Perspectives - Millward Brown

Perspectives
2006–2007
1
Dear Friends of Millward Brown,
All of us at Millward Brown are delighted to present you with this compendium of our publications from the past 12 months. Our key objective is to
stay close to what’s happening in the world of consumers, brands, marketing and media in order to evolve and adapt to your needs in a rapidly
changing environment.
To that end, we committed to a couple of very important initiatives early in
2006. First, we moved Nigel Hollis to a newly created role of Chief Global
Analyst. Many of you will have met Nigel or seen him present over the
years so you’ll recognize him as one of our industry’s true big thinkers.
We’ve tasked Nigel with analyzing the latest trends in marketing and
providing you, our clients, with interesting (and sometimes provocative)
perspectives on these trends. One of the results of this is our monthly
Points of View series. In addition, we’ve launched a blog (www.mb-blog.
com) in an effort to engage you in an ongoing conversation about the
issues of the day. We hope you’ll visit it and weigh in with your opinions.
Additionally, our Marketing Solutions teams have launched a series of
Knowledge Points. These summarize practical and actionable learning
derived from Millward Brown’s experience and supported by our
considerable databases. We’ll be continuing this initiative and would
love to hear from you with suggestions on topics you’re interested in
learning more about.
As a global company, Millward Brown wants to share with you some of
what we know about the world’s important emerging markets. We’ve
provided both practical and fun insights about the BRICs — from what the
media landscape looks like to where to get a great meal in Sao Paulo!
Whether you’re planning to visit these countries or just want to acquaint
yourself with them from afar, we hope you will find these useful.
And finally, we have included biographies from just a few of our people
around the world so that you can get to know a little more about us.
We hope you’ll enjoy this publication and that it will open up new
conversations between you and my colleagues here at Millward Brown.
On a personal note, I’d be delighted to hear from you regarding how
we can better serve your needs!
Best regards,
Eileen Campbell
CEO, Millward Brown
eileen.campbell@us.millwardbrown.com
Table of Contents
INTRODUCTION
Points Of View
Who’s Afraid of the Big Bad DVR? ................................................................................................... 1
Neuromarketing: Beyond the Buzz................................................................................................... 5
What’s the Word?...................................................................................................................................... 9
Brands in China: Devalued or Déjà vu?......................................................................................... 13
Making the Most of the Moment of Truth.....................................................................................17
Mobile Marketing: Making a Good Connection.......................................................................... 21
Taking Gaming to the Next Level......................................................................................................25
Make Friends, Don’t Pitch Them.......................................................................................................29
A Framework For Thinking About Online Advertising............................................................33
Celebrity Power: Can Less Be More?..............................................................................................37
The Promise of Online Video.............................................................................................................. 41
Branded Content: More Than Just Showing Up.........................................................................45
Crisis Management: Is a New Prescription Needed?..............................................................49
To Pass Or To Pass It On: That Is The Viral Question..............................................................53
Engaging Consumers’ Brains: The Latest Learning.................................................................. 57
What Price A Strong Brand?............................................................................................................... 61
Knowledge Points
How should I improve the image of my brand?.........................................................................67
Five steps to brand growth................................................................................................................... 71
Making the most of your brands.......................................................................................................75
What happens when brands go dark?...........................................................................................79
How can PR affect my brand?............................................................................................................83
What makes an ad persuasive?.........................................................................................................87
Why is it so difficult to produce world class international advertising?.......................... 91
Great global ads: the secret of success.........................................................................................95
Can copy testing accurately predict advertising effectiveness?........................................ 99
Advertising in a low interest category.......................................................................................... 103
Should I use humor in advertising?.............................................................................................. 105
How can advertising be used to deliver long term growth?.............................................109
Improving the branding of your TV advertising.........................................................................113
What timelengths should I use for my TV campaign?..........................................................117
What makes a great TV ad?.............................................................................................................. 121
Do TV ads “wear out” with repeated showings?.....................................................................125
Do TV ads work harder as they “wear in”?................................................................................129
How do I improve my Awareness Index?....................................................................................133
How do I maximize my print budget?........................................................................................... 137
Can sponsorship be effective?......................................................................................................... 141
Making the most of radio advertising............................................................................................145
Emerging Markets
Brazil.............................................................................................................................................................. 151
China.............................................................................................................................................................155
India...............................................................................................................................................................159
Russia........................................................................................................................................................... 165
South Africa.............................................................................................................................................. 169
Biographies..........................................................................................................................................177
POVS
7
Who’s
Afraid
of the
Big Bad
DVR?
The advent of the
Digital Video Recorder
(DVR) — known as the
Personal Video
Recorder or PVR in
many countries — has
caused a significant stir
in the world of marketing. Increased consumer control over the
traditional advertising
medium of choice will
have significant
implications for both
media planning and
creative execution.
How will TV
advertisers
need to
adjust to
deal with
time-shifting
and fast-forwarding?
M I L L W A R D
M a r c h
B R O W N ’ S
P O V
2 0 0 6
What Makes the DVR Different?
Time-shifting and fast-forwarding have been with us for many
years. What makes the DVR or PVR different from the traditional
VCR is ease of recording, navigation and the degree of control over
content — particularly the ability to time-shift and the amount of
content that can be saved. Time-shifting is a major advantage to
viewers — either to view programs automatically pre-recorded, or
pause live TV and rejoin the action where they left off. An additional
viewer advantage, however, is the ability to fast-forward through
advertising. This does not mean that the viewer will see none of
the ad. It takes a few seconds to fast-forward through a 30-second
commercial, and while there is no sound, you do see a rapid
sequence of images. So, while ad avoidance is not completely
achieved, fast-forwarding poses a distinct threat to TV advertising
as we know it.
If Not Now, When?
Anecdotal evidence suggests that the penetration of DVRs in the
marketing community far exceeds that in the world as a whole.
In the U.S., among the entire population, penetration has yet to
exceed 10 percent, and actual penetration has consistently fallen
short of forecasts. Why has this supposedly attractive innovation
not gained more ground?
To understand this, we need to consider the practical and emotional
needs of viewers. Not all of us are Type A go-getters, who need to be
in the know all the time. For these people, busy schedules mean that
the DVR’s time-shifting capabilities are a real boon. They can schedule
their viewing just like they do their business agenda. For the rest of the
population, however, the TV remains a sanctuary from a scheduled
agenda. The TV offers a time to relax, take their minds off the hook
and let someone else make the decisions for a while.
That not everyone wishes to actively control entertainment
should come as no surprise. Most people prefer to buy or
rent movies and music rather than record them for themselves. This would account for the fact that, although
NIGEL HOLLIS
Chief Global Analyst
Millward Brown
nigel.hollis@us.millwardbrown.com
www.millwardbrown.com
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introduced at about the same time, DVD players have now achieved a U.S. penetration eight
times higher than DVRs.
So when will DVRs become a significant
factor in TV viewing? The wild card to this forecast is that cable and satellite companies will
likely push Video On Demand and interactive
technology as a means of competitive advantage,
and may bundle them into the basic package in
spite of lower-than-expected consumer interest.
Our expectation, based on the available data, is
that penetration may achieve 40 percent by
2010.
The Impact of Fast-Forwarding
In early 2005 Millward Brown conducted some
research into DVR, DVD and VCR usage. The
findings confirm that DVRs are not necessarily
bad for TV advertising. DVR users were more
likely to record lots of TV programs (43 percent
versus 27 percent for owners of DVD recorders
and 22 percent for owners of VCRs) but they are
no more likely to fast-forward than VCR owners.
In fact, fast-forwarding may not be such a bad
thing since the viewer is engaged, not out making the coffee or surfing the Web. While fastforwarding, people will be attending to the content because they might see something of
interest. This is borne out by the survey results.
While there was little difference in the proportion of DVR owners claiming to fast-forward
through ads, they are more likely than VCR
owners to claim to stop and look at the ads (42
percent versus 23 percent of VCR owners). The
DVR technology actually facilitates people
watching the ads, unlike VCRs, because people
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can see the fast-forwarded images and can
easily stop and replay the ad.
Interestingly, there is evidence from experimental research conducted in the United Kingdom
that fast-forward exposure also has an impact.
DUCKFoOT Research and Development conducted a controlled experiment of fast-forward
viewing where ads were viewed at 30 times
normal speed and concluded "x30 fast-forward
ads induced a positive emotional response."
Critically, however, this response was only
observed for ads that had previously run on
United Kingdom prime-time TV. There was no
emotional response to a set of international
ads to which respondents would not have been
exposed, suggesting that prior exposure primes
the mind to respond positively even to a subsequent, fleeting exposure.
Implications for Creative Development
In 2005 we added questions to 59 Link pretests on U.S. and U.K. ads. In spite of 63 percent of people saying that they would fast-forward ads if given the opportunity, an average of
17 percent said they would stop and watch the
specific ad tested. The range of response was
wide, from a low of 2 percent to a high of 30
percent. Likelihood of stopping and watching a
specific ad was strongly influenced by having
an interest in the brand and product category,
suggesting that high-interest product categories and high-affinity brands will have an
innate advantage in a DVR world. Fortunately
for other brands, however, the findings also
suggest that enjoyable ads have the ability to
stop people from fast-forwarding, over-riding
the effects of low category and brand interest.
A qualitative assessment of the test ads confirmed that ads featuring attractive, empathetic
characters, and motivating imagery, and which
were intriguing or featured something out of
the ordinary, were likely to perform better.
High-interest product
categories and high-affinity
brands will have an innate
advantage in a DVR world.
Of course, this research was based on what
people said they would do. While not
supported by the findings, we might also
expect strong visual icons and compelling
campaign themes to perform better in a fastforward world. When actually fast-forwarding,
all the viewers see is a sequence of images. In
order to decide whether to stop and watch an
ad, people must be able to identify — albeit at
a non-conscious level — whether the ad is
going to be of interest to them. This implies
that strong visual icons related to the category,
brand, prior ads in a campaign or target audience need to be featured in the ad, preferably
near the beginning, to ensure that viewers have
not fast-forwarded onto a new ad by the time
they consciously decide to stop and watch.
A fundamental conclusion of our research to
date is that interactive TV
shares many of the same
characteristics as
DVRs make the
remote an even
greater threat to
advertising.
magazine advertising. Traditionally, TV has been
a “lean-back” medium, with viewers happy to
follow along with the content, like tourists
following a guide in a museum. In the fast-forward future, the viewer will be actively engaged
with the content, leaning forward and searching
for items of interest, like someone following
signs to a destination. This has implications for
creative development when it comes to creating a desire to stop and watch, but we believe it
also has implications for media planning.
Implications for Media Planning
Work conducted in the 1990's by Millward
Brown demonstrated that magazine advertising
had more initial impact per exposure than TV
advertising but that, unlike TV, the impact
decayed after three opportunities to see the
ad. The conclusion was that, while interest in
the product category may have caused people
to stop and read an ad once, they had little
reason to do so again, and on subsequent
encounters with the same ad, simply turned
the page. This does not mean the ad was ineffective. Ignoring the ad on subsequent exposure was a sign that the ad had already done
its job and delivered an impression. DVR users
will have the same opportunity to consume
and then ignore TV ads that rely on product
category interest. This will have important
implications for media planning, requiring
agencies to limit frequency of exposure to a
single ad in favor of exposing viewers to multiple, complementary ads, with just enough
frequency to ensure that they are all viewed
once.
3
Of course, this finding may not apply to ads
that are enjoyable or intriguing enough to get
people to watch them multiple times, but even
here there are some interesting media implications. In order to get people to stop and watch
ads in real-time, or to stimulate the emotional
response identified by DUCKFoOT, people will
need to have seen the ads before, or to have
seen ones like them. The media
challenge will become to expose
people in a live viewing environment before the ad is
viewed in fast-forward mode.
Triggering the desire to stop
and watch will be key.
Not the End of TV Advertising as We Know It
Based on this analysis we do not believe that
DVRs are the end of TV advertising as we
know it. Rather, DVR usage will slowly change
the nature of TV viewing for some people,
some of the time.
Not all people wish to control their viewing of
TV the way early adopters do. While most
people will be willing to consume TV in a leanforward mode on occasion, we believe that
most viewing will still continue to be lean-back
viewing of live TV. Even when programming is
recorded and played back, not all ads will be
skipped, because they offer something of interest, either relevant information or enjoyable
content. If we assume a DVR penetration of 40
percent by 2010, with 33 percent viewing prerecorded content, and 80 percent of ad exposures being avoided, then only 10 percent of
potential exposure will be lost to DVR
4
Even when programming is
recorded and played back, not all
ads will be skipped.
usage. While it may be one more cut in the
effectiveness of TV advertising, it is hardly the
catastrophe that many have made it out to be.
It would take a far more aggressive scenario,
such as 60 percent penetration, 50 percent
pre-recorded viewing, and 80 percent avoidance
to lower ad exposure by 25 percent. Even under
that scenario, there is reason to believe that fastforward exposure is not without benefit. There is
little doubt, however, that for TV advertisers to
be successful in the future, advertisers and
agencies will have to become more sophisticated when it comes to developing and targeting
copy to maximize its effectiveness.
Neuromarketing:
Beyond the
Buzz
It is every market
researcher’s dream: an
objective view of consumers’ innermost
thoughts, unobscured
by the confounding
influences of interviewer
and question biases and
respondent post-rationalization. That is the
promise of "neuromarketing," an emerging
discipline which uses
neuroscience techniques to understand
consumers’ responses
to brands and marketing. So how does the
reality match up to the
promise?
M I L L W A R D
A p r i l
B R O W N ’ S
P O V
2 0 0 6
The Technology
Techniques used in neuromarketing today include both brain imaging
and brainwave measurement. Brain imaging techniques, such as
Functional Magnetic Resonance Imaging (fMRI) and magnetoencephalography (MEG), produce wonderfully detailed 3-D images which
highlight activity in different areas of the brain as the subject performs an
assigned task. However, the technology is not particularly convenient to
use; it tethers both researcher and subject to an immobile apparatus
which is expensive to operate, and it requires that the subject's head be
positioned inside a large machine.
A more flexible approach is brainwave measurement, or
Electroencephalography (EEG), which uses electrodes placed on the
scalp to measure the electrical activity of the brain. While the information it provides is much less precise than that from imaging techniques,
EEG technology has the advantage of being relatively unobtrusive, and
allows research subjects to enjoy some freedom of movement.
Beyond the Buzz – What Does It Mean?
The various brain measurement techniques show us parts of the brain
"lighting up" in response to stimuli, but what those brain responses actually mean is subject to interpretation, based on neuroscientists’ understanding of what different brain structures do. This understanding is not
as complete or stable as many believe.
For example, we reviewed the results of the fMRI experiment conducted
by neuroscientist Marco Iacoboni at UCLA in February, 2006. Five volunteers viewed ads which aired during the U.S. Super Bowl. Iacoboni
reported that a scene in one ad, in which a caveman is crushed by a
dinosaur, produced activity in the amygdala, a midbrain structure which is
present in all animals. The amygdala is involved in emotional processing,
including "fight-or-flight" responses. Iacoboni interpreted the activity in
this region as an indication that the respondents perceived the scene
as threatening.
GRAHAM PAGE
Global Director of Innovations
Millward Brown
graham.page@uk.millwardbrown.com
www.millwardbrown.com
www.mb-blog.com
5
Relying solely on the brain
response in a particular region,
without probing the subjects’
conscious experience of an event,
may lead to faulty conclusions.
However, the respondents themselves reported
that they found the ad funny. While Iacoboni
highlighted this as a "disconnect between
verbal reports on ads and brain activity while
viewing the ads," we don't really regard these
responses as contradictory. Part of the amygdala's job is to respond to sensory input which
suggests a potentially dangerous situation, e.g.,
"There's a snake!" But that same sensory input
is subsequently evaluated by other parts of the
brain, which may conclude "No, it's only a twig."
The accompanying release of tension often
manifests itself in a humorous response to a
situation which may have initially appeared
threatening. Thus the apparent disconnect
may simply be a reflection of the fact that the
brain as a whole is far greater than the sum of
its parts. Relying solely on the brain response in
a particular region, without probing the subjects’ conscious experience of an event, may
lead to faulty conclusions.
This example also raises the question of
whether neuromarketing really reveals the
"unconscious" mind. Historically, our understanding of brain function has come from work
with animals as well as people who have experienced brain damage. Much of our new
learning in this area comes from studies in
which "normal" (i.e., not brain-damaged) individuals verbalize their reactions to a stimulus,
such as a frightening picture, while their brain
activity is simultaneously observed. We are
able to associate areas of the brain with emotions because people are able to describe the
emotions they are experiencing.
6
Therefore, when we observe portions of the
brain light up, we are not so much observing
the unconscious as the neural underpinning of
a conscious experience.
which Link identified as the most emotionally
powerful. The weak brain response recorded
for scenes featuring the brand was consistent
with the Link finding that the ad was not wellbranded.
Putting Science To the Test
If neuroscience techniques can provide meaningful and discriminating results, they can
certainly be useful in consumer research.
But as a practical matter, they also need to
provide additional insights not already supplied
by survey research if they are to justify their
additional cost.
When we observe portions of the
brain light up, we are not so much
observing the unconscious as the
neural underpinning of a conscious
experience.
