the presentation

Transcription

the presentation

Five Things We’ve Learned about
Growing Print Audiences
Tom Ratkovich, Managing Partner
Thursday, April 30, 15
About Me…
About Me…
•
I’m a data geek
About Me…
•
I’m a data geek
•
Managing Partner, LEAP Media
Solutions
About Me…
•
I’m a data geek
•
Solutions
•
Founder/CEO, ASTECH InterMedia
About Me…
•
I’m a data geek
•
Solutions
•
•
Co-owner, Aurora (CO) Media Group
About Me…
•
I’m a data geek
•
Solutions
•
•
•
I am not a print apologist…
About Me…
•
I’m a data geek
•
Solutions
•
•
•
•
I’m a Platform Agnostic
About Me…
•
I’m a data geek
•
Solutions
•
•
•
•
•
And because it’s always nice to
associate a name with a face…
About Me…
•
I’m a data geek
•
Solutions
•
•
•
•
•
And because it’s always nice to
associate a name with a face…
TOM
Print Audiences are Immensely
Valuable
See http://leapmediasolutions.com/news/dont-fold-tooearly-on-print/
Valuable
1. Print audiences are critical sources of data and revenue – data
that can enable relevance… and revenue that can fund other
strategic initiatives.
Valuable
2. Print audiences are a source of customers for other offline
and online products.
Valuable
3. The ability to offer advertising solutions that can be
integrated and optimized across multiple online and offline
channels offers a compelling proposition to advertisers vis-àvis single channel providers.
Valuable
3. The ability to offer advertising solutions that can be
integrated and optimized across multiple online and offline
channels offers a compelling proposition to advertisers vis-àvis single channel providers.
4. Print advertising works.
Lesson #1:
You CAN Grow Print Audience
Lesson #1:
About the LEAP Coalition Benchmarks
Lesson #1:
•
40 companies with audience universes of 5,000 to 100,000
Lesson #1:
•
40 companies with audience universes of 5,000 to 100,000
•
Coalition Objective: Share costs & best practices in customer
intelligence and marketing automation to drive audience growth,
engagement and monetization across all platforms
What the Numbers Say…
•
Key metric #1: The number of starts that last at least ONE
YEAR
– Comparison based on starts generated in the 12 months prior to datadriven marketing automation vs. 12 months subsequent to
implementation
Source
Direct Mail
Email
Telemarketing
Voluntary
ALL STARTS
One Year Pre
One Year Post
•
YEAR
implementation
Source
One Year Pre
Direct Mail
34.4
Email
44.4
Telemarketing
16.1
Voluntary
34.8
ALL STARTS
27.0
One Year Post
•
YEAR
implementation
Source
One Year Pre
One Year Post
Direct Mail
34.4
67.0
Email
44.4
72.6
Telemarketing
16.1
39.2
Voluntary
34.8
56.5
ALL STARTS
27.0
45.0
•
Key metric #2: The arithmetic differential between new starts
and permanent stops YOY
Newspaper
Company A
Company B
Company C
Company D
YOY Starts
YOY Stops
Net +/-
•
Newspaper
Company A
Company B
Company C
Company D
YOY Starts
-1,427
YOY Stops
-13,119
Net +/+11,692
•
Newspaper
YOY Starts
YOY Stops
Net +/-
Company A
-1,427
-13,119
+11,692
Company B
+307
-1,331
+1,638
Company C
+928
-275
+1,203
Company D
+372
-204
+576
Lesson #2:
Not All Customers are Equal
Lesson #2:
Not All Customers are Equal
Low!------------------------------------Ability to Retain---------------------------------"High
275
21
250
14
225
200
1
7
2
15
10
175
3
49
125
28
-10
15
40
65
23
5
46
90
20
55
38
51
58
33
60
59
47
66
31
61
57
41
40
24
50
29
30
140
56
52
50 54
64
48
16
35
63
22
25
44
0
53
65
-25
Low!--------------------------------------------Ability to Attract-------------------------------------------"High
18
19
42 36
75
45
115
34
25
32
12
8
37
100
27
43
6
39
13
4
26
11
150
9
17
165
190
Strategy may be varied based on
attributes
275
21
250
Hard to
Acquire,
Good
Retention
14
225
200
1
7
2
15
10
175
9
3
49
-10
15
40
Hard to
Acquire, 55
38
Poor
51
58
60
33
Retention
59
47
66
31
65
125
23
5
90
20
61
32
57
41
24
63
42 36
50
52
50 54
22
115
34
75
45
48
16
35
40
25
27
43
