Executive Summary - Association of Canadian Advertisers

Transcription

Executive Summary
Marketing Communications (MarCom) activity, while proven critically important in
building brand value and profitable sales, remains an activity difficult to measure in its
true effectiveness. MarCom budgets are consequently more vulnerable to non-strategic
cuts than most others. There is, now, general agreement that the search for ROI-style
measures is fraught with problems; as such, it is regarded by most as an inappropriate
measure in marketing and marketing communications. What have emerged in its place
are Dashboards.
From the analogy of the dashboard in a vehicle, the MarCom dashboard contains, in
graphic form, the key data and information that allows understanding of the links
between MarCom activity (the ‘Input’); their impact on metrics like awareness, image
and intent to purchase (‘Interim’ measures); and the impact of these on the end goals
of sales, share or margin (the Outcomes). It contains the key measures that need to be
tracked to determine the contribution of MarCom activity and provide effective
feedback loops so that improvements can be made.
The intellectual ancestry of the dashboard lies in the balanced scorecard work of the
late 1990s and 2000s, and in the development of performance dashboards and
scorecards in all parts of organizations since then. The last decade has seen
tremendous growth in both their use and sophistication.
This growth has come at a time of tremendous change in the world of marketing
communications. The communications world is undergoing a revolution, as the Thomas
Friedman quote on the opening page indicates. But the change is not confined to the
digital advertising revolution. We have also seen the rise of sponsorship marketing
activity as marketers try to connect more closely with their target groups, and the rise
of public relations and that part of social media concerned with building networks of
influence.
In addition, we have seen the increase in notions of corporate social responsibility and
the need to consider stakeholders like staff, physical environment and community in
brand reputations, so that now we need to consider more than just a brand’s
‘commercial’ proposition. Therefore, the emergence of brand dashboards considers not
only commercial measures, such as customer/consumer awareness and sales, but also
internal employee ‘culture’ measures, like staff engagement, and ‘community’ measures,
like reputation based on philanthropy and social marketing activity.
Association of Canadian Advertisers
1
EXECUTIVE SUMMARY
In this paper we discuss both the need for brand dashboards and MarCom dashboards,
and how to develop them.
The creation of MarCom dashboards, and additionally brand dashboards, requires a
number of things:
The need to ‘nest’ or connect these dashboards both horizontally to other
functions in the organization, and vertically up to the enterprise balanced
scorecard.
The need in these dashboards to develop an Input – Interim Metrics – Outcomes
form of analysis and visualization. Over time, the large number of Interim metrics
(such as attitudes including likes, net promoter scores, etc.) can be analyzed to
understand the ‘drivers’ of success for the Outcomes (revenue, profitability,
etc.).Those Interim metrics, which are ‘Driver’ metrics or Key Performance
Indicators (KPIs) for the brand, often number no more than 10-12, but are the
critical metrics in the dashboard. Over time, these may become the only ones
tracked on the dashboard but initially, until the user learns which are the driver
metrics, all Interim measures get tracked.
In developing MarCom dashboards for any of the components of marketing
communications – for example, advertising – the dashboard must capture the
interconnectedness of media used, and therefore focus on cross-platform
effectiveness measurement.
In developing a sponsorship marketing dashboard the Sponsorship Insight Model
(SIM) also emphasizes the need to capture the interconnectedness of event and
other activation activities.
In considering other marketing communications vehicles like public relations,
direct marketing and sales promotion, the same themes occur. There is a need to
understand the specific performance of each, but most importantly how
integrated approaches create effective campaigns.
This interconnectedness of marketing communications and the increasing use of
multi-media approaches means that to avoid the dashboard becoming a mere
listing of Interim measures versus objectives it must show trends and variances
and allow ‘deep dives’ into the data to both answer the ‘why’ questions as well as
to inspire new questions. This is what separates the dashboard from a mere
listing of interim measures versus objectives in a scorecard-like fashion. The very
concept of the dashboard is that it is an analytic tool, not just a report card.
This latter reason is why the discipline of Marketing Performance Management
(MPM) has grown. Using modeling and various forms of business analytics, this
2
EXECUTIVE SUMMARY
discipline has taken dashboard development to new heights of sophistication in
marketing, MarCom and brand effectiveness analysis.
There are a large number of metrics to be considered for inclusion on a
dashboard. We have listed some in Chapter 9. Over time, the important Interim
metrics that act as drivers in the achievement of the key outcomes can be
identified and the dashboard made simpler. It does mean that metric selection is
both a key skill and a huge learning opportunity in dashboard development.
In the development of a dashboard it should be recognized that while some off- theshelf software (like graphic or statistical packages) can help, the dashboard must be
made specific to the brand. As such, the process requires not only commitment from a
senior executive but also a cross-functional dashboard team of marketing, marketing
communications, brand management, finance and technical/modeling personnel and/or
an outside specialist dashboard agency.
This group, the ‘Dashboard Task Force’, will first audit the MarCom (or brand) activity,
its Interim measurement and the end achievements of activity. Often this audit phase
will reveal the shortcomings of available metrics and result in a need for additional
metrics. Before moving on to constructing the full dashboard sufficient data points to
allow the process of regression analysis and modeling must be obtained. Then the
group can move on to construction of the full dashboard.
In best practice organizations, this Dashboard Task Force will take charge of keeping the
dashboard updated, training staff in its use and promoting its value and use internally.
Lest this process sounds cumbersome or too expensive, the costs will be small
compared to any relevant benchmark: total revenue of the brand, total MarCom
spending behind the brand, or the value of incremental success based on more effective
marketing communications.
3
4
Table of Contents
Executive Summary
2
Table of Contents
5
Prologue 6
The balanced scorecard and performance dashboards
11
Dashboards in use – research on use of dashboards in North America 18
Brands as business systems – the need for a brand dashboard
20
MarCom measurement – the new world of advertising – the traditional, digital
and social – and the dashboard 30
MarCom measurement - the new world of sponsorship marketing and the
dashboard
47
MarCom measurement – a brief note on pr, direct marketing, promotion and the
dashboard
69
The case for better dashboards – marketing performance dashboards – theory
and cases75
Building the dashboard – brand, marketing and marketing communications
85
Brand, marketing and marketing communications
95
Conclusions – hints and horrors, how to prepare for them, some resources and
why it is all worthwhile 101
Exhibit I. Author biographies
105
Exhibit II. Dashboard use in Canada – research details
Exhibit III. Dashboards – Bibliography
108
112
5
PROLOGUE By ALAN MIDDLETON
Back in March 2005, the Association of Canadian Advertisers (ACA) published my first
work on marketing communications dashboards. Titled Measuring Marketing
Communications Returns – ROI or Dashboard? it was based on research done throughout
2003/2004. At that time, the discussion about how to measure marketing and
marketing communications effectiveness was dominated by the notion of calculating a
Marketing Communications Return on Investment (MarCom ROI). There was a hope
by some that the answer to a fundamental question could be answered: if I spend $1 on
marketing communications, how can I know that I am getting more than $1 worth
back?
The 2005 work was an early attempt to demonstrate the naiveté of the ROI approach,
yet emphasized the legitimacy of the search for a better understanding of effectiveness,
and that’s where the dashboard fit. At that time, although the balanced scorecard had
been around since 1996, the use of a marketing dashboard, let alone a marketing
communications dashboard, was very low. The exploration that we published had a
very gratifying response, and the seven years since has seen an explosion in the
development of dashboards and scorecards.
Despite this progress, the core issue remains how to measure the effectiveness of
marketing and marketing communications activities. Marketers still need to concern
themselves with this issue for three reasons:
As the 2008/2009 recession showed, marketing and marketing communications
budgets are still being cut because no factual support of their effect is being
offered.
Without an understanding of the effect of marketing and marketing
communications activity, improved effectiveness and productivity in marketing is
difficult to accomplish.
Without a medium term as well as a short term perspective in understanding the
effect of marketing and marketing communications, the ability to build customer
brand equity, as well as short term sales, is threatened.
In addition to this ongoing need, the last seven years has also seen other developments,
and these provided the prompt for the ACA to request a revisiting of the dashboard.
These developments have included:
Within advertising media, the rise of digital media. By 2011, it was estimated to
have accounted for 22% of Canadian marketing communications spending, up
from 16% only 3 years earlier (ZenithOptimedia).
6
PROLOGUE
The rise of social media such as Facebook, LinkedIn, Twitter, YouTube and the like, and
with it the importance of user-created marketing communications. By the fourth
quarter of 2011, it is estimated that weekly the average Canadian spent 9.4 hours on
social networking sites, and 18-24 year olds, 10.8 hours (comScore Inc.).
Alongside the changes in the advertising segment of marketing communications, we
have seen growth in public relations spending and sponsorship marketing
Marketing communications is now not only what is indicated in Figure #1 Box #1, but
to have any impact on the communication going on among the public (shown in Figure
1 Box # 2) it must also be integrated with often unconsidered communication like that
shown in Figure 1 Box #3:
Figure # 1 The Total World of Marketing Communications
Box #1
Box #2
Box#3
MarCom messages:
advertising, sales
promotion, marketing
public relations, direct
marketing, personal
selling, point of purchase,
merchandising and digital
marketing, packaging,
specialties, sponsorship
marketing, licensing,
customer service,
internal marketing,
websites, internet/online
marketing, social media.
Citizen/customer
controlled messages:
employee gossip and
behaviour, media
investigation, government
investigations, consumer
group investigations, chat
groups, blogs, online
guerrilla sites, social
media.
Often unconsidered
communications: facility
convenience, location
and design; service
experience; bricks and
clicks distribution;
product design, product
performance, price.
These MarCom changes have been both caused by and resulted in significant changes in
how marketing communications works, and therefore how it should be measured. More
and more we need to understand communications notions of how ideas and
communications are spread, word of mouth, influence, opinion leadership, and how
indirect stimuli are activated.
In measurement, old interim measures of effectiveness like recall, while always suspect,
are more questionable than ever. Integration of marketing communications stimuli and
response, while always important, has become more important than ever, and more
difficult.
7
PROLOGUE
But these are not the only changes taking place in the marketer’s world. The other
changes are broader – across businesses and society – and are even more critical, albeit
with an impact on marketing communications that may be less obvious.
That change is the challenge to capitalism evident in the criticisms of the financial
sector following the Lehman crisis of 2008, and the Euro zone crises of 2010/2011, the
environmental movement, the Occupy movements, the fair trade movement and others.
Europe has for a long time followed the stakeholder model rather than the narrower
U.S. shareholder model of governance. Whether it is called Corporate Social
Responsibility, Responsible Business, Triple Bottom Line, the notion that corporations
have to understand their role is within society, and that they must deliver value to all
stakeholders, is finally catching on in North America. McKinsey and Harvard Business
School have recognized this, Michael Porter in an article co-written with Mark Kramer
has stated most simply:
“Companies must take the lead in bringing business and society back together…
Societal needs, not just economic needs define markets and social harms can
create internal costs for firms.”
In 2008, Jeannette Hanna and I noted in Ikonica – A Fieldguide to Canada’s Brandscape the
impact on marketing of this thinking and suggested ways that brands and brand
communication would have to be handled in the future. We indicated that brands
needed to be managed based on three Cs:
Commerce: Commercial benefits for the customer, both functional benefits and
symbolic benefits. These benefits have been the traditional focus of marketers
and were the focus in 2005 of the marketing communications dashboard.
Culture: Cultural benefits for the customer: the intersection of the internal
culture of the organization and its staff, with the external culture of customer and
society. In a service-based economy it was clearly inadequate not to include this
as part of the brand proposition. How the staff feels about their organization
clearly impacts not only customer service but the whole response to the brand.
Enthusiasm among the staff about an organization brand is clearly a major
attraction for customer purchase – especially in a social media world!
As Clive Beddoe of WestJet said in Ikonica: “Culture and Brand are one and the
same.The culture creates the brand . . .what has amazed me is just how powerful this
really is and how few people understand it.”
Measurement of staff response to their brand and its impact on customer-regard
therefore becomes a key need in good dashboards.
8
PROLOGUE
Community: Community benefits for the customer: the engagement of the
organization and its brand(s) with the community and society around it. Is it seen
as a positive contributor in ways that are seen by the community as relevant to its
brand identity? As we argue in Ikonica:
“Commerce is ultimately dependent on nurturing strong relationships not just with
individual customers but also communities as well.Whether they’re defined by
geography, special interests or simply shared passions, ikonic brands are diligent in
fostering and protecting their community connections, the shared sense of entre nous
and belonging.”
Whether this is called corporate social responsibility or anything else, it is
becoming an increasing issue in brand management and in many cases a key
differentiating feature. As such its measurement is an essential part of brand
health development.
In the environment where the three Cs of commerce, culture and community are all
essential components of brand strength, measures of these components on a brand
dashboard must be included.
These major changes since the 2005 work have meant that this work had to be more
than a superficial updating. Instead this work will go back to basics and consider:
1. The development of performance scorecards and dashboards as measurement
processes across business lines;
2. The development of marketing communications dashboards in Canada
3. Brands as business systems and why dashboards covering the 3 Cs of
commerce, culture and community are necessary to deal with the new market
realities
4. The new world of advertising’s role within marketing communications: how to
think about traditional, digital and social media
5. The new world of sponsorship marketing within marketing communications
6. The new world of PR, DM and promotion
7. Cases in dashboarding
8. Building the brand and MarCom dashboards
9. The metrics that can be used in brand, marketing and MarCom dashboards
10. Conclusions, including hints to help and horrors to avoid in your dashboard
development, some resources to help and why it is all worthwhile.
9
PROLOGUE
We then include Exhibits containing other research and resources.
As the topic broadened, it became obvious that the best work on the topic would not
come from me alone. I therefore reached out to some of the best in the business to
provide their expertise. Some old friends and new friends came on board. You will find
their biographies in the first Exhibit, but in short they are:
– Azim Alibhai, media guru
– Simon Cazelais, sponsorship guru
– Jeannette Hanna, my co-author and the inspiration behind Ikonica, and
brand guru
– Wendy Robertson, marketing performance management and dashboard guru.
Each has their own chapter and each has contributed to the overall thinking and ideas.
Think of them all as co-authors and explorers in this newly expanded territory of brand
and marketing communications effectiveness measurement. The themes we developed
together that underlay this work were:
The need to understand the changes taking place in how people view their brand
choices and the benefits they seek and to capture this on the dashboard.
That we can usefully think of all marketing communications as not only
interconnected with a strong need to be integrated, but also as social and
networked.
That to be really valuable the dashboard must allow dynamic analysis and enable
questions to be raised and answered, and more questions raised. In other words,
it must be a dynamic not a static tool.
The final result also owes great thanks to the ACA in its quest to help its members
improve the effectiveness of their marketing communications, and in particular, Susan
Charles, who provided invaluable Input through the Interim phases so as to significantly
improve the final Outcome.
10
CHAPTER 1 — By ALAN MIDDLETON
Balanced scorecards, performance
scorecards and dashboards – the
confusing metrics of measurement
Abstract:The evolution from the Balanced Scorecard to Performance Dashboards
has meant greater sophistication in the use of dashboards.The real opportunity
now is to firmly embed the Input – Interim (‘Driver’) Metrics – Outcome as an
analytic form in all types of dashboards, strategic, tactical or operational.The value
of dashboards then is in monitoring, analysis and management of the detail of any
kind of dashboard, but especially brand and marketing communications
dashboards.
The 1996 “Balanced Scorecard” by Kaplan & Norton was the start of a successful effort
to broaden the metrics used to measure enterprise activity. Up to this point, the
financial results were the dominant data utilized. This had two problems. First, it
provided only a narrow view of the enterprise’s progress; second, it was a lagging
indicator. Kaplan & Norton indicated four areas that needed to be tracked to
understand the effectiveness and efficiency of an enterprise’s actions:
– Financial
– Business processes and learning
– Growth
– Customer
The Customer indicator, as they conceived it, was basically a series of marketing
metrics based around segmentation and targeting, and included share, acquisition,
retention, customer satisfaction and profitability. Since then, not only have Kaplan &
Norton continued to develop their work, but a whole literature and practice around
performance measures has developed. Some of the works are listed in the bibliography.
Performance management is simply a process of consistent data and measurement of
the organizational process from vision and objectives to action and the learning from
the results:
11
1: BALANCED SCORECARDS, PERFORMANCE SCORECARDS AND DASHBOARDS
Figure 1.1 - The Performance Management Frameworks
Vision/Mission/Values/Objectives – Strategies – Action – Monitor/Analyze *- Adjust
Or another way of expressing this is through the Strategic Planning cycle:
Where Are We? (Situation description)
5. Are we getting there?
(Evaluation)
2. How did we get there?
(Situation analysis)
4. How do we get there?
(Strategies & tactics)
3. Where do we want to be?
(Objectives)
There are two problems that have developed over the last sixteen years with
performance measurement:
1. The initial work on the balanced scorecard resulted in thousands of measures
and initially the development of whole departments that did nothing else but
collect data. Gradually, though, organizations learned which were the critical
metrics in different operations and departments and which were the important
ones overall in the organization. By ‘nesting’ and integrating the metrics
horizontally (across departments or operations) and vertically in the
organization (linked to the overall enterprise balanced scorecard) and tossing
out those that were less strategic, organizations gradually learned to focus on a
few key metrics. In best practice organizations at the overall enterprise level this
was often no more than 10-12 metrics, and then within each department or
operation also no more than 10-12 further metrics. Another important learning
was that the metrics be kept up to date. New metrics emerge and replace older
ones; the organization must keep current with the metrics it uses.
2. The second problem was confusion about terminology, uses, and value and
application of the different methods. As the general category of performance
scorecards and dashboards developed, there was much confusion. The later
section on marketing and marketing communications dashboard use in Canada
shows this confusion is evident here, too. Some authors, such as Wayne
Eckerson, have tried to clarify how the whole area of performance dashboards
should be viewed. I will draw on this work to suggest how marketers should
work with and think about marketing and marketing communications
dashboards.
12
First, a reminder: this is all about strategy. Kaplan & Norton called the Balanced
Scorecard “a strategic management system to manage strategy”.
This notion is reflected in Eckerson’s work:
“Dashboards and scorecards are part of a larger performance management
system – which I call a performance dashboard – that enables organizations to
measure, monitor and manage business performance more effectively.”
He goes on to make an extremely critical point that will form the basis of the
philosophy behind this work:
“A performance dashboard is very different from plain dashboards or scorecards.
The latter are simply visual display mechanisms to deliver performance information
in a user friendly way whereas performance dashboards knit together the data,
applications and rules that drive what users see on their screen.”
The key is to understand the impact of ‘Input’ stimuli like marketing spending on what
we call ‘interim’ metrics like awareness and trial, and then how these impact ‘Outcome’
metrics like sales, margin and so on as shown in Figure 1.2.
Another definition more specific to marketing also emphasizes this need for dashboards
to illustrate the integration and interconnectedness of marketing or marketing
communications strategy and action. Dashboards are:
“a relatively small collection of interconnected key performance metrics and
underlying performance drivers that reflects both short and long term interests to
be viewed in common throughout the organization”
– Pauwels, Ambler, Clark, LaPointe, Reibstein, Skiera, Wierenga and Wiesel
Figure 1.2.The Essence of the Dashboard
Input
Interim Metrics (with some that will be Drivers)
Outcome
The context of the 2005 work for the ACA was the hunt for a measurable ROI for
marketing and marketing communications activity. On examination I took the position
that this was a fruitless and naïve search and that, rather, a good dashboard that
demonstrated Input – Interim Measures – Outcome was a legitimate and highly useful
exploration of effectiveness that should replace the search for an ROI.
As this Input – Interim Measures – Outcome dynamic is to be the closest we can
realistically get to an ROI then, as Eckerson says, the dashboard must be more than a
simple listing of performance data and become a dynamic set of interrelated data that
gives us clues and cues to effectiveness. The dashboard therefore has three roles:
13
“a performance dashboard is actually three applications in one, woven together in
a seamless fashion:
1. A monitoring application;
2. An analysis application
3. A management application.
The monitoring application conveys critical information at a glance using timely and
relevant data usually with graphical elements; the analysis application lets users
analyze and explore performance data across multiple dimensions and at different
levels of detail to get at the root cause of problems and issues; the management
application fosters communication among executives, managers and staff and gives
executives continuous feedback across a range of critical activities, enabling them
to ‘steer’ their organizations in the right direction.”
– Eckerson
He summarizes this as “the MAD framework” – monitor, analyze, manage detail.
He goes on to indicate the three types of performance dashboards he found in his
exploration:
“Operational dashboards track operational processes and emphasize monitoring;
Tactical dashboards track departmental processes and projects and emphasize
analysis; Strategic dashboards monitor the execution of strategic objectives and
emphasize management.”
– Eckerson
The other area where there is confusion is between dashboard and scorecard.
Though Eckerson actually says that it doesn’t matter:
“Dashboards are more like automobile dashboards.They enable operational
specialists and supervisors to monitor and act on events as they occur. Dashboards
display detailed data in right time, usually visually using charts, tables or visual
graphs. Scorecards are performance charts – like school report cards – designed to
help executives and managers track progress toward achieving goals and reviewing
performance with subordinates. Scorecards usually display weekly, monthly,
quarterly, or annual snapshots of summary data. Like dashboards it makes use of
charts and visual graphs but includes textual commentary that interprets results,
forecast the future and record action items.
“It really does not matter whether you use the term dashboard or scorecard as
long as the tool helps focus users and organizations on what matters.”
Our strong preference in brand, marketing and marketing communications is for the
form of a graphic dashboard that displays summaries of the Input – Interim Metric –
14
Outcome flow and allows click through to the details.
Performance dashboards and scorecards have now been used right across the full scope
of activities and enterprises both private and public. Eckerson in his book includes
examples in IT, operations, sales, infrastructure, internal processes and of course
customer experience and marketing, and from such diverse organizations as Arizona
State University, the Kingdom of Bahrain, Cisco, Deutsche Borse, NetApp (storage
manufacturer), City of Richmond Police Department, and Rohn and Haas.
As we move from the general of performance dashboards and scorecards, we now
move to the specific. In this work we suggest the following structure:
1. Strategic Dashboard: Enterprise wide
Like a Balanced Scorecard that tracks progress toward achieving strategic
objectives in a top-down fashion. Ideally all other measurement processes should
feed up to and down from this enterprise wide measurement. Indeed as will be
seen in the next chapter, of the 12 Canadian organizations interviewed for this
paper, one works most effectively in this way.
We will go on to suggest that the next level of a tactical dashboard be applied to
marketing activity and within that Marketing Communications.
However before moving to that level, we need to have an additional strategic level
dashboard that looks at the brand(s) managed by the organization.
Where the corporate reputation is engaged through a singular brand identity in cases
like each of the Canadian banks (e.g., RBC/Royal Bank), insurance companies (e.g., Sun
Life), major telecommunications companies (e.g., Rogers Communications), most
retailers (e.g., The Bay), foodservice (e.g., Tim Hortons), Government Ministries (e.g.,
Ontario Ministry of Health) and not-for-profits (e.g., Canadian Cancer Society), the
range of activities that impact the brand need to be tracked at a strategic level across
different stakeholders, functions and activities. Tracking just customer marketing activity
in these situations will be inadequate.
As both the Prologue and Chapter 3 indicate, these brands must be thought of as a
business system and measured across stakeholder groups that are involved in the
commercial, cultural and community benefits offered by the brand. This will also apply
to range brands like President’s Choice, individual service brands like Visa and individual
product brands like Listerine, based on the importance of differing stakeholder groups
(and especially the differentiating importance of staff motivation in providing customer
service) and the need for a reputation for good corporate citizenship.
As such another strategic dashboard is needed:
15
2. Strategic Dashboard – Brand Management
This dashboard will track customer metrics, employee motivation and satisfaction
metrics, and community stakeholder reputation metrics, across departments like
marketing, sales, HR, operations, and so on.
The point is that brand management for all but very specific product brands like
Listerine and V8 involves more than just the marketing and sales departments.
Increasingly as well many of these product-based brands are transitioning to provide a
broader, more compelling and differentiating customer experience that will involve
greater customer service benefits.
3. Tactical Dashboard – Marketing and Marketing
Communications Dashboards
As Eckerson describes them:
“Tactical dashboards are used primarily to optimize business processes in each
department, such as finance, sales, marketing and human resources, although some
tactical dashboards may provide an enterprise view as well.”
This dashboard that measures and analyzes the performance of marketing activities,
processes and goals needs to be developed to not only track marketing performance
but fit into both the brand and enterprise strategic dashboard. Usually the way these
are conceived is:
Figure # 1.3. - Integration of Dashboards in Marketing
Enterprise-level Strategic Dashboard (often a Balanced Scorecard)
Brand Strategic Dashboard
Marketing Tactical Dashboard
Integrated Marketing Communications Tactical Dashboard
Media
Sponsorship Marketing
(including digital & social media)
PR
Sales Promotion
Specific Tactical MarCom Dashboards
16
Direct Marketing
Note: only those organizations extensively using all marketing communications vehicles
would do a tactical dashboard for each one, but they should certainly be done for the
major ones
In later chapters we will explore each of these and how to set them up, but first let’s
look at the research on dashboard usage.
17
Dashboards in use – research on the use
of dashboards in North America
Abstract: Research in both the U.S. and Canada suggests widespread use of various
versions of dashboards and scorecards but, especially in Canada, not well integrated
into balanced scorecard thinking and action, or really following the Input – Driver
Metric (Interim Measure) – Outcome Metric model that enables real analysis.
i) U.S.
In the U.S., by 2009 The Data Warehousing Institute (TDWI) found that 72% of their
sample of 495 organizations was using some form of performance dashboard, with the
primary benefits being refinement and communication of their strategy.
Eckerson’s own research from 2009/2010 indicated that almost 66% of his sample used
all three types of dashboard: strategic, tactical and operational. The most popular
dashboard used was the tactical (usually department/function based). This was used by
80% of his sample and was the most widely used by 38%, the highest proportion.
While most (45%) had been built from scratch, there was an increasing trend towards
leveraging vendor products: 19% customized a vendor tool, and 30% used a vendor
tool without any customization.
ii) Canada – a 2011 update on marketing performance dashboards and scorecards
In order to get a sense of how Canadian marketers were measuring their marketing and
marketing communications activity, in the summer of 2011 the ACA conducted
interviews with 12 senior marketing executives; details can be found in Exhibit II. Here’s
what we found:
– In only one case was there an integrated series of dashboards (brand,
marketing, marketing communications) that linked to a balanced scorecard
– However, there was a widespread effort to capture key metrics in an organized
manner
18
2: DASHBOARDS IN USE – RESEARCH ON THE USE OF DASHBOARDS IN NORTH AMERICA
– None had an Input – Interim Metric – Outcome format that allowed
investigation of the process of cause and effect
– In nearly all cases the senior marketing executive was responsible for the
effectiveness measurement strategy, and in virtually none was the
finance/accounting department involved
– Most had been developed in the last five years in answer to pressure to provide
better reporting of effectiveness
– All but one had been developed locally; one was part of a global approach and
aligned its metrics globally
– There was much confusion about what was a collection of metrics, a scorecard
or a dashboard
The evidence is that while Canadian marketers are regularly examining metrics, it is
being done more as a check list to see if they are achieving improvements and/or preset objectives, rather than as a dashboard to explore cause-effect relationships. Real
feedback loops to understand effectiveness requires rather more disciplined and
integrated approaches like the one case we discovered.
19
CHAPTER 3 — By JEANNETTE HANNA
Brands as business systems –
the need for a brand dashboard
Abstract:The case for a strategic dashboard for brand management is more
compelling than ever. New forces for transparency and accountability for not only
commercial benefits coupled with empowered customers and powerful social
networks demand integrated forms of brand performance management.
The case for a strategic dashboard for brand management that links customer metrics,
employee engagement and community-based measures like reputation is more
substantial than ever. Evidence is mounting that in today’s interdependent markets, the
most substantial value comes from weaving all three together. But before we look at
these arguments let’s look at how these interdependencies play out in the marketplace.
A tale of two airlines
In 2008, two airlines confronted similar customer service challenges. Both stories have
become iconic tales about the new realities of brand management and the complex
interplay of commerce, culture and community. Let’s follow their very different
trajectories.
It started simply enough for Canadian musician Dave Carroll and his band, Sons of
Maxwell, as they boarded a flight as part of a 2008 tour. When Carroll’s guitar arrived
severely damaged, he embarked on a strange “Dave versus Goliath” odyssey where
United refused to compensate the musician. After nearly a year of no satisfaction,
Carroll struck back with a simple ditty, “United breaks guitars” that he posted to
YouTube in July 2009 that became an instant viral hit. Today, over 150 million people
have been introduced to his story. Time named it #7 on its list of the Top 10 Viral
Videos of 2009. Critics argue whether or not to attribute some of United Airline’s
stock price drop that year of 10% – costing stockholders about $180 million in value –
to the protest song. What is undeniable is that one disgruntled customer story that
generates ten million YouTube views, tens of thousands of blog posts and tweets, plus
hundreds of international headlines have been a costly hit to United’s reputation.
20
3: BRANDS AS BUSINESS SYSTEMS – THE NEED FOR A BRAND DASHBOARD
In Ikonica, A Field Guide to Canada’s Brandscape, WestJet founder Clive Beddoe related
the story of another difficult customer experience that unfolded in a very different way:
“We were flying a couple to Kelowna to get married. Our contract baggage
handlers failed to put their luggage on the flight.This poor woman arrived without
her wedding dress! Our employees went out and bought her a wedding dress.They
don’t have to ask.They just do what they know is right.What makes people feel
that this is a great place to work is that they have that license.”
Beddoe explains why so much of WestJet’s success relies on its culture:
“Human beings need a sense of participation and meaning in their lives.We got
that by aligning the interests of the employees with that of the company. Everyone
talks about it but few seem to achieve it.What we wanted was a fundamental shift
in behavior from the person that comes to work because he or she has to get a
paycheque, to somebody who comes to work because they’re passionate about
what they do.They have a meaningful sense of being part of the team that’s
collectively building something.We are asking people to care.We are asking guys
making $12 an hour to care that when you check in, you’re treated with respect.”
Consider that WestJet first took flight in 1996, 70 years after United first took flight in
1926. By 2006, at a time when most airlines, including United, were in crisis mode,
WestJet had become Canada’s most successful airline and was one of the two most
profitable in North America.
