer of interactive agency
SapientNitro.
In todays highly connected digital world,
marketers have a wealth of real time data that
helps them see how people are responding
and interacting, he says.
This enables brands on both the B2B and
the B2C side to test and shift their marketing accordingly. Some marketers have a tendency to cater to the left brain, and others
to the right, and it really needs to be a mix
of both to truly connect.
Legorburu notes that his firm has done
extensive research around digital shopper
behavior. As shoppers are tracked throughout the day, it can seem like youre watching
someone with ADHD whos had a few Red
Bulls and no sleep.
This empowered and erratic consumer is the same person who is in corporate
America, says Legorburu. They have this
same level of multitasking and you need to
build a portrait of this person.

Continued from page 3


In mobile, Daimlers most
important tool is an app to
assist the sales force. It provides a variety of specs, as well
as critical information for sales
people to share with prospects
about truck ownership.
The purchase cycle can vary
dramatically when it comes to
buying trucks, she notes. Some
people come to the vendor
already knowing exactly what
they want to buy. Big f leets Five drivers of Daimler trucks blog about their experiences on
often rotate in new vehicles TeamRunsSmart.com.

frequently, say, every three years.


Independent owner operators
might hold on to their trucks for
a decade or more.
Whats the overall ROI of Daimlers marketing efforts? Honestly,
for us we look at market share and
sales, says Aufdemberg. Because
were B2B and much of what we do
is reaching out to customers, a lot
of our measurement [is based on]
driving customers to dealer websites and ultimately driving sales
and ownership.

8 SUMMER 2015 WWW.CHIEFMARKETER.COM

B2B LEAD GEN

B2B LEAD GEN

Leading the Pack


USING CONTENT AND INTEGRATED MARKETING TO STAND OUT IN
A CROWDED B2B LEAD GEN LANDSCAPE
By Beth Negus Viveiros

Everyone knows that a solid


content marketing plan is
essential to generating solid
B2B leads.
The problem iseveryone
knows that a solid content marketing plan is essential to generating solid B2B leads. And that
means theres a lot of content
out there.
Early adopters to content marketing had the greatest impact, but now everyone is
numb with all the different messages theyre receiving, says Ryan
Gould, vice president, strategy
and marketing services, Elevation B2B Marketing. Everyone
is getting flooded with content.
Its hard to stand out and differentiate yourself.
Variety is keytoday, marketers not only need to create content, they need to personalize it
and have specific goals in mind.
Create content with different
audiences and platforms in mind,
such as search or inbound marketing strategies, he says. Content
needs to be sharable and have
the legs to do what you want it
to accomplish.
Content needs to connect
with all the different people
involved in the often complex

decision-making process. Focus


on creating an emotional connection, says Gould. You need
to look at B2B buyers in a way
that connects emotionally not
only with the initial contact but everyone in the
process.
The more you know
about your customer, the
better youll do when it
comes to creating content that will address their
buying criteria and show
them why your organization is different, reasons Pat
McAuley, vice president/
account director, Mobium.

them through the sales funnel.


Elevations customer LifeLock has successfully created content that is effectively
engaging prospects earlier in

THE CHANGING
FUNNEL
B2B buyers are doing more
and more research before
they even identify themselves
to a vendor as a potential lead.
This means marketers must
create more touch points for
prospects to connect with them
organically as early in the process
as possible. The more engaged
and interested they are, the more
they will want to provide their
content information, McAuley
says. Rich content will help move

Marketo used a coloring book to


connect with email recipients.

the process. Especially in the


tech space, there can be a lot of
complexity relating to channels
and resellers, says Gould.
Content is still a pain point
and its not just the ability to produce content. After all, its the
rare person that hasnt figured

out that if you dont have content,


you cant make demand gen work
right, says Howard J. Sewell, president of Spear Marketing Group.
Right now, the challenge is quantity over quality.
Theres just a volume of really
bad content out there, he continues. The challenge is discovering whether different formats or
topics make your content stand
out from the rest. Everyone has
the five key tips to whatever and
is wondering how they make to
make their five tips stand out from
the next guys.
What type of content works
best? That depends, of course, on
where a prospect is in the funnel.
Things like infographics that are
easily sharable work well in the
early stages, but will not necessarily ultimately drive a purchase,
says Sewell.
Marketers are always looking for the next whiz-bang shiny
thing to make their content stand
apart, says Sewell. Ultimately, it
comes down to the content itself
and the subject matter. We have
clients producing ebooks and
whitepapers that are working
really well because they are on
point and topical. But Im amazed
at the content out there that is

WWW.CHIEFMARKETER.COM SUMMER 2015 9

just pabulum. At the end of the


day, if the content doesnt speak
to our audience, it doesnt matter
how many flashing lights are on it.

The top of the funnel is the fun


part, says Sewell, and in some
ways that can be the easiest
part to measure. But for
companies looking to drive
ROI, sometimes the middle
of the funnel can be easier to
KNOW THE LINE
improve. Many marketers
Quadrennial Energy Review
sti l l arent le veraging
An Integrated
Approach to
marketing automation and
Grid Planning
POWER SURGE
available technology to
design programs that will
perform best to generate
PREVENTING
demand and leads. Lead
gen has become more
CY
BERATT
CAN UTILITIES HA ACKS
CK IT?
about the lead lifecycle
UTILITIES AND MIC
than just about feeding
ROGRIDS:
Getting Closer to Cust
omers
the beast at the top of
the funnel.
B2B prospects are
Landis+Gyr created a quarterly
more adept at dodging marketers ezine to engage prospects.
until they are ready to connect,
says McAuley. Theyre connected with colleagues and peers and
gather information and do their other products, but whether
own research without ever talking they would be compatible with
to a salesperson, because every- any new technologies that debut
in the future.
thing is online.
MARCH 2015

A Landis+Gyr Publicatio
n

FutureReady
WHERE THE SMAR
T GRID

IS HEADING

Distribution Data
Helps
Utilities Mitigate Line
Losses

Getting Ready for


Renewables

they served. That content was


also parsed out in whitepapers,
articles and in other formats to
reach a wide audience of prospects via email, social media,
search and other channels.
A content focused microsite
BeFutureReady.com also helped
engaged potential customers with
the brand, and helped grow the
companys database. We found
that people who were engaged
with the content were much
more qualified visitors than those
who werent exposed to thought
leadership, says Cannon. And
Landis+Gyr do a good job of
keeping it consistent and predictable. It isnt easy to wrangle subject experts, but its been a pretty
big win because [their audience]
feels they understand what they
are up against.

MAKING SENSE OF
IT ALL
Attribution in lead gen is a
challenge for some, but it all
comes down to having a clear
understanding of how all your
marketing elements are working
together. The challenge is to
find that integration and see the
value of what [everything] is doing
and how we are executing in our

B2B prospects are more adept at dodging


marketers until they are ready to connect. They do
their own research without ever talking to a
salesperson.Pat McAuley, Mobium
Obviously, an age-old challenge is budget and manpower,
says McAuley. Setting up systems to generate, nurture and
convert leads through a long
sales cycle is not only costly
but can be outside the range of
experience for marketing folks.
For some B2B organizations,
distribution channels can present
a problem because a distributor
may have the first-hand connection with a customer, meaning the

This [equipment] is a huge


purchase, so companies wanted
to make sure that what they purchased today wouldnt be quickly
outmodedfuture positioning
was a big concern, says Dave
Cannon, vice president, creative
technology, Movo, which works
with the manufacturer.
To address these fears,
Landis+Gyr created a quarterly ezine that focused on a variety of topics for the markets

environment, says Gould.


Knowing what moved the
needle is essential, says McAuley.
Some companies will generate
tons of leads, but they have no
way to track and gauge the effectiveness of those leads and they
cant follow through to make the
process worth it.
It can be hard to understand
the weight of each thing in your
marketing mix, says Cannon.
Many people look at last-click

conversion but there are things


in the middle.
Were seeing a lot more harmony between sales and marketing, as they [come around]
to the idea that their needs
are similar, says Gould. Sales
needs smarter and more qualified leads, and they have to rely
on marketing to understand the
needs of the customer.
The role of the demand
gen marketer has changed significantly, says Sewell. I really
think theres a talent crunch out
theremarketing has become
so much about technology and
were seeing marketing departments struggle to build what
we call a modern demand gen
engine. You really need people
who are creative, strategic and
can even program a little HTML.
Marketers need to remember
that influencers are extremely
important to connect with in
the early part of the lead and
demand gen process. You
shouldnt focus too much on the
decision maker and lose site of
the influencerthere needs to
be balance. After all, an admin
might be tasked with finding a
particular service, says Cannon.
Of course, the cost per lead goes
up with the more people youre
trying to reach and there might
be more waste.
New leads are important,
but dont forget the names that
are already in your database,
says Cannon. Maybe the timing wasnt right when a lead
was initially generated, but that
doesnt mean you should give up
on those leads forever. Clean up
the names you have and refocus.

CHANNEL CHANGING
Everyone is getting 30 to 40
emails a day, which means
marketers must stand out in the
inbox. Are you providing the
potential customer something
that works with specific goal?
says Gould. It goes back to
personalization , and tying
[your email message] back
together with other content in
PR and branding and making it
more holistic.
Continued on page 11

B2B LEAD GEN

WHAT MAKES A
DIFFERENCE?

marketer is a step removed. And


on a granular level, says McAuley,
it can be tricky to get prospects
to opt-in to receive messages so
the lead can be captured.
Energy solution manufacturer Landis+Gyr found that many
of their prospects werent necessarily concerned about the
capabilities of their meters and

Entries Due: JUNE 25


Late Deadline: JULY 9

TECHNOLOGY DRIVING MARKETING SUCCESS


The 2nd Annual Marketing ARC Awards celebrates the best
marketing campaigns utilizing technology to produce
stellar results, as judged by a jury of expert peers.