18
12
8
37
100
46
13
4
26
6
39
28
17
11
150
Easy to
Acquire,
Good
Retention
64
19
29
30
140
56
165
Easy to
Acquire,
Poor Retention
25
44
0
53
65
-25
190
attributes
275
21
250
Hard to
Acquire,
Good
Retention
14
225
200
1
7
2
15
10
175
9
3
49
-10
15
40
Hard to
Acquire, 55
38
Poor
51
58
60
33
Retention
59
47
66
31
53
65
65
125
23
5
90
20
61
32
57
41
24
44
63
42 36
50
52
50 54
22
Move marketing $
elsewhere, or micro-target
based on desirable
characteristics.
115
34
75
45
48
16
35
40
25
27
43
18
12
8
37
100
46
13
4
26
6
39
28
17
11
150
Easy to
Acquire,
Good
Retention
64
19
29
30
140
56
165
Easy to
Acquire,
Poor Retention
25
0
-25
190
attributes
275
21
250
Hard to
Acquire,
Good
Discounting or pricing with
Retention
migration to full price.
14
225
200
1
2
Worth spending more to
acquire.
40
59
47
66
31
53
65
65
125
23
5
20
61
57
41
24
44
63
42 36
50
52
50 54
22
Move marketing $
based on desirable
characteristics.
115
34
75
45
48
16
35
40
25
32
18
12
8
37
90
27
43
13
4
26
3
100
46
17
6
39
28
Hard to
Acquire, 55
38
Poor
51
58
60
33
Retention
10
11
150
49
15
15
175
9
-10
7
Easy to
Acquire,
Good
Retention
64
19
29
30
140
56
165
Easy to
Acquire,
Poor Retention
25
0
-25
190
attributes
275
21
250
Hard to
Acquire,
Good
Retention
14
225
200
1
2
acquire.
40
59
47
66
31
53
65
65
125
23
5
20
61
57
41
24
44
63
42 36
50
52
50 54
22
Move marketing $
based on desirable
characteristics.
115
34
75
45
48
16
35
40
25
32
25
0
18
12
8
37
90
27
43
13
4
26
3
100
46
17
6
39
28
Hard to
Acquire, 55
38
Poor
51
58
60
33
Retention
10
11
150
49
15
15
175
9
-10
7
Easy to
Acquire,
Good
Retention
64
19
29
30
140
56
165
Easy to
Acquire,
Poor Retention
Early, consistent
engagement and
reinforcement of value. EZ
Pay focus.
-25
190
attributes
275
21
250
Hard to
Acquire,
Good
Retention
14
225
200
1
2
acquire.
40
59
47
66
31
53
65
65
3
125
23
5
90
20
61
32
57
41
24
44
63
42 36
50
52
50 54
22
Move marketing $
based on desirable
characteristics.
115
34
75
45
48
16
35
40
25
27
43
12
8
37
100
46
4
26
6
39
28
Hard to
Acquire, 55
38
Poor
51
58
60
33
Retention
10
11
150
49
15
15
175
9
-10
7
25
0
64
Easy to
Acquire,
Good
Retention
Incremental
17
penetration may13be
costly. May be
somewhat
price
18
inelastic.
19
29
30
140
56
165
Easy to
Acquire,
Poor Retention
Early, consistent
engagement and
Pay focus.
-25
190
Find the Sweet Spot
275
21
250
Hard to
Acquire,
Good
Retention
14
225
200
1
2
acquire.
40
59
47
66
31
53
65
65
3
125
23
5
90
20
61
32
57
41
24
44
63
42 36
50
52
50 54
22
Move marketing $
based on desirable
characteristics.
115
34
75
45
48
16
35
40
25
27
43
12
8
37
100
46
4
26
6
39
28
Hard to
Acquire, 55
38
Poor
51
58
60
33
Retention
10
11
150
49
15
15
175
9
-10
7
25
0
64
Easy to
Acquire,
Good
Retention
Incremental
17
penetration may13be
costly. May be
somewhat
price
18
inelastic.
19
29
30
140
56
165
Easy to
Acquire,
Poor Retention
Early, consistent
engagement and
Pay focus.
-25
190
Lesson #3:
How is More Important than
How Much
Lesson #3:
•
How Much
The Circulator’s Predicament
– Responsible for “the number”
– Limited access to meaningful data and analytics
– Without knowing how to spend money, success is dependent on how
much budget
Lesson #3:
How Much
•
The Circulator’s Predicament
•
Intelligent Marketing changes the paradigm
– Responsible for “the number”
– Limited access to meaningful data and analytics
– Without knowing how to spend money, success is dependent on how
much budget
– How becomes more important than how much
– Analytics optimizes investments by informing the structure of campaign
activities
Objective – acquisition, retention, engagement, value enhancement
Channel – email, direct mail, telemarketing
Target – defined by transactions, demographics, contact history, channel
preference, etc.
Offer – print, digital, price, term, etc.
Creative execution – copy, graphics, script
Data-Driven Marketing Executions
Customer insights drive
communication strategy