These two stories illustrate the powerful interplay of commerce, culture and
community that reside at the heart of the case for a strategic dashboard for brand
management. Commerce represents the value proposition that organizations offer
current and prospective customers through their brands. Culture reflects the internal
alignment of organizational and employee values which link to employee engagement
and behaviours. Community reflects the values-based priorities of virtual and physical
communities of interest; partners; governments and regulators; media; NGOs and
community groups.
Together, all three comprise the fundamental dimensions of any business system.
What’s unique now, however, is the intensity of those interdependencies.
Thinking like a system
Probably the single biggest challenge facing managers now is coping with complexity.
No organization – however richly blessed with vision, know-how, resources or sheer
moxie – can succeed alone. But corporate structures and management processes are
poorly aligned with the realities of today’s deeply interconnected and interdependent
business systems. As the ancient Sufi teaching goes: You think that because you
21
understand “one” that you must therefore understand “two” because one and one make two.
But you forget you must also understand “and.” In other words, for management,
understanding the interplay of relationships – not only within the organization but also
across the larger “ecosystem” of customers, suppliers, partners and influencers – is
what really matters.
While the business world is far more complex than ever, it doesn’t have to be
complicated. In nature, large, complex systems adapt and thrive based on a few simple
rules. As author Margaret Wheatley notes, “If nature uses certain principles to create her
infinite diversity and her well-organized systems, it is highly probably that those principles
apply to human life and organizations as well.” If nature is the mother of systems
invention, she has practical lessons to share about how businesses can use feedback
tools to thrive and adapt in complex, dynamic ecologies. This chapter looks at
important indicators of the overall health of your business system.
Apple has parlayed systems insights into game-changing i-business models again and
again – think iTunes, iPhones, iPads and i-Books – making it one of the most profitable
companies ever. From Walmart to tech giants like Cisco; from not-for-profits like
YMCA to loyalty programs like Air Miles, businesses that successfully leverage the
dynamics of systems can radically reshape the competitive landscape. But thinking like a
system requires new ways of understanding and fostering value creation. First, let’s look
at how the business environment has altered. Then we’ll address how to adapt.
The Age of Transparency
Interconnectedness, of course, cuts many ways. Social technologies are just one
example of how the rules of effective management are being rapidly rewritten. From
Wikileaks to viral videos designed to “out” unscrupulous or unfair business practices
(the “United breaks guitars” ditty with 11 million+ views is a telling example),
skyrocketing social technology adoption is driving corporate transparency and
accountability to unprecedented heights. A recent Forbes issue (September 26, 2011)
focused on the impact of these forces: “Both your customers and your employees have
started marching in this burgeoning social media multitude, and you’d better get out of their
way – or learn to embrace them… The institutions of modern developed societies, whether
governments or companies are not prepared for this new social power… companies and
leaders will have to show authenticity, fairness, transparency and good faith.”
Transparency and authenticity regularly butts heads with the orthodoxy of short-term
financial results Über alles, at the expense of long-term brand and business health.
The dynamism and volatility of 21st Century commerce also makes it increasingly
difficult to figure out what to respond to and how to adapt. Marketers have more data
than ever before but it’s much harder to understand what’s really going on.
22
From a brand perspective, it’s been clear for some time that traditional management
models are failing business. A 2009 Jupiter Research & Verse Group survey of American
marketers underscored that sense of inadequacy:
– Percentage who think traditional brand positioning and advertising are losing
their effectiveness and are “broken”: 63%
– Percentage who are seeking breakthrough methods that are more effective than
brand positioning: 62%
– Percentage of U.S. CMOs and marketing managers who believe their branding
initiatives need to be more flexible: 87%
– Percentage who say that marketing is under greater scrutiny than ever: 89%
The 2011 interviews for this book reinforce how nascent the practice of creating a
holistic view of business performance really is. Human resources, public affairs and
social responsibility executives were notable by their absence. But these are exactly the
kinds of linkages that are essential in the emerging business ecology.
Some aspects of systems, like the relationships in a food web or a supply chain, can’t be
measured. It’s more important to map them instead. In the Human Genome Project
scientists recognized that in order to understand how genes work it’s not enough to
identify sequences on a strand of DNA. What matters are the patterns of interactions.
Understanding interdependence
Interconnectedness and interdependence create the need to align our measures of
value creation with today’s changing dynamics of reputation management, transparency
and accountability. Many corporations are learning the hard way that brand
accountability extends far beyond things directly in their control. On August 2, 2007,
Mattel’s Fisher-Price subsidiary recalled almost one million Chinese-made toys because
of lead-tainted paint. Two weeks later, it had to recall 18 million more Chinese-made
products because of easy-to-ingest magnets. In each case, the problem was with thirdparty players in the supply chain. But the damage – economic and reputational –
accrued directly to Mattel.
The converse is also true. Compare the vitality of Apple’s app developer network with
BlackBerry’s. Arguably, a key factor in Apple’s success is its ability to create easy-to-use
tools for developers who bring the most desirable apps to Apple first. Both Mattel and
Apple illustrate the first simple rule of business systems: You are who you’re connected to.
Harvard’s management thought leader, Michael Porter, describes the power of
interconnectedness as shared value. In the January 2011 Harvard Business Review article
“Creating Shared Value: Redefining Capitalism and the Role of the Corporation in
ASSOCIATION OF CANADIAN ADVERTISERS
23
Society,” Porter writes: “Shared value is not social responsibility, philanthropy, or even
sustainability, but a new way to achieve economic success. It is not on the margin of what
companies do but at the center.”
In terms of commerce, investors and customers are putting more pressure on brands
to be accountable for health, environment and social impacts. And the tools of
transparency and accountability are at the public’s fingertips, quite literally. “The Good
Guide” for example provides consumers with a mobile app that rate over 100,000
products in terms of health, environmental and social impacts.
Figure #3.1.- Mobile Apps
In turn, organizations are pressuring their supply chains to conform to higher standards
of social responsibility as well to manage their own risks. At Walmart, for example,
products that get higher scores on its own sustainability index get more shelf space.
P&G and Kaiser Permanente have developed similar supplier “scorecards” for social
responsibility. Pepsi is using carbon life cycle data to make suppliers rethink how they
grow Tropicana orange juice.
The impact of internal culture on commerce has been well researched, especially in
service-centric industries that now dominate North American economies. In Ikonica,
one of the most succinct “bottom line” arguments about the importance of share
values with employees was summed up by Chaviva Hosek, President of the Canadian
Institute for Advanced Research: “A one point improvement in trust in the workplace is
worth more than a 30% increase in salary! The way to motivate people is to have a set of
shared goals they really want to achieve together.”
24
However, a 2010 Canadian Marketing Association survey found that only 34% of
organizations involved in employee branding programs actually measure the
effectiveness of those efforts. Internal communications and feedback loops are more
essential than ever. In French there is the term “arborescente” for a tree-like structure
that grows by branching out from a strong core. It’s a good metaphor for a culture that
continually reinforces itself through meaningful communications across the
organization. Many brand leaders are developing internal social media structures that
support vertical and horizontal communications where ideas float top to bottom, back
and forth.
The flipside is that toxic cultures can severely undermine an organization. In March
2012, Greg Smith’s pull-no-punches public letter of resignation from one of Wall
Street’s most renowned brands, Goldman Saks, caused an international sensation when
it was published in the New York Times. Smith cited the firm’s overt culture of greed as a
destructive force that would bring the financial behemoth to its knees. “Goldman Saks is
one of the world’s largest and most important investment banks and it is too integral to global
finance to continue to act in this way…decline in the firm’s moral fiber represents the single
most serious threat to the firm’s long term survival.Weed out the morally bankrupt people no
matter how much money they make for the firm, and get the culture right again. People who
care only about making money will not sustain this firm, or the trust of its clients, for very
much longer.”
Figure #3.2. - Internal Branding Measurement
25
Henry Mintzberg, the eminent management expert, puts the blame for the 2008
economic meltdown squarely on the shoulders of these kinds of disengaged leaders.
“Beneath the current economic crisis lies another crisis of far greater proportions: the
depreciation in companies of community… Executives didn’t know what was going on, and
employees didn’t care what went on.What a monumental failure of management…
Community means caring about our work, our colleagues, and our place in the world,
geographic and otherwise.” (HBR, Summer 2009).
For management maven Michael Porter, community also ranks high in the shared value
equation: “The competitiveness of a company and the health of communities around it are
closely intertwined… Share value creation focuses on identifying and expanding the
connection between societal and economic progress.”
Measuring what matters
With commerce, culture and community as primary relationship categories,
organizations need models that provide an integrated view of the health of the entire
system. Yesterday’s giants of commerce, like Kodak, Xerox and GM, imploded because
they ignored the fundamentals of what makes systems thrive. Nature teaches us that
sustainable systems share a number of important attributes that provide a great starting
point for a systems health check.
Purposeful:
Purpose is the most important part of any system, natural or otherwise. But it is
often the least well understood. The brand must articulate a clear answer to the
fundamental question: Why do we exist? Monitoring how effectively all the parts
of the organization coalesce around a common purpose or goal is an important
system health indicator. In the U.S., Allstate conducted a study in which 40% of
its employees admitted that they didn’t understand the firm’s business strategy.
That makes it hard for people to feel they are contributing to a shared definition
of success.
Even more intriguing is an ongoing Booz & Company survey that shows that
fewer than half of managers are confident about their company’s own strategy.
And 53% say they don’t believe their company’s strategy will lead to success.
26
According to the study, managers are, “critical of the way strategy is formulated,
communicated, and implemented in their companies: 64% say their company has
too many conflicting priorities (49% say it lacks even a list of strategic priorities);
54% say that their company’s way to create value is not understood by employees
and customers.”
Figure #3.3. – Revenue Growth based on Manager Understanding of and
Confidence in Company Strategy
Implications for the brand dashboard: Link employee engagement,
satisfaction and alignment of core values with customer, community and partner
engagement and reputation metrics. Is your organization’s purpose meaningful
and relevant to these key constituencies?
Connected:
The diversity and vitality of relationships speaks to how well embedded an
organization is in its environment.
Implications for the brand dashboard: This is an arena where social media
can provide meaningful insights into the relative strength of informal as well as
27
formal connections. How many and how diverse are the communities of interest
that spring up around your brand? Also consider your partnerships – their
diversity, scale and impact.
Responsive:
Information is the oxygen of any business system. Effective feedback loops enable
thriving networks to adapt and adjust by constantly monitoring the environment
and key relationships. What’s important is the ability to recognize emerging
patterns over time.
Implications for the brand dashboard: Expand time and trend horizons to
identify larger patterns in the making, from demographic to technological shifts.
Reciprocal:
Nature thrives on symbiotic relationships – the win/win equation. Know your
interdependencies. Who do you create value for? Who creates value for you? In
Wikinomics, authors Don Tapscott and Anthony D. Williams argue that, “Firms
that cultivate nimble, trust-based relationships with external collaborators are positioned
to form vibrant business ecosystems that create value more effectively than
hierarchically organized businesses.”
Implications for the brand dashboard: Cooperation keeps a system vital.
Avoid the “tragedy of the commons.” This dilemma, first described by Garrett
Hardin in the 1960s describes the situation when multiple independent
individuals act so as to deplete or reduce the impact of something that
collectively will benefit them all. The key in the dashboard is to look at the
integration of measures: to look at whole system health indicators including
engagement in critical social issues.
Resilient:
Systems need to be managed not only for productivity and stability but also for
resilience, the ability to persist and adapt in the face of unforeseen pressures. This
is where a deep sense of purpose, values, character and ingenuity enable
organizations to thrive in the face of unanticipated challenges.
Implications for the brand dashboard: Track how the organization invests
in and reinforces characteristics that build resilience such as leadership
development, diversity in recruitment, knowledge sharing and problem-solving.
Linking commerce, culture and community metrics together enables brand managers to
understand the interdependencies of relationships that make up their unique ecosystem
of relationships.
28
Figure #3.4. – Thinking like a system –
Principles of a brand system health
Definition
Sample Interim Measures
Purposeful
Least obvious, but critical part
of an ecosystem, clearly define
role and value creation
Alignment of parts of system around a core
sense of purpose
– monitors of behaviours vs. goals
(walking the talk)
– employee engagement around purpose,
values and trust
Connected
Embeddedness; how we
effectively we interact with
others in the system
You are who you’re connected to…
Number and effectiveness of external
collaborations and partnerships (beyond
consumers, understanding who are gatekeepers
and influencers)
Responsive
Diverse feedback loops help
organizations continuously
refine and adapt
Use feedback loops constantly monitoring the
environment and key relationships including:
– social media
– customer willingness to engage and recommend
– employee engagement
– trend tracking
Reciprocal:
Creating shared value… who
you feed, who feeds you
Number and effectiveness of external
collaborations and partnerships
Resilient:
Measure of a system’s ability to
survive and persist under
unforeseen pressure
Adaptability under pressure based on clarity of
purpose, values, and character; investment in
leadership, diversity, etc.
29
CHAPTER 4 — By AZIM ALIBHAI
MarCom measurement – the new world
of advertising – the traditional, digital and
social – and the dashboard
Abstract:The new world of advertising is one where all media are social and the
consumer’s path to purchase is neither linear nor sequential. A brief examination of
internet ubiquity and its influence on people’s ability to access information,
consume content, connect to networks, and to create and distribute content
provides the backdrop for how marketers should think about and approach
measurement and dashboards in the new world of advertising.
“When I wrote the World is Flat [in 2004/05] Facebook didn’t exist;Twitter was a
sound; the cloud was in the sky; 4G was a parking place; LinkedIn was a prison;
applications were what you sent to college; and Skype for most people was typo. All
of that changed in just the last six years.”
– Thomas Friedman, author of The World is Flat during a U.S. National Public Radio
Interview, September 6, 2011
Digital and social media are the lead change agents in the new world of advertising,
where all media, even those considered to be ``traditional,`` are now social and the
notion of consumer model that follows a linear, sequential path to purchase no longer
works. Indeed, the impact of these changes are so profound that a recent Boston
Consulting Group report revealed that 77% of CMOs aren’t always sure where to best
reach customers anymore (Boston Consulting Group, 2012). While it’s hard to
determine exactly when the move from the old world of advertising to the new began,
it isn’t as difficult to pinpoint what started it all – the ubiquity of the internet.
Given the relative
newness of digital
and social media,
it is no surprise that
a standard set of
definitions for many
of the terms in use
today has not yet
come to mainstream
acceptance. For
reference, definitions
of several common
terms used throughout the chapter are
listed in Figure 4.8
and 4.9 at the end of
this chapter.
David Ogilvy once said that “Advertising reflects the mores of society, but it does not
influence them.” Internet ubiquity has played a strong part in the development of societal
mores today. A brief examination of the internet’s influence on people’s ability to
access information, consume content, connect to each other and groups, and to create
and distribute content provides the context for how marketers should think about
dashboards and approach measurement in the new world of advertising.
30
4: MARCOM MEASUREMENT – THE NEW WORLD OF ADVERTISING
Access: The notion of having to get online no longer exists; online is just something
we are. Devices such as smart phones (sidebar 1) and tablets provide web access from
almost anywhere. In fact, being connected to the web is so important that automakers
now build cars that can act as hot spots. (sidebar 2) In the new world of advertising,
consumers can access information on almost any topic at any time online. Through
search and mobile apps information about brands, a company’s practices, product
reviews, competitive pricing, product availability by proximity and much more is
accessible and readily available.
1
In December 2011,
comScore estimated
smartphones made
up 45% of the
Canadian mobile
market, with the
number increasing
every month.
(comScore, 2012)
Google’s 2011 eBook, “ZMOT: Winning the Zero Moment of Truth” captures the
insight that access, enabled by search, has changed the way that we respond to
marketing stimulus, be it a direct mail piece, a TV commercial or a story read online.
ZMOT builds from the P&G coined terms, FMOT (first moment of truth) and SMOT
(second moment of truth). FMOT refers to the three- to seven-second window
between someone noticing an item on a store shelf and deciding to buy one brand over
another. SMOT, A.G. Lafley explained, “ . . . occurs at home, when she uses the brand – and
is delighted, or isn’t.” ZMOT then, as Lecinski writes, “is that moment when you grab your
laptop, mobile phone or some other wired device and start learning about a product or service
. . . you’re thinking about trying or buying.” (Lecinski, 2011) Figure 1 below depicts ZMOT’s
role in the path to shelf or purchase, which recognizes the important feedback loop
from SMOT to ZMOT, which, as chapter 3 explains, is essential to the brand system.
2
The 2011 flagship
Audi A8 sedan was
the first car to offer
a factory installed
WLAN hotspot
option. (Melanson,
2010) But if you
think Audi is on to
something, consider
the offering from
U.S. retail chain
Brookstone: a pair of
men’s cufflinks that
can act as a hotspot
for wireless devices.
Figure 4.1:The ‘Zero Moment of Truth’ (ZMOT)
31
With Canadians performing over 142 million searches each day (comScore, 2012), the
data behind what we search can be a veritable mine of insights. Free analytics tools
from Google, such as Insights for Search, can provide marketers with valuable real time
data. Search data, integrated within a dashboard, can act as a leading real time indicator
of brand demand, brand relevance and top of mind awareness for advertising campaigns.
(See Case Study: Honda Ferris Bueller at end of this chapter).
Connect: The internet has allowed Individuals to connect to each other like never
before in history. We connect based on values and interests, to groups, brands, friends,
family and colleagues in order to communicate, collaborate, share and mobilize.
Connectivity has given rise to social media platforms that enable mass expression,
which has become the game changing force in marketing. Social networks provide
individuals’ access to large global audiences and the means to reach those audiences
faster than the traditional media can.
Just ask Keith Urbahn, a former Chief of Staff for Donald Rumsfeld, whose infamous
tweet about the death of Osama Bin Laden spread like wildfire, prior to President
Obama making the announcement himself. New York-based company Social Flow
visualized the power of Urbahn’s single tweet by showing its spread across Twitter
users. (Lotan, 2011) The graph (see Figure 4.10) has painstaking detail, listing each
twitter user who mentioned @KeithUrbahn within 75 minutes of his initial tweet.
Urbahn’s tweet spread as quickly and as broadly as it did because of his credibility
(being a member of Rumsfeld’s staff) and because of who was in his network (New York
Times reporter Brian Stelter, among others).
As more users join and participate in social networks, the value, reach and influence of
each person’s individual network increases and its importance to marketers intensifies.
Amplification, the reach individuals have through their network of connections,
becomes a new core measure of assessment for marketers seeking to understand the
relevance of their communications online and in social media.
Create: In his June 2009 TED@State talk, New York University Professor and author
Clay Shirky exclaimed , “Now that media is increasingly social, innovation can happen
anywhere . . . the moment our historical generation is living through is the largest increase in
expressive capability in human history.” (TED@State, 2009) The expressive capability that
Shirky mentions is linked to technology, because the same equipment, the screens that
we consume through, also allows us to produce or create content. That content could
be a tweet about a news story like the Keith Urbahn example, it could be a website or
a video, or it could be an opinion about a brand or a product review.
The impact of positive or negative opinions, even if there are only a few, can have
broader reaching implications for brands. The Gap learnt this lesson in 2010, when
they attempted a logo change (sidebar 3) while more recently McDonald’s
32
experienced the Twitter #bashtag phenomenon as a consequence of a failed social
media campaign.
3
The Gap 2010 new
logo fiasco: In
October 2010,
fashion retailer The
Gap changed their
logo online without
any word to its
customers and fans.
One week later,
because of the social
media backlash, Gap
North American
president Marka
Hansen admitted the
logo change wasn’t
handled correctly
and they had missed
an opportunity to
have shoppers offer
input until it was too
late. (Fredrix, 2010)
Figure 4.2. Gap logo fiasco
4
McDonald’s Twitter
“bashtag” incident:
McDonald’s January
2012 Twitter
campaign which was
intended to have
users share heartwarming stories
about happy meals
using the hashtag
#McStories. Instead,
users began posting
negative comments
and stories, which
quickly spiralled out
of control. The
campaign was pulled,
according to the LA
Times, within 2 hours
of its launch. (Hsu,
2012)
The ability to create content can, however, also showcase the positive side of how
consumers feel about traditional advertising and the content they are consuming while
providing marketers with opportunities for deeper brand engagements. Analysis of
another Super Bowl XLVI commercial from fashion retailer H&M featuring David
Beckham revealed their ad had generated 109,000 social media comments within 45
33
minutes of its airing, the highest of any other Super Bowl commercial. That a
traditional medium generated an average of 40+ tweets per second, a phenomena
known as social TV, as an entirely unintended consequence, demonstrates what has
always been true – that all media are social. The only change is where the
conversations are happening and the speed at which they occur. (sidebar 5)
5
Fertile Medium
agency co-founder
Derek Powazek
explains this notion
in a blog post as
follows:
“...All media is social.
The new stuff just
moves faster... I ran a
newspaper in the
early 90s, and
everything about it
was social...When
the paper was
published, it was
consumed by people
in the community,
and their responses
were impossible to
miss... we got actual
letters, postcards,
and phone calls.
Often that feedback
made it into the next
issue, which, in turn,
created another
round of feedback. It
was a kind of slowmoving conversation,
and it was entirely
social. This is true
of all media. Radio
has call-in shows, TV
has audience
feedback
mechanisms (reviews,
Nielsen’s). These
older forms of media
aren’t simply
consumed and then
forgotten – they are
digested, discussed,
and used to create
the next generation
of media. It’s social,
it’s just slow.”
(Powazek, 2010)
34
User-generated content, in any form, at its very core is a method of expression. These
expressions now live forever on the web. The more user-generated content or
expressions that are created and shared, the more the importance of media
interconnectedness can be seen. Socialnomics reports that 25% of the search results
returned for the world’s largest brands is user-generated content from blogs, review
sites and social media updates. When this statistic is considered with ZMOT in mind,
the importance of brands behaving as business systems, with a focus not only on
commerce, but culture and community, once more rises to the forefront.
For marketers, measuring the impact and value of these social expressions can be
challenging, but also rewarding. Deeper insights into how consumers really feel about
brands, products and advertising can be uncovered through examination of what
consumers create.
Consume: Before internet ubiquity, a medium secured its audience with exclusive
content and channel distribution. Advertisers could reach mostly unduplicated
audiences by purchasing time or space with individual channels. Media mix modeling
helped to determine the optimum dollar investment and message frequency to
maximize client investment. In the new world of advertising, the digitized content of
newspapers, magazines, TV shows, movies and most other media is available online and
on demand. The once exclusive content and distribution channel model has been
nullified and the pre-existing challenges faced by marketers, such as audience
fragmentation and ROI measurement, have been pushed to dizzying new heights. With
a plethora of traditional and digital media choices available to marketers to advertise
their messages, it has become increasingly difficult to reach large groups of people with
a one medium, one size fits all message. Wired Magazine editor in chief and author
Chris Anderson described the situation, saying “increasingly, the mass market is turning
into a mass of niches.” (Manly, 2006).
One way that MarCom has adjusted to reaching the “mass of niches” is with inbound
web marketing. The strategy of this “pull” tactic is to utilize content, information and
tools to attract people to a site through social media, blogging, search engine marketing
(SEM) and search engine optimization (SEO). Marketers interact with potential
customers and develop relationships and engage with prospects accordingly, based on
where they are deemed to be in the purchase cycle. These prospects are more likely to
convert to sale because they have expressed an interest in something the marketer
offers. Utilizing a strong, consistent, always-on inbound program, in conjunction with
outbound programs at key sales periods, is one way to maximize marketing impact and
break through the clutter and fragmentation. The amount, type, and platform source of
the content being consumed are all metrics for consideration within an advertising
effectiveness dashboard.
Distribute: Assistant Professor Zeynup Tufekci at the University of North Carolina
summarized quite succinctly the world today when she said, “We have moved from a
world of atoms to a world of bits . . .” (TVO, 2012) This shift into a world of bits has
meant that content, the Holy Grail to which advertising attaches itself, has become
more abundant than ever before, with more distribution points than ever before. On
YouTube alone it is estimated that one hour of new video is uploaded every second.
This is the equivalent of a decade of video being uploaded every day. (Waugh, 2012)
Traditional media is no different. Not only can you buy an ad in a local newspaper, you
can also buy an ad on the newspaper’s website, as well as an ad in their separate tablet
platform. But perhaps the most profound impact , when it comes to distribution, of
internet ubiquity is the growth and mainstream adoption of social networks and
people’s ability to share and distribute content en masse.
Now individuals, who have always been mediums, have become a bona fide media of
networks with the reach and scale to be considered when planning traditional, digital
and social advertising. And because all media and individuals are interconnected,
advertising subsequently needs to consider its potential impact on other MarCom
functions and plan for any unforeseen consequences. The same channels that create
awareness through advertising are also distributing a national TV broadcast, facilitating a
phone conversation, averting a PR crisis through a carefully crafted YouTube apology or
managing customer service issues.
MarCom has long recognized the need to adjust to the new world, as evidenced
through changes in advertising spend in recent years. In 2001, advertising spend on the
internet accounted for only 1.2 % of all Canadian ad dollars spent (See Figure 4. 3.)
35
Figure 4.3.: Canadian Advertising Spending Share by Media 2001
(Source: Canadian Media Directors’ Council Media Digest 2011/12)
In 2010, that number had changed dramatically with internet advertising spend now
accounting for 21.7% of all Canadian ad dollars (figure 4.4.). All traditional advertising
channels, with the exception of Out of Home, had experienced a decline in their
overall share of spend over the 9-year period, with newsprint suffering the most.
Figure 4.4: Canadian Advertising Spending Share by Media 2010
(Source: Canadian Media Directors’ Council Media Digest 2011/12)
36
4.5: Canadian Perspectives on Advertising:
Traditional Media Most Truthful
(Source: ASC 2011 Consumer Research: Canadian Perspectives on Advertising)
6
According to the
March 1, 2012
release of “Canada
Digital Future in
Focus” from
comScore, Canadians
spend more time
online than any
other nation – an
average of 45
hours/month.
Americans spend an
average of 39 hours
per month online
followed by UK
residents at 35
hours/month. The
monthly worldwide
average is 24
hours/month
compared to 39
hours a month
(comScore, 2012)
Judy Franks, in her book Media: From Chaos to Clarity, provides a perspective of the
future role of traditional with social and digital media, writing:
We tend to gather an entire market basket of media to help us survive and thrive
in our daily lives. Something new comes along, and we gather it up.We simply
make more room in our repertoire. It’s rare that we let go of anything.What are we
left with? More hours of media consumption than the total number of hours in an
actual day! And the only way this phenomenon can happen is if the media work
with, as opposed to against, each other.
Indeed, Franks is correct – we are spending more time consuming multiple media. A
recent GroupM/CTV TeleVisionary study reported that many viewers who watch TV
aren’t focused exclusively on the screen. In fact, according to the study, only 32% of
people are just watching the screen; 42% are also on a computer; and 21% are also on a
mobile device. (Norman, 2012) Given that Canadians proudly lead the world in online
engagement by some margin, these figures are not surprising. (sidebar 6) There is
some evidence to support the rise of social TV, as demonstrated in the H&M Super
Bowl XLV commercial example, may be driving some of the dual screen behaviour.
Through the internet, we access information, consume content, connect globally, create
37
expressions, and distribute and share those expressions faster and with more people
than has ever been possible before. For marketers, an advertising dashboard should
include measures and metrics that reflect the social nature and interconnectedness of
media and the new consumer path to purchase, where networks and information,
empower consumers with insights into the commerce, culture and communities of a
brand, influencing the outcome of advertising like never before.
The integrated MarCom dashboard: traditional, digital and
social working together
Later chapters within this work explore in detail the rules for dashboard development
(chapters 8 and 10), various metrics that can be employed (chapter 9), and provide
sample dashboards and case studies for review (chapter 7). The intent of this final
section is to briefly demonstrate how the considerations of interconnected media and
a new consumer path to purchase can manifest themselves within the context of the
dashboard. This will be accomplished by exploring various Interim ‘Driver’ Metrics
often called Key Performance Indicators( KPIs) for consideration within an advertising
effectiveness dashboard for a fictitious business, Joe’s Tyre and Mechanic Store, a
national retail chain that earns revenue from tire sales and mechanical services. The end
result of the KPIs selected would be incorporation into a graphic-based visual, wherein
the X axis would denote time and the Y axis spend.
Developing Interim ‘Driver’ Metrics (KPIs) for
Joe’s Tyre and Mechanic Store:
One approach would be to focus on the stages of what McKinsey & Company termed
the Consumer Decision Journey (figure 4.6. Court 2011), or a similar modern iteration
of the purchase funnel such as Forrester Research’s Agile Commerce model, which
advocates optimizing consumer touch points, not channels (figure 4.7. Walker 2011)
that is applicable to a marketer’s business and brand system.
In the case of both visuals below, it appears there is a clear sequential process within
the path to purchase. It is important to note the actual process may not follow the
prescribed order. In addition, conspicuously missing from the Forrester visual within
the “discover” phase is the role that marketing stimulus plays. The important point here
is to start with a custom model that more accurately reflects one’s business model and
customer’s path to purchase, and includes metric sources that are vital to the business.
In this example, weather is an important driver of sales and has been factored in. (See
figure 4.6 and 4.7, sample metrics for Joe’s Tyre) All suggested are based on utilizing the
framework from McKinsey’s Consumer Decision Journey which instead of a neat linear
funnel indicates direct experience and discussion about the product intercedes before
any brand commitment is evident.
38
Figure 4.6 The Consumer Journey
Figure 4.7. Agile Commerce Model
The Agile Commerce Model above indicates how the diversity of input from social
media, from friends and so on impacts how a purchase decision in the contemporary
world is made and whether an enthusiastic brand supporter or evangelist emerges.
39
Figure 4.8 Media Metrics
40
41
Figure 4.9: Definitions of common digital and social media terms
Digital marketing: Building from the definition used by the Boston Consulting
Group, digital marketing is the use of digital channels to reach consumers and
build stronger relationships. Stronger relationships are built through various
feedback loops that provide information based on individual user habits and
preferences in an ongoing effort to improve the user experience.
Inbound marketing: Software company HubSpot defines inbound marketing
as a set of marketing strategies and techniques focused on pulling relevant
prospects and customers towards a business and its products. A company’s
website is usually at the centre of all inbound initiatives. Blogs, content publishing,
search engine optimization and social media are all tools used by inbound
marketers to interact and develop relationships with customers and prospects.
Internet: According to Webopedia, the internet is a massive network of
networks, a networking infrastructure. It connects millions of computers
together globally, forming a network in which any computer can communicate
with any other computer as long as they are both connected to the internet.
Digital media: This is any form of electronic media where data is stored in
digital (as opposed to analog) format.