To put neuromarketing to the test, Millward
Brown joined forces with the U.S. company
Brainwave Science. We compared the results
of our Link™ advertising pre-test
to those obtained using
Brainwave's patented EEG
brain-measurement
technique.
The results were compelling. The scenes in the
test ad which generated the
strongest brain response were the same scenes
(For more details on this experiment, see
Admap, September, 2005.)
Clearly the Brainwave Science approach
passed the first test above; it provided meaningful insights about advertising. Yet the survey-based research yielded similar findings, so
the incremental value of the neuromarketing
data in this case is questionable. In fact, the
data from Brainwave Science could not be fully
understood without also referring to the survey
data, which uncovered the nature of the consumers’ reactions to the copy, e.g., did they feel
good or bad about what they were seeing?
Did they find the joke funny? Without answers
to questions such as these, we can't make concrete recommendations to our clients.
Implications For the Future
Our view? Current neuromarketing techniques
can't yet replace conventional market research
in brand and advertising applications.
The results yielded by brain studies are too
general and open to interpretation to be useful
in isolation, and the procedures involved are
often too cumbersome and expensive to apply
broadly. This does not mean there is no future
potential for neuroscience techniques to be
7
Current neuromarketing
techniques can't yet replace
conventional market research
in brand and advertising
applications.
applied in market research. They hold the
potential to identify the transient or early
responses to brands and advertising and so
add to our current understanding based on
introspective verbal responses.
Neuroscience remains one of the most interesting and potentially valuable avenues open to
us as researchers and we will continue to
actively investigate the merits of different
approaches as they evolve. However, we feel
reassured by our work to date that well
designed survey and qualitative approaches do
not miss anything vital. While consumer
responses may be subject to a variety of
influences, they still represent a robust means
for evaluating both brands and advertising.
What’s
the
Word?
Spurred on by the
realization that no
advertising can
match the impact of
an unsolicited
testimonial, marketers around the
world are seeking
ways to leverage
Word of Mouth. But
if marketers go too
far in trying to
manipulate Word of
Mouth, they risk not
only negating the
benefit but turning it
against their brand.
So how do you
effectively leverage
the power of personal
recommendation to build
a brand?
M I L L W A R D
A p r i l
B R O W N ’ S
P O V
2 0 0 6
People talk to each other. That’s nothing new. But increasing numbers of
marketers are now seeing an opportunity for Word of Mouth (WOM) to
play a more prominent role in their communications plan. Why?
First, there is little doubt that Word of Mouth does relate to sales and
brand performance. Projects conducted by Millward Brown find WOM to
be one of the most influential touchpoints in creating brand demand and
informing the decisions of people actively shopping a category. The
London School of Economics Advocacy Growth Study 2005 confirmed
previous work by Frederick Reichheld in the United States, finding that
“Word of Mouth advocacy is linked to company growth in the UK; the
more brand advocates you have, the higher your growth.”
Second, there is good reason to believe that Word of Mouth has more influence today than it did previously. Three factors have increased the relative
impact of WOM in today’s marketplace: increased consumer distrust of traditional marketing communications, a multiplicity of brand choices in most
product and service categories, and increased speed and breadth of dispersion of information via new communication technologies. In this environment, marketers who do not develop a strategy to harness the power of
WOM may see their brands carried away on the tide of popular opinion.
Clouding most discussions of Word of Mouth is a lack of clarity as to what
exactly is meant by the term. We use “Word of Mouth” to refer to all the
communication about brands which takes place on a consumer-to-consumer level. In the present day, this goes far beyond conversations at the
water cooler or kitchen table to include communication sent via e-mail
and mobile phones, and shared through chat rooms and blogs.
We separate these “C-to-C” messages into two types, according to their
content: Buzz and Advocacy. Buzz reflects interest in something new,
cool, different, or provocative, and forms a social currency, encouraging
“pass along” from one person to another. When shared, buzz may
reflect well on a brand, but is unlikely to influence purchase decisions directly. Advocacy, on the other hand, is Word of Mouth
communication — positive or negative — focused on a brand and
its merits. Advocacy is more likely to influence a brand choice in
NIGEL HOLLIS
Chief Global Analyst
Millward Brown
nigel.hollis@us.millwardbrown.com
www.millwardbrown.com
www.mb-blog.com
8
9
the short term, especially when it comes from a
trusted source.
ranked lowest of all and were the most likely to
be disregarded.
In terms of influencing purchase, we believe the
power of a given piece of Word of Mouth is
directly related to three factors:
We can hypothesize that the power of online
Word of Mouth is diminished by both the receiver’s lack of knowledge about who is providing
advice, and the provider’s lack of knowledge
about who is receiving it. So when can online
WOM act as a sales driver? First, when the risks
involved are small. For instance, making demo
CDs available over the Web helped the first
album from the Arctic Monkeys become the
fastest-selling debut album in British chart
history. Second, when the WOM receiver has
reason to believe the advice offered is relevant
and sincere. So advice offered in a chat room of
asthma sufferers can more readily be judged as
trustworthy than an anonymous post on a travel
site.
• The proximity of the purchase decision
• The purchaser’s need for advice
• The perceived reliability of the source
Therefore, when a confused and anxious shopper receives a recommendation from someone
he regards as knowledgeable and independent,
he is more likely to act on that advice than he is
to heed suggestions from a viral marketing piece
forwarded from a friend of a friend.
Marketers who do not develop a
strategy to harness the power of
Word of Mouth may see their
brands carried away on the tide of
popular opinion.
In the developed world, much of the interest in
Word of Mouth centers on the Web as a forum
for sharing information and advice. However,
while online WOM is extensively measured, it
comprises only a fraction of the advocacy out
there. A recent survey conducted by Millward
Brown in the United States and the United
Kingdom suggests that relatively few people use
informal sources of online information (chat
rooms, blogs, etc.) to guide their purchase decisions; the majority of shoppers turn to friends,
neighbors and colleagues for advice. Personal
contacts were considered to be far more convincing than online sources, which only narrowly
beat out company-led communications like Web
sites and salespeople. In terms of the relevance
of the information obtained, online sources
10
While most marketers like to focus on the
upside potential of Word of Mouth, it also has a
negative flip side. Negative WOM is thought to
have greater longevity and dispersion than
positive, so problems must be addressed quickly
and effectively. Witness last year’s furor over
“rootkit” software found on Sony copy-protected
compact discs. The discovery of the software,
which reportedly not only protected the music
but potentially opened the computer up to virus
attack, was announced on a blog and sparked a
wave of protest among the software and music
communities. While Sony initially tried to downplay the issue, the company was eventually
forced to withdraw the content-protected CD’s
and the fiasco is still referenced online today.
So how do you craft a strategy to harness Word
of Mouth? The following five guidelines are
based on our observations of what works,
and what does not.
Listen. Who Is Saying What?
Forget the idea that there is an elite group of
trendsetters who shape our views on life and
the universe. You need to find out who is
important in your category. The proportion of
people who are knowledgeable and willing to
share their knowledge (referred to as “transmitters”) will vary by category, and few people
qualify as transmitters in more than one category. The proportion of people willing to talk
about a product or service category is usually
related to the interest that the category
attracts. For instance, BMRB’s Target Group
Index tells us that in the UK, 9 percent of
people can be classified as transmitters when
talking about cars, but only 2 percent for
household cleaners.
Listening to what is being said now will give you
the best ideas on what might stimulate positive
Word of Mouth in the future. It can also highlight significant issues with customer experience and suggest improvements in your product, call center procedures or Web site.
Negative comments made by a current brand
user may not only dissuade potential users but
also signal a future defection.
All the successful brands that grew
through Word of Mouth have one
thing in common — they provided
a great brand experience.
Be Sure That Your Brand
Experience Can Stand
Up To Scrutiny
All the successful brands that
grew through Word of Mouth have
one thing in common. They provided a
great brand experience. Google, iPod, and
JetBlue all set out to serve a specific need and
did it well — better, in fact, than their customers
expected. As a result, those people spread the
word on the brands’ behalf.
But the power of advocacy cuts both ways.
When people develop an emotional attachment to your brand, their feelings will power
Word of Mouth — and when you disappoint
them, that Word of Mouth may be negative.
For example, the iPod, while becoming a brand
icon, has been the center of much publicly discussed discontent. When it was discovered that
the battery in the iPod could not be replaced,
loyal brand users set up Web sites to protest.
More recently, the Nano became the center of
attention when it was discovered that some of
the screens scratched easily.
When problems do develop, good CRM and
monitoring systems will serve as early warning
systems to help you remedy the situation
before negative Word of Mouth has the chance
to spread. Swift remediation of a negative
experience is not only your best defense, but
may actually result in positive WOM if customer
expectations are exceeded.
Seek Ways To Nurture Positive Word of
Mouth
Identify what will resonate most with the users
who are already willing to recommend your
brand, and then accentuate it. What makes
your product or service unique to them? What
can you give brand enthusiasts to talk about? If
there is little differentiation in the category,
what causes might be relevant both to potential transmitters and your brand's positioning?
Focus on how to create direct involvement
through advisory panels, exclusives, loyalty
and member schemes. Test new ideas out
with your existing proponents and listen to their
11
reaction. P&G’s Olay Regenerist brand recruited
consumers to an advisory panel to help craft
the Word of Mouth messaging that was later
used to launch the brand.
Keep It Real
The power of Word of Mouth is founded in
trust — trust that the person offering the advice
has the receiver’s best interests at heart. If a
brand is caught trying to fake positive WOM or
use it to actively promote marketing communication, then the backlash will be fierce. Being
found out will have a double impact. The loss of
trust reflects not just on the brand, but also on
the dupes who had previously recommended it.
They may become your most ardent detractors.
Even then, however, all may not be lost. Vichy
sought to launch its new anti-aging cream in
France using “Claire's blog.”
Because the blog was developed by the ad
agency, not a “real” person, it rapidly came
under fire for being a fake, and a few days later
was featured in a story in Le Monde. Vichy acted
quickly to redress the situation, first apologizing,
then making it transparent that the blog was
corporate, and enlisting help from bloggers
themselves. The end result was that the new
blog became a successful part of the brand
introduction, featuring uncensored testimonials
from people who had tried the product.
12
Traditional broadcast media are not
the enemies of Word of Mouth.
Choose Your Communication Channel
Appropriately
Traditional broadcast media are not the enemies
of Word of Mouth. Brand advocates are often
more interested in their category than other
users, and, as a result, are often more aware of
all forms of communication. They will magnify
even your traditional messaging if it strikes the
right chord. So if you want to craft a Word of
Mouth strategy, first figure out what is going to
resonate with your audience, then target them
with the most appropriate channels, online or
offline.
Brands in
China:
Devalued
or Déjà
vu?
The last few years have
seen intense competition among brands in
many product and
service categories in
China. Foreign brands,
faced with the twin
challenges of extending their footprint
beyond the major cities
and fending off local
competition, have
resorted to lowering
prices to drive sales.
Lower prices have
been good for consumers, but tough
on margins.
What does
the future
hold for
brands in
China — profit,
or commoditization?
M I L L W A R D
J u n e
B R O W N ’ S
P O V
2 0 0 6
Fierce price competition is the rule in China, making it tough for the
brands of Multi-National Corporations (MNCs) to hold their own against
goods produced by local companies. The average price of a compact car
in China has fallen by 28 percent since 2000, with local manufacturers
gaining share at the expense of MNCs. In some household goods
categories, low-priced copies of foreign brands sell at 40 to 60 percent
discounts, attracting Chinese consumers who prefer to save their money
for more visible purchases such as mobile phones and watches. In this
complex and rapidly evolving environment, how can MNC marketers
ensure a profitable future for brands in China?
Western Brands Go East
Confronted by mature consumer goods markets in the West, and attracted by the possibilities of enormous untapped markets in China, MNCs
have invested heavily in this developing region. A few have succeeded,
but many have learned that the techniques which worked well elsewhere
do not succeed in China. Faced with disappointing results, many big,
well-known Western brands have had to rethink their approach to the
challenges of competing in the Chinese market.
Adapting to the local culture
Western brands have always been appealing to Chinese consumers,
but even global icons such as Coca-Cola have had to adapt to the local
culture in order to succeed. While the can is still red, the familiar Coke
logo was long ago replaced with Chinese characters. Other brands have
learned the hard way that it pays to respect Chinese culture. The backlash to a print ad portraying a Chinese lion saluting a Toyota Land Cruiser
spawned ads showing the same lion crushing the upstart SUV.
Marketing to the masses
Until recently, most MNCs have focused on the 200 million middle-class
Chinese who live in major cities, neglecting the massive lower-income
market. Eager to fill the void, regional Chinese manufacturers stepped
up, marketing their cheaper products with a noisy barrage of junk advertising. While noise alone is not enough to create brands with which
people bond, the local brands often enjoy strong grass roots support, along with the advantages of lower distribution and marketing costs. These contribute to a price differential between local
and MNC brands that is hard for cash-strapped consumers to
overlook. Thus the makers of premium brands face an uphill
NIGEL HOLLIS
Chief Global Analyst
Millward Brown
nigel.hollis@us.millwardbrown.com
www.millwardbrown.com
13
battle when they seek to extend their reach
beyond the middle class.
Brand differentiation is the critical
factor which allows a brand to
sustain a price premium.
Varied pricing strategies
The very largest brands can sometimes compete with the locals by lowering their price and
raising their profile. Coca-Cola managed to fend
off a threat from Wahaha’s Future Cola by
increasing marketing spend while rolling out a
6.5 ounce (192 ml) returnable bottle which sold
for 1 RMB (12 U.S. cents). Procter & Gamble
lowered the price for shampoo brand Rejoice,
while increasing category share of voice from 12
percent in 1998 to 21 percent in
2005. By contrast, Nestlé met
with considerable success
using only point-of-sale
material to support an individually packaged wafer
which was priced at 1 RMB.
Most MNC brands, however, can’ t
afford to go head-to-head with the
locals on price, and have adopted other strategies. Frito-Lay developed a new snack brand,
Poca, using Chinese flavoring and packaging,
and set its price point between that of flagship
brand Lays and the local competition. P&G
chose a vertical brand strategy to expand its
brand footprint, offering different product formulations at different price points for brands
such as Tide detergent and Whisper feminine
protection. This approach allows consumers to
grow into the premium brands as their standard
of living improves.
14
Chinese Consumers Do Value Brands
Survival of the Fittest
If the Chinese remain price-conscious, a
strategy like P&G’s may prove risky, but our
analysis of WPP’s BRANDZTM database suggests
that Chinese consumers do value brands. In
fact, the data shows them to be more brand
loyal than their Western counterparts. Across a
matched set of product categories, Chinese
consumers in Beijing, Shanghai and
Guangzhou were three times more likely than
their U.S. counterparts to agree that there is
only one brand they would consider in a given
product category. But while they believe brands
are important and distinct, and they want to
choose the right ones, the Chinese still need
to make their money go as far as possible, and
thus for now, their brand choices remain
constrained.
Philosopher George Santayana wrote that
“Those who cannot remember the past are
condemned to repeat it.” It is a saying that
marketers in China would do well to remember.
Our observations of markets which have
evolved in the recent past have provided us
with three important lessons which have
relevance for China.
The BRANDZ database also provides
evidence that Chinese brands are beginning to
build deeper relationships with consumers.
Between 1998 and 2005, the proportion of
people attitudinally bonded to Chinese brands
increased, and reliance on better prices gave
way to perceptions of leadership and product
quality as reasons to bond with them. This
suggests that as local brands have evolved,
Chinese consumers are beginning to evaluate
them on the same basis as foreign brands.
Increasing acceptance of Chinese brands
abroad may also be a factor, as goods produced in China continue to improve. Lenovo,
the company that bought IBM’s Thinkpad
brand, produces a line of well-designed, pocket
PC phones which are among the best products
available, holding their own against products
from Samsung, Sony or Nokia. Brands like
Lenovo, and appliance giant Haier, which has
captured 50 percent of the compact refrigerator segment in the United States, are shaking
off the cheap, low-quality image associated
with Chinese brands.
Consumer relationships with brands
evolve over time
In an undeveloped market, where basic needs
have yet to be satisfied, a brand from a reputable manufacturer can succeed by simply
making its presence known. (After all, to
people accustomed to washing their hair with
soap, any shampoo represents an improvement.) But as consumers are exposed to a
number of different brands, all of which satisfy
functional needs, they begin to distinguish
among them based on the status they confer
and, subsequently, by the rational and emotional benefits they offer. One of the dilemmas
facing marketers in China is that consumers in
different regions and income brackets are at
different stages in their brand relationships.
Middle-class urbanites are beginning to move
beyond buying brands solely on the basis of
badge status to valuing brands based on how
well they meet their specific needs. In the skin
care category, for instance, urban consumers
are beginning to take cleansing and moisturizing for granted, and now seek
additional benefits like toning
and nourishing. Rural
consumers, by contrast,
are happy to buy foreign
brands (if they can
afford them) simply for
their basic benefits and
implied status.
Chinese brands are beginning to
build deeper relationships with
consumers.