2015

Put your brand, client, or tech solution in the spotlight as


an industry leader, and get the recognition you deserve!

Visit www.marcawards.com for


more information, and to enter!

WWW.CHIEFMARKETER.COM SUMMER 2015 11

advertising on Facebook. For example, says


Sewell, someone wanting to target CTOs at
financial organizations could use direct mail
as part of the mix in a drip marketing effort
over weeks or months. On a cost-per-lead
model, its still tough, says Sewell. You just
have to pick your battles.
Likewise, search isnt always the slamdunk it once was. Paid search is a huge channel, but weve got clients in hugely competitive categories, he says. One was facing $30
to $40 cost-per-click. It would take an act of
God to prove that ROI.
Programmatic advertising is starting to
eat into search budgets, and can be effective
in reaching the right person in the right job
function, Sewell says.
You need to cut through the noise
and align to market needs, says Cannon.
Enewsletter sponsorships do well for us
because of that reasontheyre focused,
so we know were getting in front of the
right people. w

THE ROLE OF SOCIAL


While it is useful in creating engagement,
Gould notes that many marketers are

having a hard time adopting social media


for lead gen. On the flip side, search engines
place a significant value on social.
Focus on finding the right communities for your audience, says Gould. Posting
on Facebook just for the sake of posting on
Facebook isnt as effective [as identifying]
brand advocates.
Blogging has become a bit of a stale
word for some, but the evidence is there,
says Gould. Businesses who engage in active
blogging and create communities are seeing
success. Content needs to resonatethose
who focus on sales collateral [in their blogs]
are missing out on an opportunity to tell a
story that will connect with and engage a
potential customer.
For a long time, blogs were the province
of the PR team, agrees Sewell. People were
just posting up trade show info and press
releases, but now, theyre executing on the
full potential and building blogs that are very
lead gen-oriented with followable, downloadable content. We have clients who show
a 700% ROI on social because theyre designing blogs in such a way that theyre driving
an actionable, measurable, response.

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B2B LEAD GEN

Continued from page 9


People are waking up to the idea that they
have to be thought leaders, notes Sewell.
Taking people at any state of the selling cycle
and engaging them in a consistent stream
of value-added education is something that
comes up all the time.
For many B2B marketers, the role of
email in the lead nurturing process comes
in once the prospect has raised their hand
and opted-in to receive communications.
One of the most exciting things with predictive modeling is that we can build lists
for clients looking at criteria like social
behavior, because a lot of companies cant
depend on inbound exclusively. They need
to be proactive.
Marketo, a partner of Spear, used a coloring book to connect with email recipients. It was a little off the wall, but its not
just about reaching people who are ready to
buy your product. Its about engaging with
marketers and getting them to take notice
and share socially and develop a group of
people you can nurture.
Direct mail is still relevant in B2B, but
often in conjunction with email and other
campaigns such as customer audience

SWEEPSTAKES

12 SUMMER 2015 WWW.CHIEFMARKETER.COM

THE
CHANGING
FACE OF
SWEEPS
HOW MOBILE, SOCIAL AND GAMIFICATION
ARE REVOLUTIONIZING THE ENGAGEMENT
POTENTIAL OF SWEEPSTAKES AND
COMPETITIONS
BY PATRICIA ODELL

weepstakes are no longer simple


childs play. Grand prizes have
grown to enormous cash awards
or life-changing vacations and
events. Even smaller prizes have
grown substantially in variety and numbers
offered to draw more players. Gamification
gets consumers interacting with your brand
in ways never before imagined, while mobile
and social tie-ins encourage consumers
to share the promotion with friends. All
of these together give marketers ways to
capture a multitude of data to continue the
connection beyond the game.

Heres how your brand can capitalize on


the potential of sweeps.

THE SOCIAL FACTOR


Social media has dramatically changed the
way marketers deliver sweepstakes and how
they perform. Some of the most effective
sweeps use social media to amplify entries
and voting, says Steve Caputo, managing
partner, Tenthwave.
As an example, he cites the popular
Frito-Lays Do Us a Flavor contest, where
entrants are asked to suggest new flavors for
Lays potato chips. The public votes via social

media outlets like Facebook, Twitter, Vine


and Instagram, or via text.
Each vote doubles as a sweepstakes entry
too, ratcheting up engagement not just from
budding chip chefs but voters as well, he says.
And when it comes to identifying an audience, think narrow and targeted. At the most
basic level, you dont want to waste a prize
on someone who isnt in your target market. For instance, when Tenthwave created a
social media scavenger hunt to promote Duncan Hines holiday line of Frosting Creations,
it had enough research about the highly targeted audience of avid bakers to know that

WWW.CHIEFMARKETER.COM SUMMER 2015 13

they used various platforms differentlyPinterest provided inspiration, Twitter was used
for customer service. These differences influenced the design of the game, which pulled
twice as many players as expected.
The better you can identify your target
audience, the better you can use multiple
channels to reach them, Caputo says.
Another tip, dont just rely on social viral
share or on word-of-mouth alone to promote
your campaign. The occasional viral superstarsuch as the ALS ice-bucket challenge
to name one example that took off in social
as well as other channelsgives many marketers a sense of bravadomy promotion
is even better, so of course word will spread
on its own. This is the same sort of thinking
that has led many an aspiring actor to make
his way to Hollywood, only to end up flipping
burgers at In-n-Out.
If you dont promote it, insists Caputo,
it wont go viral on its own.

HAVE A PLAN
According to Kontest, a platform to create
and spread promotions across all channels,
campaigns with an advertising budget gain
10 times as many entrants as those without.
Its much easier to share photos and videos through your existing social networks,
says Jim Higgins, vice president, digital at The
Marketing Store. And for brands, its important to engage their audience where they are
already engaged.
Plan ahead when creating a marketing strategy for your sweepstakes, and
make sure your efforts in social, mobile
and everywhere in between are integrated
with other departments.
Probably the biggest missed opportunity
we see is a lack of media integration, says
John Findlay, founder of digital engagement
agency Launchfire. Thats usually a function of insufficient planning and the siloed
natures of organizations. Even getting spots
in your corporate email blaststhat has to be
planned ahead of time, because other stakeholders want those spots as well. If you dont
plan it out in advance, you dont get to promote your sweepstakes. Theres only a certain
amount of messaging you can push out via
your dedicated media without risking fatigue.
Not planning far enough aheadand not
getting budgets finalized in timecan end
up costing you money. If you dont plan out
enough in advance, Findlay says, you wont
have a robust enough media plan to entice
partners to offer free prizing.
Companies at the top level should recognize that the sooner they give their constituents the money, the more theyll get for their
money and the better their results, he says.
Follow up is a big player as well, so milk
that promotional value of a sweepstakes even
after the contest is over.
Very seldom do you ever hear the story of
the winner, and to me thats a massive missed
opportunity, Findlay says.
He also suggests keeping certain games
those that are true games not simply the digital equivalent of a slot machinelive even
after the sweepstakes itself has ended.

PRIVACY CONCERNS
Consumers are becoming more wary of
sharing personal information, which means
marketers have become extremely sensitive to
privacy issues. Every data breach, even those
not directly related to contests or sweepstakes,
ratchets up mistrust among consumers.

This affects data capture, security and


compliance while running a game or sweeps
before, during and after the promotion, says
Tenthwaves Caputo. Awareness about privacy
raises the bar on the security that agencies
and vendors must have to continue to do the
job of consumer promotion.
Multiple platforms for entries, consumer
voting, myriad rules and regulations regarding privacy, and the continuing need to keep
up with and adhere to legislation are making
games much more time- and labor-intensive
to implement and oversee.
Another time-consuming job is keeping
an eye on cheats. Bot submissions, vote swapping and other ways of gaming games are
among the biggest challenges facing marketers involved in contests and sweeps, says
Bruce Hollander of Don Jagoda Associates.
The better the promotion, the more likely
somebody is going to try to steal from you,
PrizeLogic CEO Keith Simmons says. Make
sure you are working with someone that has
significant experience dealing with cheaters.

THE INTEGRATION GAME


More companies are integrating games,
sweeps and contests into the overall customer
experience.
Were starting to see brands more aggressively move away from the old siloed sweepstakes campaignswhere each year, a brand
runs one or two independent and unrelated sweepstakes with periods of inactivity in
betweento using sweepstakes as an integral
part of an always on customer experience
platform such as a mobile app or loyalty program, says The Marketing Stores Jim Higgins.
Through a combination of true utilitysuch
as apps that support shopping functionsand
rewards and promotions, a brand can deliver the right value exchange required to keep
customers engaged all year long. Leveraging
sweepstakes within an always on platform
can provide an added layer of engagement and
help to dimensionalize the brand in ways that
utilitarian shopping functions, coupons, or
rewards might not be able to do on their own.
The emergence of gamification as a bona
fide word, let alone strategy, is perhaps the
greatest trend to emerge in the use of sweepstakes, contests and games as a promotional
tactic. And according to app provider Kontest,
more than 70% of large companies planned
to use gamification in their marketing programs last year.
A game itself isnt necessarily gamified,
Continued on page 14

SWEEPSTAKES

Duncan Hines used a social media


scavenger hunt to promote the holiday
line of Frosting Creations, utilizing
different social channels to engage
bakers.