Social media: As of January 31, 2012 the Wikipedia definition reads as follows:
“Social media includes web-based and mobile technologies used to turn
communication into interactive dialogue . . . Social media is media for social
interaction as a superset beyond social communication. Enabled by ubiquitously
accessible and scalable communication techniques . . .”
Social networking service (aka social networks): Wikipedia defines a
social networking service as “an online service, platform, or site that focuses on
building and reflecting of social networks or social relations among people, who,
for example, share interests and/or activities. Most social network services are
web-based and provide means for users to interact over the Internet, such as email and instant messaging.” Online communities are often considered to be a
type of social network, though it is important to note that online communities
are group-centered whereas social networks are individually centered.
Online advertising: Online advertising is a form of promotion that uses the
internet and World Wide Web to deliver marketing messages to attract
42
customers. Examples of online advertising include contextual ads on search
engine results pages, banner ads, blogs, Rich Media Ads, Social network
advertising, interstitial ads, online classified advertising, advertising networks and
e-mail marketing, including e-mail spam. Many of these types of ads are delivered
by an Ad server. Source:Wikipedia
Screen: Any device being used to access the web laptop, TV, phone, tablet, etc.
Social TV: The trend of viewers sharing their thoughts on the content they are
consuming through sites like getglue.com and Twitter.
Traditional media: Any media that existed before internet ubiquity, e.g., TV,
radio, print, billboards.
Web: The web (World Wide Web) is not the internet. The web is a way of
accessing information over the medium of the internet. It is an informationsharing model that is built on top of the internet. The web is just one of the ways
that information can be disseminated over the internet. The internet, not the
web, is also used for e-mail, Usenet news groups, instant messaging and FTP.
Source: Webopedia
Figure 4.10:Visualizing the power of a single tweet
At 10:24pm EST on May 24, 2011, @KeithUrbahn, who at the time had a twitter
following of just over a thousand people, tweeted that a reputable source had
informed him that Osama Bin Laden had been killed.
Within one minute more than 80 people had already reposted the message and
within two minutes over 300 reactions to the original post from @KeithUrbahn
were spreading through the twittersphere. The power of Urbahn’s single tweet is
visualized on the adjacent page.
Social Flow, the company responsible for creating the visual, explains how to read
the image:
Each node represents a twitter user that mentioned @KeithUrbahn within 1 hour and
15 minutes of his infamous tweet . . . Each edge (arch between two nodes) represents
a mention or retweet that took place between two users.The larger the node, the more
mentions and retweets it generated. Same goes for the width of all edges . . .The lighter
color the nodes and edges have, the earlier the user participated in passing on Keith
Urbahn’s message. Both @keithurbahn and @brianstelter have a lighter shade, as
43
Brian’s tweet came within a minute of Keith’s initial post.To provide some perspective, if
you browse over to the right side of the graph, you’ll see @ObamaNews and the
splurge of retweets it generated. @ObamaNews posted its response to @keithurbahn
within 6 minutes of Keith’s initial tweet.This point in time is also what’s called the 25th
percentile, meaning, by the time that @ObamaNews reposted @KeithUrbahn’s tweet,
25% percent of total reactions have already been published.
The original image is available for download and detailed examination at
http://cdn.socialflow.biz/drop/obl-graph-final.pdf
Highlighted cross section examined in further detail in figure 4.10
Breaking Bin Laden: visualizing the power of a single tweet
amaargi
eric_loso300
Reel_Estate91
ThePriestessX
jameelahnasheed
Dreadren
TheMosleyShow byronsky007
GAHogs
Honestly_Rachel
HappyAsIWannaBe
T_Squared_
ReinaDeGem
DemetraDawson
fastride03
ericmlogan
welldamn_gabi
chukichi
daynadane82
WSB_TV
kiaspeaks
gomommy
beckypeterson
KarliseYGrier
MagicFalcon
blebco
NurseLisainOhio
mbuelow
D_Broshar
kimberlywheart
Yahtzee27
ifilmbands
mrggfep
volpe1
dietahoe
CharliefromNYC
kambiado
MelissaStetten
Tmathis313
rodrigobertin COACHemUP12
AJCBuzz
Jables09
j_d_hastings
AG_Conservative
johncalvert seymitch
jakinmoladun
pwulibarri
murrayfreshakaBruno
CBatMN
firstresponses
GunKing1
thedukeofmetal
vinny878
pattitus masonwong
Victoryplumbing
K1r0ft dustin_hughesdesecratordave
nostredameusgadsdenista
theBigDaddio
rphelpsEKBS
Lils4reals
Mecahawk
SteveOglesby
starwarsmodern
plaidspolitics
pepokiss
AngryEyebrows
790TheZone
strngwys
wxprobrian
SportsEcycloped
Rickmayhem
GCSounderFan
johnpresley
mundanepundit
marioblanco
jpw314
CalgunsFdn
bstudie
Gerbo3
MINDLESSPERSON
baggio1
mattinlincolnallcar67
estaggs559
rpward51 AlrightMister rooster137
TheDailyZack
danabgirl
guscorbella
gfitzp
spivKC_Conservative
JoeCoollee
greatistheworld
deangirl5802
jeremynelson77
dsaarinen
RyanTeply
cabock
TyreDurgan
brentbs
swharris74
Artemis47
Crazy_Commuter
jakesundstrom
TheRealRedmack scottgfx
jeremymoorencwei_yang
LyndseyCruley
MadSports8
IHAV2POOP
jeremiahmalone
TheBackpost diane_nagel
_DavidT_
toracer32
Bigvin
zmatt21
Kazizo
fightchick17
RaceTalkRadio
HokieGuy1996
zoeythegreat
SteveJamesMediazakasza
Gabbahey122475
joest73
Wingnutz1
ngrinerphotocordoevan
LatinoHeat84
AndyDenton
girlinmeJake_W OldFuckinCurtis
stevewyche
leyalely
JDDOOLS
kenny9966
Ape_Smith
Dave_Willford
JHGoldgarten
jgmcguire68
CaptGrinch
JKonwinski
derek7272
terrence3829 sea_to_the_tea
lucynowa
patrickghidossi
mattlopez300
TaraBroadway
JonathanWetzel
LeTHAL_GrAnDMa
AlexSilverman
joefryer
jeffkolesnik
GarySoup
jhawz xericwit
jonk
aesalazar80csuddeath
PinkBatPrincess
Pinkbirds66
Robbie
budwarren
mDavidHumes
asdavis
peterhry
TiaLucia gamnoparts ceanders
beaudotgiles
rigoberh agent37
princeofwands
EricMichaelRE
rjkatz
matthewbadeau
autopilote
NordicNinja
jeorgez
wxcampbell
yvirgin
juliehowlett
oobie_doobie
5ksandcabernets
stefanielaine
dclfan
jgrciv
plantgirl1958
MikeMartin52
KatiePavlichrachooo pkimbler
aka_kristin
HitYourMarks
neontaster
surlyshirley
ImALegendKiller
AdamsLisaCL2ztj_wwf
RafaYRealMadrid
Ssonies
1ai1a
Ataraxis00
JLum
AndrewShimmin
bnevilleoneill
Atlanta__Sports
justex07
Dirk2112
chrisdowling
stuffedbuffalo
bryanf
liljackboogie
andrealessi
AfroStyling
scrunchngo
IMAO_
laughingsquid
seejack
irregulara
michrav
stackiii
greqXMichaelATucker
IHeartAtlanta27
alanashley
iris0775rxw0702
Ludakit
Greg_Hudson
jaseliberty
dianarosslyn
MarcCannon
MattP_
adamcbaker
LarrySheftel
Bretthalamew
AmyMariani
KatrinaME Ghoneycutt
MonaB2010
suaadsait
FreedomRevolves
Dennymayo
andylevy
HolterMedia
jasper9
RamblingChief
AMCMiller
Chloebeetle
LizzJustLizz
JustinABC17
Geraldanthro
thomasheverin
glfceo
Cynabc1
GeoffBreedwell
devindrumheller
normative
MinkyMoo
judithsthoughts
fredkelk
ChaseAshlyn
mwoodbri
mrjuj
kristabella
jasonboche
Randletr
nickmcclellan
debeguia
TheGrottoTweets
kccjennsayre
drhoctor2
GKell67
Chuck_Sarah
ZS_v2
ZachKleinWSB
melisalw kallure
jennkloc
sarahvanslette
GraceF_DC
danapp
Blabbeando
crowbert
sbaranski
TedHaller
Perciless
ryanvooris
collegepolitico
markhous
emilydshawBCCobbs
tjbasalla
mpc144
BFGergi
bldngnerd
Scott_HaytonCiataich
Wham_City
tbevilacqua1034
yahelc meerakat
AlexSalta
chljackson
trambitas
adammc123
SmartGirlsOwn
jenmercieca
MarkSchofield
MonicaBPotts
sarah_bama
jcatchen Billy_Carroll
Kellettm
JoshDMartin
SRaoDC
ericsumberg
parlancetimes
chrisgeidnerFish_nr
brianpiero
leninstomb
kvasudevan
bigmoneytony
josephmosby
kumokasumi
_TonyCox AliRae_1
nivshah
dciii SantaisaSMOKER
GregdeLima
KateEsq
beth4158
subversionistic
DaveRossi
TheHyperCritic
caycemoffett
DanielSchulman
karengoedecke
derekahunter
AJBopp
jm_mcgrath enmarshall
trombonerwill switcherMark
acfoltzer
Chad37us
minnesotamitch adambarken
politeracy
imjared
billdamon
mwa4
jimtankersley ryanroat
airgates2k
kalenski
jacobkampen
Lilobri
goodreverend
JPGalanes
schmiss
bjscreek
ProgressMich
grahamdavis
wheeliesmom
BigSchleg
dwward
GeneralsPhan12
DJBMJ
nickmanes1
lcwallace
lisalynn75
carrieimpactpr
steffmn
Minnie_Jax
David_Braden
ryanobles
Jeffrey_Mills
BrianKFerris
McDanielPhilip
ramangulati
mmmmoustache
sonnem
WvadsaDicfoure
tconn
tmccorkindale
daddynole
BryanPhillips
itsolivia
AeRoss
jenterry2010
Fox9Sports
ShoneysThots
BruinMel
thedanifesto
swannoir27
EricLloyd
champ11228
patricksmith04
KimberlyDaniels
RickiOgston
thaddy_who
HaskellBuzz
Cincienquirer
SusanHardwicke
StrokerAceKid
jwwiill
Live_Shot
GABECREATESBUZZ
jastrau97
TraverJ
publishersteve LOrion
xX_fides_Xx
borgesbm MrsKelliT
1smartduck
JonBHamilton
jlpfu2
kowloonwcWBALPeteJotameca
chrismyersomaha
IBraineater
TheGriddleIron
OhioInked
KyleWoolwich
reltoolman
cocoybryanstevens
HokieFan87redsfn77
KurtisKolt
matthewhaag
boltofblue
wparker
Halfdayhayes
AlbertaGrl
KatrinaNation
6_7_56 RMouallem
AmyPredsfan
nevesmommy
francepinzon
rickyrajat kunurphixod
jimsciuttoABC
sawds23
gtownwolverine _katy_did
DerekStepan
zdteacher crescentcapone
ezrawall Aaiden
Cbeschafin
jeffreywescott
tcahill6
KatelynWatson
BillHubris
Chris_Historian
1TrueStory_ MrEricWhitehead
Mazz33
meanjoegreensmauricecorey83
KeepChuckAlive
MendezABC11
Lina8_8_8
andinarvaez
djhamilton
jhorace
snebunny
jcb03
PoliticalAllie
malcomglenn
MikeGianella
Brent_Grooms
RizzIUP Megan
BrendanLI
JSYyoung
DukeStJournal
RabidWolverine7
danielhaack
GregSarles
BigAbe85 sunsfan0088
TheRealAMike
justinsampler
robcafaro
DAPAC711knownforms
hzlrosy
dubmclean
learysp stillgray
SimoneSyed
johnalchin
callumhughson
MagnetixSQL
trialinsights
fsutoby
PeterAPeel
graciesoriano
Faeldam
Bowlieweekender
anythinggold
AmberinOK
chrisdpope
davepowersNYC
hnjohnso
mattmolloy
SprungOnSports
jonlustig
ZERUDAH
boxcar_fritz
rmondello
ChipmunkTilly
equilibrista
Spytap
ohthereyouuare
computerhacker
trizzlyb
samuelwells
stkalcevich
buddhafreak
KensethClub
jfray eagant
McKernMets
Torn_Rose
ObiSun
RedskinsRT
EuroPleasureMac
ryan_j_lewis
kvsmith
georgelouisalt
nyjerrykane
GleekPersonal
gmmrtv
aGuyInCanada
jseabury LdsNana
sbasista
jarch2001
TomLeyden
ecuttner
RoyalForumMoron
BostonBroker33
tyelrx whatsavowel
VaMedic
ACroquet
Red3500 obrun26
ashley_fava g_sansone
BigCountryDH
edgiles
bellyflashSteveKovach
tbhawkins
GotchaMedia
supersickieKrazyKareem
weava003
thehallemanderQbCoachWilhelm
DemLonnie ericseeb
EmilyAGraham
kylesturgeon
RickingBall
KellyWasHere
PennyCentury1
BriannaQ79
AgentKyle
dcarr2014rzschernitz bjsnider
mellamoisis
copelandcasati
rynthetyn
favstar_tech USCKB
rbvfernandes
NaveenSrivatsa
joelcreese brundle_fly
Coolred38
Breed76
waitlaw
LOSTNVA
luckeeduckee
bucketreviews
10TONYD
anthonycmaki
ericjackson
DomoSF
Weechagirl
trevorsolinatasmithsr
dannolan
dinoj1 AriesK
TonyUphoffpedropizano
Drygulch_Slim
gunslinger287
rachellimae
MarkFredNubble
ivorkphoto
vodkatrina
cjb2m5
YellowStripe99T2Va
PeterBLevy
The_Macro_View
spencerkoch
TerriEVaughn
eramshawSimonCarty
Beth_Silverman
kelleysiobhan
BecaWho
tacnews HLindskold
ssimonindc
cubajean10
SaiPang
JaxStateFan
raquel_nunez
karlfisch
Courtt_Curtis
zetacoes
cefuller78
paulsmith elviejitoangel
HurikaneElSwiss
brettdwilli
parismyloveff yovinny
top_tw_tech
Vogelocity rjcurren
E_M_C2
TedHopton
Vince_Miller
jillybobww
SlowDayToday
DanaBrunetti
ChiliPepperComm
CalamityKlarita
katetropa
heybales219
BieberLightning
jtemplon
ekomlance
JeremyLittau
joeysdramaqueen
rb8100 RaginCajunsBeat
texasaggieofc
roapple
Anjo_Transit
Speedingtime234
jess
panthercnsl
kris_cunningham
aaronjorbin scareltt2
JallenJ
rpachter
conroyd1 temecula_news
FrankieAlbin
pinkintwit
jwthrasher
prolific_escape
joshtruman
rich_galasso
john_zeleznik
moniquealicia laurenhinnant
ReporterGirl13 CharliesAngel99
minterda
mystic_burrito
DanielMcCarter
hogwildbobCheekybastard0
cbwxman
moneyries
rebeccagberg
cacoughlin
AndInitGoes0
RVurchio aerogare fauna
bbbisho
Cubiccarbon
nickpezz stmcneese
olegefimov
jaredev
barneykeller
Thankphil slamaxwell
gendo7
WingsGirlie90
stevewolf44
mpearson07
Irsheyzs2
ShaneSSaunders
leewaltham
truebluebell
KarenLynnn
RoswellNascar
ctabel
misslisafischer
SamwiseTheWisecliff117
kstewandgene
RTP4ME
N8__the__Gr8
aliciasjade
seanbyron
Leluso JustinBerndt
JackGi
pink_gumball
KrisThurston
rattlecans 23RAMZ23
sgreen516 tabgirl
jarais
LindsTRchristiankwest rudycoby Shalander
jennimiller76
maschem67
leighleighsf
caridan1
dj_bliss_wrks
416Fashionista
stphnmaher
Zach_Logan LAlovesCP
CourtLAllen
MLostie
Luvpolitics1
DaveRuden
GoPack27
pcbearcat sloppymccheese
TolerantSleepy
evilkitt3n
ChromePlatedLiz amhill
joeyboxcar
jonathangallo
bonniebell
madisongreg
mikewilson2424
kellanmckeon 562citylife
FormerDirtDart
UTscramble
Dawkinsb
47chicks
spartyholmes
CarolinaBusines
gloriusmiserabl TechStuffNews
GuardianWayne
Rookmatic
bryanpackebush
WriteWendy
DonRohr
GrayExistenceayeemzee
glogothetis
amyinla
alanmwilliams
Midtown_Brown
rj4dcu
GrlFrmThCountry
JordanFifer
StayMediumBlog
almileke
thecolinstorm
joshuastecker
chengelis
chough42 Jon2319 juliaavery
kevharbJenariJoe
JesusShow
Garza_Girl
xPaleBlueEyesx
PauljGarth
sohriJaimeeLeeTV3
Billgeezz7 callmemicah
dcover87
dennydaugherty
CraigKoplien bkorzeniewski
DrumtasticEllis
manymeadows
michaelflorek
ScottChumley
efuzz NakedBert t_NYC
rafacteixeira
scottslas
cndcervro21
DongyunShin
jim_utter
Dawn_Beth
tylerstoneJustinb112
bapple1979
profstein3 PVetroLE
extinctionblues
markbledsoe
1poutyblonde
keelyanndone
mikeziegler
BanditDeW
Daspudster1
punkrocksellout
HotShotDebater
JoshNTuck
efpoff
WhitePaw2012
daroulette
JamilaKeyani
urgonalovmynuts
RobertWD
lolunix
a_rossi
FritoOnCandycaleb_crain carmoran64
animalonline29
tessamuggeridge
JO15on
summaiyahhyder
doughamlin jonspild
coreyrangel
amanda_davis10
Phoenixstorm
idoc21 rvrthms
Sharagim_Habibi
masalinaschris_hokanson
Reporter_Photoamiradelagarza
ScotRose1028
emonome Philadelphiandy
JulieBwxyz
Deal_Junkie
AlehAutumn
bthubbard
kdtalcott
allthingsatoncekaadeem
joehop52
JackyMarie
SNyeste
jeffokeefe jarsuperstar
ThaRealLadyLon
gregbrown ANN0ULA
JJones6
RETAILSAVIOR
mikeventi JossMed
MeanRachel
eckelberry
KristySeymone
phylaxisthekudzukid
jamfan40
HeatherH_NJ
cheeky_geeky
Facemelt
JimVajda
flopyti
louievillalobos
Mel452
dyertimes
twmtalks
BinahSophia
shutterblog
latinabug_nj alanzeino
loik13
judygoldberg
john_frankel adamharris_ edsetiadi
Th3RealReel
silverfox863
derwiin
gavinpurcell
918slick
groonk
jkaz
vangoghsear33
JoeyMcAllister
katelaurielee
Skorz3ny
toddpr
tminella
maribergo
BXGMONEYBAGS
katytur4ny
TrinaBeana21 popmartyb
jjmcco2
senatortomdavis
cschweitz
Eric_Mayo
MimiAndelman
xANGIESworld__O
HJBiss83
PaulRedd DiaperDiaries DStraussTheHill
DunlavyC
GSorensen
will_e_777
RealAdvanced
tellthestories
kylemaxwelljasonrantz
cwardell
LARAKATE kristieb44
WarmTV
btrainn
vomitsherMIND
colemachado
NotYerAvgChick
consciousmiami
mikelondoncan
jaradfalk
lameeday JKPlunkett
NICKinNOVA
Bieberwow27heathnettles
corpshamanwhore
soupcan1_3
realet
ElizaWMurphy
BsballCrazyJess
CRIZ_COCA
bethany6788
jessewm MarkZinni
stacyreeves
DashingRyan
DonWadewitz
Corndogg51
HalARose
shawn_i
atotalmonet
LonoSG
meganwilliamss
chrishill
wpantagruel randyarcher martijaxn Cloudiatamarabraham
thequeenofapril
suzieqjenny EdynaSays
nicholemd23 txakeith
CtownManly
RichStromback
jaldous
chrisfyallNews3David
SyazwaniRussell RoyalMatt
TexasSwede
jessicaemmerich
BLowe16
andreannu vliebert
DragonGateLenny DianePardes
VMMoncrieffMelGibsonWasted
Pschmandt
david__weldon
bklennert
DrAwesomepants
IanGertler
Kelly__Walters
diegoarley
ZSkyler
JuanoAbarca
cshepperd
asnoel
BrodyLogan
BTFradio
macromental
DeniseHenwood
jacobocorona
spatrickfarrell
EghosaO
original_ayejay
patmhaney
MikeyisCool
DanielDPeterson
kathryncrosby btbekel emercait23
TominBristol
sammycajun
MandyVaughn
jasonhaber
ethanlindseyMMR
smokes03
mjuszak
TheMirrorBluejohnlepp lannyf
modoversus
jenconnic AMO2
MarshaKinderUSA
_johnrooney
MELISSANTHROPE mipolitico
tvwebproducer
andemilywrites
brendanponton
kevinconroy
LamanFountain
gyitsakalakis
hocusopus
ChrisJonesUWazc26
tbrownfield
schlegelsteph
RichGinter
M_Shadey
Rawr2u101AAbbottBCNSlayton
MRNelson2
ClareHiler
spouses
Rob_Olsen
jessiswain
FSBigBob KyleLourie
danasfeast
goldietaylorA_Dubbs
vdw3
MischaB
sbvaid
MikeMel
alanjameshall
eshelms
BridgetSutton BewareoftheBear
GTSumner
modibor81
TriCityElec_QCA
CHIA_McDonald
DeviousMrMatt
ahlusukh
WolfsonLiterary
theAngieG
SippyCupMomSarahMichelle95
hong_shi
outsidevoice
luisrodri_guez
showcapricalove
poaz
sdotdebow
GijLyons
DVNJr
iansbrain
Nick_in_SoCal
FMOrayburnr
DynamiteDietz
geneaber flitterio
chriskenney
jmdc88
RobSilver
NeilMcMahon
WildlyBeautiful
HerzogIND francistjochoa
NYRfan46
DamnedAtheists
SecRunner
juliepile
corinnekovalsky
alc0013
ceoBlaineGibson
gfrancie
JasonJedlinski
janieky8 alexvlf
cbenedict
pipandbaby
MadnessInMySoul
BroadbanditoKj1974
steveparks20
ktnelsonsr
Lagana wrightdlca
spelchec CaliKing10000
CLDanielle
tylergjames
EverErika
JonLombardo
gazellephant iDiplomacy
EmilyKnits
RobRVR
121slife
tedsexauer
brandon1421
Pcook2epic_honey
fenicerising
Paulmathewson
elleturtle
strauss8792
bmckim
MidnightRose_24
eheat
Daisyforyou
thekarenclark
robyngrona
girlygurl818
dcshopgirlMommieV1
sarahsnotebook
huskyravennancy_xx
michaelpcollier
efbyrneiv
JakesDTVBlog
iReyMusic
JeremyBarnes001
Hamr65
DCJosie
KRT1219
SellCrackTaKids
SupposedlySteph
plainbrad
BenNBC12
darylshaw
cariegladding
JoshuaTaustein
mwiegJeffStaffordTN
tara
jluckhaupt
MmeButterfly1 RyHammy
lneffist
JohnnyC908
ChazzKS52
exmetal13
tarawallis
BombayGunrunner
jodimesa
debraschelljon_turpin
marty_party
SimsJames benjobear
mlbfantasyrecon xxxosophie
slovenequeen
BreeSison viktor626
MaxRC44 JF10
Liquidnoose
Mica4Life
Sundancer24
carriesparkle
RamHatter
evakl
KIMORELLA
i_narcissus
wassermanwealth
RyanMac16
VTcaps
buckweaver
awessley jneff22 ItsMikeFitz
somebadideas
ivan_cespedes
Laurie14607 MustardTent
wrecks1
Sara_Metz
marsax
jeress
JTar2
arress83
jodett
CFA2
Bdeichl
robbyrutkoff
louismchugh
MaryAnneLeRoy
F1ak3s
RobbyBenallienatbdold CooperCraigM
MiguelAbaroa
robmoynihan
jay_peg
johnh7Heikki
AlexPorter82
MoreInteresting
docchevy
cascheller
Brisanteer
roycemh
JeremyHubbardCadha13
thisisourmusic
MsJoanne
pcguy8088
ksupitcrew
rolandopujol
felixsalmon
D_Pruitt
billboy576
rjlamorte ThouArtNotWitty
mengfeichen picturejohnYaGottaBKiddnMe
smithco
KylieSobel
Houckadoodledoo
JohnKincade
mrbeaks
SenFitzgerald
dervlam
delrayseracard78
Scott_Kornberg
AllaboutROMI
jeffkupko
tlws
STATEDAWG
MikeSeils
SeanPatriKernan
SuperHerosWife
debaser
EricaJTun
Migor
JJisNOTaCHEATER
obc2
zoharavgar
jclark42796
hungry_traveler
pattysmattyvt
sm00th_kw AndrewRossi
JMikeyMania
LWolf14
nimhawk
oric matthroberts
mhannaford
TheJewishDream cmdonohue
kaspershow
GeordiT94
jaywpennell
bjat227OneTruthHunter
arjunram
Gharv
kaelinmuse
JimReuter66
ardaniel ElissaEllis
esterk
AnthropicHouseOfMia
jnt13
unclebutta
Chrisbruce323
STLSETH
scottyberCapitalCloak
misterspike blakeingle twochicklets rebecca_ruiz
gialyons
CatherineAlane
Itsadogslife6ribbonknight
MainlineMom
kelitos_way JaleesaMoorekcklo63
jenneraustin
MajorCrash
paultblackburn
prenden2
melissacales
therealggk
kurtwilms
jboeger
Laura_Ann
AdorkableKati
tonyrawrrr
dburden
FelicityPayne
chrislhurst sclark_sydney
pamrobinson
FoxedGlove
fouraussies
smoothlou
mrahmey
kathryncfloyd
mattculbertson
rickconrad
roxy4589
wagnerbscuith
IAmEricPete
phillatzman dmand
anniebuentello
GodlyGentleman
marker580
dhulser
mlinnexenijardin
willcanta
Lippmania miguelllorens
SenseiGiles
dougdreier
MarcellineCazz
pinklady_124
patsrq
nutcase101
Eatthecake
TheRealLibardo
DJSpinz87
my_honeys
Lasky21 SPBowley
KellieGoolsby
rebeccamason25
RBEdmiston
firemanbry
TweetLarisa
JuvenileCrime
QMorky
ropperty
_drewsmith
mkg3Tonyshappy
terranwannabe
dotsandlines
TouchdownT
AidanFlood
wantingthis
SarahMarlayne
csnlewis
bigpaulyb MadSocial
interzonejunkie
pallavireports Kira_In_Africa
heartsocks
AdriannaPugh
SaraPlaysHouse
dahcheet
DBTH
TrevorJohnson1jimmygossard
taxmegan
bchao524
JohnJagler mateagoldcaraparks
christofear
ShellShoxx
saracress
Aine
CarriePETTY
kirkbroadhurst
Plaidypus07
justdoitmom
carriejbond
LindsayGriffith
RealTalkKim
MichaelCromer
MattP182
nikkibama
EDNewsfirst
JTMcKernan
chem_prof
taylorronald
KalanKBH757EliasHZ
top_tw_news
reenie61b
robneyer
ExtremeGamer
Holly_Rucinski
fox7cameraman
twimom101
yorandomtweeter ANNZac
ayyANtAH
sstrella
JillMcKellan
Twittier
KateAtwood
MommasGoneCity
AShamsuzzoha
CassieYoung22
angrybrownguy
AdamDuininck
nemofightsfire
dyspessa
SusyChandler
digiphile
Young_Nino1914
kuflax
RogerFriedensen
FullCountShow
J_Jeffers
NEgeekExpo_ohio
spinafekt
Faulksta
senshreya antimoiannella
simongascoigne
davidhutt
ay_jay_em
lollapolisaOscarandFriends
ThatgirlfromNC
IntelCareers
arichcrick wxbrad
MediaAlert
gpittman
fuzzy_balls
deoates
TVAmy
stbernardlady
Bodacious_69
DopplerNC
ulrich_q
susannakelley
danielbowen
gingereejit
hannahmfields
bevanshields85
coldsnacks
jewinthefat
justinbarbour
bonniemalkin CorruptDropbear
kade_m
adnrw
EliRCourt
rachelnewcomb
ClaireRConnelly
mamabook
BroBible
latikambourke
Soxfan311
blondegator
raysadad
jozeran
brianstelter
ThatCashGirl
stuartfaz
blakeAmooney
samanthamaiden
daveweigel
rrichard09
spikespike
jpresident
nickdenisio
truantwave ckarbass
pconneely
CaitOHMcD
mpalevsky
Philly_news
ChrisSaad
djsnyder
anniemal
xsmokexflamesx
jdoornik
Correllio
Revi2
jghazi
theglipper
SCMcDonnell
allen_mcduffee
lynseyjordan
rayschillinger
finalgear008
blad3runn3r1980
HFCardonaG
_whits_
McBlondeLand
supahlissa
jamesjharker
littlestcloudsrpgirl27
jonathanelkin
Pretzelgraf
Panger2011
ArabVoicesSpeak
missmilano1
MediaBlvd
TodaysTechTalk
dave_worrell
meaggiepie Don_Reuters
samstrikesback
LyndsayFarlow
sdub24
eugeniedfranval
anthony_garcia
MazMHussain
All_4Freedom
John_Hanna
UpSheepCreek
dca_80
pestz4evah
RealHowardBeale
thicken86
_8x
jusiper BrigadierSlog
Daniel2384jltowns
fishmyman
mellyhenn
bdr1976
joerosinski
IshYimini
kishkafka
Carrera13
VitriolicCynic
josehurtadopsyd
amerikuhn woodsy91
OmarWaraich
NDBMedia
jjhparker
CupCrazyFES
BSRLounge
Flakin_
SportyNKmomma
mbaratz
WackJacq
1628701101982
iAM_7_baseball
SportsGeeks
jen_jabez
meredithshiner
blakehounshell
NooraBandoora
UumKhulthum
katiejwriter
Staci_UED
amichel
DaphneBourgoin
offsprog
cutigers76ChristieZizo
MaraGay
emilytroutman
CJHfx
TechSavvyAgent
globear
jarodlatch
h_l_jenkins
pixelbeat
drp154
dancingelephant
tomnada
CometsMum
ravgames
Beaubedon
GarethPerry314
mobarbq
imstevewilliams
thebeaverstate
cwingraham
thetalentscout
TKOEdanasantiago2
Daroswene
SocoJoe87
sean_mason
natnewswatch
garrick_s
rorymccarron
fiorentina5
timmoorecary
michaelcalhoun
Parkerson
Rep_TRichardson
rabble_rants
natthedem
mikenizza
lastliberal
StateStSports
HowieChicago
Daniel0061824
glassmanamanda
CoreyJohnsonCW
KnowYourObama
RebeccaJill13
pujalords
ObsoleteDogma
bcimbecca
kittycake1
jedbickford
bradcapps
bigfocustimes
louden_99
FromCarl
CardsandRays13
DocFernandoG
MarkReardonKMOX
SChambersBK
bentist
SyanRhodes
abend0c4tangentcity
sydpeterson
AlbertLacle
chamady
baylenlinnekin
FLBeernGuns
smyers09
Natifan80
jenfraiz
janetgoldstein
dcrebekah
MCDezigns
DoubleODude ronayers
ChrisThomasKSR
NinaSaidSo
jlbtwee
map408psu
RichC104
jp_mcginnis
jzy
jdub
TrollColors
mcmoynihan
Puffwoody
sjo2009
MikeElgan
bonniebenwick
gdiepenbrock
b_stahl
marshall_cohen
WalterReports
robmorris2
Juan_Saldivar
jroropez
alexia
quailing
jeorg
DukeHoopBlog
tmsaue1
SouthSide__Mike
dafnalinzer
Scorpios4Adam
paulvieira
SophieAnneB
charlesmead