We expect Chinese consumers to continue
to develop their relationships with brands,
seeking out the best brands for their unique
needs, and ultimately, bonding with the brands
that connect with them emotionally. Marketers
need to keep tabs on this progression, to
ensure that they continue to deliver relevant
messages as consumers become increasingly
sophisticated. At the same time, they need to
maintain a clear brand positioning and resist
the temptation to apply brand development
strategies commonly used in mature markets,
such as launching horizontal line extensions to
block off competitors, or vertical extensions to
cover price points. In China, even more than
elsewhere, these approaches run a strong risk
of confusing consumers and therefore diluting
brand equity.
Solve the value equation
To build brands in a land as vast and complex
as China, marketers must recognize the broad
range of physical, emotional and cultural needs
presented across its regions. China is not one
enormous market, but rather, a loose confederation of several very large markets, more
akin to Europe than the United States. Thus
marketers face a complex problem: they
must understand and solve the “value equation” in each individual market in which they
hope to compete.
15
Marketers must ensure that there
is a clear value story attached to
each brand’s price point.
Local R&D, efficient production and low-cost
distribution are essential, though not sufficient,
to build strong brands. While lowering costs
does allow more flexibility to compete on price,
the ultimate challenge is to differentiate your
brand from others which can quickly copy any
new innovation and still undercut your price.
Data from other markets confirms that brand
differentiation is the critical factor which allows
a brand to sustain a price premium. Therefore,
marketers must ensure that there is a clear
value story attached to each brand's price
point. Initially the differentiation will be based
on product features, but as consumers become
more brand-literate, emotional connections will
become more important, leaving brands less
vulnerable to imitation.
Straightforward communication
is called for in a country not
accustomed to abstractions
in advertising.
Strong Brands Stand Out
In a frenetic marketplace like China, it is all too
easy to drop off the radar. If MNC brands hope
to grow, they must remain visible amidst the
barrage of local brand advertising. Brands that
have been successful in China have typically
increased spending dramatically. Colgate
increased its share of voice in the toothpaste
category from 15 percent in 1998 to 26 percent in 2005 in order to hold its position as an
Olympic brand. Over the same time period,
16
Budweiser increased its share of spend and
became the import beer with the strongest
attitudinal loyalty among Chinese consumers.
While heavy media presence does convey a
sense of leadership and ubiquity, simply shouting
louder is not the panacea to price competition.
MNC brands must still communicate their brand
positioning clearly, conveying what they stand for
and what differentiates them from other options.
This communication will need to be varied for
markets with differing levels of brand sophistication, but the brand essence expressed must be
consistent. Straightforward communication is
called for in a country not accustomed to
abstractions in advertising, but marketers should
still strive to deliver an emotional payoff. Today,
the emotional response should be firmly
anchored in the product’s end-benefit, but over
time more intangible benefits can be introduced.
For more about China, see
www.mb-blog.com
Making
the Most
of the
Moment
of Truth
In every CPG/FMCG
category, the point of
purchase is the critical moment of truth
when a consumer
facing a shelf of
competing brands
makes a decision to
part with hardearned money for
just one of them. But
the best efforts of
brand marketers to
influence that decision are often diluted
by in-store activities
designed to drive
volume. What mix
of activities will
best drive
sales and
profit over the
long term?
M I L L W A R D
J u l y
B R O W N ’ S
P O V
2 0 0 6
The path to purchase begins when a consumer recognizes a need, and
ends when a brand is selected to satisfy that need. Brand marketers work
hard to ensure that their brand is one considered by consumers on that
path, using above-the-line communications to build consumers’ predisposition to that brand. However, that predisposition, or “demand” for the
brand, can be diverted to another brand by activities designed to activate
sales at the point of purchase. Stimulating sales “activation” with price
promotion may build volume for a brand, but the growth will come at the
expense of short-term margins, and, possibly, long-term brand equity.
How can brand marketers extend the influence of their above-the-line
activities inside the store, to continue building brands at the point of purchase while also stimulating additional sales?
The point of purchase is a complex environment, subject to the potentially conflicting interests of three parties: the brand marketer, the sales or
trade marketer, and the retailer. CPG/FMCG companies need to satisfy all
of them or risk damage to their brands. Failure to invest in effective sales
activation may result in a loss of volume sales for a brand. Retailers, who
care about category value, not brand share, may then reduce features
and shelf space for the brand, possibly setting off the brand’s death spiral.
Yet over-spending on price promotions can also bring about a brand’s
demise. Once consumers have been taught to look for deals, margins
begin to erode, creating a need to drive volume with additional promotions. If these promotions come at the expense of advertising, which
could prop up the brand’s sagging equity, it will grow ever harder to
resume charging full price for the brand.
It is up to the brand marketing team, the group most concerned with the
long-term equity of the brand, to prove the value of their demand-generating initiatives. Unfortunately for them, this is usually difficult to do, because
the more immediate influence of point-of-purchase activities tend to swamp
the effects of the above-the-line activity which preceded them. Most
market mix models identify trade promotion as a more important
driver of sales than advertising. This type of analysis, however,
focuses on the short-term, incremental movement in sales,
which represents a minority of total sales volume for a brand. It
NIGEL HOLLIS
Chief Global Analyst
Millward Brown
nigel.hollis@us.millwardbrown.com
www.millwardbrown.com
www.mb-blog.com
17
is like measuring the height of the ripples on a river,
rather than measuring its speed or depth. To really
understand what drives the majority of purchases,
we need to look beneath the surface.
Millward Brown's D&ATM methodology aims to provide a consumer-centric and holistic view of why
people make the purchase decisions they do.
D&ATM Results Summary
These surveys confirm that purchase decisions in
most categories are driven more by pre-existing
brand demand than by in-store sales activation.
The chart above summarizes these findings. The
influence of brand demand is highest for off-trade
beer in the United States, and lowest for home
entertainment electronics in Germany. Activation
has more influence in categories outside of CPG,
reflecting the higher degree of involvement typical
of infrequent purchase decisions.
Brands that have iconic properties
can leverage them in-store to
good effect.
Most shopping for CPG categories is habitual.
Because grocery shopping is a routine chore,
people tend to develop systems which help
them to shop efficiently. Either they rely on lists,
or they use navigation aids to remind them what to
buy, such as: turn left at the meat counter, pick up
coffee, then move on to the cheese section.
18
Because most shoppers want to find what they need
as quickly and easily as possible, the time allotted
for making each selection is short. People spend
just three to seven seconds scanning for their usual
brand or deciding among the alternatives.
Therefore, to use the point of purchase to your
brand's benefit, whether it is to divert a purchase
from another brand, or to strengthen your own
brand among current customers, you need to
engage the shopper's attention. Offers of reduced
price will gain the attention of bargain seekers, but
other activities are needed to speak to people who
value brands over price. The basic elements of
packaging, signage, and display are all replete with
possibilities for engaging shoppers and extending
the influence of above-the-line activities into the
aisle. Though often overlooked, all of these
elements have the potential to trigger recognition
and brand associations, and reinforce brand values.
These point-of-purchase activities help to build
brands in three different ways. Packaging, signage,
and display can build brands at the point of
purchase by:
Reminding People Of the Brand
Packaging, signage and display material can all
spark recognition of a brand, and evoke related
thoughts, feelings, and memories, provided that the
images used are iconic and simple. Brands that have
iconic properties from packaging, advertising or
usage can leverage them in-store to good effect.
The point of purchase provides a
great opportunity to expand upon
the brand’s messaging.
In the UK, Guinness recognized that their loyal
drinkers needed little prompting to buy the brand.
Others, however, who considered Guinness an
acceptable choice but didn't drink it regularly,
needed a reminder. To encourage those customers
to buy Guinness, large replicas of glasses of icecold Guinness were added to either side of the
shelf display. Spanning multiple shelves, the
models were visible from every point in the beer
aisle and helped to increase sales by 27 percent.
Research conducted by UK company RMS found
that a similar display helped Unilever’s Pot Noodle
brand generate a 19 percent increase in sales.
Extending perpendicular from the shelves into the
aisle, banners adorned with giant Pot Noodle cups
faced shoppers as they moved down the aisle, and
served to lure them to the section. Displays such as
these draw their strength from their simplicity. Too
many brand-building promotions fail because they
are too complex to execute, or too costly to generate a
profit.
Augmenting the Brand’s Message
Attraction to a brand is often founded on multiple
factors, and broadcast media can only achieve so
much. The point of purchase provides a great
opportunity to expand upon the brand’s messaging,
particularly when it focuses on brand experience.
The key, however, is to hold peoples’ attention by
providing something they find interesting and
relevant. Many brands use recipes, nutrition and diet
information, or details of provenance to good effect.
Sometimes it pays to appeal to the end-user as
well as the shopper. P&G’s Kandoo brand
of flushable toilet wipes successfully engaged children simply by
using appropriate shelf-placement. P&G persuaded retailers to place the packages on
the lower shelves, where they
would be at a toddler’s eye
level. They also enhanced their
displays by featuring the product’s frog
mascot to attract children’s attention. According to
P&G, before running any TV advertising, awareness
of Kandoo in the United States had reached 50 percent.
The key to using discounts effectively
is to ensure that they are seen as
discrete events.
Reframing the Brand’s Offer
While most people love a bargain, discounting a
brand’s price isn’t the only way to convince them
they’re getting a good deal. If shoppers can be
persuaded to view a brand’s price in a different
light — one in which the brand is seen to offer
something different — then a premium price may
be justified. In the UK, Fairy dishwashing liquid has
consistently supported a brand proposition that its
concentrated format lasts longer than other brands.
Point-of-purchase materials which evoke those
advertising memories will ease acceptance of the
price premium.
While brand-building promotions are the ideal
means for extending the influence of above-theline activities to the point of purchase, there is no
avoiding the need for price promotion to help drive
volume. But such promotion does not need to be
brand-eroding. The key to using discounts effectively is to ensure that they are seen as discrete events,
not part of a continuing program that consumers
may interpret as a sign of declining quality.
For brands that have a new or unrecognized product benefit that offers a genuine advantage over the
competition, a “limited-time-only” price promotion
can be a very effective means of stimulating trial.
Actimel, a probiotic yogurt drink which is positioned
as an aid to the immune system, offers consumers
the Actimel Challenge: a money-back guarantee if
they don’t feel better after using Actimel for two
19
weeks. A price discount on a two-week supply
provides an additional incentive for people to
accept the challenge.
Events — either brand-specific or generic —
offer wide scope for limited-time discounts. In
France, the chocolate brand Milka offered a
price incentive as well as a contest in a promotion related to the release of the movie “Ice Age.”
When carefully managed, price promotions
coordinated with above-the-line advertising can
make both retailers and consumers happy. An
excellent example of above - and below-the line activity working in synergy is the launch of
Arla Foods’ Cravendale milk in the UK.
The brand’s initial roll-out delivered disappointing sales because of weak advertising and poor
integration between advertising and promotion.
A new campaign was developed which incorporated the theme “Tastes so good, the cows want
it back” throughout the entire marketing mix. TV
ads featured stalking cows tailing Cravendale
buyers. Shelf signage referenced the cow’s
message (“We want it back!”) in the style of a
ransom note, with cut-out letters and a hoofprint. Door drops in the same style were used to
distribute coupons. At the same time,
Cravendale’s packaging was redesigned to
clearly set it apart from other brands of milk.
Sales of Cravendale took off, and systematic
analysis of controlled regional tests made it
clear that the success was due to the combined
effect of all the elements. Neither the in-store
activity nor the door drops had major effects on
their own, but when they were used in combination with TV advertising, the sales result
produced was greater than what would have
been predicted from the results for each activity
20
conducted in isolation. No point of view on point
of purchase would be complete without reference to in-store video and audio systems. These
relatively new and technologically advanced
devices have the potential to communicate far
more than is possible through a static sign.
Though advertisers seem particularly interested
in video, the Arbitron Retail Media Study
suggests that audio may actually have more
impact at the point of purchase. Of respondents
who claimed to have been exposed to each
medium, those exposed to audio reported more
unplanned purchases than those who viewed
video (41 versus 29 percent).
Audio probably enjoys an advantage because it
requires less of shoppers. To receive a message
from a video screen, people must stop and look,
while audio can deliver a message to people as
they review their shopping list or scan the
shelves. For both in-store audio and video, audio
cues are critical to brand recognition. Memorable
jingles, slogans and claims associated with the
brand from broadcast advertising will likely drive
the effectiveness of in-store advertising of both
types.
Whether they invoke the most recent technology or tried-and-true traditional methods, CPG
marketers looking for an edge will take advantage of opportunities at the point of purchase.
At that critical moment of truth, the right message can make the path to purchase both inviting to consumers and profitable to brands and
retailers.
For more about point of purchase, see
www.mb-blog.com
Mobile
Marketing:
Making a
Good
Connection
Though the practice of
mobile marketing is still
in its infancy, the budding channel carries
outsized expectations.
But the ability to reach
people anytime,
anywhere, must be
weighed carefully
against the potential
for irritating people
and damaging brand
relationships.
How can marketers
harness the power of
this nascent medium
to drive growth for
their brands?
M I L L W A R D
A u g u s t
B R O W N ’ S
P O V
2 0 0 6
According to The Shosteck Group, the value of the global mobile
advertising market could reach $10 billion by 2010. While this claim is
strongly reminiscent of the overblown estimates made by the Internet
advertising start ups in 1999, advertisers don’t want to take a chance on
missing the boat. Amidst the hype, major marketers are beginning to
commit serious budgets to mobile marketing. While telecommunications
companies led the way, pharmaceutical, fast food, automotive and consumer packaged goods companies are now climbing on board. They are
all attracted by the promise of combining pinpoint targeting (of people,
time and location) with the ability to extend a tangible brand encounter
into a digital and interactive one.
Mobile marketing, interpreted most broadly, could describe any approach
to communicating with consumers while they’re on the move: all manner
of electronic devices (MP3 players, PDAs, etc.), as well as more traditional media such as outdoor advertising. However, at present, the most
ubiquitous outlet for mobile marketing is the mobile phone, with over
2 billion subscribers worldwide.
With penetration among young and old, rich and poor, the universe of
mobile phone subscribers seems ripe for mass media applications. But
techniques which succeed on television or the Internet can’t simply be
transferred to the phone. On both the “first” and “second” screens,
advertising grew up alongside the genre. However, advertising has come
to the “third screen” at a point when it is already mature, both as a communication medium, and as an integral and personal part of people’s
lives. Advertisers must tread carefully, taking into account the unique
status of the mobile phone, to avoid alienating consumers and provoking
a backlash.
The Consumer Viewpoint: It’s MY Phone!
Some people view the mobile phone as an indispensable lifeline to
friends, family and colleagues; others regard it as a mixed blessing or a
necessary evil. Either way, it is an essential tool for navigating life at the
frenetic pace of the 21st century. Wherever people lie on this spectrum,
they all share the belief that their mobile phone belongs to them, not to
the service carrier, and certainly not to advertisers.
Even young people, the group most likely to engage with brands
via this medium, are not enthusiastic about the idea of seeing ads
on their phones. A study featured in the Yahoo! Summit Series
(September 2005) reported that across China, India, and the
United States, 13- to 24-year-olds were least favorable toward
NIGEL HOLLIS
Chief Global Analyst
Millward Brown
nigel.hollis@us.millwardbrown.com
www.millwardbrown.com
21
advertising on their personal electronic devices
compared with other new or traditional media.
The study highlighted the variation in acceptance of mobile advertising across countries: in
India, 30 percent of youth were positive toward
mobile phone advertising, versus 23 percent in
China and 9 percent in the United States.
Unsolicited and irrelevant mobile
advertising will be even less
welcome than e-mail spam.
We expect consumer response to mobile
advertising to range from grudging acceptance
to tempered enthusiasm, with acceptance
always conditional, e.g.
• I’ll endure advertising on my phone if I have
some degree of control, such as the ability
to opt in or out.
• I will tolerate advertising on my phone, and
even watch some ads, if you give me
something of value in exchange.
• I will accept advertising on my phone if it’s
relevant and interesting to me.
People do not want their personal space to be
violated by unwelcome messages, nor do they
want to share their mobile screen without some
form of incentive or reward. Therefore, unsolicited and irrelevant advertising will be even less
welcome than e-mail spam.
The Advertiser’s Viewpoint: Can We Talk?
The ability to engage in a real dialogue with
consumers is very attractive to most advertisers.
However, the path to realizing the potential of
mobile is strewn with challenges. The proliferation of new forms of advertising and branded
content, created to go beyond the limitations of
SMS-based direct marketing, makes life complex for advertisers and their agencies. The
challenge is further exacerbated by the lack of
shared standards across devices, networks, and
22
content providers, as well as network databases that promise, but rarely deliver, the ability to
target individual users.
All of these challenges are technical and tactical in nature. The ultimate challenge, however,
is winning the hearts and minds of mobile
phone users who are already bombarded by
hundreds of marketing pitches every day. The
flashiest new technology will not serve the
cause of mobile marketing if it is used to
serve up unwanted or irrelevant messages.
Successful integration of mobile into the
marketing mix must take into account the
need to build trust among consumers by first
gaining permission and then offering relevant
communication.