14 SUMMER 2015 WWW.CHIEFMARKETER.COM

MONEY MATTERS
SWEEPSTAKES

4 BUDGET CONSIDERATIONS WHEN PLANNING A SWEEPSTAKES OR CONTEST:


1. Scale Is this global? National? Local? Each affects the complexity and cost of any marketing effort, but especially sweepstakes.
When you factor in global complexities such as legalities, language and cultural sensitivity, the intended scale of your promotion
can make or break your ability to deliver.
2. Relevant PrizingWhats the right mix of attainable and aspirational prizing that will capture consumer interest and drive
participation? It might be $1 million or it might be one iPad. You need to do your research and understand your target to
define the right triggers to motivate behaviorespecially when it involves asking for personally identifiable information.
3. Delivery ChannelsHow are consumers going to find out about the sweepstakes, and how will they participate? Where can
we work it into our omnichannel strategy? Is it a social sweepstakes? Do we need a website? What is an efficient and
effective way to serve up alternate methods of entry? All of these seemingly basic questions are often the starting point
for some big cost drivers.
4. Levels of SupportHow are we going to get the word out, and once the word is out, how do we maintain it? This is a broad
question that covers a lot of ground where some big costs can come into play: media, technology and people. A large
national sweepstakes often requires a significant media buy, a scalable technology infrastructure and people to run it
allwhether its creative, developers, project management or legal counsel, there are a lot of people behind the scenes
helping to ensure a flawless execution. Jim Higgins, vice president, digital for The Marketing Store

Continued from page 13


Launchfires Findlay says. Gamification is taking otherwise banal tasks and turning them
into a game so that people will do them.
For instance, to drive email and SMS optins, Facebook likes and social sharing, Launchfire built restaurant chain Cracker Barrel a
game where by driving a car along a virtual
road trip, participants were rewarded for additional entries into a prize drawing for completing each task. Players also won entries for
answering trivia questions and were able to
click a link to the Cracker Barrel site for hints,
so visiting the brands website became an element of the game.
Another example comes from the candy
brand Skittles. Sure, the game rock-paper-scissors has been around for millennia, but that
doesnt mean it couldnt be improved upon.
Skittles, and parent Wrigley, decided to sweeten the proceedings and raise the stakes while
driving sales and encouraging engagement.
And so the Rock Paper Skittles National Championship was born. In the original
game, scissors cut, or trump, paper; paper
wraps around rock and rock smashes scissors. In the Skittles version, a Strawberry Skittle peels an Orange Skittle, which in turn
squeezes a Lemon Skittle, and so on.
So far, so cute. But the brand integrated
digital technology into the game as well. Visitors to the Skittles website could enter into
duels with other consumers. The players
would each hold up a Skittles candy in front
of their webcams; the sites Skittles Recognition Technology would distinguish between
the two flavors and pick the winner. Those

without a webcam or (gasp) a pack of Skittles could still play by selecting flavors on the
site itself. The grand prize was $50,000 and a
Skittles champion belt, which came with a
Skittles dispenser, of course.
Skittles promoted the contest using social
and banner ads, social posts, and displays
in convenience stores; no traditional mass
media were used to raise awareness. Nonetheless, during the three-month campaign,
more than 3.5 million consumers visited the

Online, consumers could engage in


Rock Paper Skittles battles; during a
three month campaign, more than 3.5
million competed.

online game, exceeding goal by nearly 300%,


and more than 1.5 million users entered the
sweepstakes. The average entrant played the
game nearly 40 times, apparently working up
an appetite while doing so: Sales of Skittles
nationwide rose 2.5%.
Just how much of a trend is gamification? M2 Research estimates that marketing spend on gamified programs will hit $2.8
billion in 2016, up from just $100 million in
2010. Those figures include not just promo-

tions but everything from employee training


to customer onboarding, but its a remarkable
increase nonetheless.

PRIZES BIG AND SMALL


Theres lots of discussion around what works
best: smaller, more immediate prizes, like
movie tickets, versus larger cash and prize
incentives, say $1million or a trip around the
world. Much depends on the brand, the timing
and other factors, which can make the case
for strong benefits for both types of prizing.
More gamesand more loyalty programs, for
that matterare offering what Barry Kirk, vice
president, loyalty strategy at Maritz Motivation
Solutions, calls low burner rewards: more
immediate prizes, even if those prizes are
relatively small, in addition to a larger prize.
Sara Lee ran just such a promotion to
increase sales and awareness of the State Fair
Brand corn dog with an offer to win $500,000
toward a new home and 10,000 instant-win
prizes including HDTVs, appliance, grills and
other household items. Players entered unique
codes on specially marked packages to collect
rooms. The $500,000 went to the person who
collected all the rooms. Along the way, 1.5 million game codes were redeemed by 250,000
customers growing the brands online consumer database by 400%. The promo was
developed by Launch Creative and SCA Promotions, which underwrote the risk.
The creativity keeps growing, says
Christine Bennett, worldwide sales director,
SCA. So if you dont have the budget to put
aside $1 milion, heres an opportunity to do
something really big.

Agencies and brands want a partner to help elevate market presence without increasing their bottom
line. Too often, creative and out-of-the-box ideas are met with a stakeholders fear of budgetary risks.
Vjku""ku""yjgtg"
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Our 30-year history as a silent partner with creative agencies and forward-thinking brands has allowed
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UQOG""ctgcu""qh""gzrgtvkug""kpenwfg<
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EVENTS

16 SUMMER 2015 WWW.CHIEFMARKETER.COM

ARE YOU
EXPERIENCED?
IMMERSING CUSTOMERS IN AN EXPERIENCE TO CREATE
ENGAGEMENT BEFORE, DURING AND AFTER A LIVE EVENT
By Patricia Odell

o longer content
with just reaching
customers and
prospects at live
events, marketers
are now engulfing them in an
experience that begins long before
the event and lasts far beyond.
Its never been more important to take advantage of the
time leading up to a live event,
to capture rich, valuable data
both during the run up and at
the eventand to then extend
the life of the event, not just a
mere few weeks, but for months
and months, even a year.
Live events and other realtime experiences should serve
as a jumping off point or part of
an overall plan for year-round
engagement and consumer
interaction, says Aaron Clark,
vice president of mobile sales
and operations at HelloWorld.
If its a one-time activation,
you risk losing the connection
that you just put time, effort
andif its a landmark event
a lot of money into.
Johnson & Johnson and
its agency Octagon executed
a lengthy campaign for J&Js
sponsorship of last summers
FIFA World Cup in Brazil.
World Cup mania dominated the news cycle for at least
four weeks prior to the events,
paving a sleek marketing path
for J&J to travel on leading up
to the matches.
J&J, as the first FIFA World
Cup healthcare sponsor, took
advantage of that long lead-

time to create experiences that


hadnt been done before. The
experiential campaign, Tour
do Carinhoor Caring Tour
took on the urgent need for
blood donations.
A bus was customized to
replicate the same vehicle used
by a local blood center partner in Rio to amplify that centers efforts. The team traveled
to 11 host cities taking blood
donations during that wildly
passionate and exciting fourmonth build up to the World
Cup. Through the Make-A-Wish
Foundation three children, facing health issues that could be
treated by blood transfusions,
served as ambassadors. The
children appeared in a YouTube
video with some of the donors.
It amassed 3.5 million views.
The investments are so
heavy, sponsors want to know
how they can get more out of their
sponsorships, both farther away
and once the events are over, says
Andre Schunk, senior vice president of marketing at Octagon.
Programs that have legs start
way in advance and have residual effects on the back end.
O nly about 1.9% of th e
Brazilian population donates
blood each year, compared to
5% in the United States and
7% in Europe. Social, PR and
local news outlets and celebrities drove awareness for the
events, which drew 23,000
donations, enough blood to
save more than 93,000 lives,
the Red Cross said.

As the matches got underway, that success in collecting


blood donations was the great
story to tell, Schunk says.
Tour do Carinho was featured at J&Js commercial display in every stadium and FIFA
Fan Fest locations during the

it launched in 2012 in conjunction with the World Cup to offer


14,000 World Cup volunteers
and 2013 FIFA Confederations
Cup volunteers free healthcare
screening, developing another
great brand story to relay far
beyond the World Cup.

Bud Light fans could purchase a siren that would go off when their
favorite sports team scored.

FIFA World Cup. A sand sculpture was built next to J&Js Family Area activation at the Fan
Fest on Copacabana beach in
Rio. On June 14, World Blood
Donor Day, J&J promoted blood
donation on LED field boards
next to the pitch and visible to
millions of TV viewers.
It was a way to disrupt the
whole system and do something that was new and fresh,
he says. The content we were
delivering was a real service to
the country, a real need that
had to be addressed.
Also during the matches, J&J tapped into its Care
Inspires Care brand campaign

J&J also asked fans to volunteer to distribute care packages


and write messages to Brazilian
kids unable to make it to the
World Cup. Sunglasses, health
posters, toothbrushes, Johnsons
soap and Sundown sunblock
were taken to local schools and
distributed by the mascot Fuleco, an armadillo, to 80,000 kids.
Theres lots of storytelling
around that, Schunk says. The
care package story was a great
way to wrap up the program.
DATA DRIVES LIVE EVENTS

Theres no other way to start a


live consumer event than with
audience generation, which

WWW.CHIEFMARKETER.COM SUMMER 2015 17

such as a photo shoot or video


opportunity where attendees
can then tap the RFID tag and
have the photo or video quickly
shared on their social channels.
The chip isnt really an
issue for people, says Grossman. The best practice is all
about value propositions. If
using the chip enhances the
experience they will have, of
course they will do it.

terms of current attendee app


usage say 85% of attendees
use apps today and 94% will
use them by 2016.
Freebies like logo t-shirts
and hats havent gone away,
but the focus is increasingly
shifting toward multimedia
experiences, particularly utilizing mobile devices, says DJ
Saul, CMO/managing director
of Washington, DC-based digital agency iStrategyLabs.

branded object that consumerspayfor?A marketers dream.