MikeHamernik
alonsocamus
robertocornish
eastladebra
txlatinchic
FarRocker
ScottFeinberg
_BRizzza
petercburgess
RVAREGal
douggeiger
sojournalista
BJack50
kelseylh
felixpotvin carlabond
EricSteigleder
myvoice_steph
reporterbw
bradleyjpjackis3q
katiecasas
TheRealSoxy
miguelcbs4
trieut
miliaxy MikeRiggs
Danwathen
hmonroekroft
godwinkelly
NSianNdavidperez212moniqueblognet
halfwayhalfway davesmith3
cdeminski
jpdinan ALLIN1PRO aresef
rlford
CreturFetur rubyjnkie
alexcote
allison_ok
Korea_News_ federicoantoni
dennispkelly
ftrc
rach_eva
wxgarrett
LynDecker
Jose_RosadoCT
Personanondata
TigerIvy
WandaMoebius
brooklynbreeder
CrisDiesel
mattgutmanABC
JimTurk
randyleonard99 gamoody
sfaulstich
jrfinger fdelap
WHSVeddrantch
g_bible
raskenbo
ChloDubs
brentswander
BirmCori
carigervin
NASCARinPhilly
mommadona
copticmark
michsineath
bself
chefmfortner
dangor8
hhauswirth
VinceKuppig
jarrardcole
TPoley
brihodges
RKauff7777
NorahODonnell
thatdrew
thegarance
raelsea
benjaminaduncan
ThomasT_RTR
joefavorite
meadabawdy
miriyap
BKCFF
MAXdirects
StephLauren
katiedonlegh
HuxleysRazor
927events
ThinkMagazine
ageofbrillig Johartz
TheStalwart
graubart
arnaintheraw
CoachWest
safzoro
AllAboutRace
danatgu
DennisSmithJr
therealRobD
karentravers
LarryHannanTU
NDNpfeifer
DavidCornDC
BC_Trading
MikeZaccardi
andrewcareaga
Budfoxxxxx mancinflorida
reallyandrea
Maven__
StockSage1
capitalmark
dfilaroski
andymboyle
Heycameraman
ethan_trevino
dblanchard
Smize21
NikkiSchwab
entrepsolutions
jbassett
Juliemore
prophecydude1
Pamelafy
ShutThyTrap
thomasgfarrellj
ChiTraderRob
toptw_money
odajoe
timrs2001SchuggaJoy
iamRobster
_jenniferjames
MaryKelliPalka
AJ09MN
DSMacLeod
raemd95
llindssey_CO
UPI_top
baspaternotte
kmrenard
mike_913
amzam
danwootton
politico_101
dgampls
bazer008
debhammacher
heatherMCFLY
chidalgo
DJGTE
EliseRamirez
Heminator
danpericone
breakthrunow
mtt71769
memelists Soapy_xx
sebapontigo roderx
wlrider
JennDLock
SweetSoaps
LOONYLEN
Manny_P818
bc_news_addict
egkeller
phillipmbailey
heykim
jkippenberger
DerekLisle
veritaz
marcyville ken5m1th
top_tw_biz
RedYank_MUFC
editormarilyn
bartdebruijn annoz
RachelURBIS
mmm_cerealpwgavin
bradcundiff
LHM1983
HegedusEricC
mpinzur
RAnna_2011
steveking_
MatthieuHerben
govertschilling
jenmartinez
mneuner
TennisPublisher
Ouafff
nortonbrian
JagsFan93 chriszav
Desi_Arnhem
W_Satterwhite
ufc4
amiesandoval
danielwinlander
bethludwick JRAM_91
tmwinsett
RobJCampbell
Jennpuffer
feartheturtlee
wdahlstrom
LJZumpano
AsiaPoetisa KevDGrussing
smsmith81
spsullivan kewlwhip trixietraci2
JLMHokie MrAAnaya
cghollins
firstones
SondraCosgrove
4rilla TraderMD dirkreckerman
keymo
NewCockSmell
BrodyMaclean
nickperes
vynsynt
AndyReuter
hoopz79 LourdesChamorro
kngjb3
smbrown5ScottWCVB
h2limoman
bschopis
sportsnut1350
rawmeet
ElEhYouAreEh
RJWrote
JasonNotoras
nickyyatesebvrNOS
rgupta824
joseor23
PeterBirdsong
J_912
Crackerdave
insatiablenews
lsaldanamd
bennetthipp TheBirdwatcher
xoameliarobbycortes
iamfriedsushi futbolmami
Gofer2OSU
MikeNYC24
Spinchange
NickasTN
mattsolar
APrince15
mikerice02
sj660DJFriar
zachlendon
RunningToGovern
JFerrone
jeremyjboyd
psaharko
LordEsselman
knife_catcher
hellogoodbritt
Julysses
barrylukens
MattGrisafi
DanAmiramjvaughn10
teddunne
dirtygreek
Lanteland
SirEddieVanGlam
ASTRO_YYZ
ItsSondra
celo4life
josh_obrien
gonsage 2Teresa
SHN12lljkdfg
donofriomax
nbcchrispenadrggwv
Bluegreencody
mlemccoll
kredcarroll
agac
samuelleedotco
favstar_pop
zebrafinch canoestreetpete
boilermakerbaby
mattfrendewey
tfrodgers86
joiedevivre9
Jrodius
Jmart730
arrabin56
DetroitBucketsnycwunder
zaroyse
turtleslikealex
mattallenATL
joseaespinoza
aaldere1
makin_majik
ProlongWealth
AdamHolisky
ct2000_RSS
bluelittlegirlMCapp22
RogueUniversity
cqdcat Chris_Hoenig
kristinkelsey
sportstalkrc Moish
KatEmigh
thomasstanford
whateversusan
DEWnMAC247TreacherousW ZDavidson4
CAPSportsGroup
CdnPolitico
lizavp
tylerlockman maegdelrosario
ashleymmaagero
MalikaChtatou
jordoncooper
mscelfoe_warren supasonicdiva
chamals iamangee
Jennanik
yawofrepose
BuzzWorthyRadio
iamMerveilleuse
fitzsimmonsjm
A_S12
ChrisMQuinn
GMoore31 SCToddJ
rcgspind
DatsHeadlam
craigs2040
HollyKinnamon
chriseko
Michael_Evanko
jacobbodnar
BenLavin
littlebrownjen
FreelanceLance
debyc1thebestsophist
itarjan patonet
SherryH
ABM1
CharlieYoungEsq
yourboysoap
rmcmillen50
heldincontempt
JasmineDecarie
killer_weed
kathyladora
ChrisHarrisKS
ChaunceyBledsoe
RhiannonSL
jeradries
dpaterso
Calchala
pobutler
wespodell
melissamoon3
Lilah86
lapostatv
RandaNYK JoeLee883
jackhutton
justinosman
conservatweet
JustineinLondon
DRLDeBoer
paigelealav
Erin_Boudreau
LizLemon5759
jaredjnewton
deaconblues95 selbydufVinNole923
dvmln RyannosaurusRex
JoeInTX ebuxbaum
l985
LaurieDMiller
MissMel821
jimcollinsdanizimm cftodd
NotTheAdmiral
CONNIERICHEE
lavidashannon
GwokGetterChick
CarterNixon davidshepardson
TWerreWJTV
CheekyFucker
DJUBS
weezapa
nanbk
jkbenaim
danasargent
rhmcquade
BalroGdeathangel73
RyanLeeFreeman
stevejfox
replikate
MamaPhan
jahanwilcox
jbendery
SibelOktay
tntbailey
youdontknowmelamyrebo
M_Gelin
lwood15 sturgeATX
bijans
EricHusband
hokiewolfJinSooDHuh
EleanorStrom
kariparks
glorytorres
ryansee
jaybird691
joshcutlerhannah_unruled
missouri_gal
AllenKathir
DJBritnasty
owine
scooterbeanbag
preetangad
dieslaughing
CCC4Hope
Lompemann
KEVINSUTCLIFFE
Trentonian
ihearttvsnark
IsraelRightGirl
eyokley
tuesdaysblog
tobyd
akaashsainiMax_Habs JonShartzer
PhilPerspective
412_lax
rjbush
GraceExMachina
KimSonefeld shwey Rgraves04
ryanPBwynn
shortstuff106
chrisolds2009 kgreader Smittylax OTownPyle
CBJenergy
AmyL_Bishop
bwcorb
Freckle_Face1
LuisMontes
FissileDragon
amyjbennett
bendwilliams
LazyLandon
FeliciaCago
duckydynamo
colleenhagerty
tonyhudginsdc
marpcf
jefaros
SamKQBoro
Raticide
AZLipnick
MattRGagnon
tylersax scottgoode chrisspangle
amandahennel
colorscolor usisheikh
AustinRails
RyanInWichita GTown_Dave
JeffDauler
evan_
gloriacri
tikidaisy
CathyBrooks
StevenTDennis
CarolinaJerez
suze109
totallygwbbragg
PhotogAlice
darrylayo
CrCox10 kevkretz
BoBachel
CorinneAM
applehockey ZachofArabia
opasewq
hscalzott
kelbow68
F0reverDanielle
anamericanblog
JSpo_Naug
tvuljaj DaveMosher
pmanley calisham
pbumptoniamd
annieg917
big_f_n_al
DVSdina
JoshuaWithers
Hey_Anjdyanabagby
BrwnMapleSyrup sdsuaztec4
ralphious gourev
aboul_layl
jlgoers
chrisgraves Ourdogbandit
nandoal
AndreaKollo
davesurber stpcc NYY_Gossip
ArtDirectorBYU JamesDDickson
crpollack keljcollins
JPratt_A1
shannapope
iamsparks82
_xoxoRaven
johnstipe
OhioAmerican
JAYSandPATS jincorrigible
jewylie
Rizzz
SusanEJacobsen
zebjudda
kerim
meatloafkitten
markcviera
baasile
hol_eliz
SISmith89
benpolitico
aharpaz
wriemer
AustinVedder
TeresaKopec writermiguelFuRong87
chuckbaragary
F_ckYeahGH
Sassafrass11jefmitch
trishgazall
thh3AaronTheDem Bderms
SEJeff
jeffortiz
chadmcveigh
cduronville
J_Geezie
HunterGolden
dmampls jcpryor
goblue418
noboa
billthay
Blevgirl09
andrewcthomas treganblue
irishbk84
_timmitchell
wellinglover66
vonbadass
sherylmaloney
CharlieReece
techviabrofski
dollaryo
HausOfKristin Feke
JordSmith91
mikeyarbrough
TweetAboutIt davechekan
MrDerekJohns
theanticritic
larryvc
BIGfoothero
torontodan
meimichan
DamianLovesTV
bryenrice
matthewhurtt
kayodea
StevenLoibmf1314
ihearddat
queerbeat
DJShay12
vamusicmom
pdparticle
asherhueyJoelLesher jroth860
collinmatz
OpenBookJen
MCLaMagna
oyboy
jeanalawrence
dcmacnut
Davidonkels
davegrun
itsjustdouglas
MicheleWalk
Peekaso
EmmanuelJr2
Drewem
River_Rat_459
Goredad
mattwarren
jordan327 efalcao
AndreaObaid
CSE_MattKramer
DokteCoffee
slicksean
Rob_Hager
cjnance007
Ansjalon
Lafcopolitics
missmitzi
mikeembryjr
juhls15CCCPAssassin
taris328uf
far_right Igersheim menssen
alexmce
TVDJema
masfina
KardiacKidBrett
Max_Koenig
werdnaq
georgehale gkufan ping311
nf8m
mpjones1
RedaMichael Yettibeats
vanessatx
phintch jessiiee878
bbobrien bpgrady
ChiConservative
elnicastrodhsteinberg
technosailor texasarmoring
pkfranz
seattleSuze
BeckyinPhilly
KarlosS40
gibby10
AmazinTrace
Maxwell1055 brittwhitmire
greatwahl jeffliwag
alecjacobs
fixative
treimusic
AlinaLeeSings
DaveBasner
GoodGetter
brendan682
maureendutton1
DaveFeiner
maxbarack JHyink
erickschonfeld
Lurrelle
postpaper
dominicgabello
lautenbach
ajhuang8
TahitiNut
michaelaurban
SeedConsultants
klbroome
cpereira
lexnercj
HLime cswanger
ClillaryHinton
SLCvegan
tomhoffay
keally77
jpinkham3
johnmcquary
Whodi361
hoxworth
R_T_Smith_INTL jakeacarpenter
jenny8lee
Onemigzy
D1an33
MJLeavitt
JeanaTahnk
Hossinfortworth
yossigestetner
BradandBritt
Katie_Roof
the_cooler
HeferDust
AlbanyToffee
DrewMTips
gregorg
jainbrain
Agridome
onkoto
jfreeman159 AndrewJGibbons
RMCStrategies
DrMalo
Kelloggie
bendublin
sarahkako
johniseo
ClassicMoods101 paustin110
Y2Dre
jamilroy
RobertEamonn
sympmarc
mgroob ninjarosie
carlyandjack
danielpmerica
NilsAParkerKathleenHicks
btgist
MattPadanyi
freshnewengland
Jastewart15
jasoncrooks1SundevilSal
TheToddNewberg
LauraWalkerKC
rachelginsberg
JoneilCNN
liz_gilbert
1716_Auburn
talljames
clpas
lovestory8403 TorEckman
ericgrant
LeighEmshey
Xiphos_Tradingaly_wolv
Quixotes_Auburn
basicputa
MichaelJAltman
Nagler
TitleIXMZone
swogden10
isavedlatin89 natesbwildes
jdillman
russellkinsaul erikrc
jmwclark
agwieckowski
mynameisflower
JoeBoisvert19
dsotisWTOP
Tshed4041
rosearlene
J_Schiff TJHannigan
richiehedd
Lerisson
scholder99
jeffwmcclanahan
kmthurman
suzyfromaptos
gretchenclare Prime63
MastersMatt
wandarizzuto
ryangraves pjwentz
Foodtrainers
Chitchatter0866
AyYoBooBoo
dcGisenyi
Godsfavrit1
drewmurphy00
Real_Dr_Roy
FourYawkeyWay
oscarmatthew
NatGotti
romeoinottawa where_im_at
averymaron
ChallahHuAkbar
ARABICA11
jetcityci
jlaroue
AidaEkbergh2oetry
sportstalkmatt
Judahe
freda56 codykirkpatrick
alaskansurveyor
stepshepryanjreilly
civillobo
Topher0324
pwire
deongordon
bigmoof marisamcnee
RobertMFalconi
QuimFont
CountyLineChiro
gtotoy
washpostlive SDiosy
vamsi
TheMarkBerman
mt860
mmd980
Jefryjon
KellyAMadison
ukandrew
PCCATCH
pencil_skirts DarvelComms GloriaLimas
ByronTau
ScottAgness
JimPethokoukis
RebeccaCarelli
nburzych
TheReal_ESPY SoniaClarke
PaulDShinkman
R_Schmitz
michaeljoel
Bensieck
laughterkey
pommekoch
miamiyrs
JakeSherman
3stars_2bars
Bookgirl96
RoseannaW
bwhalley
AngryHack
djlilelle
designmary
GatorMAB
RobHartWGN
nannysandy369
Troyr067
fatlazyceliac
Leon_WINA
ceisenhood
scottdkessler
davidcben DCG924
Pretefunkera sheldonbarnes
Observer609
jppirk
soniafaleiro
karenb0716
ALamchop
vgilbert123
skip7547
SuzyAzzam
MattBridgewater
Harrisvederman
PlanetGTD
danielwein
lizlange
BytePatent
NateBeachW
BiggieTribute
NatchGreyes
nullinterface
GodsMoon
nflgossipgirl
rolandsmartin
notlarrysabatoBusterFontane
Meredith_783
ddogfilm
CGun
pisceanprincess
JustinWendel904 millerdjka rmehta2
Davi_Digi
jillianbowe
nairamk SheyneB franster23
beth_o_brien
LA_FreshPrince
abbyy325
pr9000
liamkmac
MaryannBatlle laurenzee
darkcafedays
BlackSheepMafia
KLV760
MediaJavaCafe
JustinLueysleepr56
RicanGoodness
tarraxo
jiveassrevo
helveticade awoo_
eyeseast
tclarkusa
vegas1975
Millz82
stevetitus
youngdemoCat
RogerSusanin
RealMattKane
msciocia
razsc KelkyD
andrewmseaman
seanfrederick kiwipeanutlove
kwinneg
NicoleSWheeler
SaraHaileMariam
Jarvis_J
joshbernhard
AgroGerila
ClarendonCultur
Emmanuel_S8A
wcdubya
bwdaly
JordanPDorsett
zombiepierate
dvdback23
IAmMikeRich
jpers36
DallasLDS
nickadair
kevinhughes
lisameid
RaulSuiz
_WeAreAllAWreck
StovallQue
dougpill john_moorehouse
Jbroks86alanagoodman
_Scorch_KirkWrites79
MattMackowiak
ds_rodriguez
CruzBayDave
kmore
alexaizenberg
Super_Souper
patsysocal
TB101163
morgancap
ToddrLevy
jonward11
nevnut
Ritualdiva
BrianGoinsMIA
e_fisch drjudyg
WilfCan
mpesce
cgryp
dell44223
RaoulHeinrichs
AndresCortinaX
Renegade98 ry_hudson
vipsecurityinc
kyleo71lizirene joshwulf
nikkitar
nealschmitt
mlee525
R0yalTee
gsakkas micahwhite adamdecaire
Dabluzzzmon
workforfood
ByJulieWestfall
jasmined
AFrangias
adventuretom
SCJBretH
SChamberlainNYU
YoshiEgg25
AbigailBassett
MeekOneGOP nicholereigins
bioevents
AmandaVigil
mikeeaves
Vishal1031
OhHaySteph
jfug
McClinton
qkspec
chrismayphilly
AlainaIsRight
ThomasMeadia
Eric_Haywood
grampa7
SMoonNY
dannyobyrne
Marsh626
errnooo
fiverrules
Q104Kory
xianrules
Kristen_Barnes
patrickuranin
Ethan_FD
kylastweeting lil478boi
Miami_Chica
conradh
bshieldsjr mastein
eleysium
caguirre91
BillPutnamPhoto
KatanuPaladin
ChrisVannini
AntDeRosa
lauralbuchanan
Kcavalheiro
joejohnsizzle
Strata_Dave
the_LCA
_tatuaje_
BaltoSpectator
HIS_Favor
funguyom
G_Weinberghgottfried
caderoux
BeerBabeSuzi
amjpls2
CerBB
sohayon11
TDFINN
YoungRich1001
louis0nfire
Agentkabuki rkbeemer1
royliu
tailsofrachel
keithfarner
VPasquali
FreemanMarcus
BirdLandFanMD
ProgressHoosier
mummau55
gohsuket
ZDKanet
Vanessa19104 BobbyBroad
BeMags
Tomo_Potter
bethstro
michaelpinto
S4Hubbard
votegriffin
taxplaya
gavinbreeden
chadmcneeley
SailSox
AlexMLeo
Sean_Morrissey
jrsobeck kathypotts
CertifiedholicKolossus77
branden3112
NQESZN
docoyer
beavssmokehouse
AABrasfield
Pena_suavo
seeking28
MaineUPTDC
brutalgod
RAMelok
Conor_Casey
helen_of_boyd DpeerCland
BrennaMcCabe
brfreed Dorothayyy MarioTravels LBxChica
edmundlee
Linn_SayItPR
jimspellmancnn
Jerodiah
murmurmel
randomslagathor
ItsBibi27
AkturkAG
kl_artz KCousineau09 jimcenters
PoliticoKevin
KathHRay
General22
geeosh
nyterps
CHFIII
Free2BVee
jessekblum
Meredith3TV
JoblessLiving
jplusc jtpouliot rocza Luhgnut
j_zimms
lisasdeang
OdinOverland
sonkiza
RACHELkoppes
Gail_Madoff
masFiorejmckeever
hince57
sanders_e
JordanTBrown
NewYorkObserver
danfeld11NickBaumann
kevin_reiss
ReubenIngber
MsMegan777 Cooperness
Cuteinsa
paolonarvaezjmglion
PiketYJ
Telterman
hunterkinkead
gardengnomey
MattSBrodsky
1MAMANTE
Sticka
champsuperstar
EAS211
EvClevengerndIRISHlc19
NoMoreBooze
melliemel9
jennifermerritt pcombs84 wbdnewtonkittycatman2
chandahurms
josephkyerardi
KevinLTurner Al_southshore
borisovbo
brwnbutterfly
ginaboyer
jeschmitty
TylerCurtis
Boke18
eLonePB
DESIGNED_MYSELF
TyeSellsHomes
MOJOJONO Queeeezy
guelah75
houseruthbuilt
rsbokcLarryMueller1
sunjennifer
Babytoothdoc
barbara_ann_23
ZinniaMozumder
pierrepont
MarylandMel
dabernathy89 davecunning
HarmBuisman
AleathaEsq
JonathanDWall
Lambinater32
AriW
yazham
DaddycoonSOD
cassiopeiasonn
Jon_Barber
TonyDeFranco
stephanieduncan
jeneps
Chago0312gorgeonnews
7_caligirl
DMcCarriej Julia_Rappaport
bentolmachoff
theSH0RTone
LTLAF
KristenKouk
John_Hudson
HiggsSearcher
DollarsnSenseJR
daciampaglia
DanHellie pgrimm11 ARS4868
BeckyAPR
skribente
jflores82
joshsrobertson
nkcreative
phillryu
timeandthinking
hulksmash2011 BHoltStreeter
Laydee_LaLa_
nosoyungato
jjacobs22
johno230
fardshisheh9millaKSU
lrozen
TwatThumper
claudiaclaudia
NateSchorr
robhowell
ryantakeo
AndyHutchins
sebadh
benpershing
daviddesola
ferrisjabr frostbytefalls
kanjidaily mattclen2hokieshelley
SumnerDavis macburbs
jeffsonderman
MJKauz
CMSeeberger
bob_merlo TheDanPeckShow NSSA_DaveGorendillonmays_
MissFoster2U
ProteinBarGirl
elise_foley
eblong11
jamieTOR
ryanflynt
JosephBello
PSavinon
agrantmac
paigehincy
CraigElimeliah
PrettyPolitics
CantJoshor w925jonesErikLeist
MKellyATL
Ipstenu
JamesOmar
Kram DBTiger314OneAndOnlyMatt
TomBruno
ericalynn987StudleyGarretLewis
zolfatron
hunterlionheart
ParrishWalton
exlaian
Krogsgard
numbercj
d_whitlock
tifdog
rpguy_ad
andysnark
NinoCornelius
DRock76 jesandchloeare
daniela_aum afzalALMIGHTY
MARK_ITIS
greyhawkrss
lparkernyc
JonThompsonDC
MattCarlins
JohnPiddock
PSKEP2010
shamike2009MrsJackie67
shershot99
jfrangias
markdubya
DanielleAlberti
ycovejohnfortney BearishNews
brandan0ShakyKnee
dominic_laurie
NRXStudios
Meyersman1717
brwney
TheBuie
MLC_1618
audiomom
byeagle37
dan__mahoney
rachbearrr
Bobhunt5
Belgolicious
BeautifullBee
mifarmgirl
UkuLizzie
sagebrennan
zhshi AlexTomter
joescribe
saraburningham
kbudelis
storylandcomm
kevcass35
c3walsh
Lulamaybelle
danorrdesigns
tdankmyer aedens1985
keithpbarnicle
PPK516
SharePointeer
TeaCupThrills
DeadraRahaman
cheznardis
scottso87
SteveKrak
lihle_z
supertascha
montoyantxlm
stenro
DrewCompton82
JasonGagnonusmcyellowrose
FWDale
varunkarani
rkylesmith
valeriehash
katzeyez2012
johntabin
akMontufar
Haitione
cybermelli
CharlieBbites
Whrlwnd13_davedc
PhanArt
chrisvanderveen
chintankamin
abbieritchie VotingNation
SeaTowN
vanityman
melissabaluka
RomeoOnAir
Ms_Melee
BrianBernardoni
ryanaston jaygeehowell jehawks
Andrewvouris
reporterfox wibblenut
generalcurtis
DryerBuzz
byelin
DKateebshadwell123
TimmyLang88
HTBCdotUS
DOPEITSTOMJ_ohnny
MRQuinlan
katelinnea
adambeaugh WhiteTom
CorieWhalen
kingpin248 dejavucookTraceyHalvorsen StretchedOctave
CHELSEAwithaSEA
kklausser
FieldLevelView
jdzavadil
temptherat
BrentSGambill
itsbenlevine
UberRandy
THenProject
UkNewsmonkey
AshokaESPN
ItsMissCindy2U
cpuzder
viaregis
courtneybzy
roelang
gaberivera
guruping
thecatarina
markmilian
mbneville blasto333
petecashmore
Hetshepsit
Carly_McCain
Jim_Brunner
SallyPancakes
zrojones
patrickcsheehangopfreakSoCal_KB db_27 cperryk
noahyc
mattheworley
pergam
dorcaskdjfrank0619 KatonahChris
hopesauntieamy
quangt
DavidMeeks
MikeLizun
MrsOddly
JohniiThekidd
trdeghett
DanaDanger
pthemissionary1
flagrant_error
daviDBWalker BobRansford
MandyMcCue
fbihop
OdaRygh
advertisingdiva
laura_a_h
eswayne JamesJonesPost
AimeeGoffinet
AdamS
ChuckDriver
isaacz apsies
BobOnBusiness
snibbor
OhHellNawCaryn
JavaniaMWebb
jonathanstray
natbaker
KRAVCHICK
OlDirtyBrent
chrislovecnm
RandomHero16
thesmangela Sarah_SV
cscanzoni
flipmuscles
GregPayne
hannahbethbell
maryannbarton
kenli729
rugbyjulia
shottail
joeybiondo
benwitte capsworth
i_vp
CatToyOriginal
lcapet
Summer_Faery
jasonsmyers
umhoops
toetyper
laurenicole2
henrychienFunkyFortune
randisilkSagesseInc
ZMoretti
DavidJMacKay
capitolbreeze
katherinejioe
HausOfBrendan
SeanMMcNally
NewsieHeather
mleccese therealbobcent
Freephighered
ykchat
dearsarah
Dustin_Mattison
tonariman
zsazsaZavia Iceprincess_823
JonUPS
jernate
lizbuddie
I_E_V
shtweet
barnivous
clbeaa
JEliasof MarcPruitt_CBS
BriGuyAsher loratliff
NicholasMendola AnabellaPoland
MikeWehner
SennettReport
Phillip_CC apines
Ourand_SBJ
GoBigBlueFL situationgray
neoalexandros
nataliesimpson3
EricaBryant1011
luckycloverchic
SweetTaterPi sexyuglyx
chris8video XcluFJ
sincladk
nikisrinivasan
jmsummers
adamcancryn
joshgreenman
vivianmtl
LadyCarolina44
StephenMaurer GregPwns
EmilyTebbetts
caressabrittney
frankiefronts
AriJoseph
LarryChiang ashevillewine
LansingG
andrewmdooley
noahovernight amstich
tcmassie
rigo_
kuhRISSten
nalahverdian
SENMONSENMON
jkeeneDC
propapious
smhouston32
jondavenport76
chitsweire
chashomans
jackburke
SloanFatale
LindseyCormack
John_Sobeit
SophisticateWed stevio51
preacherskidd
rsethib
calvinmcc
zulugirl13
shahjanish Bmisik
wdglover
bluebombardier
jongaynor
SeaninDCNYAL
TravelFoto
CarmineG
urielalessandro
Alex_Stanton
karinjwilliams
hammen mjj256
CooperNReves
PczrSpark
saricher
caitlinweber
okoslanydavidosteen
Patrickrazzi
TheDavidAzaria
minilauren
thomaspolzin
StepheCo
bobmock
LindsayHolt
BrianLoeboooESTHERooo TEAnotTIE itsjelani
FingSports
joshuafoust
knightopia
ybenzine
katiela8ly TwinsTerritory
MatheusGasparin
EricLigman
marcus5000
stenersonMN gnfti
LovinTheTribe
scottwbkaiser
serial_consign
sadialatifi tomlascola
LaurenYoung
ScottJWagner
therealmarta toddm4090
rookdagreat
jasonrobinaugh
egpaul
toddjaworski
RuthMalhotra
L7flyborg
JessTizzle
amy_pfister
brandoncozart nyformitt
kendramarr
luforfor
CindyCoops
LeVar_Woods
johnjocelyn
ManWithoutPants
mjpcongo
ryanrike
KELBEME22
iEricPederson
LynetteChapman
Blofeld622
_JakeRussell
patrickconboy
J_Cred23
CarltonPurvis WB_reader
KristoferA
mhemgesberg
DougHed
andrewrutberg
IanWTanner
R_MatthewsArt
klrpdx
campbell82
insider815
melebari lmdub19
bellamills
Sean1974Mrs_EDO
jameslbarneslevihenry brian_hecht
MaryLunde
suntsou
donkelly1342SolarManifesto
Andrea_ea
DaveUsellis
CB_27
conncalvertgc7rm
MooseXL
JaysDome
noonanjo
Law_Tiger
MacWatson
feifei_sun
NicksMuse
SuperDuperDeets
kathy0012
bigmike05
matruittBahrainJournal
AdamKissel
jhkTweet
journosnow francie57 primary_redmdelafe
jking5446
gc_wildcat
phelony_jones TCOTGal
BenMiller04
lozanopuche
skaw
Kwebby
hugogameiro
MikeOShea33
KatWithSword
drng
aaronmfisher
dN0t nick_banich
HunterLJohnson
eversadam dfsullivan
andrewbeilein
Danny_C_Thomas
lfranchi
Riseandfire8CRBriley
LLUA_Champ sparrowredhouse
hayaamyx3
chrisschrimpf
maurapierce MarkZangrilli
nickperold wgpr
KimberlytheMuse
needsasandwich
UKilledIt SeaWarren
stefanjbecket
Patrick_Madden
dave11430
_JordanE
KESchneider124
gooner_
ashleypeskoe
tiffanythecule
floydcoug
Pistol1916
BeltwayBacajdonels
Loisunpublished
BWHOLL
AndrewRSchwartz
ctaffur
GregLawrence66
THartstein
hassankhan
kathykrach
filibstr BananaEsq
Jrog83
DwavY meatrack
MontanaRaines
bobbyforest
jmhattemilunamanna
PhilYensel
SunnyBhuee
Janelle_Jensen
bengle4lauren_hp
kuo929
AlanFeirer
kevhamm
silver_yummies
Dmills3
NosheenKhalid
BreanneThomas
HstreetDC
JudgeWhopper
JimMasilak77
JoeRawlingschmorrisjr
ICre8Video
bowmamarobbiesalaman
Pachydermous
Shan_Davigleuch
dekimmel
NickL_BG tr_bishop
Buddy_83
johnwibaker
kgoyette
gijoedaisy
kahatfield
RyanMoser
svenheaven7
morgangarrett85
babyexpat
outofmytree GingerFritzie
Moe5lem
Joe_Vidulich jessradio
brakeyyourface pnharrel taalberg
TheDanLevy
shushwalshe
BCISLEMAN aeg0707
jaybny
bobtweet97
JeffNtheMorning
wyclif Blake0910
destraA
iamlee13
MattTheMedic
marshallsheldonIllumihottie
Stephaniedpa
Micki_Martini
grocklein
kailanikm
Raleigh76
lolasmiles jtyost2
Colettod
jonathanhartsf
chrisduckworth
timwattsau
anasmom
sneakercrazii
eenbean
ThomasGower
dtlaromantic
Camaran saziz01b
dividedmajority
PA_Michael
Chinesseluv1 AndrewGauthier
francaiskitty
itsmeEnz
Sues98tomscheck
richardfeindel
MediaLizzy
designedbyapple
BigBoyBosco
MaxSilverson
scottstanzel
davidsuma
mojo_bone
AlQaedaNumber3
timtrueman PacificJohnsheetalda
Dawnerv JodySmith_ Lisacola
UnstableIsotope
erinbzy
ZNO_NZ
julesdwit
nbj914
nickharger
VictoriaRColey
LizMair
NayabA
dSoldevila
citycheetah
brianpmoore
kryanjames
sebastianvq RyanHodinka
MikeMasland
YourCltAgents
jwebsimrob
KarolNYC
SeanWHughesmarnuc JPSabre
lapetitegamine
alexweprin
SalenaZito
sahn82
tverma29
jbmcconnell
joesonka
carol_phillips
ncjks
Chris_Griff_3
rcmahoney
renegade923
msdahlia
The400Level BobbyAguileralokin8
daddioraddio
Richgreger77
kase_tragique
wordsandthings1
clay_arts
zadr AACONS mlf107
thomaspringle
adinges
JNapodano
YoCalleJo
brianmiddleton
peterantoshtmac20043
MZUTGR
ALoPatin92
gjohnson352
ryanhanrahan
ScooperJay
inthissthrnlife
seanmcdonald
AnnaHolmes
Misha44_
seanferrell
jrtmorrisonartworkshop
nathan_hand
DMVTeamCaptain
TheJewgro shQhn
arsegilz
bobbyferg
eric1743
pointsnfigures
TylerMJones
AlaaMuk
MissSuccess
fleetadmiralj
omgomgwtfbbq
laurenist
chadlegear
dkchickenmomma
eglim
mishysmosh
jasonperkey
zoegalland
RahimTariq
MagicienDeRiga
odd_vincent jessbidgood
BaronVonZorcula
jehorowitz
mikebuczkiewicz
iBeniCaesar
rcjMontgomery
CrystalLewis
TariqhAli
iTh0t
howardmaleJonathanSachs
xtine_vega
alealshinn GonzoT amities
CraigHlavaty
MrTAJ2
chateaumargaux9
Cliff_Sims
CoreyJacobson kenny4field
AdibHidayat
wescoe
ksengal
cardboardicons
bobbychuck
JAlletto
KatetheOwl
skotch11
AlexVGMI
j_lantz
amysings10
johnlinfordnealgoswami
lewkay
Bloew85
tonyfro23
StarkLMC
JordanBrowen
lyricsbyramdcaporicci
TtoEtoC
johndurso
cszrom
bdasher7
dandrezner
nhvzr
fastmaster
CynicaM
texashsfootball
emilyco
quick13
xploreja
spirithands
kknapp1
Ddubsoldier2010
aprilstardavis
The_CopyEditor
mpodguski
jusfonzin
stillersfaninwi
pattiw23iwantmedia
drewj
JoannaDanielle
michaelpfalcone
JaredLorence
MattCC716
mandy6488
RitaJKing
jameshohmann
JWoodsPRjayharvey1
BestBuyMYorkPA
William_McLeod
kimberlyhughes
mikebrownfield
SGPbill
Matthew_Orr
fratz
chamberiECS
BeisnerKSR
jgreget
hughlh
AlexLeopold
zack_hawkins
BillSTL
Travis_CL
catawbapolitics
cahillp
khudak11
rob_sports
zerohedge
DonLuskin
TweetMacro QuickFacts
bballkansas
greghayes