Gaining Permission
Advertisers can connect to mobile customers
who have granted explicit permission to receive
marketing messages by working through the
wireless carriers. Networks all over the world
are adopting some form of “paid viewing”
model, by which people are compensated for
viewing ads. For instance, MoviDirect in Mexico
provides free airtime to subscribers who submit
a brief profile and agree to receive text messages on products, services, and promotions.
A better way to gain permission is to pull
people to mobile communication through
messages in other media. Many TV programs
encourage interaction from the audience
through the casting of votes or entry into contests, either online or through text-messaging.
This type of interactivity is also featured in
integrated ad campaigns in which TV, radio, or
billboard ads feature “short codes” which
consumers can use to respond to offers using
their phones.
Obviously, advertisers need to be careful about
targeting their offers to audiences who have
the necessary skills to respond. Most young
people are proficient in text-messaging, but
older phone users may not be, or they may
The mobile connection offers a
wide range of possibilities for
establishing relevance.
find the process too cumbersome to bother
with for very long. Therefore, some of the
newer, more sophisticated applications, such as
those which involve e-mailing a photograph of
a product or ad in return for a WAP link for
specific content, must be targeted carefully.
Once a connection has been made with a willing audience, the next challenge is to hold the
attention of that audience by establishing
relevance. Here the mobile connection offers a
wide range of possibilities. The route chosen
will vary according to the nature of the brand
and the marketing objective.
Objective: Deliver News
Brands with news to convey might logically
choose to align themselves with a news headline service, such as the recently launched
MSNBC.com mobile beta service. This service
is free, supported by advertising revenue
generated from 15-second pre- and postscreening ads. Sponsoring services which
people appreciate, such as weather updates,
pollen counts or highway construction delays,
can increase brand saliency and build rational
brand affinity.
It may also be productive to target some group other than
the end-users. In the UK,
GlaxoSmithKline achieved
dramatic sales increases
for its hay fever remedy
Flixonase through a campaign targeted to pharmacy
assistants. The assistants
responded to invitations (from
direct mail or the GSK sales team) to register
for weekly SMS communications dealing with
local pollen counts, information about allergy
treatments, and weekly quizzes.
Objective: Create Brand Engagement
Marketers whose objective is to create brand
engagement among a specific target might
choose to shape a promotion around an event
sponsorship. Last March, Tyson Foods used
mobile to activate its sponsorship of USA
Gymnastics. Spectators at the Tyson American
Cup gymnastics competition were invited to
text a message to gymnast Chellsie Memmel
for a chance to win VIP seats at the competition. The winner was notified midway through
the event and invited to join Memmel on the
floor to watch the remainder of the program.
Everyone else who entered the promotion —
57 percent of the audience participated —
received a follow-up message from Chellsie,
thanking them and reminding them of ways to
stay in touch with Tyson online.
Another approach to generating engagement
was used by Secret deodorant in extending the
“Share Your Secret” campaign via mobile. For
one day, secrets texted to a short code posted in
Times Square were displayed on the Reuters sign.
Objective: Generate Direct Response
Advertisers who want to drive sales can always
fall back on the tried-and-true price promotion. In Israel, Coca-Cola has used MMS to provide shoppers with coupons that can be
swiped directly from their phones. Similarly,
Hutch India provides customers with coupons
good for a two-for-one deal at retail outlets.
In the UK, a more subtle approach has been
used successfully by an insurance company to
reduce turnover: customers receive an SMS a
few days before their policy expires.
A case study: Text 0403 Warren
For a telecommunications company, using
mobile communications to build a brand makes
all the sense in the world. In Australia, Virgin
Mobile did just that, launching a 5-cent text
service with its unique “Warren” campaign in
2003.
23
Faced with stiff competition from Telstra, Optus
and Vodafone, Virgin Mobile deployed $AU 2.5
million (only 2 percent of all mobile phone
company expenditure on marketing) into an
integrated campaign on TV, radio, Internet and
text which featured “Warren,” a lovable loser in
search of a dream date. The campaign was
designed to grab the attention of teenagers, a
group more price-sensitive than brand-loyal, in
a market which endures 50 percent churn
every year.
but helped to increase familiarity with Virgin
Mobile and its new text service. Every $1 spent
on “Warren” delivered an incremental profit of
$5 to Virgin Mobile. Acquisition increased by 49
Techniques which succeed on television or the Internet can’t simply
be transferred to the phone.
percent, and Virgin Mobile’s market share
reached record levels. So what lessons can be
learned from the Virgin Mobile success?
1. Mobile was not the lead medium, and the
mobile component was used to pull, not
push. The integrated campaign used TV,
radio, Internet, taxi and washroom ads to
make people want to “talk” to Warren.
2. Relevance is not just about information.
Warren appealed directly to the emotional
concerns of the tribal teen audience, using
humor and a relevant campaign theme.
The campaign succeeded because it advertised
a relevant benefit (the ability to keep in touch
with your social network for less) and tapped
into a relevant theme among the target (the
quest for true love) while using cheeky, irreverent humor. Interactivity through the text service
was a critical part of the campaign’s success.
A viewer who sent a text message would
receive a response from Warren, such as
“Danger, hot Australian lover approaching a
sexy lady. Let’s run away together. Meet me at
hotwarren.com.au.” Calling 0403 Warren triggered one of a number of messages in
Warren’s voicemail. In ten weeks, “Warren”
received 600,000 texts and calls and over 2
million hits to www.hotwarren.com.au, plus the
added bonus of positive PR coverage.
This interactivity not only engaged customers,
24
3. Word of Mouth and positive PR can boost
the impact of a campaign well beyond its
direct investment. By its very nature, this
campaign encouraged Word of Mouth
and pass-along.
The world of mobile advertising will continue to
evolve. As bandwidth and technology improve,
mobile phones will market to a vast number of
people using Internet- and TV-style ads, search,
and branded content. We believe that for most
brands, mobile marketing will be used most
effectively for facilitating dialogue with consumers. By adding the third screen to the mix,
marketers can stay connected across physical
brand encounters, traditional media exposures
and phone contact, thus creating more extended
conversations with consumers.
For more about mobile marketing, see
www.mb-blog.com
Taking
Gaming to
the Next
Level
Humans are hard-wired
for play. Throughout our
lives, we play games to
relax, to have fun, and
to temporarily escape
from the pressures of
daily life. Game-based
marketing holds great
potential for marketers
seeking to build their
brands, but success
will come only to those
who play by the rules.
M I L L W A R D
S e p t e m b e r
B R O W N ’ S
P O V
2 0 0 6
Increasing numbers of people are turning to various forms of digital
games for entertainment. While occupied with an absorbing game,
people are fully engaged, engrossed with the activity. What more could
an advertiser ask for than the involvement generated by a good game?
Thus gaming presents a huge opportunity for advertisers.
The universe of "gamers" is
diverse—a far cry from the
stereotype of gamers as antisocial young men. According to
Age Range
% Play
data from KMR's network of TGI
52
Total 15+
studies, over half the total UK
15 to 24
81
population plays digital games on
69
25 to 44
one platform or another—PCs
30
(32 percent), gaming consoles
45+
(28 percent), mobile phones
(20 percent) or online (10 percent). Only among the younger age group
do we see a substantial bias to men rather than women: 86 percent of
males aged 15 to 24 play games, versus only 75 percent of females.
Comparable data from the major markets of Western Europe confirm
that gaming penetration exceeds 50 percent among 15- to 44-year olds.
So if you are targeting Gen X, Gen Y, or an even younger group, you
should consider getting into the game.
UK Digital Game
Playing
Timing Is Everything
Until recently, the only in-game option available to advertisers was a
static ad which could not be changed or updated once it was built into
the game's code. Now, however, dynamic ad serving allows ads to be
replaced with a lead time as short as 24 hours. A billboard in a game
such as Counter-Strike can feature Axe deodorant one day and Subway's
daily sandwich special the next. Ads can play for a specific period of time
and can be tailored to a specific geography. Now that Electronic Arts, the
world's largest video game publisher, has signed deals with ad networks
Massive Inc. and IGA Worldwide, we can expect to see this new capability
fully exploited.
Like any TV or Internet advertising, campaigns in games can be
evaluated with familiar reach and frequency metrics. But focusing on
superficial similarities with TV advertising or movie placements may
blind advertisers to some even more powerful possibilities
presented by the medium.
NIGEL HOLLIS
Chief Global Analyst
Millward Brown
nigel.hollis@us.millwardbrown.com
www.millwardbrown.com
25
Advertising Opportunities
We believe that four basic options exist for building brands using game-based marketing.
Each offers a different level of consumer engagement with a brand. As brand engagement
increases, so does the likelihood of a substantial return on investment.
LOW
Advertising
Around-Game
Advertising
Viewed outside of the actual period of play, around-game advertising can take the form of pre- and post-game banners, interstitials
between rounds of play, or any number of ad formats on a game’s
Web site.
Scenic
Advertising
Inside the actual game, brands can advertise as part of the scenery, e.g., on billboards, drink machines, and TV screens. This type of
placement adds realism. Absence of scenic advertising can be
quite conspicuous, such as in the game Madden 07, where the
billboards around the football stadium hold the game maker’s logo
instead of “real” advertising.
Placement
HIGH
Scenic Brand
placement
Inside the game, a brand can be placed as a prop, which gamers
see but do not really interact with. While not an integral part of the
game, the scenic brand placement adds realism.
Interactive
Brand
Placement
Interactive brand placement makes the brand a critical element in
the game, and allows gamers to interact with it. In Splinter Cell
Pandora Tomorrow, players use both the Sony Ericsson P900
smartphone and a T637 camera phone.
The universe of gamers is diverse;
it's not just anti-social young men
who play
Comparing Advertising and Interaction
A recent project conducted by Millward Brown
for a U.S. based client enabled us to compare
the effects of around-game advertising with
interactive brand placement. We were engaged
to evaluate the integration of a well-known
automotive brand into a game. Prior to the
game's release, we observed that exposure to
the brand's advertising on the game's Web site
raised awareness of the brand. After the game
became available, we found that respondents
who played it not only had higher awareness of
the embedded brand, but also gave it higher
consideration for purchase. These game players
were not exposed to the brand's advertising on
26
the game site. Therefore, their enhanced
opinion appears to have come from their
contact with the brand during the game—
that is, from the interactive brand placement.
The success of the brand placement was due,
at least in part, to the sense of authenticity it
brought to the game. Over three-quarters of
those who played agreed that the brand was
appropriate to the game and enhanced the
game's realism. Respondents extrapolated from
the inclusion of the motor vehicle to other possible brand placements, such as fast food and
snack brands.
However, the feedback did suggest that if a
brand were touted too aggressively, response
could be negative. The experience of Pizza Hut
bears this out. A release of Sony's Massively
Multiplayer Online Game (MMO) EverQuest 2
included the integration of an "ad" for Pizza
Hut. Typing "/pizza" opened a separate window
which allowed players to place an order. Even
though this integration was designed to allow
players to order food without leaving the game
(a desirable benefit, because MMO players will
often play for many hours at a time), the integration caused an outcry among some ardent
players, who found it intrusive and incompatible
with the fantasy environment created by the game.
Advergaming
It is only a short step from integrating a brand
into a game to building a game around a
brand. Advergaming, a technique used by
cereal and candy manufacturers to market to
children, is now proving popular with advertisers aiming to reach older audiences. Dodge,
for example, hosts over 10 different games on
www.dodge.com/games/, ranging from a test of
how fast you can stow packages inside a
Dodge Caravan to street racing featuring the
Dodge Charger.
Advergames typically lack the production
values of console or PC-based games. Rather,
they are based on popular arcade games,
sports simulations or puzzles, and are hosted
on the brand's Web site. Since the brand
is integral to the game, advergames offer substantial potential to create brand recognition.
However, creating a game that people want to
play is only half the battle.
The advertiser then needs to
drive players to it. Few
advergames are compelling enough to drive
significant traffic through
Word of Mouth alone, but
some have managed to
generate significant buzz by
creating compelling alternative
realities which engage people
across multiple communication channels. A
notable example is the recent launch of the
Audi A3 in the United States. The agency team
at McKinney-Silver set out to reach active
gamers, a sub-group of the target market, by
developing a complex and absorbing game
about the mystery of a stolen A3. The game,
called The Art of the H3ist, used a majority of
the advertising budget to combine live events,
multiple media, blogs, Web sites for fictitious
companies, coded messages and hidden video
clips into an alternative reality campaign which
garnered 45 million PR impressions. The campaign helped to deliver 2 million unique visitors
to AudiUSA.com, along with 10,000 sales leads,
and boosted sales 19 percent over target. More
information on the launch can be found online
at www.mckinney-silver.com/A3_H3ist.
Other opportunities abound for brands to
utilize games as part of their marketing program.
One such example is Cadillac's sponsorship of
Project Gotham Racing 3. In the first month,
gamers worldwide are reported to have downloaded the V-Series Expansion Pack more than
150,000 times and logged 7,600 hours of
racing with Cadillac V-Series cars.
Rules of the Game
Game-based marketing is not appropriate for
every brand, and the investment and risks
involved increase along with the potential for
engagement. If you are going to include
gaming in your marketing mix, we suggest
the following "rules:"
The game should fit the target audience
The fit between the game and your target audience would seem to be the obvious
starting point, but we have observed some
unlikely game-brand pairings. Does it really
make sense for hip-hop icon 50 Cent to buy
Glaceau's Formula 50 to refuel in 50 Cent:
Bulletproof? To us, the connection between
rappers and vitamin water is tenuous.
The point is not simply to reach a lot of people.
Game-based marketing is not about reach. It's
about targeting and engagement.
27
If a player is forced to interact
with a brand which doesn't
belong, repeat exposures are likely
to re-enforce negative emotions
When considering gaming as a marketing
channel, think less about TV and movies and
more about magazines and the Internet.
The game should have potential for longevity
The game needs to have initial appeal as well
as the "stickiness" to keep people playing over
time. Here are some factors to consider:
• Are the graphics, sound and “physics” (the
way things move and interact in the game)
better than the existing standard?
• Does the game offer new ways of playing
that will enhance player appreciation?
• Is the interaction of the player with
software-controlled characters and objects
natural and compelling?
• Do the challenges seem to match the likely
skills of the target audience?
• Does the game offer the chance for
recognition from other players?
The brand should fit the game
If the branded content is to add to the experience of playing the game, it must be a good fit.
Branding that is not a good fit may detract
from the experience of both game and brand.
Placing a brand in a game is not the same as
placing an ad on TV. A 30-second TV spot
placed in an inappropriate program is over
quickly, but a brand placed in an inappropriate
game will be encountered repeatedly. When a
player is forced to interact with a brand which
doesn't fit, repeat exposures are likely to reenforce negative emotions, not positive ones.
The game should enhance brand perceptions
While communication through game placement
is implicit, it can still say a lot about your brand.
A brand may be included because it conveys a
sense of fun and adventure, but the communication can also go beyond association. In Tiger
Woods Golf, for example, offering an upgrade
to Callaway clubs to reduce slice conveys the
brand's benefit loud and clear.
Ideally the marketer should be able to leverage
the gaming conventions of multiple plot lines and
increasing difficulty levels. Providing multiple
brand encounters in different contexts can add
depth and implicitly convey different messages
about the brand's uses, users or features.
Brands should also benefit by association with the
positive emotions generated while playing the
game, such as enjoyment, excitement and pride.
If the brand is central to the game, we should
expect that over time these emotions will transfer
to the brand.
Conclusion
Whether they choose to take advantage of
increased ad serving flexibility or the potential of
advergaming to transcend a simple ad impression,
we expect advertisers to exploit gaming more
aggressively than they have in the past. The real
interactive environment offered by this evolving
medium has great potential to deepen consumer
relationships with a brand, but game-based
marketing is not a risk-free proposition. The
strong engagement and emotion attached to
game play can cut both ways, and a brand may
be forcefully rejected if its presence in a game is
seen as an interruption or a blatant sell.
For more about game-based marketing, see
www.mb-blog.com
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NIGEL HOLLIS
Chief Global Analyst
Millward Brown
nigel.hollis@us.millwardbrown.com
www.millwardbrown.com
28
29
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NICK NYHAN
CEO Dynamic Logic
A Millward Brown Company
nick2@dynamiclogic.com
www.millwardbrown.com
32
33
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Stages
ARF Media Model
Questions Answered
Getting the
Opportunity
to Deliver
the Message
- Vehicle Distribution
- Vehicle Exposure
- Advertising Exposure
Did anyone see it and how often?
Reach / Frequency
Did it get through technical firewalls? Sources: audience panels,
Building Brand
and Message
Awareness
- Advertising Attentiveness
Do they know of the brand and the
- Advertising Communication message?
Did it get through mental firewalls?
3
Increasing
Positive
Predisposition
- Advertising Persuasion
- Advertising Response
Do they think favorably of the brand?
Would they consider it?
4
Causing
Behavior
- Advertising Response
- Sales Response
Did they take action on it?
Did they: click/sign up/tell others/
go to the store/buy it?