Of course, the old standbys
like attendance and number of
premiums distributed are still key
metrics to consider. But also take
into consideration less objective
metrics and data points specific
to a particular campaign.
For instance, Fiskars, a brand
of shears, scissors and other
home and garden tools, used
multiple metrics to determine

ENGAGING WITH APPS

A new survey from the Event


Marketing Institute and Cvent
predicts a dramatic increase in
how event attendees will value
and engage with mobile event
apps over the next two years.
Forty-four percent of attendees on average are using mobile
event apps today, a number
expected to increase to 56%
next year, the survey found.
The apps provide a powerful
tool for brands and agencies for
improving event management,
delivering information and content, capturing data and analytics, and fostering networking
between attendees and sponsors.
The survey also found:
By 2016, 88% of planners
say attendees will consider
mobile apps critical to their
event experience.
86% of planners will have an
app at their event by next year.
The top 10% of respondents in

Johnson & Johnsons Tour do Carinho encouraged blood donations


during the FIFA World Cup.

He cites Budweisers Red


Lights program in Canada as
a killer example of this, where
consumers actually purchased
a physical Bud-branded siren,
connected it to Wi-Fi and indicated their favorite team, and it
would then go off and flash every
time their team scored a goal in
real life, in real time.A physical

the effectiveness of its spring


2014 Discover the Difference
mobile tour, which made more
than 50 stops in 19 cities. After
each stop, the tour managers
used a custom portal to collate
data such as weather conditions,
number of premiums distributed, video testimonials, attendance and retailer reaction.

THE VIRAL EFFECT


Amplifying the reach of events before, during and after is
essential, making social vital to marketers. But theres still work
to be done.
Some 70% of top companies and brands ranked social
marketing related to event programs as extremely or very
important, according to a new study from FreemanXP and the
Event Marketing Institute. Even so, just 16% said their efforts
to generate viral impact were very effective and only 21%
thought the efforts were effective.
The top strategy around social share and engagement is to
drive attendance, followed by reaching attendees during the
event. One emerging trend is to use social to reach important
segments that may not actually attend the events like prospects, industry members and influencers.
The importance of work on viral social impact is in the numbers: 50% of the event marketers and exhibitors who respond-

ed to the study have a specific budget for viral efforts. Another


53% are increasing spending and 53% actually measure their
event-related viral impact.
The potential ROI is huge: The average viral touches, communications, connections, shares and impressions per event
for all respondents to the survey is nearly 1.4 million.
How do you remedy the disconnect between social marketing as a top priority and the weak results?
For event marketers and exhibitors, there is significant
awareness about the importance of creating memorable
moments and content worth capturing and sharing across digital channels. Clearly, over the next few years more consumer
and B2B marketers will focus efforts on developing engaging
event content strategies to earn increased social engagement
from targeted fans, the study said.PO

EVENTS

typically starts in digital via


email or social, so marketers have
some level of data about who
might attend. What becomes
important onsite is to engineer
the event to produce and capture
even more valuable data.
Digitized experiences like
touchscreens, kiosks and personal devices create moments
within the live experience to
capture data that is important
to the brand. Then, the idea is
to provide ways for attendees
to volunteer data.
One is the use of RFID tags,
which many event producers
use. As attendees register, that
record is paired with an RFID
chip the person takes with him
throughout the multi-phase
experience with the brand.
Incentives to use the tags can
be provided, like offering a
chance to win a premium in
exchange for personal information, says Ben Grossman,
vice president, strategy director, Jack Morton Worldwide.
People who volunteer to use
the tags are inherently more likely to be interested in learning
about the brand, be loyal to the
brand and willingly provide data
in exchange for an enhanced
personalized experience.
Thats quite powerful ,
he says.
Any number of interactions
can be built into the experience

18 SUMMER 2015 WWW.CHIEFMARKETER.COM

EVENTS

Measuring the Impact of Experiences


There are three major problems with the
way many marketers measure the ROI of
their experiential marketing:
1. Objective-Less Planning: Frequently,
experiential marketing efforts are ideated
and executed without consideration for
the business objective they are trying to
achieve. Without defining how success will
be measured and planning against those
metrics, results can fall flat.
2. Lack of Integration: No one marketing
channel can accomplish everything, which
is the reason for the existence of integrated
marketing and communications planning. If
experiential efforts live and are measured on
an island, they can end up underleveraged
in term so of overall reach and undervalued
due to a lack of integration with the full
customer lifecycle.
3. Unsophisticated Measurement: While
great strides have been made in recent years in
terms of the measurement of digital marketing,

experiential has lagged significantly. The


offline equivalent of last click attribution)
is often employed by companies looking at
the success of their experiential efforts.
Here are a few principles to abide by:
Pre-Define Success & Metrics: If you dont
know what a bullseye is, chances are you
wont hit it. Its important to understand
exactly what your business challenge is,
then develop concrete and realistic metrics
defined to demonstrate success. Just because
something can be measured, doesnt mean it
should be. We suggest using a categorization
system to help organize your plan.
Return on Investment: ROI is the best
type of measurement to determine the
ultimate success of a live experience and
demonstrate return in terms of business
value. This is the type of measurement
that often holds up best when considering
marketing mix optimization.

Key Performance Indicators: KPIs are


helpful diagnostic metrics that have to do
with the key drivers of ROI. These measures
are most helpful to provide actionable
optimization recommendations and to
compare one event against another.
Insight Measures: These fall into the
category of insight are often event specific and
less helpful for comparison between events.
They provide planning teams with a level of
visibility into how to plan the details of an
experience, including factors such as creative
messaging, layout, staffing, location and more.
Integrate or Die: If your experiential
marketing team is still thinking about
e vents as stand-alone occurrences,
positive ROI is highly unlikely. Why?
Because live experiences are intensely
costly on a cost-per-engagement basis
and it is extremely difficult for a positive
return to be accomplished based on a single
engagement.Ben Grossman, vice president,
strategy director, Jack Morton Worldwide

Stay on Top of Promotional Marketing Trends

Join us at
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& celebrate the 25th annual PRO Awards winners.

June 16, 2015 | 8:30 am to 2:00 pm | The Manhattan Club - New York, NY
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20 SUMMER 2015 WWW.CHIEFMARKETER.COM

NEW TECH, SOCIAL AND A PERSONAL TOUCH


HELP BRANDS CONNECT WITH SHOPPERS IN
STORE AND ONLINE
BY PATRICIA ODELL
el e c t i n g a b o ttl e
of win e from th e
hundreds of choices
on shelves can be a
dizzying experience
for any consumer. And if theyre
shopping in the $5 to $7 range, it
becomes even more challenging
to purchase a vintage that will
actually taste good.
To remedy that, Beringer and
its agency Twin Oaks have come
up with a solutiontaste stations. This spring, the stations
were installed in 1,000 Kroger
stores across 20 states. A shopper decides on one of three varietals they think they might like,
pulls a single-serve flavor strip
from the station placed in front
of the bottles and tastes the wine.
Its a sampling breakthrough in the
complex and often overwhelming wine shopping experience that
instills confidence in the shoppers
wine selection.

WINE TASTING
The launch of the taste stations is
the result of a year-long campaign
and delivers against such key
research findings as 94% of

women running households say


sampling gives them a better idea
of a product than advertising and
83% of shoppers say that an item
theyve sampled has become
a repeat purchase, says Steve
DeVore, managing director at
Twin Oaks, which led concept
development and design. This
could be a game changer.
Marketers have talked a lot
about consumers desire to shop
anywhere they want, when they
want and on their own terms.
These discussions, brainstorming sessions and conversations
have manifested themselves into
action in the form of new and
different technology solutions
marketers are working to build
into their plans, like the Beringer
taste strips. The shopper marketing standardcrunching consumer data to gain insights that
lead to campaigns, communications and other marketing messagesis entering the modern
era to advance shopper marketing efforts that impact consumers
in real time, often using state-ofthe-art technologies.
North Face has customers

Amazons Dash Button allows Amazon Prime members to reorder


products like Tide with the touch of a button.

donning headsets for a virtualreality view of a rock-climbing


experience or base-jumping. Marriott offers the same for viewers
to transport themselves to hotels
in London or Hawaii for a tour.
VR technology is growing as a
method for retailers, and others,
to drive sales and to offer an exciting or educational experience.

PRESS HERE
In another innovation that

could change the way shoppers


purchase regularly used
household items, Amazons new
Dash Button allows Amazon
Prime members to easily and
quickly reorder products with the
touch of a button. The button is
programmed to order, say Tide
laundry detergent or Maxwell
House coffee. It can be attached
to the washing machine with
reusable adhesive or hung near
the coffee brewer. When the bottle

WWW.CHIEFMARKETER.COM SUMMER 2015 21

LOOK AT THIS
Another major retailer using
technology to enhance the
real-time shopper marketing
experience is Neiman Marcus.
Earlier this year, some stores
began testing a cutting-edge

technology from Intel called


Memor yMirror in smart
dressing rooms.
The platform captures and
augments the experience of
trying on and buying fashion
apparel. The MemoryMirror is
a full-body mirror that, by using
simple body gestures or the
mobile app, shoppers control
to see 360-degree back and
side views in new outfits. The
platform remembers what the
shopper tried on and can show

prices. It went the next step with


its Savings Catcher grocery savings app. The app is designed to
take the guesswork out of whether
the Sony TV the customer is buying could actually be purchased
at Best Buy for a lower price. The
customer uses the app to take
a picture of the barcode on the
product or types in the receipt
number. If Savings Catcher finds
a lower advertised price, the
customer gets the savings on a
Walmart e-card.