•
•
•
•
offer
messaging
creative
channel
Data-Driven Marketing Executions
Customer insights drive
communication strategy
•
•
•
•
offer
messaging
creative
channel
Lesson #4:
Think CLM– Not Retention
Lesson #4:
•
Think CLM– Not Retention
What is Customer Lifecycle Management?
– Data-driven, technology-enabled process
– Designed to optimize customer value of a customer relationship – not
just the tenure
– Typically comprises a curriculum of timely, relevant communications
– Communications intended to provoke a specific response such as a
purchase, renewal, EZ pay migration, survey response or engagement with
content
Multichannel
CLM
Curriculum
End-to-End Marketing Automation
Acquisition
– Targeted prospecting to high-value, high-propensity consumers
– Reacquisition to former subscribers, weighted based on recency
– Multi-channel, integrated campaign management & execution (DM, TM
and Email)
– Web-based response fulfillment
Customer Lifecycle Management
–
–
–
–
Channel-integrated renewal and retention marketing
Cross selling / upselling for print and digital activation
Promote brand loyalty through early engagement
Drives retention and customer profitability
Engagement and Monetization
– Promote engagement with content and social sharing
– Build awareness and adoption of all products
– Generate new revenue through sponsorships and advertising
Acquisition
and Email)
–
–
–
–
– Promote engagement with content and social sharing
– Build awareness and adoption of all products
– Generate new revenue through sponsorships and advertising
Acquisition
and Email)
–
–
–
–
–
–
–
–
Promote engagement with content and social sharing
Generate customer data
Build awareness and adoption of all products
Generate new revenue through sponsorships and advertising
Digital Content Automation
Lesson #5:
The Requirements for Growth
Lesson #5:
•
Set the expectation
– Remove the term “Managed Decline” from your vocabulary
Lesson #5:
•
Set the expectation
•
Take the long view
– Focus on strategic audience growth and customer value
Lesson #5:
•
Set the expectation
•
Take the long view
•
Think “investment” rather than “expense”
– Technology
The Role of Technology
The Role of Technology
•
Optimization
•
Personalization
•
Integration
•
Automation
CUSTOMER INTELLIGENCE PLATFORM
Data Integration
Marketing Analytics
Campaign Management
Multichannel Executions
Reporting
Address
Demogra
phics
Subscribe
rs
Dispositi
ons
User
Newslette
Registrati
rs
on
Deals
Contests
Loyalty
Merchant
s
Lesson #5:
Lesson #5:
•
Set the expectation
•
Take the long view
•
– Technology
– Data
Third Party Demographic/Lifestyle
Data
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Name/address/phone
Age/gender/ethnicity
Marital status
Occupation/education
Hispanic language preference
Number of children/ages
Political party
Homeownership/home value/type/age
Length of residence
Vehicle interest/car buyer/number
Channel preference
Online purchaser
Direct mail purchaser
Military veteran
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Dog/cat owner
Culture/arts/collectibles
Fashion
Camping/fishing/hunting/shooting
Gardening
Gourmet cooking/food
Travel – foreign/domestic
Home video games/computers
Bicycling/boating/golf/tennis/skiing
Home furnishing/decorating
Home improvement
Fitness/running
Casino gambling
Sweepstakes/contests
Wines
Lesson #5:
Lesson #5:
•
Set the expectation
Lesson #5:
•
Set the expectation
•
Take the long view
Lesson #5:
•
Set the expectation
•
Take the long view
•
–
–
–
–
Technology
Data
Expertise
Executions
Lesson #5:
•
Set the expectation
•
Take the long view
•
–
–
–
–
•
Technology
Data
Expertise
Executions
Follow through
Case studies are available at:
tom.ratkovich@leapmediasolutions.com
http://www.slideshare.net/astechtr/case-studies-in-datadriven-marketing-automation

the presentation

Transcription

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