1
2
Metrics and Typical Sources
ad servers, email providers
Brand survey data points
Sources: most commonly third-party
survey research companies; could
also be inferred from search volume
as a related indicator of awareness
and interest
A variety of behavior metrics
(e.g., rollover, play, click-thru,
view-thru, sales)
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Dede Fitch
Global Analyst
Millward Brown
dede.fitch@us.millwardbrown.com
www.millwardbrown.com
36
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Ann Green
Senior Vice President, Marketing Solutions
Millward Brown
ann.green@us.millwardbrown.com
www.millwardbrown.com
40
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NIGEL HOLLIS
Chief Global Analyst
Millward Brown
nigel.hollis@us.millwardbrown.com
www.millwardbrown.com
44
45
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Success Factors for Brand Placement/Integration
Fit
The degree of interest in the brand or product category
The relevance of the content to the target audience
The fit between the content and the brand
Focus
The degree to which the integration is engaging
The degree to which attention is focused on the brand
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46
Fame
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The level of additional supporting activity (advertising or publicity)
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NIGEL HOLLIS
Chief Global Analyst
Millward Brown
nigel.hollis@us.millwardbrown.com
www.millwardbrown.com
48
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^f[ZkkZllbg`_hkZeebgoheo^]Zg]lhf^mabg`mh[^Zohb]^]
NIGEL HOLLIS
Chief Global Analyst
Millward Brown
nigel.hollis@us.millwardbrown.com
www.millwardbrown.com
53
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GRAHAM PAGE
Global Director of Innovations
Millward Brown
graham.page@uk.millwardbrown.com
www.millwardbrown.com
www.mb-blog.com
57
EMOTION
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Nigel Hollis
Chief Global Analyst
Millward Brown
nigel.hollis@uk.millwardbrown.com
www.millwardbrown.com
www.mb-blog.com
61
Figure 1
Voltage
+
–
Brand Equity Map
Market share
Share change
Volatility
9%
+5%
1.1
Market share
Share change
Volatility
15%
+3%
0.4
Market share
Share change
Volatility
3%
-4%
1.5
Market share
Share change
Volatility
8%
-1%
0.6
–
Presence
+
Source: Millward Brown analysis of third-party market share data based on
369 cases.
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Figure 2 Average Share Price, January 2006
+
$3,280
$1,810
Not applicable
$1,230
Voltage
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–
–
Presence
+
Benchmark: A $1,000 investment in the S&P 500 Index, made in1998, would
have yielded a shareholder return of $1,310 in 2005
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KNOW L EDG E PO I N TS
D G HP E > = @ > I H B G M D G HP E > = @ > I H B G M D G HP E > = @ > I H B G M D G HP E > = @ > I H B G M
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147
EMERGING M ARKE TS
148
EMERGING
MARKETS
BRAZIL
Country Background
Marketing Environment in Brazil
Brazil is the world's eighth largest economy, with a
The main exports are aeronautical equipment, iron
population of 184 million, of which 26 percent are
ore, soya beans, footwear, coffee, and motor vehicles.
under 14 years old and only 6 percent are above 65.
Nearly half (45 percent) of the economic potential is
Around 80 percent of the population is classified as
concentrated in four cities: São Paulo (24.4 percent), Rio
urban. It has a geographical area of 8.55 million km2
de Janeiro (15.3 percent), Porto Alegre (3.4 percent) and
and is the fifth largest country in world. Brazil’s official
Recife (2.4 percent). To this end, many marketers chose
language is Portuguese, the currency is the Real (R$)
to conduct all of their research in Sao Paulo. Cultural and
and the capital is Brasilia.
economic differences between cities and regions are
great, making it impractical to look at data at total Brazil
Brazil has one of the widest gaps between rich and
level. Of the whole marketing mix, media investment is
poor in the world; the richest 1 percent have 14 percent
perhaps not as high as in other parts of the world at 36
of the wealth whilst nearly a quarter of the population
percent. There is a very high investment in promotions
live below the poverty line. The average wage per capita
(28 percent) and sponsorship (22 percent).
is US$3,324 (2004) and the unemployment level is
twice the world average - 12.8 percent in 2003. In
Unique Challenges for Marketers in Brazil
2005 the goverment faced a corruption scandal that is
The average Brazilian watches over five hours of
affecting the political and economic scene and as such
TV a day. TV has the lowest average Advertising
may impact on presidential elections to be held in
Index (AI) in the world, scoring just two, because
2006, main candidates are Lula da Silva (current presi-
of clutter and overspend. The great regional
dent, PT party) and Geraldo Alckmin (PSDB Party).
differences across Brazil can make marketing at a
national level very tough.
Media Environment in Brazil
150
TV
Computer
Ownership
Internet
Access
Broadband
Mobile
Phone
Penetration
97.4%
16.6% have
a computer
at home
18%
1.2%
48.6%
Users (MM)
174.3 million
30.5 million
33 million
(at home)
2.3 million
(2004)
89.5 million
(2005)
151
EMERGING
MARKETS
BRAZIL
EMERGING
MARKETS
BRAZIL
Brazil's Top Advertisers (2005)
1– Casas Bahia (Department Store)
2 – Unilever Brasil
3 – Grupo AmBev
In Brazil, advertising investment is 50 times less than it is in the USA and represents less than 1 percent
4 – General Motors
of the GDP. TV is very dominant; over two-thirds of the media budget is spent on TV and this is not
5 – Grupo Pão de Açúcar
declining. Nearly 50 percent of all advertising investment is spent on Rede Globo de Televisão, the
dominant media force in Brazil, which started as a newspaper and now owns the vast majority of TV
Retailing in Brazil
channels in Brazil. The next most common medium is Newspaper with 18 percent of spend. Internet
Brazil´s retail sector is the largest in South America. Since 1990 the government has encouraged foreign
penetration is still very low (less than 10 percent), and so is Cable TV, although they appear to show
direct investment and reduced import tariffs. The economy is currently doing well, although the high interest
promise for the future. Paid-for TV advertising investments reached R$ 950 million in the first semester
rate (18 percent) and the political crisis facing the current government leave the consumer less confident
of 2006, rising 26 percent in relation to the same period in 2005.
about market performance in 2006. The expansion of credit, along with the payment deadline extension
given by the stores, has helped to balance the high interest rate and has raised the sales in every retail sector
Below is the breakdown in advertising investment by media:
Internet: 1.5%
Radio: 4.5%
Cable TV: 1.7%
Magazines: 9.4%
Outdoor: 2.3%
Newspaper: 18.1%
Outside media: 2.6%
Television: 59%
in which credit and payment deadlines are applicable. Casas Bahia, the top advertiser in Brazil, is the main
seller of durable items. The key feature of this company is that it has a monthly payment scheme. The preference for Casas Bahia comes mostly from the lower classes but even the wealthier sectors of society
appear to have an expressed preference for buying durable items in their stores.
Tips for Advertisers
Top Media Outlets in Brazil
Television
Newspaper
Magazine
Websites
Globo
Folha de S. Paulo
Veja
Google
SBT
Extra
Época
MSN
Record
O Globo
Claudia
UOL
Bandeirantes
Estado de S. Paulo
Isto É
Microsoft
Rede TV
O Dia
Superinteressante
Orkut
TV is the most common medium, with the highest
games; these often appear in the top left-hand
penetration, and Rede Globo de Televisão is an
corner of the screen with a voiceover. Brazilians
especially strong TV network. The ad formats used
don't usually like comparative ads or ads that
in Brazil are usually :30, :45 and :60, and the :30
denigrate the competitor. Generally the ads in Brazil
ad format is the most common. They also have
are of a very high quality, which could also explain
"patrocinios" which are five-second insertions that
the low AI. As such, an ad must be very good to be
can appear during programs such as football
shown in Brazil in order to compete with others.
Key Millward Brown Metrics
Country Average
152
Awareness Index
Persuasion
Enjoyment
Involvement
2
39%
4.03
4.84
153
EMERGING
MARKETS
BRAZIL
Fun Facts & Trivia
Top Tips for Visitors
- The main sports in Brazil are football, volleyball and basketball. Brazil has won the World Cup five times.
- Brazilians are not famous for their punctuality. Given this, it is
advisable to schedule a manageable number of meetings per
day, since meetings may run late.
- Soap operas are hugely popular in Brazil. Primetime TV
(mainly soap operas) on Globo TV (the main TV channel) can
easily reach 50 percent of the national population!
- It can snow in the south of Brazil, while in the north, the
equator crosses Amazonas and the temperature remains a
constant 30-35 degrees Centigrade.
- Brazil has the greatest biological diversity on the planet with 22
percent of the known plant species on earth. There is a US$22
billion medicinal plant economy, which comprises around 7
percent of the entire pharmaceutical industry in Brazil.
- Portuguese is more complex than English, and Brazilians tend
to talk a lot; therefore, a questionnaire that lasts 20 minutes
in English, lasts 40 minutes in Portuguese.
- Brazil is the largest Catholic country in the world, with nearly
three-quarters of the country practicing the faith.
- Brazil borders10 other countries – Argentina, Bolivia, Colombia,
French Guiana, Guyana, Paraguay, Peru, Suriname, Uruguay
and Venezuela.
- Sending money out of Brazil is a problem. In order to ship
money out of Brazil (i.e., payment of any foreign invoice), a
government levy of 43.33 percent is applied as standard.
- National identity has become very important. This “Brazilianness” is something companies and brands are exploiting more
often. Havaianas flip flops now have the Brazilian flag on
them. Two supermarket chains boldly claim they are “Proud to
Be Brazilian” as does TAM, one of the main local airlines.
- Brazilians are typically informal and proud. Attempts to speak
their language or embrace their culture will be very well
received.
- It is normal to greet with a kiss (men/women and
women/women): two in Rio de Janeiro and one in Sao Paulo.
- Tipping is not common in Brazil. Ten percent is standardly
added to all restaurant bills.
- Carnaval is a four day event that takes place in February,
dates vary but for the next few years they will be 2007:17-20;
2008: 2-5; 2009: 21-24.
- Government and private companies' offices usually work
Mondays to Fridays from 8:30 am to 5:30 pm (or later), with
an hour's break for lunch.
Eating out
(Please note that these are our recommendations at the time of publication.)
- A great experience when visiting Brazil is to go for a Meat
"Rodizio" (Barbecue) washed down by a few “Caipirinha”
cocktails, a mixture of lemon, sugar and aguadente. The
classic place to try this is Vento Haragano, Av. Reboucas1001
http://www.ventoharagano.com.br
- One of the most traditional Brazilian dishes is feijoada, a mix
of pork, offal and beans. Bolinha, Cidade Jardim 53, is one of
the best places in Sao Paulo to try this.
- Proprietary brands are still relatively new to Brazil and as such
have very low market share in most categories. However,
cheaper brands perform very strongly and we have seen a
huge trend towards low-price brands in the last five years.
To Buy
- There is a large contraband market, which can reach up to
40 percent of sales in some categories.
- CDs of Brazilian music. Famous singers include Paulinho da
Viola, Chico Buarque, Gilberto Gil, Caetano Veloso, Milton
Nascimento.
- Mercosul (Mercado Comum do Cone Sul) was initiated in1991
as a free trade zone between Brazil, Argentina, Paraguay and
Uruguay. Since its establishment, trade between these countries has more than tripled.
- It would take around seven hours to fly across Brazil from
north to south.
- Havaianas flip flops can be bought from most supermarkets.
- Brazil Football shirts can also be bought from most supermarkets.
Must Read
- Death in Brazil by Peter Robb; a fantastic insight into Brazil’s
colonial history and the corruption scandals that have dogged
its progress.
Useful Links
EMERGING
MARKETS
CHINA
Country Background
China, officially the People’s Republic of China, is the
world’s largest country by population (1.3 billion in
2005) and one of the largest by area at 6 million
square miles (9.6 million square kilometers). Beijing,
located in the north, is China’s capital and its cultural,
economic, and communications center. Shanghai,
located near the Yangtze River, is the most populous
urban centre, the largest industrial and commercial city,
and mainland China’s leading port. The official language is Mandarin although Cantonese is also widely
spoken; literacy is high at over 90 percent.
China's annual GDP growth has averaged more than 8
percent in the past 25 years, making it the world’s
fourth largest economy. The currency is the Yuan
(CNY), also referred to as the Renminbi (RMB). The
Communist Party of China (CPC) is the political party in
power. One demographic consequence of the "one
child" policy is that China is now one of the most rapidly ageing countries in the world, over 70 percent of the
population fall into the 15-64 age range.
The economic disparity between urban China and the
rural hinterlands is very large. Around 60 percent of
the population lives in rural areas but many are flocking
to the country's eastern cities.
China encompasses diverse topographies, climates,
cultures and people. Economic development has generally been more rapid in coastal provinces than inland
and there are large disparities in per capita income,
culture and lifestyle between regions.
Foreign investment remains a strong element in China's
remarkable expansion in world trade and has been an
important factor in the growth of urban jobs. The main
exports are manufactured goods, including textiles,
garments and electronics.
Unique Challenges for Marketers in China
Distribution of spending power is very uneven: most of
China's affluent consumers can be found in the main
cities such as Shanghai, Guangzhou and Beijing, or the
more numerous secondary cities like Chongqing,
Harbin, Wuhan, Nanjing, Chengdu and Tianjin.
However, there are also millions of potential customers
in the hundreds of smaller cities around the country.
This urban population is expected to grow rapidly as
one of the biggest mass migrations in history from the
countryside to cities gathers pace. In the decade to
2010, the United Nations estimates that 200 million
rural Chinese will become city dwellers. For now, it is
the smaller cities that are proving to be a special
challenge for outsiders.
Marketing Environment in China
There is no single “Chinese” market due to regional
differences.
The diversity of China's market doesn't mean creating
multiple messages. Instead, campaigns need to be
carefully devised and tested across a variety of markets
to make sure they have a uniform effect.
- Brazilian Ministry of Tourism:
http://www.turismo.gov.br/site/en/home/index.php
- Brazil Tourist Office: http://www.braziltourism.org/
March 2006
154
155
Retailing in China
Media Environment in China
In the past five years, China's retail market has begun to mature in the major cities—a remarkable
Computer
Ownership
Internet
Access**
Broadband
Mobile
Phone
Penetration (%) 95.8
4.2
9.5
1.6
30
360*
53
120
20
393
TV
Users (MM)
* Number of households
** The difference in internet access and computer ownership is explained by the fact that a lot of people have internet access only in the workplace, others only in cybercafes.
Source: China Statistical Yearbook, CNNIC Report and Internet research
achievement given that the industry is effectively only two decades old.
Intense competition in the market has led to saturation in the major economic centers down the East Coast
of the country. Large retailers have moved aggressively into modern trade formats, with supermarkets and
convenience stores filling cities and satellite towns.
As modern trade has gained increased prominence, so more traditional formats such as large shopping malls
have witnessed a downturn in sales and profits in what has become a heavily oversupplied market since the
second half of the 1990s. Many of the country's largest shopping malls struggle on, while major department
There are more than 600 terrestrial TV channels in the country, making it the second-largest, in terms of TV Ad
spend, in the world.
stores have seen sales revenues and profits decline for five years or more.
With oversupply a feature of the major cities, the retail industry has looked further afield, expanding into
In 2005, the amount spent on advertising in the mainland increased 21 percent to $37 billion, driven by increased
marketing by international consumer brands. Chinese online ad spend increased by 77 percent, reaching $400
million, overtaking magazine for the first time. The top online advertisers are real estate, IT products and
online services.
secondary and tertiary cities. Urbanization continues to drive retail sales growth.
The biggest advertisers overall are the pharmaceutical and the cosmetics/personal care industries, followed by
retail and services.
Their average Return on Equity fell to 2 percent in 2003. Over 300 foreign retailers are in China already,
Top Media Outlets in China
Tips for Advertisers
Television
Newspaper
Magazine
Web site
CCTV-1
Reference News
Readers
www.sina.com
CCTV-8
CCTV-3
China TV Guide
People’s Daily
Hunan TV satellite
channel
Global Times
CCTV-3
Guangzhou Daily
China’s Top Advertisers
156
1.
P&G
2.
Harbin Pharmaceutical Group
3.
China Mobile
4.
Colgate
5.
Jiante Biological Investment Co Ltd.
Bosom friend
Family
The family doctor
Marriage family
www.sohu.com
www.yahoo.cn
www.baidu.cn
www.163.com
China's retail industry growth is the biggest in Asia but it is a fragmented industry. China's top 100 retailers
accounted for just 8 percent of the market in the year ending 2002 and didn’t fare much better in 2003.
and they are set to expand with China's deregulation of the sector.
More new and emerging media, especially the
The Chinese spend nearly four hours a day watch-
Internet, but also “out-of-home”, and "out-of-work"
ing TV—well ahead of radio and Internet on which
media such as outdoor and in-store, are growing
they spend about 90 minutes.
rapidly.
China is already the largest country in the AsiaTV is still the most common medium, with the high-
Pacific region in terms of Internet users. The U.S. is
est penetration. But slots are the most expensive in
the only country with a larger online population. But
Chinese TV history, with five-second ads going for a
with less than 10 percent of the Chinese population
reported $316,000 and 30-second ads for just over
online, the potential for Internet growth in China
$1 million.
overshadows that of the U.S.