dreadPirateReed
RoyaltyGaga
BarbaraNixon
flapezoid hriefs
thegre8_1
Metro_TV
NoahPollak
KansasSitySinic
NeetssTweetss
mamajoan
gvtmtom
ConenMorgan
l_e_torres
AndySHastings
AuntieVenom
MickiMaynard
paultakahashi
nicktjacob
Journalisti
iloveflynn
mclanea
Bama_Jess
christygleason
boyalexboy
RTM59
travelfish
AlexRowell
ghoffjr
bryantfadams
Smooth_Operatah
efleischer Kyle_Morris
RANKIS
dclovesfood
xtinedp
PeterHollens
jereasons
SmallBizPhil
southsalem
db
taycain
EWoelke
randomsubu
jamiemottram
BobBrinker
rickklein
swannsong
qcait
JBorges
GLB62
CJ14NewsJonHenke
aaronfromsd
keithmcgreggor
josholalia
PAFORMEDICALMJ
CrimsonNV13
VKuber
Texas_Stew
Opinionatedcath
MarkL09
rba1r9ker
DFin50
stephengillett
achgcs
sarahkno
rorycooper
AMac_4
jeffontv36
DHLasker
ICeveKrak
JeffreyGSmith
bigmoneyparks
andylancaster
michaelfettman
JenDC20001
PARrealty
Rbellovin
SassyJerseyGirl
pwolgin
LToddLibrarian
toukou
popdirt
DanSWright
joeyt1968
qdoneit
mmcasey
Flap
aristarkhos
apackof2
HoosierHazzie
framirezjr
EricTheWhite
johnnyA99
SternalPR
VGPhillips
JRaytheGreat
bachinaminuet
rdaudani
sarahfelts
stacyannj
fajarwam
keithurbahn
dlhill00
dmataconis
JasonEye
misteil
TheMrPickles
petchmo
monkbent
DWsEdible
CLINTHREED
MattRogish
flightblogger
DanielleBlevins
ivangix
Paulsworld
emilyabell
jknox78251
doctorlinguist
jrhardcore68
ChrisAstro
EricRathburn jtsantucci lweiskopf
JohnnyJet
ttagaris
BdeAristegui
BrentTeichman
suzanneyada
villageorge
KDFindley
twomomsandababy
amydpp
tezzles cayankee
Valv30
julierose78
mgmlv01
lynnaronoff
softail1
ZHABNDYW
arabisin
CGeorgandellis
kbeks
jstrevino
calliopeblogger
jlovespolitics
StephStouffer
RickyFab
MatthewJ21
aparnamuk
ricktillery
CarlTheHaitian1
Sam_Schulman
patrickcliff
slutwhoreputa
Freakin_Epic
SuburbanFoodNrd
MrsWheelbarrow
mascrivener
cmdiggs
Jor298
bkerr32
mdsmelser
stingergll
beverlyjean87
mandywu
ChelsiePaulson
uksbiggestfan
ruralkentucky
PeterMis
jojjr
kboghoLiberty_Chick
AmyMGibson
thinkprogress
KierraLiew
mkevalo
LukeForgerson
JasonRomano
kevin_rudds_cat
kavshikm13
_iJane_
BCSchick
Kirban_Meyer
Tesa
COMPUGREEN
politicalpanda
kenamerrill
hawkeygal
OkieMade
WattsMR
mariesworldsbrowngt5
Nattoman
JenScha
norendition
ekstasis
s_cosgrove
A11_Seeing_Eye
davesund
arkangel99
dukeofgaming
WendytheBee
mytngenessonearyetsowhat
TheJetsStream
forkfabz
nygal33
TheReal__AJ
Sentrix27
RachellOliver
Samjb
Hes_A_Vamp
loganX2
writercarrie
revmhjmbarnd
DWsLaLa
DdubsSugaCube
JohnJ2427
Colchester1891
RABE223 staylorinnc
Traci2831
Trojanman420
chuck_dizzle
Klund1821
wesrucker247
EliFromBrooklyn
RachelleFriberg
emmi1966
TheReTweetBeat
arhakim
FTWes
theyoungestdoll
bigjimcasy
joshlarson
ccasas
gmaxmom
baglion
junebre
paulrovnak
capitolwatch
Tybiedron
richardjustice
MikeMSchwartz
etcpolitics
jneproductions
jdlives
rcarman9
Texasguy64
CarlsSister
zacorbett
ramonacaporicci
jesseleight
a_polis
anthonysolomon4
SusiePR
suzyknits
WLLegal
AriFleischer
ShawnLeyLocal4
ErinWFAE
LawShaheenJr
Hildron
LeesaLew
46N2ahead
BClarkWhitney
saemom25
Val_Mack
Richard_Florida
TheNatiGirl
BBCKimGhattas
adalloscaraellison karenwinkragala
BoyOnABikePA
_ablackguy
slslsu
RamonaRice
jimmiebjr
justexmachina
JudeCostaNC9
aarongreene5
mlellerson BearsOnPatrol
buckeyedave
cmcabo97
RyanJKelly
DCdoozy
Toni_KatVixen
chernowa lhrtobos
taylorpeck
Twatkins76
socallarmylife
ericaFZ
faithany
hwilliams_12
BenRay
RyanFleury wallacestevenbrett_ferguson
tomabrahams
saradyer
Alex_Keck
liprap
CeeAngi
ChadWillis
SarahSchorno
CharliBrown46
Jan_Simmonds
ithinkimalion
emanonphoto
jeffery410
jrehor
Fanua
Barbareebob
suwaks
KayLaser
Mario_The_Kid
SherrieGG
HeyJacquiDey
awienick
FMCOINorg
JaredBond
evakatrina
jeremyisweary
earthtonadine
cneyland
88angel dodisman
MosheTYA
BlueWorkhorse
gnicko
DarkSpy87
SB2342
JimmyShannonIV
michaeljenk
MikePradaSBN
Patrick_Donohue
davecwarren
snoble37
KellycoCat
throughthevines
luchadora41
IMSTACKEL
Amin_the_Dream
glenasbury
metsjetsnets88
jam2885
bleubelle31
rosemarierung
flowergrams dmderuyter
ALLCAPSDOOM
ScienceLabRach
31n2Spotter
mccook2002
nicksherlockJourneysJosh
stanfordkp
Bonkina
BobbyBlackwolf
cb3414
davidschimpf
Number10UK
shewflyshew
xtianslater
ladyvenoms
mklozkgc
searchcommittee
crashmaster007
jaschin
smeggingnuts
KristieBurchitmfpseth
bluetexanfdl
ypoliticalvoicegodfree
yelobmxJon_D_Berry
MrInaccessiblehotgazpacho
MissMelBeach
mikeconrad1
Keepbraggincom
grapple9
WaldenE
Rick_Maynard
hellocarrot
RoryCuddyer
tsanders3
ItsRiaJ
Hadeeth
SanjuanitaG
tutablu
pamvlies
Dites_aLola
jessieopie
dle43
SandiBehrns
rabbittopia
markpoepsel
mcurtis596
Ryan_S_Smith
lalalabeatz
sense_oar_sheep
mcpli
emileigh23
thechuckgettemy
parenthetical
zugwrack
kweenie
wendykloiber
wavingcrosser
mcwalbucks
phive0phor
loveholliejo
Agnieszka85
mrpotter
JessicaFoote1
tesstoro
jeffbroussard
pushingrope
lowecountry
MattAlgrenrtly
RichardCOliver
AlishaKirby
sherrattsam
CandiRain777
SevenOhThree
TheOriginalJBAChaimish
issgushiii
nik_daily
AndyRo1
ChrisHogan21
JoeySandersNY
Jagrmeister
iCandy_87
KPatniRon_Johnson7
apurvadesai
JeremyHL
DeeJay_Smoove
KC85028
DerekBFelix
Drew_Hallett
TurnerTheGreat
richardlthomas DSpiegs311 JaysonBraddock
dcsportsbog
j23drake
ASouthernJule
RBernsteinESQ
PackerFanDishie
LadyHatTrick
Laura722
ky151
Donna_West
Blueshirts11
dcsprtsfn4life
RocknRob39
southerncharm88
TheJJones
Areohhwhy
andersoncooper
CurtisJolly
SabrinaFTW27
SneakerKEDA
SeanDKennedy
carrilloc_5
jamtexas
Scout146
TPittGreen
JoannaKing
TommyOnTheRadio
mikegone
CardboardGerald
enchantedtravel
p5k6
elderJess
mfricha
merfster1
ToureX
Cavsfan8
jmwiv4
paulrizzuto
msilverman
MaleEmeritus
magk2
KarynOsinowo
WXSYZ
mskimisfierce
HDWD
tinyroads
crisis1
zaheerali
jvaragona metermaiden
KentWPJ
AllyofNewYork
reyna90jburak1101
carltonstith
PaulWallofFameNEPAreaLaborFed
jayajessica
ericjVT
JustCallMeDev
AirInDanYell
KiDMiKKEY_
Neon__Eon
TheBlackForrest
ericburkley
SpiffyTiffyHSpice_Tree
BridgV
dcflygrl
JJarrellG
Spoiledone59
Keisean ziggy9089 _kellyse MightyMisterJ
TGHTNTRL
star_mecca
oscardramirez
DreadMighty
yeongmee
misstorilynn
TheROCFiles
JoyCookPR
BlackElleWoods
Kaimalisharodsmith
mdotbrown
problemcauser1
YaYa_YaDigg
EphelisAgency
laflores037
makeupbyalicia
TdotValentine
Source: blog.socialflow.com
44
Snowballx
KimxSalvatore
ObamaNews
mdoherty9188
DeeCMarshall
RoeBizness
Q4CHARACTER
jaimeAlvarezA
DStrut amycagle
maitate
PrettyUnlimited
BfloDude
moshelly
mariana_rv
VENENO_CRUZ
aikan625
evicort
div4gravity
LaurenCox08
smirkingvalet
mstoini HolliPopRocks
ColieMLumbreras
Nenaroots
amberlypeterson
Brandon_Nieves
TheBiasedTruth
WSAVTuquyen
10fifteen
IMAJoye1976Ant_H
leticiavdp kdtpat
uterope
CR_T
str8smak
MsErickaNicole
kettywong
djswerve85
klipp2
JayaJiwatram
mariorafa40 kno_z
4THELEGACY2 Dangerous_Inc
nettnett221
Juliojpv
MarjhaTulipan iAmEazy1
marialala14
thaofficialkjw
diegorko1
vmlukacs
saitotak
sonqocha
B_DIDDY31
jodywatley
ToFreeBahrain Meri_mer
kdthomas74
edobejar
Mister_Kite kah10 raulm89
JimMusignac
abrahambazo
dicewest Lanacmyk jtkloster
moroco99
WSAVCrystal
CarrieWVs_LAUREN_jO
sweetpb
CHOSEN_523
rmapalacios
NYKeys
MrPerfeKHt
URUNNING32 neverlast
TruckabangerValeWolf
Ithaky
Reivaj17
DrGQ
johnmbennettsoul4writa
iH0P_0N_P0P
anndore
HermitofdaWoods
WBJPPP
KforKilla gansama
CharleneHayesHR
aramis19
AnytimeTrevor tjlorenzo
lucianalatorre
boxerconan
genghisrk
BeauBrowningInc
codomo1980 sakuraiyukke
Kris_EIC
Claudia1207
Para_mi_que
BoubieD
NewscasterStew
TheTTT3
TuckerXavier
baybelephant
zgirondm
StarPlatinum92
ClarkSwimm
EBE14
AngelEloyCA
benajal
lobitoenaccion
gmq23
tsmxnuel
News5Lady uharako
EMPIREPRMAN
fu4
Klassy1212 NikkiHadder
paconmiller Ifyouonlyknew28
juanitapardo nypsychologist
snookstina
roxanacano
trainanderson
Galintempe
LuvXtravagantly
edersasieta
forty_days
alyssachloenyc
LeerInBK
MissRiza
Shaedreams
ky
AlAhmed
PMACampbell
MsAngels7
wwbaker3
KevinAlcena
PeteMasengale
SusanneAhhh
HyongSoo
covertCOOP
Starrbarbie
_FollowMeCamera
ace_n_tha_game
AOFMusic
YENZOU
cecarparts
GauDinSai
thatRNchick
hirofuminakano
themaruyou
domingo007
gamrinr
s_akuma
tokyo7th
JHenleyBrown
strangis
frowninghour
JennHarts
TheSteamer
gryphon1172
cjwilliamson
TheInSneider
Blow up of figure 4.10
Source: blog.socialflow.com
Case study:
“Honda Ferris Bueller” – SEM: An indicator of advertising top of mind awareness?
The Super Bowl is the most watched televised event in the United States. Nielson
Sports media research estimates that almost 50% of the viewers actually tune in to
watch the commercials more than the game. Super Bowl XLVI, played on February 5,
2012, did not disappoint. It was the most watched program in the history of U.S.
television, with an estimated 111.3 million viewers. In Canada, at the time of writing, it
was the most watched program of the year with an average of 8.1 million viewers.
One of the more popular commercials aired during the U.S. broadcast of the event was
Honda’s Ferris Bueller ad, in which Matthew Broderick’s reprised his role from the
iconic 1986 John Hughes comedy. The graph below is the result of a quick analysis,
using Google’s free Insights for Search tool. Search volume data against four possible
search queries related to the spot reveals some interesting search pattern results. The
terms “Honda commercial “ (red line), “Ferris Bueller commercial” (blue line), “Honda
45
Ferris Bueller” (orange line) and “Honda CRV commercial” (green line) were examined
for a 30-day period beginning January 13, 2012.
According to
Google:
The numbers on the
graph reflect how
many searches have
been done for a
particular term,
relative to the total
number of searches
done on Google over
time. They don't
represent absolute
search volume
numbers, because
the data is
normalized and
presented on a scale
from 0-100. Each
point on the graph is
divided by the
highest point, or
100. When we don't
have enough data, 0
is shown. The
numbers next to the
search terms above
the graph are
summaries, or totals.
(Source: Google Insights for Search)
The point on the graph labeled “A,” Friday January 27, refers to the date that online
news posts began breaking the news of a Matthew Broderick Ferris Beuller Honda
Super Bowl commercial. Subsequently, the ad itself was leaked online the morning of
January 30 and gained strong search interest until its peak, the day after the Super
Bowl. Interestingly, the search terms with “Honda” in the query had much lower
interest than the “Ferris Bueller commercial” query. Was the brand overshadowed by
the high priced talent?
46
CHAPTER 5 — By SIMON CAZELAIS
MarCom measurement –
the sponsorship marketing dashboard
Abstract: Sponsorship marketing is one of the fastest growing areas in marketing
communications, and yet there are still many challenges in establishing the
effectiveness of integrated sponsorship programs. In a 2008 worldwide study, the
Sponsorship Insight Model (SIM) was developed as the first sponsorship marketing
dashboard to help marketers assess program performance.Through a four-step
process, sponsors can develop their own dashboards to measure effectiveness,
facilitate collaboration with properties, make tangible and explainable key business
decsions and optimize the right mix of tactics. Illustrated with business cases,
examples, and industry benchmarks, the SIM Dashboard and its worldwide
research brings sponsorship planning into a new era, enabling managers to zoom
in on what it counts, in a scientific and industry-recognized approach.
Modern sponsorship
Since its huge growth in the 1980s, sponsorship has evolved from a corporate visibility
tool to an active driver of integrated marketing communication platforms.
By definition, sponsorship is “a mutually beneficial arrangement that consists of the
provision of resources of funds, goods, and/or services by an individual or body (the sponsor) to
an individual or body (rights owners) in return for a set of rights that can be used in
communication activity, for the achievement of objectives for commercial gain.1”
In the last decade, this definition has evolved in a changing environmental ecosystem
where sponsorship marketing plays a broader role in marketing communication.
Additionally, expectations regarding the community involvement of brands have never
been higher. A recent global study from the Havas Media Lab showed that 85% of
consumers want companies to be engaged in global social issues. More than just playing
a generic role in their communities, businesses need to play “their own role” in society,
a role related to their core business, their capabilities, and their jobs – a strategic
recommendation that was made and illustrated by Michael E. Porter and Mark
R.Kramer in Harvard Business Review in 20062. This notion was further described by
Jeannette Hanna in Chapter 3.
47
5: MARCOM MEASUREMENT – THE SPONSORSHIP MARKETING DASHBOARD
A modern alliance
marketing program, a
modern sponsorship
is more than just an
exchange of rights;
it’s a sophisticated
combination of
community, culture
and commerce
objectives to create a
Win-Win-Win
between the
consumer, the
property and the
brand.
In this modern context, sponsorship is moving from its traditional turf (sports teams,
festivals, arts, media, venues, stadiums) to a broader territory playing a role in
leveraging cause-related marketing, philanthropy, grassroots marketing and corporate
social responsibility. Whatever the name used, it’s the same principle that guides the
formats of sponsorship: leveraging a third party to achieve business objectives and to
achieve something that the brand is not able to fulfill by itself. This broader territory
means that sponsorship marketing could be thought of as alliance marketing: a mutually
beneficial collaboration between brands and a property to achieve a common goal.
Challenges of modern alliance marketing
i.The search for ROI
On a global scale, a marketing return on investment measure, or at least an
effectiveness measure(s), is constantly being sought, questioned, scrutinized and
challenged. According to the IEG 2011 Decision-Makers Survey, 84% of managers
interviewed recognized their needs for validated results from sponsorship
activities have increased. In Canada, the 2011 Canadian Sponsorship Landscape
Study indicated that “ROI from sponsorship improved in 2010, but there is
considerable room for greater improvement.”
ii. Defining the right mix
Marketing directors have a host of means to convey their messages. However,
whether they choose to convey these on traditional platforms, in the media,
through point-of-sale programs, at venues or on the web, they must do so in a
complex environment in which each brand struggles to come up with the best
tactical combinations to reach its goals. How do we move the consumer through
the ever more complex purchase cycle outlined in Chapter 4? How do we
interact with consumers from the venue to our website?
iii.Tackle effectiveness pressure
Within all organizations, departments constantly strive to obtain validation and
budgets for their activities. Instead, they could best succeed by demonstrating
how well they have contributed to the organization’s business activities and the
ensuing results.
Sponsorships are not exempt from being challenged as well. In fact, they often
find themselves in situations that are even more problematic because they do not
benefit from a recognized measuring tool but rely on many different methods for
assessing performance and results.
48
iv. Facilitate collaboration, co-creation
Even though sponsorship has never been as important as it is today, the two main
challenges for marketing directors are to find the value in sponsorship and to
being relevantly and effectively creative in a cluttered environment.
v. Strengthen a tangible business contribution
As we know, sponsorships are intended to enhance a brand’s visibility, awareness,
image and affinity with their target market, as well as increase sales and employee
motivation. It can also contribute to many business operations and objectives
such as R&D, human resources and commercialization of intellectual property.
However, many performance measures are not unique to sponsorships.
Sponsorships are not, generally speaking, the best vehicles to achieve visibility or
rapid brand awareness, two areas where mass media rule. Unfortunately, many
sponsorship programs are evaluated on the basis of visibility and brand awareness
indicators.
vi. Understanding sponsorship’s unique and incontestable business
contribution
In the U.S., sponsorship grew by an impressive 5.5% in 2011 and is forecast to
grow by 4.1% in 2012, according to the International Event Group (IEG).
Sponsorship is also strong on the Canadian side of the border as a $1.55 billion
industry that has seen a 40% increase since 20063. Sponsorship is firmly anchored
in the marketing strategy of Canadian brands, representing in 2011 some 22.3%
of the overall marketing budget of Canadian advertisers3. Think about Tim
Hortons ‘Timbits’ in soccer and hockey, les Rendez-vous Loto-Québec, Kraft
Hockeyville, Molson and the NHL, L’Oréal and Luminato, Scotiabank and Scene.
Multi-channel sponsorship platform is now a reality.
Still, there are challenges ahead in order to activate sponsorship collaboration
agreements to their full potential, year after year. How to activate? What’s the
return/effect? What’s the right combination of tactics? Is my portfolio optimal?
What’s my performance forecast? All questions sponsorship marketers ask
themselves.
In a recent survey with leading Canadian advertisers, we discovered that only a
few brands were using a dashboard or scorecard to track, optimize and follow
their MarCom programs (see Exhibit II). Sponsorship is in a weak position
compared to its counter-part MarCom tools. There are no standards, no industry
benchmarks. The numbers speak for themselves: in 2010, the sponsorship
evaluation budget declined from 4.61% to 2.61%4. If we don’t measure, how can
49
we be sure that we are doing the right thing, achieving the objectives in the most
optimal ways? Sponsorship Performance Measurement is the research question
where innovative measurement tools can truly help the industry understand the
underlying mechanisms that make a sponsorship perform or not5.
In this respect, all organizations should determine the sponsorship’s true strategic
raison d’être, one that is relevant to their mission and business activities, over and
above purely marketing considerations. Sponsors must start to make the
intangible tangible. This means addressing the intangible nature of sponsorships
head-on.
vii. Making the intangible, tangible
The intangible nature of sponsorship is driven by the value generated by the
partnership involved, the sponsor-property fit and other brand-enhancing
variables. However difficult these are to quantify, they are often the driving forces
behind sponsorship programs. For instance, extreme sports make the difference
for Red Bull, the Montreal Canadiens make the difference for Molson Export, and
certain sports events make the difference for Rolex.
The management challenge is to show just how these intangible elements can
help businesses reach their business aims and objectives. In other words, how do
these factors make a demonstrable difference for the brand and therefore play a
unique role in marketing. Understanding the intangible aspects of sponsorships –
making them real and explaining them in simple terms – has become crucial for
sponsorship managers.
Building a causal model
As with any marketing communication activity, according to Tony Meenaghan, “the real
challenge is to find the clean lines of attribution between particular inputs (marketing
efforts – budget, properties and activation) and outcomes (brand awareness, brand
image, brand affinity, sales, etc.)6” In other words in the language of this paper:
INPUTS
® INTERIM METRICS (incl. ‘Driver’ metrics/KPIs) — OUTCOMES
Managers need to not only address outcomes but look at the critical, essential
tactics/actions that generate those results. In other words, they need to identify the
interim metrics, and especially the drivers, not just the final effect – outcomes – by
expanding the scope of measurement. By knowing the factors that drive results, we can
understand how the inputs (money, tactics and properties) influence expected
outcomes (results, impact on consumers).
50
As Alan Middleton noted in Measuring Marketing Communications Returns – ROI or
Dashboard?: “The key of both the Dashboard and the ROI approach is not only to collect the
data, not only to utilize various modeling techniques to attempt to understand a return, but to
fully understand the relationships and linkages between key measures.”
Identifying this causal relationship to validate its impact is essential. Without an
understanding of how this relationship works, the strategic role of sponsorship is
compromised. Sponsorship practitioners need to organize their knowledge and
intelligence (often accumulated over years) and organize it in a system that can support
decision-making. As Davenport notes in the Harvard Business Review, “Decisions, like any
other business activity, won’t get better without systematic review.7” And that’s why
dashboards are essential.
Inspired by world-class best practices: the Sponsorship
Insight Model
With value-added, powerful sponsorship programs – programs that offer great value to
the business – managers must focus on ways to measure and evaluate their results. The
movement to renew the way marketers approach sponsorship has been fuelled by one
of the first worldwide studies on sponsorship performance measurement that the
author carried out in collaboration with the Sponsorship Marketing Council of Canada
and HEC Montréal. The 2008 study involved eight case studies from various industries
in the United States, Canada and Australia. Based on the best practices defined by
sponsors throughout the world, from this study a new performance measurement
dashboard emerged – the Sponsorship Insight Model (SIM). Since then, the SIM has
been adopted by several Canadian businesses working in a variety of industries –
including beverages, airlines, financial services, consumer goods, postal services and
para-governmental services.
The first sponsorship dashboard
The SIM is a tool sponsors can tailor based on their specific objectives, to identify key
performance factors and demonstrate their return on investment and objectives.
In concrete terms, the SIM enables marketing managers to establish an outline of a
sponsorship program’s performance and determine the key factors that generate the
most results. It also supports managers who need to monitor and explain the
effectiveness of their sponsorship activities.
The SIM dashboard adds value at different phases of a
sponsorship project:
• Planning – to organize the rights and activation to obtain optimal results
51
• Demonstrating – to create a snapshot of the entire project, to get approval
• Evaluating – to identify different points of leverage
• Improving – to use data and causal relations to establish the next decision
The SIM dashboard is made up of two performance readings:
1. Key performance indicators (the Interim or preferably, driver metrics –
measure the direction of the program)
2. Tactical parameters (the Inputs – measure the actions that we take in order to
achieve the objectives)
One cannot live without the other; they are linked in an integrated system to
understand and explain how sponsorship creates value for each organization. Together,
they connect the sponsorship’s objectives with expected consumer results, making sure
that every tactic is actively contributing to the objectives.