Beringer rolled out taste stations in 1,000 Kroger stores this spring
to help consumers feel more confident about their wine selection.

the shopper what the same dress


would look like in multiple colors
without even leaving the dressing
room.
Theres nothing worse than
standing in the dressing room
with the wrong size or wrong
color and having to get redressed
and go find the right size, Moser
says. Now shoppers have the ability to go in and try on a little black
dress and instantly see how its
looks in blue, red or green, Moser
says. At the same time, socially
they can send the pictures out
to friends and family networks
to crowd source what looks best
without ever leaving the dressing room.
Mobile apps have also come
to the forefront in delivering more
personalized in-store shopping
experiences.
Walmart has had to look deep
into its shopper marketing philosophy to ensure its customers
can count on and reinforce what
the brand already stands for to
most Americanseveryday low

This is important because


when you think about someone
like Walmartwith wide brand
awareness and equity with low
pricesthey still felt it was necessary to develop this app, Moser
says. It shows how customers are digging in and if you can
close them quicker and remove
all doubt, thats what Walmart is
looking to do.

ITS PERSONAL
Introduced in 2013, Apples
iBeacon technology is being used
by brands to locate consumers
and serve up coupons and other
offers when they are in close
proximity to a store or restaurant.
More and more marketers are
using the technology to drive
in-store traffic.
In some Georgia locations,
McDonalds used beacons to
push deals to customers, bumping sales of the McChicken Sandwich up 8% and Chicken McNuggets up 7.5%, Forbes reported in
December. Also last year, Lord &

Taylor used location technology


and gamification to push coupons
out to people close to its stores.
People who were actually prompted to stop in the store received a
digital scratch-off coupon for up
to 25% off a purchase. In stores,
it used iBeacon technology to
alert smartphone users of offers
on brands in specific departments
like Michael Kors.
The targeting can be so specific as to deliver a specific hair-care
product to combat the frizzies on
a day when the weather will be
humid or rainy. A big-box home
improvement retailer can deliver messages about snow blowers
and generators as a winter storm
approaches. This real-time marketing and consumer information
gathering can provide personalized, one-to-one marketing that
drives home a message based on
the weather.
Brands are focused on how to
meet the constant cravings of the
shopper, Moser says. They cant
just put out the benefits and attributes of the products anymore. It
has to be authentic and the challenge is how to do that.
Apps are also being developed to help retail sales associates improve the customer experience in real time.
A suite of apps developed for
retailers from IBM and Apple,
called the Store Associate Suite,
are designed to transform the
in-store retail experience for the
customer.
The Sales Assist App puts
an enterprise level of customer
intelligence into retail associates hands. The idea behind the
app is to give associates resources
to provide a more personaland
personalizedexperience, such
as telling a shopper whether items
are in stock or to suggest other
items.
The app uses real-time intelligence, displayed on a tablet, to
direct associates to customers
and allow them to provide product, inventory availability and
location information, as well as
personalized offers based on historical patterns and profile data.

SHOPPER MARKETING

of Tide or coffee runs low, a push


of the button places an order,
which arrives within days. The
same goes for toilet paper, coffee
and bottles of water or other
favorite household items.
Some of the brands participating include Maxwell House, Glad,
Izzie, Tide, Cottonelle, Bounty and
Smart Water.
For marketers, the buttons
are the epitome of real-time,
data-driven marketing and offer
myriad benefits including building loyalty, a plethora of customer
insights and data, as well as an
intimate, personalized experience
for the customer. But not everyone thinks shopper marketing is
going the way of the Dash Button.
The Dash Button makes
sense for, say, routine low engagement items like doggy potty
padswhen you have to reorder, the button remembers the
brand, pack count and size, says
Laura Moser, senior vice president, shopper marketing practice
lead, North America, Momentum.
At the same time, the buttons are
dangerous. Youre really hooked
into a brand and that takes the
fun out of shopping anywhere,
anytime and on your own terms,
which is the primary desire of
shoppers today.
Time will tell whether consumers latch on to the Dash Button, but Amazon is banking on
consumers need for convenience.
What Amazon is saying
is that they believe that convenience is so critical to shoppers
that theyre willing to dismiss all
other product possibilities to have
a Tide button on their washer,
Moser says. I dont agree that that
is the case, maybe with a few small
categories. I dont think it will have
mass acceptance. Amazon is putting a stake in the ground to try
and trump experience and variety.

B2B SOCIAL

22 SUMMER 2015 WWW.CHIEFMARKETER.COM

GETTINGSTRATEGIC
B2B MARKETERS GET MORE SOPHISTICATED IN
THEIR SOCIAL PLANNING
BY BETH NEGUS VIVEIROS

he days of B2B marketers


thinking that social is
something best left to
their B2C brethren are
long gone. Today, B2B
marketers are approaching social
more strategically than in the past,
creating concise and compelling
content that is mobile friendly.
More of the buyers in B2B are
younger than people thought and
marketers are catching up to that,
says Lisa Abbatiello, CEO of Leo
Burnett Business. Millennials
are online and theyre doing their
research in social media on their
phone, so you need to be mobile.
As in B2C, B2B users and influ-

encers can be the best champions of a brand in social media,


Abbatiello says. B2B brands are
developing stories in formats like
video that can be edited and distributed in a variety of social channels to reach the widest audience
possible.
If you really want engagement, B2B social creative needs
to be more visual, she notes, noting that being concise and creating an emotional connection is
essential. Video allows you to
tell a story not just in words, but
in sight, sound and motion.
Social is incredibly important
across all B2B verticals, agrees

Ted Kohnen, CMO, Americas,


Stein IAS. Were even starting to
see more brands come to us asking how we do social in a highly
regulated space.

GOING BOTH WAYS


Social is all about creating
two-way communications,
says Kohnen, and that means
targeting audiences when they
are in a receptive mindset.
Where that is exactly depends
on your target market. For some,
that could be Facebook, while
others might be more inclined to
start a conversation on Twitter.
Periscope, which enables real-

time video on Twitter, could be


a huge game changer for brands
wanting to create an experience
and amplify their reach beyond
the confines of an event.
Brands can also create their
own social media ecosystems
and build their own community.
A great example of this is Adobe
and CMO.com, notes Kohnen.
I think were going to see more
purpose built social platforms
develop, says Kohnen, noting
there could be localized elements,
such as networks for New Yorkbased CMOs. Micro communities will be the next frontier in B2B
social networking.

WWW.CHIEFMARKETER.COM SUMMER 2015 23

into user-generated content.


Paid social is becoming a
bigger and bigger factor for B2B
brands looking to cut through the
clutter. Theres so much noise
out there, and you need to break
through and get the audiences
attention, he says. Theyre being
deluged and paid social can help
you get the visibility you need.

BY THE NUMBERS
The recent Brandwatch B2B
Social Media Report showed that
76% of B2B brands have at least
one Twitter or Facebook account,
with 47,023 Twitter followers and
211,872 Facebook likes on average.
Over 5 million social mentions
were recorded in a two-month
period for these brands.

complaints mentioned on social


about these brands during that
same period, only one percent
received a response.
Which B2B verticals are
doing the best in social? Business and software brands are in
the lead, compromising half of all
B2B social conversations. Aerospace comprised about 14% of

TAKE A VERTICAL TURN


THE BENEFITS OF TARGETED PROFESSIONAL SOCIAL NETWORKS
Vertical social networks that target a specific professional niche can be a great way for buyers and sellers to connect and start a
conversation.
Jay Hallberg, founder/CEO, Spiceworks, estimates there are now over 50 vertical networks for a variety of industries,
such as SERMO for doctors, or Edmodo for educators. Theyre disrupting the traditional methods of reaching these
audiences.
Spiceworks is a vertical social network for IT pros founded in 2006. The community, which features a wide range
of content including how-tos and product reviews, gives IT pros a place to interact and fosters connections that often
extend offline.
IT can be a lonely profession, says Hallberg. If youre the IT guy for 100 lawyers, chances are youre not hanging out
with your co-workers, because you might not have much in common.
Marketers wanting to connect with their target audiences via these networks need to remember that you cant go in
with a traditional lead-gen mentality. You cant just use the campaigns you use in other channels, he says, because that
wont resonate in social. Youll get thrashed if you make a sales pitch.
On Spiceworks, Hallberg says vendors that bring real technical know-how and value to the conversation succeed.
People will take good mental notes [of what you say] and remember that for later. The right technical experts can really
build trust and brand affinity.BNV

media, he says. People want to


know who the thought leader is
behind what a brand is saying
not having that level of personalization is a missed opportunity.
For brands that dont necessarily have a rock star level figure associated with their company as a spokesperson, sharing
content on venues like LinkedIn
Pulse can be extremely helpful. And of course, content that
speaks to your audiences needs
and pain points can be particularly good for generating a dialogue, says Kohnen. Inspired by
a clients recruitment talent index,
Stein IAS launched a B2B digital
marketing maturity index to help
companies benchmark where
they stand.
To get a conversation going,
continually ask questions, Kohnen
urges. Poll your community and
engage them in a dialogue. Tap

B2B brands are judging the


success of their social expenditures in a variety of ways. Some see
social as merely a way to engage
the audience and share content,
while others view it as an integral
lead-gen channel, notes Kohnen.
B2B marketers need to optimize their social spending, so paid
social is here to stay, agrees Brian
Quijano, director of product management and marketing, Adobe
Social. Of course, there isnt a
clear playbook right nowthe
biggest mistake a marketer can
make is not testing.
In the past, marketing organizations were more siloed organizations. These silos are starting
to come together, says Quijano,
and organizations are looking for
more cohesive metrics to gauge
the success of their social spending, including engagement and
natural conversion.