Key Millward Brown Metrics
City
Average
Awareness
Index
8
Persuasion
Enjoyment
Involvement
Shanghai 24%
Beijing 27%
Guangzhou 20%
Shenyang 33%
Secondary city 26%
Tertiary city 37%
Shanghai 3.93
Beijing 3.95
Guangzhou 3.92
Shenyang 4.03
Secondary 3.93
Tertiary city 4.06
Shanghai 5.0
Beijing 4.98
Guangzhou 5.13
Shenyang 4.66
Secondary city 4.86
Tertiary city 4.72
157
EMERGING
MARKETS
Fun Facts & Trivia
• China is the oldest uninterrupted major world civilization,
with records dating back over 4,000 years.
• China is big enough to have several time zones, but only
has one.
• China is a vast nation. It has everything from tropical to subarctic conditions.
• Its land boundaries add up to13,743 miles (22,117 kilometers):
The border countries include Afghanistan, Bhutan, Burma,
India, Kazakhstan, North Korea, Kyrgyzstan, Laos, Mongolia,
Nepal, Pakistan, Russia, Tajikistan and Vietnam.
CHINA
• Macau SAR has well developed tourism facilities. Gambling
and tourism are some of the major factors in Macau’s
economy.
• China’s most popular man-made wonder is the Great Wall.
The Great Wall was built in the 3rd century B.C. (completed in
204 B.C.). The actual length is more than 2,000 miles (3,220
kilometers).
Eating out
• Each year is represented by an animal (Chinese Astrology).
There are twelve animals which represent the twelve years.
The Chinese believe that you have some of the characteristics
of the animal representing the year in which you were born.
• There are a total of eight different “dish systems” in China,
Sichuan, Shandong and Guangdong are the best known.
An excellent Chinese meal should be gratifying simultaneously
in sight, smell, touch, taste and even sound.
• There are more than 5,000 family names in China, of which
200 or 300 are popular. The order of Chinese names is family
name first.
• People in China tend to over-order food.
• Unlike the 26 letters of the Latin alphabet, Chinese words
cannot be sounded out letter by letter.
Top Tips for Visitors
• Modern tourist facilities are available in major cities. Money
can be exchanged at major airports, hotels, and department
stores. Major brands of travelers’ cheque are accepted at such
exchange facilities and cash advances against a credit card
can be arranged, a service charge is usually added.
• Cash rather than credit cards is essential in remote areas and
you should ensure that you carry sufficient RMB and travelers'
cheques to cover your requirements.
• There are cyber-cafes everywhere in China, especially in tourist
areas. China has tight regulations so you will need to show
your passport to use one.
• Tipping is not encouraged in China.
BG=B:
• While China is a year-round destination, the months of May,
September, and October are ideal months for travel anywhere
in the country.
• The Chinese year is based on the cycles of the moon. This is
called a lunar schedule. The Chinese New Year is different
every year, but it usually comes between the end of January
and the middle of February. A complete cycle of the Chinese
calendar takes 60 years, or five sets of12. The Chinese calendar dates back to 2600 B.C. and is the oldest known calendar.
• Fourth graders are expected to know 2,000 of the 40,000
written Chinese characters. By the time they leave college,
they will know 4,000 or 5,000 characters. Each character is
learnt by looking at it and memorizing it.
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F:KD>ML
• The Chinese use chopsticks as their tableware rather than
a knife and fork.
• Never stick your chopsticks upright in the rice bowl, since that
usually appears at a funeral and is deemed extremely impolite
to the host and seniors present.
To Buy
The main things to buy in China as souvenirs are silk, tea and
Chinese medicines.
Must Read
“Chinese Idioms and Their Stories” by Zhang Ciyun: a must read
for those who would like to understand Chinese culture.
The “That's” series of city guides to China—“That's Shanghai”,
“That's Beijing” etc., contain very helpful information.
Useful Links
www.ctrip.com—the leading online travel service in China.
You can ask questions on http://www.english.ctrip.com/
community/qa/qa.asp and get answers back.
http://www.cnta.gov.cn/lyen/index.asp—China National Tourism
Administration.
http://www.china-embassy.org/eng/— For a list of services and
frequently asked visa questions and answers, travelers can view
the Chinese Embassy’s Web sites.
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Statement
You should make use of every
opportunity that comes your way
% of people that
definitely agree
62
I think it’s important to have a lasting
relationship with one’s husband/wife
56
If at first you do not succeed, you
must keep trying
53
I often worry whether my family is
getting adequate nutrition
49
Children should be allowed to
express themselves freely
49
I enjoy spending time with my family
47
In a job, security is more important
than money
46
I pray/perform pujas regularly
46
I do not like the idea of being in debt
45
It is important to be well informed
about things
44
Source: TGI India
July 2006
158
159
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Magazine
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Dainik Jagran
India Today
Yahoo
Sun TV
Dainik
Bhaskar (Hindi)
Saras Salil
Google
Eenadu (Telugu)
India Today
Indiatimes
Hindustan (Hindi)
Kungumam
MSN
Amar Ujala (Hindi)
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123India
(Regional Language:
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Gemini TV
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TV*
Computer
Internet
Ownership*
Access**
Bg]bZÍlZ]o^kmblbg`bg]nlmkr%pab\ablphkma+'/[beebhg%
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51
2.5
4.2
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(%)
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108
5
21
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kZib]er`khpbg`f^]bnfZg]bl_hk^\Zlmmh`khp[r
** Active users 21 million
SOURCE: NRS 2005 and IMRB Syndicated Studies
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TV*
Computer Internet Broadband Mobile
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Phone
Penetration
(%)
51
2.5
4.2
N/A
16
Users (MM)
108
5
21
1.5
101
* TV and computer ownership figures are for the no. of households
** Active users 21 million
SOURCE: NRS 2005 and IMRB Syndicated Studies
Broadband
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101
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76
4.67
4.96
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7
52
4.47
3.67
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8
64
4.53
4.98
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6
71
4.72
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162
163
EMERGING
MARKETS
RUSSIA
Country Background
Russia is the largest country in the world with a land
mass of 17 million km2. The country has a formidable
base of natural resources, however obstacles of climate,
terrain and distance hinder development. The population is 143 million, with the majority (71 percent) aged
between 15 and 64. Around 80 percent of the population is Russian; other ethnic groups represented include
Tatar, Ukrainian, Bashkir, Chuvash and Belarusian. The
population is well-educated with a literacy level of
almost 100 percent.
Russia’s progress toward a market economy since the
end of communism has been remarkable and the
current economic performance is enviable. Private
ownership has created incentives for efficiency, raising
standards of corporate governance, and led to the
reform of state institutions. There is also a longer-term
trend toward a market culture with the new generation
of business people and managers showing great talent
and drive. During the last eighteen months the average
wage in Russia increased by 150 percent; the average
Russian earns about $4k per year.
Marketing Environment in Russia
As Russia has become more consumerist, a spending
boom has started to drive the economy. Consumer
spending patterns are rapidly resembling those of other
European countries and are creating demand for recognized brands and high quality services. To meet the
expectations of their customers and gain a competitive
advantage, increasing numbers of Russian private
enterprises and businessmen are seeking partnerships
with well-known Western companies.
The Russian marketplace is far from being as saturated
as other parts of Europe or America although all the
major international brands are available. Local brands
164
are generally weaker than international ones. This is
because most are newer, appearing only after the collapse of the USSR and also because there is a widespread perception that imported goods, particularly
durables, are of a higher quality.
The Russian automotive sector is one of the fastestgrowing markets in the world. In 2004 the sales of
imported cars increased by 83 percent.
Consumer credit is becoming more common, making
the Russian lifestyle more like that of other Europeans.
Unique Challenges for Marketers in Russia
• Because Russian society is still developing, it is
sometimes difficult to define a target group. There
are no fixed divisions between social groups which
can be used for planning marketing activities. It is
almost impossible to use the socio-demographic
target group definition or use related target group
segmentation.
• There is a significant difference in lifestyle between
those living in urban and rural areas. Therefore it is
not always possible to use the same communications
strategy or build the brand in the same way for the
whole country.
• Increasingly professional domestic distributor organizations greatly ease the task of bringing goods to
market in Russia, though accessing markets in some
of the distant regions can still be problematic.
• There are some restrictions on alcohol and tobacco
advertising in Russia. Neither product can be advertised through mass media targeted at young people.
The advertising of tobacco products must always
carry a health warning. TV and radio ads for beer
can’t be advertised from 7am to 10pm and they
must not feature images of people or animals.
165
EMERGING
MARKETS
RUSSIA
EMERGING
MARKETS
RUSSIA
Russia’s Top Advertisers
1– Procter & Gamble
2 – Unilever
3 – Coca Cola
4 – Samsung Electronics
5 – Bee Line (local provider of mobile communications services)
Media Environment in Russia
TV
Penetration
93%
Computer
Ownership
Internet
Access
Broadband
12%
15%*
3%
Mobile
Phone
42%
Retailing in Russia
Retail is one of the fastest-growing sectors of the Russian economy. According to the data provided by
A.T. Kearney, Russia is the most attractive of the developing markets for global trading networks.
During the last three years the country has become much less of an investment risk. The number of
modern trading areas has increased as has retail turnover and the number of international retailers
Users (MM)
133
17
23.8
4
60
operating in the country.
According to recent statistics published by Interfax, the business news agency, Russian retail turnover
*The difference in internet access and computer ownership is explained by the fact that a lot of people
have internet access only in the workplace, others only in cybercafes.
Source: Public Opinion Foundation
Top Media Outlets in Russia
Television
Newspaper
Magazine
Websites
Pervy Kanal
Argumenty I facty
Liza
www.mail.ru
Rossiya
Iz Iz ruk v ruki
777
www.yandex.ru
NTV
Komsomolskaya Pravda
Antenna
www.google.ru
CTC
Moskovskiy Komsomolec
Cosmopolitan
www.rambler.ru
TNT
Commersant
Teshchin jazik
www.aport.ru
increased by 11.4 percent in January-July 2005.
Tips for Advertisers
TV is the most important medium in Russia and
Use of humour is a proven way to increase impact,
hence the main source of advertising awareness,
although it is still important to test the ad in terms
it is responsible for about 90 percent of Total Brand
of cultural acceptability, understanding and connec-
Communication Awareness. Press and outdoor
tion with the advertised brand. In common with
advertising are in second place. The role of radio
many other markets, another way to positively influ-
and the internet is still insignificant.
ence perceptions is by using well-known music,
children and animals in the ad. It should be noted
Using international ads, which might travel very well
though that children can only be featured in the
across other parts of Europe, may not work as well
advertising of children's products.
in Russia. Such ads need to be carefully tested
before airing.
Key Millward Brown Metrics
Country Average
166
Awareness Index
Persuasion
Enjoyment
Involvement
6
16%
3.4
4.6
167
EMERGING
MARKETS
RUSSIA
Fun Facts & Trivia
Eating out
• Although the biggest country in the world, only13 percent of
Russia is developed and 51 percent is virgin territory.
(Please note that these are our recommendations at the time of publication.)
• The most popular drink in Russia is tea with lemon.
• Lake Baikal, in Siberia, is the world’s deepest lake.
• Russia has11 different time zones.
• Soup is very popular, especially beetroot soup which is a
national dish.
• Russia is known for its severe winters which is why fur coats,
fur hats and even boots lined with fur are a necessity.
• The most popular sports are football, ice hockey and
figure skating.
• Typical Russian dishes to try are: Pelmeni (ravioli), Blini
(crêpes), Borshtsh (red soup/beetroot soup), Shtshi (cabbage
soup), Vareniki (dumplings) and Russian salads
• For classic Russian cuisine try Godunov, Teatralnaya pl., 5/1
www.godunov.net, this restaurant is situated in the centre of
Moscow, under the painted arch of the refectory chambers of
the17th century.
• A legendary Moscow restaurant with a luxurious interior and
music is Yar, Leningradsky pr-t, 32/2, hotel “Sovetskaya”
www.sovietsky.ru.
• Pushkin café is in the list of 25 best European restaurants and
is certainly worth visiting (Tverskoy blv., 26a).
Top Tips for Visitors
• St. Petersburg and Moscow are key tourist destinations.
Late spring to early autumn is high season when it can
often be difficult to find a hotel room at a reasonable price.
• It is better to order a taxi in advance than stop a car in
the street.
• Electricity in Russia is 220 V 50 Hz and it is important to bring
a converter plug (the two-pin thin European standard) as not
many places sell them.
• Prices are generally quoted in rubles; currency can be freely
converted in many places although travellers’ cheques are
harder to cash.
• Tipping is increasingly expected at restaurants. It is typical
to round up the amount due and to tip10-15 percent
depending on service.
• Russian is the official language of the Russian Federation.
In the big cities, many people speak or study English; most
people are friendly to foreigners and will try to help (even if
they know little or no English).
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To Buy
• Matryoshka — wooden nesting dolls
• Ushanka — a warm hat
• Samovar— a heated metal container
traditionally used to brew tea
• Valenki — traditional hand-made felt boots
• Prianiki — traditional Russian cookies
Must Read
• The Master and Margarita by Mikhail Bulgakov
• Lolita by Vladimir Nabokov
Useful Links
General information: http://wikitravel.org/en/Russia
Travel guides: http://www.waytorussia.net/ or
http://www.themoscowtimes.com/travel_guide.html
News agencies: http://www.rbcnews.com/ http://en.rian.ru/
Moscow guides: http://eng.moscowout.ru/
http://www.moscow-city.ru/
Hotels: http://www.moscow-hotels-russia.com
Search engines: www.yandex.ru; www.rambler.ru
Restaurant guide: www.menu.ru
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% of people who
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69
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South African economy
54
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52
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51
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50
I enjoy spending time with my family
50
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50
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47
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47
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70.6
7.4
3
44.5
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21.5
3.6
0.1
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True Love
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People
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Sunday Times
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172
173
BIO GRAPH I E S
174
Eileen Campbell
Global
Language
•English
Topics
•Children’s Research
•Youth Trends
Other
•Guest Lecturer at
Harvard Business School
•Member of Executive
Advisory Committee of the University
of Michigan’s
Program in Survey
Methodology
•2007 Chair of the CASRO Board of Directors
176
Eileen Campbell is CEO of the Millward Brown Group and has
responsibility for all of Millward Brown’s businesses around
the world.
Her extensive experience in brand identity, brand equity,
advertising, new product development, Internet, and youth
marketing positions Eileen as a thought leader in the market research industry. Throughout her career, she has worked
extensively both in qualitative and quantitative research. She
has provided marketing consultancy to a variety of Fortune
100 companies in the consumer packaged goods, financial
services, automotive, technology, entertainment, and advertising industries. Leading clients with whom Eileen has
worked include General Mills, IMAX Corporation, 3M, Pillsbury, and Capital One.
Eileen holds a bachelor’s degree in economics and business
administration from Heidelberg College, Tiffin, OH, USA.
177
Language
•English
Topics
•Media
•Segmentation
Awards
•Best Paper Media
Research Group
2005
Sue Elms
Andy Greenfield
Global
Global
In the modern media world it is more important than ever
to harness the power of media communications to build
stronger brands. Sue Elms’ role is to help the Millward Brown
Group deliver outstanding insight and evaluation to support
the best media decisions in this new world.
Sue has spent most of her working life with major media and
advertising agencies. She began her career at Leo Burnett, then
moved to Lintas. She was later appointed managing director
and worldwide board director at Initiative Media Futures. Prior
to joining Millward Brown, Sue was managing director of Carat
Insight and board director of Aegis Media UK. During her
career she has worked with a number of leading companies
including Unilever, Diageo, Renault and AOL.
Sue is a frequent speaker at major media industry events
and is a past chairman of the U.K. Media Research Group.
She has a B.A. in modern arts and a postgraduate marketing
degree from Kingston University. Sue is based in London but
works with clients in all parts of the world.
178
Language
•English
Topics
•Integrated
Communications
•Print Advertising
Effects
•Brand Equity
•Online Marketing
Awards
•Joint Winner Market
Research Category
Atticus Awards
2005
•Best Technical
Paper, Market Research Society
Conference 2000
•Best Paper,
Marketing Research
Society Conference
1999
Andy is chairman of Millward Brown’s Global Qualitative
Practice and CEO of Greenfield Consulting Group, Millward
Brown’s North American qualitative division. He is responsible
for overseeing all Millward Brown qualitative businesses across
North America, Europe, Asia Pacific, Africa and Latin America.
Andy is a highly regarded leader in qualitative research and
has extensive marketing, advertising, branding, new product
development and marketing research experience.
Andy founded Greenfield Consulting Group in 1983, building
it into North America’s leading qualitative research firm. Andy
changed the paradigm of the qualitative research industry
by hiring senior-level advertising and marketing executives
to conduct qualitative research at a time when psychologists and sociologists dominated the industry. In 1994, Andy
again changed the industry when he created Greenfield Online, the first online marketing research company. He sold
Greenfield Online in 1999 to a group of private investors that
included Michael Dell, United Bank of Switzerland, and Forrester Research. In May 2002, Greenfield Consulting Group
was acquired by Millward Brown.
179
Language
•English
Topics
•Brand Equity
•Creativity
•New Media
Other
• Three-time Winner
of the WPP Atticus
Award
•Publishes a Monthly
Point of View on
New Marketing
Thinking
•Posts His Comments
at www.mb-blog.com and
www.brandrepublic. com/blogs/
180
Nigel Hollis
Nick Nyhan
Global
Global
Nigel is Millward Brown’s chief global analyst. He has 27 years
of research experience and a deep understanding of how
marketing communications can build and maintain brands.