Objectives
Interim including ‘Driver’ metrics/KPIs
Tactical parameters (Input metrics)
For instance, for a sponsor with brand awareness as a KPI, this indicator is influenced
by different tactical components such as the sponsorship’s environment, the features of
the activation and the brand experience. If marketers wish to analyse or project a
sponsorship’s performance, it is important to understand the underlying factors that
influence their objective and their KPIs movement. More than just taking the
temperature, the dashboard enables brand managers to go deep to find out WHY and
HOW performance is achieved.
SIM: a four-dimensional dashboard
With SIM, sponsorship results need no longer be studied using one indicator. Most
sponsors have several objectives, typically visibility, brand awareness, brand image,
brand affinity and sales. A sponsorship program’s real contribution can only be proven
and understood in a multi-indicator perspective.
It is recommended to make use of several indicators where examining the relationships
between them provides far more meaningful insights to explain results.
52
The dashboard is made up of four components:
Figure #5.1. – Sponsorship Insight Model (SIM) dashboard components
• Alignment and contribution (What are the objectives for the sponsorship?)
• Key Performance Indicators (What are the desired Interim results?)
• Tactical parameters (How can performance be achieved? What Inputs are
needed?)
• The Foundations (What tools are needed for the Inputs?)
Those four dimensions have to be expressed when developing a sponsorship strategy.
Fuelling-up the dashboard
Sponsors build their dashboard by tailoring it to their needs. The SIM dashboard is
based on a best practices framework but, first and foremost, it is supported by its user’s
specific context. Each sponsor develops their unique model including quantitative and
qualitative approaches. Best practices recommend having a mix of quantitative and
qualitative data when addressing the performance of a sponsorship program. Data
collection can come from many sources: consumer research, property-owned research,
brand reputation tracking, activation tracking (online, offline and in-field), focus groups,
public relations tracking, and custom-made benchmarks, as we observed around the
globe.
Before selecting the data capturing approach, you need to clearly develop your
dashboard to establish what data/variables are crucial to demonstrate the performance
of your program. For many brands, building customer relations is critical in
sponsorship, but the biggest error will be to measure it with the traditional brand
53
awareness or brand appreciation indicators. They need to develop indicators and scales
on what “a relation” means for customer, and then measure those components.
Alignment and contribution
During the first step, sponsors determine the sponsorship’s relevance to the company’s
mission and vision (figure 5. 2). This helps to define how well the sponsorship is tied to
the brand or business strategy. The rationale behind the greatest sponsorship programs
can often be found in a company’s very essence – its purpose, mission or values – and
these help to shape its long-term role.
Figure #5.2. – Integrated goals
Strategic alignment of the sponsorship program must be challenged internally on a
regular basis. The role of sponsorship programs must evolve with consumer interests
and values. Unfortunately, many sponsorship programs have neglected to do so and
have lost their raison d’être over time.
Without this alignment, it becomes difficult to pinpoint which of a sponsorship’s
objectives effectively contribute to business activities, such as marketing, operations,
innovation and human resources.
More than just establishing SMART objectives (Specific, Measurable, Achievable,
Realistic and Timely) as recommended by many authors (Kolah, 2003, Collett, 2007),
marketers need to truly identify the key contribution of the sponsorship program or
project to the overall marketing communication plan. What’s the thing that can only be
accomplished through sponsorship? If you stop your sponsorship program, what will be
missing? What are your short-term and long-terms goals? How the sponsorship can be
sustainable over time?
These questions are crucial to maintaining a sponsorship program’s legitimacy, and
strategic alignment, and the measurement process starts at this stage.
54
Seven questions to clarify the strategic alignment of
your sponsorship program
What’s your business objective?
How can sponsorship contribute to this ambition/challenge?
What are your sponsorship objectives and how do they play a unique role in the
organization?
What are the areas of impact/leverage in a 360-degree perspective of the business
(HR, marketing, R&D, sales, operations, etc.)?
What are your marketing objectives in the short term and the desired business
results in the long term?
If you don’t have this sponsorship program, what will we be missing?
How the value of sponsorship needs to be communicated throughout the
organization to employees and partners?
In figure 5.3, you can see a case in the telecommunication sector. The first level are the
marketing objectives, then the specific sponsorship contribution to those objectives,
and finally a look at which KPIs will be used to follow performance.
Figure #5.3. – Alignment & contribution – first component of the
sponsorship dashboard. Case: telecommunications company
Key Performance Indicators (KPIs) – the Interim and Driver
Metrics
The second stage is about establishing on which indicator the program success will be
evaluated.
55
Sponsorship objectives lead to key performance indicators that reveal where results are
headed and whether or not the sponsorship program contributes actively to business
activities. It is therefore a question of defining those indicators that will show precisely
how the sponsorship program influences the different facts of performance: visibility,
brand awareness, brand image, brand affinity, sales and employee engagement.
Figure #5.4. - Commonly Used Performance Indicator Issue
Plus
The key is choosing the most meaningful indicators – those where the sponsorship can
make a difference – and the pertinent territories related to business objectives. Figure
5.5 lists a few of the most common key performance indicators emerging from the
international study. These indicators come from various sources of data collection:
consumer research, benchmarking, best practices, standards, and so on. KPIs can be
research-driven or come from a set of benchmarks that are internally accepted.
Figure #5.5. - Commonly used KPIs (Interim or ‘Driver’ Metrics)
56
Five tips in establishing relevant KPIs
1. Be in line with the existing measures of marketing performance within the
organization – the danger for any manager is to isolate sponsorship metrics
from the other marketing metrics.
2. Take into consideration all of the internal data/research available. From the
quarterly brand reporting to the consumer satisfaction survey, dig internally
before buying measurement facilities externally.
3. Consider the “ultimate success criteria.” Even if a sponsorship serves multiple
objectives and indicators, there should always be one that stands out as the
“ultimate” performance indicator for the C-Suite. Any dashboard needs to take
this into consideration.
4. One objective can mean one or two performance indicators.
5. Respect the lifecycle of the sponsorship – the market, sponsorship
environment, sponsorship status and, more important, the duration of the
relationship.
The standard texts on sponsorship outline traditional measurement methods including
pre- and post-event research with participants, media value and brand awareness.
However, sponsors can cast their net wider by creating their own internal
measurement scales. In all of the case studies reviewed, benchmarking was observed to
be a common practice used to offset inadequate research budgets. Indicators such as
sponsor-property fit, consumer reaction to the activation and degree of proximity to
targets are also used.
The emergence of benchmarking in sponsorship is a new concept. In our research,
more than half of the brands were using benchmarks, based on internal data or
managers and team experiences, to assess the performance of sponsorship projects.
This practice is understandable as dedicated sponsorship research budgets are
decreasing.
Sponsorship is not
different from any
other marketing
discipline and needs
to be analyzed with
this multipleindicator
perspective, all
working short term
or long term in the
interest of business
profits.
Moving the consumer through the consumer buying system
The KPIs are more than a static picture of results; you need to organize them in a
marketing funnel where you can analyse how consumers are moving from one step to
the other, from brand awareness to brand appreciation, to brand affinity, etc. In the first
stage of a partnership, visibility and brand awareness indicators are critical. At the next
stage, image and affinity are the areas to address. Ultimately, the goal is to move
consumers to the sales zone.
57
Tactical parameters (inputs)
In the last 30 years, the measurement process was limited to the key performance
indicators level, not getting really into the details and the mechanisms that make a
sponsorship perform. However, best practices recently observed by various sponsors
throughout the world go further and are based on a very simple principle: each key
performance indicator can be subdivided into multiple sub-variables to explain
sponsorship performance (figure 5.5). Like any dashboard, we need to look below the
water to really understand how results are building and achieved.
Tactical parameters lead to a better understanding of results and help to highlight the
way in which a given sponsor used adequate tactical components in the marketing mix
to attain results. To prepare the recipe that will achieve results for the brands, the
ingredients to be reviewed include:
• Activation – what are the tactics, the channels (media, web, social, in-field,
employees, etc.) and the expected results?
• Brand Experience – How do we deliver the brand promise? What are the
desired characteristics in term of messaging and expression?
• Sponsorship Environment – How does the sponsorship environment influence
our performance?
• Financial performance – Is each action using the available budget at its full
potential? What are our performance ratios?
• Collateral effects – How are other communication platforms or competitive
actions influencing our results?
• Specifics – Are there specifics influences internally that can impact the KPIs
(e.g., the eco-friendly aspect of a property, geographical market alignment)?
• Sales networks – What are the mechanisms in the sales networks that can
assure results?
The key activation vehicles in Canada are advertising, hosting/hospitality, branded
content, product sampling, PR, cross promotions, social media, internal marketing and
sales promotions8. In a dashboard, all those potential components of activation need to
be detailed and linked to a specific KPI in order to identify what’s working (or not).
Tactical parameters form a canvas that must be taken into account in sponsorship
marketing, since answers to many key questions related to a sponsorship program’s
performance evaluation are found here. When each tactic is linked to KPIs, you can
explain how the program performed (or not) and why, which action made all the
58
difference and which ones need to be revised. In a standard sponsorship program, we
may find more than 50 different components, from hosting, to field activation, media,
community, social, etc. – many tactics that work together, all related, forming a path to
performance that need to be tangible, and understandable.
Study of the tactical parameters will answer a lot of questions that marketers can have
about their programs: What is the impact? Do we allocate enough activation money?
What’s the right combination of tactics? Which tactics are essential to influence
consumer behavior? Which tactics can be cut without decreasing results?
A sponsorship marketing dashboard is a collection of what are believed or have been
demonstrated by research to be the most critical diagnostic and predictive metrics,
organized in a way that helps identify patterns of performance. To achieve this level of
understanding, we need to dig deep, breaking down the most relevant activation
components, and that’s what the tactics parameters section is all about.
The case of an Australian telecommunication company
By using the SIM dashboard framework, a telecommunication company was able to
identify its KPI s (top of the chart), based on consumer research, media numbers and
internal benchmarks developed to support the program comprehensiveness. This first
layer takes the temperature of the program and is mainly used to report to the CMO.
Further down, the tactical parameters map out the variables that managers need to
carefully follow to align all communication tactics with the achievement of KPI and
ultimately objectives.
Without the combination of both layers, managers cannot optimize, project or even
explain why and how sponsorship activities are meaningful and efficient for their
organization. Too often, sponsors have their KPIs but are not able to link them to
specific tactics, building their sponsorship pattern without knowing exactly what is
actively contributing to the results and what’s not. This step is crucial in making
sponsorship tangible and strategic.
59
Figure 5.6. - Tactical parameters
Benchmark, benchmark, benchmark!
The measurement of the tactical parameters can be supported by consumer research,
but mainly by benchmarks based in activation data (interactions, engagement, etc.),
quantitative and qualitative scales to compare tactics and project against each other.
Many sponsors have started developing their own systems with scales about proximity,
sponsorship clutter, level of interaction, number of touch points. The benchmarking
effort is critical to the success of any sponsorship dashboard. The best dashboards
integrate research for the KPI and scientific perceptions from the field to explain the
situation.
In Chapter 9 you will find a list of specific scales and metrics recommended for
sponsorship measurement.
Managerial foundations
This last component mostly affects the sponsorship’s managerial aspects, i.e., the
development of practical project monitoring tools, another element to take into
consideration when developing the sponsorship program (figure 5.7). Having a strong
measurement process is as important as having a well-developed dashboard.
Sponsors who understand consumer behaviour and internal processes and also make
use of their creativity can constantly learn from their projects, always keeping in mind
their target market and its evolution.
60
Certain organizations prefer using internal evaluation forms while others prefer online
tools such as PerforMind. What counts is having the right tools to build the foundation.
Figure #5.7. – Tools to Support Sponsorship Marketing
Tackling the evaluation process differently: four great benefits
Performance measurement may not only be used as a monitoring tool but also as a
work tool and a strategic tool.
During each phase of the sponsorship program, the SIM can be applied as a work tool
to think through the program using solid foundations based on best practices.
Here’s a snapshot at a final dashboard developed for a telecommunication company. It
shows the strategic alignment, the KPIs, the tactical parameters that need to be in
place to achieve results, and tools and intelligence needed to support the dashboard.
61
Figure #5.8. - Dashboard Example - Telco
The benefits of
working with a
dashboard are to
understand the
relation between
input and outcome,
to grade the force of
your efforts, to
control your actions,
to move from
anecdotes to
strategic guidance.
This type of strategic measurement approach leads to four key benefits:
1. Scientific planning
Evaluation models must be based on decisions regarding the sponsorship
program’s future, not its past.
Measurement tools have often been perceived as tools to demonstrate results
and justify budgets. But they should also give direction to planning activities by
providing the most details possible. This is particularly true in the area of
sponsorships. Sponsors who have taken the time to build their sponsorship
dashboard and who have also taken an interest in its “recipe for success” also
improve the management of their actions. By carefully analyzing their indicators,
they are able to determine whether or not each dollar invested has been invested
in the right area of their operations. For instance, they can determine that, for
the next two years, their program will only focus on two indicators, e.g.,
awareness and image, but that affinity with consumers can be the priority during
the third year.
The multi-indicator perspective and the understanding of tactical parameters will
lead to an overall view of the various mechanisms behind your sponsorship
program – the ones that make your program tick – thereby enabling you to make
enlightened decisions. These are not decisions based on an assessment of the
62
program’s property or on market trends, but decisions based on trends that are
essential for business performance and your sponsorship portfolio.
2. A forecasting model
With the SIM, the task of measuring sponsorships is no longer limited to
monitoring results. Metrics can help forecast results as well. When we know the
path we will take to reach our objectives, we are in a better position to redesign
and improve it, to make it shorter and more efficient. A new – but real –
approach allows sponsors to do what was considered impossible a few years ago:
commit to quantitative performance objectives.
An intelligent sponsorship system enables marketing specialists not only to give
themselves the means to see further and to optimize their program on a financial
level, it also provides them with the tools to control its implementation as much
as possible. In short, intelligent sponsorship systems give marketing specialists the
means to understand and replicate efficient sponsorship patterns related to their
category/brand.
3.Tangible results
In this respect, sponsorship marketing is not only an art but a science. The
greatest achievements in this field have often been the result of enterprising
brand managers who were not afraid of taking risks. With the SIM, this situation
is changing, since it is now easier to quickly understand and demonstrate a
sponsorship’s potential role within an organization. With the SIM, marketers are
now able to determine just how results are generated from beginning to end,
from objectives to activations.
The greatest gain acquired through this dashboard remains the ability to
introduce intangible elements and give them meaning within the process of
creating value for the sponsor.
By combining a quantitative approach with a qualitative approach, the intangible
becomes tangible in the sponsorship performance equation.
4. Zooming in on what counts
The last benefit is being able to distinguish a sponsorship program’s critical
elements in order to set them apart from the less important ones.
By breaking down their sponsorship programs into indicators and tactics
parameters, and by aligning these parameters with objectives and with
consumers, managers can make certain that each action is pertinent and makes a
difference.
63
Too often, managers add tactics to their sponsorship programs year after year.
But adding tactics does not mean improving performance. The strategic
measurement approach requires that each action be linked to an objective. This is
what allows managers to zoom in on the elements that are critical to a program’s
existence and to do away with the non-essentials, thereby ensuring that the rate
of return of the chosen investment is as high as possible.
Business Case: Loto-Québec and Les rendez-vous LotoQuébec
Loto-Québec is a provincial lottery corporation with a simple mission: managing games
of chance and gambling in Quebec. In 2004, they created the sponsorship and
community involvement program, Les Rendez-vous Loto-Québec, partnering with more
than 120 festivals. The program is more than a traditional sponsorship program, but an
integrated MarCom platform broadcasting the brand, products and social responsibility
initiatives on many channels, from field, television, web, social media, employee
engagement and B2B hosting.
In 2011, the program succeeded for a third consecutive year to make Loto-Québec the
most recognized sponsor in Quebec, outperforming such major advertisers as Bell,
Molson and Videotron. To achieve and maintain a high level of performance, from 2008
Loto-Québec put in place a SIM dashboard which was annually adapted, optimized and
used to review their sponsorship achievements and business contribution.
“The dashboard enables my team to truly understand what tactics were working
and what needed to be fine-tuned. Sponsorship is not a perfect science, but the
dashboard helped make it more tangible and ultimately more achievable.”
– Lucie Lamoureux, Corporate Director, Sponsorship and Social Engagement,
Loto-Québec
Here is a snapshot at the 2009 dashboard, and interpretation of the results:
64
Figure #5.9. - Loto Quebec Dashboard 2009
65
The program had three different objectives, all linked (with a set of colours) to KPIs
(measured by consumer research), that are all related to tactics parameters. For
example, in RED, the program visibility and awareness KPIs are influenced by the
sponsorship environment, the activation level measured in terms of interaction level
and quality (evaluated with internal benchmarks and scales), and finally by the media
campaign in support where the contribution of each channel is isolated.
This data enables the Loto-Québec team to analyse the performance in detail. For
example, in 2009, the increase of program visibility was mainly caused by an increase in
the “percentage of field visibility” and by the television campaign; other activation
components played a more limited role. This analysis was essential to prepare the 2010
plan, where the team cut back on radio, print and web to increase field and television
effectiveness. The dashboard enables Loto-Québec to make tangible intuition they had
about their program effectiveness.
Noted Lucie Lamoureux: “Any sponsorship manager with years of experience knows
how to perform in sponsorship. Our biggest challenge is to make it tangible and
explainable for our marketing colleagues who are used to GRP and cost-per-click.”
Without a clear snapshot of performance with a dashboard, many analyses and
demonstrations are not possible in a tangible manner.
For the other set of KPIs regarding field activation contribution to brand indicators,
they saw an important increase in performance in the KPI, but importantly in some of
the other metrics that had been in decline. Again, by only looking at the KPI (taking the
temperature) everything seemed normal. But going deeper they needed to modify
certain aspects of the sponsorship to keep the growth going. This specific analysis on
the dashboard made tangible intangible tactics components that are critical to the
activation success.
The Loto-Québec sponsorship dashboard also measures such “side effect” components
as the general media coverage of the brand and the favourability of sponsorship in the
market – key measures that can have a direct influence on the sponsorship program’s
performance.
The dashboard is central in the management of the Loto-Québec sponsorship program
internally and externally in relation with their agency.
In year 1 of implementation, it permitted an improvement in the budget
allocation/efficiency by 10%, which meant more dollars could be assigned to specific
tactics and properties that generated a major proportion of the results.
In year 2, the dashboard was a key tool to improve the activation choices, cutting back
on radio placement to move to field and online.
66
Today, it is still the premier tool to optimize/fine-tune the program and to protect its
raison d’être within the organization.
From validation to planning: a tool for the future
Too many brands make too little use of measurement methods or use them simply to
validate their results. Rather, sponsorship measurement methods should be used first
and foremost as planning and strategic tools.
For each sponsorship program, it is possible for managers to create their own
intelligent sponsorship dashboard in order to improve the performance and
development of their program and, ultimately, its contribution to business aims and
objectives.
Through the four components of the SIM, sponsors must make sure their actions are
aligned with their objectives, each key performance indicator is supported by tactics
parameters, and each tactic parameter is aligned with the characteristics of the target
market they wish to influence.
This is not a revolutionary approach. It is an approach based on a very simple
observation, but a new insight for sponsorship marketing: everything is connected. For
too long, we have only looked at visibility, brand awareness, brand image, brand affinity
and sales indicators in silos, without considering the relationship between these
indicators and the elements they are linked to that ultimately generate results.
Sponsorship is a great web of relationships and tactics that mutually influence each
other. To better measure sponsorship programs, managers must take an interest in each
relationship within the web to understand how it is built.
Exploring such a web and making it tangible by using the SIM. Applying a process to
efficiently justify the choices and investments we make. Using a tool that establishes
measurement practices focused on business results and a clear understanding of the
elements that generate performance. These are all elements of a methodology that
moves sponsorship marketing from an intangible and difficult-to-measure discipline to
an analytical and strategic one, which benefits both sponsors and sponsored properties.
This is how we approach the limitations of sponsorship marketing: by making tangible
the elements of a program that we were unable to see in the past – elements we could
only understand through the results provided by easily apparent indicators.
The ultimate aim is clear: by using sound and relevant measurement practices we will
be in the best position to innovate in the field of sponsorship marketing.
67
Special thanks:
Lucie Lamoureux, Director Sponsorship and Social involvement, Loto-Québec, for
sharing her dashboard with the industry and actively contributing to the
development of the SIM.
Sébastien Fauré, CEO of Bleublancrouge, for reviewing this chapter and its guidance
in making the SIM and sponsorship more tangible for practitioners.
Footnotes
68
1
Masterman, Guy (2007). Sponsorship, for a return on investment, Oxford: Elsevier.
2
Porter, Michael E.; Kramer, Mark R.. Harvard Business Review, Strategy & Society –
The Link between Competitive Advantage and Corporate Social Responsibility,
December 2006
3
Canadian Sponsorship Landscape Study, 2011.
4
5
Cornwell, T. Bettina, Clinton S. Weeks et Donald P. Roy (2005). "SPONSORSHIPLINKED MARKETING: OPENING THE BLACK BOX", Journal of Advertising, 34
(2), 21-42.
6
Meenaghan, Tony (2005). "Evaluating Sponsorship Effects" in Global Sport
Sponsorship, John Amis and T. Bettina Cornwell, Oxford: BERG.
7
Davenport, Thomas H.. Harvard Business Review, Nov2009, Vol. 87 Issue 11,
p117-123
8
CHAPTER 6: — By ALAN MIDDLETON
MarCom measurement: PR, direct
marketing, promotion and the dashboard
Abstract:Three other marketing communications vehicles demonstrate this paper’s
continuing theme.While individual assessment vehicle by vehicle can still be done, it
is getting more and more difficult as these activities are more and more integrated
with each other and those activities described in previous chapters.The very
strength of the dashboard approach is that it is well suited to tracking multi-media
integrated campaigns as well as allowing detailed investigation at times when the
dashboard is showing less than satisfactory progress.
6.1. Public relations and publicity
Essentially a channel of indirect influence, PR spending is surging. Not only are the
traditional activities of media conferences and releases, events and crisis management
planning and response increasing, but a great deal of social media can be viewed as PR.
Overt advertising on social media sites can be seen as advertising, but when a marketer
influences a person in a social network to be a fan of their brand and to tell others, the
communication model is much closer to PR than advertising. Indeed, while in North
America a lot of the social media activity is run out of promotion and/or media
agencies, in the UK the PR agencies dominate as service suppliers.
Traditionally viewed as one of the hardest MarCom categories to measure, it has also
suffered from only being measured in its own media-specific terms; hence, measures
like the volume and favourability of coverage, and advertising value equivalents (AVEs).
Events measures were audience reached, cost and occasionally some pre/post attitude
measures.
However, the need for more rigorous measurement has had a significant impact on the
industry, at least in the way it ‘positions’ itself.
The Institute for Public Relations states:
“It is often difficult to separate public relations programs and activities (such as
publicity efforts, distribution of informational materials, the holding of special events
or shows, etc.) from marketing communications (point-of-purchase promotional
69
6: MARCOM MEASUREMENT: PR, DIRECT MARKETING, PROMOTION AND THE DASHBOARD
activities, coupon redemption programs, special contests and give-away activities,
etc.) and from advertising (paid print and broadcast messages, cyberspace
commercials, etc.) . . .
We suggest that instead of trying to measure PR as a total entity, steps be taken to
measure the effectiveness of individual or particular PR activities, such as
measuring the effectiveness of particular PR efforts, or a particular community
relations program, or a special event or trade show activity, or a government affairs
or lobbying effort, or a speaker’s program, or an investor relations activity, and so
on.”
While there is a need to understand the performance of PR per se, the trend is to
measure PR’s impact as part of an integrated MarCom approach.
This is largely the approach that has been adopted by researchers and practitioners in
Public Relations. As some (Stacks & Bowen) have pointed out three objectives can be
found in any PR campaign and as such, need measurement:
i) Informational: getting the information to the appropriate audiences. In other
words, the information has to be sent via media releases, videos, tweets, etc. This
can be measured just by a simple count. In the terms of this paper, this is the
Input activity. However the communication should be received and understood.
So some Interim metrics are needed: recall, comprehension and so on.
ii) Motivation: among the target group, what is their level of agreement with the
messages and are there any intended behavioural changes. Here, again, Interim
metrics are needed, anything from message acceptance or rejection, degree of
interest and any outtake measures.
(The Dictionary of Public Relations Measurement and Research defines outtake
measures as:
“Measurement of what audiences have understood and/or heeded and/or
responded to a communication product’s call to seek further information from
PR messages prior to measuring an outcome; audience reaction to the receipt of
a communication product, including favorability of the product recall and
retention of the message embedded in the product, and whether the audience
heeded or responded to a call for information or action within the message.”)
The outtake measurement can include content analysis of opinion, including tone
(positive, negative, neutral) and accuracy.
iii) Behavioural: these are still in our terms Interim metrics, but in PR terms
closer to being Outcomes. This will include things like decisions to adopt a
proposal, purchase, recommendation or high likelihood to adopt.
70
Overall campaigns then have two sets of indicators that can be used on a PR dashboard
and integrated with other activity. First indicators like sales, responses, enquiries and
costs that have to do with actions; then second, indicators like credibility, reputation,
confidence and trust that have to do with attitudes. One set of researchers
(Michaelson & Stacks) have created an acronym to capture these measurable
objectives, which if not an ROI can create an ROE (Return on Expectation). The
acronym is ‘BASIC’ and the objectives are:
– Build awareness
– Advance knowledge
– Sustain relevance
– Initiate action
– Create advocacy
The objectives of the PR effort will vary, and depending on these, the strategies, actions
and therefore measures will vary.
Edelman, an independent global PR company, has created a measurement task force and
is developing metrics around the following areas:
– Outputs: the measurable results of one program or campaign tactics. Tools:
Media monitoring and basic media analytics like # of blog mentions, # of site
visits, % favourable, % social media discussion, etc.
– Outcomes: how a program/campaign impacts attitude and opinion of the target
audience. Measures not only who the program is reaching but what is being
said. Tools: advanced media analytics and PR dashboards with awareness,
consideration, agreement with brand positioning, recommendations, etc.
– Impacts: how a program or campaign changes behaviour of the target audience
or impacts real world events. Tools: omnibus surveys and stakeholder interviews
for message testing and pre/post analyses, etc.
– Relative Returns: how a program or campaign delivers measurable results
relative to other investment choices. Tools: analysis and attitude research and
predictive modeling.
With the rise of social media in its non-advertising form, the objective is most often, to
create advocacy so that the outtake measures are improvements in reputation and trust
by the recipient of the message. To transform this to an Outcome in PR terms means
measures that are, as defined by the Dictionary of Public Relations Measurement and
Research:
71
“Quantifiable changes in awareness, knowledge, attitude, opinion and behaviour
levels that occur as a result of a public relations program or campaign; an effect,
consequence, or impact of a set of communication activities or products, and may
be either short term (immediate) or long term.”
In terms of a PR dashboard alone, these are legitimate Outcome measures. In terms of
our overall MarCom dashboard, they are Interim measures that we need to understand
in relation to other MarCom activity. Chapter 9 has a listing of these PR metrics in the
context of the others in marketing communication.
6.2. Direct marketing
Direct marketing is one component of the MarCom mix that has been favoured, as
measurement has been relatively easy in comparison to the other elements of the mix.
By definition, the Direct Marketing Council indicates:
“Direct Marketing generates profitable business results by using targeted
communications to engage specific audiences through a combination of relevant
messaging and offers that can be tracked, measured, analyzed, stored and
leveraged to drive future marketing initiatives.”
Outside of internet-based activity, including Search Engine Marketing (which was
covered in Chapter 4) and social media (discussed in both Chapters 4 and 6.1.); there
are two major features of contemporary direct marketing.
i). The first feature is the database. The depth and breadth of the database allows
basic analytics to identify a customer segment and relationship strategy
including lifetime customer value assessments. Further than that, by data
mining and predictive analytics work more sophisticated modeling can be used
to infer preference and behaviour patterns for use in better targeting and
profiling.
Here metrics can include both Interim and Outcome as via controlled inputs,
behavioural outcomes can be directly measured.
Database activity has shown huge growth, especially under the rubric of loyalty
marketing. In loyalty marketing, the players include independents like Air Miles,
Aeroplan and even the niche-oriented credit card brands gathering data from across
different marketers and customers. The range of behaviours that are stored with these
organizations are huge: just look at an incomplete list of the range of marketers signed
on with Air Miles: Amazon.ca, Apple, Banana Republic, Bath & Body Works, Best
Western, Budget Car & Truck Rental, ChaptersIndigo, Chatelaine Magazine-Rogers
Publishing, Dell.ca, Disney, eBay, footlocker, Gap, Holiday Inn, L.L. Bean, Marlin Travel,
72
Office Depot, Peoples Jewellers, Roots, Sears, Shell, The Shopping Channel, Victoria’s
Secret.
The ability via predictive modeling to mine obvious data but also inferential data from
this range of shopping is substantial.
But the independents are not the only ones in loyalty marketing. Loyalty programs with
database capability exist with singular organizations like Canadian Tire, Shoppers and its
Optimum card; and with partnerships like Cineplex and Scotiabank.
Both of these types of organizations have connected with social media sites. For
example, the Cineplex/Scotiabank partnership is now connected with Facebook. And,
of course, social media sites are themselves providing huge behavioural, and in some
cases attitudinal, data bases.These include the following, with unique monthly visitors in
March 2012 indicated in brackets: Facebook (750 million), Twitter (250 million),
LinkedIn (110 million), MySpace (70.5 million), Google Plus (65 million).
ii).The second feature is the myriad of communication channels now available for
a direct response campaign. The terminology now seems to call these
‘response media’: e-mail, direct mail, DRTV, print (including FSIs), radio,
digital/interactive/mobile, out-of-home.
Measures here are no longer just direct response-based like cost per customer, cost
per conversion, etc., but they are also awareness, liking, image (especially when these
activities are integrated with other MarCom media like sponsorships).
Chapter 9 lists a number of the measures used.
Here, though, the pattern is similar to all marketing communications. While measures
to assess individual media effectiveness exist and are important, the trend is for more
blending of media, and therefore a greater need to view total integrated media
campaigns and assess them on an integrated dashboard.