But one of the biggest surprises in the report was that 42%
of the leading B2B brands were
currently inactive in social media,
says Phillip Agnew, community
manager, Brandwatch.
Thats a huge problem, says
Agnew. B2B customers expect
a holistic, engaged experience
and you have to have a place to
respond to them.
Not surprisingly, the number
of B2B brands posting from multiple accounts was 16% higher on
Twitter than on Facebook. U.S.
software brands had the highest average amount of Twitter
accounts, 9.1, while industrial
tech brands in the U.K. had the
lowest average, at 0.4.
In the report, Brandwatch
recorded over 75,000 mentions
that signaled an intent to purchase over the course of a year.
Of the more than 5,000 customer

all mentions, while medical and


energy each own 8%.
Theyre getting a great audience for their brands, says Agnew,
noting big name B2B software
brands average over a quarter
million followers for their main
social accounts.
These companies are also
posting more frequentlysoftware brands are posting to social
on average 38 times per day, more
than four times the general B2B
average of 7.7 posts.
IBM was the most mentioned B2B brand in social
media in over 100 countries.
In oil rich countries like Saudi
Arabia and Qatar, energy brands
like ExxonMobil, BP and Chevron dominated conversations.
Where are B2B social conversations happening? Primarily
on Twitter, according to Brandwatchs report.

B2B SOCIAL

But no matter where you


choose to engage, it is key to
make that engagement a personal thing. In social, its about
the connectionif a brand is
communicating and you dont
know who the individual [that
is speaking is], all people are
doing is engaging with a logo
and thats not the ethos of social

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WWW.CHIEFMARKETER.COM SUMMER 2015 25

B2B DIRECT MAIL AND CATALOGS STAY RELEVANT WITH


INCREASED TARGETING
By Beth Negus Viveiros

B2B marketers need to connect


with prospects as early as
p o s si b l e i n t h e d e c i si o n making process. Making
direct mail an integral part
of their multichannel contact
strategy can help companies
inf luence customers, build
brand presence and create a
comprehensive strateg y to
close the sale.
Theres less clutter in the
inbox, so direct mail is trendy
againand its working, says
Grant Johnson , chief measurable marketing officer of
Bro o kf i el d , WI-b ased B2B
agency Responsor y. Using
direct mail with the right lists
and segmentation can warm
people up and drive them to
digital channels, giving you a
tremendous lift.
Usage is going up, agrees
Dick Goldsmith, president of
direct mail consultancy The
Horah Group. I dont think
that the postage increase at
end of May will hurt direct
mail or catalog usage in B2B.
Its part of a strong multichannel program, and a good way to
reach people who delete emails
and texts.
Today, direct mail done
right has an aura of being
unique and special, particularly to younger recipients, Goldsmith notes. People still find a
lot of value in mail.
We see people going back
to mail, adds Jeff Hopp, vice
president of sales and market-

ing, Ripon Printers. Runs are


shorter and more targeted.
B2B marketers are targeting a more focused campaign base, using direct
mail to tie channels
together and build a cohesive message, says Grant
Miller, vice president,
global strategic product
development, Pitney
Bowes. Theyre moving
away from a mass market
approach and delivering
campaigns in a personalized fashion, weaving
the message through
multiple communication vehicles.

their copy to address each


constituents needs.
The CEO has a different

the CIO will want to know how


it will integrate with their existing systems.
S m a l l e r m o re t a rg e t e d
data-driven direct mail campaigns are definitely the trend,
says Pitney Bowes Miller, noting that relevancy to the target
audiences needs is essential.
You need a strong call
to action to get the dialogue
going, he says. Its all about
weaving your message through
multiple channels. Give people
multiple ways to get engaged
and understand their communications preferences. Dont
miss an opportunity.
Many B2B marketers for-

"We'll always continue to optimize our mail plan.


We're seeing too many matchbacks between our
online and offline marketing with attribution
models."Robert Cameron, New Pig
TIMING IS
EVERYTHING
The key, of course, is to hit
people when they are making
their buying decisions. B2B
exp enditures are typically
a considered purchase that
involves multiple decision
makers. This, says Johnson,
means marketers must adjust

set of responsibilities and


concerns than the CMO or the
CIO, so consider keeping the
same creative look and theme
[to your pieces], but vary the
copy to suit the person youre
trying to reach, says Johnson. The CEO wants to know
how [what youre selling] will
impact the bottom line, while

get that without the right


lists, even the best mail package in the world wont perform.
Understand your existing customers, says Johnson. Who is
buying from you? What titles
do they have? What is their
buying process? Profile and
model based on what youve
had success with.
Continued on page 26

B2B DIRECT MAIL

Changing with
the Times

B2B DIRECT MAIL

26 SUMMER 2015 WWW.CHIEFMARKETER.COM

Continued from page 25


Another thing you can file
under Direct Marketing 101
is making sure that you give
your target a strong call to
action. Give them a reason
to take that next step, says
Johnson. Why should they
respond? People hate to be
sold to, but they love to buy.
You need to show them the
benefits of your product.
In its own direct mail efforts,
Ripon uses a three-part prospecting program to generate
awareness before a sales call.
The recipient might have never
heard of Ripon before receiving the mailing, says Hopp, so it
helps to get them to take the call.
Email supplements the direct
mail efforts, with enewsletters
sharing industry news and current promotions. Receiving
something in the mail still drives
action, he notes.
Direct mail has always been
great for driving traffic, agrees
Goldsmith. I cant imagine having a catalog today without URLs.

NEW PIGS SQUEAL


B2B cataloger New Pig,
which markets supplies and
equipment for cleaning up
industrial leaks and spills,
utilizes URLs heavily in its
500+ page annual Pigalog,
says Robert Cameron,
marketing director.
The annual mammoth
book comes out in January,
and circulation has actually
gone up in recent years, as the
company has done more modeling to expand its target audience of industrial facilities,
manufacturing plants, auto
repair centers w here ver
someone might have a spill,
he says.
Over the years, the content
of the catalogwhich is also
available digitally at NewPig.
comhas been supplemented to include more information about how the products
can be used, to help customers
make decisions.
Were featuring selection

guides to help point the customer in the right direction,


and were also working more
and more on branding, with
funny images to promote the
pigginess of New Pig, as well as
company news, says Cameron.
Monthly 132-page catalogs
are also mailed to active and
recently inactive customers,
and a 68-page book is used
to target prospects and inactive segments. A tabloid version also goes out twice a year
with updates.
With all the touches that go
into making a sale today, the
age-old question of attribution and quantifying catalog
or direct ROI hasnt gotten any
easier, Cameron admits. Were
a multichannel marketer, and
we market many different ways,
so we group marketing touches
together and then look at ROI.
I t c a n b e t r i c k y. F o r
example, he says, if you look
at new customers coming in
through search, 70% of those

customers received a New Pig


catalog. We cant measure the
way we used tocatalogs need
to adjust their metrics or they
wont optimize their marketing
spend.
New Pig has spent the last
year and a half building a new
marketing database, enabling
it to roll out more integrated
marketing campaigns and do
things like coordinating email
blasts with catalog mailings.
We didnt have the capability
to do that until now.
Despite the increase in
online marketing efforts, catalogs will likely always be a part
of New Pigs strategy. We ll
always continue to optimize
our mail plan with the marketing database and better models, says Cameron. I could see
where perhaps we might mail
less into certain segments, but
were seeing too many matchbacks between our online and
offline marketing with attribution models.

CM

MY

CY

CMY

Fun with Formats


WHAT WILL WORK BEST FOR YOU IN THE MAILBOX?
Do you go small and efficient?
Or do you go big or go home?
Theres a number of factors
that come into play when deciding which direct mail format
makes the most sense for your
B2B campaign.
When it wanted to launch
its BEACON advanced metering analytics product, Badger
Metera maker of liquid flow
measurement toolsknew it
wanted to make a big impression in the market. It turned to
Responsory to develop a threedimensional direct mail package, which connected with a
corresponding landing page
as the call to action to engage

C-level executives.
It served to energize and
focus our salespeople to go

pitch BEACON, saysJudson


Luke,integrated marketing services manager, Badger Meter.

How much information you


need to get across in your mailing also influences whether a
less expensivebut still effectiveformat such as a selfmailer is the route for you.
If you do opt for a selfmailer, make sure you put
your offer on both sides, especially next to the recipients
name and address, advises
Dick Goldsmith, president,
The Horah Group.
If you dont, youre wasting
real estate, he says. If a selfmailer doesnt grab someone
immediately, it will go right
into the trash. You need to get
peoples attention.BNV

Print and Personalization Go


Together Like Sugar and Spice.
BtoB consumers respond to communications that speak directly to them. Thats because
personalization especially complex print personalization deepens the footprint in the brain.
But you need to get past Personalization 101 if you want to achieve big results.
Were savvy direct mail and catalog printers with a lot of online smarts. Let us help you apply
advanced personalization strategies to your integrated print and multichannel BtoB campaigns.
Well show you how to lift your performance levels off the charts.
Order our white paper, 5 Quick Tips for Achieving Personalization 2.0, at www.riponprinters.com/0515.