This helps him address the issues facing marketers in today’s
fast-changing world.
After a four-year stint with Cadbury Schweppes in the U.K.,
Nigel joined Millward Brown, where he has worked with
clients in many different industries and countries.
A three-time winner of WPP’s Atticus Award (for original published thinking in marketing services), Nigel has had his insights
published in a wide selection of journals and books, including:
Admap, The Journal of Advertising Research, Martin Lindstrom’s
“BRAND sense”, Euro am Sonntag, and Contagious.
British by birth, Nigel is an American citizen and believes his
years in the U.S. help give him a broader perspective on the
trends and issues affecting the marketing world. A contrarian
by nature, he rarely accepts things at face value. His delivery
is engaging, well-paced and, importantly, easily intelligible
to people who speak English as a second language. Recent
platform presentations include Mexico’s Connexión Internacional, the German Chapter of the International Advertisers’
Association, and the Marketing Science Institute.
Language
•English
Topics
•Digital Media
•Cross Media/
Integrated Media
•Privacy Issues
•Online Data
Collection
Awards
•Harvard Business School New York Club America’s
Entrepreneur of the Year Finalist, 2003
Nick is CEO of Dynamic Logic, a Millward Brown research
company. He also serves as managing director of Millward
Brown’s Media and Entertainment Group, which focuses
on digital and integrated media. After working in politics in
Washington, D.C. and New York, Nick entered the market
research industry 12 years ago through the traditional market
research division of Bozell, where he was an early proponent
of online techniques.
Nick is a frequent speaker at many industry events including
the m50 CMO Conference, the Advertising Research Foundation (ARF), the American Marketing Association (AMA),
the Interactive Advertising Bureau (IAB), the Online Media
Marketing Advertising Conference (OMMA), the Center for
Democracy and Technology (CDT), the US Bancorp Piper
Jaffray Internet Summits and the Nikkei CrossMedia Conference in Japan. He also speaks regularly at the University of
Pennsylvania’s Wharton Business School and at New York
University’s Stern School of Business. Nick’s opinions on
research and advertising have been published or quoted in
The Wall Street Journal, The New York Times, AdWeek, and
Mediapost. He served on the Associate Board of the Interactive Advertising Bureau (IAB) and the Government Affairs
Committee for the Council for Marketing Opinion Research
(CMOR), and co-chairs the ARF’s Online Media Council. In
2003 he was a Finalist for Harvard Business School Entrepreneur of the Year in New York.
181
Language
•English
Topics
•Neuroscience and
Neuromarketing
•Role of Emotion
in Advertising and
How to Measure it
•Brand Elasticity
Awards
•Best Paper Overall at the 2006
ESOMAR Congress for “Cognitive
Neuroscience,
Marketing and Research: Separating
Fact From Fiction”
•Highly Commended
in WPP Atticus Awards 2000 for “Does your brand mean enough to diversify?”
182
Graham Page
Gordon Pincott
Global
Global
Graham leads Millward Brown’s Innovation Center and directs
the global team responsible for developing new solutions
and approaches to help marketers drive their brands and
services forward.
Language
He has worked for Millward Brown since 1992, providing brand
owners in many different industries with answers to their marketing questions. Before moving into an innovation role and
returning to the U.K. where he is now based, Graham spent
three years working on major client projects in the U.S.
•Integrated
Communications
•Print Advertising
Effects
•Brand Equity
•Online Marketing
A frequent commentator on brand issues, Graham has written
and presented on a wide range of topics including the drivers
of brand success, consumer segmentation, brand elasticity
and corporate reputation.
Most recently he has undertaken pioneering research into
how neuroscience techniques might be used to better understand consumers’ responses to brands and marketing.
Graham holds a B.A. in experimental psychology from Oxford
University.
•English
Topics
Awards
•Joint Winner
Market Research
Category, Atticus
Awards 2005
•Best Technical
Paper, Market
Research Society
Conference 2000
•Best Paper,
Marketing Research
Society conference
1999
Gordon has over 25 years’ experience in the strategic planning and research evaluation of brands and communications.
In the early 1980s he worked for a major U.K. packaged goods
company as a brand planner, working on some of the most
famous ad campaigns of the time. In the mid and late 1980s he
was a board director of Saatchi and Saatchi, then the biggest
agency in London, where he worked for brands including Tesco,
Trusthouse Forte, Flymo and Famous Grouse.
In 1989 he joined Millward Brown. He has worked on a number
of major global brands and is now executive vice president,
global development.
Gordon has been a frequent contributor to conferences and
seminars, having presented in Europe and Asia on topics including integrated communications, print advertising effects, brand
equity and online marketing. He has been particularly involved
in understanding the research issues around the evaluation of
print campaigns.
183
Languages
•English
•French
•Russian
Topics
•Brand Strategy
•Marketing
Accountability
•Brand Valuation
Joanna Seddon
Peter Walshe
Global
Global
Joanna is executive vice president of Millward Brown and heads
Millward Brown Optimor globally. She has more than 20 years
of experience in providing strategic recommendations with
measurable financial impact to leading clients worldwide.
Language
Prior to joining Millward Brown, Joanna was founding partner and
executive vice president for worldwide strategy at the brand
consulting firm, FutureBrand, where she created its brand
valuation and analytics practice. Joanna originally made the
move from strategy consulting in the U.K. to the U.S. to lead
the successful turnaround and sale of a division of McKesson
Corporation, a global leader in supply chain management.
Joanna specializes in the development and implementation
of new methodologies for brand and marketing ROI measurement. She holds a doctorate from Oxford University.
•Brands
•Effective
Communications
•Return on
Investment
Joanna is a well-known speaker at major industry events
and business schools worldwide. Her most recent speaking engagements include the Corporate Image Conference
in New York. This year, Joanna spoke about the power of
brands on CNBC and BBC, and has been quoted by the
Financial Times, Marketing, Advertising Age and other major
publications worldwide.
184
•English
Topics
Awards
•Winner of a WPP
Atticus Award for
Measuring the
Effectiveness of PR
Peter is a global brand director. He works for major global
brands and runs the famous WPP BrandZ (A to Z of Brands)
study that covers more than 40,000 brands across 30
countries. The BrandZ data was used as input to the BrandZ
Top 100 Most Valuable Brands report, which was published
in the Financial Times in 2006 and 2007.
He has also spearheaded the development of ReputationZ.
This is an approach that quantifies the effect of corporate
reputation on consumer purchase. A keen mountain biker
and sports fan, he has developed an approach to measure
sports and personalities as brands (SportZ and CelebZ).
Peter originally trained and worked as an actor, appearing in
several TV commercials and well-known U.K. shows such as
Dr. Who and The Naked Civil Servant. These communication
and presentation skills proved very useful when he made
the move into market research.
Peter is considered a leading authority on brands and their value.
He regularly speaks at events and contributes to the marketing press.
185
Language
•English
Topics
•Business Consulting
•Marketing Sciences
•The Payment Card
Industry
Other
•President of the
Association of
Market and
Social Research
Organizations in
Australia
•Fellow of the
Australian Institute
of Company
Directors
186
Travyn Rhall
Gonzalo Fuentes
Africa Asia Pacific
South East Asia
Travyn oversees Millward Brown’s businesses in Greater China,
South East Asia, Vietnam, Korea, Japan, India, Australia, New
Zealand and Central and Southern Africa. A 25-year veteran
of the market and social research industries, he has extensive
experience working in Asia Pacific and the U.S.
Languages
Travyn began his working life with the Australian Bureau of
Statistics where he progressed to become director of statistical methods. He then spent seven years with Roy Morgan
Research before moving to New York to join ACNielsen
International Research. While in the U.S., Travyn opened
offices for ACNielsen customized businesses in Chicago and
California and was involved in the set-up of the company’s
online business. In 2002, Travyn moved back to Australia as
managing director of ACNielsen’s customized research practice in Australia and for the company’s global international
research practice. In 2005 Travyn became responsible for
the Asia Pacific customized research practice. Travyn joined
Millward Brown in October 2006.
•New Product
Development
•Children’s Research
•English
•Spanish
Topics
Gonzalo, a Spanish sociology graduate, started his marketing
research career in an independent Spanish firm in 1994 working
on both qualitative and quantitative projects. Since then he has
worked at Research International and Millward Brown.
From 2000 to August 2004 Gonzalo worked for Millward
Brown Spain as a group account director. Since 2005 he has
been managing director of Millward Brown South East Asia.
Gonzalo’s main areas of expertize include new product
development, from finding needs gaps in a market and
developing specific product propositions, to consumer and
children’s research.
He has taken part in many events for both the Spanish Market
Research Society and the Singapore Market Research Society.
Travyn splits his time between Millward Brown’s regional headquarters in Singapore and Sydney, where he lives with his wife
and son. He has spoken at many of the leading marketing
conferences and lectured at business schools in Australia.
187
Languages
•English
•Mandarin Chinese
Topics
•Youth Research
•Innovative Qualitative
Methodologies
Other
•Early in his
career Nicholas moonlighted as
a part-time actor and appeared in a movie and a TV series
Nicholas Ho
Daren Poole
China
Australia
Nicholas started his career in banking and then worked for
four years in media (ESPN Star Sports and MTV). His varied
career path, which has taken him to Seoul, Hong Kong, Beijing,
Singapore and Tokyo, eventually led him to Shanghai. He
worked at Synovate and was the director of qualitative research at TNS China before joining Millward Brown in 2005.
Nicholas has extensive qualitative experience in China and
other North Asian markets and has worked with many Fortune
500 brands. He has conducted more than 1,000 focus groups
and in-depth interviews in China, Singapore, Taiwan and international markets. His specialty is brand development, youth
research, marketing communication and media planning.
Nicholas has extensive experience with consumers in mainland
China and his ability to interpret their thinking and develop
actionable insights has greatly contributed to the business
success of many of his long-term clients.
Before joining the research industry Nicholas worked on the
client side and studied youth and industry trends in markets
including China, Japan, Korea and Taiwan. Hobbies include
loud music, good conversation and occasional wake-boarding.
Language
•English
Topics
•International
Research and
Marketing
Daren joined Millward Brown U.K. in 1996 where he worked on a
number of large accounts across European markets. In 2000,
he moved to the company’s Shanghai operation and in 2001 he
transferred to Singapore to service clients across South East
Asian markets, predominantly Indonesia and the Philippines.
In 2002 he moved to Bangkok to establish Millward Brown’s
local presence in Thailand, developing local relationships
with global clients and introducing the company’s solutions
to local companies. During his time in Bangkok, Daren also
successfully seeded Millward Brown solutions into the
Vietnamese market.
Daren left South East Asia for Sydney in 2005 to take up a
client service leadership role and to service some of the
company’s largest clients. Daren has been managing director
of the Sydney office since February 2007.
Daren has spoken on a range of subjects including brand
equity measurement, maximizing advertising ROI, media
engagement and communication optimization. He has a
particular interest in the application of marketing and research
principles on an international basis.
Daren was educated at the University of Reading, U.K., and
l’Institut d’Etudes Commerciales Supérieures de Strasbourg,
France, and is a holder of a postgraduate diploma from the
Chartered Institute of Marketing.
188
189
Language
•English
Topics
•China and
Asia Pacific Markets
Other
•“The Ingredients for
Successful Marketing,” Published in
Admap, February
2007
190
Deepender Rana
Neerja Wable
Asia
Africa Asia Pacific
Rana’s research experience spans13 years, the last eight of which
have been spent at Millward Brown. He has been responsible for
setting up offices throughout Asia including China, Taiwan and
Korea. He also spent time heading up the Hong Kong office.
Language
His specialty is in the area of delivering research solutions
spanning the brand and meeting the total communications
needs of clients. He is also able to help clients understand
the complexity of China and Asia Pacific markets.
•Integrated
Communications
•Consumer Insights
•Brand Equity
Rana is currently based in China, splitting his time between
Shanghai and Beijing. He was involved in the merger
between Millward Brown and ACSR in 2006 and continues
to work on the harmonization of the two companies.
•English
Topics
Awards
•Nominated Best
Paper at the
ESOMAR
Conference in
Shanghai in 2006
Neerja has over 25 years’ experience in advertising and market
research working with JWT, Unicef, IMRB and currently Millward
Brown Africa Asia Pacific. She holds a B.Sc. and M.B.A. from
India’s premier management institute, The Indian Institute of
Management, Ahmedabad.
Prior to her current role, Neerja was head of Millward Brown
South Asia. In addition, as senior vice president and executive
director of IMRB (a Millward Brown licensee), she managed
the Delhi office’s quantitative and qualitative business. She
helped set up the specialist qualitative research unit (PQR)
at IMRB and was also responsible for the Social and Rural
Research Institute (SRI). Some of the key clients she worked
with in India were Pepsi, GSK, Nestlé, Reckitt Benckiser and
Unicef. Neerja joined Millward Brown Africa Asia Pacific (AAP)
as chief client officer in March 2004.
Neerja has been a frequent contributor to conferences and
seminars. She has presented many papers at ESOMAR.
Most recently her paper, “Connecting with consumers: The
right place and the right time,” co-written with the marketing
solutions director, was nominated as the best paper at the
ESOMAR conference in Shanghai in 2006. She has also
been a panel member at CII Seminars and the World
Economic Forum.
191
Languages
•English
•Italian
Topics
•Multicultural
Cooperation
•Change and
Innovation
Other
•Andrea is a
Certified
Sommelier
Andrea Bielli
Cath Booth
Europe
Europe
Andrea is passionate about brands and marketing, having
worked with leading multinational organizations for over 20
years. He has particular expertize in the assessment and
development of brand communications and how they impact
brand equity.
•English
•Spanish
•Mandarin Chinese (slightly rusty!)
Andrea studied business administration at the Bocconi
University in Milan where he focused on marketing and
retailing. He has worked for some of the biggest research
organizations in the world.
Currently CEO of Millward Brown in Continental Europe,
Middle East and North Africa, Andrea has worked across
many countries. He has developed a strong understanding
of how strategies can work across different markets to
comply with local cultures.
Andrea has presented in the past at many major conferences
including the Italian market research association (ASSIRM),
ESOMAR and WARC.
192
Languages
Topics
•Brands and
Communications
•Health and
Wellness Trends
•Corporate Reputation
Other
•Co-author of
“How TV Advertising Works” Chapter
in the Aedemo
Research in
Marketing Book
•While Living in Taiwan, She Played a Detective in a Popular Television Series
A law graduate from Manchester University, Cath spent time
traveling, working and honing her language skills in Europe,
Asia and Latin America before beginning her career in market
research.
Since joining Millward Brown in the U.K. in the late 1980s, Cath
has worked closely with a number of major global clients across
a number of different industries including packaged goods,
pharmaceuticals and telecommunications.
She is currently based in Madrid and continues to build her
international profile in her role as the head of client service,
covering the region of Continental Europe, Middle East and
North Africa.
Cath has spoken at a number of conferences and client events
across Europe, with recent topics including “From Creative
Evaluation to Channel Planning” (Norway) and “Consumer
Decision Making – Conscious or Unconscious” (Zurich).
193
Languages
•English
•Turkish
Topics
•Children and Young People
Other
•Head of the
Turkish Association for Opinion and Market Research (2006-2008)
•Co-lecturer on Bilgi University’s graduate program on Advertising Theory and
Research
Betul Khan
Pepe Martinez
Turkey
Spain
A psychology and social psychology graduate from Bogaziçi
University, Betul has been working in market research for over
15 years.
Her experience includes both quantitative and qualitative techniques and she has been the managing director of Millward
Brown Turkey since 2000. Prior to that she worked for GfK.
Betul is an accomplished conference presenter and has taken
part in many of the biggest branding and marketing events in
Istanbul, such as Brand Conference by Yürekli and conferences
by IAA and Mediacat.
She is also an experienced media spokesperson, having
appeared on television and in the press on many occasions.
Languages
•English
•Spanish
Topics
•Neuroscience
Awards
•AEDEMO 2006; prize for the best paper: “Channel Connection: The Internal World of the Audience”
•AEDEMO 1997; Prize for the Best Paper: “Analysis and Research is a Process”
Other
•He is the Author of
Several Interesting Documents, Such as “Psychoanalysis
and Qualitative Research” and “Novelties in the Qualitative Field”
194
Pepe has over 25 years’ experience in qualitative research.
He has worked in all aspects of the field, including diagnostic,
prospective and creative studies, and with consumers of all
types including B2B, doctors and employees.
In 1982 he joined Synapse Marketing Research as a qualitative
technician. He rose within this Spanish company to become the
director of its Barcelona office as well as its technical director.
He then went on to become the managing director general of
Ideas para, a creative qualitative research company.
In 1994 he was one of the founding partners of Ergo Advanced
Research. This company was purchased by Millward Brown
in 2001.
Within Millward Brown he was the head of Euroqual, the European qualitative research network, for four years.
Pepe is currently head of client service for Millward Brown
Spain, coordinating a team of 100 people (psychologists,
sociologists, statisticians, etc.). He has led on two international
psycho-sociological studies: “Young Europeans and their
brands” and “Young families and their brands” (Europe and
Latin America).