6.3. Sales promotion – consumer and trade
Defined as activity that provides special incentives to bring about immediate purchase
response or loyalty (purchase continuity), the idea is to create more urgency/saving
around the purchase decision to either encourage staying with the regular brand or
switching. Again, here too the pattern is a shift from promotion-specific measures like
response rates to integrated MarCom campaign measures.
Consumer promotion has vehicles that are very traditional as well as very new.
Couponing is old, and at time of recessions very well utilized, yet technology has
enabled much more specific targeting and multi-media availability like on-line. Contests
and lotteries are old, yet use of technology has again enabled multi-platform games and
73
entry (including mobile) as well as social media cross-overs. And, of course, Tim
Hortons’ ‘Roll up the Rim to Win’ is now a national institution. Point of Purchase, in
many instances, is now digital and interactive media that can reach beyond the specific
display or store. Sampling is not only live and real time but virtual and time-moveable.
And as we saw in the sponsorship marketing section, sponsored events are no longer
stand-alone events but fully integrated experience and activation opportunities.
Measurement of the couponing or rebate activity has always been whether the financial
impact was positive or not. A classic formula would be:
Face Value of coupon + retailer handling charge + clearing house handling charge x
distribution (cost/M x # of HHs) + printing cost. Then an estimated redemption cost.
This is all then compared to the incremental revenue versus expected ‘normal’ revenue.
Over time, though, marketers have recognized that there is often an additional brand
cost: if the price reductions are too deep, too frequent or too regular then the price
commanded by the brand may be devalued in the consumer’s mind.
As so much of this MarCom activity was designed to work at the point of purchase or
decision point, it had to achieve two objectives: first, provide that immediate stimulus
to action, and second integrate with other MarCom activity. As such, evaluating the
effectiveness of this kind of activity as part of a broader activity is not new. Once again,
Chapter 9 lists a number of metrics for this activity.
74
CHAPTER 7: — By WENDY ROBERTSON
The case for better dashboards – the new
marketing performance dashboard
Abstract: While dashboards are not new, Marketing Performance Management
(“MPM”) as a professional discipline is new. Driven by explosive growth in data,
and the daily marketing experiments conducted in digital environments, MPM
offers the best chance to discover unfolding competitive advantage that can be
driven by marketing. For the P&L-driven marketer, dashboards are the front line of
the next performance marketing economy.
There is good news for marketing professionals who push performance to the top of
their agenda. “Marketing performance measurement dashboards that reach across both
online and offline measurements are back on the list of transformational projects,” says the
CMO Council Study 2011.
This ‘transformational’ moment in marketing history is brought to you by technology.
The reason to make MPM a priority is that this marketing transformation’ is now about
support of, and a better understanding of improving business performance. Now
marketing’s wide ranging ambitions are being focused by the organization on driving
profitable revenue growth.
This priority will bring marketers closer to Enterprise Business Intelligence (BI) than
they have ever been before. It will also complete the transition to accountability that
marketing has previously only tentatively embraced. This is not to say that marketing
hasn’t been engaged in performance measurement before now, but the use and misuse
of marketing dashboards has made it difficult to argue that a “transformational” event
has occurred.
In the past, marketing people have tended to use dashboards as a better way to share
spreadsheet-based reporting. The Canadian survey reported in Chapter 2 tends to
support this. Dashboards may have helped to train people how to look for
performance, and in this sense dashboards have been good for marketing. But they have
been neither particularly analytic nor complete. From the point of view of CEOs and
Boards, they should carry a disclaimer. One that starts out with the standard legal
75
7: THE CASE FOR BETTER DASHBOARDS – THE NEW MARKETING PERFORMANCE DASHBOARD
position: The opinions expressed are those of the authors of the dashboards and do not
necessarily reflect the views of …
So what has been the problem?
Typically dashboards have represented only a thin layer of data. In that case, the
disclaimer could become even more explicit, commenting on the source data. Like this
one we noticed on a financial services website:
The data and commentary on this dashboard has been prepared for information
purposes only and is based on information believed to be reliable. No
representation is made that it is accurate or complete, and no responsibility is
accepted for the use of or reliance on information provided herein, under any
circumstances.
The point is that dashboards based on static data, neither real-time nor robust, will
offer limited insight. Performance, by nature, is forward looking, whereas dashboard
data often lags the changing market opportunity. That would require yet another
disclaimer:
Opinions expressed are subject to change without notice.The presenting executives
do not provide any guarantee or opinion on the accuracy or currency of any
commentary. Opinions expressed are current opinions only and based on
something that someone told them.
In essence, a dashboard which carries an adequate disclaimer sets up the challenge we
now face in the use of dashboards for Marketing Performance Management.
Marketing Performance Dashboards should have no such disclaimer.
In order to be a reliable support for brand, marketing and marketing communications
strategy a dashboard for marketing performance needs to overcome these
shortcomings. It must have:
1. Data that people agree is the best version of the truth
2. Applied business rules to the data that are consistent and transparent
3. Frequent, near-time or real time tracking of measures that is relevant to
marketing.
4. The ability to see an insight simply by looking at the graphics.
76
CASE #1: CMO Marketing Performance Management
Dashboard – the big picture
A CMO’s dashboard should be built to support the current view of performance, and
refresh every time it is opened with new information and the opportunity of fresh
insight.
What kind of insight? A Marketing Performance Dashboard should be ready-built to
support a performance narrative and a business case for marketing.
The CMO dashboard below is comprised of many different current views of
performance, reflecting the expanded marketing footprint for ‘trans’ or ‘crossmarketing’ channels, regions and activities.
A CMO dashboard should incorporate reliably repeatable source data representing the
marketer’s scope, and those of his or her peers in sales, finance, and operations.
In the case of the CMO’s dashboard, the graphs and narrative should expose the range
of performance metrics and their variance from expected or planned performance. Not
just what it is, but what it isn’t doing to transform the business with financial
effectiveness.
What insight can a CMO see in a dashboard?
Consolidated View
Line up a forecast (blue)
and a KPI (red)
Experiment
Experiment
to to
align
performance
align
performance
.
See how marketing investments stack up on a calendar basis
The holistic view of marketing performance shows that the marketing baseline in blue
projected a much higher return on investment for marketing than it did in the second
half of the period.
The difference between the first and second half of the period is the marketing mix.
The gap between baseline (blue) and actual (red) is closer with the new marketing mix.
It appears that the market mix modeling is working. What changed?
• Less unaddressed direct marketing
• More online marketing
77
How is that translating to increased business performance?
There is a higher likelihood of completed purchases in both the Direct Mail and Online
channels:
KPI by Channel
Understand the channels that are
driving your business and focus on
the channels that deliver
See how performance migrates by
channel over time
And increased purchase intent among prospective customers:
How are your marketing
investments impacting your
brand scores or web hits
Align spending and brand
78
And, in the context of the entire dashboard, other important metrics for the business,
in this case applications and approvals are also shown.
CMO Dashboard
See when where and how
your team has invested its
marketing budget
How is
performance
against plan?
Channels
to watch.
Key
metrics to
watch
Align Brand
Health and
Web
Analytics
What data is used in the presentation of these dashboards?
Data
Sources
Rules
Online/Offline campaigns
Media Billing System, XLS,
CRM
Costs and other
expense rules
Periodization
Customer Engagement
Weblogs, Call logs
Lead stage alignment
Time stamp
Sales and Revenue
EDW, Industry competitive
Periodization
Brand Tracking
Proprietary, Syndicated
Time series
79
Implications for the dashboard:
Even though the information and reporting may look familiar, it is no longer static. In
order to inspire new business outcomes, the dashboard will include data and ideas
outside of traditional marketing measurements and the ability to align with Enterprise
IT, Operations and Finance level data. Now that marketing is integrating more with
business strategy, the visualization of every changing data will be the critical component
to move forward.
Marketing executives also know that dashboards will be under closer scrutiny by
Enterprise-grade IT and IS departments. Their influence will set new criteria for the
marketing dashboard. That management consulting firms are setting their sights on
marketing performance is a sign that marketing is finally becoming fully integrated into
business strategy.
Clients, in my view, are finding it more credible to reach into marketing from
technology.
What is the role of technology in marketing transformation? Competition from
Management Consulting groups brings a new level of seriousness with which to
consider marketing’s relationship with performance.
“The largest brands in the world were getting incomplete solutions from their
myriad vendors. Clients, in my view, are finding it more credible to reach into
marketing from technology.” CMO, Accenture.
It’s not just the dashboard, but the source of the data, and the designer of the
dashboard that needs credibility.
“Ask your memory the right questions,” says Art Markman, in the Harvard Business Review.
How can marketers ask their memory the right questions? For a dashboard to be
provocative, it has to support a narrative and inspire new questions about what can be
seen.
A dashboard should remind marketers of the different kinds of memory they do have. If
a dashboard presents a top-line view of shipments, or weather, or web clicks, the
marketer may come up with new questions that the data behind the dashboard can
answer.
By creating a better organizational memory for marketing performance, the marketer
gains new credibility and the ability to ‘ask the right questions’.
Don’t think different. Think about different things. The pace of change is driving all
kinds of behaviour. In the last decade we were urged to “think different” by Apple.
80
Now, as marketers, we are challenged to think about different things that are not the
exclusive domain of marketing.
The dashboard for marketing performance is different than the average KPI scorecard.
Whereas scorecards in general may rely on fairly disconnected data sources, a
performance dashboard, properly executed, should rely on a variety of performance
metrics that are reliably repeatable, integrated and managed specifically for marketing
performance. To be truly progressive, it should show more than the popular historical
data, but what’s ahead.
A marketing performance dashboard should create confidence:
1. An expanded performance footprint (context)
2. Set up to show variance and trends (baseline)
3. Able to attribute business performance (accountability)
4. Inspire next questions and drill down capabilities (collaboration)
In the examples to follow we will review how the dashboard itself can be quite
rudimentary while the performance opportunity might be quite sophisticated.
Borrowing from Dr. Middleton’s nod to Eckerson’s work in chapter one of this book,
“performance dashboards knit together the data, applications, and rules that drive what users
see on their screen.”
CASE #2: Regional Marketing Performance Management:
looking for revenue growth
The main message focuses on revenue growth as the bellwether for regional
differences.
Regional Differences are the performance focus.
Overall growth is moving
in the right direction ʹ
Region 3 is a concern.
81
To validate the point visually, actual trends in the regions are mapped. Region 3 can be
seen to fall steeply from parity to sub-performance. At the same time, Region 1 is
ascendant:
Regional differences exposed.
Region 1 sales performance is tied
closely to weather and responds to
media investment n
Overall growth is moving
in the right direction ʹ
Region 3 is a concern.
Region 2 performance has an
opposite relationship to weather and
is less responsive to media ʹ but
shows strong web response.
Region 3 performance does not
involve weather, but shows sales
and web response to media
What are the marketing levers? Why is region 1 succeeding?
The marketing mix appear to be similar, and messaging, if you drill into campaign level
data, shows the same content. It appears that weather is a factor. And it is more of a
factor the more mature the business is in the region. This dashboard will tell marketers
when a region is maturing and can support tests to drive performance in markets that
are not mature.
What are the dashboard components?
82
Data
Source
Rules
Media Advertising
Media Billing System
Time series
In store Promotion
Excel
Grey spending rules
Daily store sales
POS system
Aggregation
Daily temperature
Canadian Weather Service
Daily Mean
Let’s test this performance dashboard for content:
Complete and accurate source data
Data is normalized and transferred to the
dashboard’s data model
Applications and business rules that reside
in the data model
Business rules are applied in the data model
and the rules themselves are applied in the
software
Tracking and measurement that show
performance easily and visually
Regular data loading provides in-time
updates to the dashboard exposing
variances without further modeling.
Attribution of insights and actions
Annotation points to visual insight and
proposed actions
Does this marketing performance dashboard expose the required business
performance?
A wider performance footprint than the one
you want to look at (context)
Campaign spending, performance, sales
performance, external conditions are
presented equally.
Whether or not there is variance from
what’s expected (a baseline)
Weather is the baseline, with the
assumption that sales performance rides
with temperature.
Attributed insight into the opportunity for
business performance (accountability)
Annotation attributes the insight of
demonstrated difference between two
otherwise similar markets.
Inspire new questions and drill down
(collaboration)
What is the market by market performance
opportunity for weather related planning
changes to price promotions or media
campaigns, for instance.
A universal data model supports the changing marketing
experiments.
An effective dashboard, whether it’s for marketing performance or anything else, can be
robust and inclusive of many types of data. The difference between marketing
performance dashboards, and all other dashboards, is that performance focuses on
83
more than output data (like sales). For performance management you need input data
(like campaigns, pricing and promotion detail) to expose the performance relationships
and opportunities.
That Input data is critical. Whereas dashboards often promote data which is largely
outcome based (traffic and sales), it is about events that have already occurred. Input
data can be forward looking and tracked in real time.
The marketing performance dashboard is the next generation of dashboards. By using
technology and business analytics more extensively, the dashboard better fulfills its role
as a true analytic tool taking it way beyond listing of metrics on a scorecard.
84
CHAPTER 8.— By ALAN MIDDLETON
Building brand, marketing and marketing
communications dashboards
Abstract: Much of the success of dashboards lays not only in the choice of metrics,
but the determination of which are the primary drivers.These need to be
measured consistently so as to derive enough data points for trend analysis and for
use in cause-effect analysis.The Input – Interim (Driver) Metric – Outcome model
is the core of dashboard use whether or not, like a scorecard, it compares data with
objectives.This graphic format allows questioning and analysis, which is its primary
value.
Start up and management of a dashboard requires a team that blends the skills of
marketers and technologists with strong project management. Once the dashboard is
developed, it must be constantly reviewed to ensure it is current. The costs will be
small relative to total sales or MarCom spending for most organizations, but will
require an adequate budget as they are always totally or semi-customized to the
organization.
1. Critical success factors
The keys to successful dashboards are:
i) Identification of the Key Performance Indicators (KPIs): the Interim metrics
which are important as Driver Metrics or Outcome Metrics as well as the Input
Metrics.
As Eckerson says:
“It is easy to define outcome metrics, but it takes imagination to identify driver
metrics. One must follow the trail backwards from results measured by an outcome
metric to a first mover driver. Because each outcome metric has numerous drivers,
the key to defining effective drivers is to find one or two that have the greatest
impact on results desired.”
Part of the value of the dashboard is that it allows observation of the interaction
between Inputs – Interim/Driver Metrics and Outcome Metrics. In this way, over time
the user can get a sense of which Driver Metrics have the greatest outcome effects.
85
8: BUILDING BRAND, MARKETING AND MARKETING COMMUNICATIONS DASHBOARDS
Chapter 9 indicates a number of possible metrics for each of the brand, marketing and
marketing communications dashboards. This list is neither exhaustive nor appropriate
for all organizations, but it does list some of the most popular metrics that are used in
brand, marketing and MarCom measurement and is intended to be a starting point for
readers to develop their own metrics.
Back in 2003, Tim Ambler in his excellent Marketing and the Bottom Line book
distinguished between two main approaches to metrics selection: general and tailored.
The general approach tries to keep the number of metrics to a few so that comparable
data can be compared across a number of business units/organizations. His suggested
metrics included three P&L measures: (i) revenue, and (ii) profit (what we term
Outcome Metrics) and (iii) marketing expenditure (what we term Input Metrics). He
also included seven ‘brand equity’ types of metrics: awareness, preference, customer
thoughts and feelings, brand loyalty (both attitudinal and behavioural), availability and
relative price (what we term Interim or possibly Driver Metrics).
The tailored approach required metrics that were specific to the brand, company or
industry. Pauwels, Ambler et al cite Johnson and Johnson’s inclusion of the
‘consideration set’ as an addition in their dashboard as it emerged as a key driver.
ii) Measurement of those metrics in a rigorous manner and over sufficient time
(enough data points) to allow trend identification.
Additionally, the data must be consistently available for enough time to allow trend
analysis. This may delay the start of a dashboard if there is insufficient data on key
metrics. Qualitative metrics can be included if gathered on a comparative scale, eg., a
Likert 1 – 5 satisfaction scale.
iii) While a list of metrics to compare progress against objectives in a scorecard
form has great value, the most analytic form is the dashboard.
Pre-set objectives or target-based scorecards have real value. Indeed this may be the
most appropriate form to present in the C Suite. The value of the dashboard within
brand management, marketing and MarCom is to prompt analysis, and as such
historical/current patterns and the interrelationship of Driver Metrics with Outcome
Metrics should be in a form to aid investigation. While progress versus objectives is
one part of analysis, it is not all. Both are needed to prompt question and the graphic
form is the best way for most users to understand changes in patterns and
interrelationships.
iv) A clear Input – Interim/Driver Metrics – Outcome format for the dashboard
The beauty of the dashboard is that through data-backed graphics the flow of cause86
effect can be examined. This single benefit is a significant aid to analysis and
understanding of the non-linear dynamics of brand management, marketing and
MarCom. The dashboard must allow this linkage.
v) A recognition that the most effective forms of dashboards ‘fit’ or ‘nest’ with
the others; however, any one of these can be developed on their own and still
provide huge value.
As indicated earlier, the ideal situation is that the MarCom dashboard fits or nests in
the marketing dashboard and the marketing dashboard fits/nests within the overall
balanced scorecard. At each level up, a shortened version of the metrics will be used
but the core measures will be the same. The same will be true of the brand
management dashboard and its relation to the marketing and MarCom dashboards.
However, even if there is no balanced scorecard or marketing dashboard there is
enormous value in a MarCom dashboard. The aids to analysis and understanding in the
data collection and formatting alone will be huge. Then the ability to investigate and
analyze the MarCom data is hugely enhanced.
vi) Support from the senior management, not just in marketing but across the ‘C’
Suite
What is important is that a senior executive back or, better still, initiates the dashboard
(certainly for marketing and MarCom, the Chief Marketing Officer/VP or Chief
MarCom Officer/VP). In this way, access to the data is authorized and agreement on
metrics is across the whole function. It works even better if the dashboard is accepted
across all the senior management, and especially the CEO, CFO and CIO.
vii) Involvement of the finance/accounting department
Ideally, there should be the involvement of whichever department handles data and
financial information for the organization. The dashboard will need to include data that
on key metrics is consistent across the organization. In addition, a finance/accounting
perspective will be most useful in the design of the whole dashboard. Additionally if
anyone has a business performance management background, this would also be a huge
asset.
2. Dashboard development
Reibstein et al propose five stages of dashboard development, each of which form
discrete activities:
i) Selecting the key metrics
ii) Populating the dashboard with data
87
iii) Establishing relationships between the dashboard items
iv) Forecasting and ‘what if’ analysis
v) Connecting to financial consequences
In the previous section we discussed the first two stages. Not an easy task. As such, in
the next section we have made some suggestions of the process for this work.
Establishing relationships between dashboard items can be done in two ways:
First, management judgment. Rigorous thinking about how the key management
conceives of the Input – Interim/Driver – Outcome metric relationship is needed here,
ideally backed by solid research. Some relationships are well established in both
academic and practitioner literature (e.g., advertising liking and positive brand
associations), others will have to be discussed and developed by your organization. In
many instances, initial use of the dashboard has itself aided in an understanding of these
relationships. One of the very powerful features of a dashboard’s graphic representation
is that the viewer can see changes and their effects which triggers that most important
of marketing analysis questions, “why?”
Second, some form of modeling. Using regression analysis or other more sophisticated
models, dashboards can be developed using modeled relationships. These can be
designed and sourced either internally or from external consultants. In Chapter 7 we
showed some cases of what can be accomplished with modeling and in Chapter 9
some sources that can help in this process.
Whichever method is used, this process is at the heart of dashboard value, as Pauwels,
Ambler et al indicate:
“This step moves the dashboard from a simple presentation of information to a
deeper understanding of the business and a decision support system.”
Stage (iv) forecasting and ‘what if’ analyses can happen; after the modeling of the past
has taken place (what happened and why), the dashboard owners can move to some
“what if” analyses.
Stage (v), which Pauwels, Ambler et al call connecting to financial consequences, is
another of the great advantages of a marketing or MarCom dashboard. The
accounting/finance department have to get involved and with that process (outlined in
the next section) marketing begins to connect with the financial information system,
and as a result begins the path toward better explanation and credibility of the
measurement of marketing and MarCom effectiveness.
88
3. Managing the dashboard
This next section will discuss set up, management and maintenance of a dashboard.
i) Develop a dashboard team
Identify four roles: first, a project champion to represent the project at senior executive
level, then second, a lead project manager. Both should have knowledge of marketing
and marketing communications and some data and technology knowledge (so they can
act as connectors between the marketing and marketing communications groups), and
the technical team internally or externally who will build the dashboard.
Third, there must be the Key Performance Indicator (KPI) team: this will be the group
to take primary responsibility for the metrics chosen and for the identification over
time as to which are the ‘drivers’. Last, the technical team will be the group that
translates the metrics into a working application.
ii) Develop and obtain a budget and a timetable for the dashboard development
While it is difficult to give a firm price for development as the dashboard will differ so
much depending on the industry, the company and the type of dashboard, the cost is
not small in dollar terms, but is tiny as a percentage of sales, of marketing spending and
of MarCom spending for most organizations. Get estimates from suppliers and from
internal teams and be sure they have both the consulting capability and the ability in
statistical modeling and predictive analytics.
iii) Development phase
During development there should be a constant review and testing process. The team
should be meeting regularly and checking that the developments meet the objectives
set for the dashboard. Time should be built in for tests and simulations so that users
can test the developments.
iv) Launch phase training
There is no point in development of the dashboard without widespread training in its
use for all marketing and related staff (e.g., Finance). This should also enable the
establishment of a user advisory council who will take responsibility to input ideas and
changes to the dashboard team.
v) Monitor and refine usage
Marketplaces change; as such, an ongoing responsibility of the dashboard team is the
monitoring and refining of the process and the metrics used. Keeping the dashboard
updated is a critical role.
89
vi) Promote the dashboard internally
Part of building a performance-based culture in an organization is the successful
installation of tools like the dashboard that encourage a constant focus on learning and
improvement. Succeeding with a dashboard that truly helps track MarCom effectiveness
in the non-linear world of customers and marketing communications is a wonderful
case history to be shared.
However the dashboard team must be careful of overpromising. Success with a brand,
marketing or MarCom dashboard is not getting predictions/forecasts perfect. It will
never happen. Success is the level and quality of analytic support it provides the
marketing team with the actions they take. Success is therefore more insightful analytics
and feedback loops that result in demonstrably more successful strategies and
execution.
The dashboard must, therefore, be actively promoted internally not only in the
marketing and marketing communications groups. This is not just a responsibility of the
launch phase: it must be ongoing. The dashboard needs to be fully understood by, and
engaged with, all departments in the organization, but particularly sales, accounting &
finance, HR and, most important, the senior executive team in the C Suite.
Every marketing, marketing communications and marketing services manager should go
through dashboard training so its use becomes automatic. In order to accomplish this,
the dashboard team takes on the responsibility for not only managing it and keeping it
up to date, but also the ongoing training.
4. From brief to pilot to dashboard: tips from a practitioner
by Wendy Robertson
The first step in creating a dashboard doesn’t start with designing the visualization layer
from the available data. It starts with a much more defined task, and that is to
determine how the dashboard will become important, to whom and for what reasons,
and what it will cost to develop and maintain over time.
90
Your ambition for the dashboard needs to be spelled out clearly in a very conventional
way, in a brief.
Marketing people know how to write a brief, and a brief for a marketing dashboard is
no different than a brief for a marketing campaign.
?
Dashboard Thesis: What’s the big picture? What’s going on in the market?
What is changing in the marketing organization? Can you summarize your thesis into
one sentence? For example:
Marketing is having difficulty communicating the new media data outcomes to the
organization and can use dashboards to improve the understanding of the effects
of the new media strategies and tactics deployed and their relationship to business
performance.
What is the purpose of the dashboard?
A concise statement of the effect the dashboard should have on the organization. This
is typically expressed as an action and frequently focused either on what you want the
organization to think, to feel, or to do. For example:
The dashboard will frame the results of social media in the context of all other
marketing communications to support understanding of its effects.
What do we want to show?
What’s the single most important thing we can say to achieve the objective? This
should be a simple sentence (or sentences) expressing a specific idea (or ideas). Avoid
generalities because they result in ambiguous communications. For example:
This dashboard will confirm when a marketing communication strategy or tactic is
successful and whether it is sustainable.
How will the dashboard provide the ‘reasons to believe?’
List the rational and emotional reasons for the target market to believe what we want
them to believe, and do what we want them to do. What else can we say to achieve the
objective? For example:
You can be certain of what you see in the dashboard. It has considered all of the
important data that is available to be reviewed, and can form the basis for forwardlooking decisions.
?
Whose data will we need? What metrics will we use?
Stakeholders and their data are collaborators and critical to the success of the
dashboard. The more precise and detailed the brief, the better.
91
Multiple versions of the dashboard that draw from the same data may be required
What
functional
partner
Name(s)
What data?
Business
Strategy
Market data
and conditions
Finance and
Operations
Revenue &
Profitability
Sales
Transactions
Distribution
Shipments
Customer
Support
Contact
Centre
Marketing
Joe Smith,
VP Marketing
Campaign
Source
Delivery
Sign Off
AOR
Monthly
JS
Will it support the business objective?
You should then pursue the development stages Alan Middleton indicated earlier in this
chapter.
92
Budget, timing and ROI
Set a budget for a data trial to find the right model: $10-$25k
Remember that the underlying data model is critical to the success of your dashboard,
its acceptance and ultimately its ability to provoke change. Internal resources and
external suppliers may be required to accomplish this task. Expect $10-$25k in time
and expenses.
Dashboard design: $2k-$25k
Develop an alpha dashboard (an initial attempt) to validate the data and process. This
step is critical for validating the data chains and determining whether the dashboard
captures the MarCom information you want. Pilot the dashboard to recruit the right
stakeholder interest. Once the alpha is created, collaborate with data owners to
determine what changes, if any, are needed to the dashboard, measurement, and
reporting processes. Then create a beta version. This is the version you should socialize
with stakeholders.
Dashboard automation: $25-$250k
Then take your dashboard into production: Automate data and visualization layers to
report to stakeholders from 2 to 200 (or more).
ROI: An initial investment of $37 to $300k can return its investment in two ways:
1. Effectiveness: better data supported research and decision making based on
more clearly observed and understood interrelationships between Inputs –
Interim Metrics and Outputs.
2. Efficiency: Reporting cycles and shared resources are better utilized and clearer.
As a rule, a 5x ROI on automation of data and visualization can be expected.
5. A special note on brand dashboards
by Alan Middleton
This chapter has laid out the process for establishing and running a dashboard. It
applies to any of the dashboards discussed in this paper. We have focused on the
MarCom dashboard because encouraging improvements in marketing communications
effectiveness is one of the objectives of the ACA, the publishers of this paper. We have
shown earlier how the MarCom dashboard fits or nests with the marketing dashboard
and that with the enterprise’s balanced scorecard.
93
However, increasingly a brand dashboard with a broader perspective than just marketing
is necessary for reasons addressed earlier and particularly in chapter 3. Both this
chapter and Exhibit II indicate that metrics in this dashboard need to cover more than
just marketing or customer focused metrics. In most organizations a major goal is to
improve brand equity for the customer and improve brand value for the organization –
itself an important and measurable outcome measure. This requires not only strong
commercial performance, but as pointed out, strong cultural and community
performance. These require different metrics from different sources. These require
engagement with different departments in the organization such as HR, Procurement,
External Relations, the Board, and so on.
Cultural performance requires knowledge, insight and therefore measures of the health
of the internal culture and its intersection with the external culture. As such, measures
like employee retention, turnover, engagement and motivation are critical, as well as the
customer service impact.
Community performance requires knowledge, insight and therefore measures of
stakeholder engagement/corporate social responsibility activities and outcomes. We
suggest that five linked areas need to be examined:
– Supplier treatment including fair trade practices
– Environmental sustainability practices
– Ethical practices internally and externally
– Governance transparency
– Philanthropy
Each of these, and their combined effect, is increasingly important in brand choice and
in the success of the organization in general.
Measurement of not only the commercial performance of a brand and organization, but
also its cultural and community performance, is a requirement now. The question every
CEO must ask is what returns is my organization delivering to each stakeholder – not
only the shareholder, but also the employee, supplier, local community, government,
NGOs, environment and national community. The Europeans call this the stakeholder
model, and following the Lehman crisis and the low regard for business (see Edelman
2012), a number of leading edge thinkers in organizations like McKinsey and the
Harvard School of Business are focusing on it (see Bower et al 2011). The brand
dashboard and its connection to the enterprise balanced scorecard are important
measures of an organization’s progress in this more complex world.
94
Brand, marketing and marketing
communications dashboard metrics
Overview
The metrics used in brand, marketing and marketing communications dashboards are
many. Most are well known and well utilized in the industry. However, in too many
cases the analysis of effect stops at Interim measures. Even though many of these will
be ‘drivers’ of successful outcomes, it is not adequate to halt analysis, and therefore the
dashboard, at this point. As such, the metrics listed in this chapter are sorted into the
Input – Interim – Outcome model we have described earlier. Which of the Interim
metrics are ‘Driver’/KPIs must be determined over time.
Additionally, since the growth of new digital and social media, the metrics emerging for
the evaluation of these must be considered for the MarCom dashboard.
Furthermore, as we consider brand dashboards and the implications of Chapter 3, a
whole set of new metrics for the culture and community aspects must be added in
consideration.
All of these are now incorporated in the following pages. The list is not exhaustive as
different industries have different measures. It is, however, hoped that this list will
stimulate some thoughts about what should be included.
Issues
The very range of measures to be considered can be alarming. Which to include and
which to leave out? We tackled this difficult issue a little in the previous chapter, but
the following additional points need to be made:
– There is a need for experimentation. Your initial decisions should be made based
on the research and market knowledge that you already have accumulated. From
there on you will need to use the dashboard to observe and learn what Interim
metrics seem to drive short- and longer-term outcomes.
– Marketing communications mixes are now diverse and extensive. The dashboard
is not the place to learn about individual media. Rather, the dashboard should be
95
9: BRAND, MARKETING AND MARKETING COMMUNICATIONS DASHBOARD METRICS
used to understand the impacts of integrated MarCom campaigns and how one
integrated approach at one point in time impacts Interim metrics and Outcomes
versus a different approach at another
– Remember to look for ‘nesting’ or integrating opportunities either across
departments/activities or, importantly, upward into brand and/or enterprise level
dashboards.