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Each month Chief Marketer provides an in-depth report
for consumer marketing, B2B Marketers and on MarTech
the technology empowering marketing campaigns.
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cial Rep

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B2B Lead Generatio


Research Report

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WWW.CHIEFMARKETER.COM SUMMER 2015 29

CRM

CMON, GET HAPPY


CRM SOLUTIONS TO CREATE HARMONIOUS CUSTOMER RELATIONSHIPS
By Patrick Gorman

Customer relationship management


solutions are an essential hub for marketers
trying to create more relevant, personalized
and lasting relationships.
Marketers for years have really ignored
the customer service part of the business
average handling time tended to be the primary metric for that. A good chunk of retention issues are directly related to customer service, and its marketers who end up
dealing with retention issues, says Ed Burek,
product director at Pegasystems. You really
need to look across those channels and treat
service as part of your customer journey. We
see sales, service and marketing as driving
customer engagement, and thats what CRM
is about. Those are not separate things,
More and more, chief experience officers
and vice presidents of customer service are
reporting directly to the CEO or CMO, he
says. Theres more and more of a fixation on
customer engagement because of the fickleness of customers. Organizations are looking
at that lifetime customer value and need to
know what to do.

ACQUISITION
CRM is the key to bringing that to life
combining CRM technology and big data
and traditional channels.
When you start to connect those pieces
together, youre able to make those predictive

decisions in a much smarter way. Until you do


that, you do not have a 360-degree view of the
customer. Youve only got half of it if its just
digital, Burek says.
Integrating data from a CRM platform,
such as Salesforce, into acquisition campaigns
is an important capability that new CRM solutions have to offer marketing teams.

online is a big trend.


For example, for a kitchen appliance
brand that sells online but does a majority
of business in a brick-and-mortar showroom,
to close the loop and optimize whats driving
sales and qualified leads and feed that data
back into acquisition campaigns based on
whats really working is a big deal.
Were now extending that beyond ecommerce conversions into the offline world and
trying to feed that data into CRM and acquisition campaigns, Faris says.

SOCIAL MEDIA AND CRM

If youre an ecommerce brand, its really


straightforward to measure the success of
a digital advertising campaign based off of
conversion data, says John Faris, vice president of cross channel marketing, Red Door
Interactive. But when you get into the situation that a lot of brands are in, even in the
B2C space, theyre doing lead gen that ultimately is driving conversions online, either
through a retailer or an independent dealer
or a salesperson. Tracking that whole process end to end and being able to attribute
offline conversions to a campaign or a series
of campaigns that drove that traffic initially

How can marketers bring CRM social and


email together? First, make sure that youre
cross-pollenating your social followers and
your email list.
It can be as simple as asking your social
followers to sign up for emails and letting
them know that theyre going to get something different on email than theyre going
to get on the social channel and vice versa,
letting the email list know about your social
offering and the value there, says Faris.
Social sign-on technology such as Janrain
allows website and mobile visitors to easily
register and log in with their existing social
and email IDs, and can improve registration rates by 50% while opening the door to
collecting rich permission-based customer
profile data.

TECHNOLOGY

ROUND UP:

30 SUMMER 2015 WWW.CHIEFMARKETER.COM

TECHNOLOGY

AUTOMATION

OPTIMIZING THE LIFECYCLE


LEVERAGING MARKETING AUTOMATION TO SEGMENT AND BUILD MORE
INTELLIGENT CUSTOMER RELATIONSHIPS
A recent study shows that marketers are
ready and able to take ownership of customer
lifecycle management with marketing
automation and other tech solutions.
We hear it more and moreCIOs need
to get friendly with marketing departments
because there is going to be a lot of money
spent in this area in the future, says Atri Chatterjee, CMO, Act-On Software, which conducted the study with Gleanster Research.
The study showed that all responding
marketers agreed that there is a customer lifecycle and that marketers should have some
role throughout that entire time. Eight out of
10 marketers, however, feel they only have a
peripheral role in this lifecycle from prospect to
loyal customer. Automation allows marketers
to better manage the customer relationship
and lifecycle from beginning to end.
Selling something to an existing customer is six times easier than going out and finding a new customer, Chatterjee says. Automation can help identify what types of customers you already have, different segments
of customers and how they are segmented by
industry, behavioral and propensity.
But how can a marketer take all of this
information and use it to interact with existing customers?
When marketers leverage automation
techniques around audience segmentation,
profiling and personalization, it allows them
to interact and engage customers in a different way because of things they know about
them. Through marketing automation tech,
marketers have the capability to do it effectively right now.
Today, marketers are looking at automation from a solution standpoint, but also from
a much broader perspective. Top performers
polled in the Gleanster study (those from
successful companies with high customer
satisfaction ratings) made up two percent
of responders.
If you look at the top performing customers, some interesting things stand out.
One is how they plan. Top performers were
likely to have objectives tied to the entire
customer lifecycle that can be easily man-

aged through automation, such as retention,


customer satisfaction, as opposed to focusing
only on finding new leads and closing new
business, says Chatterjee.
Top performers are spending more
than 50% of their budget on retention and
expansion technology versus non-top performers, according to Gleansters research.
They also used personalization techniques
in their campaigns 75% more often than
lower performers.

They were looking at profiles and personalizing messages based on what customers were doing and their specific profile information. They were using things like segmentation much more than the average folks. So
in addition to the technology, it really starts
with planning and knowhow and using the
technology to achieve that, Chatterjee says.
Top performing marketing departments
are also using metrics more often. Almost
two-thirds of the marketing decisions that
top performers are making are based on
metrics, not based on non-metric criteria,
according to Gleanster.

NEW SOLUTIONS
Marketing automation has been helping
marketers target customers based on
personal and demographic information for
some time, but now its allowing them to
target based on technological data.
HG Data is now concentrating on a new
type of automation focused on targeting by
installed technologies, or knowing what
hardware and software technologies are
being used by companies before reaching
out to them for marketing or demand gen-

eration purposes. This kind of solution is a


new automation benefit for B2B tech companies looking to find potential customers.
By taking a big data-style algorithmic
approach to building these datasets, it has
allowed bigger, more detailed datasets to be
created and allows customers to target their
outreach knowing what the incumbent technologies are in place, says Mark Godly, chief
revenue officer, HG Data.
While this kind of data is interesting for
marketers to know, it needs to be actionable
and consumable in order for teams to take
advantage of it.
Building automation solutions in this
space that can fit into marketers tool kits is
the key. The spray and pray approach has
been replaced by marketing automation.
People bought marketing automation platforms and turned them into spam cannons
and thought people would be beating a path
to their door. Now, marketers are a lot more
intelligent with their outreach, Godly says.
This external content (or external data)
doesnt displace any of the existing technologies
marketers have in place, it allows them to adjust
messages to resonate more effectively with the
targeted audience through automation.
The pendulum is swinging back to a
more targeted approach using third-party
content to direct that targeting, says Godly,
noting that the average CMO usually doesnt
have the domain expertise or the time to
be making sense of huge amounts of raw
data elements.
Thats what were spending an enormous amount of time onmaking it digestible, to point out the alerts and changes in
the dataset and what is the most actionable,
usable information at a particular point in
time. So instead of presenting marketers
with a 2.5GB dataset via an FTP and saying
good luck with it, were distilling it down to
what a person needs within their system
of record and marrying it to that system.
Its about us fitting into the workflow and
systems and demand gen processes of our
clients, as opposed to expecting them to
change to add us to the mix. PG

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32 SUMMER 2015 WWW.CHIEFMARKETER.COM

TECHNOLOGY

ROI DASHBOARDS

BY THE DASHBOARD LIGHT


IDEAS FOR CREATING MARKETING PARADISE BY TRACKING METRICS
FROM MULTIPLE CHANNELS
ROI dashboard solutions are providing
marketers with real-time updates on their
key metrics across multiple channels, but
there are challenges and potential missteps
that marketing teams need to keep in mind.
What makes a dashboard stop being useful is when it stops being relevant, because
marketing changes so frequently, says
Mychelle Mollot, CMO, Klipfolio.
In order to get the most value from dashboards, marketers must be able to easily access
information and be able to customize and
change things around themselves to fit their
organizations needs.
Its best to assign a smart analyst or operations person who is going to own it like they
own a Marketo or a HubSpot solution for automation and keep it fresh, relevant and useful,
Mollot says.
ROI dashboard solutions also automate
many functions for marketers.
Lets say theres a metric that they want to
look at on social platforms, such as their number of followers. Tools today are automating
that data for them, and its one click to add it
to a dashboard. I dont think marketers have
been keeping up with the evolution in dashboarding as much as they should be, because
it has evolved and gotten so much easier. Now,
most of the data is coming from external data

sourcesnot just social,


but all of the cloud-based
solutions, Mollot says.
Market ers of t en
try to house too much
information on a dashboardand that can be
confusing and hides the
high-value information
a marketing team needs.
A good rule of thumb
is asking if someone can
take an action on the information, says Mollot. If the answer is no, then it doesnt belong
on a dashboard. It might belong on a report
or an analysis, but everything on a dashboard
should be there because someone is going to
take an action on it.
Keeping the most pertinent, usable information possible on a dashboard is the recipe
for success, she notes. Dashboards that fail
include metrics that change only once a quarter. They dont belong on the same dashboard
as something that changes constantly.
Different roles within a marketing organization require unique dashboard solutions.
A dashboard should be built for a specific
role. You shouldnt have a dashboard for a web
person that is going to be used by the CMO.
The CMO may want to look at that detailed

web dashboard in a
review with the web
team, but on a dayto-day basis, the web
team has a dashboard
that they are going to
track their success
against. When people mix roles in their
dashboards, thats
where they fail, Mollot says.
When planning a dashboard, think of the
audience and the latency of the data the team
member using it will need to access.
I have dashboards that are operational
that I look at every day, and then I have dashboards that I look at monthly, so I can see
month-over-month performance, Mollot says.
Posting key dashboard metrics up on a
public big screen monitor in the office gives
the entire organization has a sense of how certain areas are performing in real time.
It creates a shared purpose and a shared
goal. We are seeing a lot of marketing departments do that, she says. Its also positive reinforcementyou can have the metrics go red,
green or yellow based on performance. It creates an extra sense of purpose and it can be
extremely motivational.Patrick Gorman

PERSONALIZATION

CONNECTING WITH INDIVIDUALS


TECH SOLUTIONS TO BREAK DOWN DATA SILOS AND DELIVER RELEVANT,
TARGETED MESSAGING
Personalization is all about delivering unique
experiences to customers based on their
individual preferences, behaviors and history.
Doing this well is driven by the quality of a
marketers consumer data and their ability
to use it effectively.