195
Languages
•English
•German
Topics
•Online Research
•The Importance of Emotions in Communications and Brand Building
Manfred Tautscher
Jorge Alagón
Germany
México
After starting his career with the market research firm Gallup,
Manfred founded the top 10 Austrian research company
Integral Marktforschung in 1987. While at Integral, Manfred
developed successful market research tools like the Austrian
Internet Monitor. Integral joined the Millward Brown Group
in 2002. Manfred later moved to the German business and
since June 2003 has been the managing director of Millward
Brown Germany.
A regular on the conference circuit, Manfred has spoken at
events organized by Managementforum Starnberg, Euroforum,
Bloomberg and BVM. He was also one of the spokespeople
for the BrandZ Top 100 Most Powerful Brands study and was
interviewed on television by Bloomberg.
Languages
•English
•Spanish
Topics
•Integrated
Communications
•Print Advertising Effects
•Brand Equity
•Online Marketing
Awards
•Joint Winner Market
Research Category
Atticus Awards 2005
•Best Technical
Paper, Market
Research Society
Conference 2000
•Best paper,
Marketing Research
Society Conference
1999
196
Jorge has more than 15 years’ experience in marketing research
and currently works as VP of R&D and marketing sciences for
Millward Brown México. Prior to this he worked as a senior
strategic planner at JWT and spent three years traveling around
the world. Jorge has a degree in applied mathematics and an
M.Sc. in applied statistics from Oxford University.
Some of the key issues that Jorge is concerned with include:
• Quantifying the ROI of marketing activities by applying
statistical tools and methods
• Adapting the most recent global research methodologies
for Mexican culture
• New and developing ways to research brands, media
and communications
He has applied econometric models to optimize the marketing investment of categories as diverse as beverages and
the lottery.
Jorge has published several articles in Mexican marketing
magazines including Merca2.0, Segmento and AMAI, and is
continually invited to speak at marketing seminars.
His biggest achievements include completing more than 10
bungee jumps, spending one month at a Tibetan Buddhist
monastery, defeating a red dragon on a Saturday afternoon,
and his marriage.
197
Languages
•English
•Spanish
Liliana Baena
Dr. Fabian Hernandez
Colombia
Latin America
Liliana is managing director of Millward Brown Colombia, an
office that she set up four years ago and has now built to be
the leading market research company in the country.
An initial interest in working with children spurred Liliana to study
psychology at Los Andes University. However, an internship in
the marketing research department of BBDO in her final year
led to a change of direction. She went to Paris to attend the École
Supérieure de Gestion and completed a master’s degree in
marketing and advertising.
Since then she has worked for some of the biggest market
research agencies in Colombia, including a spell at an advertising agency (Epoca) where she worked as account director
for Nestlé, managing Maggi and Nestea.
Languages
•English
•Spanish
Topics
•Probability
•Sampling Design
•Analysis of Data
Books
•Author of Cálculo
de Probabilidades (Probability Calculus),
A Key Text
at the National
Autonomous
University of Mexico
Based in México, Fabian is Millward Brown’s CEO for Latin America.
His experience before joining Millward Brown includes working in the
public sector at the Ministry for Education, and Bureau of Statistics.
He also worked in education and lectured on probability,
mathematical statistics, sampling and statistical methods.
On the commercial side, Fabian’s experience includes 15 years
at ACNielsen in México where he was director of custom
research, and time spent as managing director of Asesoría e
Investigaciones Gamma. During his time at ACNielsen, Fabian
launched the Radio Audience Measurement Service. He has
worked with many leading global and local brands including
Alestra/ATT, Bacardi Martini, Gillette, Kimberly Clark, Cadbury
Adams, The México City Radio Broadcasters’ Association,
Bancomer (now BBVA), Unilever, and P&G.
Fabian has a B.Sc. in actuarial sciences from the National
Autonomous University of México, and a Ph.D. in statistics,
with a minor in operations research, from the University of
Wisconsin, WI, USA.
He has spoken at many seminars, workshops and conferences.
Fabian is also a published author in several magazines including
the Journal of the American Statistical Association, Segmento,
Datos y Tendencias and The Journal of the Mexican Mathematical
Society.
198
199
Languages
•English
•Portuguese
•Spanish
Topics
•Media Investment
Patterns and ROI
Valkira Garré
Christian Dorffer
Brazil
U.K. & Europe
Valkira is a chemistry graduate and M.B.A. She started her
career at Unilever, initially working in product development
and later in market research.
She has worked for Millward Brown Brazil for a total of nine
years. Her key clients include a global packaged goods company,
a market-leading soft drink producer and other clients in the
telecommunications industry.
Valkira is a regular speaker on public platforms and at events in
Brazil, especially at ABA (Association of Brazilian Advertisers)
and ABEP (Association of Market Research Companies).
Languages
•English
•Spanish
•Danish
•German
Topics
•Shareholder
Value Creation
Using Brands
•Brand Portfolio
Rationalization
•Business Innovation
Christian leads Millward Brown Optimor’s European business
where he consults clients on customer segmentation, new offer
design, value proposition development, channel optimization,
challenger brand positionings, brand portfolio strategy, brand
valuation and marketing effectiveness.
He has spent the last decade as senior project leader in management consultancies including PricewaterhouseCoopers,
Corporate Value Associates and Prophet Brand Strategy
where he worked with clients across different sectors in
Europe, the U.S., Latin America, India and Africa.
Christian is a frequent speaker on marketing issues and has
taken part in events organized by the Economist Intelligence
Unit, The Marketing Society’s Brand Summit, The Young
Presidents’ Organization, The Danish Trademark Society and
BrandsPoint Ukraine.
He also has teaching experience from executive programs at
Harvard Business School and London Business School, and
has taught the senior marketing teams in companies like
Barclays, UBS and Dell.
200
201
Language
•English
Topics
•Business Strategy
•Organizational
Change
•Route to Market, Commercial Trade Terms and In-store Execution
•Capital Markets and Corporate Finance
202
Warwick Nash
Roger Sant
U.K. & Ireland
U.K. & Ireland
Warwick joined Millward Brown in March 2005 and runs Millward
Brown U.K. and Ireland, including client development, internal
organization and profit delivery. He has a deep understanding of
the commercial aspects of clients’ businesses and has particular
expertize in the “activation” aspects of the consumer experience.
Prior to Millward Brown, Warwick was business unit director at
Diageo GB, where he also held a variety of business development and commercial planning roles including the sales/
profit performance and relationship with a number of strategic accounts. Prior to Diageo, Warwick worked for McKinsey
& Company across a range of industry sectors and markets
including financial services, packaged goods, retail, wholesale, and industrial in the U.K., Asia, South Africa and the U.S.
Warwick holds a B.A. in psychology and philosophy from
Oxford University and an M.B.A. (with distinction) from The
Kellogg School of Management in Chicago, IL, USA.
Language
•English
Topics
•Customer Experience
•Brand Strength
Other
•In his spare time Roger has enjoyed playing county level rugby, 50 free-fall parachute jumps, three
bungee jumps and one New York marathon
Roger started his career as a nuclear scientist for the U.K. Ministry
of Defence before deciding that management consultancy and
subsequently market research would be more of a challenge.
He has extensive experience in satisfaction and loyalty programs,
having been vice president, customer satisfaction at Market Facts
Inc. in New York. He moved to Boston to become chief strategy
officer for Carat Interactive and then returned to the U.K. as
head of global solutions for Research International.
He recently transferred within WPP to Millward Brown where
he is now head of customer experience. His responsibilities
include helping clients to integrate customer experience,
communications and brand image to achieve a holistic perspective of brand strength.
Roger is an accomplished presenter and media commentator
in both the U.K. and the U.S. He has a master’s degree in
management science from the University of Warwick and a
joint honors degree in mathematics and physics.
203
Language
•English
Topics
•Multimedia
Advertising
•Advertising for
Global Brands
Dan White
Nikhil Gharekhan
U.K. & Ireland
North America
Dan’s passion is using the very latest market research, marketing
science and psychological thinking and techniques to devise the
ultimate solution to the business need. He combines an
academic background (master’s degree in psychology from
Cambridge University) with 16 years’ account handling experience,
and is proud of his ability to apply sophisticated approaches while
avoiding jargon and overcomplication.
He was part of the development team behind many of Millward
Brown’s techniques, including the communications research
approach Link™ and the brand equity system BrandDynamics™,
both of which he customized for one of the world’s largest
multinational packaged goods companies.
Dan is a real expert in communications research both in
terms of development and application; over his career he
has researched more than 400 pieces of advertising, but
says he still learns something new from every project.
Interests include modern art, theatre and obscure Japanese
video games.
204
Languages
•English
•French
•Hindi
Topics
•Brand Strategy
•Marketing
Accountability
•Brand Valuation
Nik is senior vice president of Millward Brown Optimor. He
leads the North American business, assisting clients with
strategic and analytical brand issues, including brand valuation,
customer strategy, brand portfolio optimization, brand architecture, positioning and licensing valuation.
Prior to joining Millward Brown, Nik was an engagement director
at FutureBrand, which he joined from PricewaterhouseCoopers.
In that role he helped clients address strategic issues such as
marketing and growth strategies, merger integration, and corporate redesign. Earlier in his career, Nik worked in the product
design and development division at IBM’s microelectronics
division. He holds an M.B.A from the Wharton Business School
as well as a master’s degree from MIT in electrical engineering
and computer science.
Nik is a well-established speaker at industry events and
business schools. His most recent speaking engagements
include the Conference Board’s Senior Executive Roundtable
in New York and Chicago, the Brand Equity Management
Conference in New York and the Corporate Brand Management
Conference in New York. Nik has recently been interviewed
by major industry publications including Advertising Age.
205
Language
•English
Topics
•Online Video
•Creative
Development Process
•Word of Mouth
Ann Green
Ove Haxthausen
North America
North America
Ann has extensive marketing research experience in brand
building, advertising, and media. She currently leads Millward
Brown’s Marketing Solutions initiatives, focusing on solutions to
help leading marketers build, grow and manage their brands.
Ann has been instrumental in expanding Millward Brown’s
communications offerings to include research tools for exploring both strategy and early creative development. She brings a
unique research perspective in that she has had the opportunity
to work extensively with both traditional and emerging media
throughout her career.
Prior to her current role, Ann worked as a vice president in client
service. During her career she has worked with marketers such
as Bristol-Myers Squibb, Dunkin’ Donuts and Ferrero USA. She
has also been responsible for new product innovations in North
America, including identifying client needs, building relationships with third party partners and exploring technology
advancements. Ann played an integral role in ensuring continual
evolution of copy testing globally.
Ann has been a featured speaker at many marketing industry
events including the Word of Mouth Marketing Association
(WOMMA), ad:tech, and the Advertising Research Foundation
(ARF), where she is an Interactive Council member. She has
also been a featured lecturer at Columbia University in New
York. Ann’s work has been published in Forbes, Critical Mass
and AdMap and she is quoted regularly in leading industry
publications including AdWeek, Advertising Age, Crain’s Chicago
Business and E-Commerce Times.
206
Languages
•English
•French
•Danish
Topics
•Brand Valuation
•Brand Finance
•Marketing ROI
Ove is a director at Millward Brown Optimor’s New York office.
His brand and corporate strategy work has included brand
valuation, marketing ROI, business portfolio optimization, M&A
advisory, responses to competitive threats, and internal growth
strategies as well as the development and implementation of
EVA-based strategic planning tools. Ove joined Millward Brown
Optimor after a decade in consulting including positions at
McKinsey & Co. and Mars & Co. His engagements have
covered a wide range of industries, from consumer goods and
healthcare to financial services and IT (hardware and software).
Born in Denmark, Ove holds a civil engineering degree from
the École Speciale des Travaux Publics in Paris and an M.B.A.
from the Columbia Business School.
Ove’s most recent speaking engagements include The Conference
Board’s Corporate Brand Management event in New York.
He has also served as a guest lecturer at Columbia Business
School in New York. Ove has published several articles on
branding in major industry publications. His most recent
article, “Risk Jockey: Companies Must Manage Brands Like
Tangible Assets,” was published in Marketing Management
magazine in April 2007.
207
Language
•English
Topics
•Segmentation
•Forecasting
•Corporate Strategy
Chris Murphy
Paul McClean
North America
North America
Chris serves as senior vice president, marketing science and
strategic services, leading Millward Brown’s Services Consultancy
and overseeing its strategic research function. He has an
extensive background in marketing research and brand
building, both on the client and supplier sides.
Languages
Chris’s career began in new product forecasting. This set the
stage for his continued focus on delivering pragmatic, revenuecentric solutions to senior management across a broad range
of industries, including technology, services, entertainment and
CPG. Chris has developed radically practical approaches to the
analytic arts of segmentation, diffusion mapping and revenue
impact modeling — quantifying the dollar opportunity/risk
associated with specific improvements and declines in brand
experience measures.
•Brand Equity
•Global Marketing
•Optimizing
Communications
Prior to joining Millward Brown, Chris held the positions of
executive director and vice president of brand strategy and
market sciences/research at Verizon Communications. He
previously held senior-level positions with US West.
Chris speaks regularly at industry associations including the
Association of National Advertisers (ANA), The American
Marketing Association (AMA), the Marketing Science Institute (MSI), GBC, ALI and the Public Relations Society of
America (PRSA). He is a regular guest lecturer at Georgia
Institute of Technology’s MMR Program, where he also
serves as an executive board member. His innovative work
has also been presented at numerous forums including the
Sawtooth Conference.
208
•English
•French
Topics
Paul has 25 years’ experience in the marketing and media
research space, and in working with major marketers to evaluate
the impact and effectiveness of communications.
Prior to joining Millward Brown in 1986, Paul began his career
at Institut Proscop in Paris, helping to develop the annual
publication Proscop Media Data. Returning to the U.K., he
joined RSGB’s Media Division, responsible for media research
focused on radio and print.
During his long career at Millward Brown, Paul has worked
across the company’s offices in France, the U.K., and the U.S.
for a wide variety of marketers in the automotive, alcohol,
food and beverage, confectionery, and telecommunications
industries.
For the past 20 years, Paul has worked closely with the CocaCola Company on their global business. In 1997, Paul moved
to the U.S. to open Millward Brown’s Atlanta, Georgia office.
In his current role at Millward Brown, he provides business consultancy to clients globally and is charged with communicating
Millward Brown’s knowledge and insight externally.
209
Language
•English
Topics
•Brands, Advertising and Media
•Marketing to Boomers and the 50+ Consumer
•Marketing and Business Expansion
Awards
•Kantar Gold Award Presented to Millward Brown North America
in 2005 and 2006 for Best Overall
Performance (Business, Talent, Clients, offer)
•Ad Age Digital Media Master Top 25
•Silicon Valley
Top 100
210
Mary Ann Packo
Gordon Wyner
North America
North America
Mary Ann is CEO of Millward Brown’s North American businesses and a member of the Millward Brown global management
board. She joined Millward Brown in 2002 as chief client and
marketing officer, rising to president and then CEO of MBNA.
Mary Ann came to Millward Brown with over 20 years of continuous P&L experience in the marketing, media research, digital
media and information services fields. During her career, she has
launched successful startups, managed high-growth businesses,
expanded businesses internationally, taken a company public,
and led business units of larger global companies.
Prior to joining Millward Brown, Mary Ann was president and
chief operating officer of Media Metrix (formerly known as PC
Meter) from startup to public company with a $750 million
market cap. She was a pioneer in the Internet and digital
media measurement arena, launching Media Metrix services
in more than 15 countries around the world. Mary Ann was
later group president of its successor company, Jupiter Media
Metrix, a public research and measurement company with
2,000 clients, 1,000 employees and operations in 18 countries.
In addition, Mary Ann has also held senior-level positions with a
number of global marketing research firms. She was president
of NPD Canada’s Custom Research Group in Toronto, Canada;
managing director of IPSOS-NFO, a Paris, France-based
European joint venture company; and vice president, Western
U.S. region, for NFO Research in San Francisco. Mary Ann was
also president and co-founder of National Yellow Pages Monitor,
a media measurement service for the $12 billion revenue U.S.
Yellow Pages industry, which was a division of NFO.
Language
•English
Topics
•Marketing Strategy
•Market
Segmentation
• Marketing
Effectiveness and
ROI
Gordon has more than 20 years of expertize in marketing
and brand consulting. He has worked extensively across a
variety of industries, including consumer products, financial
services, communications, and information technology. Gordon
focuses on understanding customer priorities and economic
value as a basis for building effective marketing and brand
strategies. As executive vice president, strategy and marketing science, Gordon is responsible for developing the firm’s
strategic capabilities, especially around segmentation, positioning, and marketing effectiveness improvement.
Prior to joining Millward Brown, Gordon held senior positions
with Mercer Management Consulting and Marketing and
Research Counselors (M/A /R/C).
Gordon has been a trustee of the Marketing Science Institute
for over 10 years and served as chair of its executive committee
from 2001 to 2006. Gordon is a regular columnist for Marketing Management and Marketing Research magazines, and a
frequent speaker at marketing and research conferences. He is
frequently quoted in the North American business press and
also authored an article in the Harvard Business Review on
|improving marketing ROI.
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