The Metrics
1. Brand Measures
Input
‘Interim’ Metrics (some ‘Drivers’ )
Outcomes
Brand behaviour (purchase
penetration frequency, volume,
Share of Customer SOM)
Sales Revenue
I. Commercial
% Distribution
MarCom Spending and SOV
Retail Price vs. Competition
Product blind evaluation
Brand awareness and salience
SOM
Margin
Profitability
Product comparisons
Brand associations/
attitudes/personality
Brand equity
Brand identified product
evaluation
Differentiation vs. Competition
Brand Value
Brand differentiation versus
competition
YOY Growth
Customer Service
Brand relationship (attitudinal
loyalty, net promoter score)
Customer service scores
2. Culture
Historical customer and
employee satisfaction
Training quantity/
frequency/quality
Current employee training and
communication in core
purpose and values
Business process effectiveness
Recruitment criteria and
communication
Innovation and sustainability
budgets
Internal communication quality
and frequency
Ratio of applicants/ job postings
and quality of job applicants
96
Innovation-based productivity
Best employer/place to work
Employee churn
3. Community
Historical CSR brand reputation
on 5 activities:
i) Suppliers
(Fair Corporate Trade) ranking
ii) Sustainability Practices
Tracking measures of five activities
and collaboration with
Community partners (social,
educational, cultural)
CSR - Aspen Institute
Knights
Reputation
Leading Industry standards
on 5 practices
iii) Ethical practices
Tracking tracking
iv) Governance Transparency
v) Philanthropy Amount
and effectiveness
1I. Marketing Measures
Input
Outcomes
% Distribution; Revenue;
Brand awareness, salience,
associations, attitudes, personality;
Sale
MarCom spending and SOV;
Retail price vs Competitors
Product blind + identified
evaluation;
Customer service
Brand buying behaviour:
frequency, quantity, share of
customer, SOM
Brand relationship: attitudinal
loyalty
Margin;
SOM;
Brand Equity
Brand Value;
Net promoter score;
Customer service scores
97
III. MarCom Measures
Input
Outcomes
Brand awareness, salience,
associations, attitudes, personality
Brand equity
Media Advertising
Spending and SOV;
Creative pre-tests for message
response, brand linkage
Advertising awareness,
associations, attitudes,
personality, engagement
Media objective measures
(CPM, CPR)
Audience impressions delivered
Digital & Social Media
Spending,
Creative
User demographics,
psychographics, behavioural,
referral, location and intention
data
Total Customer Value*
CSAT
(Customer satisfaction)
Likes, friends of fans,
‘talking about it’
Clicks, followers, fans, engagement,
views, check-ins
Network size
Amplification rate, conversion
rate, traffic, sentiment
• Total Customer Value is an emerging measure based on: Net Promoter Score x
Absolute Influence x Relative Influence x Advocacy Intention x Advocacy at
Point of Purchase or Post Purchase x Actual Referrals
98
Input
Outcomes
Page views and impressions, unique
visitors, total visits, stickiness,
click-through rates;
Ad impressions, response rates,
conversion rates, customer
commitment and satisfaction,
churn, loyalty, bounce rate, mobile
visits, browser type, device,
geography, traffic sources, new vs.
returning visits, reach, lift – in site
visits, view through conversions
Sales
(attributed to web/internet)
Response rate, cost/response,
cost/buyer, cost/piece, closing rate,
retention rate, conversion rate,
recency of purchase, frequency of
purchase, brand loyalty
Sales
Web Sites/On-line
Spending
Design
Brand equity
Direct Marketing
Spending
#/% target group reached
# of flights
Creative
Target CPA
Offer cost
Share of Customer
Margin
Margin/offer
Cost/acquisition, customer LTV
Penetration, Avg. retention cost
Breakeven sales
Consumer Promotions
Spending
Brand and Promotion awareness
Sales
Type and frequency of activity
Brand and Promotion image
and personality
Margin
Coverage of Target Group
Creative
Brand equity
Purchase intent, Trial, repeat
purchase, redemption rates,
volumes, share of 1 customer,
incremental purchase
99
Sponsorship Marketing
Spending
# and type of events
Rights fees
Activation spending
Visibility, awareness, attitudes,
brand and sponsorship image and
associations, activation metrics:
sponsorship-based trial and
purchase
Brand equity and value
Sales
Margin
Brand equity ‘fit’; retail distribution
and display
B2B Hospitality tracking
Retail distribution and impact
Employee and stakeholder
engagement
Public Relations/Publicity
Press releases, VNRs
Tweets, Events
Spending
# and type of events
Press conferences
# of media hits/placements,
volume/quality of content
coverage, media equivalency
ratings
Advertising Value Equivalents,
positioning and share, cost per
impression
Message awareness and
acceptance, adoption,
recommendation, advocacy
100
Brand equity
Brand Value
Reputation audit
Conclusions – hints and horrors:
how to prepare for them and
why it is all worthwhile
Hints and Horrors
Some cautions based on experience developing dashboards are worth noting so that
the reader can prepare.
1. Gain C Suite support for the project, especially the CEO, CFO and CMO. Then
the whole process can not only receive the priority attention it deserves, but
also the dashboard can reflect the goals and objectives for the organization at its
broadest stakeholder level.
2. Like early experience with the balanced scorecard, the sheer number of available
metrics may be overwhelming. A key challenge to the dashboard team is to not
only identify the most powerful driver metrics, but to make sure that none
measure the same thing. The use of only a few of the most powerful driver
metrics may not be 100% accomplished for the first time dashboard, so it
requires the constant review and refreshment of metrics referred to in the
previous chapter. Experimentation is critical and is in itself an analysis process
with huge value to the organization. The KISS principle does rule, but only after
the complexity of the data has been understood.
3. Input metrics tend to be the easiest metrics for organizations to identify and
source. Often the second easiest source are interim metrics that are not drivers
or that are really Input metrics, e.g., number of recipe books distributed, volume
of press clippings, etc. It is somewhat surprising that so much marketing activity
has good data on the activity itself but not enough on the outcome, e.g., recipe
books distributed data, but nothing on whether they are used and more
importantly, whether their use increases consumption. The dashboard team has a
key role in sorting out the significance of each metric and which are the ‘Driver’
metrics/KPIs.
4. Starting a dashboard requires historical information, usually in order to source
enough data points, as much as 2 - 3 years. This may take time to assemble given
101
10: CONCLUSIONS – HINTS AND HORRORS: HOW TO PREPARE FOR THEM
point #2 above; it may be the very important key metrics that have the least
consistent measurement. As such, additional research and budget revisions may
be needed after the initial dashboard audit.
5. Too many organizations get started with one CMO/VP Marketing but fail to
institutionalize its activity, and when the CMO moves on the dashboard either
gets dropped or falls into disuse. Extensive training and use of the dashboard and
the involvement of the finance/accounting department will help institutionalize
the dashboard as well as ensuring full value is sourced from its use.
6. Dashboards are neither easy to develop nor to manage. However, the immense
value in its use will more than pay back the effort.
7. Dashboards appear to be costly. Indeed, there are costs associated with its
development and maintenance. However, these additional costs should be
considered:
– relative to the large spending on marketing communications, it will mostly be a
small proportion;
– relative to the outcome revenues and margins, it will be a tiny proportion relative
to the opportunity to improving effectiveness;
– even relative to market research spending, there may be opportunities to
reallocate monies from less important, less strategic research, and especially from
research done to satisfy ‘political’ motives.
8. Dashboard development can be done internally, using off the shelf software or by
hiring consultants to set up the dashboard and train the staff. Decisions as to
which route to take should be based on:
i) The importance of marketing communications to the business results and the
expenditures on it
ii) The commitment of the organization to analysis of the information and its
willingness and ability to take action based on the results of the analysis
iii) The competences of staff in the organization to develop appropriate
dashboards or if not, the availability of external capabilities
iv) Cost
Off-the-shelf software mostly illustrates data graphically, which in and of itself is
valuable. However, the more important the decisions that result, the better it is to have
dashboards modeled specifically for the organization and industry involved. Customized
dashboards cost more, but if the importance of MarCom is high and its budgets are
102
high, these costs are small relative to the value of good and fully appropriate data and
analysis.
9. Although dashboards will give immediate value in enabling the sharing of data and
analysis, the major value comes over time in the disciplined focus on cause and
effect that its use encourages. Too often a short term mentality in management
does not see value in waiting for this value to emerge. However, the response
must be that without this feedback loop approach, organizations are condemned
to repeating the same mistakes without learning when to change strategy or
action. In a constantly, and rapidly, changing world, this becomes a serious
liability.
Resources
In addition to the Bibliography in Exhibit IV, as we researched this topic we came
across a number of resources that might be helpful. Though not exhaustive, some 15
organizations offering either/both marketing or MarCom dashboard software or
consulting are listed below:
• Allocadia www.allocadia.com
• Aperandi www.aperandi.com
• BeyeNetwork www.b-eye-network.com
• Birt on Demand www.birt-exchnage.com
• Brightpoint Consulting www.brightpointinc.com
• Concentrix www.concentrix.co.uk
• Custometrics www.custometrics.com
• Demand Metric www.demandmetric.com
• Dundas www.dundas.com
• Eloqua www.eloqua.com
• Klipfolio www.klipfolio.com
• Kneebone www.kneebone.com
• Lenskold Group www.lenskold.com
• Marketing Analytics Inc. www.marketinganalytics.com
• MarketingNPV www.marketingNPV.com
103
• Marketo www.marketo.com
• Mr. Dashboard www.mrdashboard.com
• ACNielsen www.acnielsen.com
• SiSense Dashboard Software www.sisense.com
• Tableau Software www.tableausoftware.com
Conclusions – why it is all worthwhile
Surveys done in the U.S., Europe and Canada all indicate that marketing budgets are the
budgets most often cut. This is because all too often the effectiveness question is left
unanswered. There is increasing expectation for marketing and marketing
communications to justify its strategies, its tactics and its spending. ROI is an
inappropriate measure, but a dashboard that clearly and graphically illustrates Input –
Interim (‘driver’) effects – Outcomes allows answers to the effectiveness questions, as
well as providing insightful clues and cues to reasons why, and therefore opportunities
for continuous improvement.
In an era where because of relatively slow domestic growth in North American
markets, there is a huge focus on accountability for greater effectiveness in marketing
strategy, activity and spending at all levels of the enterprise, a marketing and marketing
communications dashboard that is well designed, well informed and well utilized is no
longer an option but a necessity.
104
EXHIBIT I
Author Biographies
Azim Alibhai
Azim began his career in Media in the late 1990s at Ogilvy & Mather. The plan? To move
into account services … “as soon as possible.” Fast forward to today and it still hasn’t
happened. Azim had found his true calling – the connections and touch points of
brands known as “media.”
Career stops have included Sharpe Blackmore Euro RSCG, where Azim mastered the
art and science of direct response with clients such as Dell Canada and Sprint. At
Genesis Media he was head of the direct response division and led integrated planning
for various clients including Panasonic, Remax, and Desjardin’s Disnat brand. He then
went on to found his first successful company, The Media Cottage, a boutique media
agency serving the MGA Insurance industry.
Most recently, Azim was Vice President, Media Director at Due North
Communications, one of Canada’s few remaining independent full service agencies.
Currently Azim is President of Mediagenic Inc, his latest startup that provides media
consulting services to agencies, clients, and digital publishers.
A media and strategy geek at heart, Azim has been featured in numerous industry
publications. When Azim is not blogging or tweeting, serving on the Canadian
Marketing Association’s Brand Council or building yet another start up, he is either
pursuing his passion for German cars or busy in court fighting speeding tickets. He can
also be found making the case to his wife that it is perfectly normal for his two young
children to make car noises at the dinner table.
Simon Cazelais
Simon is Director, Alliance Marketing at bleublancrouge, one of Canada’s top
communication marketing agencies.
Simon Cazelais has almost 10 years of experience in the field, helping businesses
maximize the potential of this marketing channel. In 2008, following a worldwide study,
105
AUTHOR BIOGRAPHIES
he created the first sponsorship dashboard – the Sponsorship Insight Model – a
methodology now used by many national and international firms.
Simon believes alliance marketing should have a strategic purpose within each
organization. This conviction drives his day-to-day work with such leading global and
Canadian sponsors as Western Union, MasterCard, Kraft, Toyota, TELUS, LotoQuébec, Metro and more.
Simon is recognized as a leading thinker in the field of sponsorship and event marketing.
In 2010, he coauthored La Commandite au Québec [Sponsorship in Quebec], and he is
frequently invited to share his perspective on event sponsorship and marketing at
seminars and conferences in Canada and abroad.
Simon also teaches Sponsorship Management and the Sponsorship Insight Model at
HEC Montreal and the Schulich Executive Education Centre – York University.
Jeannette Hanna
Perhaps it’s her journalism training that drives Jeannette’s obsession with distilling the
stories of organizations and places. As co-author of Ikonica, A Field Guide to Canada’s
Brandscape she explored the interdependencies of commerce, culture and community.
It’s a theme that’s been honed over her long tenure as the brand strategy lead for
Spencer Francey Peters (later, CundariSFP) and then as a co-founder of Trajectory
where she is currently. Her client roster reflects Jeannette’s range – from billion dollar
enterprises to innovative start-ups – across a broad spectrum of sectors: finance,
technology, energy, healthcare, tourism, economic development and education.
During the year you’ll find her at conferences, regular stints with business schools or
featured in publications (Canadian Business, Design Management Journal, Municipal World,
among others) sharing insights on the new realities of brand and business strategy.
Jeannette is co-chair of the Centre for Innovation for Wellspring, the cancer support
group. She is a contributing author to the recently published book, Rediscovering the
Wealth of Places. Jeannette serves on the Canadian Marketing Association’s Brand
Council and as a Board member for the Design Management Institute (Boston).
Alan C. Middleton PhD
His 25 year practitioner career includes marketing roles with the Universal Oil
Products Company (UOP Inc.) in Chicago, USA, and Esso Petroleum in Oslo, Norway,
and a career in advertising with the J. Walter Thompson (JWT) advertising agency. He
106
AUTHOR BIOGRAPHIES
worked in London, England and then Toronto, Canada where he ended up as President
of Enterprise Advertising Associates, a JWT subsidiary. He then became President/CEO
of JWT Japan and was made Executive Vice President and a Board Director of the
worldwide J. Walter Thompson Company.
Leaving JWT in the 1990s to spend time consulting and training in China and Canada,
he subsequently completed his PhD and commenced his academic career. Currently on
the faculty at the Schulich School of Business at York University, he has taught at
Rutgers Graduate School of Business in the U.S., and business schools in Argentina,
China, India, Russia and Thailand.
In September 2001, he took over as Executive Director of the Schulich Executive
Education Centre (SEEC). SEEC runs non-degree programs for over 10,000 executives
and managers a year in North America and internationally.
Alan co-authored the books Advertising Works II (with John Dalla Costa) and Ikonica – A
Fieldguide to Canada’s Brandscape (with Jeannette Hanna). He has published papers for
the ACA on Client-Agency compensation strategies and Client – Agency Relations and
the original 2005 work Measuring Marketing Communications Returns – ROI or Dashboard?
He has many book chapters published including “Integrated Marketing
Communications” in the ICA’s Excellence in Brand Communications and most recently
(2011) “City Branding – Inward Investment” a chapter on Toronto in City Branding,
edited by Keith Dinnie . He is a co-founder of the CASSIES advertising awards and coauthored the first book of the winners. In 2005, he was inducted into the Canadian
Marketing Hall of Legends in the mentor category and in 2012 received the ACA Gold
Medal Award.
Wendy Robertson
Wendy Robertson is a subject matter expert working with disruptive people and
technologies to realize true marketing transformation and business performance. She
co-founded an innovative cross-channel marketing performance management platform,
Kneebone Inc, and has worked with 3 of the 5 major banks, leading CPG, Telco and
Retail companies to understand what assistance Marketers expect from technology.
Marketing people are the natural connectors in business, and Wendy helps Marketers
formalize the relationship between their marketing decisions and the complex, multichannel, high-technology environment they face. Her unique perspective draws on her
software experience and her work in Marketing services and Advertising; an interest
started during undergraduate studies in English and Psychology at Queen's University.
107
EXHIBIT II.
Dashboards in Canada – Research Details
Twelve senior marketing executives were interviewed between June 14 and September
2, 2011. Their names and organizations are listed at the end of this Exhibit. For
confidentiality reasons, answers are not specifically attributed.
1. There is a widespread adoption of a number of different measurement systems
by the group we talked to as can be seen below: all but two had some form of
scorecard or dashboard;
n = 12
Balanced Scorecard
5
Performance Scorecard
6
Brand Dashboard
2
Marketing Dashboard
6
Marketing Communications Dashboard
5
None of the above
2
By the respondents’ own admission, most of what was being described as scorecards or
dashboards were in fact just a collection of important metrics, but as they were being
systematically collected, we have included them under the described headings. As one
respondent described their work:
“In fact, what is referred here as a dashboard is more the sum of all the research
reports conducted during the year on all programs of the MarCom annual plan.
Therefore, the metrics are those used to evaluate the advertising programs and the
sponsorship programs executed during the year, plus those from the monthly sales
report.”
Additionally, what was striking was how few had a process that integrated or nested the
measurements together. In two cases there were strong links. In one, the marketing
scorecard fed directly into the corporate scorecard; in the other, the marketing
scorecard was discussed monthly in the C-Suite meetings. Of the two that did not use
108
DASHBOARDS IN CANADA – RESEARCH DETAILS
any of those listed, one had a detailed series of metrics relating specifically to their
internally developed objectives and was quite thorough. The decision had been made
that the metrics were too numerous and complicated to be fitted into a dashboard.
The other had no measures at all other than sales.
2. In all cases the CMO or Marketing Director was the senior executive in charge of
marketing, marketing budgets and the allocation of these budgets. With some, a
higher level executive was also required to approve the allocation. Additionally,
this same group was in charge of measurement of the effectiveness of both
marketing and marketing communications.
In only a couple of cases were the finance or accounting departments involved, and in
one case the strategy and planning department; otherwise, most of the activity was
based on a scorecard rather than a dashboard and had been developed in and for the
marketing group.
3. In a couple of cases the scorecards and dashboards had been used for a considerable period of time, but mostly they had been developed in the last few years:
1985 – 1995:
2
2006 – 2010:
7
Not known:
1
Not used:
2
4. In terms of the metrics used, while there were measures specific to the industry
many were common across the respondents:
In terms of a marketing/marketing communications dashboard:
Input
Share of Voice
MarCom Spending, including Ad budget by month
Interim Metrics:
Advertising - awareness, appreciation, understanding, brand link and customized
measurement tools
Sponsorship - awareness, appreciation of sponsor’s concept/event (# of participants,
like, dislike), sponsor perception (fit, +/- favourable appreciation of sponsor and
sponsor’s products)
109
Promotion – loyalty program #s and use, offer redemptions, contest entries,
brochures/calendars, etc., distributed
PR – earned media $ value, seminar/workshop attendance
Brand – usage & attitude measures including recognition/awareness (unaided and
aided), health, trial, net promoter score
Web metrics – unique visitors, average frequency
Social media - mentions (Twitter, Facebook, etc.)
Database list – #s
Partnerships
Operational initiatives
Outcome Metrics
Shipments
Sales, volume, $s, sales price (discounts & promotion)
Share of Market
Visits/Attendance - #s, $ spent/visit, frequency, f&b spending/day
Innovation: 5 new product sales, % margin in new business
Gross profit
Brand equity
Customer satisfaction
Public Sentiment/attitude
5. Summary:
A wide range of metrics used across a range of scorecards/dashboards. Notable by
their omission, even in service-based organizations, was any integration of staff
performance or satisfaction metrics, and in only one case was there an attempt at a
public sentiment measure.
In one case of an integrated process, these were handled in three dashboards – brand,
marketing and marketing communications, all of which fitted into the overall marketing
balanced scorecard as part of the corporate balanced scorecard.
110
6. Interviewees:
Sincere thanks to the following for their cooperation and contributions; titles and
position as at the time of the interview:
Mr. Mark Childs, VP Marketing, Campbell Company of Canada
Ms. Nicole Dubé, Marketing Director, Federation des producteurs de lait du
Québec
Ms. Jennifer Kemp, VP Marketing, Cisco Canada
Ms. Diana Lapointe & Ms. Valerie Sapin, Marketing Director, GazMetro
Mr. Paul Lawson, Director of Marketing & Communications, Woodbine
Entertainment Marketing
Ms. Alison Leung, Marketing Director Brand Building, Unilever Personal Care
Ms. Katherine Loughlin, Market Development Manager, Alberta Milk
Mr. Andrew Pollock, VP Marketing Meats, Maple Leaf Consumer Foods
Mr. Jason Quehl, Director of Brand Management, Red Bull Canada Ltd.
Ms. Sheila Stoneham, VP Brand & Marketing Communications, Rogers
Communications Inc.
Ms. Caroline Taubansee, Executive Director Corporate Marketing and
Community Support, Manitoba Lottery Corporation
Mr. Denis Tessier, Director, Public Works & Government Services,
Government of Canada
111
EXHIBIT III. BRAND DASHBOARD – BIBLIOGRAPHY
Ambler, T. (2003) Marketing and the Bottom Line, FT Prentice Hall
Boston Consulting Group. (2012). Marketing Capabilities for the Digital Age. New
York: The Boston Consulting Group.
Bower, J.L., Leonard, H.B. & Paine, L.S. (2011) Capitalism at Risk, Harvard Business
Review Press
Bughin, J., Doogan, J. & Vetvik, O.J. “A New Way to measure Word-of-Mouth
Marketing,” McKinsey Quarterly, 2010 #2, pp 113-116
Canadian Sponsorship Landscape Study 2011
comScore. (2012). Canada Digital Future in Focus. Toronto: comScore Inc.
Retrieved from:
http://www.comscore.com/Press_Events/Presentations_Whitepapers/2012/2012_
Canada_Digital_Future_in_Focus
Cornwell, T.B., Weeks, C.S. & Roy, D.P. (2005) “sponsorship – Linked Marketing –
Opening the Black Box”. Journal of Advertising, 34 (2), pp 21-42
Court ,D., Elzinga, D., Mulder, S. & Vetvik, O.J. “The Consumer Decision
Journey,” McKinsey Quarterly, 2009 #3, pp 96-107
Court, D. (2011, November). Winning the consumer decision journey. Retrieved
from McKinsey & Company Chief Marketing & Sales Officer Forum:
http://cmsoforum.mckinsey.com/customer-decision-journey/winning-theconsumer-decision-journey.php
Davenport, T.H., (2009) “Make Better Decisions,” Harvard Business Review,
November, pp 117-123
Davidson, H. “The next generation of brand measurement,” The Journal of Brand
Management, Vol. 5, No. 6, 1998, pp 430-439
Direct Marketing Council, Canadian Marketing Association landing page www.the
–cma.org/disciplines/direct; accessed March 8, 2012
Eckerson, W. (2011) Performance Dashboards, John Wiley & Sons
112
BRAND DASHBOARD – BIBLIOGRAPHY
Edelman April/May 2012 interviews with John Clinton, President, Edelman
Canada, and Matt Norquist, Executive VP, Strategy One, in the U.S.
Edelman Trust Barometer, 2012 Annual Global Study
Edelman, D.C. “Branding in the Digital Age,” Harvard Business Review, December
2010, pp 62-69
Franks, J. U. (2011). Media: From Chaos To Clarity Five Global Truths That Make Sense
of a Messy Media World. The Marketing Democracy
Fredrix, E. (2010, October 12). Gap Gets Rid of New Logo. Retrieved from
Huffington Post: http://www.huffingtonpost.com/2010/10/12/gap-gets-rid-of-newlogo_n_759131.html
Guigli, M. (2012, February 6). “Bodywear for H&M” #1 Ad in Super Bowl |
Bluefin Labs : Social TV Analytics. Retrieved from bluefinlabs:
http://bluefinlabs.com/blog/2012/02/06/bodywear-for-hm-1-ad-in-super-bowl/
Hanna, J. & Middleton, A.C. (2008) Ikonica – A Fieldguide to Canada’s Brandscape,
Douglas & McIntyre
Harvard Business School Case #9-510-057, “United Breaks Guitars,” August
2010
Hsu, T. (2012, January 23). McDonald’s #McDStories twitter marketing effort
goes awry – latimes.com. Retrieved from latimes.com: http://www.latimes.com/
business/money/la-fi-mo-mcdonalds-twitter-fail-20120123,0,7220567.story
IEG Sponsorship Report 2011
IEG 2011 “Decision Markets Survey,” International Event Group, Chicago, 2011
Institute for Public Relations /Julie O’Neil. “Resources for Public Relations
Educators for Teaching Research, Measurement and Evaluation,” January 2012
Kaplan, R.S. & Norton, D.P. (2001) The Strategy Focused Organization, Harvard
Business School Press
Kaplan, R.S. & Norton, D.P. (1996) The Balanced Scorecard, Harvard Business
School Press
Lenskold, J.D. (2003) Marketing ROI, McGraw Hill
Lecinski, J. (2011). A Modern Marketing Strategy – Social Media Marketing &
ZMOT from Google. Retrieved from zeromomentoftruth:
www.zeromomentoftruth.com
113
Lotan, G. (2011, May 6). Breaking Bin Laden: Visualizing the Power of a Single
Tweet | SocialFlow Blog. Retrieved from SocialFlow:
http://blog.socialflow.com/post/
5246404319/breaking-bin-laden-visualizing-the-power-of-a-single
Manly, L. (2006, August 10). ‘The Long Tail’ Forsees a Marketplace of Pixel-Size
Niches. Retrieved from The New York Times: http://www.nytimes.com/
2006/08/10/books/10manly.html?pagewanted=print
Masterman, G. (2007) Sponsorship, For a Return on Investment, Oxford, Elseviwer
Meenaghan, T. (2005) “Evaluating Sponsorship Effects” in “Global Sport
Sponsorship,” John Amis & T. Bettina Cornwell, Oxford, BERG
Melanson, D. (2010, 05 25). 2011 Audi A8 gets factory-installed wireless hotspot
option - Engadget. Retrieved 02 2012, from engadget.com:
http://www.engadget.com/2010/05/25/2011-audi-a8-gets-factory-installedwireless-hotspot-option/
Meyer, M.W. (2002) Rethinking Performance Measurement, Cambridge University
Press
Michaelson, D. & Stacks, D.W. “Standardization in Public Relations Measurement
and Evaluation,” PR Tactics, May 2011
Middleton, A.C. (2005) Measuring Marketing Communications Returns – ROI or
Dashboard? Association of Canadian Advertisers
Moffitt, S. “Wikibrands/WikiSponsorships – Managing your Properties in a FanDriven Marketplace,” at the SMCC Conference, April 2011
Norman, J. (2012, February 29). Broadcast Research Council of Canada.
Retrieved from Broadcast Research Council of Canada: http://www.brc.ca/
Past%20Presentations
O’Reilly, N. “Canadian Sponsorship Landscape Study” at the SMCC Conference,
April 7, 2011
O’Sullivan, D. & Abela A.V. “Marketing Performance Measurement Ability and
Firm Performance,” Journal of Marketing, Vol. 71, April 2007, pp 79-93
Owyang, J. “Social Media Measurement,” accessed February 8, 2011 www.webstrategist.com/blog/category/social-media-measurement
114
Pauwels, K., Ambler, T. Clark, B. LaPointe P. Reibstein D. Skiera B. Wierenga B. &
Wiesel T. “Dashboards & Marketing – Why, What, How and What Research is
Needed?” MSI Special Reports, 08-203, May 2008
Porter, M.E. & Kramer, M.R, “Creating Shared Value,” Harvard Business Review,
January-February 2011, pp 63-77
Porter, M.E. & Kramer, M.R. “Strategy and Society – The Link between
Competitive Advantage and Corporate Social Responsibility,” Harvard Business
Review, December 2006, pp 78-92
Powazek, D. (2010, December 27). Derek Powazek – 2010 December –
Retrieved from Derek Powazek – It’s pronounced poe-WAH-zek:
http://powazek.com/posts/2809
Powell, G.R. (2002) Return on Marketing Investment, RPI Press
Raggio, R.D. & Leone, R.P, “The theoretical separation of brand equity and brand
value – Managerial implications for strategic planning,” Brand Management ,Vol. 14,
No. 5, May 2007, pp 380-395
Rampersad, H.K. (2003) Total Performance Scorecard, Butterworth Heinemann
Reputation Institute “Measuring the Impact of Reputation: ROI VS. Impact,”
Reputation Intelligence, Vol. 2, Issue 3, Fall 2010, pp16-17
Salinas, G. & Ambler, T. “A taxonomy of brand valuation practice: Methodologies
and purposes,” Brand Management, Vol. 17, 1, pp 39-61
Stacks, D.W. & Bowen, S.A. “The strategic Approach: Writing Measurable
Objectives” PR Tactics, May 2011
TED@State. (2009, June). Clay Shirky: How Social Media Can Make History
Video on TED.com. Retrieved from Ted.com: http://www.ted.com/talks/clay_
shirky_how_cellphones_twitter_facebook_can_make_history.html
TVO. (2012, January 27). Piracy and the Wild, Wild Web | TVO Main. Retrieved
from theagenda: http://ww3.tvo.org/video/171777/piracy-and-wild-wild-web
Walker, B. K. (2011, March 11). Welcome to the Era of Agile Commerce.
Retrieved from Brian Walker’s Blog | Forrester Blogs: http://blogs.forrester.com/
brian_walker/11-03-11-welcome_to_the_era_of_agile_commerce
Waugh, R. (2012, January 26). YouTube Users now upload an hour of video every
second | Mail Online. Retrieved from Mail Online: http://www.dailymail.co.uk/
sciencetech/article-2091747/YouTube-users-upload-hour-video-second.html
115
Wilson, J.W., Guinan, P.J., Parise, S. & Weinberg, B.D. “What’s Your Social Media
Strategy?” Harvard Business Review, July-August, pp 23-25
Zeisser, M. “Unlocking the elusive potential of Social Networks,” McKinsey
Quarterly, 2010 # 3, pp 28-30
116

Executive Summary - Association of Canadian Advertisers

Transcription

Similar documents

Lead Manager Sell Sheet

by Multiweb by Domatica

2016 Sponsorship Prospectus

Tutorial- tooltip bar charts

Innovative ways to manage risk

to our marketing flyer

Presentation - MRIA Annual Conference 2015

Change is good, exchange is better

the brandbank service makes it quick, easy and cost