Technology solutions focused on helping


marketers get personal with consumers are
designed to sort through those data silos and
get relevant, personalized messages in front of
the right people at the right time.
Whether its connecting with consumers

via digital channels or mobile devices, or gauging their interests via social and reacting to
data in real time, personalization is evolving
quickly. Smart marketers need to keep on top
of the trends or risk being left behind.
Personalization doesnt happen magicalContinued on page 34

Find New Products, Services and Technology


with the Chief Marketer Source Directory
Technology, Product and Service Solutions at Your Fingertips Anytime
1.

Visit directory.chiefmarketer.com

2. The Chief Marketer Source Directory is searchable by company name and 18 top-level
categories including agencies, content management, data services, mobile, printers, social
and more. Sub categories are also included.
3. Save time with all key information in one placeget company descriptions, key contact
information and links to the company website

If youre a technology, product or service supplier and want to be found


by marketers looking for new solutions contact Cynthia Foristel:
1.

Email: cforistel@accessintel.com

2. Call: 203-899-8482
24406

34 SUMMER 2015 WWW.CHIEFMARKETER.COM

TECHNOLOGY

Continued from page 32


lyits a craft, its a lot of hard work and it needs
to be driven from the top down, says Stefan
Koenig, CEO/cofounder, Hull.

PERSONAL TAILORING
Personalized marketing efforts need to
provide consumers with relevant content and
messaging tailored specifically to their needs,
and many campaigns dont hit the mark.
Personalization is leaving customers
numb, and thats what were hearing from
marketersthat theyre not connecting with
customers through many of the more recent
uses of personalization and customized experiences, because its still very much segment
focused, and doesnt really take into account
the individuals needs, says Jenne Barbour, solutions strategist with Teradata.
Marketers who want to succeed at personalization must get down to an individual
level, and that requires a true picture of the
complete customer experience.
Its [looking] across all silos, wherever the
customer information may reside in your enterprise and bringing it together into the digital
ecosystem and understanding the individual
and her other interests when shes out across
other properties, because that informs the individual level of relevance as well, Barbour says.
Marketers want to break down the silos of
the different touch points of the multichannel
experience, agrees Clint Poole, vice president,
marketing, Lionbridge.
The biggest challenge is that there are different systems for all of these touch points,
which can mean different providers, agencies and internal
teams to operate them.
You have this highly complex, fragmented ecosystem
of providers and platforms,
so what has evolved is custom systems integration. A
lot of people are creating ad
hoc, customized workflows
between systems, Poole says.
While new cloud platforms from Oracle
and Adobe can break down silos and connect multiple digital channels within one
platform, most marketing teams are dealing
with a number of tech solutions to manage
their customer data and information.
Personalized experiences used to be delivered in one channel and were based on data
from that channellike displaying personalized product recommendations on a website
based on a customers prior purchases on that
site. Now were seeing personalization increasingly becoming multichannel and multi-device
based, says Kim Smith, senior vice president

of product, HelloWorld.
Marketers are now taking web browsing
data from one place, social media activities
from another, purchase data from their POS
system and location-based information and
using a combination of the data to create richer
and much more personalized experiences than
before, Smith says.
This is changing the way marketers do
business.
I think personalization has created the
need for a new type of marketerone who
has the skills to bridge IT, data science and
digital marketing. It needs to be driven down
from the CMO to teach marketers to become
more data scientists. There is technology out
there to help brands cover these areas but the
problem is that a lot of them dont have the
skillset in house to use those tools to the max,
Koenig says.

GOING MOBILE
Mobile devices are the most immediate
way to communicate with customers as
individuals, and finding their preferred
method of mobile engagement is key for
marketers moving forward.
A mobile app might not be the right thing.
Simply ensuring that your website is mobile
friendly could make more sense. Mobile is truly
where everything is shifting, and marketers
have a rich opportunity to interact at an individual customer through mobile, Barbour says.
Its important for marketers to ensure there
is relevance, transparency and trust around the
information customers are sharing
with brands, including what information is being used and how it is
being used.
As long as youre providing
that relevance and an opportunity for customers to maintain
control over what theyre sharing, the barrier to sharing more
information is reduced, says Barbour. People become uncomfortable when
marketers dont provide the relevance that
customers expect or when they abuse that
privilege and sell the information.

MEASUREMENT AND TESTING


There are ways to test and measure the
success of various personalization tactics
by gathering data and gauging what works
best without making a significant up-front
investment in technology. If a brand doesnt
have extensive consumer profiles, they can
begin by collecting one or two data points
to get started on personalization.
For example, simply collecting data on a

customers gender and what ZIP code they


reside in can be used in a variety of ways.
They could be used to feature different
products in marketing, promote different offers,
highlight local store locations or tout different
product benefits. Then A/B testing can allow
the marketer to gauge the impact of personalization and really help them decide if investing
in a more robust and thorough strategy makes
sense for their business. They can start small,
test, learn and grow from there, Smith says.
Marketers are also leveraging controlled
group testing, measuring success with a group
receiving personalized offers versus a group
receiving standard offers and seeing how they
perform, Poole says.
Ive yet to hear from anyone where the
personalized offer didnt have a haigher
return, but the challenge is that it requires
analysis and planning that does reduce
speed to market, so there is a balance
between speed to market and personalization because the platforms arent quick and
smart enough and were not agile enough as
marketers yet to really nail both, Poole says.

SOCIAL AND REAL TIME


Marketing to consumers in real time based on
their actions within social media and other
digital channels is not quite a reality just yet,
but tech solutions are almost there. When
marketers are able to integrate their legacy
customer data with CRM and customer data
tools with real-time data from social behavior
and other digital platforms to the action
platforms (the pushing of email, digital display
and social response), thats when real-time
marketing personalization will be within reach.
I think there are platforms that are very
close to enabling that. Real-time personalization will start to become the phrase, rather
than just personalization. Youre going to see
the cycles shorten and the accuracy of personalization capabilities improve and the
ROI will be a lot stronger, Poole says.
Information from social media will be a
key ingredient to personalized marketing
campaigns moving forward.
Social helps marketers round out their
understanding of the individual customer,
[looking at] not just the data that they would
normally collect or have self-reported from customers, but whats really important to them.
Social allows marketers insight into the things
that are really important to customers, what
theyre interested in, Barbour says.
Marketers need to be able to provide
reasons why theyre asking for a high level
of access while also providing value against
it, so transparency and trust are key. PG

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36 SUMMER 2015 WWW.CHIEFMARKETER.COM

CM 4X4
When it comes to marketing return on investment, what really matters? This issue, we asked
four marketing pros for their thoughts on professional and personal ROI.
Vital marketing
investment
this year
Developing a
customer portal.

A recent personal
investment &
the ROI
My second
oldest daughters
wedding!Everyone
sure seemed like they
had a great time at
the reception.

Based on the customer


journey and multiple
touches that occur,
attribution is always
a challenge.

Marketing automation
to improve and move
prospects throughout
the funnel.

College tuition for my


son. As hes a freshman,
it will take a few years
to gauge the ROI of that
purchase stream.

Top line revenue. ROI


= revenue minus cost,
divided by cost. Cost can
include personnel salaries and bonuses, or just
the cost of a channel.

The human factor.


Different sales people
have different levels of
expertise and ability.
It can be a great lead
but there might not be
chemistry between the
rep and the prospect.

Increasing the digital


marketing budget, in
particular advertorials.

An 80 inch 4k/3D TV
and all new stainless
steel appliances in the
kitchen. If Momma
aint happy, aint
nobody happy!

My team oversees monitoring, optimization,


analytics and making
sure were meeting KPIs.
If customers are meeting
their KPIs, well actually
make more money.

Were very focused on


measurability. Every
trade show and campaign we do, we need to
go back and prove ROI.

Our programmatic
platform, and creating
private marketplaces.

A Roomba! Its incredible. It gets under the


sofa, the beds and it
gets all of the dog hair.

Key marketing ROI


metric for your
brand
Total revenue and
market share

Biggest ROI
challenge

Real revenue and profit


that can be attributed
to marketing rather
than vanity metrics.

Its hard to gauge


specific performance
for opportunity
generation from
individual tactics
using a well-integrated
program.

Mark RENTSCHLER
director of marketing,
Makino

Warren SUKERNEK
director of marketing, Triumvirate Environmental

Clint HUGHES
VP marketing, MediGain

Rachel ALLGOOD
SVP, marketing/consumer
insights, Gamut, a Cox
Media Co.

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